Agenda — Indian Wells City Council, July 2, 2025 (part 1 of 2)

SPECIAL CITY COUNCIL
Meeting Agenda
Wednesday, July 2, 2025
1:30 PM
City Hall Council Chamber
44950 Eldorado Drive, Indian Wells, CA 92210
Welcome to a special meeting of the Indian Wells City Council.

Live Stream: Meetings held in the City Hall Council Chamber are streamed live. You can watch the meeting on any device or computer. Members of the public who wish to listen or watch the meeting may access the livestream during the regular meetings. LIVE STREAM CLICK HERE.

Public Comments: Members of the Public who wish to speak should fill out a blue slip and submit it to the City Clerk, comments are limited to three minutes. In accordance with State Law, remarks during public comment are to be limited to subjects within the City's jurisdiction. If you are unable to provide comments during meeting, written comments on agenda or non-agenda items or both, may be submitted at [email protected] an hour prior to the start of the meeting.

Notification: If you are an individual with a disability and need a reasonable modification or accommodation pursuant to the Americans with Disabilities Act (ADA) please contact the City Clerk at 760-346-2489, 48 hours prior to the meeting.

Please turn off all communication devices (phones) or put them on non-audible mode (vibrate) during Council proceedings. All documents for public review are available for public inspection at City Hall reception, 44-950 Eldorado Drive, Indian Wells during normal business hours.

Pages

A.CONVENE THE INDIAN WELLS CITY COUNCIL, PLEDGE OF

ALLEGIANCE AND ROLL CALL

MAYOR BRUCE WHITMAN

MAYOR PRO TEM DANA REED

COUNCIL MEMBER TOPER TAYLOR

COUNCIL MEMBER BRIAN PENNA

COUNCIL MEMBER GREG SANDERS
B.APPROVAL OF THE FINAL AGENDA
C.PROCLAMATIONS AND PRESENTATIONS
C.1 Riverside County Fire Department Quarterly Update by Battalion Chief Matt Kotz
C.2 Riverside County Sheriff Quarterly Update by Special Enforcement Team Deputy Peter Prajin
C.3 Legislative Update from the Office of Senator Bogh Presented by District Representative Armando Martinez
C.4 Coachella Valley Rescue Mission Presentation by Development Director Scott Wolf
C.5 Palm Springs Navigation Center Presentation by Chief Operating Officer Rosa Verduzco
D.PUBLIC COMMENTS
Members of the Public who wish to speak on consent items OR items not listed on the agenda may do so at this time. Public Comments are limited to three minutes. Speakers will be alerted when their time is up.

Please note that while the City Council values your comments, the Council cannot respond nor take action on matters not listed on the agenda until the matter may appear on the forthcoming agenda.

E.CITY MANAGER'S REPORTS
The City Manager or Department Heads may make brief
announcements, informal comments, or brief the Council on items of interest.

F.CITY ATTORNEY REPORTS AND COMMENTS
Special Council Agenda- July 2, 2025

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G.CONSENT CALENDAR
All matters listed on the Consent Calendar are considered to be routine and will be approved by one motion. Reading of text of Ordinances is waived and Ordinances are adopted as second reading, by title only. There will be no separate discussion of these items unless members of the Council request specific items be removed from the Consent Calendar for separate discussion and action.

G.1 Ordinance Adopting the Fire Hazard Severity Zone Map Published by the Office of the State Fire Marshall in Compliance with California Fire Code and Government Code Section 51179
11 RECOMMENDED ACTION:

Council ADOPTS Ordinance No. 764 by title only and waives further reading adopting the Fire Hazard Severity Zones as recommended by the California Department of Forestry and Fire Protection pursuant to Government Code Section 51178; and
FINDS the project not subject to the California Environmental Quality Act (CEQA) pursuant to State CEQA Guidelines section 15060, 15061(b)(3), and 15378.

G.2 Ordinance Requiring Emergency Access Preemption Systems on New and Existing Gated Community Access Points
16 RECOMMENDED ACTION:

Council ADOPTS Ordinance No. 765 by title only and waives further reading adding Chapter 9.50 to Tile 9 (Peace, Safety, and Morals) to require access by means of approved emergency vehicle preemption systems and vehicular gates; and
FINDS the ordinance is not subject to the California Environmental Quality Act (CEQA) pursuant to State CEQA Guidelines sections 15060(c)(3) and 15061(b)(3).

Special Council Agenda- July 2, 2025

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G.3 Approval of Council Liaison to the Children’s Discovery Museum of the Desert Board
22 RECOMMENDED ACTION:

Council SELECTS and APPROVES Mayor Bruce Whitman to serve as the City’s non-voting liaison to the Children’s Discovery Museum of the Desert Board; and

FINDS the action exempt from CEQA review under CEQA Guidelines section 15061(b)(3).

G.4 Council Member Taylor Event Attendance 25
RECOMMENDED ACTION:

Council APPROVES Councilmember Taylor reimbursement for attendance at the Contact in the Desert on June 1, 2025; and FINDS the action exempt from CEQA review under CEQA Guidelines section 15061(b)(3).

G.5 Memorializing Eisenhower Walk of Honor Resident Eligibility Requirements
27 RECOMMENDED ACTION:

Council APPROVES eligibility requirements for the Eisenhower Walk of Honor inclusion; and
FINDS the action exempt from CEQA review under CEQA Guidelines section 15061(b)(3).

G.6 Resolution Amending Sections in Chapter 3.03 of the City Council Policy Manual
33 RECOMMENDED ACTION:

Council ADOPTS Resolution amending Chapter 3.03 (Commissions, Committees and Boards) of the Indian Wells City Council Policy Manual; and
FINDS the action exempt from CEQA review under CEQA Guidelines section 15061(b)(3).

Special Council Agenda- July 2, 2025

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G.7 Annual Update to Employee’s Salary Range Schedule and FY 2025- 26 Approved Employee Positions
44 RECOMMENDED ACTION:

Council APPROVES the annual update to employees’ salary schedule as required by the California Public Employees’ Pension Reform Act of 2013; and
APPROVES the Fiscal Year 2025-26 Approved Positions List with Annual Salaries and Ranges; and
DIRECTS staff to post the employee salary range schedule on the City’s website; and
FINDS the action exempt from CEQA review under CEQA Guidelines section 15061(b)(3).

G.8 Approval of three-year Agreement with Riverside County Emergency Management Department for an Emergency Services Coordinator 51 RECOMMENDED ACTION:

Council APPROVES a three-year agreement for an Emergency Services Coordinator with the Riverside County Emergency Management Department for July 1, 2025 through June 30, 2028; and
AUTHORIZES and DIRECTS the City Manager to execute the Agreement and future renewals for the same, except when a change in service level is required; and
FINDS the action exempt from CEQA review under CEQA Guidelines section 15061(b)(3).

Special Council Agenda- July 2, 2025

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G.9 Extension of Exclusive Negotiation Agreements with Abode Communities and Summit Development for Affordable Housing Development in Indian Wells
77 RECOMMENDED ACTION:

Council AUTHORIZES and DIRECTS the City Attorney to prepare and the City Manager to execute a 180-day extension to the exclusive- negotiation agreements with Adobe Communities and Summit Developers regarding potential development of an affordable housing project in the City of Indian Wells; and
FINDS the action is not a project within the meaning of Section 15378 of the State of California Environmental Quality Act (“CEQA”) Guidelines because it has no potential to result in physical change in the environment, directly or indirectly; and that the action is nonetheless exempt from the requirements of CEQA in that the activity is covered by the general rule that CEQA applies only to projects that have the potential for causing a significant effect on the environment. (14 CCR 15061(b)(3).)
G.10 City Treasurer’s Report for April 2025 80
RECOMMENDED ACTION:

Council RECEIVES and FILES the City Treasurer’s Report for April 2025; and
FINDS the project to be exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 15060.

H.PUBLIC HEARINGS
No Public Hearings.

I.GENERAL BUSINESS
The Mayor will call upon the members of the public to address the Council regarding the agenda item being considered after presentations. After the public has provided comment, the item is closed to further comment and brought to the Council for discussion and action.

Special Council Agenda- July 2, 2025

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I.1 Amendment to Sheriff Services Agreement and Supplemental Appropriation for Motorcycle Purchases
99 RECOMMENDED ACTION:

Council APPROVES an Amendment to the Sheriff Services Agreement with Riverside County; and
AUTHORIZES the City Manager to execute the same; and
AUTHORIZES staff to develop an agreement with the City of Rancho Mirage to share public safety services and for the City Manager to execute; and
APPROVES a $100,000 Supplemental Appropriation for costs associated with the purchase of two (2) new, fully equipped motorcycles; and
FINDS the action exempt from CEQA review under CEQA Guidelines section 15061(b)(3).

I.2 Pilot Program-Temporary Installation of Speed Cushions Along Fairway Drive
104
RECOMMENDED ACTION:

Council DISCUSSES and provides DIRECTION to initiate a pilot program to install temporary speed cushions along Fairway Drive; and
If appropriate, APPROVES a Supplemental Appropriation of $109,000 from the City’s General Fund to complete the pilot program as described in this report; and
FINDS the project to be exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 15060.

Special Council Agenda- July 2, 2025

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I.3 Stop Sign Warrant Study 106
RECOMMENDED ACTION:

Council RECEIVES and FILES the findings of the stop warrant studies conducted as part of the Safer Streets community discussions; and FINDS the action exempt from CEQA review under CEQA Guidelines section 15061(b)(3).

J.COUNCIL MEMBER REPORTS
Council Members may ask a question for clarification, make a referral to staff, or take action to have staff place a matter of business on a future agenda. The Council may take action on items listed on the Agenda.

J.1 Council Discussion of Future Agenda Item Relating to Councilmember Reimbursement Policy
109
RECOMMENDED ACTION:

Council CONSIDERS whether to place a discussion-and-action item on a future agenda regarding the City’s councilmember-
reimbursement policy; and
FINDS the project to be exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 15060.

J.2 Review of Purpose and Function of the Indian Wells Golf Resort Advisory Committee
111
RECOMMENDED ACTION:

Council REVIEWS and DISCUSSES the purpose and function of the Indian Wells Golf Resort Advisory Committee; and
FINDS the action exempt from CEQA review under CEQA Guidelines section 15061(b)(3).

Special Council Agenda- July 2, 2025

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J.3 History of the Tee Committee 116
RECOMMENDED ACTION:

Council RECEIVES and FILES this informational report on the history of the Tee Committee; and
FINDS the action is not a Project under the California Environmental Quality Act (CEQA) pursuant to Section 15378(b)(5).

K.COUNCIL MEMBER'S COMMENTS
On their own initiative, Council Members may make a brief announcement or a brief report on their own activities.

K.1 COUNCIL MEMBER SANDERS
Coachella Valley Animal Campus
Cove Communities Service Commission
Desert Sands Unified School District
Desert Recreation District
Indian Wells Marketing Committee
Indian Wells Finance & Legal Oversight Committee
Indian Wells Public Safety
K.2 COUNCIL MEMBER PENNA
Coachella Valley Mountain Conservancy
Indian Wells Preservation Foundation
Visit Greater Palm Springs
Indian Wells Community Activities Committee
Indian Wells Grants In Aid Committee
Indian Wells Public Safety Committee
K.3 COUNCIL MEMBER TAYLOR
CVAG Homelessness Committee
CVAG Public Safety Committee
CVAG Transportation Committee
Indian Wells Golf Resort Advisory Committee
Riverside County Transportation Commission
Southern California Association of Governments
Special Council Agenda- July 2, 2025

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K.4 MAYOR PRO TEM REED
CVAG Conservation Commission
CVAG Energy & Sustainability Committee
Desert Recreation District
Indian Wells Marketing Committee
Indian Wells Finance & Legal Oversight Committee
Indian Wells Personnel Committee
Indian Wells Tee Committee
K.5 MAYOR WHITMAN
California Joint Power Insurance Authority (JPIA)
CVAG Executive Committee
Cove Communities Services Commission
Desert Sands Unified School District
Indian Wells Golf Advisory Committee
Indian Wells Personnel Committee
Indian Wells Tee Committee
Sunline Transit Agency
L. ADJOURNMENT
To a regularly scheduled meeting of the City Council to be held at 1:30 p.m. on September 4, 2025 in the City Hall Council Chamber.

Affidavit of Posting,
I, Angelica Avila, certify that on June 26, 2025 I caused to be posted a notice of a Special Council Meeting to be held on July 2, 2025 at 1:30 p.m. in the City Hall Council Chamber.

Notices were posted at Indian Wells Civic Center and City's Website [ www.cityofindianwells.org]
________________________
Angelica Avila, MMC
City Clerk
Special Council Agenda- July 2, 2025

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Indian Wells Fire Department
Year in Review
CAL FIRE / Riverside County Fire Department
Battalion Chief Matthew Kotz
Special City Council Meeting:

July 2, 2025 - Presentation
Item C.1

•Fire Department calls for service from 7/1/2024 to 6/30/2025. •Comparison of calls from the previous yearly call period. •Significant Fire Department events in Indian Wells.

Presentation Outline

Fire Department Calls for Service
 Total number of calls: 1,399
Medical: 952 (68%)
False Alarms: 188
Public Service Assists: 125
Traffic Collisions: 87
Comparison of total number of calls from 2024 to 2025: ≈+4%

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Fire Department Calls for Service at Indian
Wells Hotels
•Grand Hyatt:
•Renaissance Esmerelda:
•Tommy Bahama Miramonte Resort:
•Indian Wells Resort:

Significant Events in Indian Wells
Special Events:
Staff the La Quinta to Indian Wells Ironman. Total of 3 calls for service, 2 transports within the city’s side of the event. Fire responded to 10 calls for service at the BNP Paribas Tennis Tournament. Gerald Ford Elementary fire department mini-muster, cancelled due to heat. Fire Department and schools are collaborating to restructure the timeline.

Incident Response:
Significant fire department response- structure fire response to Montecito Drive.

Significant Accomplishments throughout the year:
Indian Wells ambulance remount update.
City ISO rating improvement from 3 to 2.
Fire department Emergency Command Center accreditation. CAL FIRE / Riverside County Fire Department worked collaboratively with city staff on the following projects:
- Opticom entry into gated communities within the city.

Questions?

Riverside Sheriff –Indian Wells
Special City Council Meeting:

July 2, 2025 - Presentation
Item C.2

Riverside Sheriff –Indian Wells
7668 File Numbers as of June 30, 2025
•1417 Calls for Service as of June 30, 2025
•6251 Self-initiated File Numbers as of June 30, 2025
•35 Total Arrests Made as of June 30, 2025
•9 DUI Arrests End of as of June 30, 2025
•9 Public Intoxication Arrests as of June 30, 2025
•22 Warrant Arrests End as of June 30, 2025
•4363 Area Checks Conducted as of June 30, 2025

Riverside Sheriff –Indian Wells
Traffic Collisions –55 as of June 30, 2025
0 Fatal
•1 Major injury
•16 Minor-injury
•38 Non-injury
Traffic Citations 1326 as of June 30, 2025
9 DUI Arrests as of June 30, 2025

Riverside Sheriff –Indian Wells
Uniform Crime Reporting Data YTD Comparison as of 05/31/25 Crime 2023 YTD 2024 YTD 2025 YTD
Homicide 0 0 0
Rape 1 1 1
Robbery 0 1 0
Aggravated Assault 5 12 7
Total Violent Crimes 6 14 8
Burglary 20 11 7
Auto Theft 2 1 1
Larceny*45 33 21
Total Property Crimes 67 45 29
Total Part 1 Crimes 73 59 37 -37.3% from 2024
* Includes vehicle burglaries

Notable Cases/Operations
Felony Vandalism & Conspiracy –Juvenile Offenders
Date: June 1–3, 2025 –Indian Wells
•Two juveniles (ages 14 and 15) caused an estimated $156,000 in damage by destroying 104 pedestrian light bollards along Hwy 111. •Surveillance and cellphone video evidence confirmed the suspects' involvement.
•Arrests and search warrant execution led to the recovery of digital evidence.
•Charges: PC 594(b)(1) Felony Vandalism, PC 182 Conspiracy to Commit Vandalism

Traffic Operations by Deputy Yoo
DUI Checkpoint – February 21, 2025
•1,170 vehicles screened
•69 drivers contacted
•18 field sobriety tests administered
•2 DUI alcohol arrests
•2 criminal arrests (1 felony, 1 misdemeanor)
•2 vehicles towed
•26 unlicensed drivers
•18 miscellaneous traffic citations issue
DUI Saturation Patrol – June 6, 2025
•38 vehicle stops conducted
•1 DUI alcohol arrest
•1 field sobriety test administered
•28 miscellaneous traffic citations issued

Palm Springs
Navigation Center Update
July 2, 2025
1 Special City Council Meeting:

July 2, 2025 - Presentation
Item C.5

Palm Springs Navigation Center
•Early Entry Facility opened March 2024
•50 beds with average occupancy of 46 per night
•Navigation Center officially began operations November 2024 •80 Pre-manufactured residential Units - 72 Units Occupied / 100 Individuals Totals Served •65 Single Units – 63 Occupied
•5 Family Units – 5 Occupied
•10 Transitional Age Youth Units – 4 Occupied
2 Palm Springs Facilities & Programs Overview
Martha’s Village & Kitchen’s Palm Springs facilities
provide a structured pathway from homelessness to
stability through three interconnected programs:

Access Center – A drop-in day center offering
essential services.

Early Entry Emergency Shelter – The second phase in
stabilization.

Navigation Center – The final phase, offering
transitional housing with intensive wraparound
services.

These programs create a continuum of care, ensuring
that every individual receives the right support at the right time on their path to long-term stability.
3 Services Provided/ Outcomes
Access Center
Access Center Support
•760 Unduplicated Individuals Served
•15,711 Total Services Provided
Case Management & Benefits Assistance Services
•3,178 Total Case Management Services Provided
•635 Total Mainstream Benefits Assistance
Housing Support Services, Placement & Transitions
•1,319 Housing Placements Assistance & Referrals
•75 Total Placement & Transitions
Reporting Period:
7/1/2024- 5/31/2025
4 Services Provided/Outcomes
Early Entry Facility
Shelter Utilization & Intakes
•90% Average Monthly Bed Utilization
•Direct Intakes: 376 Unduplicated Individuals
Total Duplicated Individuals Served: 1,066
Average New Intakes Per Night: 3
Average Length of Stay: ~17 days per participant
Total Bed Nights Provided: 19,546
Palm Springs Police Department Intakes: 186
Duplicated Individuals (3/4/2024-5/31/2025)
Reporting Period:
7/1/2024- 5/31/2025
5 Services Provided/Outcomes
Early Entry Facility (cont.)
Housing Placement Assistance
•73 Successful Exits
Includes family reunifications and participants transitioning into the Navigation Center
Meals Provided
•Total Meals Served: 31,124
Breakfast: 14,830 Meals
Dinner: 16,294 Meals
Supporting Individuals with Pets
•20 dogs and 3 cats sheltered
6 Services Provided/ Outcomes
Navigation Center
Center Occupancy
•96 Unduplicated Individuals Served
77 Adults
6 Youth (Ages 18-24)
6 Families (6 Adults & 7 Children)
Employment / Case Management
•1,156 Units of Service
Individualized Case Plans, Housing Navigation Services, Document Procurement, Connection to Mainstream Services, Behavioral & Mental Health Referrals (As Needed), Substance Use Support & Treatment Referrals (As Needed) •290 Units of Service
Including Career Plans, Job Search Assistance, Employment & Workforce Development, and Life Skills & Financial Literacy 21 Job Placements
Reporting Period:
7/1/2024- 5/31/2025
7 Services Provided/ Outcomes Navigation Center (cont.) Housing Placement Assistance
•18 Total Exits (Households)
•7 Successful Exits
2 Rental By Participant with ongoing subsidy
2 Permanent staying with Family
 3 Permanent staying with friends
Meals Provided
•Total Meals Served: 16,162
Breakfast: 4,853 Meals
Lunch: 5,756 Meals
Dinner: 5,553 Meals
Supporting Individuals with Pets
•17 dogs and 4 cats sheltered
8 Expanding Support:

Bringing Essential Services & Community Connections to Participants Engaging & Wellness Activities at Early Entry Emergency Shelter and Navigation Center •Bingo, karaoke, games, and interactive group activities •Yoga sessions to promote mindfulness and well-being
•Art enrichment (painting, coloring, drawing) for creative expression •Movie Nights for entertainment and peer engagement
Strengthening Services Through Key Partnerships
•Molina Healthcare –Medicare Advantage info onsite
•Desert Healthcare District –Mobile medical, mental health, and substance abuse services •Palm Springs Disposal Services – Six-month paid internship and job training •Wellness Equity Alliance – Partnered with the Access Center •Riverside University Health – Collaboration to expand mental health and substance abuse support
•Coachella Valley Area Governments (CVAG) – Coordinated efforts to effectively connect CV 200 list participants with housing navigation assistance.
9 Q&A
10 INDIAN WELLS CITY COUNCIL
July 2, 2025

To: City Council
From: City Manager Department
Prepared by: Kristen Nelson, Administrative Services Manager Subject: Ordinance Adopting the Fire Hazard Severity Zone Map Published by the Office of the State Fire Marshall in
Compliance with California Fire Code and Government Code Section 51179

RECOMMENDED ACTIONS:

FINDS the project not subject to the California Environmental Quality Act (CEQA) pursuant to State CEQA Guidelines section 15060, 15061(b)(3), and 15378.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

The adoption of the ordinance designating Moderate, High and Very High Fire Hazard Severity Zones in the Local Responsibility Areas as recommended by the Office of the State Fire Marshal is exempt from CEQA because it can be seen with certainty that there is no possibility that the adoption of the ordinance may have a significant effect on the environment. (State CEQA Guidelines, § 15060, 15061(b)(3), and 15378)

ATTACHMENTS:

1. Ordinance No. 764

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ORDINANCE NO. 764

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF INDIAN WELLS,

CALIFORNIA, ADOPTING THE FIRE HAZARD SEVERITY ZONES AS

RECOMMENDED BY THE CALIFORNIA DEPARTMENT OF FORESTRY AND FIRE PROTECTION PURSUANT TO GOVERNMENT CODE SECTION 51178;

AND FINDING THE ACTION TO BE EXEMPT FROM CEQA UNDER CEQA GUIDELINES SECTIONS 15060, 15061, AND 15378.

WHEREAS, the California Department of Forestry and Fire Protection (CAL FIRE), pursuant to Government Code Section 51178, has developed updated Fire Hazard Severity Zone (FHSZ) maps for areas within Local Responsibility Areas (LRAs); and WHEREAS, Government Code Sections 51175 through 51189 require local jurisdictions to adopt the FHSZ maps by ordinance, and to enforce the building standards for new structures in Very High Fire Hazard Severity Zones as established in the California Building Code and California Fire Code; and
WHEREAS, adoption of the FHSZ map will help the City reduce the risk of wildfire through updated planning and building standards and enable better protection of life, property, and natural resources; and
WHEREAS, the City of Indian Wells desires to adopt the FHSZ map as recommended by CAL FIRE to comply with state law and to ensure the health, safety, and welfare of the community.

WHEREAS, notice of a public hearing of the City Council of the City of Indian Wells to consider this Ordinance was given in accordance with applicable law; and WHEREAS, on May 15, 2025, a public hearing on this Ordinance was held by the City Council; and
WHEREAS, after careful consideration of the staff report and all the information, evidence, and testimony presented at its public hearing, the City Council finds that this Ordinance is consistent with General Plan goals and policies pertaining to public safety.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF INDIAN WELLS, CALIFORNIA DOES HEREBY ORDAIN AS FOLLOWS:

SECTION 1. Designation of Fire Hazard Severity Zones. The City of Indian Wells hereby adopts and designates the Fire Hazard Severity Zones within the City as recommended by the California Department of Forestry and Fire Protection and presented in the map titled:
“City of Indian Wells Fire Hazard Severity Zones Map,” as set forth in “Exhibit A” as maintained and published by the California Department of Forestry and Fire Protection.

This map is incorporated by reference and shall serve as the official FHSZ designation within the Local Responsibility Area for the City of Indian Wells.

ATTACHMENT #1

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City of Indian Wells
Ordinance No. 764

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SECTION 2. Custodian of Records. The documents and materials that constitute the record of proceedings on which this Ordinance is based are located at 44950 Eldorado Drivee, Indian Wells, CA 92210. The custodian of these records in the City Clerk.

SECTION 3. CEQA. This ordinance was assessed in accordance with the authority and criteria contained in the California Environmental Quality Act (“CEQA”), the State CEQA Guidelines (the “Guidelines”), and the environmental regulations of the City. The City Council hereby finds that this ordinance is not subject to CEQA because the adoption of this ordinance is not a “project” under Sections 15060(c)(2) and 15060(c)(3) of Title 14 of the California Code of Regulations.

Additionally, under Section 15061(b)(3) of the State CEQA Guidelines, this ordinance is exempt from the requirements of CEQA because it can be seen with certainty that the provisions contained herein would not have the potential for causing a significant effect on the environment.

Moreover, the adoption of the updated Fire Hazard Severity Zone map is categorically exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15308, as it constitutes an action taken by a regulatory agency for the protection of the environment.

SECTION 4. Effective Date. This Ordinance takes effect 30 days following its adoption.

SECTION 5. Publication. The City Clerk shall certify to the adoption of this Ordinance. Not later than fifteen (15) days following the passage of this Ordinance, the Ordinance, or a summary thereof, along with the names of the City Council members voting for and against the Ordinance, shall be published in a newspaper of general circulation in the City of Indian Wells.

PASSED, APPROVED AND ADOPTED by the City Council of the City of Indian Wells, California, at a special meeting held on the 2nd day of July 2025.

______________________________

BRUCE WHITMAN
MAYOR

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City of Indian Wells
Ordinance No. 764

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STATE OF CALIFORNIA )
COUNTY OF RIVERSIDE )ss.

CITY OF INDIAN WELLS )

CERTIFICATION FOR ORDINANCE NO. 764

I, Angelica Avila, City Clerk of the City Council of the City of Indian Wells, California, DO HEREBY CERTIFY that Ordinance No. 764, having been regularly introduced at the meeting of May 15, 2025, was again introduced, the reading in full thereof unanimously waived, and duly passed and adopted at a special meeting of the City Council held on the 2nd day of July, 2025 said ordinance was passed and adopted by the following stated vote, to wit:

and was thereafter on said day signed by the Mayor of the City of Indian Wells.

AYES:

NOES:

ATTEST: APPROVED AS TO FORM:

_____________________________ ____________________________

ANGELICA AVILA TODD LEISHMAN FOR

CITY CLERK BEST BEST & KRIEGER LLP

CITY ATTORNEY

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City of Indian Wells
Ordinance No. 764

Page 4 ends

Exhibit “A”

“City of Indian Wells Fire Hazard Severity Zones Map,”

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INDIAN WELLS CITY COUNCIL
July 2, 2025

To: City Council
From: Community Development Department
Prepared by: Wes Remaklus, Building Official/Code Enforcement Manager Subject: Ordinance Requiring Emergency Access Preemption Systems on New and Existing Gated Community Access
Points

RECOMMENDED ACTIONS:

FINDS the ordinance is not subject to the California Environmental Quality Act (CEQA) pursuant to State CEQA Guidelines sections 15060(c)(3) and 15061(b)(3).

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

The adoption of this ordinance is exempt from the California Environmental Quality Act (CEQA) under CEQA Guidelines sections 15060(c)(3) & 15061(b)(3), as it can be seen with certainty that there is no possibility the ordinance may have a significant effect on the environment. The required equipment is low impact, installed on existing structures, and does not expand use or intensify development.

ATTACHMENTS:

1. Ordinance No. 765

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ORDINANCE NO. 765

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF INDIAN WELLS, CALIFORNIA, ADDING CHAPTER 9.50 TO TITLE 9 (PEACE, SAFETY, AND

MORALS) OF THE INDIAN WELLS MUNICIPAL CODE TO REQUIRE

ACCESS BY MEANS OF APPROVED EMERGENCY VEHICLE PREEMPTION

SYSTEMS AT VEHICULAR GATES, AND FINDING THE ORDINANCE

EXEMPT FROM THE CALIFORNIA ENVIRONMENTAL QUALITY ACT
(CEQA).

WHEREAS, the City of Indian Wells, California (“City”) is a municipal corporation, duly organized under the constitution and laws of the State of California; and WHEREAS, the City is authorized by California Constitution Article XI, Section 7 to make and enforce within its limits all local ordinances, and regulations not in conflict with general laws; WHEREAS, the City has the authority under Article 11, Section 5 of the California Constitution and the City Charter to make, amend, and enforce all ordinances and regulations with respect to municipal affairs to protect the public health, safety, and welfare; and WHEREAS, the City places high value on protecting community charter, land values, and the general public, health, safety and welfare, and has previously adopted numerous ordinances to help ensure such protection; and
WHEREAS, the City seeks to ensure that all emergency responders have timely and reliable access to gated properties throughout the community in order to improve emergency response times and public safety; and
WHEREAS, the purpose of this Ordinance is to require the installation of City-approved emergency vehicle preemption systems at all automated vehicular access gates within the City of Indian Wells, for both existing and newly constructed gated properties, and new gates install at existing properties, in a manner consistent with the public safety objectives of the city; and WHEREAS, on May 15, 2025, the City Council approved a $15,000 supplemental appropriation to implement a limited-term rebate program offering $500 per qualifying gate to assist gated properties with the timely installation of approved emergency access sensor systems; and WHEREAS, all legal prerequisites to the adoption of the Ordinance have occurred.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF INDIAN WELLS DOES HEREBY ORDAIN AS FOLLOWS:

Section 1. Incorporation of Recitals. The foregoing Recitals are true and correct and are incorporated herein by this reference.

Section 2. CEQA. This ordinance was assessed in accordance with the authority and criteria contained in the California Environmental Quality Act (“CEQA”), the State CEQA Guidelines (the “Guidelines”), and the environmental regulations of the City. The City Council hereby finds that this ordinance is not subject to CEQA because the adoption of this ordinance is not a “project” under Sections 15060(c)(2) and 15060(c)(3) of Title 14 of the California Code of Regulations.

ATTACHMENT #1

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City of Indian Wells
Ordinance No.765

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Section 3. IWMC Addition. Chapter 9.50 [Emergency Access to Vehicular Gates] of the Indian Wells Municipal Code is hereby added to read in its entirety as provided in Exhibit “A,” attached hereto and incorporated within

Section 4. Effective Date. This Ordinance takes effect 30 days following its adoption.

Section 6. Custodian of Records. The documents and materials that constitute the record of proceedings on which this Ordinance is based are located at the City Clerk’s office located at 44950 Eldorado Drive, Indian Wells, CA 92210. The custodian of these records is the City Clerk.

Section 7. Severability. If any section, sentence, clause or phrase of this Ordinance or the application thereof to any entity, person or circumstance is held for any reason to be invalid or unconstitutional, such invalidity or unconstitutionality shall not affect other provisions or applications of this Ordinance which can be given effect without the invalid provision or application, and to this end the provisions of this Ordinance are severable. The City Council and the people of the City of Indian Wells hereby declare that they would have adopted this Ordinance and each section, sentence, clause or phrase thereof, irrespective of the fact that any one or more section, subsections, sentences, clauses or phrases be declared invalid or unconstitutional.

Section 8. Publication; Effective Date. The City Clerk shall certify the adoption of this Ordinance. Not later than 15 days following the passage of this Ordinance, the Ordinance, or a summary thereof, along with the names of the City Council members voting for and against the Ordinance, shall be published in a newspaper of general circulation in the City of Indian Wells.

PASSED APPROVED AND ADOPTED by the City Council of the City of Indian Wells, California, at a special meeting held on the 2nd day of July 2025.

________________________

BRUCE WHITMAN
MAYOR

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City of Indian Wells
Ordinance No.765

Page 3 ends

STATE OF CALIFORNIA)
COUNTY OF RIVERSIDE ) ss.

CITY OF INDIAN WELLS)

CERTIFICATION FOR ORDINANCE NO. 765

I, Angelica Avila, City Clerk of the City Council of the City of Indian Wells, California, DO HEREBY CERTIFY that Ordinance , having been regularly introduced at an adjourned regular meeting of June 10, 2025 was again introduced, the reading in full thereafter unanimously waived, and duly passed and adopted at a special meeting of the City Council held on July 2, 2025 and said Ordinance was passed and adopted by the following stated vote, to wit:

AYES:

NOES:

and was thereafter on said day signed by the Mayor of said City of Indian Wells.

ATTEST: APPROVED AS TO FORM:

_________________________________ ________________________________

ANGELICA AVILA TODD LEISHMAN FOR

CITY CLERK BEST, BEST & KRIEGER

CITY ATTORNEY

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City of Indian Wells
Ordinance No.765

Page 4 ends

EXHIBIT “A”
Code Addition
Chapter 9.50 is hereby added to Title 9 Peace, Safety, and Morals, to read in its entirety as follows:

Chapter 9.50 Emergency Access to Vehicular Gates
§ 9.50.010 Purpose and Intent.

The purpose of this chapter is to enhance public safety by ensuring timely and unobstructed access for emergency response vehicles to all gated properties within the City of Indian Wells.

This chapter established minimum emergency access requirements for automated vehicular gates, mandating the installation of approved emergency vehicle preemption systems that are compatible with equipment used by all agencies providing emergency services to the City. This requirement is in addition to and does not replace or supersede other emergency access obligations established by federal law, state law, adopted fire code or other applicable regulations.

§ 9.50.020 Definitions.

For the purposes of this chapter, the following words and terms shall apply:

a) “Emergency Vehicle Preemption System” means a wireless device capable of receiving signals from authorized emergency vehicles to automatically open vehicular gates.

b) “Vehicular Access Gate” means any gate, barrier, or access control point that restricts vehicular entry to a property, regardless of whether the access is automated, or staffed by on-site personnel.

c) “Gated Property” means any residential community, commercial site, or other development that restricts vehicular access through mechanical or electronic gate systems.

§ 9.50.030 Applicability.

a) All exiting automated vehicular access gates within the City, whether located at residential gated communities, commercial properties, or other gated developments;

b) All new, replacement, or additional vehicular access gates installed after the effective date of this ordinance, including any new gates added to existing properties or developments;

c) This chapter shall apply to all automated vehicular access gates described herein, including gates that are staffed by personnel.

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City of Indian Wells
Ordinance No.765

Page 5 ends

§ 9.50.040 Installation Requirements.

a) All automated vehicular gates subject to this chapter shall be equipped with an emergency access preemption system approved by the City and compatible with the emergency response vehicle equipment used by all agencies serving the City of Indian Wells.

b) Installation of the required system shall occur:

1) Within twelve (12) months of the ordinance’s effective date for existing gates;

2) Prior to final inspection or occupancy for new replacement gates.

c) The systems must remain operational at all times. If the gate is installed prior to completion of development, the emergency access system shall be active during construction.

§ 9.50.050 Manual Override.

All gates shall retain a City-approved manual override mechanism as a secondary access method.

§ 9.50.060 Enforcement.

a) The City may conduct inspections to verify installation and functionality.

b) Responsible parties must submit documentation of system type and operational status upon request of the City Official.

§ 9.50.070 Violations.

a) Failure to comply with this chapter constitutes a violation of the Indian Wells Municipal Code and is subject to enforcement under Chapter 1.20

b) Each day that a violation continues shall constitute a separate offense.

c) A violation of this chapter is declared to be a public nuisance and may be abated in accordance with Chapter 8.08 of the Indian Wells Municipal Code, including all applicable provisions for notice, hearing, enforcement, and cost recovery.

§ 9.50.080 Supplemental to Other Legal Requirements

This ordinance shall not be construed to relieve any property owner, responsible party, or other entity from complying with other emergency access requirements established under the California Fire Code, the California Penal Code, or any other applicable law or regulation governing emergency access.

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INDIAN WELLS CITY COUNCIL
July 2, 2025

To: City Council
From: City Manager Department
Prepared by: Angelica Avila, City Clerk
Subject: Approval of Council Liaison to the Children’s Discovery Museum of the Desert Board

RECOMMENDED ACTIONS:

Council SELECTS and APPROVES Mayor Bruce Whitman to serve as the City’s non- voting liaison to the Children’s Discovery Museum of the Desert Board; and

FINDS the action exempt from CEQA review under CEQA Guidelines section 15061(b)(3).

DISCUSSION:

The Children’s Discovery Museum of the Desert (CDMoD) has long served as a regional educational and cultural resource, offering interactive learning experiences for children and families. The City of Indian Wells has historically supported the Museum through various partnerships and community initiatives.

In May 2025, the Museum formally requested the appointment of a City Council representative to serve in an ex officio capacity on its B oard. This appointment would strengthen communication, foster collaboration, and ensure the City remains informed of the Museum’s strategic direction and programming. The liaison will attend monthly board meetings and provide regular updates to the City Council and the community during City Council meetings. The cities of Rancho Mirage and Palm Desert currently have ex officio members serving on the CDMoD Board.

The ex officio role is non-voting and intended to serve as a liaison between the City and the Museum. The appointment would not require additional compensation or formal committee restructuring. Participation would include attending regular board meetings and providing updates to the City Council as needed. This appointment aligns with the City’s commitment to supporting youth education, cultural enrichment, and regional partnerships.

Mayor Bruce Whitman has indicated that he wishes to be appointed to serve as the City Council’s liaison to the Children’s Discovery Museum of the Desert.

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FISCAL IMPACT:

There is no fiscal impact associated with this appointment.

ATTACHMENTS:

1. Email Request

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1 Angelica Avila
From:Angelica Avila
Sent:Tuesday, June 17, 2025 11:44 AM
To:Angelica Avila
Subject:RE: Board and Fundraiser
From: Cindy Burreson
Sent: Monday, May 5, 2025 2:17 PM
To: Chris Freeland
Subject: Board and Fundraiser
CAUTION: This email originated outside our organization. Be cautious with any links or attachments.

Hi Chris,
It was so nice to see you today. Thank you for touring this special place.

I am following up for that and two other reasons:

1.I want to invite City Council to get their tickets to attend our Joint Fundraiser with the Hanson House Foundation. We both celebrate and support kids and families and we are collaborating to bring awareness and support to our organizatoins. The invite is attached. https://www.eventbrite.com/e/martinis-and-bellinis-garden-cocktail-and-tea-party-tickets- 1326025059649?aff=oddtdtcreator

2.I want to invite a Councilmember to join our Board as an Ex-Officio Member. We have someone from Palm Desert and Rancho Mirage but would love to have representation from throughout the Valley.

Thank you so much for passing this on and for your ongoing support.

Cindy Burreson
Chief Executive Officer
Children's Discovery Museum of the Desert
ATTACHMENT #1

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INDIAN WELLS CITY COUNCIL
July 2, 2025

To: City Council
From: City Manager Department
Prepared by: Angelica Avila, City Clerk
Subject: Council Member Taylor Event Attendance

RECOMMENDED ACTIONS:

Council APPROVES Councilmember Taylor reimbursement for attendance at the Contact in the Desert on June 1, 2025; and

FINDS the action exempt from CEQA review under CEQA Guidelines section 15061(b)(3).

DISCUSSION:

The City Council adopted a ticket policy for pre-approval of Council Member attendance at events which serve a valid governmental or public purpose (Resolution No. 2022-36).

The Council Policy Manual Section 2.11.010 states the consent calendar staff report will include a description of the event, including the date and location, the Council Member/s attending, the total cost for each Council Member, and the City’s governmental or public purpose for attending the event. Once the Council has confirmed its attendance for the 2025 listed events, a report will be issued to the Council in a future agenda.

The Contact in the Desert is a non-profit conference dedicated to exploring the frontiers of knowledge in UAP, Artificial Intelligence, the future of technology and space travel, non-human intelligence, spirituality, and health & wellness.

Description (Date and Location) Council
Member
Total
Cost
Public
Purpose

Contact of the Desert- Sunday, June 1,
2025, at 3:00 p.m.-5:00 p.m.-
Renaissance Esmeralda Resort & Spa,
Indian Wells

Taylor

$159

Section F (13)

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Resolution No. 2022-36 Section F (13) – Promote community resources and private facilities, including charitable and non-profit organizations facilities, available for use by city residents.

FISCAL IMPACT:

The Fiscal Year 2024-25 budget allocates up to $2,500 per Council Member for participation in governmental or public-purpose events. The Finance Department will monitor this expenditure and provide detailed monthly reports to the Senior Executive Assistant. The events outlined above are accounted for within the existing budget and do not result in any additional financial impact.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

The action is not a project within the meaning of Section 15378 of the State of California Environmental Quality Act (“CEQA”) Guidelines, because it has no potential for resulting in physical change in the environment, directly or indirectly; and that the action is nonetheless exempt from the requirements of CEQA in that the activity is covered by the general rule that CEQA applies only to projects that have the potential for causing a significant effect on the environment. (14 CCR 15061(b)(3).)

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INDIAN WELLS CITY COUNCIL
July 2, 2025

To: City Council
From: City Manager Department
Prepared by: Catherine Manning, Management Assistant
Subject: Memorializing Eisenhower Walk of Honor Resident Eligibility Requirements

RECOMMENDED ACTIONS:

Council APPROVES eligibility requirements for the Eisenhower Walk of Honor inclusion; and

FINDS the action exempt from CEQA review under CEQA Guidelines section 15061(b)(3).

BACKGROUND:

The Indian Wells Eisenhower Walk of Honor is a living testimony to the distinguished military leader and President who made Indian Wells a part-time home. The Walk of Honor is a tribute to all the men and women who served in the nation’s armed forces.

Included in the Walk of Honor are U.S. veterans living and deceased, that have served in the United States Air Force, Army, Coast Guard, Navy, Marine Corps, and Space Force.

In addition, members of the Merchant Marines and Women Airforce Service Pilots (WASP) also qualify. To be included in the Walk of Honor, you must be residents of Indian Wells, for a minimum of one year. The City recognizes residents who served their country honorably and with integrity.

The City pays tribute to its military service members through the Veteran’s Memorial and Wall of Honor, a solemn and enduring symbol of gratitude. Conceptualized in 1999, constructed in 2000, and expanded in 2003, the memori al features seven-foot-high granite “Walls of Honor” inscribed with the names of Indian Wells residents who have served in the United States Armed Forces.

Each year, during the Veteran’s Day Ceremony, new names are added to the wall, ensuring that the sacrifices and service of local veterans are permanently honored and remembered by the community.

Councilmember Sanders requested staff review the eligibility requirements for possible inclusion of other categories of veterans that are identified by the federal government onto the wall. 38 U.S.C. Sec. 101(2) defines "veteran" as a person who served in the

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active military, naval or air service, and who was discharged or released therefrom under conditions other than dishonorable.

In keeping with the Indian Wells’ commitment to honoring all who have served, the Wall of Honor will continue to evolve to reflect federal standards for veteran recognition. Staff recommend moving forward, residents who receive official recognition as a veteran by the Department of Veterans Affairs (e.g., Form DD214) and meet the City’s minimum residency requirement will be eligible for inscription on the Wall of Honor.

This inclusive approach ensures that all who have served honorably in the United States Armed Forces are acknowledged for their dedication and sacrifice, preserving their legacy within our community for generations to come.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

FISCAL IMPACT:

There is no fiscal impact on the recommendation.

OPTIONS:

The Council has the following options:

1. The Council approves the inclusion of those who receive official recognition as veterans by the Department of Veterans Affairs (e.g., Form DD214) and meet the City’s minimum residency requirement will be eligible for inscription on the Wall of Honor.

2. Provides alternative direction.

ATTACHMENTS:

1. Application for Inclusion

2. Resolution

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EISENHOWER WALK OF HONOR

APPLICATION FOR INCLUSION
In recognition of Indian Wells residents who have done and are doing their duty for their country, honorably and with integrity.

The Eisenhower Walk of Honor at the City of Indian Wells is a living testimony to the distinguished military leader and President who made Indian Wells his part-time home. The Veteran's Memorial is comprised of seven-foot-high granite “Walls of Honor” inscribed with the names of Indian Wells residents who served in the armed forces. All U.S. veterans living and deceased who were/are residents of Indian Wells (for a minimum of one year) are eligible to have their names engraved. For additional information, please contact Catherine Manning at the City if Indian Wells at (760) 346-2489 or email [email protected] Note: Application must be submitted to City Hall no later than September 1st for Veteran’s Day inclusion APPLICANT HISTORY (PLEASE PRINT):

Name: __________________________________________________________________________________ Indian Wells Address: _____________________________________________________________________ Mailing Address: _________________________________________________________________________ Email Address: ___________________________________________________________________________ Phone Number: ___________________________________________________________________________ Years Served: ____________________________________________________________________________ Resident of Indian Wells: From (Month/Year) _______________ To (Month/Year) _______________ ATTACHMENTS REQUIRED:

Proof of Residency (Indian Wells Property Owner I.D. card; copy of rent or lease agreement) (All U.S. veterans living and deceased, including members of the Merchant Marines and WASP’S who are or were residents of Indian Wells for at least one year are eligible for inclusion.) ATTACHMENTS REQUIRED:

Copy of poof of military service (i.e., DD214 discharge papers or military identification card) Documents indicating Veterans benefits
Please PRINT below as appropriate for inscription on the memorial.

Rank (abbreviation only): _________________________________________________________________ First Name: _____________________________________________________________________________ Middle Initial: ___________________________________________________________________________ Last Name: ______________________________________________________________________________ Branch: Navy _______ Army _______ USMC _______ USCG _______ Other (specify) _______ Please clearly indicate your full official title of your final rank or rate for the purpose of introductions at this year’s Veteran’s Day Ceremony.
________________________________________________________________________________________ (i.e. Staff Sergeant, Lieutenant, Radioman, Technician Fifth Grade, etc. - NO ABBREVITIONS PLEASE) ATTACHMENT #1

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RESOLUTION NO. 2025-__

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF INDIAN

WELLS, CALIFORNIA, ADOPTING THE EISENHOWER WALK OF

HONOR RESIDENT ELIGIBILITY REQUIREMENTS
WHEREAS, the Walk of Honor stands as a lasting tribute to all the men and women who served in the United States Armed Forces; and
WHEREAS, each year, during the Veteran’s Day Ceremony, new names are added to the wall, ensuring that the sacrifices and service of local veterans are permanently honored and remembered by the community; and
WHEREAS, eligibility for inclusion in the Walk of Honor required official recognition as a veteran by the Department of Veterans Affairs and fulfillment of the City’s minimum residency requirement; and
WHEREAS, in keeping with the City of Indian Wells’ enduring commitment to honoring all who have served, the Walk of Honor will continue to evolve in an alignment with federal standards for veteran recognition; and
WHEREAS, this inclusive approach ensures that all individuals who have served honorably in the United States Armed Forces are acknowledge for their dedication and sacrifice, preserving their legacy within our community for generations to come.

NOW, THEREFORE, BE IT RESOLVED, DETERMINED AND ORDERED BY THE CITY COUNCIL OF THE CITY OF INDIAN WELLS AS FOLLOWS:

SECTION 1. The City Council hereby ADOPTS Resolution.

SECTION 2. The City Council hereby ADOPTS the Eisenhower Walk of Honor Resident Eligibility Requirements set forth in Exhibit “A” attached hereto and incorporated herein by reference.

SECTION 3. This Resolution shall take effect upon adoption.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Indian Wells, California, at a special meeting held on this 2nd day of July 2025. ____________________________

BRUCE WHITMAN
MAYOR
ATTACHMENT #2

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City of Indian Wells
Resolution No. 2025-__

Page 2 ends

CERTIFICATION FOR RESOLUTION NO. 2025-__
I, Angelica Avila, City Clerk of the City of Indian Wells, California, DO HEREBY CERTIFY that the whole number of the members of the City Council is five (5); that the above and foregoing Resolution was duly and regularly passed and adopted at a special meeting of the City Council of the City of Indian Wells on the 2nd day of July, 2025, by the following vote:

AYES:

NOES:

ATTEST: APPROVED AS TO FORM:
______________________________ ____________________________

ANGELICA AVILA TODD LEISHMAN FOR

CITY CLERK BEST, BEST & KRIEGER

CITY ATTORNEY

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City of Indian Wells
Resolution No. 2025-__

Page 3 ends

Exhibit “A”

EISENHOWER WALK OF HONOR

REQUIREMENTS AND POLICY GUIDELINES
PURPOSE: The Eisenhower Walk of Honor is a distinguished tribute established by the City of Indian Wells to recognize and honor the men and women who have served in the United States Armed Forces. This memorial reflects the City’s deep appreciation for the sacrifices and service of its veteran residents, both living and deceased. Honorees are recognized annually during the Veterans Day Ceremony, and their names are permanently inscribed on the granite Walls of Honor at the Eisenhower Walk of Honor and Veterans Memorial.

ELIBILITY CRITERIA: To ensure consistency with federal standards and to honor all eligible individuals who have served the United States with distinction, the following eligibility criteria shall apply for inclusion on the Eisenhower Walk of Honor:

1.Veteran Status and Federal Definition: Eligibility requirements for inclusion are categories of veterans that are identified by the federal government onto the wall. 38 U.S.C. Sec. 101(2) defines "veteran" as a person who served in the active military, naval or air service, and who was discharged or released therefrom under conditions other than dishonorable.

2.Residency Requirement: Must have been a resident of the City of Indian Wells for a minimum of one year, either currently or in the past.

APPLICATION REQUIREMENTS: Applicants or their representatives must submit a completed Eisenhower Walk of Honor Application for Inclusion, along with the following supporting documentation:
•Proof of Residency: Acceptable documents include, but are not limited to:
•Indian Wells Property Owner Identification Card
•Utility bill showing name and Indian Wells address
•Other official documentation verifying residency in Indian Wells for a minimum of one year
•Proof of Military Service: Acceptable documents include:
•DD214 discharge papers
•Military identification card
•VA benefits documentation
•Official correspondence from the U.S. Department of Veterans Affairs confirming veteran status
REVIEW AND APPROVAL PROCESS: All submitted materials will be reviewed by City staff to ensure compliance with the program’s eligibility standards. •City Staff Review: Staff will verify that all application materials are complete and meet the established criteria.
•Notification: Applicants will be contacted if additional information or clarification is required.
•Final Determination: Inclusion decisions are made based on the applicant’s fulfillment of all eligibility requirements. Approved names will be scheduled for engraving and recognition at the next Veterans Day Ceremony.

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26529.00000\43915212.2

INDIAN WELLS CITY COUNCIL
July 2, 2025

To: City Council
From: City Manager Department
Prepared by: Angelica Avila, City Clerk
Subject: Resolution Amending Sections in Chapter 3.03 of the City Council Policy Manual

RECOMMENDED ACTIONS:

Council ADOPTS Resolution amending Chapter 3.03 (Commissions, Committees and Boards) of the Indian Wells City Council Policy Manual; and

FINDS the action exempt from CEQA review under CEQA Guidelines section 15061(b)(3).

DISCUSSION:

The City Council adopted a City Council Policy Manual (Manual) to establish clear policies and procedures governing the conduct of the City’s legislative body. This Manual outlines rules by which the City Council conduct official business and direct operations of the City.

These procedures promote transparency, consistency, and efficiency. To maintain relevance and effectiveness, the Council conducts an annual review and may consider updates to the Manual. This process allows for:

 Evaluation of current operations and practices
 Identification of opportunities to improve administrative efficiency  Implementation of changes that reflect evolving priorities or legal requirements  Enhancements to how the City conducts its legislative and administrative business

The last Council Policy update was adopted on May 16, 2024.

Amendments to Committee-related Rules

Chapter 3.03 of the Manual addresses Council oversight and governance of commissions, committees and boards. Staff recommend that the Council amend two sections of the

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26529.00000\43915212.2

chapter, sections 3.03.050 (Appointment of Resident Members) and 3.03.070 (Policy for Selection and Appointment of Resident Members).

Section 3.03.050: Annual Brown Act and Ethics Training

Specifically, staff recommend that the Council make the mandatory Brown Act and ethics training an annual requirement for all members of City committees. This initiative is intended to ensure compliance with California’s open meeting laws and to enhance transparency and accountability in local governance. Recent legal interpretations and best practices suggest that advisory bodies should be trained in Brown Act compliance to avoid inadvertent violations, especially when their recommendations influence policy decisions.

Section 3.03.070: Clarifying Nature of Service

Staff also recommend revisions to the provisions of the Manual governing the removal of committee members. These changes aim to clarify the grounds, process, and authority for removing members from City committees to ensure fairness, transparency, and accountability.

FISCAL IMPACT:

There is no fiscal impact.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

ATTACHMENTS:

1. Resolution

2. Redline Amendments

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RESOLUTION NO. 2025-__

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF INDIAN WELLS, CALIFORNIA, AMENDING CHAPTER 3.03 OF THE INDIAN WELLS

MUNICIPAL CODE RELATING TO COMMISSIONS, COMMITTEES, AND

BOARDS TO REQUIRE BROWN ACT TRAINING AND ESTABLISH A

PROCESS FOR REMOVAL OF APPOINTED MEMBERS
WHEREAS, the City of Indian Wells has established various commissions, committees, and boards to advise the City Council and assist in the governance of the City; and WHEREAS, the City Council desires to ensure that all appointed members of such bodies are knowledgeable about and comply with the requirements of the Ralph M. Brown Act (Government Code § 54950 et seq.); and
WHEREAS, the City Council also finds it necessary to establish a clear and consistent process for the removal of appointed members who fail to meet their obligations or otherwise act contrary to the public interest; and

NOW, THEREFORE, BE IT RESOLVED, DETERMINED AND ORDERED BY THE CITY COUNCIL OF THE CITY OF INDIAN WELLS AS FOLLOWS:

SECTION 1. The Indian Wells City Council Policy Manual is here by amended as indicated in Exhibit “A”.

SECTION 2. This Resolution shall take effect upon adoption.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Indian Wells, California, at a special meeting held on this 2nd day of July 2025. ____________________________

BRUCE WHITMAN
MAYOR
ATTACHMENT #1

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City of Indian Wells
Resolution No. 2025-__

Page 2 ends

AYES:

NOES:

ATTEST: APPROVED AS TO FORM:
____________________________ ____________________________

ANGELICA AVILA TODD LEISHMAN FOR

CITY CLERK BEST, BEST & KRIEGER

CITY ATTORNEY

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City of Indian Wells
Resolution No. 2025-__

Page 3 ends

Exhibit “A”
(Provided as Attachment #2)

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CHAPTER 3.03

COMMISSIONS, COMMITTEES AND BOARDS
Sections:

3.03.010 Introduction.

3.03.020 Council Relationship with Commissions, Committees and Boards.

3.03.030 Role of Ex-Officio Member.

3.03.040 Work Plan.

3.03.050 Appointment of Resident Members.

3.03.060 Membership of Current Commissions, Committees and Boards.

3.03.070 Policy for Selection and Appointment of Resident Members.

3.03.080 Simultaneous Service Prohibition.

3.03.090 Annual Review of Commission, Committee and Board Relevance.

3.03.010 INTRODUCTION.

The Council shall establish such commissions, committees, and boards as it deems appropriate to provide recommendations. Committees may be either standing committees, or ad hoc committees established by the Council from time to time. Each Commission, Committee, and Board shall be advisory only, unless otherwise specified in the resolution or motion establishing the Commission, Committee, or Board, and shall be established by a specific resolution or motion with its purpose, duties, and number of members defined by the resolution or motion. In addition, the Council periodically appoints persons other than Council Members to certain outside organizations or regional authorities listed in Section 3.04.010. Such outside organizations and regional authorities shall be governed by their own policies.

3.03.020 COUNCIL RELATIONSHIP WITH COMMISSIONS, COMMITTEES AND BOARDS.

Council Members must recognize that it is important for Commissioners and Committee Members to be able to make objective recommendation s on items related to the City. Council Members must be certain that any opinion expressed to members of Commissions and Committees are clearly identified as individual personal opinions, unless official Council action has been taken on the subject in question.

The Council has determined that Council Members should not lobby Commissioners, Committee, or Board Members for votes. However, Council Members may attend meetings in their unofficial capacity as residents and request that Commissioners, Committee, or Board Members consider certain issues during their deliberations or may do so in unusual instances in their capacity as Council Members to reflect the views of the Council as a body. Council Members should not engage in advocacy before a Commissioners, Committee, or Board on any matter which will likely thereafter come before the Council at a public hearing.

Council Members choosing to attend Commission, Committee, or Board meetings should be sensitive to the fact that they are not participating members of the body. Council Members have Revisions: July 2, 2025
ATTACHMENT #2

the rights, and only the rights, of ordinary citizens with respect to Commission, Committee, or Board– including the right to write to and speak to the Commission, Committee, or Board during public comment periods.

3.03.030 ROLE OF EX-OFFICIO MEMBER.

Members of the Council are assigned to serve in an ex-officio capacity to various City Committees. The purpose of the ex-officio assignment is to facilitate communication between the Council and the advisory body and to help to increase the Council’s familiarity with the membership, programs, and issues of the advisory body. In fulfilling their ex-officio assignment, Council Members will attend Committee meetings to observe the activities and maintain communication with the Committee.

Ex-officio members should be sensitive to the fact they are non -voting members of the Committee. Being an ex-officio member bestows no special right with respect to the Commission, Committee or Board business.

3.03.040 WORK PLAN.

All programs, projects, funding, and staffing requests must be approved by the Council. The work plan of every Commission, Committee and Board shall include those items under their purview along with any additional duties or assignments delegated to the body by the City Council.

3.03.050 APPOINTMENT OF RESIDENT MEMBERS.

Resident members of each Commission, Committee, or Board shall be appointed by the Council during a regular or special meeting of the Council. The terms of all appointees shall expire on June

30.Appointees shall take office on July 1.

Council recommendations of residents to outside organizations and regional authorities shall be made during a regular or special meeting of the City Council. Resident terms on outside organization and regional authorities shall be subject to the policies and procedures of such outside organizations and regional authorities.
(a)Ralph M. Brown Act Training
The Ralph M. Brown Act Training mandates that meetings of legislative bodies of local agencies be open and accessible to the public. While the Act applies to City Council and Boards, it also extends to standing committees and advisory committees.

To ensure compliance and promote good governance, all appointed members of these bodies shall participate in an annual Brown Act training. This training will cover key provisions of the Act, including the definition of legislative bodies, public notice and agenda requirements, rules relating to public participation, prohibited serial meetings and communications, and consequences of non-

compliance. Committee members who fail to complete the required training may be subject to removal from appointment.

3.03.060 MEMBERSHIP OF CURRENT COMMISSIONS, COMMITTEES AND BOARDS.

Current City standing Commission, Committee, and Board subject to appointment procedures of this Chapter 3.03 are:

Planning Commission 5 Members
Marketing Committee 12 Members1 including 2 Councilmembers Community Activities Committee 6 Members including 1 Councilmember Golf Resort Advisory Committee 7 Members including 2 Councilmember Grants-in-Aid Committee 6 Members including 1 Councilmember Current outside organizations or regional authorities are subject to selection procedures of this Chapter 3.03 and subject to appointment and terms governed by the relevant outside organization/regional authorities’ policies and procedures:

Joslyn Senior Center Board Either 1 Council Member or other Indian Wells resident Coachella Valley Mosquito Either 1 Council Member or other Indian Wells resident & Vector Control
Palm Springs International Airport Regional Commission Either 1 Council Member or other Indian Wells resident

3.03.070 POLICY FOR SELECTION AND APPOINTMENT OF RESIDENT MEMBERS.

In order to secure broad and knowledgeable representation on the City's Commission, Committee, and Board it is desirable that a standard policy be formulated for selection to these bodies.
(a)Eligibility Criteria.

All members of a Commission, Committee or Board shall be residents of the City, with a must be the minimum age of 18, unless an exception is provided by the Council. Also, the membership of such bodies shall be representative of the entire community to that extent 1 Marketing Committee membership includes local hotels and resorts, Indian Wells Golf Resort, and other City partners. Membership of the Marketing Committee fluctuates based on participation from these partners.

possible, and members on such Commissions, Committees, and Boards shall be willing to serve as a civic responsibility and without compensation.
(b)Term Limitations.

The term of appointees to a City Commission, Committee or Board shall be one (1) term unless reappointed by the Council. The term of appointees serving outside organizations and regional authorities, and any term limits applicable thereto shall be subject to the policies and procedures of such an organization or regional authority.

The following provisions apply to the City Commission, Committee, and Board appointees.

Appointees are limited to two (2) consecutive two -year terms of membership on a specific commission, committee, or board, including a partial term. An appointee may not be reappointed to the same Commission, Committee, or Board after completion of two consecutive terms, including a partial term. After serving a maximum of two two-year terms (including a partial term), an appointee shall not be reappointed to the same commission, committee or board unless at least one year has elapsed between the expired term limit and the effective date of commencement of the new term. Notwithstanding any provision to the contrary, an appointee shall not be precluded at any time following completion of service on a Commission, Committee or Board from being appointed to another commission, committee, or board without the lapse of time between appointments. Notwithstanding any provision to the contrary, if a committee is placed on hiatus by City Council action, the appointee’s term is considered active and continuous; therefore, any period that the committee is on hiatus shall be included as part of the appointee’s term. (c)Outreach Efforts.

Staff will employ one or more of the following methods of outreach to attract applications from qualified candidates: (1) send letters to persons who previously have applied for a City appointment for any City Commission, Committee or Board, and who wish to be notified of open positions, and to other individuals who have expressed interest in notification of such openings (list to be maintained by City Clerk’s office); (2) place notice of vacancies in the City’s newsletter, and/or in a separate flyer; (3) publish notice of vacancies in a local newspaper; or (4) place notice on the City’s website.
(d)Application Process.

Each applicant shall be given an application packet that will include: an informational document including the eligibility criteria for appointments and a description of the role and responsibilities of the City Commission, Committee or Board; frequency, time, and location of meetings; Code of Ethics, Fair Political Practices Commission (FPPC) financial disclosure requirements; and reference to California open meetings law.

(e)Selection Process.

As a part of the selection/appointment process applicable to proposed members other than Council Members, the Council may interview any or all the individual’s submitting applications, as determined by the Council, in its discretion. The Council will implement a two Council Member Ad- hoc Committee to interview the applicants. Council Members serving in a committee will be assigned to that Ad-Hoc Interview Committee. Additional Council Members will be designated to all other Commission, Committees, and Boards without Council representation. Each Ad-hoc Committee will select interview dates and after candidates, if any, have been interviewed, the Ad- hoc Committees will forward their recommendations to the City Clerk.

The Council has the option, at its sole discretion, of re-appointing the current Commission, Committee or Board Members if said member have a two-year term remaining on the same Commission, Committee or Board.
(f)Removal of Committee Members
The Council retains authority to remove any appointed member from an advisory committee or commission or other body within the City at any time. An appointed member may be removed from the position for any reason., with or without cause. For cause may, include, for example, violation of City policy or code of conduct; failure to fulfill assigned duties or responsibilities; unprofessional or disruptive behavior; conflict of interest or ethical concerns; or more than two unexcused absences. The goal is to ensure accountability, maintain program integrity, and uphold the City’s standards of conduct and service.
(g)Voting Procedure.

In a regularly scheduled or special Council meeting, the Council shall vote for the proposed Ad- Hoc Council Interview Committee recommendations. All candidates will be appointed by majority of vote for a particular commission, committee, or board. (h)Appointment Requirements.

The following requirements apply to the schedule for filling vacancies created by the expiration of a term, or vacancies created by a resignation requiring an appointment for the remainder of that term.
(h)(2) Expired Term.

At the first Council meeting in May every year, the City Clerk shall submit to the Council a "Council Appointments List" of vacancies for terms expiring on June 30 of that year on all Commission, Committee and Board. Both incumbents seeking re-appointment and new applicants must apply.

Appointments should be made by the second Council meeting in June every year.

(h)(3) Unscheduled Vacancies.

In the event of an unscheduled vacancy on the City’s Commission, Committee or Board, the City Clerk shall post a special vacancy notice no earlier than twenty (20) days before, nor later than twenty (20) days after the vacancy occurs. Final appointments to the Commission, Committee or Board cannot take place for at least ten (10) working days after the posting of the notice (Gov.

Code 54974).

The Council may consider candidates for unscheduled or foreseeable committee vacancies that occur within a 6-month period of the annual recruitment. Following the conclusion of the annual recruitment, applications will remain active in the City Clerk’s office for 6 months.

3.03.080 SIMULTANEOUS SERVICE PROHIBITION.

Members shall not serve simultaneously on more than one Commission, Committee, or Board.

However, a member may be appointed to an additional advisory body as a representative of the Commission, Committee, or Board on which the member serves as a non-voting member.

3.03.090 REVIEW OF COMMISSIONS, COMMITTEES AND BOARDS RELEVANCE.

The Council will periodically, in consultation with Staff, review each of the City’s commissions, committees and boards to determine the relevance of their duties, work plan, membership and organization to the accomplishment of the Council’s Goals and Obje ctives. The Council may make such changes as it deems necessary to the duties, work plans, membership and organization of the Commissions, Committees, and Boards, on an as-needed basis.

CHAPTER 3.03

COMMISSIONS, COMMITTEES AND BOARDS
Sections:

3.03.010 Introduction.

3.03.020 Council Relationship with Commissions, Committees and Boards.

3.03.030 Role of Ex-Officio Member.

3.03.040 Work Plan.

3.03.050 Appointment of Resident Members.

3.03.060 Membership of Current Commissions, Committees and Boards.

3.03.070 Policy for Selection and Appointment of Resident Members.

3.03.080 Simultaneous Service Prohibition.

3.03.090 Annual Review of Commission, Committee and Board Relevance.

3.03.010 INTRODUCTION.

3.03.020 COUNCIL RELATIONSHIP WITH COMMISSIONS, COMMITTEES AND BOARDS.

Council Members choosing to attend Commission, Committee, or Board meetings should be sensitive to the fact that they are not participating members of the body. Council Members have ATTACHMENT #2

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3.03.030 ROLE OF EX-OFFICIO MEMBER.

3.03.040 WORK PLAN.

3.03.050 APPOINTMENT OF RESIDENT MEMBERS.

Resident members of each Commission, Committee, or Board shall be appointed by the Council during a regular or special meeting of the Council. The terms of all appointees shall expire on June

30. Appointees shall take office on July 1.

Council recommendations of residents to outside organizations and regional authorities shall be made during a regular or special meeting of the City Council. Resident terms on outside organization and regional authorities shall be subject to the policies and procedures of such outside organizations and regional authorities.
(a) Ralph M. Brown Act Training
The Ralph M. Brown Act Training mandates that meetings of legislative bodies of local agencies be open and accessible to the public. While the Act applies to City Council and Boards, it also extends to standing committees and advisory committees.

Page 39 of 192 ends

compliance. Committee members who fail to complete the required training may be subject to removal from appointment.

3.03.060 MEMBERSHIP OF CURRENT COMMISSIONS, COMMITTEES AND BOARDS.

Current City standing Commission, Committee, and Board subject to appointment procedures of this Chapter 3.03 are:

Current outside organizations or regional authorities are subject to selection procedures of this Chapter 3.03 and subject to appointment and terms governed by the relevant outside organization/regional authorities’ policies and procedures:

Joslyn Senior Center Board Either 1 Council Member or other Indian Wells resident

Coachella Valley Mosquito Either 1 Council Member or other Indian Wells resident & Vector Control

Palm Springs International Airport Regional Commission Either 1 Council Member or other Indian Wells resident

3.03.070 POLICY FOR SELECTION AND APPOINTMENT OF RESIDENT MEMBERS.

In order to secure broad and knowledgeable representation on the City's Commission, Committee, and Board it is desirable that a standard policy be formulated for selection to these bodies.

(a) Eligibility Criteria.

1 Marketing Committee membership includes local hotels and resorts, Indian Wells Golf Resort, and other City partners. Membership of the Marketing Committee fluctuates based on participation from these partners.

Page 40 of 192 ends

possible, and members on such Commissions, Committees, and Boards shall be willing to serve as a civic responsibility and without compensation.

(b) Term Limitations.

The following provisions apply to the City Commission, Committee, and Board appointees.

(d) Application Process.

(e) Selection Process.

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(f) Removal of Committee Members

The Council retains authority to remove any appointed members from an advisory committee or commissions, or other body within the City at any time. An Aappointed members may be removed from the positions for any reason, with or without cause. For cause may ,s include, for example, violation of City Ppolicy or codes of conduct; failure to fulfill assigned duties or responsibilities; unprofessional or disruptive behavior; conflict of interest or ethical concerns; or more than two unexcused absences. The goal is to ensure accountability, maintain program integrity, and uphold the City’s standards of conduct and service.

(gf) Voting Procedure.

(gh) Appointment Requirements.

(gh)(2) Expired Term.

Appointments should be made by the second Council meeting in June every year.

(gh)(3) Unscheduled Vacancies.

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Code 54974).

3.03.080 SIMULTANEOUS SERVICE PROHIBITION.

Members shall not serve simultaneously on more than one Commission, Committee, or Board.

However, a member may be appointed to an additional advisory body as a representative of the Commission, Committee, or Board on which the member serves as a non-voting member.

3.03.090 REVIEW OF COMMISSIONS, COMMITTEES AND BOARDS RELEVANCE.

The Council will periodically, in consultation with Staff, review each of the City’s commissions, committees and boards to determine the relevance of their duties, work plan, membership and organization to the accomplishment of the Council’s Goals and Objectives. The Council may make such changes as it deems necessary to the duties, work plans, membership and organization of the Commissions, Committees, and Boards, on an as-needed basis.

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INDIAN WELLS CITY COUNCIL
July 2, 2025

To: City Council
From: City Manager Department
Prepared by: Kristen Nelson, Administrative Services Manager Subject: Annual Update to Employee’s Salary Range Schedule and FY 2025-26 Approved Employee Positions

RECOMMENDED ACTIONS:

Council APPROVES the annual update to employees’ salary schedule as required by the California Public Employees’ Pension Reform Act of 2013; and

APPROVES the Fiscal Year 2025-26 Approved Positions List with Annual Salaries and Ranges; and

DIRECTS staff to post the employee salary range schedule on the City’s website; and

FINDS the action exempt from CEQA review under CEQA Guidelines section 15061(b)(3).

BACKGROUND:

Effective August 1, 2013, the Public Employees’ Pension Reform Act (“PEPRA”) changed the law to make compensation more transparent, specifically as it relates to eligible income for the calculation of retiree benefits. Under PEPRA, the calculation of employees’ retirement benefits must be for a salary within a publicly approved salary range schedule which is published on the City’s website.

Pursuant to the City’s Personnel Rules and Regulations (as amended by City Council February 15, 2018), Section IV Salary Administration, Subsection 2, the City’s salary ranges adjust automatically on an annual basis, based on changes to the Riverside/San Bernardino/Ontario Consumer Price Index (“CPI-W”) ending the prior calendar year in an amount not to exceed 2.5%. For the calendar year ending 2025, CPI increased 2.9%.

The salary range schedule will adjust by 2.5%.

The updated salary range schedule (Attachment 1) updated approved positions and salary ranges (Attachment 2), and the U.S. Department of Labor CPI table (Attachment 3) are included with this report.

Page 44 of 192 ends

FISCAL IMPACT:

Employee salaries and salary ranges will be adjusted by 2.5%, effective July 1, 2025, to coincide with the employment agreements for City employees. This increase is not applicable to the City Manager’s salary, as he has a separate employment agreement with the City.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

ATTACHMENTS:

1. FY 2025-26 Salary Range Schedule

2. FY 2025-26 Approved Positions and Annual Salary Ranges

3. U.S. Department of Labor CPI Report

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City of Indian Wells
Salary Schedule
FY 2025-26
Minimum Maximum Minimum Maximum Minimum Maximum Minimum Maximum 1 35,349 44,186 2,946 3,682 1,359.58 1,699.47 16.995 21.243 2 36,233 45,291 3,019 3,774 1,393.57 1,741.96 17.420 21.774 3 37,139 46,423 3,095 3,869 1,428.41 1,785.51 17.855 22.319 4 38,067 47,584 3,172 3,965 1,464.12 1,830.14 18.301 22.877 5 39,019 48,773 3,252 4,064 1,500.72 1,875.90 18.759 23.449 6 39,994 49,993 3,333 4,166 1,538.24 1,922.80 19.228 24.035 7 40,994 51,242 3,416 4,270 1,576.69 1,970.87 19.709 24.636 8 42,019 52,524 3,502 4,377 1,616.11 2,020.14 20.201 25.252 9 43,069 53,837 3,589 4,486 1,656.51 2,070.64 20.706 25.883 10 44,146 55,183 3,679 4,599 1,697.92 2,122.41 21.224 26.530 11 45,250 56,562 3,771 4,714 1,740.37 2,175.47 21.755 27.193 12 46,381 57,976 3,865 4,831 1,783.88 2,229.85 22.299 27.873 13 47,540 59,426 3,962 4,952 1,828.48 2,285.60 22.856 28.570 14 48,729 60,911 4,061 5,076 1,874.19 2,342.74 23.427 29.284 15 49,947 62,434 4,162 5,203 1,921.05 2,401.31 24.013 30.016 16 51,196 63,995 4,266 5,333 1,969.07 2,461.34 24.613 30.767 17 52,476 65,595 4,373 5,466 2,018.30 2,522.87 25.229 31.536 18 53,788 67,235 4,482 5,603 2,068.76 2,585.95 25.859 32.324 19 55,132 68,915 4,594 5,743 2,120.48 2,650.59 26.506 33.132 20 56,511 70,638 4,709 5,887 2,173.49 2,716.86 27.169 33.961 21 57,923 72,404 4,827 6,034 2,227.82 2,784.78 27.848 34.810 22 59,372 74,214 4,948 6,185 2,283.52 2,854.40 28.544 35.680 Monthly Biweekly Hourly

2.50%
Pay Periods per Year
26 Hours per Year
2,080
Salary Range Annual
Range Increase

FACTORS
Range 19 , Maximum, Annual
$68,915.45
Range Spread

25.00%
ATTACHMENT #1

Page 46 of 192 ends

City of Indian Wells
Salary Schedule
FY 2025-26
Minimum Maximum Minimum Maximum Minimum Maximum Minimum Maximum Monthly Biweekly HourlySalary Range Annual
23 60,856 76,070 5,071 6,339 2,340.61 2,925.76 29.258 36.572 24 62,377 77,972 5,198 6,498 2,399.12 2,998.90 29.989 37.486 25 63,937 79,921 5,328 6,660 2,459.10 3,073.88 30.739 38.423 26 65,535 81,919 5,461 6,827 2,520.58 3,150.72 31.507 39.384 27 67,173 83,967 5,598 6,997 2,583.59 3,229.49 32.295 40.369 28 68,853 86,066 5,738 7,172 2,648.18 3,310.23 33.102 41.378 29 70,574 88,218 5,881 7,351 2,714.39 3,392.98 33.930 42.412 30 72,338 90,423 6,028 7,535 2,782.25 3,477.81 34.778 43.473 31 74,147 92,684 6,179 7,724 2,851.80 3,564.75 35.648 44.559 32 76,001 95,001 6,333 7,917 2,923.10 3,653.87 36.539 45.673 33 77,901 97,376 6,492 8,115 2,996.18 3,745.22 37.452 46.815 34 79,848 99,810 6,654 8,318 3,071.08 3,838.85 38.389 47.986 35 81,844 102,305 6,820 8,525 3,147.86 3,934.82 39.348 49.185 36 83,890 104,863 6,991 8,739 3,226.55 4,033.19 40.332 50.415 37 85,988 107,485 7,166 8,957 3,307.22 4,134.02 41.340 51.675 38 88,137 110,172 7,345 9,181 3,389.90 4,237.37 42.374 52.967 39 90,341 112,926 7,528 9,410 3,474.65 4,343.31 43.433 54.291 40 92,599 115,749 7,717 9,646 3,561.51 4,451.89 44.519 55.649 41 94,914 118,643 7,910 9,887 3,650.55 4,563.19 45.632 57.040 42 97,287 121,609 8,107 10,134 3,741.81 4,677.27 46.773 58.466 43 99,719 124,649 8,310 10,387 3,835.36 4,794.20 47.942 59.927 44 102,212 127,765 8,518 10,647 3,931.24 4,914.05 49.141 61.426 45 104,768 130,960 8,731 10,913 4,029.52 5,036.91 50.369 62.961 46 107,387 134,234 8,949 11,186 4,130.26 5,162.83 51.628 64.535 47 110,071 137,589 9,173 11,466 4,233.52 5,291.90 52.919 66.149 48 112,823 141,029 9,402 11,752 4,339.36 5,424.20 54.242 67.802 49 115,644 144,555 9,637 12,046 4,447.84 5,559.80 55.598 69.498 50 118,535 148,169 9,878 12,347 4,559.04 5,698.80 56.988 71.235 51 121,498 151,873 10,125 12,656 4,673.01 5,841.27 58.413 73.016 52 124,536 155,670 10,378 12,972 4,789.84 5,987.30 59.873 74.841 53 127,649 159,561 10,637 13,297 4,909.58 6,136.98 61.370 76.712 54 130,840 163,551 10,903 13,629 5,032.32 6,290.40 62.904 78.630 55 134,111 167,639 11,176 13,970 5,158.13 6,447.66 64.477 80.596 56 137,464 171,830 11,455 14,319 5,287.08 6,608.86 66.089 82.611 57 140,901 176,126 11,742 14,677 5,419.26 6,774.08 67.741 84.676 58 144,423 180,529 12,035 15,044 5,554.74 6,943.43 69.434 86.793 59 148,034 185,042 12,336 15,420 5,693.61 7,117.02 71.170 88.963 60 151,735 189,668 12,645 15,806 5,835.95 7,294.94 72.949 91.187 Page 47 of 192

City of Indian Wells
Salary Schedule
FY 2025-26
Minimum Maximum Minimum Maximum Minimum Maximum Minimum Maximum Monthly Biweekly HourlySalary Range Annual
61 155,528 194,410 12,961 16,201 5,981.85 7,477.31 74.773 93.466 62 159,416 199,270 13,285 16,606 6,131.40 7,664.25 76.642 95.803 63 163,402 204,252 13,617 17,021 6,284.68 7,855.85 78.559 98.198 64 167,487 209,358 13,957 17,447 6,441.80 8,052.25 80.522 100.653 65 171,674 214,592 14,306 17,883 6,602.84 8,253.56 82.536 103.169 66 175,966 219,957 14,664 18,330 6,767.92 8,459.89 84.599 105.749 67 180,365 225,456 15,030 18,788 6,937.11 8,671.39 86.714 108.392 68 184,874 231,093 15,406 19,258 7,110.54 8,888.18 88.882 111.102 69 189,496 236,870 15,791 19,739 7,288.30 9,110.38 91.104 113.880 70 194,233 242,792 16,186 20,233 7,470.51 9,338.14 93.381 116.727 71 199,089 248,861 16,591 20,738 7,657.28 9,571.59 95.716 119.645 72 204,066 255,083 17,006 21,257 7,848.71 9,810.88 98.109 122.636 73 209,168 261,460 17,431 21,788 8,044.92 10,056.16 100.562 125.702 74 214,397 267,997 17,866 22,333 8,246.05 10,307.56 103.076 128.844 75 219,757 274,696 18,313 22,891 8,452.20 10,565.25 105.652 132.066 76 225,251 281,564 18,771 23,464 8,663.50 10,829.38 108.294 135.367 77 230,882 288,603 19,240 24,050 8,880.09 11,100.11 111.001 138.751 78 236,654 295,818 19,721 24,652 9,102.09 11,377.62 113.776 142.220 79 242,571 303,214 20,214 25,268 9,329.65 11,662.06 116.621 145.776 80 248,635 310,794 20,720 25,899 9,562.89 11,953.61 119.536 149.420 81 254,851 318,564 21,238 26,547 9,801.96 12,252.45 122.524 153.156 82 261,222 326,528 21,769 27,211 10,047.01 12,558.76 125.588 156.985

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BEGIN TOP

POSITION RANGE RANGE RANGE
1 City Manager Contract 314,213$ 314,213$
2 Assistant City Manager 73 209,168$ 261,460$
3 Finance Director 71 199,089$ 248,861$
4 Public Works Director 71 199,089$ 248,861$
5 Community Development Director 67 180,365$ 225,456$ 6 City Clerk 65 171,674$ 214,592$
7 Assistant Finance Director 62 159,416$ 199,270$ 8 Assistant Public Works Director 62 159,416$ 199,270$ 9 Information Technology & Risk Manager 62 159,416$ 199,270$ 10 Administrative Services Manager 62 159,416$ 199,270$ 11 Building Official & Code Enforcment Mgr. 58 144,423$ 180,529$ 12 Public Works Superintendent 49 115,644$ 144,555$ 13 Senior Management Analyst 47 110,071$ 137,589$ 14 Senior Planner 46 107,387$ 134,234$
15 Accountant 42 97,287$ 121,609$
16 Senior Executive Assistant to City Manager 42 97,287$ 121,609$ 17 Management Analyst 41 94,914$ 118,643$
18 Public Works Inspector I 36 83,890$ 104,863$ 19 Management Assistant 35 81,844$ 102,305$ 20 Management Assistant 35 81,844$ 102,305$ 21 Management Assistant 35 81,844$ 102,305$ 22 Management Assistant 35 81,844$ 102,305$ 23 Permit Technician II 33 77,901$ 97,376$
24 Permit Technician II 33 77,901$ 97,376$
25 Accounting Technician III/Payroll 32 76,001$ 95,001$ 26 Building Inspector I/Code Enforcment Officer 30 72,338$ 90,423$ 27 Accounting Technician II 29 70,574$ 88,218$ 28 Permit Technician I 29 70,574$ 88,218$
29 Accounting Technician I 27 67,173$ 83,967$ 30 Maintenance Worker II 22 59,372$ 74,214$ 31 Maintenance Worker II 22 59,372$ 74,214$ 32 Office Assistant 19 55,132$ 68,915$
33 Maintenance Worker I 18 53,788$ 67,235$
34 Maintenance Worker I 18 53,788$ 67,235$
3,883,458$ 4,775,769$
City of Indian Wells
Approved Positions List w/ Annual Salaries and Ranges
Salaries for Fiscal Year 2025/26
ATTACHMENT #2

Page 49 of 192 ends

Bureau of Labor Statistics
Series Id:

Series Title:

Area:

Item:

Year Period Label Observed
Value
12 Month %
Change
2024 M01 Jan-24 131.840 3.1
2024 M03 Mar-24 134.144 4.8
2024 M05 May-24 134.967 4.4
2024 M07 Jul-24 133.830 2.8
2024 M09 Sep-24 133.881 1.5
2024 M11 Nov-24 133.485 1.2
2025 M01 Jan-25 135.718 2.9
Riverside-San Bernardino-Ontario, CA
All items
All items in Riverside-San Bernardino-Ontario, CA, urban wage earners and clerical workers, not seasonally adjusted
CWURS49CSA0
Consumer Price Index for Urban Wage Earners and Clerical Workers (CPI-W) Source: Bureau of Labor Statistics Generated on: June 15, 2025 (02:30:30 PM) ATTACHMENT #3

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INDIAN WELLS CITY COUNCIL
July 2, 2025

To: City Council
From: City Manager Department
Prepared by: Kristen Nelson, Administrative Services Manager Subject: Approval of three-year Agreement with Riverside County Emergency Management Department for an Emergency
Services Coordinator

RECOMMENDED ACTIONS:

Council APPROVES a three-year agreement for an Emergency Services Coordinator with the Riverside County Emergency Management Department for July 1, 2025 through June 30, 2028; and

AUTHORIZES and DIRECTS the City Manager to execute the Agreement and future renewals for the same, except when a change in service level is required; and

FINDS the action exempt from CEQA review under CEQA Guidelines section 15061(b)(3).

BACKGROUND:

Beginning in Fiscal Year 2015/16, the City contracted with the Riverside County Fire Department for a half-time Emergency Services Coordinator position. The contract position provides expertise for the establishment and coordination of the City’s emergency services planning, response, and recovery. The position splits time with the City of Palm Desert, which pays for the other half of the position.

In 2015, Riverside County established a new Emergency Medical Services Department (EMSD), which is separate from the Fire Department. In order to best clarify the contractual relationship of the parties, City Staff requested that a new contract be executed with the Emergency Services Department detailing services provided. The agreement between the City and County EMD for this purpose has been its own, standalone contract ever since.

Since then, the City has continued to partner with County EMD for 0.50 FTE on a shared Emergency Services Coordinator, whose role covers all emergency preparedness, mitigation, response, and recovery efforts for Indian Wells, including but not limited to writing and updating all emergency plans (such as the Emergency Operations Plan, Local

Page 51 of 192 ends

Hazard Mitigation Plan, Event Action Plans, and Concepts of Operations), training City staff for Emergency Operations Center (EOC) operations and overall preparedness, conducting community outreach and preparedness training for residents, grant management, managing exercises and drills, supporting the CERT program, and ensuring compliance with state and federal emergency management requirements. The City’s current agreement, July 1, 2022 through June 30, 2025, covers these same services and responsibilities.

DISCUSSION:

Over the last decade, State law, EMD’s scope of services, and the City’s needs have understandably evolved.

New legislative requirements, such as mandates for inclusive planning, the integration of Access and Functional Needs (AFN), and compliance with AB 2140, which encourages the adoption of a FEMA-approved Local Hazard Mitigation Plan (LHMP) into the City’s General Plan Safety Element, to qualify for full reimbursement of disaster-related costs. SB 99 further requires jurisdictions to analyze evacuation routes for residential developments in hazard zones, especially those with limited points of egress. Additionally, legislation such as the California PETS Act (mirroring the federal PETS Act) mandates that local jurisdictions account for household pets and service animals in emergency planning, including provisions for co-located or pet-friendly sheltering during disasters.

These changes, combined with the increasing frequency and complexity of incidents such as wildfires, extreme heat, flooding, and public safety power shutoffs (PSPS), have heightened the City’s reliance on specialized emergency management expertise and increased the need for a proactive, coordinated, and comprehensive approach to preparedness, response, recovery, and mitigation.

The City has seen the implementation of comprehensive Emergency Operations Plans, Local Hazard Mitigation Plans, community training, staff training for EOC operations, coordination of emergency exercises and drills, and increased collaboration with local, regional, and state emergency partners.

As we move into the new Fiscal Year, EMD is also working to incorporate the integration of GIS mapping for situational awareness, creation of hazard-specific response protocols, and improved tracking of emergency resources and damage assessments.

Commission/Committee Recommendations:

At their April 28, 2025, meeting, the Indian Wells Finance Committee recommended approval of the budget, which included sufficient funding to cover the increased EMD contract.

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The City Council adopted the budget at their May 15, 2025, meeting, which included the increase associated with this change.

At their June 10, 2025, special meeting, the Indian Wells Public Safety Committee was provided a review of the City’s Emergency Services Coordinator’s efforts and agreed an expansion of our access to those services was essential to maintaining and expanding on the city’s emergency preparedness efforts.

OPTIONS:

The City Council can choose to:

1. Adopt the new three-year agreement, expanding the City’s access of the County Emergency Services Coordinator from 0.50 FTE to 0.75 FTE; or

2. Provide alternative direction.

FISCAL IMPACT:

The Emergency Services Coordinator position was approved within the current fiscal year's budget at 0.75 Full-Time Equivalent (FTE) and is funded through the Fire Services Fund. This expenditure is not derived from the General Fund.

The total projected cost for the fiscal year 2025-2026 is estimated at $150,000, reflecting an increase of $39,700 compared to the previous year. In recent years, the City has also successfully secured grant funding to partially offset the costs associated with this position.

CITY COUNCIL STRATEGIC GOAL:

At the April 17, 2025, Council Strategic Planning session, Council assigned Staff and the Public Safety Committee to expand efforts to better prepare the community for an emergency (e.g., earthquake, fire, and flood) through partnerships (e.g., Cove Communities and local homeowner associations), education campaigns, and CalFire program to create defensible space around homes and businesses to protect them from a wildfire. To meet this Council Goal, staff is recommending adding contract hours for the City’s Emergency Services Coordinator.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

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general rule that CEQA applies only to projects that have the potential for causing a significant effect on the environment. (15061(b)(3).)

ATTACHMENTS:

1. Emergency Services Agreement

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Agreement No. EM-23-101-2028

AGREEMENT FOR

EMERGENCY MANAGEMENT DEPARTMENT UNIFIED SERVICES

BETWEEN THE

COUNTY OF RIVERSIDE AND THE CITY OF INDIAN WELLS
This Agreement is made as of July 1, 2025, between the County of Riverside ("County") and the CITY OF INDIAN WELLS ("Agency"). The parties agree as follows:

1.This Agreement is effective for three years, starting July 1, 2025, through June 30, 2028.

2.Through its Emergency Management Department ("EMD"), the County shall provide to the Agency the services of an Emergency Services Coordinator ("EMD Unified Services (EMDUS)") as described in Exhibits A, B, C & D.

3.The Agency shall pay the County for these EMDUS as stated in Exhibit B.

4.Either party may terminate this Agreement without cause upon 90 days’ written notice to the other party.

The Agreement may be terminated with cause upon 30 days’ written notice to the other party. The County shall be entitled to receive compensation for all properly provided services rendered prior to termination.

5.If the Agency does not appropriate funds in its budget for payment, the Agency shall immediately notify the County in writing that such funds are not forthcoming. Such a notice shall be deemed cause for termination by the County or Agency. The County shall nevertheless be entitled to payment for properly provided services rendered prior to termination.

6.At all times during the performance period of this Agreement, the County shall maintain insurance or self- insurance reasonable and appropriate for a public entity the size of the County.

7.The County shall indemnify and hold harmless the Agency, its departments, agencies, districts, officials, officers, and employees from any liability, claim, damage, or action based or asserted upon any act or omission of the County relating to this Agreement, including but not limited to property damage, personal injury or death.

8.The Agency shall indemnify and hold harmless the County, its departments, agencies, districts, officials, officers, and employees from any liability, claim, damage, or action based or asserted upon any act or omission of the Agency relating to this Agreement, including but not limited to property damage, personal injury, or death.

9.The County shall maintain and keep records related to the EMDUS rendered in accordance with applicable County standards. In addition to their rights under applicable law, the Agency and its employees and agents shall have the right to review and audit such records during the County's normal business hours upon request and reasonable advance notice by the Agency.

10.The laws of the State of California shall govern this Agreement. The venue shall be in an appropriate court located in Riverside County, and the parties waive any provision of the law providing for a change of venue to ATTACHMENT #1

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another location.

11. This Agreement shall be administered by the Director of EMD, or their designee, on behalf of the County and by the Authorized Agent, or their designee, on behalf of that Agency.

12. Notices issued pursuant to this Agreement shall be sent via U.S. Mail to the following:

TO COUNTY:

Emergency Management Department
450 E. Alessandro Blvd.

Riverside, CA 92508
Attn: Emergency Services Manager

TO AGENCY

City of Indian Wells
44950 Eldorado Drive
Indian Wells, CA 92210
Attn: Administrative Services Manager

13. This Agreement may be executed in any number of counterparts, each of which will be an original but all of which together will constitute one instrument. Each party to this Agreement agrees to the use of electronic signatures, such as digital signatures that meet the requirements of the California Uniform Electronic Transactions Act ("CUETA," Civ. Code, §§ 1633.1 to 1633.17), for executing this Agreement. The parties further agree that the electronic signatures of the parties included in this Agreement are intended to authenticate this writing and to have the same force and effect as manual signatures. An electronic signature means an electronic sound, symbol, or process attached to or logically associated with an electronic record and executed or adopted by a person with the intent to sign the electronic record pursuant to the CUETA as amended from time to time. CUETA authorizes the use of an electronic signature for transactions and contracts among parties in California, including a government agency. A digital signature means an electronic identifier created by a computer, intended by the party using it to have the same force and effect as the use of a manual signature, and shall be reasonably relied upon by the parties. For purposes of this section, a digital signature is a type of "electronic signature" as defined in subdivision (i) of Section 1633.2 of the Civil Code.

14. This Agreement represents the full and final agreement between the parties related to this subject matter; no prior oral or written agreements shall apply. This Agreement may be modified or altered only by a written amendment signed by authorized representatives of both parties.

AGREED:

County of Riverside

By:_________________________________
Bruce Barton, Director
Emergency Management Department
Date: _______/________/________

City of Indian Wells

By:_________________________________
Christopher Freeland, City Manager
City of Indian Wells
Date: _______/________/_______

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EXHIBIT A

SCOPE OF SERVICE

1. EMD – YOUR PARTNER IN COMPREHENSIVE EMERGENCY MANAGEMENT In today’s unpredictable environment, ensuring the safety and resilience of your community is paramount.

Partnering with Emergency Management Department Unified Services (EMDUS) offers your Agency a comprehensive, expert-driven approach to emergency management, delivering significant benefits that empower your community to prepare effectively , respond to and recover from disasters. Riverside County’s Emergency Management Department is one of only three counties in California and one of 78 governmental programs nationwide to be certified through the Emergency Management Accreditation Program (EMAP). This certification highlights the county's unwavering commitment to upholding the highest standards in emergency management. It further reinforces Riverside County's dedication to maintaining a well-organized, efficient, and resilient emergency response system. By partnering with Riverside County, your Agency can benefit from proven best practices and expert guidance, enhancing disaster preparedness, improving response coordination, and streamlining recovery efforts.

1.1 The Unified Services Model: A Coordinated Approach to Emergency Management The Unified Services Model, as implemented by EMDUS, is a comprehensive and coordinated approach to emergency management that ensures all agencies, departments, and organizations will work together seamlessly at every stage of an emergency—before, during, and after a crisis. This model promotes collaboration between Riverside County Departments, Special Districts, School Districts, Non-Governmental Organizations (NGOs), and nonprofits, creating a unified network that can effectively respond to and recover from emergencies. By integrating these diverse stakeholders, the Unified Services Model enables the efficient allocation of resources, enhances communication, and minimizes duplication of efforts. This collaborative framework strengthens the overall emergency management system, ensuring that all partners are aligned in their efforts to protect the community, reduce risk, and enhance resilience in the face of disasters. Through Unified Se rvices, Agency wil be better equipped to handle complex emergencies, ensuring a more adaptive and coordinated response.

1.2 Comprehensive Strategic Planning for Emergency Preparedness Effective emergency preparedness requires the development and implementation of strategic plans that address the Agency’s-wide risks and vulnerabilities. These plans should be informed by input from all relevant stakeholders, including government agencies, first responders, community organizations, and private sector partners. By fostering collaboration and incorporating diverse perspectives, Agency will be able to create well-rounded emergency plans that enhance response coordination and resilience. A proactive approach to strategic planning ensures that potential threats are identified, resources are allocated efficiently, and communities are better equipped to handle emergencies when they arise.

1.3 Strengthening Preparedness Through Training and Exercises Conducting joint training sessions and emergency drills is essential for ensuring that all partners involved in emergency response are well-prepared and able to collaborate effectively during a crisis.

These exercises provide a valuable opportunity for responders to practice their roles, familiarize themselves with protocols, and identify potential gaps in their plans. By simulating real -world scenarios, training sessions help build trust and communication among all parties, including local agencies, first responders, and community organizations. Regularly scheduled drills ensure that

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everyone involved is capable of working together seamlessly under pressure, enhancing the overall efficiency and effectiveness of the emergency response.

1.4 The Importance of Unified Coordination in Emergency Response Unified coordination is essential for ensuring a seamless and effective emergency response. By streamlining communication and operations among local government entities, emergency services, and community partners, a unified approach fosters collaboration w hile minimizing the risk of confusion or duplication of efforts. This coordinated effort ensures that all parties are aligned toward common goals, with clearly defined roles and responsibilities for each entity involved. Establishing a centralized system for decision-making and information sharing will enable Agency to respond quickly and efficiently to emergencies. Ultimately, this enhanced coordination improves the overall effectiveness of disaster response and recovery, ensuring that resources are utilized optimally and that communities are better protected during times of crisis.

1.5 The Role of Resource Sharing in Enhancing Emergency Response and Recovery Resource sharing is a crucial element in improving the overall effectiveness of emergency preparedness, response, and recovery efforts. By pooling personnel, equipment, facilities, and expertise from various agencies, can optimize their resources and address any gaps in capabilities.

This collaborative approach ensures that critical assets, such as specialized equipment or highly trained personnel, are deployed efficiently to areas where they are needed most, reducing response times and improving the effectiveness of disaster management. Furthermore, resource sharing strengthens the system's resilience by allowing greater flexibility and adaptability in the face of emergencies. This unified approach not only enhances the response and recovery process but als o fosters a more agile and resourceful emergency management framework capable of handling diverse challenges.

1.6 Community Resilience
Building community resilience involves actively engaging schools, nonprofits, and NGOs to support a range of critical services during and after a disaster. These organizations play a vital role in providing shelter, mental health assistance, food distribution, and recovery programs, ensuring that the needs of affected individuals and families are met. Schools can serve as emergency shelters or distribution points, while nonprofits and NGOs often have established networks and expertise in offering immediate relief and long-term recovery assistance. By collaborating with these community -based groups, agencies can create a more robust and comprehensive support system that promotes recovery and strengthens the community's ability to bounce back from future crises.

1.7 Enhancing Emergency Management through Service Integration and Collaboration By integrating services across various sectors, agencies can greatly improve the efficiency and effectiveness of their emergency management efforts. This collaborative approach streamlines processes reduces redundancy and ensures that resources are deployed where they are needed most, allowing for a more responsive and agile system. Integrating services promotes better coordination between local government agencies, emergency responders, healthcare providers, and community organizations, creating a unified front when responding to disasters. This interconnected framework not only strengthens the immediate response but also builds a more resilient system that protects residents and critical infrastructure. Ultimately, by fostering collaboration and integration, agencies can enhance their ability to adapt to and recover from future emergencies, creating a safer, more prepared community.

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2. STRENGTHENING EMERGENCY MANAGEMENT THROUGH STRATEGIC COLLABORATION AND

SPECIALIZED SUPPORT
EMDUS partners directly work with your leadership to provide specialized coordination and strategic guidance across all facets of emergency management. This collaboration streamlines critical operations, ensures compliance with industry standards, and delivers a fully unified program that enhances preparedness, response, recovery, and mitigation efforts. By working with EMDUS, Agency will gain access to expertise and leadership that ensures a comprehensive, well -organized response to any emergency, such as:

2.1 Strengthening Emergency Response with Specialized Personnel Support EMDUS strengthens Agency's emergency response capacity by providing highly qualified, dedicated emergency management personnel who seamlessly integrate with your local agencies. Depending on your service level, EMDUS assigns an Emergency Services Coordinator (ESC) who oversee the overall management of emergency operations, while a backup Emergency Management Program Supervisor (EMPS) ensures continuity of leadership and decision -making in the absence of the ESC. This dual support structure ensures that Agency remains well-prepared and responsive, improving the effectiveness and coordination of your emergency management efforts. By bolstering your team with EMDUS personnel, Agency enhances its resilience and capability to navigate any crisis.

2.2 Unlocking Key Benefits Through Partnership with EMDUS Partnering with EMDUS offers Agency dedicated support, strategic collaboration, and access to critical funding opportunities. The expertise and leadership provided by EMDUS professionals help ensure Agency is thoroughly prepared for emergencies. These specialists offer invaluable guidance on best practices, operational strategies, and disaster readiness. EMDUS personnel serve as the primary point of contact for all emergency management activities, acting as liaisons between local agencies, departments, and external organizations. This coordination fosters seamless communication, reduces confusion during crises, and ensures resources are mobilized efficiently. By working with EMDUS, Agency enhances its emergency management capabilities while also benefiting from vital funding opportunities and a more resilient community.

2.3 Building Stronger Emergency Networks Through Strategic Collaboration EMDUS plays a vital role in fostering collaboration among local, county, state, and federal agencies, as well as private-sector and community organizations. Through these strategic partnerships, EMDUS ensures a well-coordinated and efficient approach to emergency management, creating a network of stakeholders capable of quickly mobilizing resources and responding to emergencies. By integrating the strengths of government agencies, private-sector entities, and non-profit organizations, this collaborative framework improves communication, resource distribution, and crisis response. EMDUS strengthens the collective ability of all parties involved, ensuring that communities recover quickly and become more resilient in the face of future disasters.

3. IMPROVED FISCAL RECOVERY AND RISK REDUCTION IN EMERGENCY MANAGEMENT Effective fiscal recovery and risk reduction are crucial in the mitigation and recovery phases of emergency management. These efforts ensure that agencies can efficiently restore operations, minimize financial losses, and enhance resilience against future disasters. Adopting best practices and compliance with regulatory frameworks such as the California Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), and laws such as AB 2140 significantly improve these outcomes.

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3.1 Fiscal Recovery in Mitigation and Recovery Phases
Pre-disaster financial planning plays a vital role in ensuring agencies have the resources needed to respond effectively to emergencies. Establishing dedicated emergency funds and pre -arranged financial mechanisms allows for rapid response and recovery efforts. Conducting thorough risk assessments and cost-benefit analyses helps prioritize mitigation projects. Additionally, reducing financial exposure through risk transfer mechanisms, such as insurance and contingency funds, provides an added layer of financial security against unforeseen disasters.

3.2 Maximizing Financial Efficiency in Post-Disaster Recovery Maximizing the efficient use of federal and state funds is critical for agencies seeking financial stability post-disaster. By leveraging federal programs such as Federal Emergency Management Agency’s (FEMA) Public Assistance and Hazard Mitigation Grant Programs, agencies can offset the high costs associated with emergency response and recovery. Similarly, utilizing state disaster relief funds and insurance mechanisms provides additional financial support. Ensuring strict compliance with financial reporting requirements is necessary to maintain eligibility for future funding, avoid de- obligation, and ensure a steady stream of resources for ongoing recovery efforts.

3.3 Effective Grant Support and Compliance for Disaster Recovery Streamlined grant management and compliance processes ensure that agencies can effectively secure and utilize funding without the risk of financial mismanagement. Compliance with funding requirements prevents the de-obligation of critical funds, ensuring they remain available for essential recovery efforts. Transparent financial tracking and auditing systems help optimize resource allocation, ensuring that funds are used efficiently and effectively. Proper training for staff on grant administration best practices further mitigates the risk of financial mismanagement, ensuring tha t all funding sources are managed responsibly.

3.4 Leveraging Public-Private Partnerships for Disaster Recovery Public-private partnerships serve as a key component in supporting disaster recovery efforts.

Engaging with private sector entities to fund and implement recovery initiatives allows agencies to expand their financial resources beyond government funding. Encouraging community -based financial resilience programs further supports individuals and businesses, promoting economic stability. Collaborations with non-profits provide additional funding and logistical support, allowing for a more comprehensive and effective disaster response and recovery strategy.

4. RISK REDUCTION DURING MITIGATION AND RECOVERY
The implementation of hazard mitigation plans is an essential strategy for reducing risks during the recovery phase. By identifying vulnerabilities and investing in both structural and non -structural mitigation measures, agencies can strengthen their resilience against future disasters. Incorporating land -use planning, infrastructure improvements, and building code enhancements helps minimize risks while ensuring community safety. Regular updates and reassessments of mitigation strategies ensure that plans remain relevant and adaptable to evolving threats.

4.1 Enhancing Community Preparedness for Risk Reduction Strengthening community preparedness is another vital component of risk reduction. Conducting public education campaigns and emergency drills equips residents with the knowledge and skills needed to respond effectively in emergencies. Establishing resilient communication systems and emergency response protocols enhances coordination and response efforts during disasters.

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Providing incentives for residents and businesses to engage in preparedness activities fosters a culture of resilience and proactive risk management.

4.2 Integrating Climate Adaptation into Disaster Mitigation Integrating climate adaptation strategies into disaster mitigation efforts further enhances an agency’s ability to withstand environmental hazards. Utilizing climate data to inform mitigation planning ensures that strategies remain aligned with evolving climate risks. Enhancing natural disaster defenses, such as floodplain management and wildfire buffer z ones, reduces exposure to climate- related disasters. Incorporating green infrastructure and nature -based solutions helps mitigate climate risks while promoting environmental sustainability.

5. BENEFITS OF COMPLIANCE WITH SEMS, NIMS, AND RELEVANT LAWS Adherence to SEMS, NIMS, and relevant laws provides multiple benefits to agencies, including enhanced coordination and communication. Ensuring interoperability between local, state, and federal agencies during emergencies streamlines response efforts and reduces duplication. Strengthening mutual aid agreements and multi-agency coordination efforts enhances efficiency, ensuring that agencies can effectively manage emergency situations.

5.1 Expanding Funding Opportunities Through Compliance
Increased funding opportunities are another key benefit of compliance. Many federal and state disaster relief programs require adherence to SEMS and NIMS as a prerequisite for receiving funds. AB 2140 allows local agencies to integrate their hazard mitigation plans into their general plans, making them eligible for additional financial relief. Demonstrating adherence to best practices also attracts grant funding and private investment, further bolstering financial resources .

5.2 Legal and Regulatory Protection Through Compliance
Legal and regulatory protection is a crucial benefit of adhering to established standards, providing agencies with a solid foundation to justify their actions in legal and regulatory contexts. Compliance with national best practices reduces liability risks by demonstrating due diligence, minimizing legal exposure, and mitigating costly disputes. It strengthens the legal justification for emergency decisions, ensuring that actions align with recognized frameworks and are defensible in court. By following regulatory guidelines, agencies reduce exposure to litigation and avoid claims of arbitrary decision- making, fostering public trust and operational consistency. Ultimately, compliance serves as a safeguard against legal challenges, allowing agencies to focus on effective emergency response and governance without the burden of legal uncertainties.

5.3 Enhancing Disaster Response through Standardized Command Structures and Coordination Improved disaster response efficiency is directly tied to the establishment of standardized command structures. These structures provide a clear, organized framework for emergency personnel, ensuring that decision-making is streamlined and that all responders are operating with a shared understanding of their roles and responsibilities. The implementation of a standardized command system not only reduces confusion during a crisis but also allows for more rapid and effective decision -making. In addition, continuous training and preparedness efforts contribute to better response times and more coordinated efforts across all teams. When elected officials and emergency management professionals work closely together, the overall disaster response is strengthened, ensuring that the response is not only fast but also effective in meeting the needs of the community. By fostering a unified approach, agencies can better manage resources, communicate effectively, and ultimately minimize the impact of disasters on residents and critical infrastructure.

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5.4 Building Community Resilience and Economic Stability Through Effective Disaster Management Community resilience and economic stability are vital outcomes of a well-executed disaster management strategy. When disaster response and recovery efforts are carried out efficiently, recovery times are significantly reduced, minimizing economic disruptions. This allows businesses to resume operations quickly, ensuring that local economies remain functional. In addition, strengthening infrastructure and investing in preparedness measures help lower the long -term costs associated with disaster recovery, alleviating the financial strain on agencies. Effective disaster management provides a solid foundation for economic recovery by safeguarding local businesses, maintaining workforce stability, and protecting tax revenue streams. As a result, communities are better equipped to remain financially viable and continue to thrive, even in the aftermath of a disaster, promoting sustained growth and stability in the long run.

5.5 Public Scrutiny, Loss of Confidence, and Political Fallout Failure to implement effective fiscal recovery and risk reduction measures can lead to significant public scrutiny, eroding trust in Agency. Poor financial recovery efforts can result in public outrage, creating pressure on leadership to justify their decisions and actions.

Ineffective disaster management can also lead to political consequences, including loss of public office, diminished credibility, and reputational damage for staff and politicians.

Moreover, failure to comply with state and federal regulations may trigger audits, funding withdrawal, and potential legal actions against the Agency.

5.6 Enhancing Fiscal Recovery and Risk Reduction Through Regulatory Compliance Agency’s commitment to adhering to the SEMS, NIMS, AB 2140, and national best practices plays a crucial role in strengthening its financial resilience and disaster recovery capabilities.

By proactively integrating these frameworks into emergency management operations, agencies can ensure more efficient financial management, access critical funding opportunities, and minimize the risk of funding de-obligation. Compliance with these standards also streamlines disaster response and mitigation efforts, enabling agencies to respond swiftly and effectively to emergencies while reducing long-term recovery costs.

Ultimately, these measures foster a more resilient and financially stable community, better equipped to withstand and recover from future disasters.

6. SPECIALIZATION IN THE FOUR PHASES OF EMERGENCY MANAGEMENT Our expertise spans the four essential phases of emergency management, ensuring a proactive, coordinated, and effective approach to disaster preparedness, response, recovery, and mitigation.

Emergency management is a dynamic and continuous process aimed at minimizing the impact of disasters, protecting lives and property, and strengthening community resilience.

By integrating the following four phases into a comprehensive emergency management strategy, we help agencies, organizations, and communities anticipate potential hazards, respond efficiently, and recover resiliently. Our approach is rooted in collaboration, innovation, and a deep commitment to ensuring safety and preparedness at every level, such as:

6.1 Mitigation: Building a Resilient Foundation Through Proactive Mitigation and Strategic Planning

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Effective mitigation requires a proactive approach to addressing hazards, strengthening community resilience, and securing essential funding to support long-term risk reduction efforts. A strong disaster resilience foundation begins with identifying vulnerabilities, assessing potential threats, and implementing strategic planning measures that prioritize public safety and infrastructure protection.

EMDUS plays a critical role in this process by conducting a comprehensive Hazard Identification and Risk Assessment (HIRA) for the Agency, ensuring that all potential risks are thoroughly analyzed and addressed. Through the integration of targeted mitigation strategies, such as infrastructure enhancements, land-use planning, and community education initiatives, EMDUS helps agencies reduce exposure to disasters, minimize financial losses, and create a safer, more resilient future , such as:

6.1.1 Land Use Planning - Land use planning and building codes play a critical role in disaster risk reduction by ensuring that developments align with safety regulations designed to minimize the impacts of natural and human-made disasters. Effective land use planning helps identify hazard-prone areas, guiding development away from regions susceptible to floods, earthquakes, wildfires, and other threats. By implementing zoning laws and environmental assessments, agencies can control where and how structures are built, reducing vulnerabilities and enhancing community resilience.

6.1.2 Building Codes - Building codes complement land use planning by establishing construction standards that improve structural integrity and occupant safety. These regulations mandate the use of disaster-resistant materials, proper engineering techniques, and design features that mitigate risks associated with extreme weather events, seismic activity, and other hazards. Regular code updates based on scientific research and lessons learned from pas t disasters ensure that buildings remain resilient to emerging threats.

6.1.3 Infrastructure Resilience - Strengthening critical infrastructure is vital for community resilience and the continuity of essential services during disasters. Key systems like transportation, energy, water, and healthcare must withstand hazards such as earthquakes, floods, and cyberattacks. This requires hazard-resistant design, including seismic retrofitting, flood barriers, and smart grids, along with regular maintenance and r isk assessments to prevent costly damage. Integrating technologies like real -time monitoring and predictive analytics enhances early detection and mitigation. By investing in resilient infrastructure, governments and organizations improve disaster prepared ness, recovery capabilities, and long-term security for communities.

6.1.4 Community Education - Community education is crucial for promoting awareness and preparedness, ensuring that individuals and businesses understand risks and know how to respond effectively to disasters. Public outreach programs, workshops, and emergency drills help equip communities with the knowledge and skills needed to mitigate risks, develop emergency plans, and access critical resources. Schools, workplaces, and local organizations play a key role in spreading preparedness messages, while digital platf orms and social media enhance real-time communication. By fostering a culture of awareness and readiness, community education empowers people to take proactive measures, reducing the overall impact of disasters and strengthening resilience.

6.1.5 Environmental Management - Environmental management plays a vital role in mitigating disaster risks by protecting and preserving natural resources that serve as natural barriers against hazards. Healthy ecosystems, such as wetlands, forests, and mangroves, help absorb floodwaters, reduce soil erosion, and buffer against extreme weather events. Sustainable land-use practices, reforestation efforts, and pollution control measures contribute to long - term environmental resilience, minimizing the impact of disas ters like droughts, landslides, and wildfires. Additionally, integrating environmental conservation into disaster planning

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ensures that communities not only reduce their vulnerability but also promote sustainable development. By safeguarding natural resources, environmental management strengthens resilience and enhances the ability to withstand and recover from disasters.

6.1.6 Enhancing Mitigation - EMDUS plays a vital role in enhancing mitigation programs by helping agencies secure essential funding for disaster mitigation through expert guidance on grant applications and compliance. By assisting communities in identifying eligible projects, developing strong proposals, and aligning with federal and state funding criteria, EMDUS ensures access to key programs like FEMA’s Hazard Mitigation Grant Program (HMGP), Building Resilient Infrastructure and Communities (BRIC), and the Flood Mitigation Assistance (FMA) program. Additionally, developing a Local Hazard Mitigation Plan (LHMP) enables communities to assess vulnerabilities, prioritize risks, and create strategic actions to reduce disaster impacts. An approved LHMP enhances eligibility for federal funding, supporting risk reduction projects that improve public safety, infrastructure resilience, and long-term community preparedness, such as:

6.1.6.1 Building Resilient Infrastructure and Communities (BRIC) – The BRIC program is a federal hazard mitigation initiative administered by the Federal Emergency Management Agency (FEMA). Designed to reduce risks before disasters occur proactively, BRIC provides funding and resources to support state, local, tribal, and territorial (SLTT) governments in strengthening community resilience against natural hazards.

6.1.6.2 Flood Mitigation Assistance (FMA) – The FMA program is a federal grant initiative managed by FEMA. Designed to reduce or eliminate the risk of repetitive flood damage, FMA provides funding to SLTT governments for projects that help mitigate flood hazards in high-risk areas.

6.1.6.3 Hazard Mitigation Grant Program (HMGP) – The HMGP is a federal program administered by FEMA that provides funding to SLTT governments to implement long - term hazard mitigation measures. The goal of HMGP is to reduce the impact of future disasters, enhance community resilience, and decrease the rel iance on federal disaster recovery assistance.

6.1.6.4 Grants Coordination and Support – Securing Funds for Risk Reduction. Grants during this phase focus on reducing risks and preventing future disasters. Key funding sources include:

6.1.6.4.1 Hazard Mitigation Grant Program (HMGP) – Provides funding to states, tribes, and local governments for long-term hazard mitigation projects that reduce disaster risks and protect lives and property.

6.1.6.4.2 Emergency Management Performance Grant (EMPG) – supports SLTT emergency management agencies in building and sustaining preparedness capabilities under the National Preparedness System.

6.1.6.4.3 State Homeland Security Program (SHSP) – Provides risk-based funding to support prevention, protection, mitigation, response, and recovery efforts against terrorism and other threats.

6.1.6.5 California Assembly Bill 2140 (AB 2140) – This legislation enhances cost-sharing opportunities under the California Disaster Assistance Act (CDAA) for communities that integrate their LHMP into the Safety Element of their General Plan, helping them secure additional funding for disaster resilience.

6.1.6.6 Financial Implications of a Catastrophic Event and the Importance of Compliance – A catastrophic earthquake can impose overwhelming financial burdens on an agency, with recovery costs soaring to unprecedented levels. Effective

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disaster response and recovery require substantial funding, often shared among Federal, State, and Local Governments. Below is an outline of potential disaster expenses and an example of the cost-sharing distribution to illustrate how these costs are allocated. However, agencies that fail to comply with California Assembly Bill 2140 risk losing access to essential financial relief, further exacerbating the economic strain caused by the disaster. Ensuring compliance with AB 2140 and other regulatory frameworks is crucial for securing the maximum available funding and mitigating the long-term fiscal impact of such catastrophic events. As an example, if a disaster costs the Agency $100,000,000.00 in response and recovery costs, the cost-shared reimbursement will be as follows:

COST SHARE OVERALL COST SHARE
Total Disaster Cost to Agency: $ 100,000,000.00
Federal Government Cost Share (75%) Pays: $ 75,000,000.00 State Government Cost Share Pays (75% of the remaining 25%): $ 18,750,000.00 Agency Cost Share Pays: $ 6,250,000.00
Agency compliant with AB 2140, no cost to the Agency: $ 0.00

Mitigation Conclusion: Strengthening Resilience Through Mitigation and Strategic Planning - Building a resilient foundation for communities requires a proactive and multi-faceted approach to disaster mitigation, planning, and resource management. EMDUS plays a key role in enhancing long - term resilience by helping Agency identify vulnerabilities, develop hazard mitigation strategies, and secure essential funding through programs such as FEMA’s HMGP, BRIC, and FMA. By integrating land use planning, building codes, infrastructure resilience, community education, and environmental management, we ensure that communities are better prepared to face future hazards. Through continuous support in grants coordination, compliance with state and federal regulations, and expert guidance, EMDUS helps agencies mitigate risks, reduce potential disaster impacts, and strengthen their financial capacity to respond to catastrophic events, ultimately fostering safer, more resilient communities.

6.2 Preparedness: Comprehensive Preparedness for Effective Emergency Management Preparedness is a critical component of emergency management, requiring a proactive approach to planning, training, and resource management. This involves developing comprehensive Emergency Operations Plans (EOPs), conducting training programs and exercises, enhancing public education and communication strategies, and establishing mutual aid agreements with neighboring agencies to strengthen response capabilities. To ensure operational readiness, EMDUS provides a full suite of preparedness services designed to help Agency meet the requirements of the California Emergency Services Act while enhancing their overall emergency response capabilities. Through strategic planning, training, and resource coordination, EMDUS ensures that agencies are fully equipped to handle emergencies effectively, minimizing risks and improving disaster response outcomes :

6.2.1 Strategic Planning and Continuous Improvement – Plan development in emergency management is the structured process of creating, organizing, and refining comprehensive response strategies to address potential disasters and emergencies. Plan Maintenance and Continuous Improvement by regularly reviewing and updating emergency plans based on new threats or incidents, policy changes, and technological advancements.

6.2.2 Specialized Readiness Training for Critical Roles – Specialized readiness training for critical roles focusing on high-risk, complex, or technical aspects of disaster response that require enhanced knowledge, hands-on practice, and often certifications to ensure

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effectiveness in real-world emergencies. Enhances operational effectiveness and ensures that responders execute their roles with precision under extreme conditions.

6.2.3 Enhancing Public Trust and Confidence – Enhancing public trust and confidence is essential for effective emergency management, as it reassures communities that response teams are well-prepared and capable of handling crises. When response teams undergo rigorous training, simulations, and continuous professional development, it demonstrates their commitment to protecting public safety. This preparedness not only ensures a quicker, more efficient response during emergencies but also fosters a sense of securit y and trust within the community. By showcasing their expertise and readiness, response teams can gain public confidence, strengthen community resilience, and ensure a more coordinated, effective response in times of crisis.

6.2.4 Validating Preparedness Through Exercises – Validating preparedness through exercises is a crucial component of emergency management, as it allows agencies to test, evaluate, and refine response plans, operational procedures, and interagency coordination in a controlled environment before a real-world disaster strikes. These exercises simulate various disaster scenarios, providing valuable insights into the effectiveness of response strategies and highlighting areas for improvement. By engaging in regular drills and tabletop exercises, agencies can identify gaps in communication, resource allocation, and decision - making processes, ensuring that teams are better prepared and more efficient when responding to actual emergencies. This proactive approach strengthens overall readiness, reduces response times, and enhances the effectiveness of disaster management efforts.

6.2.5 Strengthening Response Through Simulation - Strengthening response through simulation is vital for improving emergency preparedness, as it allows agencies to identify gaps, weaknesses, and areas for improvement in their response efforts. These exercises create a controlled environment where participants can practice their specific roles, test communication systems, and refine decision-making processes without the stress and chaos of a real disaster. By simulating various emergency scenarios, agencies can assess their readiness, evaluate the effectiveness of operational procedures, and strengthen coordination between teams and organizations. This proactive approach ensures that when a real emergency occurs, response teams are better equipped, more efficient, and capable of managing complex situations effectively.

6.2.6 Empowering Communities Through Education and Training – Empowering communities through education and training enhances disaster preparedness by fostering active engagement and collaboration among residents, volunteers, and homeowners’ associations (HOAs). The Community Emergency Response Team (CERT) Training Program is a key tool in this effort, providing individuals with essential skills and hands -on training to respond effectively in emergencies. By educating community members on topics like basic first aid, fire safety, search and rescue, and emergency communication, CERT ensures that local populations are better prepared to handle disasters independently or in coordination with emergency responders. This proactive approach not only strengthens public resilience but also builds a culture of preparedness and mutual support, ultimately improving community-wide disaster response and recovery efforts.

Preparedness Conclusion: Strengthening Emergency Preparedness for Effective Response - Comprehensive preparedness is the cornerstone of effective emergency management, ensuring that Agencies are equipped to respond to disasters with efficiency and confidence. EMDUS supports this by providing strategic planning, specialized training, and exercises that improve operational readiness and resource coordination. Through continuous improvement of em ergency plans, hands-on training

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for critical roles, and empowering communities through education, EMDUS strengthens public trust and ensures that response teams are always prepared for the unexpected. Our commitment to validating preparedness through exercises and simulations further enhances response capabilities, ensuring that agencies are well-prepared to face real-world challenges. Ultimately, these proactive measures foster a resilient and well-coordinated emergency management system that minimizes risks and improves disaster response outcomes.

6.3 Response: Effective Coordination Through Established Response Frameworks Response efforts are streamlined and coordinated through the use of standardized systems such as the Incident Command System (ICS), SEMS, and NIMS. These frameworks enable the efficient activation of the Emergency Operations Center (EOC), ensuring a well -organized and effective response to emergencies.

6.3.1 Supporting Field Activities During a Catastrophic Event - During a catastrophic event, it is crucial for the Agency’s EOC to provide vital support to field activities, ensuring coordinated and effective response efforts. This includes managing and supporting operations like urban search and rescue, medical response, and evacuation planning, which require seamless communication and resource allocation. The EOC facilitates real- time information sharing, enabling first responders and partner agencies to make informed decisions quickly. Additionally, the EOC plays a key role in implementing public safety measures, such as sheltering displaced populations and activating alert and warning systems to keep the public informed and safe. This centralized coordination ensures that field operations are well-supported and the overall response is efficient and organized.

When disaster strikes, a swift and coordinated response is essential. Our 24/7 Duty Officer Program ensures immediate action, providing reliable emergency response around the clock. Backed by experienced personnel, strong agency partnerships, and advanced response equipment, we are committed to protecting communities with readiness and expertise.

6.3.2 Dedicated On-Call Duty Officers: Always Ready - EMDUS maintains a team of highly trained duty officers who are on standby 24/7, 365 days a year, ensuring that no emergency goes unanswered. Whether responding to natural disasters like wildfires and floods, or managing hazardous material spills and other critical incidents, our duty officers are always ready to assess the situation, mobilize resources, and coordinate an immediate response.

With their expertise and availability around the clock, EMDUS ensures that communities receive timely, efficient assistance whenever emergencies arise, reinforcing public safety and rapid recovery.

6.3.3 Building Strong Partnerships for Effective Disaster Response - Effective disaster response depends on strong collaboration among various agencies and organizations.

EMDUS works closely with key emergency partners, including the Riverside County Sheriff’s Office, CAL FIRE/Riverside County Fire, county departments, utilities, school districts, local and tribal governments, and private and non-profit organizations. These partnerships enhance coordination by streamlining communication, improving resource sharing, and ensuring a unified approach to emergency operations. By fostering strong interagency relationships, EMDUS strengthens overall preparedness and response efforts, enabling a more efficient and effective disaster management system that benefits the ent ire community.

6.3.4 Expert Emergency Operations Center (EOC) Management - In times of crisis, a well- coordinated EOC serves as the backbone of an effective response, ensuring seamless communication and decisive action. EMDUS specializes in expert EOC management,

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transforming it into a centralized hub for coordination and operational efficiency. With Agency’s support, we help ensure the EOC is staffed with trained personnel in key roles, utilizing streamlined processes to maintain control in rapidly evolving situations. By enhancing organization, resource management, and real -time decision-making, our approach strengthens the EOC’s ability to respond effectively to any emergency, safeguarding communities and critical infrastructure.

6.3.5 Optimizing Staff and Enhancing Situational Awareness – EMDUS prioritizes optimizing existing staff by ensuring that key emergency management roles —from the Director of Emergency Services to logistics specialists—are filled by trained professionals who can effectively execute their responsibilities. By leveraging advanced tools such as GIS mapping, real-time data tracking, and WebEOC resource management systems, we enhance situational awareness and decision-making capabilities. These technologies provide a clear, real-time picture of evolving incidents, allowing leadership to visualize critical information, coordinate responses efficiently, and deploy resources where they are needed most. This strategic approach strengthens emergency operations, ensuring a sw ift and effective response to any crisis. EMDUS ensures that information flows seamlessly across agencies and up to the Operational Area, fostering a unified and proactive response.

Whether managing natural disasters, public health emergencies, or large -scale security incidents, our specialized EOC management services empower organizations to respond rapidly, mitigate risks, and support the community.

6.3.6 Public Information and Crisis Communication - Effective communication is critical during emergencies, ensuring that the public receives timely, accurate, and actionable information. EMDUS’s Public Information & Crisis Communication Team collaborates with the Agency ’s Public Information Officer (PIO) to maintain clear and consistent messaging across all platforms. This includes facilitating press briefings, managing social media updates, issuing emergency alerts, and coordinating with media and community leaders.

By proactively addressing public concerns and preventing misinformation, our team helps build trust, enhance preparedness, and ensure that communities stay informed and responsive during crises.

Response Conclusion: Ensuring Coordinated and Efficient Disaster Response - In times of crisis, effective coordination and seamless communication are critical to managing and mitigating the impacts of a disaster. EMDUS excels in providing structured support through established response frameworks like ICS, SEMS, and NIMS, which streamline the activation of Emergency Operations Centers (EOCs) and ensure efficient resource allocation and decision-making. Our dedicated duty officers, expert EOC management, and strong partnerships with key agencies ensure timely, coordinated responses to emergencies. By optimizing staff roles, enhancing situational awareness, and facilitating crisis communication, EMDUS strengthens overall disaster response efforts, helping communities recover more quickly and efficiently. Through these comprehensive efforts, we ensure that agencies are well-prepared and capable of handling any crisis with confidence.

6.4 Recovery: Comprehensive Disaster Recovery and Resilience EMDUS plays a vital role in guiding communities through the recovery process by coordinating damage assessments, facilitating financial assistance, and ensuring the swift restoration of critical infrastructure and services. Our approach includes implementing business continuity and economic recovery strategies to help local economies rebound while planning for long -term community rebuilding and resilience. Additionally, we prioritize mental health and social services support, recognizing the lasting impact disasters have on individuals and families. By providing structured

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recovery efforts and fostering resilience, EMDUS helps communities rebuild stronger, ensuring they are better prepared for future challenges.

6.4.1 Strengthening Communities Through Resilient Recovery - Resilient rebuilding is just as essential as preparedness, ensuring that communities recover effectively and emerge stronger after a disaster. EMDUS supports this process by integrating safer building practices, sustainable solutions, and risk-reduction strategies into recovery efforts. By focusing on long-term resilience, we help communities not only restore what was lost but also enhance their ability to withstand future challenges.

6.4.2 Securing Vital Disaster Recovery Funding - EMDUS has a proven track record of successfully securing essential recovery reimbursement. Through our expertise in navigating the State and Federal reimbursement processes and meeting compliance requirements, we help communities obtain the necessary funding to support disaster response and short and long-term recovery efforts.

6.4.3 Expertise in FEMA and State Compliance Requirements - EMDUS possesses in-depth knowledge of FEMA and state reimbursement compliance requirements, ensuring that disaster recovery-eligible projects meet all necessary standards. Our team navigates complex regulations and guidelines, helping to maintain and secure eligibility for vital disaster recovery reimbursement.

6.4.4 Hands-On Support for Disaster Recovery and Operational Readiness - EMDUS provides hands-on support to ensure ongoing disaster recovery reimbursement success through continuous training, exercises, and maintaining operational readiness. This proactive approach enhances skills, fosters collaboration, and strengthens overall recovery efforts, ensuring communities are ready to bounce back quickly when disaster strikes.

6.4.5 Collaborative Community Engagement and Recovery - EMDUS emphasizes a collaborative approach to community engagement and recovery, working closely with local governments, organizations, and residents. By fostering strong partnerships and open communication, we ensure that recovery efforts reflect the needs and priorities of the community. This inclusive process strengthens resilience, accelerates recovery, and ensures that all stakeholders are actively involved in rebuilding and improving their environment.

6.4.6 Maximizing Disaster Recovery Funding - No agency is equipped with a dedicated budget for disaster response, and financial constraints often limit available resources. EMDUS understands the importance of recovering funds spent during disaster events. The Disaster Recovery process involves identifying, documenting, and submitting eligible expenses for reimbursement, ensuring that agencies are not left to bear the full financial burden of response and recovery efforts. This approach helps alleviate fiscal pressures and supports long-term resilience.

6.4.6.1 Ensuring Maximum Disaster Reimbursement Recovery - As detailed in section

6.1.6.6, agencies have access to various cost-sharing options that can substantially offset disaster-related expenses. However, without careful tracking and documentation, agencies may miss out on millions of dollars in potential reimbursements. To mitigate this risk, EMDUS provides dedicated support through an EMD Recovery Specialist. This specialist helps navigate the complexities of disaster reimbursement, ensuring compliance with funding requirements and optimizing the financial recovery process to maximize reimbursements.

6.4.6.2 Turning Disaster Recovery into Financial Resilience - Successful disaster recovery not only aids in restoring communities but also leads to revenue

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generation by recouping funds spent on response and recovery efforts. By effectively leveraging reimbursement processes, agencies can recover costs and return critical resources to their budgets. This strengthens their financial resilience, ensuring that funds are available for future emergency response needs and helping maintain long-term preparedness and recovery capabilities.

6.4.6.3 Proactive Financial Preparedness for Disaster Response - In addition to post- disaster reimbursement, pre-disaster financial preparedness is crucial for ensuring that agencies are ready to meet evolving eligibility requirements. The EMDUS representative works closely with agencies’ staff to stay ahead of changing funding policies and eligibility criteria, helping to position agencies for success before the next disaster strikes. This proactive approach ensures that resources are available when needed and that they are fully prepared for future response efforts.

Conclusion: Strengthening Financial Resilience for Future Disasters - By establishing robust financial tracking, documentation, and compliance practices, EMDUS ensures that agencies are not only prepared to recover funds after a disaster but also positioned to meet evolving eligibility requirements for future funding opportunities. This proactive approach minimizes financial strain, helps agencies capitalize on available resources, and strengthens long-term resilience. With the right preparedness measures in place, communities can ensure they are ready to respond effectively and recover quickly when the next disaster strikes, reinforcing their ability to protect public safety and recover swiftly.

7. Strengthening Leadership and Multi-Agency Coordination EMDUS goes beyond the essential phases of emergency management by offering expert leadership support to ensure streamlined and effective operations. We focus on establishing clear roles and responsibilities, defining the authority of emergency management personnel, and ensuring full compliance with ICS, SEMS, and NIMS standards for seamless coordination. Our approach encourages strong collaboration across multiple agencies, including law enforcement, fire services, EMS, public health, public works, and local government—while also developing mutual aid agreements. We ensure efficient coordination with state and federal agencies, such as CalOES, FEMA, and DHS, for compliance and additional support when needed.

7.1 Access to Exclusive Resources - Partnering with EMDUS grants Agency access to exclusive resources, including automatic inclusion in critical projects such as the LHMP and EOP. Additionally, Agency will benefit from opportunities for grant funding, disaster recovery resources, and specialized training programs. Your assigned ESC also serves as an EMD Duty Officer, bringing real -world expertise and applying best practices from large-scale incidents to enhance your emergency preparedness.

7.2 Commitment to Public Service Excellence - At EMDUS, our foremost priority is to serve the public with dedication, integrity, and efficiency. We are committed to delivering professional, transparent, and effective emergency management support to ensure that communities are well -prepared for any crisis. Our mission is to enhance the readiness of your agency by providing the necessary resources, expertise, and strategies to strengthen resilience and safeguard lives. Through proactive planning, rapid response, and continuous collaboration, we strive to build a safer, more resilient future for all.

7.3 Agency’s First Approach - Your assigned EMDUS Personnel is dedicated primarily to the Agency, ensuring you are fully prepared to respond to and recover from emergencies. However, as part of a mutual aid framework, your EMDUS Personnel may occasionally be deployed to assist in regional disaster response efforts. This opportunity enhances their expertise and brings valuable lessons back to Agency, further improving preparedness and response.

7.4 Extensive Support Network

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EMDUS provides not just assigned personnel, but also access to an extensive support network, including EMD supervisors, managers, and specialized personnel in grant management, disaster recovery, training, and exercises. This partnership ensures that Agency remains at the forefront of emergency management’s best practices, benefiting from the full breadth of our resources and expertise.

7.5 High Professional Standards and Support - EMDUS personnel operate under the highest professional standards, with oversight and support from the County. The County provides standard emergency management equipment, and -specific needs can be accommodated at the Agency’s expense. The EMDUS personnel are equipped with a fully maintained emergency response vehicle, ready to respond to incidents within the assigned area. The Agency is responsible for providing office space, equipment, supplies, and Agency-labeled attire (e.g., polo) to ensure EMDUS Personnel appropriately represent the Agency. Personnel will be available per your contracted service level, responding promptly to local incidents and coordinating with regional partners as needed.

7.6 Commitments - The success of EMDUS personnel in executing their assigned projects hinges on the full support of the Leadership. Their involvement is vital in providing strategic direction, addressing challenges, and securing the necessary resources for successful implementation.

7.7 Formal Work Plan Sign-off - A key element of this support is the formal sign -off on the three-year Agency work plan. This plan serves as a roadmap for aligning priorities, optimizing workflows, and achieving long-term goals. Establishing clear, measurable, and achievable objectives within this period is essential for ensuring progress and accountability.

7.8 Annual Collaboration Meeting for Enhanced Partnership - EMD Executive staff values open communication and collaboration with the Agency’s Executive staff and believes that regular meetings are essential to maintaining a strong, productive relationship. Therefore, we propose meeting with members of the Executive staff at least once per year. These meetings will provide an opportunity to touch base on ongoing initiatives, discuss evolving needs or concerns, and ensure alignment in working toward shared goals. By fostering open dialogue, we can better understand each othe r’s expectations, identify areas for improvement, and continuously work to exceed those expectations, thereby strengthening our partnership and enhancing overall effectiveness.

7.9 Quarterly Engagement for Continuous Improvement - Leadership and EMDUS personnel must collaborate regularly through quarterly meetings to review ongoing initiatives, assess progress toward established goals, identify potential obstacles, and determine how leadership can provide the necessary support for successful project completion. This consistent engagement will help maintain alignment with the work plan, reinforce leadership’s commitment, and ensure all stakeholders work cohesively to achieve the intended outcomes effectively.

Let EMDUS strengthen your Operational Area’s readiness.

By choosing EMDUS, your Operational Area gains more than an emergency management provider—it gains a dedicated ally committed to protecting public safety, ensuring compliance, and enhancing disaster response and recovery capabilities. Let us handle the complexities of emergency management while you focus on leading your community with confidence.

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EXHIBIT B

PAYMENT PROVISIONS

The Agency shall compensate the County for quarterly EMDUS, as set forth below.

1. Summary of Compensation for EMDUS:

The chart below summarizes the annual rates the County will charge for services under this Agreement. The Agency’s selected option is specified therein.

To ensure Agencies receive the appropriate level of support for their emergency management needs, EMDUS offers a range of service levels tailored to different levels of engagement and operational requirements. Each service level outlines the dedicated time an assigned EMDUS personnel will spend working within the Agency, with additional hours as needed and available. Below is a breakdown of each level of service:

1.1 Service Level I (100%) – EMDUS personnel that are assigned to the Agency will, provide 40 hours of on-site service per week. Any additional hours worked beyond the standard 40-hour week on behalf of the Agency will be invoiced at the personnel's hourly rate.

1.2 Service Level II (75%) – EMDUS personnel that are assigned to the Agency will provide 30 hours of on-site service per week. Any additional hours worked beyond 30 hrs. within a 40-hour week on behalf of the Agency will be invoiced for that time at the personnel's actual hourly rate.

OPTION
(X)
ITEM

DESCRIPTION
QUARTER 1

JUL-SEP
QUARTER 2

OCT-DEC
QUARTER 3

JAN-MAR
QUARTER 4

APR-JUN TOTAL
☒ Service
Level II
@ 75% (30 hrs/wk)
$ 36,562.50 $ 36,562.50 $ 36,562.50 $ 36,562.50 $ 146,250.00

1.3 Service Level III (50%) – EMDUS personnel that are assigned to the Agency will provide 20 hours of on-site service per week. Any additional hours worked beyond 20 hrs. within a 40-hour week on behalf of the Agency will be invoiced at the personnel's hourly rate.

OPTION
(X)
ITEM

DESCRIPTION
QUARTER 1

JUL-SEP
QUARTER 2

OCT-DEC
QUARTER 3

JAN-MAR
QUARTER 4

APR-JUN TOTAL
☐ Service
Level III
@ 50% (20 hrs/wk)
$ 24,375.00 $ 24,375.00 $ 24,375.00 $ 24,375.00 $ 97,500.00

1.4 Service Level IV (25%) – EMDUS personnel that are assigned to the Agency will provide 10 hours OPTION
(X)
ITEM

DESCRIPTION
QUARTER 1

JUL-SEP
QUARTER 2

OCT-DEC
QUARTER 3

JAN-MAR
QUARTER 4

APR-JUN TOTAL
☐ Service
Level I
@ 100% (40 hrs/wk)
$ 48,750.00 $ 48,750.00 $ 48,750.00 $ 48,750.00 $ 195,000.00

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of on-site service per week. Any additional hours worked beyond 10 hrs. within a 40-hour week on behalf of the Agency will be invoiced at the personnel's hourly rate.

OPTION
(X)
ITEM

DESCRIPTION
QUARTER 1

JUL-SEP
QUARTER 2

OCT-DEC
QUARTER 3

JAN-MAR
QUARTER 4

APR-JUN TOTAL
☐ Service
Level IV
@ 25% (10 hrs/wk)
$ 12,187.50 $ 12,187.50 $ 12,187.50 $ 12,187.50 $ 48,750.00

2. Overtime or Extraordinary Costs – These are not included in the established rate. Overtime and extraordinary costs shall be calculated at 1.5 times the current employee rate for EMD staff. They must receive prior approval from the Agency’s authorized agent and the employee's supervisor.

3. Fuel/Mileage:

If ABH is requested, a fuel and mileage rate shall be applied for travel necessary to perform services to the Agency. This rate is in accordance with the current IRS “Standard Mileage Rate ” and is subject to periodic review and adjustment under applicable laws, industry standards, and fluctuating fuel costs. This rate is intended to cover fuel costs, vehicle wear and tear, and other travel -related expenses incurred during service-related travel. Mileage shall be calculated based on the most direct route from the starting location to the service destination and back.

4. Invoicing:

The County will invoice the Agency at the end of each quarter. The payment is due by the 20th of the following month as follows:
• Quarter 1 (July 1- September 30) - due October 30th
• Quarter 2 (October 1- December 31) - due January 30th • Quarter 3 (January 1- March 31) - due April 30th
• Quarter 4 (April 1 - June 30) - due July 30th

Service
Level
Hours
Per Week
Total Weekly
Commitment
Estimated Completion
Time (52-Week Basis)
Additional Staff Required to
complete plan in 1 Year
(Agency)

100%
(Full-Time) 40 hours 1 FTE Min. 12 months 0 FTE
75%
(Part-Time High) 30 hours .75 FTE Min. 18 months Min. .25 FTE 50%
(Part-Time Moderate) 20 hours .50 FTE Min. 21 months Min. .50 FTE 25%
(Part-Time Low) 10 hours .25 FTE Min. 24 months Min. .75 FTE

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EXHIBIT C

WORKPLAN DEVELOPMENT AND IMPLEMENTATION

1. Agency Workplan Development and Implementation
This timeline has been designed to establish clear expectations for each Agency regarding developing emergency management plans. It assumes that full-time equivalent (100%) EMDUS personnel lead the process, with multiple departments contributing to specific sections. Following FEMA’s Comprehensive Preparedness Guide (CPG 101) and the California Office of Emergency Services Crosswalk, the process ensures compliance with federal and state emergency management standards while optimizing efficiency through interdepartmental collaboration. Given the full-time commitment of the EMDUS personnel and the engagement from multiple departments, the timeline duration is twelve (12) months. This structure allows for comprehensive research, iterative drafting, meaningful stakeholder engagement, and ri gorous compliance review. It balances the need for thorough planning with the expectation of timely completion, ensuring Agency meets the regulatory requirements while maintaining operational readiness ; however, the information below may not consider significant interruptions or low participation levels from key staff in the planning process.

2. Emergency Operation Plan Development Phases & Timeline This timeline provides a structured approach for an Emergency Operations Plan (EOP), Local Hazard Mitigation Program (LHMP), Continuity of Operations/Government (COOP/COG), etc., with a 100% Full- Time Emergency Manager leading development and multiple departments assisting in writing specific sections.

Plan Development Phases & Timeline (12 Months – 100% Full-Time EM with Department Support)

PHASE KEY ACTIONS ESTIMATED TIMELINE
Phase 1:

Project Initiation &
Stakeholder
Engagement
Form the EOP Planning Team:
- Assign roles and responsibilities
- Review CPG 101 & Cal OES Crosswalk for alignment
- Identify key departments and external agencies for collaboration Months 1-2
Phase 2:

Hazard & Risk
Assessment
Review Local Hazard Mitigation Plan (LHMP):
- Conduct Threat and Hazard Identification and Risk Assessment (THIRA)
- Identify capability gaps & vulnerabilities
- Gather hazard-specific data for wildfires, flooding, earthquakes, rail incidents, hazardous materials, etc.

Months 3-4
Phase 3:

EOP Framework
& Section
Assignments
Develop the EOP framework (Basic Plan, Functional Annexes, Hazard- Specific Annexes):
- Assign specific sections to Fire, Law Enforcement, Public Works, Utilities, Public Health, and Emergency Management
- Cross-reference with Cal OES Crosswalk for compliance Months 5-6
Phase 4:

Writing the EOP –
Basic Plan
Emergency Manager drafts the Basic Plan (Purpose, Concept of Operations, Roles & Responsibilities):
- Develop organizational structure and incident command framework - Integrate emergency communication and coordination procedures Months 6-7
Phase 5:

Writing the EOP –
Functional Annexes
Departments draft their respective Functional Annexes (e.g., Communications, Evacuations, Mass Care, Public Health, Resource Management, etc.):
- Annex content aligns with departmental coordination and response procedures
- Establish activation triggers and operational steps for each function Months 8-9
Phase 6: Departments draft Hazard-Specific Annexes (e.g., Wildfires, Flooding, Rail Incidents, Hazardous Materials, Earthquakes): Months 10-11

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Writing the EOP –
Hazard-Specific
Annexes
- Integrate mitigation strategies and response protocols - Include mutual aid coordination and external agency response roles Phase 7:

Internal Review &
Compliance Check
Conduct an EOP Planning Team review of the complete draft:
- Ensure compliance with FEMA, Cal OES, and NIMS/ICS standards - Submit for peer review (Riverside County EMD or partner agency) Month 11
Phase 8:

Agency Approval &
Adoption
Present final EOP to Agency approving body for approval:
- Obtain required signatures from city leadership
- Officially adopt and distribute the EOP
Month 12
Phase 9:

Training & Public
Outreach
Develop and deliver training for Agency staff, first responders, and key stakeholders:
- Conduct community preparedness outreach (CERT, businesses, schools)
- Plan annual exercises and drills to validate EOP procedures Ongoing
after adoption

3. Emergency Operation Plan Development Phases & Timeline The table below outlines the distinct phases of the planning process, the key actions required within each phase to achieve its objectives, and the estimated timeline detailing the expected duration, sequence of phases, and milestones necessary to complete the Emergency Operations Plan (EOP).

This planning framework can also be applied to other major plans, including but not limited to the Local Hazard Mitigation Plan (LHMP) and Continuity of Operations/Continuity of Government (COOP/COG) plans, etc.

The process follows FEMA’s Comprehensive Preparedness Guide (CPG 101) and the Cal OES Crosswalk, ensuring compliance with federal and state emergency management standards while maximizing efficiency through interdepartmental collaboration.

Due to the part-time schedule and multi-departmental involvement, the timeline is over 18 months, allowing for thorough research, drafting, stakeholder engagement, and compliance review while accommodating limited working hours.

This timeline provides a structured approach for an Emergency Operations Plan (EOP), Local Hazard Mitigation Program (LHMP), Continuity of Operations/Government (COOP/COG), etc., with a 50% Part- Time Emergency Manager leading development and multiple city departments assisting in writing specific sections.

Plan Development Phases & Timeline (18 Months – 50% Part-Time EM with Department Support) Phase Key Actions Estimated Timeline
Phase 1:

Project Initiation &
Stakeholder
Engagement
Form the EOP Planning Team:
- Assign roles and responsibilities
- Review CPG 101 & Cal OES Crosswalk for alignment
Identify key departments and external agencies for collaboration Months 1-3
Phase 2:

Hazard & Risk
Assessment
Review Local Hazard Mitigation Plan (LHMP):
- Conduct Threat and Hazard Identification and Risk Assessment (THIRA) - Identify capability gaps & vulnerabilities
Gather hazard-specific data for wildfires, flooding, earthquakes, rail incidents, hazardous materials, etc.

Months 4-6
Phase 3:

EOP Framework
& Section
Assignments
Develop the EOP framework (Basic Plan, Functional Annexes, Hazard- Specific Annexes):
- Assign specific sections to Fire, Law Enforcement, Public Works, Utilities, Public Health, and Emergency Management
Cross-reference with Cal OES Crosswalk for compliance
Months 7-8

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Phase 4:

Writing the EOP –
Basic Plan
Emergency Manager drafts the Basic Plan (Purpose, Concept of Operations, Roles & Responsibilities):
- Develop organizational structure and incident command framework Integrate emergency communication and coordination procedures Months 9-10
Phase 5:

Writing the EOP –
Functional Annexes
Departments draft their respective Functional Annexes (e.g., Communications, Evacuations, Mass Care, Public Health, Resource Management, etc.):
- Annex content aligns with departmental coordination and response procedures
Establish activation triggers and operational steps for each function Months 11-13
Phase 6:

Writing the EOP –
Hazard-Specific
Annexes
Departments draft Hazard-Specific Annexes (e.g., Wildfires, Flooding, Rail Incidents, Hazardous Materials, Earthquakes):
- Integrate mitigation strategies and response protocols Include mutual aid coordination and external agency response roles Months 14-16
Phase 7:

Internal Review &
Compliance Check
Conduct an EOP Planning Team review of the complete draft:
- Ensure compliance with FEMA, Cal OES, and NIMS/ICS standards Submit for peer review (Riverside County EMD or partner agency) Month 17 Phase 8:

Agency Approval &
Adoption
Present final EOP to Agency approving body for approval:
- Obtain required signatures from city leadership
Officially adopt and distribute the EOP Month 18
Phase 9:

To meet timeline expectations, it is essential for departments to actively participate and comply with established deadlines throughout the Emergency Operations Plan (EOP) process. Timely engagement ensures that critical information, resource assessments, and operational responsibilities are accurately documented and incorporated into the plan. Departments must provide input, review draft sections, and complete assigned tasks within designated timeframes to prevent delays that could impact overall preparedn ess and compliance with regulatory requirements. Consistent participation also allows for effective coordination between agencies, ensuring that dependencies and response capabilities are aligned. By adhering to deadlines, departments contribute to a structured, efficient planning process, ultimately strengthening the Agency’s ability to respond to and recover from emergencies.

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INDIAN WELLS CITY COUNCIL
July 2, 2025

To: City Council
From: City Manager Department
Prepared by: Christopher Freeland, City Manager
Subject: Extension of Exclusive Negotiation Agreements with Abode Communities and Summit Development for Affordable
Housing Development in Indian Wells

RECOMMENDED ACTIONS:

FINDS the action is not a project within the meaning of Section 15378 of the State of California Environmental Quality Act (“CEQA”) Guidelines because it has no potential to result in physical change in the environment, directly or indirectly; and that the action is nonetheless exempt from the requirements of CEQA in that the activity is covered by the general rule that CEQA applies only to projects that have the potential for causing a significant effect on the environment. (14 CCR 15061(b)(3).)

BACKGROUND:

Government Code section 65302(c) mandates that cities adequately plan, through a Council-adopted Housing Element, for their existing and projected housing needs, including its share of the regional housing need allocation (“RHNA”). The City of Indian Wells has been assigned an allocation of 382 new housing units as its share of the RHNA in Southern California for the 6th cycle Housing Element (2021–2029). This includes 117 very-low-income units, 81 low-income units, 91 moderate-income units, and 93 above- moderate-income units. The City’s 6th cycle Housing Element has been adopted by the City Council and certified by the State Department of Housing and Community Development.

As required in Program No. 3 of the Housing Element, the City has recently rezoned the vacant 34-acre parcel at the northeast corner of Miles Avenue and Warner Trail as a Public Benefit Zone (PB Zone), allowing future development of affordable and workforce

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housing up to 24 dwelling units/acre on approximately 10-acres of the site. As identified in Program No. 3 of the Housing Element, the rezoning of the site is intended to help facilitate meeting the City’s RHNA requirements. The City is currently seeking to acquire this property through eminent domain to ensure the public benefit of the site with future affordable housing, public park, open space and associated parking uses.

Summit Developers has submitted an application for the development of a wellness resort hotel consisting of a wellness sanctuary, hotel rooms, condominiums, detached bungalows, and luxury villas on the vacant 15-acre property located at the northwest corner of Highway 111 and Miles Avenue. This project will generate hundreds of new employment positions within the City and Summit desires to develop a workforce-housing project as an incentive to attract and retain qualified staff for its new resort and wellness center. Their intent is to utilize a portion of the PB site to develop affordable work-force housing consistent with the City’s RHNA commitments for the site.

In 2020, the City entered into an exclusive-negotiation agreement (“ENA”)1 with Abode Communities for the development of affordable housing on another property elsewhere in the community. Development of that property has been delayed due to infrastructure improvements needed in the Whitewater Channel. Abode Communities was previously selected by the City after a competitive Request for Proposals process. Abode Communities has been in business for over 50 years, producing more than 45 affordable housing developments with approximately 3,000 units. They are also interested in developing a portion of the PB site with affordable housing consistent with our RHNA.

DISCUSSION:

At the June 20, 2024, City Council meeting, the City authorized ENAs with Summit Developers and Abode Communities to facilitate discussions on the potential development of affordable workforce housing on the vacant parcel at the northeast corner of Miles Avenue and Warner Trail (referred to as the PB site). This will allow both potential developers the opportunity to conduct the necessary studies of the property and develop initial designs of affordable workforce housing, park, recreation, open space, and associated parking. This in turn will provide the City with competitive options for ultimately selecting the final developer or developers to develop the PB site. It is important to note that this site has been identified as having Native American artifacts and will require additional site investigations and consultation with the affected tribe to determine the extent of developable area.

1 An ENA is legal document utilized by the City to provide parties the opportunity to discuss a potential project with specific developers who have expressed a willingness to work together on a potential development. It is not a development approval. Nor is it a promise to approve any project in the future.

Page 78 of 192 ends

The initial term of the ENAs was for 120-days, which expired in November 2024. They were subsequently extended for an additional 120-days in March 2025. The most recent ENAs are set to expire in August 2025. Staff is recommending an additional 180-day extension to both ENAs to afford Abode and Summit additional time to conduct their due diligence, which has been delayed due to the City awaiting a resolution on the City’s effort on the eminent domain procedures for the PB site. The eminent domain matter is set to be heard in late August 2025.

Residents and other stakeholders will have ample opportunity to comment on any development plans for the PB site at future community meetings when development proposals move forward. It is also important to note that entering an ENA does not commit the City to do a development with Abode Communities or Summit Developers.

OPTIONS:

1. Authorize the City Attorney to prepare and the City Manager to execute a 180-day extension to the ENAs with Adobe Communities and Summit Developers.

2. Decide against extending the ENAs for one or both developers.

3. Provide alternative direction to staff.

FISCAL IMPACT:

This action involves no fiscal impact to the City. The extension of the ENAs will simply allow the perspective developers more time to do their due diligence investigating the site and preparing conceptual designs.

CITY COUNCIL STRATEGIC GOALS:

At the 2025 Strategic Planning session, the City Council reaffirmed its commitment to develop new housing units in the community, with special interest for new affordable units at the corner of Miles and Warner Trail.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

This action has been assessed in accordance with the authority and criteria contained in CEQA, the state and local CEQA Guidelines, and the environmental regulations of the City.

The City, acting as Lead Agency, has determined the action is not a project within the meaning of Section 15378 of the State of CEQA Guidelines, because it has no potential to result in physical change in the environment, directly or indirectly; and that the action is nonetheless exempt from the requirements of CEQA in that the activity is covered by the general rule that CEQA applies only to projects that have the potential for causing a significant effect on the environment. (14 CCR 15061(b)(3).) Any future development of the site will be subject to the appropriate CEQA analysis and mitigation, as warranted.

Page 79 of 192 ends

INDIAN WELLS CITY COUNCIL
July 2, 2025

To: City Council
From: Finance Department
Prepared by: Amy Dallosta, Accountant
Subject: City Treasurer’s Report for April 2025

RECOMMENDED ACTIONS:

Council RECEIVES and FILES the City Treasurer’s Report for April 2025; and

FINDS the project to be exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 15060.

DISCUSSION:

This report comprehensively analyzes the City of Indian Wells' cash and investment position as of April 30, 2025. The city maintains a robust investment strategy, focusing on prudence, liquidity, and compliance with legal requirements. The Treasurer's certification ensures adherence to the city's investment policy and compliance with the State of California Government Code section 53600.

Financial Snapshot:

As of April 30, 2025:

 Total cash and investments: $92,987,579.19
 Portfolio rate of return: 3.649%

Treasurer's Certification:

The City Treasurer certifies:
 Compliance with the city's investment policy and legal requirements.  Adequate liquidity to meet financial obligations for the next six months, ensuring static and dynamic liquidity.

Page 80 of 192 ends

Fiscal Prudence:

Aligned with the fiduciary duty, the city adheres to a prudent investment approach, considering economic conditions and anticipated needs. Investments are guided by a written policy emphasizing safety, liquidity, and yield.

BACKGROUND:

The Treasurer's Report provides a monthly update on cash activity and the investment portfolio, ensuring reconciliation with the General Ledger. Investments align with the city's investment policy and State legislation, covering U.S. treasuries, federal agency securities, corporate notes, municipal bonds, CDs, and overnight cash investments.

Investment Strategy:

The city's investment portfolio is designed to achieve a market rate of return within risk constraints. Diversification across institutions, security types, and maturities maximizes safety and yield amid changing market conditions.

FISCAL IMPACT:

The investment portfolio generated $401,938.71 in earnings for April 2025. The investment strategy aims for consistent returns throughout budgetary and economic cycles, reflecting prudent risk management. Moreover, the strategy's success in consistently generating returns reflects its adaptability to changing market conditions. As economic cycles fluctuate, the city's investment approach remains resilient, adjusting to dynamic financial landscapes to optimize safety and yield.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

This action has been reviewed per the authority and criteria contained in the California Environmental Quality Act (CEQA), the State and local CEQA Guidelines, and the City's environmental regulations. The City, acting as the Lead Agency, determined that this resolution is not subject to CEQA pursuant to Sections 15060(c)(2), 15060(c)(3), and 15061(b)(3) of the State CEQA Guidelines, because it will no t result in a direct or reasonably foreseeable indirect physical change to the environment as there is no possibility that the action would result in a significant environmental impact, and because it does not constitute a “project” as defined in Section 15378 of the State CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3.

ATTACHMENTS:

1. City Treasurer’s Report

Page 81 of 192 ends

CiW of Indian Wells
Bank Reconciliation Repoft - CiW Held Cash
Finance Department
1 2
3 5
7I
9 10
19 2t
525
548
550
557
558
561
562
573
574
575
585
s86
587
588
589
590
591
592
597
598
599
607
609
612
526
533
538
549
555
576
611
542
544
546
551
559
560
563
565
57L
572
505
613
531
593
594
610
Pacific Western **-**1117
Pacific Western Bank - Accts. Payable **-**3411
Pacific Western Bank - Payroll **-**1752
Pacific Western Bank - Ambulance **-*+**7937
Pacific Western Bank - Public Funds MMA **-****5064
US Bank Money Market - Investment
US Bank Money Market - 4590
US Bank Money Market - 4591
Petty Cash
Agency Investment
of Baroda
Certificate of Deposit-Toyota Financial Sqs Bank 89235MKY6 Certificate of Deposit-Greenstate Credit Union 3957318L1 Certificate of Deposit-Pentaqon Federal Credit Union 709621A51 Certificate of Deposit-Nelnet Bank, Inc 64034KAG6
Certificate of Deposit-Beal Bank 07371AYE7
Certificate of Deposit-Beal Bank USA 07371CE88
Certificate of DepositrGpital One NA 14042RUJ8
Certificate of Deposit-Austin Telco Fed Credit Union 0523928T3 Certificate of Deposit-Synchronv Bank 87164XR65
Certificate of Deposit-Liberty First Credit Union 530520AK1 Certificaie of Deposit-First Guaranty Bank Hammond LA
Certificate of Deposit-Medallion Bank Utah 58'I04DSW2
Certificate of Deposit-Pitney Bowes Bank 724468AG8
Certificate of Deposit-Bank Five Nine 06211gCD2
Certificate of Deposit-First Foundation Bank 32026UW51
Certificate of Deposit-Summit National Bank 86616RAGo
Certificate of Deposit-First National Bank of America 32110YD93 Certificate of Deposit-Morgan Stanlev Private Bank 61768ET29 Certificate of Deposit-Cross River Bank 227563EX7
Certificate of Deposit-Universal Bank and Trust Co 975Z7PCF2 Certificate of Deposit-Sallie Mae 795451DM2
Certificate of Deposit-Leaders Credit Union 52171MAN5
Certificate of Deposit-Pacific Premier Bank 4t]00121693 CA Pens
JP Morqan Chase Bank NA'I6632FRU1
JP Morgan Chase 48128G2Q2
Bank of America MTN 05048WM31
Bank of America MTN 06048WM72
lohn Deere Capital Corp 24422EWR6
Toyota Motor Credit Corp 89236TMK8
Farm 3130AU62
Fed. Farm Credit Bank 3130ALMM3
Fed. Farm Credit Bank 3130A1W67
Fed. Farm Credit Bank 3130AMW57
Fed. Home Loan Bank 3130AQWF6
Fed. Home Loan Bank 3130AQWJ8
Fed. Home Loan Bank 3130AQ255
Fed, Home Loan Bank 3130ARGE5
Fed. Home Loan Bank 3130A5567
Fed. Home Loan Bank 3130ASS91
Fed.Home Loan Bank 313081UH8
Fed.Home Loan Bank 3130MRS2
Natomas 63877NMM6
Treasury
United States Treasury Bill 912810FF0
United States Treasury Bill 91282C1K5
Total Pooled Cash and Investments
Fair Value Increase (over cost)
Warrants/Wire Transfers Oustanding (Bank)
Outqoinq ACH Payments Outstanding (GL)
Incominq Payments Outstandinq (GL)
Credit Card in Transit
Reconciled Bank Balance

0.00 0.00

0.00 16,467.26
0,00
13,882,103.89
16,370,510.49
2,000.00
6,656,11 1.31
250,000.00
250,000.00
249,000.00
250,000.00
250,000.00
250,000.00
250,000.00
250,000.00
250,000.00
249,000.00
249,000.00
249,000.00
244,000.00
249,000.00

2.r4,000.00
249,000.00
249,000.00
2,t4,000.00
2,14,000.00
249,000.00
244,000.00
249,000.00
256,2t7.98
13,432,244.94
2,011,066.10
(s33,630.01)
29,577.22
(s0.00)
t4,267.38
111.31
.98
(1,682,191.79)
$ 90,815.491,99
1,001,363.51
2,000,000.00
1,000,000.00
1,000,000.00
1,000,000.00
1,014,900.36
997,575.83
2,000,000.00
1,000,000.00
2,000,000.00
1,000,000.00
1,000,000.00
1,000,000.00
1,000,000.00
1,000,000.00
1,000,000.00
2,000,000.00
2,000,000.00
items
Outstanding ltems
6/252025,8:00 PM T:\Common\bank\bank reconciliation fy25\1o-Apr 25\2025-04-RPT-Apr Bank Rec\Apr 25 pooled AFTER JRNL 4-1 ATTACHMENT #1

Page 82 of 192 ends

NET CASH & INVESTMENT SUMMARY APRIL 2025

UNRESTRICTED FUNDS

GENERAL FUND
101- GENERAL

TOTAL GENERAL FUND

RESTRICTED FUNDS

SPECIAL REVENUE FUNDS
202 - TMFFIC SAFETY
203 - PUBLIC SAFETY U2 CENT SALES TAX
204. MEASURE.'A''
209 - F.A.M,D, #1
210 - SCAQMD (VEHICLE REG.)
211 - AB 3229 COPS FUNDING
214 - GAS TAX 2103 MAINTENANCE
215 - GAS TAX 2105 MAINTENANCE
216 - GAS TAX 2106 CONSTRUCT/MAINT
217 - GAS TAX 2107 MAINTENANCE
218 - GAS TAX 2107.5 ENG./ADMIN
219 - GAS TAX RMRA
228 - EMERG, UPGMDE SERVICES
247 - AB 939 RECYCLING FUND
248 - SOLID WASTE
251 - STREET LIGHNNG DISTRICT 2OOO-1
253- INDIAN WELLS VILI.AS OPEMTIONS
254- MOUNTAIN VIEW VILLAS OPEMTIONS
256- HOUSING AUTHORITY
271 - ELDOMDO DRIVE LLMD
272 - MONTECTTO/STARDUST LLMD
273 - CASA DOMDO LLMD
274-THE COVE LLMD
27s - SH 1l1/IWGR (ENTMNCE) LLMD
276 - CLUBIIW LANE LLMD
277 - COLONY LLMD
278 - COLONY COV ESTATES LLMD
279 - DESERT HORIZONS LLMD
280 - MOUNTAIN GATE LLMD
281 - MOUNTAIN GATE ESTATES LLMD
282 - VILLAGIO LLMD
283 - VAIDYA LLMD
284 - CLUB, SOUTH OF 111 LLMD
285 - MONTELENA LLMD
286 - SUNDANCE LLMD
287 - PROVINCE LLMD
288 - PROVINCE DBAD

TOTAL SPECIAL REVENUE FUNDS

CAPITAL PROJECT FUNDS
310 - PARK FACILMES FEES
311 - TMNSPORTATION FACILMES FEES
313 - RECREATION FACILMES FEES
314 - PARK-IN-LIEU FEES
315 - CITYWIDE PUBLIC IMPROVEMENT FEE
316 - CAPITAL IMPROVEMENT
319 - ART IN PUBLIC PI.ACES
321 - HIGHWAY 111 CIRCULANON IMP FEE

TOTAL CAPITAL PROJECT FUNDS
April
2025
$ 21,306,269.9L
21,306,269.9L
April
2024
$ 20,3t5,422.57
20FLs,422.57

0.00 0,00

0.00 568,300.41
L9,473.00
0,00
0,00

0.00 0.00

0.00 6,318,119,87
232,4t0.08
54,100.04
20,956.98
43,870.18
257,75r.94
752,159.72
116,413.88
2r,307.87
1,353.83
1,434.33
349,794.54
55,963.40
Lzt,090.28
55,949.6L
1,186.34
118,659.08
50,064.54
271,280.69
42,333.40
40,686.76
115,815.14
r,493.37
100,760,69
610,147.52
LO,342,877.49
t2,788.76
9,565.79
6t,052.52
848,651,62
15,271.L9
6r,t57.06
2,589.10
2,357.47
1,818.16
3,268.88
0,00
202,88t.t7
4,687,076.76
280,639,39
85,165.73
t7,374.28
106,610.55
347,385.38
I,t23,412.90
77,497.90
10,178.89
1,356.48
14,447.07
t94,32r.57
29,674.L4
94,068.24
48,838.34
667.25
r0r,22L.79
46,751.9L
239,262.92
35,574.0L
33,547.9r
86,138.71
1,525.51
99,171.80
ss4.568.34

0.00 0.00

0.00 14,238,972.68
745,584.30

0.00@
9,537,879.49

0.00 10,063.17
2r7.21
3,277.r0
6,34r.35
tL,892,L02.33
75r,666.64
36,460.70
L2,7OO,128.5O
T:\Common\bank\Treasurer's Report\Cash1 oApr 25 a:O4 PM6l25l2O25

Page 83 of 192 ends

CITY OF INDIAN WELLS
NET CASH & INVESTMENT SUMMARY APRIT 2025
PAGE 2
RESTRICTED FUNDS (CONt.)

REPLACEMENT FUNDS
326 - BUILDINGS CAPITAL RESERVE
327 - BRIDGES CAPTTAL RESERVE
328 - MEDIANS & PARKWAYS CAPITAL RESERVE
329 - STORM DMINS CAPTTAL RESERVE
330 - TMFFIC SIGNALS CAPITAL RESERVE
331 . TECHNOLOGY CAPFAL RESERVE
332 - CITY STREETS CAPITAL RESERVE
333 - CITY VEHICLES CAPTTAL RESERVE
350 - DISASTER RECOVERY RESERVE

TOTAL REPLACEMENT FUNDS

SUCCESSORAGENCY FUNDS
453 - DEBT SERVICE
456 - RDA OBLIGATION RETIREMENT

TOTAL SUCCESSOR AGENCY FUNDS

FINANCING AUTHORITY FUNDS
460 - INDIAN WELLS FINANCING AUTHORITY

TOTAL FINANCING AUTHORITY FUNDS

ENTERPRISE FUNDS
560 - INDIAN WELLS GOLF RESORT

TOTAL ENTERPRISE FUNDS

INTERNAL SERVICE FUNDS
601 - INTERNALTRUST FUND

TOTAL INTERNAL SERVICE FUNDS

RESERVE FUNDS
602 - COMPENSATED ABSENCES

TOTAL RESERVE FUNDS

TRUST & AGENCY FUNDS
732 - SPECIAL DEPOSITS

TOTAL TRUST & AGENCY FUNDS

TOTAL ALL FUNDS

FISCAL AGENTS
253 - INDIAN WELLS VILLAS
254 - MOUNTAIN VIEW VILLAS
453 - US BANK TRUSTEE - SUCCESSOR AGENCY DEBT SERVICE
460 - US BANK - INDIAN WELLS FINANCE AUTHORITY
560 - INDIAN WELLS GOLF RESORT
601 - INTERNALTRUST FUND

TOTAL FISCAL AGENTS

TOTAL ALL FUNDS & FISCAL AGENTS

UNRESTRICTED FUNDS

RESTRICTED FUNDS
April
2025
April
2024
2,464,4r2.80
2,250,372.00
1,860,789.07
1,108,389,00
970,929.00
916,206.00
18,661,435.00
472,36L.00
625,632.00
2,1t3,0L2.80
1,916,148.00
1,557,830.07
865,812.00
739,387.00
689,055.00
17,010,165.00
280,826,00
433,619.00
29,33O,525.87
4,978,726.93
0,00
4,878,726,93
25,605,854.87
15,438.40
5,352,4tr.68
4,69111O8.68

0.93 15,438.40 0.93
7,O95,O79.54
73 7,095,079.54 t.r94.897.72
L,L94,897.72
756.36
L,533,756.36
613.149.00
2,293,428.73
0,00

0.00 568,588.14
568,588.14
613,149.OO
8r7,7r0.6L
817,7LO.6L
90,81 s,491.99 77
88,472.9r
198,073.83
5,457.65
2,299,r85.35
2,720,550.3I
83,048.38
4L3,127.66
585.15
6,727,560.28
3,269,965.5r
.808.33 t,457 ,910.01
19,149r548.38 tL,952,196.99
$$ 88,962,105.72
2L,3O6,269.9L
88,658,77O.46
$ 109.965,040.37
20,3t5,422.57
15 72
T:\Common\bank\Treasurer's Report\Cash1 0Apr 25 A:O4 PMAl25t2O25

Page 84 of 192 ends

,., ,,
INDIAN;).,WELLS The Gity of lndian Wells
Portfolio Management
Portfolio Summary
April 30,2025
City of lndian Wells
44-950 Eldorado Drive
lndian Wells CA92210
(760)346-2489

YTM YTM
365 Equiv.

CALIFORNIA
Book oh ot Days to
Maturity
Par
value
Market
value Term
1 1
1,825
1,794
1,424
1,650
'1,765
365
360lnvestments
Managed Pool Accounts - LAIF
Money Market Sweep/Checking Account
Negotiable CD's
Medium Term Corporate Notes
Federal Agency lssues - Callables
Treasury Securities
Miscellaneous Securities - Coupon
Componding Certificates of Deposit
lnvestments
Total Earnings
Current Year
Average Daily Balance
Effective Rate of
The
criteria
Kevin
Reporting period 04/01 /2025'OU3012O25
6,656,11 1.31
30,660,376.29
5,710,000.00
8,000,000.00
16,000,000.00
25,000,000.00
300,000.00
256,217.98
92,582,70s.58
April 30 Month Ending
259,036.36
88,086,972.19
6,656,1 11 .31
30,660,376.29
5,681,71 1 .64
7,847,720.00
15,752,480.00
25,808,1 1 0.00
297,768.00
256,217.98
6,656,111.31
30,660,376.29
5,710,000.00
8,013,839.70
16,000,000.00
25,391,033.91
300,000.00
256,217.98

7.16 32.97

6.14 8.62

17.21 27.31

0.32 0.28
1 1
991
534
817
168
92 't26

3.599567

4.222

4.135

2.776

1.758

2.709

4.146

1.085

3.521

4.281

4.193

2.814

1.782

2.747

4.204
1 .100

3.570

3.58%
investment policy
92,960,495.22 92,987,579.19 100.00% 1,038 3.649
and allowable under current legislation of the State of California. lnvestments were purchased using safety, liquidity, and yield as Portfolio CITY
AP
PM (PRF_PMl) 7.3.1 1
Report Ver. 7.3.1 1
are consistant with the CitY's
flow from revenue and maturing investments will be sufficient to cover expenditures for the next six months. All securities are "Marked-to-Market" on a monthly basis.

Director
Run Datei 06/09/2025 - 18:09
No fiscal year history available

Page 85 of 192 ends

Stated
BookValue Rate

Page 1 ends

YTM Days to Maturity
Fitch 350 Maturitu l).fcCUSIPlnvestment #
Managed Pool Accounts - LAIF
SYS21
SY523
lssuer
LAIF - City
LAIF - Redevelopment
The City of lndian Wells
Portfolio Management
Portfolio Details - lnvestments
April 30,2025
Purchase
Date
21 23
Average
Brlance
3,555,215.98
26,0't3,203.88
07t01t2023
071o112023
07to1t2023
07to112023
07t01t2023
07t01t2023
09/21t2022
07t22t2020
07t3112023
0223t2022
0212312022
0912112022
03t0712024
08t11t2023
o811612023
0811612023
06t16t2021
08t30t2024
08t11t2023
07l3'U2023
o3to6t2024
ozo2t2022
09t2912021
07t3'1t2023
07t26t2024
389,294.65

0.00 16,467.25

0.00 16,370,510.49
1 3,882, I 03.89

0.00 0.00

0.00 2,000.00

0.00 Par Value
6,656,11'1.31

0.00 6,656,1 I 1.31
30,660,376.29
250,000.00
249,000.00
249,000.00
250,000.00
250,000.00
250,000.00
244,000.00
249,000.00
249,000.00
244,000.00
2s0,000.00
249,000.00
249,000.00
249,000.00
244,000.00
250,000.00
249,000.00
244,000.00
244,000.00
389,294.65

0.00 16,467.26

0.00 16,370,510.49
'13,882,'103.89

0.00 0.00

0.00 2,000.00

0.00 Market Value
6,656,1 11.31

0.00 6,656,11'1.31
30,660,376.29
248,295.00
246,963.1 8
251,928.24
240,605.00
240,605.00
248,752.50
244,800.32
251,933.22
256,305.66
246,449.76
241 ,315.00
247,543.35
255,003.39
251,173.77
245,659.20
239,097.50
238,170.99
246,071.56
245,366.40
389,294.65

0.00 16,467.26

0.00 16,370,510.49
13,882,103.89

0.00 0.00

0.00 2,000.00

0.00 6,656,111.31

0.00 6,656,11 1.31
30,660,376.29
250,000.00
249,000.00
249,000.00
250,000.00
250,000.00
250,000.00
244,000.00
249,000.00
249,000.00
244,000.00
250,000.00
249,000.00
249,000.00
249,000.00
244,000.00
250,000.00
249,000.00
244,000.00
244,000.00

4.281

0.233

0.250

4.450

4.230

4.260

0.200

4.222

0.230
Subtotal and Average
Money Market Sweep/Checking Account

4.222
SYSl
SYS6
SYST
SYSS
SYSlO
cvco
SYS2
SYS3
SY54
SYS19
SYS5
1 6
7 8
10 9
2 3
4 19
5 574
525
589
561
562
573
598
586
592
590
550
609
585
587
597
558
557
588
607
Pacific Western Bank
Pacific Western Bank-Ambulance
Pacifi c Western-PublicFundsM MA
US Bank Money Market
US Bank Money Market-4sg1
US Bank Money Market-4590
Pacific Western - Acct Payable
Paciiic Westem-Payroll
Union Bank-Checking
Petty Cash
WestAmerica Bank

0.247

0.000

4.389

0.000

4.172

4.202

0.000

0.197

0.000

0.000
Negotiable CD's
052392BT3
06063HMS9
062119CD2
073714YE7
07371CE88
14042RUJ8
227563EX7
320437AD8
321 10YD93
32026UW5'1
395731811
52171MANs
53052oAK1
58404DSW2
61 768ET29
64034KAG6
70962LASl
724468AG8
795451 DM2
Subtotal and Average
Austin Telco Fed Credit Union
Bank of Baroda
Bank Five Nine
Beal Bank - Plano TX
Beal Bank USA
Capital One NA
Cross River Bank
First Guaranty Bank Hammond LA
First National Bank of America
First Foundation Bank
Greenstate Credit Union
Leaders Credit Union
Liberty First Credit Union
Medallion Bank Utah
Morgan Stanley Private Bank
Nelnet Bank, lnc.

Pentagon Federal Credit Union
Pitney Bowes Bank lnc.

Sallie Mae

4.135

3.800

0.700

4.500

1.900

3.900

4.250

4.500

4.450

0.900

4.000

4.700

4.400

4.350

1.500

0.900

4.400

4.300

3.748

0.690

4.438

1.874

0.000

4.192

4.438

4.394

0.000

0.888

3.945

4.641

4.406

4.290

1.479

0.888

0.000

4.241
873
82 1,184
657
657
873
1,406
1,191
1,202
1,196
411
1,582
1j94
1,187
1,405
642
516
1,187
1,545
09t21t2027
07t222025
07t28t2028
o2t17t2027
02t17t2027
o9t21t2027
o3t07t2029
o&t04t2028
o811512028
08t09t2028
06t1612026
08t30t2029
08t07t2028
0713112028
o310612029
02t0212027
ogt29t2026
07r31t2028
07t24t2029
Portfolio CITY
AP
PM (PRF_PM2) 7.3.1 1Run Date: 06/09/2025 - 18:09
Report Ver. 7.3.1 1

Page 86 of 192 ends

The City of lndian Wells
Portfolio Management
Portfolio Details - lnvestments
April 30,2025
Stated
BookValue F1ate

Page 2 ends

YTM Days to Maturity
Fitch 360 Maturitv ItafcCUSIPlnvestment #
Negotiable GD's
86616RAG0
87164XR65
89235MKY6
91527PCF2
Medium Term Corporate Notes
lssuer
Summit National Bank
Synchrony Bank
Toyota Financial Sgs Bk
Ljniversal Bank and Trust Co"
Subtotal and Average
Bank of America MTN A
Bank of America MTN A
John Deere Capital Corp
JPMorgan Chase & Co
JP Morgan Chase Bank NA
Montebello CA Pens Oblig AA
Toyota Motor Credit Corp
Subtotal and Average
Fed. Home Loan Bank
Fed. Home Loan Bank
Fed. Home Loan Bank
Fed. Home Loan Bank
Fed. Home Loan Bank
Fed. Home Loan Bank
Fed. Home Loan Bank
Fed. Home Loan Bank
Fed. Home Loan Bank
Fed. Home Loan Bank
Fed. Home Loan Bank
Fed. Home Loan Bank
Subtotal and Average
U.S. Treasury
U.S. Treasury
U.S. Treasury
591
575
548
599
Average
Brlance
6,885,733.33
8,781,452.45
16,900,000.00
Purchase
Date
08t1612023
09t23t2022
o4t22t2021
03t13t2024
0512812021
07t30t2021
05t18t2023
o2t26t2021
01t22t2021
07t17t2020
11t06t2024
o3t24t2021
o3t30t2021
04t22t2021
06t30t2021
0225t2022
0212412022
o311012022
04t2112022
08t16t2022
o8t10t2022
0710312024
0112912025
1?,1212023
1211412023
09t2012024
Par Value
249,000.00
250,000.00
250,000.00
249,000.00
5,710,000.00
1,000,000.00
1,000,000.00
1,000,000.00
1,000,000.00

2.000.000.00
1,000,000.00
1,000,000.00
8,000,000.00
1,000,000.00
2,000,000.00
1,000,000.00
2,000,000.00
1,000,000.00
1,000,000.00
1,000,000.00
1,000,000.00
1,000,000.00
1,000,000.00
2,000,000.00
2,000,000.00
16,000,000.00
I 0,000,000.00
13,000,000.00
2,000,000.00
Market Value
254,253.90
249,032.50
242,440.00
249,946.20
5,681,71't.64
969,480.00
961,470.00
1,018,950.00
963,300.00
1,930,240.00
998,240.00
1,006,040.00
7,847,720.00
972,180.00
1,945,580.00
972,270.O0
1,950,840.00
970,610.00
968,960.00
976,780.00
983,340.00
1,000,070.00
995,430.00
2,010,520.00
2,005,900.00
15,752,480.00
10,127,000.00

13.685.490.00
1,995,620.00
249,000.00
250,000.00
250,000.00
249,000.00
5,710,000.00
1,000,000.00
1,000,000.00
1,014,900.36
1,000,000.00
2,000,000.00
1,001 ,363.51
997,575.83
8,013,839.70
1,000,000"00
2,000,000.00
1,000,000.00
2,000,000.00
1,000,000.00
1,000,000.00

1.000,000.00
1,000,000.00
1,000,000.00
1,000,000.00
2,000,000.00
2,000,000.00
16,000,000.00
9,947,722.87
13,432,244.94
2,01 1 ,066.10

4.443

3.896

0.888

4.192

2.776 991
1,197 08t10t2028
875 09t23t2027
356 0412?,2026
1,412 0311312029

4.500

3.950

0.900

4.250
06048WM31
06048WM72
24422EWR6
48128G2o.2
46632FRU1
6122854E6
89236TMK8
549
556
576
538
s33
526
611

1.250

1.200

4.750

0.800

0.700

2.503

4.550
0_875

1.000

1.100

1.250

2.150

2.050

2.500

3.000

4.500

4.000

5.000

4.125

5.250

3.625

1.233

1.184

4.083

0.789

0.690

0.819

4.549

0.863

0.986

1.085

0.873

2.121

2.022

2.466

2.959

4.438

3.945

4.932

4.932
392
455
994
301
266
31 1,561
327
333
356
425
665
664
678
720
837
831
1,517
1,721

1.758 534
05t2812026
07t30t2026
01t20t2028
02t26t2026
01t22J2026
06t01t2025
ogt09t2029
03t24t2026
0313012026
o4t2i,2026
06t30t2026
02t25t2027
02t2412027
0311012027
0412112027
08t16t2027
08t10t2027
o6t26t2029
01/1 6/2030
Federal Agency lssues - Callables
3130A1J62
3,I3OALMM3
3130A1W67
3130AMW57
3130AOWF6
313OAQWJ8
3130AQ255
313OARGE5
3130ASS67
31 30ASS91
31 30B1 UH8
313084RS2
Treasury Securities
91282CFU0 593
912810FF0 594
91282C1K5 610
542
544
546
551
559
560
563
566
571
572
605
613

2.709 817

4.294

4.143

3.437

4.146 1,168
913 1013112027
1,294 11t15t2028
1,583 08t31t2029
Portfolio CITY
AP
PM (PRF PM2) 7.3.11Run Date:06/09/2025 - 18:09
Subtotal and Average 25,395,148.57 25,000,000.00 25,808,1 1 0.00 25,391,033.91

Page 87 of 192 ends

The City of lndian Wells
Portfolio Management
Portfolio Details - lnvestments
April 30,2025
Stated
Bookvalue Flafa
300,000.00 1.100
300,000.00
2s6,217.98 3.570
256,217.98
92,987,579.19

Page 3 ends

YTM Days to Maturity
Fitch 360 Maturitv neta

1.085 92 08t0112025

1.085 92

3.521 126 0910412025

3.521 126

3.599 567
Portfolio CITY
AP
PM (PRF_PM2) 7.3.1 1
CUSIP lnvestment #lssuer
Miscellaneous Securities - Coupon
638Z7NMM6 Natomas CA Sch Dist AA lnsured
Subtotal and Average
Gomponding Certificates of Deposit
4800121693 612 Pacific Premier Bank
531
Average
300,000.00
256,217.98
88,086,972.19
Purchase
Dete
10to112020
ogt0412024
Par Value
300,000.00
300,000.00
256,217.98
256,217.98
92,582,705.58
Market Value
297,768.0O
297,768.00
256,217.98
256,217.98
92,960,495.22
Subtotal and Average
Total and Average
Run Date: 06/09/2025 - 18:09

Page 88 of 192 ends

INDIAN
:- .t4.,
I
-'/J:'
'')", wELLS City of lndian Wells
44-950 Eldorado Drive
lndian Wells CA92210
(760)346-2489CALIFORN IA
lnvestments
Money Market Sweep/Checking Account
lnvestments
20'14, 2015, 201 6, 2020 Series
Porffolio Management
Portfolio Summary
April30,2025
Par Market
Value
5,448.65
5,448.65
Book oh ol
PortfolioValue
s,448.65 '100.00
5,448.65 100.00%
Days to
Term Maturity
YTM
350 Equiv.

0.000

0.000
YTM
365 Equiv.

0.000

0.000
Portfolio 144
CP
PM (PRF_PMI) 7.3.1 1
Report Ver. 7.3.1 1
Value
s,448.65
5,'148.65
30 Month Ending
1 Total Earnings
Current Year
Average Daily Balance
Effective Rate of Return
Treasurer
Reporting period 04/01 /202544130 12025
April

0.00 5,200.17

0.00%
Run Date: 05/28/2025 - 19:47
No fiscal year history available

Page 89 of 192 ends

201 4, 201 5, 2016, 2020 Series
Portfolio Management
Portfolio Details - lnvestments
April30,2025
Purchase
Date Par Value
Stated
BookValue Raie

0.00 3,149.21
2,298.99

0.45 0.00
5,448.65
5,/148.65

Page 1 ends

YTM Days to Maiurity
Fitch 365 Maturitv l}lF

0.000

0.000
Portfolio 14A
CP
PM (PRF_PM2) 7.3.1 1
CUSIP lnvestment #
Money Market Sweep/Checking Account
SYS28
SYS26
SYS25
SYS27
sYs24
Subtotal and Average
Total and Average
28 26
25 27
1 lssuer
20144 Bonds Reserve
All Bond Series Principal
All Bond Series lnterest
All Bond Series Debt Svc
Cost Of lssuance Escrow
Average
5,200.17
5,200.17
07t01t2023
07t01t2023
07t01t2023
07t01t2023
07t01t2023

0.00 3,149.21
2,298.99

0.45 0.00
5,.148.65
5,448.65
Market Value

0.00 3,149.21
2,298.99

0.45 0.00
5,4118.65
5,448.65
Run D ate: 05 I 281 2025 - 1 9 147
Report Ver. 7.3.1 1

Page 90 of 192 ends

INDIAffiELLS City of lndian Wells
44-950 Eldorado Drive
lndian Wells CA92210
(760)346-2489CALIFORNIA
Investments
Money Market Sweep/Checking Acmunt
lnvestments
Total Earninqs
Cunent Year
Average Daily Balance
Effective of Return
Kevin McCarthy, Agency
Reporting period 04/01 /20254480n025
Value

1.00 1.00
Aoril 30 Month Endinq
Par
2015 A Bonds
Portfolio Management
Portfolio Summary
April30,2025
Market
VrLrc

1.00 1.00
Book olo ot
PortfolioValue
1 .00 100.00

1.00 100.00%
Days to
Tem Maturity
YTM
360 Equiv.

0.000

0.000
YTM
365 Equiv.

0.000
0,000
Portfolio 15A
CP
PM (PRF_PM1) 7.3.1 1
Report Ver. 7.3.1 1
1 0.00

1.00 0.00%
Run Date:05/2812025 - 19:59
No fiscal year history available

Page 91 of 192 ends

2015 A Bonds
Portfolio Management
Portfolio Details - lnvestments
April30,2025
Purchase
Date
Stated
BookValue Flate

1.00 0.00

1.00 1.00

Page 1 ends

YTM Days to Maturity
Fitch 365 Maturitv Date

0.000

0.000 1
0_000
Portfolio'l5A
CP
PM (PRF_PM2) 7.3.1 1
custP lnvestment #lssuer
Money Market Sweep/Checking Account
SYS27 27 2015 A Reserve
SYS22 22 UBC Cost Of lssuance Escrow
Subtotal and Average
Total and Average
Average

1.00 1.00
07t01t2023
07t01t2023
Par Value Market Value

1.00 0.00

1.00 .t.00

1.00 0.00

1.00 1.00
Run Date: 05/28/2025 - 19:59
Report Ver. 7.3.1 1

Page 92 of 192 ends

INDIA-WELLS City of lndian Wells
44-950 Eldorado Drive
lndian Wells CA92210
(760)346-2489CALIFORNIA
lnvestments
Money Market Sweep/Checking Account
lnvestments

1.00 1.00
30 Month Ending
Par
2016 A Bonds
Portfolio Management
Portfolio Summary
April30,2025
Market

1.00 1.00
Book
V.hra
%ol
Porlfolio Term
Days to
Maturity
YTM
360 Equiv.

0.000

0.000
YTIIll
365 Equiv.

0.000

0.000
Portfolio 16A
CP
PM (PRF_PMI) 7.3.11
Report Ver. 7.3.11
1 .00 100.00

1.00 100.00%
1 1
Total Eaminqs
Current Year
Average Daily Balance
Effective of Return
Agency
Reporting period 04/01/20254413012025
April

0.00 1.00

0.00%
Run Date: 05128/2025 - 20:1 0
No fiscal year history available

Page 93 of 192 ends

2016 A Bonds
Portfolio Management
Portfolio Details - lnvestments
April30,2025
Purchase
Date
Stated
BookValue Rab
Page I
YTM Days to Maturity
Fitch 365 Maturitv llrfe

0.000

0.000
Portfolio'16A
CP
PM (PRF_PM2) 7.3.1 1
cuslP lnvestment #
Money Market Sweep/Checkin g Account
SYS28
SYS33
lssuer
UBC Cost Of lssuance Escrow
Union Bank Reserve Account
Subtotal and Average
Total and Average
Average
Balance

1.00 1.00
07t01t2023
07t0112023
Par Value Market Value

0.00 1.00

1.00 1.00
2 0.00

1.00 0.00

1.00 1.00

1.00 Run Date: 05/28/2025 - 20:10
Report Ver. 7.3.1 1

Page 94 of 192 ends

INDIAffiELLS City of lndian Wells
44-950 Eldorado Drive
lndian Wells CA92210
(760)346-2489CALIFORNIA
lnvestments
Money Market Sweep/Checking Account
lnvestments
Total Earnings
Cunent Year
Average Daily Balance
Effective of Return
Agency
Reporting period 04/01 /2025{4802025
Value
1_00

1.00 April 30 Month Ending
Par
2020 A Bonds
Portfolio Management
Portfolio Summary
April30,2025
Market
Value

1.00 1.00
Book
Value
olo ol
Portlolio Term
Days to
Maturity
YTM
360 Equiv.

0.000

0.000
YTM
365 Equiv.

0.000

0.000
Portfolio 20A
CP
PM (PRF_PM1) 7.3.11
ReportVer. 7.3.1 1

1.00 100.00

1.00 100.00%1

0.00 1.00

0.00%
Run Date: 0t28/2025 - I 9:1 0 No fiscal year history avaibbb

Page 95 of 192 ends

2020 A Bonds
Portfolio Management
Portfolio Details - Investments
April30,2025
Purchase
Date Par Value

Page 1 ends

YTM Days to Maturity
Fitch 365 Maturiw lbfa
Stated
BookValue Rafc

0.00 1.00

1.00 1.00
CUSIP lnvestment #
Money Market Sweep/Checking Account
SYSl
SYS2
Subtotal and Average
Total and Average
07t01t2023
07t01t2023

0.00 1.00
1 2
lssuer
2020 A Bonds COI
2020 A Bonds Reserve
Average

1.00 1.00
Market Value

0.00 1.00
't.00
't.00

0.000

1.00 1.00

0.000

0.000
,|
Portfolio 20A
CP
PM (PRF_PM2) 7.3.1 IRun Date: 05/28/2025 - 19;10
Report Ver. 7.3.1 1

Page 96 of 192 ends

INDIAffiELLS

CALIFORNIA
lnvestments
Money Market Sweep/Checking Account
lnvestments
Total Eaminqs
Current Year
Average Daily Balance
of Return
Agency
Reporting period 04/01 /20254413012025
Value
2,299,1 85.35
2,299,185.35
April 30 Month Ending

0.00 2,993,529.85

0.00%
2022 Bonds
Portfolio Management
Portfolio Summary
April 30,2025
Market
Value
2,299,185.35
2,299,185.35
2,299,185.35 100.00
2,299,185.35 100.00%
Par Book
Value
o/o ol
Portlolio Term
Days to
Maturity
City of lndian Wells
44-950 Eldorado Drive
lndian Wells CA92210
(760)346-2489

YTM YTM
360 Equiv. 365 Equiv.

0.000 0.000

0.000 0.000
Portfolio 22
CP
PM (PRF_PMl) 7.3.1'1
ReportVer.7.3.1 1
1 Run Date: 05/2812025 - 20:42 No fiscal year history available

Page 97 of 192 ends

2022 Bonds
Portfolio Management
Portfolio Details - lnvestments
April30,2025
Purchase
Date
Stated
BookValue f,Ieta

0.00 441.86
2,298,273.82
469.66

0.01 2,299,185.35
2,299,185.35

Page 1 ends

YTM Days to Maturity
Fitch 365 Maturitv llafo

0.000

0.000
Portfolio 22
CP
PM (PRF,PM2) 7.3.r I
SY52
SY54
SYSl
SYS5
SYS3
CUSIP lnvestment #
Money Market Sweep/Checking Account
lssuer
2022 Bonds COI
2022 Bonds lnterest
2022 Bonds Pro.lect Fund
2022 Bonds Redemption Fund
2022 Bonds Payment Fund
Subtotal and Average
Total and Average
2 4
1 5
3 Average
2,993,529.85
2,993,s29.85
07t01t2023
07to1t2023
07to112023
07t01t2023
Par Value

0.00 441.86
2,298,273.82
469.66

0.01 2,299,185.35
2,299,185.35
Market Value

0.00 441.86
2,298,273.82
469.66

0.01 2,299,185.35
2,299,185.35
RunDatet 0512812025 - 20:42
Report Ver. 7.3.1 1

Page 98 of 192 ends

INDIAN WELLS CITY COUNCIL
July 2, 2025

To: City Council
From: City Manager Department
Prepared by: Kristen Nelson, Administrative Services Manager Subject: Amendment to Sheriff Services Agreement and
Supplemental Appropriation for Motorcycle Purchases

RECOMMENDED ACTIONS:

Council APPROVES an Amendment to the Sheriff Services Agreement with Riverside County; and

AUTHORIZES the City Manager to execute the same; and

AUTHORIZES staff to develop an agreement with the City of Rancho Mirage to share public safety services and for the City Manager to execute; and

APPROVES a $100,000 Supplemental Appropriation for costs associated with the purchase of two (2) new, fully equipped motorcycles; and

FINDS the action exempt from CEQA review under CEQA Guidelines section 15061(b)(3).

DISCUSSION:

At the June 10, 2025, Special City Council Meeting, the Council approved a new, three- year Service Agreement with Riverside County Sheriff’s Department (RSD) to provide municipal police protection and enforcement services for the City of Indian Wells from July 1, 2025, through June 30, 2028. This contract provides for patrol, traffic enforcement, investigative teams, and access to all RSD resources (e.g., K-9, narcotics, aerial patrol, racing enforcement, etc.). This contract can be amended to address the needs of the community.

In addition to 24-hour a day patrol force coverage, the City’s contract with RSD includes, two Deputy Sheriff positions for burglary suppression (“SET Team”), one Deputy Sheriff position for motorcycle traffic enforcement (“Motor Officer”), four Community Service Officer II (“CSO”) positions for various support activities, one Forensic Techn ician II position that provides investigative and analytical support, and one Sheriff Lieutenant position to act as the Indian Wells Police Chief. Additionally, the City shares the cost of

Page 99 of 192 ends

a Crime Analyst and Forensic Technician who assist in conducting intelligence-led policing, analytical research, and investigation for both Indian Wells and Rancho Mirage.

During the City Council Strategic Planning Session held on April 17, 2025, the City Council instructed Staff, in collaboration with the Public Safety Committee, to review the Police Department deployment model for efficiency and effectiveness. The intent was to examine opportunities to expand our existing partnership with the Cove Communities (Rancho Mirage and/or Palm Desert) to provide enhanced public safety services while maintaining low crime rates and ensuring community safety. The Council also wanted to examine adding an additional motor officer to address traffic enforcement in the community, which has been a resident request for the past several months.

Public Safety Committee Discussion

At the June 10, 2025, Public Safety Committee, RSD and staff presented a reconfiguration of RSD resources that significantly increases traffic enforcement efforts, while maintaining patrol and specialized deputy coverage throughout the day to handle 911 calls for service.

The proposal shifts a portion of the late evening/early morning patrol to traffic enforcement and added RSD supervision. It is important to note that this shift does not change SET deputy coverage of the City, which occurs both day and night to address and deter burglaries and other criminal efforts, or patrol coverage from neighboring RSD communities (La Quinta and Palm Desert), who respond into Indian Wells to assist RSD as needed.

Currently, the City’s one motor officer provides four (4) days of coverage in the City. At times this can be less due to vacation, court appearances, or training. Under the proposed reconfiguration, the City will add another full-time motor officer, doubling the City’s traffic enforcement capabilities throughout the day and week. This change requires the addition of a supervising motor sergeant position, which will be shared equally with Rancho Mirage. This motor sergeant will also be provided a motorcycl e to support traffic enforcement efforts in both Indian Wells and Rancho Mirage.

In addition, RSD requires SET deputies to be supervised by a sergeant. The proposed reconfiguration accounts for this need through a proposed partnership with Rancho Mirage to share a SET sergeant, rather than funding the position alone. This will generate savings for the City, while also meeting the needs of RSD. It is important to note that the SET sergeant will be deployed into Indian Wells and Rancho Mirage to assist in SET operations and patrol within the community.

At the Public Safety Committee meeting, RSD Lt. Frank Schiavone, Indian Wells Police Chief, endorsed this program as aligns with the City’s pressing concerns about traffic safety and is strongly supported by five years of data on calls for service, crime, and incident priorities. “The proposal leverages the full capabilities of our motor units, which are trained to handle all calls as effectively as patrol deputies, with equal or faster

Page 100 of 192 ends

response times, and relies on the Sheriff’s obligation to ensure public safety utilizing deputies from the surrounding cities to respond if needed.”

According to Lt. Schiavone, RSD does not have any reservations for reallocating resources to provide additional day coverage and address traffic enforcement. According to his presentation, the change makes sense for the following reasons:

 The Community has voiced significant concerns about traffic safety, likely driven by Indian Wells’ status as a resort destination with heavy daytime traffic from tourism, events, business activity, and commuters. Adding a second motor officer during the day directly addresses this priority. Motor units specialize in traffic enforcement that focus on issuing citations and DUI arrests, reducing collisions, and improving safety metrics. With additional traffic enforcement during the day, they can proactively target hazardous violations during peak traffic hours, aligning with the city’s goal to enhance public safety.

 Traffic enforcement is a legitimate concern. For the period of May 2023 to May 2024, a total of 1,199 traffic citations were issued. Since our newest Motor Officer started in Indian Wells in May 2024, he has single-handedly written over 2,400 citations.

 The five-year data of all calls for service illustrates that a majority of calls for service occur during the daytime (50.7% or 7,076 calls), when compared to evening hours (49.3% or 6,891 calls). This data does not reflect the growing community concern for traffic enforcement.

 While calls for service during the day and night are similar, priority incidents are significantly higher during the day, with life-threatening, most urgent, and non- urgent calls happening during daytime hours.

Law enforcement utilizes a priority scale to determine the level of urgency of a call: Priority 1 (life-threatening), Priority 2 (urgent), and Priority 3 (non-urgent).

In 2024/2025, the day shift handled 1,016 priority incidents (24 Priority 1, 563 Priority 2, 429 Priority 3), or 63.5% of the total 1,599 incidents, compared to 583 (36.5%) at night (19 Priority 1, 384 Priority 2, 180 Priority 3). Notably, 70.4% of Priority 3 incidents (429 of 609) and 59.5% of Priority 2 incidents (563 of 947) occur during the day, reflecting a higher demand for non-emergency and urgent responses. Even Priority 1 incidents, though fewer, lean slightly toward the day (24 vs. 19, or 55.8%). The 2023/2024 data mirrors this, with 65.1% of Priority 1,

64.1% of Priority 2, and 69.9% of Priority 3 incidents during the day. This consistent pattern over two years underscores the need for robust daytime staffing.

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 Motor officers are trained to handle all calls for service (life-threatening, urgent, non-urgent, and serious crimes) with response times equal to or faster than patrol deputies. With a higher daytime priority incident load, the City will be well covered to ensure no gaps in emergency response.

 Evening patrol, SET deputies, and mandatory coverage by RSD deputies in La Quinta and Palm Desert covers the Indian Wells evening incident load.

One of the roles of the Public Safety Committee is to monitor public safety trends and data to address changing needs within the community, as recommended by both RSD and CalFire. If the reallocation of resources is approved, RSD and staff will monitor the effectiveness of the changes and report back to the Public Safety Committee.

Staff will also coordinate a contract amendment with RSD for Fiscal Years 2025-2028 and a shared service agreement with the City of Rancho Mirage for the two sergeant positions.

Public Safety Committee Recommendation:

At the June 10, 2025, Public Safety Committee, the Committee unanimously approved RSD’s proposal to reallocate resources to significantly increases traffic enforcement efforts in the community, while maintaining patrol and specialized deputy coverage throughout the day and night to handle 911 calls for service. This reallocation includes the addition of a dedicated motor officer and two shared sergeants. The approval included the understanding that additional motorcycles would need to be purchased.

OPTIONS:

The City Council has the following options:

1. Approve the Public Safety Committee Recommendation to reallocate resources;

2. Deny the Public Safety Committee Recommendation to reallocate resources; or

3. Provide alternative direction.

FISCAL IMPACT:

A reallocation of resources will not only facilitate increased traffic enforcement and sergeant coverage within the community but will also yield cost savings for the City. For Fiscal Year 2025-2026, the RSD contract is budgeted at $6,246,908. According to the proposed modifications, RSD has estimated that the City of Indian Wells will realize an approximate savings of $338,708 in the initial year of the new agreement.

To facilitate the acquisition of two motorcycles, a Supplemental Appropriation of $100,000 is required, along with the inclusion of this purchase in the City’s Capital Improvement Project list for Fiscal Year 2025-2026. Sufficient operational cost savings resulting from

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the RSD contract amendment are available to offset this expenditure. Furthermore, the City of Rancho Mirage will reimburse the City of Indian Wells for its respective share of one of the motorcycles.

CITY COUNCIL STRATEGIC GOAL:

Approval of this project is consistent with the two City Council strategic goal initiatives: A review of the City’ public safety deployment model; and fiscal r esponsibility and sustainability by expanding partnerships with other communities that improve the City’s fiscal efficiency.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

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INDIAN WELLS CITY COUNCIL
July 2, 2025
To: City Council
From: Public Works Department
Prepared by: Ken Seumalo, Public Works Director
Subject: Pilot Program-Temporary Installation of Speed Cushions Along Fairway Drive
RECOMMENDED ACTIONS:

Council DISCUSSES and provides DIRECTION to initiate a pilot program to install temporary speed cushions along Fairway Drive; and
If appropriate, APPROVES a Supplemental Appropriation of $109,000 from the City’s General Fund to complete the pilot program as described in this report; and FINDS the project to be exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 15060.

DISCUSSION:

The City recently completed a study related to pedestrians, bicycles, and golf cart safety called Safer Streets. The outcome of the study initiated the design for safety modifications to Fairway Drive and Cook Streets while proposing minor changes to Eldorado Drive and Rancho Palmeras Drive. During the public engagement process for Safer Streets, residents express interest in controlling traffic speeds along Fairway Drive using speed humps, or speed cushions. At the June 10, 2025, the City Council meeting, the Council adopted various improvements to Fairway Drive, Eldorado Drive, Rancho Palmeras, and Cook Street to enhance pedestrian, bicycle, vehicle, and golf cart safety. As part of the Council deliberations, the Council directed staff to bring forth a staff report outlining a program to temporarily install speed cushions on Fairway Drive to study their effectiveness of reducing speeds.

As directed, Staff are proposing the following experiment to test the effectiveness of speed cushions on traffic speeds along Fairway Drive and any positive or negative impacts on traffic speed and volume on Eldorado, Rancho Palmeras, and Cook:
Conduct a speed study along Fairway Drive by placing speed monitoring devices prior to the installation of speed cushions. The results of this study will provide a “baseline” speed and volume of traffic. Additional monitoring devices will be used

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on Cook Street, Rancho Palmeras, and Cielito Drive to establish baseline speed and traffic volume counts.

 Install speed cushions along Fairway Drive, in coordination with the Fire Department to address any impacts to response times and consistent with State approved road design standards for speed cushions.

 Monitor and collect traffic speed and volume data on all four corridors after the installation of speed cushions to understand the impact the speed cushions on Fairway Drive have on traffic volume and speeds on Fairway, Eldorado, Rancho Palmeras, and Cook.

The goal of this exercise is to understand the effectiveness of speed cushions on the speed and volume of traffic along Fairway Drive, but also the unintended impacts to traffic speed and volume changes, on Cook Street, Rancho Palmeras, Eldorado, and Cielito Drive.

From start to finish, staff anticipate this study to take approximately six-months to complete. Schedule would be dependent on the public bidding process, and the length of time the chosen vendor would need to manufacture the speed cushions. Once the data has been analyzed, Staff will report the findings back to the City Council.

FISCAL IMPACT:

This pilot program is not part of the adopted Fiscal Year 2025-26 budget and requires a supplemental appropriation of $109,000. The study and data collection cost are $15,000, purchase of the removable Speed Cushions for a cost of $84,000, and a $10,000 contingency. Staff are requesting the transfer of $109,000 from the City’s General Fund Reserve Account to a seperate project account for the pilot program-speed cushion study.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

This action has been reviewed per the authority and criteria contained in the California Environmental Quality Act (CEQA), the State and local CEQA Guidelines, and the City's environmental regulations. The City, acting as the Lead Agency, determined that the ordinance is not subject to CEQA pursuant to Sections 15060(c)(2), 15060(c)(3), and 15061(b)(3) of the State CEQA Guidelines, because it will not result in a direct or reasonably foreseeable indirect physical change to the environment as there is no possibility that the action would result in a significant environmental impact, and because it does not constitute a “project” as defined in Section 15378 of the State CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3.

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INDIAN WELLS
Fairway Drive
Speed Cushions
Special City Council Meeting:

July 2, 2025 - Presentation
General Business Item I.2

Discussion
•Speed Cushions are a vertical roadway element used to slow speeds
•Proposed cushions would be made from recycled rubber
•Proposed cushions would have space for emergency vehicles •Proposed cushions would be removable and reusable
•Typically 12’ -14’ in length, 7’ in width, and 4”-7” tall •If approved, cushions would be ordered first to set schedule

Study Parameters
•Pneumatic road tubes would be placed on the
roads in question.
•Tubes record both speed and volume
•Staff is recommending tube placement on
Fairway Drive, Eldorado Drive, Cielito Drive,
Rancho Palmeras, and Cook Street
•Depending on length of manufacture and
delivery time, tubes would be placed in the
fall, to capture season traffic.
•Option to place tubes earlier if summer data is
desired

Unintended Consequences

1. Traffic Diversion – vehicles choosing a different route, other than Fairway to avoid the cushions

2. Swerving – drivers attempting to avoid the cushion

Preliminary Cushion Placements
MUTCD Guidelines

1. Not in front of driveways or intersections, or adjacent to fire hydrants

2. 260’ to 500’ spacing

Questions?

INDIAN WELLS CITY COUNCIL
July 02, 2025
To: City Council
From: Public Works Department
Prepared by: Ken Seumalo, Public Works Director
Subject: Stop Sign Warrant Study
RECOMMENDED ACTIONS:

Council RECEIVES and FILES the findings of the stop warrant studies conducted as part of the Safer Streets community discussions; and
FINDS the action exempt from CEQA review under CEQA Guidelines section 15061(b)(3).

BACKGROUND:

Over the past few years, the City of Indian Wells has been developing the Safer Streets Program, which was identified to improve pedestrian and bicycle safety, seek opportunities to reduce speeding in the community, and address unsafe vehicular activities in the residential areas. The project is a result of residents expressing concerns about traffic issues in this area of the City, specifically along Fairway Drive, Eldorado Drive, Rancho Palmeras, and Cook Street. These concerns were also reiterated during the community engagement process for the City-Wide Traffic Safety Study and the Safer Streets outreach.

During the Safer Streets public engagement process, the public expressed an interest in adding stop signs to assist in reducing speeds and improving safety along the corridors.

Staff recommended each uncontrolled intersection within the four streets be studied for the potential need for additional stop signs. As such, a traffic engineer conducted a Stop Warrant Study to determine if additional stop signs were “warranted” under the conditions established under state traffic laws. Based on the preliminary results of the study, none of the 18 intersections qualified for additional stop signs. These results were shared with the Community at the June 10, 2025, City Council meeting. At the meeting, the Stop Warrant Study was not in its final form. It has since been finalized and is also available on the Safer Streets project website https://www.cityofindianwells.org/city- hall/departments/public-works/safer-streets-indian-wells. The report is not attached to this report due to it being voluminous.

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DISCUSSION:

As part of the Safer Streets discussion by the City Council, Mayor Whitman requested to provide a copy of the finalized Stop Warrant Study to the community and to have a public discussion on the Stop Warrant Study process and a better understanding of the role community desire for a stop sign is considered in the review.

Stop Warrant Study
When evaluating traffic control devices, the City follows State guidelines described in the California Manual of Uniform Traffic Control Devices (CAMUTCD). The process described in the CAMUTCD uses minimum guidelines with respect to traffic volumes, number of collisions, traffic speed, visibility, sight distance, and other considerations as requirements to recommend, in this case, stop sign control at the intersections.

The Stop Warrant Study evaluated data collected for collisions over a 12-month period; vehicle and pedestrian volumes, speeds, and delay; and sight distances available for drivers to make safe driving decisions. The decision to recommend a stop-controlled intersection or not is determined by each of these metrics meeting a specific criterion.

For example, the CAMUTCD requires a minimum of five (5) collisions occurring in a 12- month period. Details of each metric for each intersection on the four corridors can be found in the actual Stop Warrant Study on file with the City Clerk.

Each of the seventeen (17) intersections were evaluated with the following criteria:

1.Is the stop sign necessary as an interim measure where traffic control signals are justified?

2.Reported crashes- five or more in a 12-month period?

3.Does the intersection meet minimum traffic and pedestrian volumes, speeds and delays?

4.Is there a combination of the above criteria that reaches 80%? None of the 17 intersections met these criteria, and as a result the installation of an unwarranted multi-way stop sign was not recommended.

Also requested was a review of the recommendation from the traffic engineer with the additional topic of community desire. The overarching criteria for substantiating the need for a stop-controlled intersection is Engineering Judgement. Engineering Judgement refers to the entirety of the data collection process and the aforementioned MUTCD guidelines and does not include the desires or opinions of the road users to have a stop sign installed. A review by the City’s City Engineer concurs with the findings of the report and subsequent outreach to the contracted traffic engineer did not support the risk of installing unwarranted stop signs. The traffic engineer is not willing to grant the City design immunity if the stop signs are not warranted.

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Staff has informed the City Council that a City can install a stop sign that is not supported by a Stop Warrant Study. However, staff does not recommend the City Council consider this option, as it is against professional standards and doing so will place liability for an incident or accident at intersections with an unsubstantiated stop sign fully upon the City.

A follow-up discussion with the City’s insurance agency, California Joint Powers Insurance Agency, has concluded that they will not insure the City for any incidents that are at an intersection with an unsubstantiated stop sign.

OPTIONS:

The City Council has the following options:

1.Receive and File this informational report;

2.Instruct staff to seek out proposals to conduct another Stop Warrant Study by another traffic engineering firm; or

3.Provide alternative direction.

FISCAL IMPACT:

The fee to conduct the Stop Warrant Study by the City’s on-call traffic engineering firm, Hertzog & Crabill, Inc. for the 17 intersections along the corridor was $50,820. Sufficient funds were available in the Safer Streets Capital fund.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

This action has been reviewed per the authority and criteria contained in the California Environmental Quality Act (CEQA), the State and local CEQA Guidelines, and the City's environmental regulations. The City, acting as the Lead Agency, determined that the ordinance is not subject to CEQA pursuant to Sections 15060(c)(2), 15060(c)(3), and 15061(b)(3) of the State CEQA Guidelines, because it will not result in a direct or reasonably foreseeable indirect physical change to the environment as there is no possibility that the action would result in a significant environmental impact, and because it does not constitute a “project” as defined in Section 15378 of the State CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3.

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INDIAN WELLS
Stop Warrant Studies
Special City Council Meeting:

July 2, 2025 - Presentation
General Business Item I.3

Criteria- California Manual of Uniform
Traffic Control Devices (MUTCD)
•Is there a need for a stop sign as an interim measure where traffic control signals are justified
•Reported crashes – five or more in a 12 month period that are susceptible to correction by a multi way stop installation •Looked at records from 2020-2024
•Minimum traffic and pedestrian volumes, speeds, and delay •Counts collected in January, during season
•Highest counts used to compare to minimums
•A combination of the above criteria are all satisfied to 80% •If none are met, the installation of the unwarranted stop sign is not recommended.

Engineering Judgment
Engineering Judgment as defined by the CA MUTCD:
“Engineering Judgment—the evaluation of available pertinent information, and the application of appropriate principles, experience, education, discretion, provisions, and practices as contained in this Manual and other sources, for the purpose of deciding upon the applicability, design, operation, or installation of a traffic control device. Engineering judgment shall be exercised by an engineer, or by an individual working under the supervision of an engineer, through the application of procedures and criteria established by the engineer. Documentation of engineering judgment is not required.”
•Professionals are uncomfortable granting a City ‘Design Immunity’ based on the preferences of the community.
•While resident feedback is desired and encouraged, the desire of the community is not considered a factor in engineering judgement

Revisit Findings and Additional Opinions

1.Additional topics outside of the four guidance criteria are not a part of the warrant analysis

2.Based on the analysis in the multi way stop sign warrant study, installation of a four-way stop would not be recommended

3. Also spoke with CJPIA, who were very strongly opposed to making a decision that is against an engineering study.

Questions?

26529.00000\43915755.1

INDIAN WELLS CITY COUNCIL
July 2, 2025
To: City Council
From: City Manager Department
Prepared by: Angelica Avila, City Clerk
Subject: Council Discussion of Future Agenda Item Relating to Councilmember Reimbursement Policy
RECOMMENDED ACTIONS:

Council CONSIDER whether to place a discussion-and-action item on a future agenda regarding the City’s councilmember-reimbursement policy; and FINDS the project to be exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 15060.

DISCUSSION:

In accordance with Section 3.01.030 of the Indian Wells City Council Policy Manual, during councilmember comments, Councilmember Taylor requested that an item be considered on a future agenda to review the city’s councilmember-reimbursement policies for efficiency and flexibility within the requirements of state law and the city’s charter. The request was submitted at least 14 days before the July 2 regular meeting.

When this item is considered during the Council Reports section of the July 2 agenda, the Council must do one of the following:

1.Direct the matter to come back at a subsequent council meeting;

2.Direct the matter to an existing ad hoc of standing committee;

3.Create a new ad hoc committee to review the matter; or

4.Decline to future consider the matter.

The city’s voter-approved charter prohibits the expenditure of city funds on behalf of a councilmember for the member’s “personal use or benefit,” but it also expressly authorizes “the reimbursement of ordinary and necessary expenses incurred in the performance of [the councilmember’s] duties” as long as the “expenditures were [1] reasonably incurred and [2] approved in advance by the City Council.” (IW Charter, § 101; bracketed numbers added.)

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26529.00000\43915755.1

If the council desires to add the item to a future agenda, staff recommend that the council first refer it to the Finance or Governance subcommittee to discuss with staff and the city attorney’s office regarding statutory and charter considerations before the subcommittee forms a recommendation to the Council. Alternatively, the Council may decide to place the item on a future agenda without receiving a subcommittee recommendation first.

FISCAL IMPACT:

None.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

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INDIAN WELLS CITY COUNCIL
July 2, 2025

To: City Council
From: City Manager Department
Prepared by: Christopher Freeland, City Manager Department Subject: Review of Purpose and Function of the Indian Wells Golf Resort Advisory Committee

RECOMMENDED ACTIONS:

Council REVIEWS and DISCUSSES the purpose and function of the Indian Wells Golf Resort Advisory Committee; and

FINDS the action exempt from CEQA review under CEQA Guidelines section 15061(b)(3).

BACKGROUND:

At the June 20, 2024, City Council meeting, t he Council adopted a resolution to amend the purpose and functions of the Golf Resort Advisory Committee. This was completed after a Council Ad Hoc Committee (Mayor Whitman and former Councilmember Griffith) were asked to examine the structure, efficiency, and make recommendations to revamp duties and processes of all City Committees.

During discussions between the Ad hoc Committee and members of the Indian Wells Golf Resort Advisory Committee it was suggested to provide a clearer purpose and function of the Committee.

Purpose and Functions of the Golf Resort Advisory Committee. (Current Function)

The Indian Wells Golf Resort is an award-winning, premier golfing destination, and a major point of community pride. The Golf Resort Advisory Committee is focused on preserving the prestigious reputation of the Indian Wells Golf Resort, by serving as liaisons between the golfing community and the City of Indian Wells. The Golf Advisory Committee provides suggestions on the operations and maintenance of the Indian Wells Golf Resort to the City Council. The scope of such involvement includes the following:

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1. Participate and give recommendations on long-range planning, improvements to both golf courses and the driving range, course utilization, and other ancillary activities, which support the Indian Wells Golf Resort operations to provide a high -quality experience for all golfers.

2. Serve as representatives of resident golfers on preserving access for resident play and ease in the resident booking experience.

3. Receive reports from management on golf, merchandising, marketing and Food and Beverage operations. The scope of the reporting will not include any financial reporting, as the financial performance of the Golf Resort is not within the advisory scope of the Committee.

4. Act as ambassadors of the Indian Wells Golf Resort by providing suggestions to the management company that enhances visitor and resident experiences in all operations of the golf resort.

5. Promote the sport of golf to all ages.

In addition, the Ad hoc Committee recommended changes in the membership of the Committee to allow the General Managers, or their designee, from each of the City’s Resort Hotels to serve on the Committee. The addition of “or their designee” was included to assist in meeting quorum needs and allow representation from hotel partners when the General Manager is not available to attend.

DISCUSSION:

Councilmember Taylor has requested a discussion by the Council clarifying the resolution limiting the Committee's ability to opine on matters that may impact the financial performance of the resort without discussing the financials of the resort.

Specifically, the Golf Resort Advisory Committee resolution states, the Committee shall “Receive reports from management on golf, merchandising, marketing and Food and Beverage operations. The scope of the reporting will not include any financial reporting, as the financial performance of the Golf Resort is not within the advisory scope of the Committee.”

Staff worked closely with the Ad hoc Committee on this particular provision. The intent was to allow Troon to manage and operate the Golf Resort without the Committee asserting itself into the operational costs and profitability of the golf resort, and to preserve Council’s responsibility to oversee resident amenities (e.g., Golf Resort). This is especially true with the new management contract with Troon that incentivizes Troon for its performance and the new structure of the restaurant contract.

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The intent of this provision has been interpreted by some to mean the Committee is not allowed to discuss any matter dealing with the finances of the Golf Resort (e.g., green fees, food costs at Kestrel, profitability of the facility, etc.); however, the Committee has been asked to make recommendations to Council that have financial implications (e.g., selection of architect for Players Couse redesign costs, quality of bunker sand, addition of clocks, benches, etc.). Golf Resort staff did provide monthly reporting on the rise of golf average daily rate, covers at Kestrel, etc., at previous Golf Resort Advisory Committee meetings. This has since stopped due to concerns over the interpretation of this provision.

Staff is seeking Council’s discussion and direction on the matter, including any recommendations to provide clarifying language to the resolution, do nothing, or provide alternative direction.

Please note that staff does not recommend any changes to the Golf Resort Advisory Committee’ functions that could interfere with Troon’s ability to operate or manage the finances of the Golf Resort or require any renegotiation of Troon’s management agreement.

FISCAL IMPACT:

There is no fiscal impact.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

ATTACHMENT:

1. Resolution

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ATTACHMENT #1

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INDIAN WELLS CITY COUNCIL
July 2, 2025

To: City Council
From: City Manager Department
Prepared by: Christopher Freeland, City Manager
Subject: History of the Tee Committee

RECOMMENDED ACTIONS:

Council RECEIVES and FILES this informational report on the history of the Tee Committee; and

FINDS the action is not a Project under the California Environmental Quality Act (CEQA) pursuant to Section 15378(b)(5).

BACKGROUND:

On April 8, 1985, the City of Indian Wells’ Redevelopment Agency entered into an easement agreement (Attachment No. 1) with the Daon Corporation, Stouffer Investment Corporation, Desert Horizons, Inc., and GSH Limited for the City to construct, operate, and maintain two first-class 18-hole championship golf courses with club house and other customary golf ancillary facilities. The land where the current golf courses are located is built on City, Grand Hyatt (portions of the Celebrity Course along the perimeter of the hotel property), and Renaissance Esmerelda (former Hole 18 of the Players Course, clubhouse, driving range, and parking lot). Over the years, this underling easement agreement has been modified to reflect changes in ownership of the hotels and underlying property, shifting of the golf course for hotel expansions, etc.

Today, Grand Hyatt is the successor to the land owned by Desert Horizons, Inc. and GSH Limited. Renaissance Esmerelda is the successor to the land owned by the Doan Corporation and Stouffer Investment Corporation.

One of the features of the Easement Agreement was the desire for all stakeholders to meet at least quarterly to discuss the maintenance, operation, management of the golf resort, and other provisions of the Easement Agreement.

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Section 8 of the Easement Agreement states:

Agency - Grantor Meetings.

Agency and the Golf Resort Operator, if other than Agency, agree to meet not less often than quarterly with Grantors (or more frequently as the parties may agree) to discuss the maintenance, operation and management of the Golf Resort, to discuss possible revisions to the Maintenance and Operation Standards and/or the RFP Standards, and to discuss any policies and matters which materially affect the use of the Golf Resort, including, without limitation, golf time reservation policy, hours of operation, green fees and other charges relating to the use of the Golf Resort. All material changes to the Maintenance and Operation Standard and/or RFP Standards shall be discussed with all Grantors at a meeting of Agency, the Golf Resort Operator, if other than Agency, and Grantors, prior to implementation.

According to a review of City Council minutes, the City and signatory stakeholders would conduct meetings to discuss various topics as the “Tee Committee.” Examples of these discussions include:

 Development of golf stay and play packages (1987)
 Taxicab regulations to and from hotel/golf resort properties (1990)  Discussion on limiting time and frequency of fireworks displays at hotels (1991)  Resort campus signage along Highway 111 (1991)
 Tee Committee serving as the City’s Tourism Committee until its formation (1991)  Addition of computers to golf carts (1992)
 Development of Complimentary Golf Policy (1993)
 Gulfstream Aerospace Invitational (1993)
 Increasing golf rates for non-hotel guests (1995)
 Discussion of reworking the driving range (1995)
 Painting of cart bridge and fences at the Golf Resort (1997)  Discussion on purchasing electronic reservation system at golf resort (1999)  Discussion on the marshal program (1999)
 Addition of GPS to golf carts (2002)
 Interview architects for the remodel of the Golf Resort Clubhouse (2002)

The minutes reflect that the Tee Committee was very active from 1987 through 2002.

With an additional meeting in 2011 to discuss golf rates. The drop-in activity of the Tee Committee coincides with the formation of the Golf Resort Committee.

In 2002, the City Council formed a Golf Resort Committee consisting of two Councilmembers, the City Manager, a City staff liaison, the General Manager of the Golf Resort, the General Managers of the four resort hotels, and two Indian Wells residents.

This new committee was not intended to replace the existing Tee Committee, even though the Tee Committee membership would be part of this new committee. Rather,

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the Golf Resort Committee was formed to allow greater discussion of numerous and varied topics regarding the Golf Resort beyond what was allowed under the existing Easement Agreement and to broaden participation of residents and other hotel partners into the recommendations to the Council on the Golf Resort. Over the years, the Golf Committee has been renamed to the Golf Resort Advisory Committee.

Other Provisions of the Easement Agreement

In 1993, the Tee Committee developed a Complimentary Golf Agreement for the Indian Wells Golf Resort. It is the custom and practice of the golf industry for golf course operators to extend privileges to permit players, under certain circumstances, to pay greens fees or cart rental fees, or allow such play at rates lower than those normally charged to full-fee golfers, including complimentary play. Over the years, this agreement (Attachment No. 2) has been modified to reflect changes in the industry, city rules and regulations, and the need to memorialize various golf fee rates. For example, Golf Resort employees, visiting government officials, media and tourism partners, executives of the hotel partners, etc. may receive free play in rounds are available. Others, including PGA card holders, golf course superintendents, tennis players and coaches, and others received discounted play. Please note that City employees do not receive free play, as Council adopted, by separate resolution, the requirement they may play at the discounted Code C rate.

The Easement Agreement contains a formula for the allocation of golf tee times. The allocation of the tee sheet, from 7:00 am to 1:00 pm is divided into three ways: 33% resort play, 33% street/general public play, and 33% resident play. There are times that this may fluctuate (e.g. summer months and during season months when play may begin before 7:00 am. The tee segmentation is not in effect from June 1st to September 30th.

The tee allocation has been discussed and memorialized at various Council and Golf Resort Advisory Committee meetings over the years too.

The Easement Agreement also provides golf rounds to be utilized by Indian Wells resort hotels for the purpose of tourism. Indian Wells resort guests receive discounted play at the Golf Resort and access to the tee sheet months in advance and are protected up until 72 hours prior to tee time. At that point, the resort golf rounds are made available to the general public and residents.

Over the last several years, City staff and golf resort manage ment have met frequently with the general managers of our local resort hotels, including the Grand Hyatt and Renaissance Esmerelda. As staffing at City Hall, Golf Resort, Grand Hyatt, and Renaissance Esmerelda have changed over the years, so too has the knowledge of a Tee Committee existence or its functions. Staff recently met with both general managers of the Grand Hyatt and Renaissance Esmerelda who are very pleased with the relationship with the City and agree to utilize the Tee Committee to address issues of mutual interest,

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per the Easement Agreement, on an as needed basis. They are willing to meet more frequently if the City sees a need.

Staff are currently reviewing the easement agreement with the hotel partners to see if the agreement meets the current needs of the three stakeholders, are changes warranted, or to leave the agreement as it exists. Staff will report back after those discussions are completed.

FISCAL IMPACT:

This staff report is informational only. Any fiscal impact from the various goals, strategies, or initiatives are to be addressed separate from this report.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

ATTACHMENTS:

1. 1985 Easement Agreement

2. 2020 Complimentary Golf Agreement

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ATTACHMENT #1

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COMPLIMENTARY GOLF AGREEMENT
FOR THE INDIAN \ryELLS GOLF RESORT
This Complimentary Golf Agreement ("Agreement") is entered into this lst day of July, 2020by and between BBC Esmeralda, LLC, H.E. Indian V/ells, L.L.C dba Hyatt Regency Indian Wells Resort & Spa, and Grand Champion (collectively, the "Grantor Hotels") and the City of Indian V/ells ("City").

WHEREAS, the parties hereto agree and acknowledge that it is the custom and practice of the golf industry for golf course operators to extend privileges to permit players, under certain circumstances, to pay greens fees or cart rental fees, or allow such play at rates lower than those normally charged to full-fee golfers. These privileges are known as "Reduced Fee Play" and golfers playing under Reduced Fee Play are known as "Reduced Fee Players". The parties hereto further agree it is their mutual intention that, under appropriate circumstances as defined hereafter, the Golf Course Operator shall be permitted to allow Reduced Fee Play on the Golf Courses.

WHEREAS, the parties or their predecessors executed an easement agreement dated April 8, 1985, which easement agreement (as amended) authorizes the parties to provide for green fees and other charges for the use of the Golf Resort, including special discounts, complimentary golf and reduced rates.

WHEREAS, the parties or their predecessors developed and executed a Reduced Fee Policy/Agreement dated, January 7, 1993.

WHEREAS, the parties or their predecessors developed and executed a Reduced Fee Policy/Agreement dated, April 17, 1997, which amended and restated the January 7, 1993 Policy/Agreement.

WHEREAS, the parties hereto intend by this Agreement to amend and restate the existing Reduced Golf Fee Policy/Agreement, dated April 17, 1997.

NOW THEREFORE, it is agreed as follows, Reduced Fee Play shall be permitted under the following terms and conditions:

1. The Grantor Hotels and City desire that the City's Golf Course Operator permit rounds of Reduced Fee Play for Reduced Fee Players. The Golf Course Operator shall exercise good business judgment on who, how much and what type of Reduced Fee Play is permitted.

Disagreements between any of the parties hereto shall be mediated by the City Council.

2. All parties hereto agree that, in all instances, Reduced Fee Play shall be provided on a "tee availability" basis as determined by Golf Course Operator. Golf Course Operator shall be obligated to ensure that no player from the Grantor Hotels who is to pay full fees shall be denied playing privileges or umeasonably denied a preferred starting time as a result of Reduced Fee Play.

3. In addition to the authority granted to the Golf Course Operator in Section 1 of this Agreement, the Golf Course Operator may permit Reduced Fee Play by individuals who 26529.00000\33 034226.2
ATTACHMENT #2

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Indian Wells City CouncilJuly 2, 2025

Indian Wells City Council
July 2, 2025