Indian Wells City Council
September 4, 2025

Council Agenda- September 4, 2025
and analyze data, prepare situation reports, develop action plans, set Geographic Information Systems (GIS) priorities, compile and maintain documentation, conduct advance planning, manage technical specialists, and coordinate demobilization.

Logistics: Responsible for providing facilities, services, personnel, equipment, and materials. Unified ordering takes place through the Logistics Section Supply Unit to ensure controls and accountability over resource requests. As needed, Unit Leaders are appointed to address the needs for communications, food, medical, supplies, facilities, and ground support.

Finance/Administration: Responsible for financial activities and other administrative aspects. As needed, Unit Leaders are appointed to record time for incidents or EOC personnel and hired equipment, coordinate procurement activities, process claims, and track costs.

See EOC Standard Operating Procedures Supporting Annex for more information

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Council Agenda- September 4, 2025
SECTION 6 SEMS COORDINATION
This section outlines the framework for implementing the Standardized Emergency Management System (SEMS) within the City of Indian Wells. Effective coordination is crucial for managing emergency response efforts and ensuring the safety and well-being of the community. By establishing clear communication channels and delineating the roles and responsibilities of key personnel and agencies, Indian Wells aims to foster a collaborative environment for emergency management.

This coordination framework facilitates a unified response to various incidents, enabling the city to effectively mobilize resources, streamline decision -making processes, and enhance overall preparedness and resilience in the face of emergencies.

6.1 Multi -Agency or Inter -Agency Coordination at the Local Government Level
Emergency response is coordinated at the EOC through representatives from city departments and agencies, outside agencies, volunteer agencies, and private organizations.

Multi -agency or inter -agency coordination is important for:
• Establishing priorities for response.
• Allocating critical resources.
• Developing strategies for handling multi -agency response problems. • Sharing information.
• Facilitating communications.

The City may participate with other local governments and agencies in a multi - agency coordination group organized by another local government.

6.2 Coordination with Riverside County Operational Area Level Coordination and communications should be established between the City's EOC and the Operational Area. The communications links are telephone, satellite phone, radio, data, amateur radio, and/or WebEOC. The City of Indian Wells has access to WebEOC, which is the primary coordination and communication platform the city will use in conjunction with the Riverside County Emergency Management Department. Riverside County will use an Operational Area Multi -

Council Agenda- September 4, 2025
Agency Coordinating System (MACS) concept when developing response and recovery operations.

6.3 Coordination with Special Districts
The emergency response role of special districts is generally focused on normal services. During disasters, some types of special districts will be more extensively involved in the emergency response by assisting local governments. The City of Indian Wells has various special districts, but only a few may have a shared role in an effective response and recovery to a disaster affecting the City of Indian Wells:

Special District
Description
Desert Sands Unified School
District

DESERT SANDS
"! UNIFIED SCHOOL DISTRICT
The City of Indian Wells collaborates with
Desert Sands Unified School District to
enhance emergency preparedness at
Gerald Ford Elementary School. This
partnership includes developing and
implementing emergency response
plans, conducting drills, and ensuring that
the school is equipped to handle various
crisis situations. Together, they work to
ensure the safety and readiness of
students and staff in the event of an
emergency.

Coachella
Valley Water District

COACHELLA VALLEY

WATER DISTRICT
The City of Indian Wells collaborates with
the Coachella Valley Water District to
ensure effective water management and
infrastructure support. This partnership
focuses on maintaining and improving
water resources, addressing conservation
efforts, and coordinating during
emergencies. Together, they work to
enhance water reliability and
sustainability for the community.
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Imperial Irrigation District
(IID)
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1. The City of Indian Wells collaborates with
the Imperial Irrigation District (IID), which
supplies power to a small number of
residents in the area. This partnership
focuses on ensuring reliable electricity
delivery, addressing infrastructure needs,
and coordinating responses during
power -related emergencies. Together,

Council Agenda- September 4, 2025
they work to maintain and enhance the
community's power services.

Fire Access Maintenance
#1 (FAMD)
District
The City of Indian Wells collaborates with
Fire Access Maintenance District #1
(FAMD), which manages fire access and
maintenance for the Indian Wells Country
Club. This partnership ensures that fire
lanes and emergency access routes are
properly maintained, enhancing safety
and response capabilities for the Country
Club and its surroundings.
_

INDIAN WELLS COUNTRY CLUB COMMUNITY
I FIRE ACCESS MAINTENANCE DISTRICT Si

6.4 Coordination with Volunteer and Private Agencies
The City partners with non -governmental agencies and private -sector businesses in emergency preparedness, response, and recovery. The City's EOC will be a focal point for coordinating response activities with many nongovernmental agencies and key businesses.

Private/ Volunteer agencies
Description
Indian Wells Tennis Gardens
The Indian Wells Tennis Garden works in
close partnership with the City of Indian
Wells to enhance emergency response
planning and promote community
engagement. This collaboration helps
both the Tennis Garden and the City to
strengthen the cultural and social fabric of
the community.

INDIAN WELL!

TENNIIGARDEN
Southern
Californian Edison
(ALIfORNIA

E D I SO N
Southern California Edison collaborates
with the City of Indian Wells to ensure
reliable energy delivery and enhance
emergency preparedness. This partnership
focuses on improving infrastructure,
coordinating during power outages, and
supporting community resilience,
contributing to the city's overall safety
and well-being.
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So Cal Gas
MSoCalGas
Southern California Gas collaborates with
the City of Indian Wells to ensure safe and
reliable gas services while supporting
emergency response efforts. This
partnership involves maintaining
infrastructure, coordinating during

Council Agenda- September 4, 2025
emergencies, and contributing to the
city's overall safety and resilience.

The Riverside County Radio
Amateur Civil Emergency
Service (RACES)
The Riverside County Radio Amateur Civil
Emergency Service (RACES), under the
direction of the County of Riverside
Emergency Management Department,
consists of sworn Volunteer Disaster
Service Workers. These dedicated
volunteers work closely with the City of
Indian Wells to support emergency
communications and response efforts,
ensuring effective coordination and
assistance during disasters and
emergencies.
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Southwest Church
Vit/SOUTHWEST
v CHURCH
Southwest Church has previously served
as an emergency shelter location,
providing a safe and supportive
environment for community members in
need. It remains a vital resource in
ensuring a compassionate and
coordinated response during times of
crisis.

Community
Response
Emergency
Team (CERT)
The City of Indian Wells trains and certifies
Community Emergency Response Team
(CERT) members to enhance local
emergency preparedness and response
capabilities. This training program equips
volunteers with essential skills in disaster
response, first aid, and emergency
management. Once trained, CERT
members are released to assist in various
community emergency situations,
providing critical support and ensuring a
well -coordinated response to crises.

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6.5 Coordination with Nongovernmental Organizations (NGOs) Provide vital support services to promote the disaster recovery process for disaster victims, and some may provide specialized services that help individuals with access and functional needs. These groups collaborate with first responders, governments at all levels, and other agencies and organizations. The City

Council Agenda- September 4, 2025
coordinates regularly with the American Red Cross and Riverside County Radio Amateur Civil Emergency Service (RACES).

NGO
Description
American Red Cross
LAmerican
7 Red Cross
The City of Indian Wells collaborates with
the American Red Cross to provide mass
care sheltering and individual services
during emergencies. This partnership
ensures that the Red Cross's expertise in
disaster relief and support services is
integrated into the city's emergency
response efforts. Together, they offer safe
shelter, essential supplies, and personal
assistance to residents affected by
disasters, enhancing the city's overall
emergency management and support
capabilities.

Team Rubicon
#TEAM

RUBICON
The City of Indian Wells collaborates with
Team Rubicon to strengthen disaster
response and recovery efforts. This
collaboration leverages Team Rubicon's
expertise in providing rapid and effective
emergency services, including debris
removal, damage assessments, and
community support. Together, they
enhance the city's ability to respond to
crises and assist residents in the aftermath
of disasters.

Coachella Valley Disaster
Preparedness Network
(CVDPN)
CVDPN response.

COACHELL•A VALLEY
The City of Indian Wells collaborates with
the Coachella Valley Disaster
Preparedness Network to enhance
regional emergency preparedness and
This partnership focuses on
coordinating disaster planning, sharing
resources, and conducting joint training
exercises. By working together, they
strengthen the community's resilience and
ensure a more effective response to
emergencies across Coachella Valley.

Council Agenda- September 4, 2025

6.6 Statewide Emergency Management
Governments at all levels must work together
effectively, along with the private sector, business
and industry, community -based organizations, and
volunteers, to meet the challenges posed by a
disaster.

All resources available within the State that may be
applied in disaster response and recovery phases,
together with the private sector, are collectively
referred to as the California Emergency
Organization (Cal OES). During a state of war, a
state of emergency, or a local emergency, Cal OES
will coordinate the emergency activities of all State
agencies (California Emergency Services Act,
§8587).

Emergency mutual aid response and recovery activities are generally conducted at the request and under the direction of the affected local government. Some emergency responses are led by designated State agencies that will be assigned authority during those emergencies or disasters. Resource requests for response and recovery originate at the lowest level of government and are progressively forwarded to the next level until filled. When support requirements cannot be met with state resources, the state may request assistance from federal agencies that have statutory authority to aid in the absence of presidential declarations. The State may also request a Presidential Declaration of an Emergency or Major Disaster under the provisions of the Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93288, as amended.

Local EOC
,o,
OA EOC
,o,
Regional EOC
o,
State EOC

6.7 Mutual Aid/Assistance Agreement
The California Disaster and Civil Defense Master Mutual Aid Agreement is based on a statewide mutual aid system designed to provide additional resources to the state's political subdivisions whenever their own resources are overwhelmed or inadequate. The various departments and agencies within the political subdivisions, municipal corporations, and public agencies agree to assist each other by providing resources during an emergency. The agreement provides for each signatory entity to offer aid during an emergency without the expectation of reimbursement. The City of Indian Wells has established best practices by

Council Agenda- September 4, 2025
instituting pre -incident mutual aid/assistance agreements with surrounding Cities.

Pre -incident agreements create an opportunity to move resources quickly across county lines since questions of cost, liability, and risk consequences have been resolved prior to the emergency.

The City of Indian Wells is in the following mutual aid agreements:
• California Master Mutual Aid Agreement
• Region VI Fire and Rescue Operations Plan
• Region VI Law Enforcement Mutual Aid Agreement
• Region VI Public Works Mutual Aid Agreement
• Emergency Management Mutual Aid Agreement
• Riverside Operational Area Agreement

6.8 Emergency Management Assistance Compact (EMAC)
California is a signatory to the interstate EMAC, a congressionally ratified organization that provides form, structure, and procedures for rendering emergency assistance between states. Once the governor has declared a state of emergency, Cal OES will assess the needs for the emergency incident.

California can then request resources through the EMAC network for assistance provided by other states in the nation. The use of EMAC resolves two key issues regarding mutual aid: liability and reimbursement. This allows a disaster -impacted state to request and receive assistance from other member states quickly and efficiently.

6.9 Mutual Aid System
The statewide mutual aid system, operating within the framework of the Master Mutual Aid Agreement, allows for the progressive mobilization of resources to and from emergency response agencies, local governments, operational areas, regions, and the state, with the intent of providing requesting agencies with adequate resources.

The statewide mutual aid system includes several discipline -specific mutual aid systems, such as fire and rescue, law, medical, and public works. The adoption of SEMS and NIMS does not alter these existing systems but enhances the facilitation of mutual aid through the local government, operational area, regional, and state levels.

Council Agenda- September 4, 2025

6.10 Mutual Aid Coordinators
To facilitate mutual aid, discipline -specific mutual aid systems work through designated mutual aid coordinators at the operational area, regional and state levels. The basic role of a mutual aid coordinator is to receive mutual aid requests, coordinate the provision of resources from within the coordinator's geographic area of responsibility and pass on unfilled requests to the next level. Law Enforcement, Fire and Rescue Services, and the Medical Health Operational Area Coordinator work within existing state mutual aid systems for requests and assignments of mutual aid.

When EOC's are activated, all discipline -specific mutual aid systems should establish coordination and communications within the respective local, operational area, regional, or state EOC's.

6.11 County of Riverside/OA Mutual Aid Requests
Cities within the County of Riverside will make mutual aid requests through the County of Riverside OA EOC. The County of Riverside will make mutual aid requests through the Cal OES Southern REOC. Requests for Fire and Law Enforcement mutual aid will be made through existing Regional Mutual Aid Coordinators who may be present at the County of Riverside OA EOC.

Council Agenda- September 4, 2025
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Council Agenda- September 4, 2025
SECTION 7 INFORMATION COLLECTION, ANALYSIS, AND

DISSEMINATION
The EOC is responsible for gathering timely, accurate, accessible, and consistent information during an emergency. Situation reports (SitReps) create a common operating picture and adjust operational goals, priorities, and strategies. To ensure effective information flow, emergency response agencies at all levels must establish communications systems and protocols to organize, integrate, and coordinate information among the affected agencies.

Levels of Government
Situation Reports
Field Situation Reports
(SitReps)
Field SifReps will be disseminated to the EOC by the
Incident Management Team.

City Emergency
Operations Center
The City EOC summarizes reports received from the
field and other reporting disciplines and sends
them to the OA EOC. The city will provide Sitreps to
the OA based on the following criteria:
• If the EOC is activated
• If the Mayor declares an emergency
• If the city utilizes or plans to utilize Mutual Aid
Agreements.

Riverside County
Operational Area EOC
The OA EOC summarizes reports received from the
City EOC, other local EOCs, field units, DOCs, and
other reporting disciplines and forwards them to
the Cal OES REOC.

Regional Operations
Center (REOC)
The REOC summarizes SitReps received from the
OA EOC, state field units, state department
operations centers, and other reporting disciplines
and forwards them to the SOC.

State Operations
Center (SOC)
The SOC will summarize SitReps received from the
REOC, state DOCs, agencies, and other reporting
disciplines and distribute them to state officials and
others on the distribution list.

Joint Field Office (JFO)
When the state -federal JFO is activated, the REOC
and SOC SitReps will be assimilated into the JFO
SitRep.

Council Agenda- September 4, 2025

7.1 Information Collection Priorities and Dissemination Strategies Information collection priorities depend on the event and are driven by immediate resource needs. Essential information will be collected by the EOC from the appropriate sections, DOCs, and field command posts as specified within the SEMS section of this EOP. The EOC will then utilize its information management platform to provide a current common operating picture and long- term strategies and disseminate or archive information pertaining to an event.

Long-term collection and information dissemination strategies are also dependent on the type of event that occurs. The Planning Section within the EOC maintains and updates a list of essential stakeholders who receive situation reports and other essential information. Examples of Commonly Collected Essential Information:

Information Category
Description
Weather conditions and forecasts
•
Current weather conditions affecting
the incident area
•
Short-term and long-term weather
forecasts
•
Severe weather warnings or
advisories (e.g., high winds, flooding,
extreme heat)
•
Anticipated weather impacts on
response operations and public
safety
•
Weather -related resource or staffing
considerations
Status of responding agencies and
incident overview
•
Status of responding agencies (e.g.,
fire, law enforcement, public works)
•
Current assignments and
responsibilities of each agency
•
Resource availability and limitations
(personnel, equipment, supplies)
•
Coordination between agencies and
jurisdictions
•
Overall progress and effectiveness of
response operations
Response objectives and
•
Current response goals and incident
operational needs
objectives
•
Operational priorities for the current
and upcoming periods
•
Identified gaps or unmet needs in
response efforts

Council Agenda- September 4, 2025
•
•
Resource requirements (e.g.,
personnel, equipment, supplies)
Changes to strategies or tactics
based on evolving conditions
Impacts/threats to life, property,
and environment
•
Immediate threats to life safety (e.g.,
active fire, structural collapse,
hazardous materials)
•
Risks to critical infrastructure (e.g.,
utilities, transportation,
communications)
•
Potential secondary hazards (e.g.,
aftershocks, flooding, contamination)
•
Environmental impacts or risks (e.g.,
air/water quality, wildlife disruption)
•
Populations at risk, including those
with access and functional needs
Community lifeline impacts
•
Functionality of communications
systems (e.g., phone, internet, radio)
•
Status of transportation infrastructure
(e.g., roads, bridges, transit services)
•
Availability and quality of potable
water and wastewater systems
•
Energy system status, including
power outages or restoration
timelines
•
Overall impact on community access
to essential services
Evacuation and shelter information
•
Designated evacuation zones and
areas under evacuation orders
•
Primary and alternate evacuation
routes
•
Status and capacity of open shelters
•
Locations and operations of Points of
Distribution (PODs)
•
Estimated number and
demographics of affected or
displaced populations
Continuity of operations impacts
•
Disruptions to normal departmental
operations
•
Staff availability and reassignments
to emergency roles

Council Agenda- September 4, 2025
•
•
•
Impact on delivery of essential city
services (e.g., permitting, finance,
customer service)
Activation of continuity plans or
relocation of services
Status of critical systems supporting
city operations (e.g., IT, payroll,
communications)
Damage assessment data
•
Preliminary damage assessments
from field reports
•
Ongoing evaluations of public and
private structures
•
Status of critical infrastructure (e.g.,
roads, bridges, utilities)
•
Identification of unsafe or
condemned buildings
•
Coordination with engineers and
building inspectors for detailed
assessments.

Road closures
•
Locations of blocked or restricted
roadways
•
Cause of blockage (e.g., debris,
flooding, structural damage)
•
Alternate routes or detours in place
•
Access limitations for emergency
vehicles or supply deliveries
•
Estimated timeline for road
clearance and reopening
Essential City service impacts
•
Water service interruptions or
contamination issues
•
Power outages and estimated
restoration times
•
Disruptions to waste collection and
disposal services
•
Impacts on emergency response
capabilities (fire, law enforcement,
EMS)
•
Status of backup systems and
emergency utilities

Council Agenda- September 4, 2025

7.2 Sensitive Information
All information collected will follow proper protocols and procedures regarding standard operating procedures. Prior to sharing any information, it will be reviewed and vetted by following proper EOC procedures/protocols. The EOC Directors, or their designee, will approve situation reports before they are disseminated. The lead emergency response agency will approve and disseminate information when the EOC is not activated.

7.3 Emergency Public Information
Emergency public information is a priority of the utmost importance during emergencies and disasters. The city government has a primary responsibility to provide accurate and timely information to the whole community regarding conditions, threats, and protective measures. To avoid conflicts and confusion, the Emergency Public Information function operates best when centralized and coordinated among all involved jurisdictions, agencies, and organizations.

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Council Agenda- September 4, 2025
=, OMMUNICATIONS

Council Agenda- September 4, 2025
SECTION 8 COMMUNICATIONS
The City of Indian Wells employs multiple communication methods to ensure continuous situational awareness. The City will notify other levels of government about natural or human -caused emergencies affecting the area in accordance with existing laws and protocols or when operational area (OA), state, and/or federal assistance is requested or anticipated. To fulfill this responsibility, the City is equipped with various telephone, data, and radio systems, some of which are used daily, while others are reserved for emergency use as needed. These redundant communication channels ensure the city can maintain contact with other government levels and respond swiftly to emerging emergencies.

8.1 Public Safety Enterprise Communication (PSEC)
The City of Indian Wells utilizes the County's Public Safety Enterprise Communication (PSEC) system, a standards -based P25 Phase II encrypted digital radio system. This system provides enhanced communications, greater geographic coverage, improved reliability, access to data, and increased interoperability for Riverside County Fire, the Riverside County Sheriff's Department, and non-public safety county departments. The City's PSEC radio is located in the Indian Wells Emergency
Operations Center (EOC), ensuring
effective communication capabilities
during emergencies and routine
operations.

8.2 County Disaster Net
The City of Indian Wells collaborates with
the County of Riverside Operational
Area (OA) Emergency Operations
Center (EOC) staff, utilizing a low -band
radio system to facilitate communication countywide with other staff members and City EOCs in the Western Riverside County region. This system has the capability to link the Western County Disaster Net with the Coachella Valley Disaster Net, ensuring seamless communication across regions. The County's Alternate EOC in the Coachella Valley employs the Coachella Valley Disaster Net, a VHF radio system, for internal communications and coordination with City EOCs located in the Coachella Valley.

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Council Agenda- September 4, 2025

8.3 Satellite Telephones
The City of Indian Wells utilizes permanent, portable satellite phones to communicate with various cities and agencies. These phones rely on high- powered satellites positioned in geostationary orbit, approximately 22,300 miles above the Earth, acting as repeaters. Satellite phones serve as an alternate communication method in case other communication systems become degraded, ensuring reliable connectivity during emergencies.

8.4 Radio Amateur Civil Emergency Services (RACES)
The City utilizes the services of volunteer Hyman-Almy-Murray (HAM) radio operators, also known as Amateur Radio Operators, to provide an alternate means of communications when primary systems are non -operational for communications where systems do not usually exist. Amateur radio operations are under the leadership of the County of Riverside Emergency Management Department. Riverside County RACES members are registered disaster service workers licensed by the Federal Communications Commission (FCC) for amateur radio service.

8.5 Alert and Notification Processes/Systems
Emergency officials in Indian Wells continuously monitor events and the environment to identify specific threats that could impact the city. When a threat is approaching or imminent, officials work to increase awareness among emergency personnel and the community. Early warnings allow response agencies to enhance their readiness, ensuring they can respond effectively when an emergency occurs. Readiness activities may include:
• Briefing government officials.
• Reviewing plans and procedures.
• Prepare and disseminate information to the community. • Updating resource lists.
• Testing systems such as warning and communication systems. • Precautionary activation of the EOC.

The City of Indian Wells has integrated multimodal communication platforms to reach the community and maintain situational awareness. These platforms include Nixle, traditional media, social media, web -based media, printed publications, in -person communications, email distributions, and local alert Page I113

Council Agenda- September 4, 2025
systems, which are regularly used to keep the community informed and prepared. (See Alert and Warning Public Messaging Annex for more information) Notification
system
Capabilities
Nixle
-ANIXLE
Opt -in alert and warning notification system that keeps communities informed about disasters and major
emergencies via SMS (text). The notification system
gives the Police, Fire, and Emergency Management the
ability to deliver critical notifications to our community.

Alert RivCo
ALERT
The system uses technology service providers to facilitate the broadcast of local emergency alerts, which use
telephone calls, text messages, and emails to alert
residents and businesses in Riverside County with
emergency notifications. The Alert RivCo system is
capable of sending Wireless Emergency Alerts (WEA),
which alerts all cell phone users within reach of activated cell phone towers and does not require that people
subscribe or "opt -in" to the system.
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Social media
Q ® E31
?
The City uses several forms of social media to reach the community during emergency incidents, including X
(formerly known as Twitter) and Facebook. The City also has a website (www. Emergency Preparedness Indian
Wells, CA cityofindianwells.org)) that may be used to post public information.

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Council Agenda- September 4, 2025

MINISTRATION,

AND LOGISTICS
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Council Agenda- September 4, 2025
SECTION 9 ADMINISTRATION, FINANCE, AND LOGISTICS
This section addresses the critical administrative, financial, and logistical components necessary for effective emergency management in the City of Indian Wells. It outlines the budgeting, resource allocation, and procurement processes to ensure adequate funding and supplies are available during emergencies. Additionally, this section highlights the importance of maintaining accurate records and documentation to support financial accountability and reimbursement efforts. By establishing clear administrative protocols and logistical strategies, the City of Indian Wells aims to enhance operational efficiency and facilitate a coordinated response, ultimately ensuring that the community is well- equipped to manage and recover from various emergencies.

9.1 Administration
Emergency management operations supporting administration, finance, and logistical processes will be primarily conducted within the Logistics and Finance Sections of the EOC and will include the following considerations:

Function
Description
Tracking and documenting
•
Track all purchases, contracts, and
expenses
payments related to the incident
•
Maintain detailed logs of expenditures by
category and operational period
•
Ensure compliance with FEMA and state
reimbursement guidelines
•
Coordinate with Finance Section to validate
and reconcile costs
•
Prepare documentation to support disaster
cost recovery efforts
Documenting emergency
•
Record key decisions made by EOC
actions
leadership and section chief
•
Document actions taken by each section
and branch during operations
•
Maintain logs using standardized forms (e.g.,
ICS 214 Activity Log)
•
Preserve communication records (e.g.,
emails, messages, radio logs)
•
Archive documentation for after action
reporting and cost recovery
Procuring equipment,
resources, and support
•
Identify and prioritize needed equipment,
supplies, and services
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Council Agenda- September 4, 2025
•
•
•
•
Source items through existing vendors or
emergency procurement processes
Coordinate with Logistics and Finance
Sections for approvals and tracking
Ensure timely delivery and distribution to
operational areas
Maintain inventory records of procured
items for accountability and reimbursement
Tracking city employee work
•
Track hours worked by all city staff involved
hours
in the response
•
Use standardized timekeeping forms or
systems (e.g., ICS 214, department
timesheets)
•
Separate regular time, overtime, and
emergency -related hours
•
Submit time records to Finance Section for
payroll and reimbursement processing
•
Ensure documentation aligns with FEMA and
state cost recovery requirements
Continuity of operations
•
Identify and prioritize essential city services
that must be maintained
•
Activate Continuity of Operations Plans
(COOP) as needed
•
Relocate or modify operations to alternate
facilities or remote platforms
•
Reassign staff to support critical functions
and fill gaps
•
Coordinate internal and external support to
sustain operations
Developing staff rotation
•
Develop staffing schedules that account for
schedules
12- to 24 -hour operational periods
•
Rotate personnel between shifts to ensure
adequate rest and recovery
•
Assign backups and alternates for key roles
in the EOC and field
•
Monitor staff for signs of fatigue or burnout
•
Coordinate with departments to maintain
adequate staffing levels throughout the
incident
Managing compensation
•
Receive and document claims related to
and claims
employee injuries, property damage, or
equipment loss
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Council Agenda- September 4, 2025
•
•
•
•
Coordinate with Human Resources and Risk
Management for proper claim handling
Ensure all incidents are reported using
appropriate forms and procedures
Maintain records of submitted claims for
legal and financial tracking
Support claimants in providing necessary
documentation and follow-up information
Tracking resource
deployment
•
Track deployment locations of personnel,
equipment, and supplies
•
Record resource assignments and usage
duration
•
Update status reports on resource
availability and condition
•
Coordinate demobilization plans and
timelines with section leads
•
Maintain a master log for accountability
and reimbursement purposes
Managing additional staff
and volunteers
•
Register and document all incoming staff,
volunteers, and mutual aid personnel
•
Assign roles and responsibilities based on
skills and operational needs
•
Provide just -in -time training and safety
briefings as required
•
Track hours worked and assignments for
accountability and cost recovery
•
Maintain contact information and
deployment status in a centralized roster
Managing financial and in-
•
Establish a process for receiving and
kind donations
documenting donations (monetary and in -
kind)
•
Verify the suitability and condition of
donated goods before acceptance
•
Track inventory and distribution of donated
resources
•
Coordinate with Logistics and Finance
Sections to allocate donations appropriately
•
Maintain transparent records for auditing,
reporting, and public accountability
Overseeing IT components
•
Assess and support IT infrastructure needs for
and issues
EOC and field operations
•
Ensure stable internet and communication
system connectivity
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•
•
Provide technical support for hardware,
software, and network issues
Implement cybersecurity measures to
protect sensitive data and systems
•
Coordinate with IT staff or vendors for system
recovery and maintenance
Other necessary actions
•
Take additional steps as deemed
appropriate based on the situation.

Disaster Service Workers
Under California Government Code, Section 3100-3109, all public employees are obligated to serve as Disaster Service Workers. Public employees (civil service) are all persons employed by any county, city, state agency, or public district in the State of California. Disaster Service Workers provide services and support during declared emergencies or disasters. In the event of a major emergency or disaster, the City of Indian Wells employees may be called upon to perform certain duties in support of emergency management operations, such as serving in a position in the Emergency Operations Center, supporting shelter operations, or working at a logistics base in the field.

Emergency Assignments and Expectations for City Employees During a Declared Emergency
• City employees may be required to work at any time during a declared emergency and may be assigned to disaster service work
• Assignments may require service at locations, times, and under conditions other than normal work assignments
• Assignment may include duties within the Emergency Operation Center, in the field, or at another designated location. Under no circumstances will City employees who do not usually have a response role in their day- to-day responsibilities be asked to perform duties or functions that are hazardous, that they have not been trained to perform, or that are beyond their recognized capabilities.

9.2 Documentation
During an emergency or incident, it is important to keep specific records related to staff assignments and costs and the response to and recovery from the emergency/incident. Proper documentation allows the city to obtain state and federal assistance related to disaster recovery. Each department has its own Page I119

Council Agenda- September 4, 2025
internal processes for ensuring proper documentation of actions, incident -specific cost tracking, personnel timekeeping, and record retention of these documents.

The City Clerk is designated Chief of Records. The city's vital records are stored in records storage rooms located in the City Clerk's Office and other locations as he/she may designate and make available. Storage space is available for emergency storage of additional vital records during periods of increased readiness or upon the announcement of a warning condition.

Each City department, proprietary and council -controlled, operates based on established City policies such as the City Charter, City Administrative Code, Council Rules, City Municipal Code, and mayoral executive directives. In addition to these, response activities adhere to the California Disaster Assistance Act and the Federal Code of Regulations Title 44 of the Stafford Act to maximize potential reimbursement -eligible costs. Maintenance of administrative records continues throughout all phases of an emergency.

In preparation for an emergency, training and appropriate forms, including procedures for all units of potential response organizations, are provided. During a response, entities ensure that adequate documentation is collected through the Planning and Intelligence Section's Documentation Branch for the incident and EOC activities, personnel, equipment usage, and emergency expenditures.

Finally, after the response has been terminated, records should be protected and maintained for audit purposes. The Finance and Admin Section in the EOC is responsible for cost recovery records and assisting in collecting any missing information.

9.3 After -Action Reporting (AAR)
The City of Indian Wells conducts After -Action Reporting (AAR) following emergencies or disasters to evaluate performance, identify areas for improvement, and implement corrective actions in alignment with FEMA's CPG 101 guidelines. The AAR process involves reviewing actions taken, identifying equipment shortcomings, enhancing operational readiness, and highlighting strengths and successful initiatives. This process engages multi -agency collaboration, including the City's Emergency Operations Center (EOC), Riverside County Emergency Management Department (EMD), local first responders, and community stakeholders.

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Feedback is gathered through debriefs and formal review meetings within 60 days, ensuring underserved populations are included to address accessibility and equity gaps. Recommendations are documented in a structured AAR template and used to inform updates to the City's Emergency Operations Plan (EOP), Local Hazard Mitigation Plan (LHMP), and exercise programs. A comprehensive improvement plan matrix outlines deficiencies, corrective actions, responsible agencies, timelines, and progress tracking. Updates to plans, acquisition of resources, and retraining of personnel are validated through future exercises to ensure effectiveness.

The AAR, including an improvement plan, is finalized within 90 days of a local proclamation, fostering a continuous improvement cycle that builds resilience and readiness while ensuring equitable and effective emergency services for all residents.

After -Action Reporting (AAR) Process for the City of Indian Wells The City of Indian Wells AAR process adheres to the guidelines outlined in FEMA's Comprehensive Preparedness Guide (CPG) 101 and California Code of Regulations, Title 19, § 2450, ensuring a continuous improvement cycle that enhances the City's disaster preparedness and response capabilities. After Action Review Objectives:

Objective
Description
Review Actions Taken
Evaluate response strategies, actions, and
outcomes during the incident.

Identify Equipment
Shortcomings
Assess operational tools and resources,
determining gaps or failures.

Improve Operational
Readiness
Enhance planning, response, and recovery
capabilities.

Highlight Strengths/Initiatives
Recognize successful practices, innovations,
and exemplary performance.

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After Action Reporting Components
Component
Details
Multi -Agency Collaboration
•
Include representatives from the City of
Indian Wells Emergency Operations Center
(EOC), Riverside County Emergency
Management Department (EMD), and
local first responders.
•
Engage partners like Coachella Valley
Water District, Indian Wells Tennis Gardens,
CERT members, and other community
stakeholders.

Documentation of
•
Use a structured AAR template to record
Recommendations
observations, identify best practices, and
note deficiencies.
•
Document input from agencies, staff, and
community members involved in the
response.

Evaluation and Review
•
Conduct post -incident debriefs within 30
Process

days.
•
Hold a formal AAR review meeting within 60
days to consolidate feedback and finalize
the report.

Inclusion of Underserved
•
Evaluate the response's impact on
Communities

historically underserved populations.
•
Address accessibility and equity gaps in
the delivery of emergency services.

Linking Emergency Response and Exercise Program Recommendations Section
Details
Critique
•
Identify performance issues during the
Processes
emergency response, emphasizing services
for marginalized populations.
•
Collect feedback from underserved
communities to understand their
experiences.

Connection to Exercises
•
Use AAR recommendations to inform
exercise scenarios, objectives, and focus
areas.

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• Prioritize addressing equity, resource gaps,
and interagency coordination deficiencies.

Implementation of Corrective Actions Following an Emergency or Exercise Action Area
Details
Development of an
Improvement Plan Matrix
Include the following elements:
• Identified deficiencies.
• Corrective actions.
• Responsible agencies.
• Timeline for implementation.
• Progress tracking.

Plan/Procedure Updates
Revise the City's Emergency Operations Plan
(EOP), Local Hazard Mitigation Plan (LHMP),
and other relevant policies based on findings
Resource Acquisition and
Training
• Acquire new or replace outdated
equipment.
• Conduct retraining for staff and volunteers
on updated protocols.

Validation Through Exercises
• Test corrective actions in drills and exercises
to ensure effectiveness.
• Incorporate lessons learned into future
training and operational planning
Timeline for AAR Completion

1. Draft the AAR within 60 days of the incident.

2. Finalize and submit the AAR, including an Improvement Plan, within 90 days of a local proclamation.

3. Integrate corrective actions into future drills and document progress
Continuous Improvement
The City of Indian Wells is committed to using the AAR process as a tool for building resilience and readiness, ensuring equitable emergency services, and protecting all residents, especially those most vulnerable during disasters.

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• EMD develops AAR
• EMD Distributes AAR to Local Juristrictions, Tribes,
and Special Districts
• AAR due to Cal OES 90 days after proclamation
• Indian Wells implementation of corrective
actions identified within the AAR

9.4 Finance
The City of Indian Wells, CA, has established a comprehensive cost recovery framework to ensure financial sustainability following disasters. By leveraging federal, state, and local assistance programs, the city can recover costs incurred during emergency response and long-term recovery efforts. These programs, including FEMA's Public Assistance (PA) Program, Small Business Administration (SBA) Disaster Loans, and the California Disaster Assistance Act (CDAA), provide critical funding to restore infrastructure, support businesses, and assist residents in rebuilding their lives. Effective documentation, education for responders and officials, and strategic use of insurance policies further enhance the city's ability to maximize reimbursements and financial aid. Additionally, pre- and post -disaster funding mechanisms ensure household pets and service animals receive necessary care, reinforcing the city's commitment to comprehensive disaster preparedness and recovery.

Cost Recovery Programs for Local Jurisdictions and Response Agencies The City of Indian Wells has access to various federal, state, and local programs that allow the city and its response/support agencies to recover costs associated with disasters.

Cost Recovery
Programs Overview
FEMA's Public Assistance (PA)
Program
Under a Stafford Act Presidential Disaster
Declaration, the PA program provides funding

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to local governments for response and
recovery efforts, including debris removal,
emergency protective measures, and
infrastructure repair.

California Disaster Assistance
Act (CDAA)
If a federal disaster declaration is not issued,
the City may receive
reimbursement from the State of California
under the CDAA for eligible disaster costs.

Small Business Administration
(SBA) Disaster Loans
Provides low -interest loans to small businesses,
homeowners, renters, and private non -profits
to repair or replace disaster -damaged
property.

Hazard Mitigation Grant
Program (HMGP)
Provides funding for projects that reduce
disaster risk, such as seismic retrofits or flood
control measures.

Community Development
Block Grant
Disaster Recovery (CDBG-DR) - Administered
by the U.S. Department of Housing and Urban
Development (HUD), it provides long-term
recovery assistance to repair housing,
infrastructure, and economic revitalization.

Documentation of Costs Incurred During Response and Recovery To ensure maximum reimbursement, the City of Indian Wells follows FEMA's and the State's financial tracking requirements.

Emergency
Financial Tracking Standards
Incident Command System
•
ICS Form 214 (Unit Log): Used to document
(ICS) Forms
individual or unit activity during the incident
•
ICS Form 209 (Incident Status Summary):

Summarizes incident status, resource use, and
significant events
•
Financial Tracking Forms: Used to record
expenses, purchases, and resource usage for
cost recovery and reimbursement
•
Standardized Documentation: Ensures
consistency and accountability across all EOC
sections and operational periods
•
Supports FEMA/Cal OES Reimbursement:

Provides required documentation to justify
emergency -related costs
Timekeeping and Payroll
•
Maintain accurate records of regular and
Records
overtime hours worked

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•
•
•
•
Use approved timekeeping systems or ICS
forms (e.g., time sheets, ICS 214)
Separate emergency -related time from
routine duties for cost recovery
Ensure supervisors verify and approve time
records promptly
Align documentation with FEMA and Cal OES
reimbursement requirements
Material and Supply Costs
•
Collect and retain all invoices related to
emergency purchases
•
Maintain copies of purchase orders for
materials and supplies
•
Organize and store receipts to match
corresponding expenditures
•
Ensure documentation includes dates,
quantities, and vendor details
•
Track purchases by operational period and
response function
•
Align all records with procurement policies
and FEMA/Cal OES guidelines
Contractor Services
•
Maintain copies of all executed contracts
with third -party service providers
•
Document detailed scopes of work outlining
services performed
•
Collect and retain all related invoices and
payment records
•
Ensure contracts comply with procurement
regulations and emergency authorities
•
Link contractor services to specific response or
recovery activities
•
Provide documentation to support eligibility
for FEMA/Cal OES reimbursement
Mutual Aid and Donations
•
Maintain signed mutual aid agreements and
activation records
•
Document the duration and type of
assistance provided by mutual aid partners
•
Track volunteer names, roles, and hours
worked during the incident
•
Use standardized forms to log volunteer
contributions (e.g., ICS 214, volunteer
timesheets)
•
Ensure documentation supports eligibility for
FEMA/Cal OES reimbursement

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•
Coordinate with Finance and Logistics
Sections to compile mutual aid and volunteer
data
Damage Assessments and
•
Take clear before -and -after photos of
Repair Costs
damaged sites and infrastructure
•
Collect engineering reports detailing the
extent and cause of damage
•
Obtain itemized repair estimates from
qualified contractors or vendors
•
Link documentation to specific incident
locations and dates
•
Store all records in a centralized system for
cost recovery purposes
•
Ensure supporting documents meet FEMA/Cal
OES reimbursement standards
Assistance Programs for the Public
Programs designed to support individuals, families, and businesses affected by disasters. These may include financial aid, housing assistance, crisis counseling, unemployment benefits, and other recovery resources offered by local, state, and federal agencies.

Assistance
Programs for the Public
SBA Disaster Loans
Available for homeowners, renters, businesses,
and nonprofits for property damage and
economic injury.

Unemployment Benefits
(Disaster Unemployment
Assistance - DUA)
Supports workers who lose employment due to a
disaster.

Worker's Compensation
Covers injuries sustained by employees during
disaster response and recovery.

Individual Assistance (IA)
Program
Under a Stafford Act declaration, IA provides
temporary housing, crisis counseling, disaster -
related medical expenses, and financial
assistance
State Supplemental Grant
Program (SSGP)
Provides additional financial assistance when
FEMA grants are insufficient.

National Flood Insurance
Program (NFIP)
Homeowners with flood insurance under NFIP
can receive claims for flood -related damage.

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Educating Responders and Local Officials on Cost Recovery Training and guidance are provided to ensure responders and local officials understand the processes, documentation requirements, and best practices needed to maximize reimbursement from state and federal disaster assistance programs.

Training Area
Description
Emergency Operations
Center (EOC) Training
Workshops on FEMA PA program requirements
and financial tracking.

Cost Recovery Briefings
Hosted after disasters to educate department
heads and finance personnel on documentation
requirements.

FEMA Grants
Management Training
Webinars and courses on grant applications and
compliance
Exercise Integration
Financial tracking and documentation
incorporated into EOC and field exercises
Technical Assistance from
CaIOES and FEMA
City officials participate in post -disaster recovery
briefings.

Role of Insurance in Cost Recovery
Insurance serves as a primary source of funding for eligible disaster -related damages and losses. It helps reduce the financial burden on local governments by covering costs before seeking reimbursement from state or federal programs.

Proper documentation of insurance claims is essential to avoid duplication of benefits and ensure compliance with FEMA cost recovery guidelines.

Insurance Type
Description
Self -Insurance
The City may self -insure certain assets, requiring
reserve funds for unexpected costs
Property and Casualty
Insurance
Coverage for city -owned infrastructure and
buildings.

National Flood
Insurance Program
(NFIP)
Residents and businesses with flood insurance can
file claims, as standard homeowner policies do not
cover flood damage.

Business Interruption
Insurance
Provides financial assistance to businesses
impacted by disasters
Fire Insurance
Critical in wildfire -prone areas, ensuring coverage
for structural damage due to fire incidents.

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Pre- and Post -Declaration Funding for Household Pets and Service Animals The City of Indian Wells ensures funding for pet and service animal emergency response programs through:

Pre -Disaster Funding:

Local Budget
Allocations
City funds for sheltering and evacuating pets.

Donations and Grants
Partnerships with local nonprofits like the Humane
Society and RedRover.

State and Federal
Grant Programs
Pet evacuation and sheltering grants are available
through CaIOES.

Post -Disaster Funding (Stafford Act Declaration)
FEMA PA Program
Covers pet sheltering, veterinary care, and
evacuation costs
Eligible Donations and
Mutual Aid Resources
Volunteer efforts from animal rescue organizations
can be documented for reimbursement
Animal Care
Emergency Support
Function (ESF-11)
Ensures pets are included in disaster planning and
response efforts
This framework enables the City of Indian Wells to effectively manage disaster cost recovery and ensure a resilient recovery process for the government, responders, and the community. Please see the Disaster Recovery Annex for more information.

Recordkeeping Requirements
State and federal governments require detailed information to support reimbursement claims. Funding will be approved or denied based on the information supplied by applicant agencies. Documentation supporting all costs claimed will be required, and all information must relate back to individual original source records. The following are Guidelines for Documenting Disaster -Related Reimbursable Expenses:

Guideline
Description
Segregate emergency costs
from normal expenses
•
Emergency -related costs and revenues
must be tracked separately from regular
operating budgets.

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Maintain separate records for
each vehicle and equipment
•
Track usage and expenses for each
asset individually to support
reimbursement claims.

Document vehicle/
equipment use by time,
location, and operator
•
Include hours/minutes of use, exact
locations, and the name of the
operator.

Include all vehicle operating
expenses
•
Record fuel, tire replacements, and
maintenance as part of reimbursable
costs.

Separate labor costs from
equipment expenses
•
Track staff time independently to ensure
clarity in reporting and cost recovery.

Detail equipment use and
purpose
•
Specify where equipment was used, for
what task, how long, and by whom (if
applicable,.

Subtract revenues and
subsidies from claims
•
Any received funding or support must
be deducted from claimed costs.

Retain all requisitions,
purchase orders, and
invoices
•
Keep complete documentation for any
supplies, services, or equipment
expenses included in reimbursement.

Document use of supplies
and materials
•
Clearly state where and how resources
were used during emergency
operations.

Justify all non-competitive
procurements
•
Provide documentation explaining the
need for urgent or sole -source
purchases.

Begin tracking expenditures
immediately
•
Start tracking all costs from the moment
of disaster notification or evident
impact.

9.5 Logistics
This section outlines the logistics and resource management processes used to identify and acquire resources for emergency response and operations. In the City of Indian Wells, resource management coordination activities adhere to the Standardized Emergency Management System (SEMS) and established mutual aid protocols.

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City Resource Procurement Process
Field and Department
During the initial stages of an incident, resource
Operations Centers
procurement processes are managed at the field
incident response level. Each responding
agency maintains, deploys, and procures
resources specific to department operations.

However, once an incident requires resources
outside the department or responding agency,
resource requests are elevated to the EMD Duty
Officer or Emergency Operations Center if
activated.

EOC Resource Request Processes
Interdepartmental
If a responding Department in the field cannot
Resource Procurement
procure a resource through its own Departmental
(Operations Section)
processes, the request will be submitted to the
EOC when activated and will first be managed by
the Operations Section and its activated
branches. Resource sharing amongst responding
agencies is accomplished to ensure readily

Council Agenda- September 4, 2025
available resources managed by the City are
utilized before seeking additional means of
procurement.

Logistics Section
If the Operations Section is unable to fulfill a
resource request using field -level assets or internal
City resources, the request is forwarded to the
Logistics Section, unless it involves contracted
services, in which case the Finance/Administration
Section may become involved. The Logistics
Section is responsible for procuring and providing
commodities, facilities, personnel, equipment,
technology, and transportation support, provided
that the request includes complete information
such as the requesting department, resource type
and quantity, date and time needed, delivery
location, and an identified funding source if
applicable. Once a valid request is received, the
Logistics Section works to fulfill it through City
warehouses, internal departments, mutual aid
partners, or approved vendors. All procurement
actions are documented to ensure accountability
and support cost recovery efforts, with
coordination from the Finance/Administration
Section when financial transactions or contracts
are required.

Request for contracted
During an emergency, City agencies may have to
services
meet urgent needs by procuring resources to
supplement existing goods and services already
under City contracts. In the instance that the
request is for contracted services, the request is
sent to the appropriate City Department that
already has a contract for that service in place.

The requesting department will "piggyback"
requests for services from the existing contract.

However, if the request necessitates services
outside existing service contracts, the City
Attorney and the Mayor's Office collaborate to
determine if an existing service contract requires
amendment or a new one should be developed
to meet the needs of the request.

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Donations Management
In the City of Indian Wells, donation management
efforts are coordinated as part of the broader
emergency response strategy. This includes
establishing designated sites for receiving
donations, coordinating with local organizations
and volunteers, and ensuring that donated goods
and funds are properly managed and distributed
to support the community's recovery. The city may
also work with state and federal agencies to
integrate these efforts with larger relief operations.

County/State
Following SEMS procedures, if the City of Indian
Coordination
Wells cannot obtain a needed resource and all
local options are exhausted, a request will be
made to the Riverside County Emergency
Management Department. While the City can
procure resources internally, a large-scale disaster
affecting multiple jurisdictions may strain regional
supplies. In such cases, the County may need to
escalate requests to the State to support local
response efforts.

Types of Resources
Emergency resources and logistics are essential components of any effective disaster response. They include the personnel, equipment, supplies, facilities, transportation, and technology needed to support emergency operations. The Logistics Section of the Emergency Operations Center (EOC) is responsible for coordinating and delivering these resources to ensure timely and efficient support during all phases of an incident.

Types of Resources and Logistics
Commodities
The City of Indian Wells ensures access to essential
consumable resources, known as commodities, to
support emergency response efforts. These
commodities include food, fuel, water, and other
critical supplies. While the City does not maintain a
stockpile of commodities, necessary items can be
acquired through emergency purchase orders in
compliance with established procurement
policies.

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Facilities
Facilities are designated sites established to
support the storage, staging, and
accommodation of incident -related resources,
including personnel, supplies, and equipment.

These facilities may include warehouses, staging
areas, and base camps, as needed during
emergency response operations.

Personnel
Personnel are critical resources necessary to
facilitate response and recovery efforts. Within the
City of Indian Wells, additional disaster assistance
personnel may be procured through the Personnel
Branch of the Logistics Section, utilizing available
emergency staffing programs and mutual aid
agreements.

Technology
Damage to critical infrastructure during disasters
can disrupt communication and information
management operations in the City of Indian
Wells. These systems depend on technology and
technologically based platforms to function
effectively. In the context of emergency response,
technology resources include various
communication systems, hardware, and software
essential for supporting and enhancing disaster
management efforts. The coordination and
availability of these technology resources are
managed by the City of Indian Wells' Information
Technology Department to ensure operational
continuity during emergencies.

Fleet (Ground Support)
Hazards and emergency events in the City of
Indian Wells present unique challenges that
require the transportation of personnel, supplies,
and equipment to and from affected areas. While
each incident varies, efficient ground support is
essential for emergency response operations. Fleet
resources, including vehicles, equipment, and
personnel, operate under a unified command to
support response efforts. Fleet resources are
coordinated through collaboration between
multiple agencies within the City of Indian Wells

Council Agenda- September 4, 2025
Emergency Operations Center (EOC). Requests for
fleet resources follow standard resource request
procedures and are processed by the Logistics
Section's Ground Support Unit.

Contracted Services
The City of Indian Wells utilizes contracted services
to supplement and enhance emergency response
capabilities. These services are provided through
formal agreements with external entities or
contractors who possess specialized expertise and
resources. Contracted services play a critical role
in supporting response efforts during emergencies
and disasters, ensuring that essential functions are
carried out effectively and efficiently.

Distribution Management
The timely and efficient distribution of essential supplies and equipment is crucial for supporting response and recovery operations. During an incident and throughout the immediate post -incident recovery phase, resources are delivered to designated locations for use in response efforts and then distributed to responders and the public as needed.

Supplies and Equipment
Meeting the critical needs of response personnel and the public requires the timely and efficient provision of material resources. The logistical coordination of supplies and equipment involves structured processes for delivering resources to field sites and facilities for emergency response operations. This includes communication coordination, transport resource management, and tracking the movement of supplies and equipment.

Resource delivery refers to the allocation of materials before distribution to recipients. These resources may originate from various sources, including City supply inventories, vendor supply chains, and pre -positioned staging areas within the City of Indian Wells. Additionally, resources can be obtained from external sources, such as private sector agreements (MOUs and MOAs) and other government entities. Supplies and equipment may be delivered to responder

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distribution points and Community Points of Distribution (C-PODs) to ensure effective emergency response and recovery efforts.

Responder Drop Points
When supplies and equipment are delivered to responders, the receiving entity assumes full responsibility for managing and distributing these resources. This may require on -site support, including storage facilities, material handling equipment, and utilities. If needed, the Emergency Operations Center (EOC) Logistics Section can assist in identifying and coordinating additional support to facilitate the off- loading and distribution process. Responder Drop Points are established in coordination with field incident management and may be co -located with Base Camps to ensure efficient resource deployment.

Commodity Points of Distribution (C-PODs)
Following a major disaster, essential commodities such as food, water, and emergency supplies may need to be distributed to affected residents.

Commodity Points of Distribution (C-PODs) serve as centralized locations where the public can access life -sustaining resources in the aftermath of an emergency.

Available commodities may include shelf -stable food, bottled water, and limited supplies such as ice, tarps, and blankets.

The number and placement of C-PODs are determined based on factors such as the size of the affected population and population density. The County of Riverside Emergency Management Department is responsible for the strategic planning of C-PODs. These sites are managed and operated according to standard procedures established by the United States Army Corps of Engineers (USACE) in the FEMA/USACE Guide to Points of Distribution.

Medical Points of Distribution (M-PODs)
During a public health emergency, such as a pandemic or bioterrorism event, preventive medications may be distributed to reduce morbidity and mortality within the community. A Medical Point of Distribution (M -POD) is a designated site where medications, vaccinations, and medical supplies are provided to the public to protect community health.

In the City of Indian Wells, the Riverside County Department of Public Health coordinates the distribution of life-saving medications to local populations.

Various strategies are employed to ensure the timely delivery of preventative

Council Agenda- September 4, 2025
medication during an emergency, including the activation of M -POD sites. These sites are established to provide medications and medical supplies to a healthy population before the onset of illness, helping to mitigate the spread of disease and prevent fatalities.

Critical Resources
The City of Indian Wells recognizes that certain resources may become scarce depending on the nature of an incident. To address this, the City works closely with departments to identify and maintain a list of critical resources necessary for hazard -specific incidents. These lists are regularly reviewed and updated to ensure preparedness for emergencies. Each department defines the essential supplies and equipment needed to sustain critical functions during an incident.

If critical resources become limited or unavailable, resource allocation is coordinated through the City's Emergency Operations Center (EOC) leadership.

Emergency response agencies also maintain specialized hazard -specific equipment, personnel, and facilities in alignment with their operational responsibilities. Departments are responsible for managing their stockpiles and categorizing resources according to established processes.

Additionally, the City of Indian Wells maintains a list of pre -approved vendors that can be queried for supplies and equipment when needed. These vendors undergo a vetting process before resources are requested. While a mayoral emergency declaration may expedite procurement processes, all requests remain subject to state laws and regulations. Vendor information and procurement details are maintained within the City's financial management system.

Specialized Resources
The City of Indian Wells recognizes the need for specialized equipment and resources to support vulnerable populations during emergencies. The appropriate City departments and partnering agencies manage and distribute these resources. For example, resources for elderly individuals requiring assistance are coordinated through relevant support services, while individuals with Disabilities, Access, and Functional Needs (DAFN) receive specialized resources through designated programs. The American Red Cross

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manages Functional Needs Support Service (FNSS) trailers to assist DAFN populations by providing necessary resources in heavily impacted areas.

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SECTION 10 PLAN DEVELOPMENT AND MAINTENANCE
This Plan has been developed to provide guidance and structure for the City of Indian Wells' Emergency Operations. It has been created in collaboration with input from city departments that have primary response or support roles and relevant non -city agencies involved in responding to emergencies ranging from small incidents to large-scale disasters, whether natural or human -caused.

10.1 Plan Maintenance and Evaluation
If, at any time, a department, agency, or stakeholder associated with this Plan changes, develops, or amends any policy, procedure, or operation that will impact the contents of this Plan, they must immediately notify the city emergency services coordinator and/or the Assistant City Manager. This Plan must be updated immediately upon notification or observation of any operational errors or conflicts, and these corrections will be recorded in the Record of Changes.

Periodic revisions will occur in alignment with the planning cycle and as updates are identified through real -world events, training, and exercises. The city's emergency services coordinator will lead this effort. Upon completion of a formal review, all corrections to the Plan will be documented in the Record of Changes.

The City of Indian Wells Emergency Operations Plan is intended to be read and understood before an emergency occurs. This Plan was developed with input from all relevant City of Indian Wells departments and community partners. Once the Plan is completed, it is reviewed by the appropriate working group. After the working group approves it, the plan is submitted to the Mayor of Indian Wells with a recommendation for approval and forwarded to the City Council for adoption.

Once formally approved by the Mayor and adopted by the City Council, this Plan becomes the official City of Indian Wells Emergency Operations Plan.

This Plan was developed with input from all applicable Indian Wells city departments and community partners. It complies with the Federal Emergency Management Agency (FEMA) Comprehensive Preparedness Guide 101, Developing and Maintaining Emergency Operations Plans, Version 3.0 (CPG 101 V.3) .

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10.2 Standard Operating Procedures (SOP)
This Plan is designed to align with and support county, Operational Area, and State emergency plans, along with applicable Standard Operating Procedures (SOPs). In the event of any inconsistency between this Plan and the State Emergency Plan, the State Plan will take precedence.

City SOPs outline the purpose, authority, and standardized procedures for carrying out specific functions or sets of related functions consistently and effectively. These SOPs are intended to guide operations during routine and emergency conditions, but must also be flexible enough to adapt when unforeseen circumstances arise. In such cases, alternative procedures may be implemented to ensure timely and cost-effective operations. Any modification, suspension, or adaptation of established procedures during an emergency should be carefully evaluated, and potential impacts should be thoroughly considered before implementation.

10.3 Training and Exercises
All city department personnel designated responsible for staffing the EOC are required to complete training related to emergency management operations. All designated personnel will be provided a copy of this plan (as noted in the Record of Distribution section of this plan) and are required to read and become familiar with it. The Emergency Services Coordinator or Assistant Manager will notify holders of this plan of training opportunities associated with emergency management and operations.

The City of Indian Wells provides training for city staff designated to respond to the Emergency Operations Center (EOC). EOC responders are required to complete courses through FEMA's Emergency Management Institute and the California Specialized Training Institute (CSTI), including EOC Management and Operations, ICS and EOC Interface, EOC Action Planning, and various section- or position -specific courses. All training is offered locally, and participants receive FEMA and CSTI certifications that meet state credentialing requirements for EOC positions.

An Integrated Preparedness Plan (IPP) will be developed and followed, which will identify and prioritize the levels of training and exercises the city will follow. This IPP should, as best as possible, align with other training and exercises within the

Council Agenda- September 4, 2025
operational area to ensure practice and integration with OA partners as often as possible. The Emergency Services Coordinator will be responsible for the ongoing maintenance of the IPP and ensure that plan reviews, training, and exercises are conducted accordingly.

Partner jurisdictions and agencies having assigned responsibilities under this plan must ensure their assigned personnel are properly trained to carry out their assigned responsibilities. Individual jurisdictions and agencies are responsible for maintaining their own plans, training, and program maintenance. Training and exercises involve a variety of scopes, scales, and participation. Such training events include the following:

Examples of Training Events
Drills
A drill is a small, organized exercise that tests one
specific action, such as
evacuation of a building or sheltering in place.

Tabletop exercises
A tabletop exercise is a discussion -based exercise in a low -stress environment to discuss a possible
emergency scenario.

Functional exercise
A functional exercise is an activity designed to
exercise a single function or multiple functions
through the simulation of a realistic scenario. It is
designed to simulate real conditions in the EOC, such
as time constraints on decision -making, and, by its
nature, allows for a more stressful environment.

Full-scale exercise
A full-scale exercise is an activity involving multiple agencies, jurisdictions, entities, organizations, etc., and exercising multiple functions through the
simulation of a realistic scenario. This exercise includes the mobilization and utilization of City resources.

10.4 City Training and Exercises
Effective Emergency Operations Center (EOC) performance depends on properly trained personnel and consistent practice through exercises. To ensure readiness, the City of Indian Wells maintains a comprehensive training and exercise program aligned with ICS, SEMS, and NIMS standards.

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1. Required Training for EOC Staff
All personnel assigned to EOC roles are required to complete the following baseline emergency management courses:
• ICS -100: Introduction to Incident Command System
• ICS -200: Basic Incident Command System for Initial Response • IS -700: National Incident Management System (NIMS), An Introduction
• IS -800: National Response Framework, An Introduction • SEMS G606
• California Specialized Training Institute (CSTI) EOC Section - Specific Training
Supervisory personnel, Section Chiefs, and leadership positions are strongly encouraged to complete:
• ICS -300: Intermediate ICS for Expanding Incidents
• ICS -400: Advanced ICS for Command and General Staff
Completion of training is documented and maintained by the Emergency Services Coordinator (ESC) and reviewed annually.

2. Annual Citywide EOC Drills
The City of Indian Wells conducts at least one annual citywide EOC exercise to validate plans, test staff readiness, and improve operational coordination. These exercises may include:
• Tabletop exercises (TTX)
• Functional exercises (FE)
• Full-scale exercises FSE) in coordination with field operations Drills are designed around realistic scenarios relevant to the City's hazard profile (e.g., earthquake, wildfire, extreme heat, or power outage).

Following each drill:
• An After -Action Report (AAR) is developed
• Lessons learned are captured
• Improvement actions are assigned and tracked

3. Participation in Countywide SEMS/NIMS Exercises
The City actively participates in Riverside County Operational Area (OA) exercises coordinated by the Emergency Management Department (EMD). These exercises focus on:

Council Agenda- September 4, 2025
• Multi-'urisdictional coordination
• Regional communications testing
• Mutual aid processes
• Resource requesting and management under SEMS
Participation allows the City to evaluate its interoperability with county, state, and federal agencies and ensures compliance with emergency management grant requirements such as EMPG and HSGP.

4. Ongoing Training & Refresher Opportunities
In addition to the core required courses, the ESC will coordinate periodically:
• Just -in -time training during activations- brief, focused training provided immediately before or during an Emergency Operations Center (EOC) activation to ensure staff can effectively perform their assigned roles, especially if they're unfamiliar with specific procedures or tools.
• Refresher courses on WebEOC, ICS forms, and situational awareness tools
• Position -specific training based on the EOC Organizational Chart These opportunities are offered through:
• California Specialized Training Institute (CSTI)
• FEMA Emergency Management Institute (EMI)
• Riverside County EMD
• Local/regional workshops and conferences
Training Frequency and Timeline
Frequency
Training Activity
Target Group
Upon
Assignment
ICS 100/200/700/800, SEMS G606, Section
overview, EOC orientation
All new EOC staff
Annually
Citywide EOC Exercise (Tabletop or
Functional)
All EOC personnel
Annually
Role -specific refresher on ICS forms,
WebEOC, and communications
protocols
Section Chiefs &
support staff

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Every 2-3
Years
ICS 300/400, SEMS, CSTI Section -specific
training refreshers
Supervisors,
Command/General
Staff
Prior to
Large Events
or Disasters
Just -in -Time (JIT) Training for relevant
functions (e.g., resource requests,
WebEOC basics)
Event -specific EOC
personnel
Post-
Activation
After -Action Review (AAR) and
Corrective Action training
All activated staff

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SECTIO

UTHORITES AND
REF±RIENCE'SI

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SECTION 11 AUTHORITIES AND REFERENCES
The following is a list of several basic Federal, State, and local statutes, codes, ordinances, regulations, and other guidance relating to emergency operations.

The list also identifies authorities that might come into play in the course of emergency operations. The cited authorities are not intended to comprehensively list every legal authority that might relate to emergency operations. Therefore, it is important that planners consult with their local legal counsel to identify and address legal issues that might arise in the course of emergency operations. Additional authorities and references are documented in the EOP Annexes and Appendices.

11.1 Federal
Federal authorities and references provide the legal framework and guidelines that govern the response, recovery, and mitigation efforts during disasters and emergencies in the United States. These laws and regulations ensure coordination among federal, state, and local governments as well as private and nonprofit organizations.
key federal authorities and references
• Homeland Security Presidential Directive (HSPD) 5, Management of Domestic Incidents issued February 28, 2003
• Presidential Policy Directive (PPD) 8, National Preparedness issued March 30, 201 1
• U.S. Department of Homeland Security, National Incident Management System (NIMS)
• U.S. Department of Homeland Security, National Protection Framework
• U.S. Department of Homeland Security, National Prevention Framework
• U.S. Department of Homeland Security, National Response Framework (NRF)
• U.S. Department of Homeland Security, National Mitigation Framework
• U.S. Department of Homeland Security, National Recovery Framework
• Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. §§ 5121, et seq.)
• National Fire Protection Association, Safer Act Grant Association Standard No. 1710, 2010

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• Americans With Disabilities Act of 1990, 42 U.S.C. § 12101, et seq. (ADA)
• Post -Katrina Emergency Management Reform Act of 2006 (6 U.S.C. §§ 701, et seq.)
• Sandy Recovery Improvement Act
• The Pets Evacuation and Transportation Standards Act of 2006 • Flood Control and Coastal Emergency Act (33 U.S.C. § 701 n) • NRT-1: Hazardous Materials Emergency Planning Guide and NRT-1 A Plan Review Guide (Environmental Protection Agency's National Response Team)
• National Environmental Policy Act of 1969 (42 U.S.C. §§ 4321, et seq.)

11.2 State
State authorities and references provide the legal basis and structure for emergency response, recovery, and mitigation efforts within a state. These laws and regulations ensure that state agencies, local governments, and other organizations work together effectively to protect public safety and manage disasters. Here are the:

Key State Authorities and References
• California Constitution
• California Emergency Services Act (Government Code §§ 8550, et seq.)
• Standardized Emergency Management System (SEMS) Regulations (19 Cal. Code of Regulations §§ 2400, et seq. and Government Code § 8607)
• California State Emergency Plan
• California Natural Disaster Assistance Act (Government Code §§ 8680, et seq.)
• California State Private Nonprofit (PNP) Organizations Assistance Program, 201 1
• California Hazardous Materials Incident Contingency Plan • California Oil Spill Contingency Plan (Government Code §§ 8670.1, et seq.)
• California Health and Safety Code §§ 251 15 and 251 17; §§ 2550, et seq.; and §§ 25600 through 25610, dealing with hazardous materials • Orders and Regulations selectively promulgated by the Governor during a State of Emergency
• Orders and Regulations promulgated by the Governor to take effect during a State of War
• California Master Mutual Aid Agreement

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• Emergency Management Assistance Compact (Government Code §§ 179, et seq.)

11.3 County
Riverside County's emergency management framework is guided by state and federal laws, but it also incorporates local ordinances and policies to manage disasters within the county effectively. These authorities and references ensure coordination between county agencies, local jurisdictions, and external partners during emergencies. Key authorities include:

Key County Authorities and References
• County of Riverside, California, Code of Ordinances; Title 2 - Administration: Chapter 2.100 - Emergency Management
Organization
• County of Riverside Emergency Services Ordinance 533.7; item 3.16 on April 30, 2019 (effective May 30, 2019)
• Resolution, adopting the California Master Mutual Aid Agreement, July 1958
• Resolution SLR -28, adopting Workmen's Compensation Benefits for Disaster Service Workers, June 8, 1988
• Resolution SLR -55, adopting the Emergency Operations Plan, November 15, 1988
• Resolution 95-205, adopting the Standardized Emergency Management System (SEMS), August 15, 1995
• Resolution 95-206, adopting the Operational Area Agreement, August 15, 1995
• Resolution 2006-051 adopting the National Incidental Management System (NIMS) within the County of Riverside on February 28, 2006 • Resolution adopting the County of Riverside Multi -Jurisdictional Local Hazard Mitigation Plan (MJLHMP); item 3.1 1 on September 18, 2018 • Resolution 2019-180 adopting the revised County of Riverside Operational Area Emergency Operations Plan on August 6, 2019

11.4 Local
The City of Indian Wells operates under a structured emergency management framework that aligns with state and federal guidelines while incorporating local laws and policies to ensure preparedness, response, and recovery during disasters. These key authorities and references guide the city's efforts to protect public safety and manage emergencies effectively:

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Key Local Authorities and References
• Chapter 2.32 of the Indian Wells Municipal Code
• City of Indian Wells Resolution No. 2024-02, Adopting the City of Indian Wells Local Hazard Mitigation Plan Annex into the Riverside County Operational Area Multi -Jurisdictional Local Hazard Mitigation Plan
• City of Indian Wells Resolution No. 2018-15, A Resolution of the City Council of the City of Indian Wells, Identifying Staff Positions Designated to Sign State and Federal Emergency Financial Assistance Form
• City of Indian Wells, Emergency Operations Plan (2021) • City of Indian Wells, Local Hazard Mitigation Plan (2023) • County of Riverside, Emergency Operations Plan (2022)

11.5 Requirements of the Americans with Disabilities Act and California Access and Functional Needs and Cultural Competency Legislation
Access to emergency services shall not be denied on the grounds of race, color, national origin, sex, age, or disability. To ensure that this goal is met, Title II of the Americans with Disabilities Act (ADA) requires State and local governments to make their programs and services accessible to persons with disabilities. This requirement extends not only to physical access to government facilities, programs, and events but also to policy changes that governmental entities must make to ensure that all people with disabilities and others with access and functional needs can participate in and benefit from the programs and services of State and local governments.

The Americans with Disabilities Act of 1990 (ADA), signed into law on July 26, 1990, by President George H. W. Bush, is a broad civil rights law that prohibits discrimination against people with disabilities and others with access and functional needs, including but not limited to mobility, vision, hearing, cognitive disorders, mental illnesses, and language barriers. In 2008, President George W.

Bush signed an updated version of the ADA, which is known as the ADA Amendments Act (ADAAA). The revised law broadens the scope of the definition of what it means to have a disability. These changes went into effect January 1, 2009. These amendments make it easier for individuals who require additional or differently delivered response assistance to seek protection under the law.

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The lessons documented from the years of assisting individuals who require additional or differently delivered response assistance in disasters show three areas that are repeatedly identified as most important to these individuals:
communications (alert, warning, notification), evacuation (transportation), and sheltering. California Assembly Bill 231 1 (Brown, Chapter 520, Statutes of 2016) added California Government Code section 8593.3, which requires each county and city to integrate access and functional needs upon the next update to its emergency response plan. California Assembly Bills 477 (Cervantes, Ch. 218, Stats . 2019) and 2645 (Rodriguez, Ch. 247, Stats. 2022) amended this code. The new Government Code reads:
8593.3. (a) A county, including cities, shall, upon the next update to its emergency plan, integrate access and functional needs into its emergency plan by addressing, at a minimum, how the access and functional needs of the population are served by the following:

1. Emergency communications, including the integration of interpreters, translators, and assistive technology.

2. Emergency evacuation, including the following:
a. The identification of transportation resources and resources that are compliant with the federal Americans with Disabilities Act of 1990 (42 U.S.C. Sec. 12101 et seq.) for individuals who are dependent on public transportation.
b. Integrating evacuation and transportation plans to account for local resilience center.
c. Ensuring that local community resilience centers are prepared to serve as communitywide assets during extreme heat events and other disasters.
d. Designating available locations that may be necessary to provide respite to individuals during emergencies, including but not limited to extreme heat, cold, or unhealthy air incidents.

Integrating evacuation plans to account for the following:
a. Community resilience center programs, including, but not limited to, the Integrated Climate Adaptation and Resiliency Program (ICARP), Community Resilience and Heat Grant Program developed by the Office of Planning and Research.

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b. Fairground resilience center programs, including, but not limited to, the Fairground and Community Resilience Center Grant Program developed by the Department of Food and Agriculture.

3. Emergency sheltering, including both of the following:
a. Ensuring that designated shelters are compliant with the federal Americans with Disabilities Act of 1990 (42 U.S.C. Sec. 12101 et seq.) or can be made compliant through modification and that showers and bathrooms are fully accessible to all occupants.
b. Integrating sheltering and transportation plans to account for transportation between community resilience centers and shelters Additionally, California Government Code section 8593.3 (c) requires a county, or city and county, to "include representatives from the access and functional needs population" in the planning process "upon the next update to its emergency plan."
Per California Government Code section 8593.3 (f) (1) :
"Access and functional needs population" consists of individuals who have developmental or intellectual disabilities, physical disabilities, chronic conditions, injuries, limited English proficiency or who are non-English speaking, older adults, children, people living in institutionalized settings, or those who are low income, homeless, or transportation disadvantaged, including, but not limited to, those who are dependent on public transit or those who are pregnant.

Diverse populations may require additional or differently delivered response assistance, so emergency planning must address cultural competence. California Senate Bill 160 (Jackson, Ch. 402, Stats. 2019) added section 8593.3.5 to the California Government Code, which states:

A county, including a city and county, shall, upon the next update to its emergency plan, integrate cultural competence into its emergency plan by addressing, at a minimum, how culturally diverse communities within its jurisdiction are served by the following:
• Emergency communications, including the integration of interpreters and translators.
• Emergency evacuation and sheltering.

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• Emergency mitigation and prevention.
• Emergency planning, including drawing on community -based values and customs and incorporating qualified representatives from diverse population groups in the community during the planning process. • Emergency preparedness, including the use of culturally appropriate resources and outreach techniques to educate and prepare community members for emergencies or disasters.

In relation to subdivision (a), a county, including a city and county, shall provide a forum for community engagement in geographically diverse locations in order to engage with culturally diverse communities within its jurisdiction.

In relation to subdivision (a), a county, including a city and county, shall provide a forum for community engagement in geographically diverse locations in order to engage with culturally diverse communities within its jurisdiction.

A county, including a city and county, may establish a separate community advisory board to cohost, coordinate, and conduct outreach for the community engagement forums. The advisory board may assist the county in prioritizing which culturally diverse communities to reach and in implementing strategies related to elements in subdivision (a) for integration into the county emergency plan.

For the City of Indian Wells, a Community Advisory Board established to cohost, coordinate, and conduct outreach for community engagement forums should represent a cross-section of key stakeholders, local expertise, and trusted community voices. Here are suggested participants who could serve on this board:

Potential Members of the Indian
Wells Community Advisory Board
City Council Representative
To provide policy alignment and
represent city leadership.

Emergency Management
Representative
To guide planning and ensure
alignment with city preparedness and
resilience efforts.

Police and/or Fire Department Liaison
(Riverside County Sheriff / Cal Fire)
To provide insight into community
events, senior services, and vulnerable
population outreach.

Local Business Representative (e.g.,
Greater Palm Springs Convention &
To bring perspective on economic
impacts and business continuity.

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Visitors Bureau, Indian Wells Golf
Resort)
Homeowners Association (HOA)
Representatives
To ensure the voice of residents from
gated communities and
neighborhoods is included.

Faith -Based or Civic Group Leaders
(e.g., Southwest Church or Rotary
Club)
To assist with outreach and foster trust
with broader community groups.

CERT Program Member or Trained
Volunteer
To offer a grassroots, community -level
preparedness perspective.

Senior Community Advocate
To represent the interests of specific
age -based populations.

This board should be diverse, collaborative, and empowered to support inclusive engagement while maintaining alignment with the City's goals for emergency planning, community resilience, and public trust.

11.6 CMIST Resource Memory Tool
The City of Indian Wells, in coordination with the Riverside County EMD, utilizes the CMIST resource Memory Tool, which June Isaacson Kailes and Alexandra Enders developed to integrate and coordinate the access and functional needs of the whole community into emergency plans and emergency management activities.

CMIST stands for Communication, Maintaining Health/Medical, Independence, Support Services/Safety, and Transportation. These are the five areas of functional resource needs that individuals may have in a disaster. �1J
I
Independence
CMIST (©June Isaacson Kailes, Disability Policy Consultant)

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CMIST resource examples
• Communication: language access (interpretation services), use of auxiliary aids and devices to communicate
• Maintaining Health/Medical: medications, supplies, services, durable medical equipment, electricity for life -maintaining equipment, breastfeeding and infant/childcare, or nutrition
• Independence: ensure continuity of access to mobility devices, assistive technology, vision and communication aids, and service animals
o Prioritization of self-determination
• Transportation: mass transit and access to transportation services The CMIST Resource Memory Tool is the vehicle through which dialogue between emergency managers and our community happens. Utilizing CMIST helps our community stakeholders provide feedback to plan with our community and helps emergency managers identify resource needs for disaster planning.

The City will make every effort to address the CMIST resource needs of the whole community, and those who may require additional or differently delivered response assistance. Initially, priorities are focused on lifesaving operations, evacuations, and stabilization of the incident.

Planning Focus Area
Description
TDD/TTY & Captioned Alerts
•
Telecommunications and captioned cable
alerts to assist individuals who are hearing -
impaired.

Language Skills of City
Employees
•
Identification of bilingual staff for real-time
interpretation.

Interpretation Service
Contracts
•
Agreements in place with professional
interpretation service providers.

ADA-Compliant Shelter and
Facility Access
•
Ensuring County and Red Cross shelter
facilities are accessible to individuals with
disabilities.

Transportation Assistance for
Physical Needs
•
Pre -identified transportation support for
individuals requiring mobility assistance.

Reverse 911 Telephone
System
•
Targeted emergency phone alerts for
specific geographic areas.

Notification and Warning
Procedures
•
Established, accessible processes for
disseminating emergency warnings.

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Evacuation Considerations
•
Inclusive planning for evacuation
procedures that accommodate access and
functional needs populations.

Emergency Transportation
Issues
•
Addressing transportation logistics for
individuals with specialized needs.

Sheltering Requirements
•
Ensuring shelter environments meet a variety
of physical and medical access needs.

Access to Medications,
Refrigeration, and Power
•
Providing accommodations for medication
storage and powered medical devices.

Mobility Devices and Service
Animal Access
•
Ensuring support for wheelchairs, walkers,
and service animals during transit and
sheltering.

Accessibility of Emergency
Information
•
Emergency communications available in
formats accessible to those with hearing,
vision, or cognitive impairments.

The City will plan for and serve the whole community, including the needs commonly found to necessitate improvement:
• Emergency communications
• Emergency evacuations
• Emergency sheltering
Lessons documented from years of assisting individuals with access and functional needs in disasters show three areas repeatedly identified as needing improvement: communications, evacuation, and sheltering.

11.7 Emergency communications
During a disaster, effective communication becomes especially critical. As such, information delivered at press conferences by public officials and broadcast on television during a disaster needs to be effective, understood, consumable, and actionable by the whole community. Effective communication considerations include:
• Sign Language interpreters for individuals who are deaf or hard of hearing • Alternative formats for individuals who are blind/low vision • Translation services for persons with limited English proficiency or for non- English speaking individuals

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11.8 Emergency Evacuation
When local evacuations become necessary, considerations for the whole community include:
• Accessible transportation options
• Medical needs
• Keeping individuals connected with their families, personal care providers, essential equipment, technologies, and service animals
Proper planning should include agreements and partnerships with local public and private accessible transportation providers to ensure individuals with disabilities and persons with access and functional needs can evacuate safely during emergencies. Emergency evacuation plans should be viewed as living documents because communities change and integrating the needs of the whole community is a dynamic process.

11.9 Sheltering
Shelters can be stressful environments and may, without proper planning, exacerbate the physical and emotional impacts that survivors with access and functional needs experience during disasters.

Sheltering needs to be inclusive and integrated, not segregated. General population shelters need to be in physically accessible locations and equipped with accessible resources (e.g., bathrooms, cots, showers, etc.) to meet the needs of individuals with access and functional needs in a manner that ensures they can remain with their support systems (e.g., personal care provider, service animal, etc.). Assessing potential sheltering facilities before disasters occur is essential, as designated shelters should comply with the requirements of the Americans with Disabilities Act (ADA).

11.10 Cal OES Office of Access and Functional Needs
The County Operational Area receives guidance from the California Governor's Office of Emergency Services (Cal OES) and Office of Access and Functional Needs (OAFN. The Cal OES OAFN has made resources available to assist communities as they integrate access and functional needs within their emergency planning. Two such tools are:

Council Agenda- September 4, 2025
The Cal OES Access and Functional Needs Web Map
To empower emergency managers to identify the access and functional needs - related assets and resources needed to support the health and independence of survivors, the Cal OES Office of Access and Functional Needs partnered with the Cal OES' GIS Division to create the California AFN Web Map - the first -ever searchable, comprehensive, statewide resource for locating AFN-related assets and resources in California.

Using data from the U.S. Census, the web map contains the following information for every county in the State of California:
• Disability - Total number of individuals in each county with a disability, listed into four categories: hearing difficulty, vision difficulty, cognitive difficulty, and ambulatory difficulty
• Culture - The ethnicity and primary language(s) spoken at home within each county
• Age - The age (across the life spectrum) of individuals in every county Web Map Overview of Community Resource Locations Supporting Access and Functional Needs
Resource Category
Description
Accessible Hygiene
Resources
Showers, toileting, and hand -washing
stations that meet Americans with Disabilities
Act (ADA) standards
Accessible Transportation
Organizations providing public
transportation services to seniors and
individuals with disabilities that meet
Americans with Disabilities Act (ADA)
standards
American Sign Language
Interpreting Services
Organizations providing interpretation
services for individuals who are deaf or hard
of hearing
Assistive Technology
Organizations providing devices, equipment
or technology systems, and services for
individuals with disabilities
Community Emergency
Response Teams (CERT)
Programs
Local programs that educate individuals
about disaster preparedness and train them
in basic disaster response skills

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Independent Living Centers
Community -based, nonprofit organizations
designed and operated by individuals with
disabilities
Language Translation
Services
Organizations providing written text or
interpretation services in a language other
than English
Regional Centers
Nonprofit private corporations that contract
with the Department of Developmental
Services to provide or coordinate services
and support for individuals with
developmental disabilities
The Cal OES Office of Access and Functional Needs (OAFN) Library In order to ensure that community leaders, state agencies, advocacy organizations, emergency managers, and others have the best and most current access and functional needs -related planning resources available in an easy -to - access, one -stop -shop central repository, and the OAFN Library. The OAFN Library is a comprehensive clearinghouse for access and functional needs -specific best practices, guidance documents, videos, and more. For additional questions regarding access and functional needs, contact the Cal OES Office of Access and Functional Needs at [email protected]

11.11 Animal Care Considerations
The Pets Evacuation and Transportation Standards Act of 2006 (PETS Act) directs that state and local emergency preparedness plans address the needs of people with pets and service animals after a major disaster, including the Rescue, care, and sheltering animals. The PETS Act amends the Stafford Act and requires evacuation plans to consider the needs of individuals with household pets and service animals prior to, during, and after a major disaster or emergency.

Additionally, California Assembly Bill 781 (Maienschein, Ch. 344, Stats. 2023) adds section 8593.10 to the California Government Code, which states in subdivision b, paragraph 1:
1) Upon the next update of a city or county's emergency plan:
a. A county shall update its emergency plan to designate emergency shelters able to accommodate persons with pets.
b. A city that has previously adopted an emergency plan designating emergency shelter shall update its emergency plan to designate emergency shelters able to accommodate persons with pets.

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c. Whenever a city or county designates any number of emergency shelters, it shall designate at least one emergency shelter that can accommodate persons with pets.
d. Whenever a city or county designates any number of emergency cooling centers, it shall, to the extent practicable, designate at least one cooling center that can accommodate persons with pets. e. Whenever a city or county designates any number of emergency warming centers, it shall, to the extent practicable, designate at least one heating center that can accommodate persons with pets.

The City of Indian Wells contracts with the Riverside County Department of Animal Services, which leads efforts to ensure compliance with the PETS Act and the California Government Code.

The City of Indian Wells will coordinate the evacuation and sheltering of household and service pets in the event of a disaster in conjunction with the Department of Animal Services, animal control officers, and shelter attendants.

Please see the Sheltering Annex for more information.

Council Agenda- September 4, 2025

APPENDICES
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Council Agenda- September 4, 2025

APPENDICES
Appendix A- Glossary of Terms
This Glossary defines terms commonly used in the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS).

Action Plan: "Action Plan" means the plan prepared in the EOC containing the emergency response objectives of that SEMS level reflecting overall priorities and supporting activities for a designated period. The plan is shared with supporting agencies.

After Action Report: A report covering response actions, application of SEMS and NIMS, modifications to plans and procedures, training needs, and recovery activities. After -action reports are required under SEMS after any emergency that requires a declaration of an emergency. Reports are required within 90 days.

Agency Representative: An individual assigned to an incident or to an EOC from an assisting or cooperating agency who has delegated authority to make decisions on matters affecting that agency's participation in the incident or at the EOC. Agency Representatives report to the Liaison Officer.

Area Command: An organization established to 1) oversee the management of multiple incidents that are each being handled by an Incident Command System organization or 2) oversee the management of a very large incident that has multiple Incident Management Teams assigned to it. Area Command has the responsibility to set overall strategy and priorities, allocate critical resources based on priorities, ensure that incidents are properly managed, and ensure that objectives are met, as well as strategies followed.

Assessment: The evaluation and interpretation of measurements and other information to provide a basis for decision -making.

Assignments: Tasks given to resources to perform within a given operational period, based upon tactical objectives in the Incident or EOC Action Plan.

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Assistant: Title for subordinates of the Command Staff positions at the Field SEMS level. The title indicates a level of technical capability, qualifications, and responsibility subordinate to the primary positions. Assistants may be used to supervise unit activities at camps.

Assisting Agency: An agency directly contributing tactical or service resources to another agency.

Available Resources: Incident -based resources that are available for immediate assignment.

Base: The location at an incident where primary logistics functions for an incident are coordinated and administered. There is only one Base per incident. (Incident name or other designator will be added to the term "Base.") The Incident Command Post may be collocated with the Base.

Base Flood: A term used in the National Flood Insurance Program to indicate the minimum size flood to be used by a community as a basis for its floodplain management regulations. The Base Flood is a flood that has a one -percent chance of being equaled or exceeded in any given year. The Base Flood is also known as a 100 -year flood or one -percent chance flood.

Base Flood Elevation (BFE): The elevation for which there is a one -percent chance in any given year that flood levels will equal or exceed it. The BFE is determined by statistical analysis for each local area and designated on the Flood Insurance Rate Map. It is also known as the 100 -Year Flood.

Branch: The organizational level at the SEMS Field Level has functional or geographic responsibility for major parts of incident operations. The branch level is organizationally between the section and division/group in the operations section and between the Sections and units in the logistics section. Branches are identified by Roman Numerals or by functional names (e.g., medical, security, etc.). Branches are used in the same sequences at the SEMS EOC Levels.

Branch Director: The ICS title for individuals responsible for the supervision of a Branch at the Field Level. At SEMS EOC levels, the title Branch Coordinator is preferred.

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Camp: A geographical site within the general incident area, separate from the Incident Base, equipped and staffed to provide sleeping, food, water, and sanitary services to the incident personnel.

Care and Shelter: A phase of operations that meets the food, clothing, and shelter needs of people on a mass care basis.

Chain of Command: A series of management positions in order of authority.

Check -in: The process whereby resources first report to an incident or into an EOC/Check-in location at the SEMS Field level, including the Incident Command Post (Resources Unit), Incident Base, Camps, Staging Areas, Helicases, Helispots, and Division Supervisors (for direct line assignments).

Civil Air Patrol: A civilian auxiliary of the United States Air Force that provides personnel, services, and equipment for specified missions in support of state and local emergency operations.

Clear Text: The use of plain English in radio communications transmissions. No Ten Codes or agency -specific codes are used when utilizing Clear Text.

Command: The act of directing and/or controlling resources at an incident by virtue of explicit legal, agency, or delegated authority. May also refer to the Incident Commander.

Command Post: (See Incident Command Post)
Command Staff: The Command Staff at the Field level consists of the Information Officer, Safety Officer, and Liaison Officer. They report directly to the Incident Commander and may have an assistant or assistant as needed. These functions may also be found at the EOC levels and would be referred to as Management Staff.

Common Operating Picture: A broad view of the overall situation as reflected by situation reports, aerial photography, and other information or intelligence.

Communications Unit: An organizational unit in the Logistics Section responsible for providing communication services at an incident or an EOC. A

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Communications Unit may be a facility (e.g., a trailer or mobile van) used to provide a major part of an Incident Communications Center.

Compensation Unit/Claims Unit: Functional unit within the Finance/Administration Section responsible for financial concerns resulting from property damage, injuries, or fatalities at the incident or within an EOC.

Continuity of Government (COG): All measures that may be taken to ensure the continuity of essential functions of governments in the event of emergency conditions, including the line of succession for key decision makers.

Cooperating Agency: An agency supplying assistance other than direct tactical or support functions or resources to the incident control effort (e.g., American Red Cross, telephone company, etc.).

Coordination: The process of systematically analyzing a situation, developing relevant information, and informing the appropriate command authority of viable alternatives for the selection of the most effective combination of available resources to meet specific objectives. The coordination process (which can be either intra- or inter -agency) does not involve dispatch actions. However, personnel responsible for coordination may perform command or dispatch functions within the limits established by specific agency delegations, procedures, legal authority, etc. Multi -agency or Inter -agency coordination is found at all SEMS levels.

Cost Sharing Agreements: Agreements between agencies or jurisdictions to share designated costs related to incidents. Cost -sharing agreements are normally written but may be verbal between authorized agencies or jurisdictional representatives at the incident.

Cost Unit: Functional unit within the Finance/Administration Section responsible for tracking costs, analyzing cost data, making cost estimates, and recommending cost -saving measures.

Damage Assessment: The process utilized to determine the magnitude of damage and the unmet needs of individuals, businesses, the public sector, and the community caused by a disaster or emergency event.

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Declaration: The formal action by the President to make a State eligible for major disaster or emergency assistance under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, PL 3-288, as amended (the Stafford Act).

Declaration Process: When a disaster strikes, local authorities and individuals request help from private relief organizations and their state government, which provides all possible assistance. If assistance is beyond their capability, the Governor requests a Presidential declaration of a major disaster or an emergency.

Delegation of Authority: A statement provided to the Incident Commander by the Agency Executive delegating authority and assigning responsibility. The delegation of authority can include objectives, priorities, expectations, constraints, and other considerations or guidelines. Many agencies require a written Delegation of Authority to be given to Incident Commanders prior to their assuming command on larger incidents.

Demobilization Unit: Functional unit within the Planning Section responsible for assuring orderly, safe, and efficient demobilization of incident or EOC-assigned resources.

Department Operations Center: A facility used by a distinct discipline, such as fire, medical, hazardous material, or a unit, such as the Department of Public Works, Department of Health, or local water district. Department operations centers may be used at all SEMS levels above the field response level, depending upon the impact of the emergency.

Deputy Incident Commander (Section Chief or Branch Director): A fully qualified individual who, in the absence of a superior, could be delegated the authority to manage a functional operation or perform a specific task. In some cases, a Deputy could act as relief for a superior and, therefore, must be fully qualified in the position. Deputies may be found as necessary at all SEMS EOC levels.

Direction and Control (Emergency Management): The provision of overall operational control and/or coordination of emergency operations at each level of the Statewide Emergency Organization, whether it be the actual direction of field forces or the coordination of joint efforts of governmental and private agencies in supporting such operations.

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Disaster Assistance Program: A program that provides state funding or reimbursement for local government response -related personnel costs incurred in response to an incident.

Disaster Service Worker: This includes public employees and any unregistered person impressed into service during a State of War emergency, a State of emergency, or a Local Emergency by a person having the authority to command the aid of citizens in the execution of his duties. It does not include anyone registered as an active firefighting member of any regularly organized volunteer fire department, having official recognition and full or partial support of the county, city, town, or district in which such a fire department is located.

Division: Divisions are used to divide an incident into geographical areas of operation. Divisions are identified by alphabetic characters for horizontal applications and, often, by numbers when used in buildings. Divisions are used at SEMS EOC levels and are found organizationally between Branches and Units.

Division or Group Supervisor: The position title for individuals responsible for command of a Division or Group at an Incident. At the EOC level, the title is Division Coordinator.

Documentation Unit: The functional unit within the Planning Section collects, records, and safeguards all documents relevant to an incident or within an EOC.

Emergency: A condition of disaster or of extreme peril to the safety of persons and property caused by such conditions as air pollution, fire, flood, hazardous material incident, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestations or disease, the Governor's warning of an earthquake or volcanic prediction, or an earthquake or other conditions, other than conditions resulting from a labor controversy.

Emergency Alert System: A system that enables the President and federal, state, and local governments to communicate through commercial radio and television broadcast stations with the public in the event of a disaster.

Emergency Management (Direction and Control): The provision of overall operational control and/or coordination of emergency operations at each level of the Statewide Emergency Organization, whether it be the actual direction of

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field forces or the coordination of joint efforts of governmental and private agencies in supporting such operations.

Emergency Management Coordinator: The individual within each jurisdiction that is delegated the day-to-day responsibility for the development and maintenance of all emergency management coordination efforts.

Emergency Operations Center (EOC): A location from which centralized emergency management can be performed. EOC facilities are established by an agency or jurisdiction to coordinate the overall agency or jurisdictional response and support to an emergency.

Emergency Operations Plan: The plan that each jurisdiction has and maintains for responding to appropriate hazards.

Emergency Public Information (EPI): Information disseminated to the public by official sources during an emergency, using broadcast and print media. EPI includes: (1) instructions on survival and health preservation actions to take (what to do, what not to do, evacuation procedures, etc.), (2) status information on the disaster situation (number of deaths, injuries, property damage, etc.), and (3) other useful information (state/federal assistance available).

Emergency Public Information System: The network of information officers and their staff members who operate from EPICs (centers) at all levels of government within the state. The system also includes the news media through which emergency information is released to the public.

Emergency Support Function: A grouping of government and certain private - sector capabilities into an organizational structure to provide the support, resources, program implementation, and services that are most likely to be needed to save lives, protect property and the environment, restore essential services and critical infrastructure, and help victims and communities return to normal, when feasible, following domestic incidents. ESFs serve as the primary operational -level mechanism to provide assistance to State, local, and tribal governments or to Federal departments and agencies conducting missions of primary Federal responsibility.

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EOC Action Plan: The plan developed at SEMS EOC levels contains objectives, actions to be taken, assignments, and supporting information for the next operational period.

Essential Facilities: Facilities that are essential for maintaining the health, safety, and overall well-being of the public following a disaster (e.g., hospitals, law enforcement and fire department buildings, utility facilities, etc.). This may include buildings that have been designated for use as mass care facilities (e.g., schools, churches, etc.).

Evacuation: Organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or potentially dangerous areas and their reception and care in safe areas.

Exercise: Maneuver or simulated emergency condition involving planning, preparation, and execution; carried out for the purpose of testing, evaluating, planning, developing, training, and/or demonstrating emergency management systems and individual components and capabilities to identify areas of strength and weakness for improvement of an emergency operations plan (EOP).

Facilities Unit: Functional unit within the Support Branch of the Logistics Section at the SEMS Field Response Level that provides fixed facilities for the incident. These facilities may include the Incident Base, feeding areas, sleeping areas, sanitary facilities, etc.

Federal Disaster Assistance: Provides in -kind and monetary assistance to disaster victims and state or local government by federal agencies under the provision of the Federal Disaster Relief Act and other statutory authorities of federal agencies.

Federal Disaster Relief Act: Public Law 93-288, as amended, gives the President broad powers to supplement the efforts and available resources of state and local governments in carrying out their responsibilities to alleviate suffering and damage resulting from major (peacetime) disasters.

Federal Emergency Management Agency: This agency was created in 1979 to provide a single point of accountability for all Federal activities related to disaster mitigation and emergency preparedness, response, and recovery.

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Federal Hazard Mitigation Officer (FHMO): The FEMA employee responsible for representing the agency for each declaration in carrying out the overall responsibilities for hazard mitigation and for Subpart M, including coordinating post -disaster hazard mitigation actions with other government agencies at all levels.

Federal Insurance Administration (FIA): This is the government unit, part of FEMA, that administers the National Flood Insurance Program.

Federal Coordinating Officer (FCO): The person appointed by the FEMA Director, or in his/her absence, the FEMA Deputy Director, or alternatively the FEMA Associate Director for Response and Recovery, following a declaration of a major disaster or of an emergency by the President, to coordinate Federal assistance.

Federal On -Scene Commander (OSC): The FBI official is designated upon JOC activation to ensure appropriate coordination of the overall United States government response with federal, state, and local authorities until the Attorney General transfers the LFA role to FEMA.

Field Coordination Center: A temporary facility established by Cal EMA within or adjacent to areas affected by a disaster. It functions under the operational control of the Cal EMA mutual aid regional manager and is supported by mobile communications and personnel provided by Cal EMA and other state agencies.

Finance/Administration Section: This is one of the five primary functions found at all SEMS levels, and it is responsible for all costs and financial considerations. At the incident, the Section can include the Time Unit, Procurement Unit, Compensation/Claims Unit, and Cost Unit.

Flood Hazard Boundary Map (FHBM): the official map of a community showing the boundaries of the flood plain and special flood hazard areas that have been designated. It is prepared by FEMA using the best flood data available when a community enters the emergency phase of the NFIP. The FIRM superseded it after a more detailed study has been completed.

Flood Insurance: The insurance coverage provided under the National Flood Insurance Program.

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Flood Insurance Rate Map (FIRM): The official map of a community prepared by FEMA, which shows the base flood elevation, along with the special hazard areas and the risk premium zones. The study is funded by FEMA and is based on detailed surveys and analysis of the site -specific hydrologic characteristics.

Food Unit: The functional unit within the Service Branch of the Logistics Section is responsible for providing meals for the incident and EOC personnel.

Function: In ICS, function refers to the five major activities: Command, Operations, Planning, Logistics, and Finance/Administration. The same five functions are found at all SEMS EOC levels. At the EOC, the term Management replaces Command.

The term function is used when describing the activity involved, e.g., "the planning function."
Functional Element: Refers to a part of the incident, EOC, or DOC organization such as a section, branch, group, or unit.

General Staff: The group of management personnel reporting to the Incident Commander or to the EOC Director. They may each have a deputy, as needed.

At the Field SEMS level, the General Staff consists of the operations Section Chief, Planning/Intelligence Section Chief, Logistics Section Chief, and Finance/Administration Section Chief
Group: Groups are established to divide the incident into functional areas of operation. Groups are composed of resources assembled to perform a special function that is not necessarily within a single geographic division. (See Division.) Groups are located between Branches (when activated) and Resources in the Operations Section.

Hazard: Any source of danger or element of risk to people or property.

Hazard Mitigation: A cost-effective measure that will reduce the potential for damage to a facility from a disaster event.

Hazard Mitigation Assistance Program: Authorized under Section 404 of the Stafford Act. Provided funding for cost-effective hazard mitigation projects that complement existing post -disaster mitigation programs and activities by providing

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funding for beneficial mitigation measures that are not funded through other programs.

Hazard Mitigation Plan: The plan resulting from a systematic evaluation of nature and extent of vulnerability to the effects of natural hazards present in society that includes the actions needed to minimize future vulnerability to hazards.

Incident: An occurrence or event, either human -caused or by natural phenomena, that requires action by emergency response personnel to prevent or minimize loss of life or damage to property and/or natural resources.

Incident Action Plan: This plan is developed at the field response level and contains objectives reflecting the overall incident strategy, specific tactical actions, and supporting information for the next operational period. It may be oral or written.

Incident Base: Location at the incident where the primary logistics functions are coordinated and administered. (Incident name or other designator will be added to the term "Base.") The Incident Command Post may be collocated with the Base. There is only one Base per incident.

Incident Commander: The individual responsible for the command of all functions at the field response level.

Incident Command Post (ICP): The location where the primary command functions are executed. The ICP may be collocated with the incident base or other incident facilities.

Incident Command System (ICS): The nationally used standardized on -scene emergency management concept specifically designed to allow its user(s) to adopt an integrated organizational structure equal to the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, with responsibility for the management of resources to accomplish stated objectives pertinent to an incident effectively.

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Incident Management Team: The Incident commander and appropriate General and Command Staff personnel assigned to an incident.

Incident Objectives: Statements of guidance and direction necessary for selecting appropriate strategy(s) and tactically directing resources. Incident objectives are based on realistic expectations of what can be accomplished when all allocated resources have been effectively deployed. They must be achievable and measurable yet flexible enough to allow for strategic and tactical alternatives.

Individual Assistance (IA): Supplementary Federal assistance provided under the Stafford Act to individuals and families adversely affected by a major disaster or an emergency. Such assistance may be provided directly by the Federal Government or through State or local governments or disaster relief organizations.

Joint Field Office (JFO): A temporary Federal facility established locally to provide a central point for Federal, State, local, and tribal executives with responsibility for incident oversight, direction, and/or assistance to effectively coordinate protection, prevention, preparedness, response, and recovery actions. The JFO will combine the traditional functions of the JOC, the FEMA DFO, and the JIC within a single Federal facility.

Joint Information Center (JIC): A facility established to coordinate all incident - related public information activities. It is the central point of contact for all news media at the scene of the incident. Public information officials from all participating agencies should collocate at the JIC.

Joint Information System (JIS): Integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, timely information during a crisis or incident operations. The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages; developing, recommending, and executing public information plans and strategies on behalf of the IC; advising the IC concerning public affairs issues that could affect a response effort; and controlling rumors and inaccurate information that could undermine public confidence in the emergency response effort.

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Joint Operations Center (JOC): The JOC is the focal point for all Federal investigative law enforcement activities during a terrorist or potential terrorist incident or any other significant criminal incident. It is managed by the Senior Federal Law Enforcement Officer and becomes a component of the JFO when the National Response Plan is activated.

Jurisdiction: The range or sphere of authority. Public agencies have jurisdiction over an incident related to their legal responsibilities and authority for incident mitigation. Jurisdictional authority at an incident can be political/geographical (e.g., special district city, county, state, or federal boundary lines) or functional (e.g., law enforcement, health department, etc.) (See Multijurisdictional.) Jurisdictional Agency: The agency that has jurisdiction and responsibility for a specific geographical area or a mandated function.

Leader: The ICS title for an individual responsible for a functional unit, task force, or team.

Liaison Officer: A member of the Command Staff at the Field SEMS level responsible for coordinating with representatives from cooperating and assisting agencies. At SEMS EOC levels, the function may be done by a Coordinator and/or within a Section or Branch reporting directly to the EOC Director.

Lifelines: A general term including all systems for storing, treating, and distributing fuel, communications, water, sewage, and electricity.

Life -Safety: Refers to the joint consideration of both the life and physical well- being of individuals.

Local Assistance Center: A facility jointly established by the Federal and State Coordinating Officers within or adjacent to a disaster -impacted area to provide disaster victims a "one -stop" service in meeting their emergency representatives of local, state, and federal governmental agencies, private service organizations and certain representatives of the private sector.

Local Emergency: The duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within the territorial limits of a county, city and county, or city, caused by such conditions as air pollution, fire,

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flood, storm, epidemic, riot, or earthquake or other conditions, other than conditions resulting from a labor controversy, which conditions are or are likely to be beyond the control of the services, personnel, equipment, and facilities of that political subdivision and required the combined forces of political subdivisions to combat.

Local Government: This means local agencies defined in Government Code 8680.2 and special districts as defined in California Code of Regulations, Title 19 Division 2, Chapter 5, CDAA, 2900(y).

Logistics Section: One of the five primary functions found at all SEMS levels. The Section is responsible for providing facilities, services, and materials for the incident or at an EOC.

Major Disaster: Any hurricane, tornado, storm, flood, high-water, wind -driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, drought, fire, explosion, or other catastrophe in any part of the United States which, in the determination of the President, causes damage of sufficient severity and magnitude to warrant major disaster assistance under the Federal Disaster Relief Act, above and beyond emergency services by the Federal Government, to supplement the efforts and available resources of States, local governments, and disaster relief organizations in alleviating the damage, loss, hardship, or suffering caused thereby.

Management by Objectives: In the SEMS field and EOC levels, this is a top -down management activity that involves a three -step process to achieve the desired goal. The steps are establishing the objectives, selecting the appropriate strategy(s) to achieve the objectives, and the direction or assignments associated with the selected strategy.

Mass Care Facility: A location where temporary services are provided to disaster victims during an emergency, which may include lodging, food, clothing, registration, welfare inquiry, first aid, and essential social services.

Master Mutual Aid Agreement: An agreement entered into by and between the State of California, its various departments and agencies, and the various political subdivisions, municipal corporations, and other public agencies of the State of California to assist each other by providing resources during an emergency.

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Mutual aid occurs when two or more parties agree to furnish resources and facilities and render services to each other to prevent and combat any type of disaster or emergency.

Mitigation: Pre -event planning and actions which aim to lessen the effects of potential disaster.

Mobilization: The process and procedures used by all organizations, federal, state, and local, for activating, assembling, and transporting all resources that have been requested to respond to or support an incident.

Multi -Agency Coordination: The participation of agencies and disciplines involved at any level of the SEMS organization working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.

Multi -Agency Coordination System (MACS): The combination of personnel, facilities, equipment, procedures, and communications integrated into a common system. When activated, MACS is responsible for coordinating the assistance of agency resources and support in a multi -agency or multi -jurisdiction environment. A MAC Group functions within the MACS. MACS organizations are used within the California Fire Services.

Multi -Agency Incident: An incident where one or more agencies assist a jurisdictional agency or agencies. The incident may be managed under single or Unified Command.

Multi -jurisdiction Incident: An incident requiring action from multiple agencies that have a statutory responsibility for incident mitigation. In ICS, these incidents will be managed by management.

Multi -purpose Staging Area (MSA): A pre -designated location, such as a County/District Fairgrounds with large parking areas and shelter for equipment and operators, that provides a base for coordinated localized emergency operations, a rallying point for mutual aid coming into an area, and a site for post - disaster population support and recovery.

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Mutual Aid Agreement: Written agreement between agencies and/or jurisdictions in which they agree to assist one another upon request by furnishing personnel and equipment.

Mutual Aid Coordinator: An individual at the local government, operational area, regional, or state level who is responsible for coordinating the process of requesting, obtaining, processing, and using mutual aid resources. Mutual Aid Coordinator duties will vary depending upon the mutual aid system.

Mutual Aid Region: A mutual aid region is a subdivision of Cal EMA established to assist in the coordination of mutual aid and other emergency operations within a state's geographical area, consisting of two or more county (operational) areas.

Mutual Aid Staging Area: A temporary facility established by the California Emergency Services Agency (CaIOES) within or adjacent to affected areas. It may be supported by mobile communications and personnel provided by field or headquarters staff from state agencies and personnel from local jurisdictions throughout the state.

National Disaster Medical System (NDMS): A coordinated partnership between DHS, HHS, DOD, and the Department of Veterans Affairs was established to respond to the needs of victims of public health emergencies. NDMS provides medical response assets and moves patients to healthcare facilities where definitive medical care is received when required.

National Flood Insurance Program (NFIP): This federal program, created by an act of Congress in 1968, provides flood insurance to communities that enact satisfactory floodplain management regulations.

National Incident Management System (NIMS): A set of principles that provides a systematic, proactive approach guiding government agencies at all levels, nongovernmental organizations, and the private sector to work seamlessly to prevent, protect against, respond to, recover from, and mitigate the effects of incidents, regardless of cause, size, location, or complexity, in order to reduce the loss of life or property and harm to the environment.

National Infrastructure Coordination Center (NICC): Managed by the DHS Information Analysis and Infrastructure Protection Directorate, the NICC monitors

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the Nation's critical infrastructure and key resources on an ongoing basis. In the event of an incident, the NICC provides a coordinating vehicle to share information with critical infrastructure and key resources information -sharing entities.

National Response Framework (NRF): A guide to how the Nation conducts all - hazards response.

National Warning System: The federal portion of the civil defense warning system is used to disseminate warning and other emergency information from the warning centers or regions to warning points in each state.

One Hundred (100) -Year Flood: The flood elevation that has a one -percent chance of being equaled or exceeded in any given year. It is known as the base flood elevation.

Operational Area: An intermediate level of the state emergency organization, consisting of a county and all political subdivisions within the county area.

Operational Area Coordinator: The individual within the operational area responsible for a specific function, such as law enforcement, coroner's services, or emergency medical services.

Operational Period: The time scheduled for execution of a given set of operation actions as specified in the Incident or EOC Action Plan. Operational Periods can be of various lengths, although usually not over 24 hours.

Operations Section: One of the five primary functions found at all SEMS levels. The Section is responsible for all tactical operations at the incident or for the coordination of operational activities in the EOC. The Operations Section at the SEMS Field Response Level can include branches, divisions and/or groups, task forces, teams, single resources, and staging areas. At the EOC levels, the Operations Section would contain Branches or Divisions as necessary because of span of control considerations.

Planning Meeting: A meeting is held as needed throughout the duration of an incident to select specific strategies and tactics for incident control operations and service and support planning. On larger incidents, the planning meeting is a

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major element in the development of the Incident Action Plan. Planning meetings are an essential activity at all SEMS EOC levels.

Planning Section: (Also referred to as Planning/Intelligence). One of the five primary functions found at all SEMS levels. Responsible for the collection, evaluation, and dissemination of information related to the incident or an emergency, as well as for the preparation and documentation of Incident or EOC Action Plans. The section maintains information on the current and forecasted situation and on the status of resources assigned to the incident.

Political Subdivision: Includes any city, city and county, county, district, or other local governmental agency or public agency authorized by law.

Preparedness: A continuous cycle of planning, organizing, training, equipping, exercising, evaluating, and taking corrective action in an effort to ensure effective coordination during incident response. Within the National Incident Management System, preparedness focuses on the following elements: planning, procedures and protocols, training and exercises, personnel qualification and certification, and equipment certification.

Prevention: Actions to avoid an incident or to intervene to stop an incident from occurring. Prevention involves actions to protect lives and property. It involves applying intelligence and other information to a range of activities that may include such countermeasures as deterrence operations, heightened inspections, improved surveillance and security operations; investigations to determine the full nature and source of the threat; public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting, or disrupting illegal activity and apprehending potential perpetrators and bringing them to justice.

Public Assistance (PA): Supplementary Federal assistance provided under the Stafford Act to State and local governments or certain private, nonprofit organizations other than assistance for the direct benefit of individuals and families.

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Public Information Officer: The individual at the field or EOC level that has been delegated the authority to prepare public information releases and to interact with the media. Duties will vary depending on the agency and SEMS level.

Reception Area: An area which, through hazard analysis and related preparedness planning, is pre -designated to receive and care for (or provide basic needs for) persons displaced from a hazard area.

Recovery: Activities traditionally associated with providing federal supplemental disaster recovery assistance under a major presidential disaster declaration. These activities usually begin within days after the event and continue after the response activities cease. Recovery includes individual and public assistance programs that provide temporary housing assistance, grants, and loans to eligible individuals and government entities to recover from the effects of a disaster.

Recovery Plan: A plan developed by a State, local, or tribal jurisdiction with assistance from responding Federal agencies to restore the affected area.

Regional Director (RD): A director of a regional office of FEMA or his/her designated representative. As used in the Stafford Act, the Regional Director also means the Disaster Recovery Manager who has been appointed to exercise the authority of the Regional Director for a particular emergency or major disaster.

Regional Emergency Operations Center (REOC): These are facilities found at Cal EMA Administrative Regions. REOCs coordinate information and resources among operational areas and between them and the state level.

Resources: Personnel and equipment available, or potentially available, for assignment to incidents or to EOCs. Resources are described by kind and type and may be used in tactical support or supervisory capacities at an incident or at EOCs.

Resources Management: Efficient management requires a system for identifying available resources at all jurisdictional levels to enable timely and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under the National Incident Management System includes mutual aid agreements, the use of special Federal, State, local, and tribal teams, and resource mobilization protocols.

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Resources Unit: The functional unit within the Planning Section at the SEMS Field Response level is responsible for recording the status of resources committed to the incident. The Unit also evaluates resources currently committed to the incident, the impact that additional responding resources will have on the incident, and anticipated resource needs.

Response: Activities to address the immediate and short-term effects of an emergency or disaster. The response includes immediate actions to save lives, protect property, and meet basic human needs. Based on the situation's requirements, response assistance will be provided to an affected State under the National Response Framework using partial activation of selected ESFs or full activation of all ESFs to meet the needs of the situation.

Safety Officer: A member of the command staff at the incident or within an EOC responsible for monitoring and assessing safety hazards or unsafe situations and developing measures to ensure personnel safety. The Safety Officer may have assistants.

Section: That organization level is responsible for a major functional area of the incident or at an EOC, e.g., operations, planning, logistics, administration/finance.

Section Chief: The ICS title for individuals responsible for command of functional sections: Operations, Planning/Intelligence, Logistics, and Administration/Finance. At the EOC level, the position title will be Section Coordinator.

Service Branch: A branch within the logistics section in the field that is responsible for service activities at the incident, including the communications, medical, and food units.

Shelter Manager: An individual who provides for a shelter facility's internal organization, administration, and operation.

Situation Status Unit: The functional unit within the Planning Section is responsible for the collection, organization, and analysis of incident status information and for analysis of the situation as it progresses. Reports to the Planning Section Chief.

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Span of Control: The supervisory ratio maintained within an ICS or EOC organization. A span of control of five positions reporting to one supervisor is considered optimum.

Special District: A unit of local government (other than a city, county, or city and county) with authority or responsibility to own, operate or maintain a project (as defined in California Code of Regulations 2900(s) for purposes of natural disaster assistance. This may include a joint powers authority established under section 6500 et seq. of the Code.

Stafford Act: Robert T. Stafford Disaster Relief and Emergency Assistance Act, PL 100-707, signed into law November 23, 1988; amended the Disaster Relief Act of 1974, PL 93-288.

Staging Areas: The Operations Section manages Staging Areas, which are locations set up at incidents where resources can be placed while awaiting a tactical assignment.

Staging Area Managers: Individuals within ICS organizational units assigned special managerial responsibilities at Staging Areas (Camp Managers).

Standardized Emergency Management System (SEMS): A system required by the California Government Code for managing response to multi -agency and multi - jurisdiction emergencies in California. SEMS consists of five organizational levels, which are activated as necessary: Field Response, Local Government, Operation Area, Region, and State.

State Agency: Any department, division, independent establishment, or agency of the executive branch of the state government.

State Coordinating Officer (SCO): The person appointed by the Governor to act for the State in cooperation with the Federal Coordinating Officer.

State Emergency Organization: The agencies, boards, and commissions of the executive branch of state government and affiliated private sector organizations.

State Emergency Plan: The State of California Emergency Plan is approved by the Governor.

Council Agenda- September 4, 2025
State of Emergency: The duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within the state caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, earthquake, or other conditions, other than conditions, resulting from a labor controversy, or conditions causing a "state of war emergency", which conditions by reason of magnitude, are or are likely to be beyond the control of the services, personnel, equipment, and facilities of any single county, city, and county, or city and require the combined forces of a mutual aid region or regions to combat.

State of War Emergency: The condition which exists immediately, with or without a proclamation thereof by the Governor, whenever the state or nation is directly attacked by an enemy of the United States, or upon the receipt by the state of a warning from the federal government that such an enemy attack is probable or imminent.

State Operations Center (SOC): An EOC facility operated by CaIEMA at the state level in SEMS.

Strike Team: A set number of resources of the same kind and type that have an established minimum number of personnel.

Subgrantee: An eligible applicant for federally declared disasters.

Supply Unit: Functional unit within the Support Branch of the Logistics Section responsible for ordering equipment and supplies required for incident operations.

Support Branch: A Branch within the Logistics Section in the field responsible for providing personnel, equipment, and supplies to support incident operations. This includes the supply, facilities, and ground support units.

Support Resources: Non -tactical resources are supervised by logistics, planning, finance/administration, or command staff.

Supporting Materials: This refers to several attachments that may be included with an Incident Action Plan, such as a communications plan, map, safety plan, traffic plan, and medical plan.

Council Agenda- September 4, 2025
Task Force: A combination of single resources assembled for a particular tactical need with common communications and a leader.

Technical Assistance: Support is provided to state, local, and tribal jurisdictions when they have the resources but lack the complete knowledge and skills needed to perform a required activity (such as mobile -home park design and hazardous material assessments).

Technical Specialists: Personnel with special skills that can be used anywhere within the ICS or EOC organization.

Technological Hazard: Includes a range of hazards emanating from the manufacture, transportation, and use of such substances as radioactive materials, chemicals, explosives, flammables, agricultural pesticides, herbicides, and disease agents; oil spills on land, coastal waters, or inland water systems; and debris from space.

Terrorism: As defined in the Homeland Security Act of 2002, activity that involves an act that is to human life or potentially destructive of critical infrastructure or key resources is a violation of the criminal laws of the United States or of any State or other subdivision of the United States; and appears to be intended to intimidate or coerce a civilian population, to influence the policy of a government by intimidation or coercion, or to affect the conduct of a government by mass destruction, assassination, or kidnapping.

Time Unit: Functional unit within the Finance/Administration Section responsible for recording time for incidents or EOC personnel and hired equipment.

Triage: A process of priority sorting sick and injured people on the basis of urgency and type of condition presented so that they can be routed to appropriate medical facilities.

Type: This refers to resource capability. A Type 1 resource provides greater overall capability due to power, size, capacity, etc., than would be found in a Type 2 resource. Resource typing provides managers with additional information when selecting the best resource for the task.

Council Agenda- September 4, 2025
Unified Area Command: A Unified Area Command is established when incidents under an Area Command are multi -jurisdictional. (See Area Command and Management.)
Unified Command: In ICS, Unified Command is a unified team effort that allows all agencies responsible for the incident, either geographical or functional, to manage an incident by establishing a common set of incident objectives and strategies. This is accomplished without losing or abdicating agency authority, responsibility, or accountability.

Unit: An organizational element having functional responsibility. Units are commonly used in incident Planning, Logistics, or Finance/Administration Sections and can be used in operations for some applications. Units are also found in EOC organizations.

Unity of Command: The concept by which each person within an organization reports to one and only one designated person.

Council Agenda- September 4, 2025
Appendix B- Lists of Acronyms and Abbreviations
AC
Area Command
ADA
Americans with Disabilities Act
AFN
Access and Functional Needs
ARC
American Red Cross
ARES
Amateur Radio Emergency Services
CalTrans
California Department of Transportation

CAL FIRE
California Department of Forestry and Fire Protection
Cal OES
California Office of Emergency Services
CALWAS
California Warning System
CCP
Casualty Collection Points
CDAA
California Disaster Assistance Act
CDC
Centers for Disease Control, U.S. Public Health Service CEO
Chief Executive Officer
CERCLA
Comprehensive Environmental Response Compensation and
CERT
Community Emergency Response Team
CESA
California Emergency Services Association
CESFRS
California Emergency Service Fire Radio System
CESRS
California Emergency Services Radio System
CHP
California Highway Patrol
CIKR
Critical Infrastructure, Key Resources

CLEMARS
California Law Enforcement Mutual Aid Radio System
CLERS
California Law Enforcement Radio System
CLETS
CLETS California Law Enforcement Telecommunications System CMAS
Commercial Mobile Alert System
COE
Corps of Engineers (US Army)
DCS
Disaster Communications Service
DFCO
Deputy Federal Coordinating Officer
DFO
Disaster Field Office
DHS
Department of Homeland Security
DMAT
Disaster Medical Assistance Team
DOC
Department Operations Center
EAS
Emergency Alert System
EDIS
Emergency Digital Information System
EMAC
Emergency Management Assistance Compact
EMMA
Emergency Managers Mutual Aid
EOC
Emergency Operations Center
EOP
Emergency Operations Plan
EPI
Emergency Public Information
EPIC
Emergency Public Information Center
ESC
Emergency Services Coordinator
ESF
Emergency Support Functions
FBI
Federal Bureau of Investigation
FCC
Federal Communications Commission
FCO
Federal Coordinating Officer
FEMA
Federal Emergency Management Agency

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FHWA
Federal Highway Administration
FTS
Field Treatment Sites
GAR
Governor's Authorized Representative
GIS
Geographic Information System
HAZMAT
Hazardous Materials
HSC
Homeland Security Council
HSOC
Homeland Security Operations Center
HSPD
Homeland Security Presidential Directive
IAP
Incident Action Plan
IC
Incident Commander
ICP
Incident Command Post
ICS
Incident Command System
IDE
Initial Damage Estimate
IMT
Incident Management Team
IPAWS
Integrated Public Alert and Warning System
JFP
Joint Field Office
JPA
Joint Powers Agreement
JIC
Joint Information Center
JIS
Joint Information System
JOC
Joint Operations Center
JTTF
Joint Terrorism Task Force
LAC
Local Assistance Center
MACS
Multi -Agency Coordination System U.S. Army
MARAC
Mutual Aid Regional Advisory Committee
MARS
Military Affiliate Radio System
MMRS
Metropolitan Medical Response Team
MOA
Memorandum of Agreement
MOU
Memorandum of Understanding
NAWAS
National Warning System
NDMS
National Disaster Medical System
NFIP
National Flood Insurance Program
NICC
National Interagency Coordinating Center/
Infrricfri ir'fi irA ( nnrrJinrifinn r nfAr
National
NIFCC
National Interagency Fire Coordination Center
NIMS
National Incident Management System
NMRT
National Medical Response Team
NOAA
National Oceanic and Atmospheric Administration
NOC
National Operations Center
NRF
National Response Framework
NRT
National Response Team
NSC
National Security Council
NSSE
National Special Security Event
NTAS
National Terrorism Advisory System
NVOAD
National Voluntary Organizations Active in Disaster
NWS
National Weather Service
OA
Operational Area

Council Agenda- September 4, 2025
OASIS
Operational Area Satellite Information System
OEM
Office of Emergency Management
OSC
On -Scene Coordinator
PA
Public Affairs
PAO
Public Affairs Officer
PA
Public Assistance
PA/O
Public Assistance Officer
PA#
Project Application Number
PDA
Preliminary Damage Assessment
PDD
Presidential Decision Directive
PFO
Principal Federal Officer
PIO
Public Information Officer
PNP
Private Nonprofit Organization
PW
Project Worksheet
REOC
Regional Emergency Operations Center
ROC
Regional Operations Center
RRCC
Regional Response Coordinating Center
SA
Salvation Army
SAC
Special Agent in Charge
SAP
State Assistance Program
SAR
Search and Rescue
SARA
Superfund Amendment Reauthorization Act (Title III)
SBA
Small Business Administration
SCO
State Coordinating Officer
SEMS
Standardized Emergency Management System
SFLEO
Senior Federal Law Enforcement Officer
SFO
Senior Federal Officer
SHMO
State Hazard Mitigation Officer
SLPS
State and Local Programs and Support Directorate (FEMA) SNAP
Special Needs Awareness Program
SOC
State Operations Center
SOP
Standard Operating Procedure
TEWG
Terrorism Early Warning Group
TWG
Terrorism Working Group
USACE
United States Army Corps of Engineers
USAR
Urban Search and Rescue
USDA
U.S. Department of Agriculture
USFA
United States Fire Administration
USGS
United States Geological Survey
VOAD
Volunteer Organizations Active in Disaster
WMD
Weapons of Mass Destruction
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Council Agenda- September 4, 2025
Appendix C- References and Resources
References
When developing the Emergency Operations Plan (EOP), the following references were used:
1) Federal Emergency Management Agency (FEMA) Guideline a. Comprehensive Preparedness Guide (CPG) 101
b. National Response Framework (NRF)
c. National Incident Management System (NIMS)
d. State of California Planning Best Practices for County Emergency Plans and Integrating Access and Functional Needs within the Emergency Planning Process
2) State and Local Emergency Planning Resources
a. California Emergency Services Act
b. Standardized Emergency Management System (SEMS)
c. Local Hazard Mitigation Plans (LHMP)
3) California Specialized Training Institute (CSTI) Guidance a. EOC Operations Plans
b. EOC Position Credentialing Standards
4) Incident Command System (ICS) Resources
a. ICS Forms and Templates
b. ICS Field Operations Guide
5) Mutual Aid Agreements and Annexes
a. California Mutual Aid Plan
b. Local Emergency Agreements
6) Public Health and Safety Standards
a. Centers for Disease Control and Prevention (CDC) Guidance b. Public Health Emergency Response Plans
7) Historical Incident Data and Lessons Learned

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a. After -Action Reports (AARs) from previous incidents b. Case studies of past emergencies
8) Hazard -Specific Planning Resources
a. Wildfire Response Plans
b. Earthquake Preparedness Guidelines
These references ensure the EOP is compliant with federal, state, and local emergency management standards and addresses all relevant hazards and operational needs.

City of Indian Wells Municipal Code Relating to Emergency Organization and Functions
Title 2, Administration and Personnel, Chapter 2.32 EMERGENCY ORGANIZATION

AND FUNCTIONS
§ 2.32.010Purposes.

The declared purposes of this Chapter are to provide for the preparation and carrying out of plans for the protection of persons and property within this jurisdiction in the event of an emergency; the direction of the emergency organization; and the coordination of the emergency functions with all other public agencies, corporations, organizations, and affected private persons. (Ord. 715 § 1, 2018)
§ 2.32.020Definitions.

As used in this Chapter, "emergency" means the actual or threatened existence of conditions of disaster or of extreme peril to the safety of persons and property within this jurisdiction caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, or earthquake, or other conditions, including conditions resulting from war or imminent threat of war, but other than conditions resulting from a labor controversy, which conditions are or are likely to be beyond the control of the services, personnel, equipment, and facilities, requiring the combined forces of other political subdivisions to combat.
(Ord. 715 § 1, 2018)
§ 2.32.030Disaster Council membership.

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The Indian Wells Disaster Council is hereby created and shall consist of the following:
(a) The Mayor, who shall be chair.
(b) The Director of Emergency Services who shall be vice chair. (c) The Assistant Director of Emergency Services.
(d) Such chiefs of emergency services as are provided for in a current emergency plan of this jurisdiction, adopted pursuant to this Chapter. (e) Such representatives of civic, business, labor, veterans, professional, or other organizations having an official emergency responsibility, as may be appointed by the Director with the advice and consent of the governing body. (Ord. 715 § 1, 2018)
§ 2.32.040Disaster Council powers and duties.

It shall be the duty of the Indian Wells Disaster Council, and it is hereby empowered, to develop and recommend for adoption by this governing body, emergency and mutual aid plans and agreements and such ordinances and resolutions and rules and regulations as are necessary to implement such plans and agreements. The Disaster Council shall meet at least once per year, upon call of the chair or, upon call of the vice chair (in the absence of the chair). (Ord. 715 § 1, 2018)
§ 2.32.050Director and Assistant Director of Emergency Services. (a) There is hereby created the office of Director of Emergency Services. The City Manager shall be the Director of Emergency Services.
(b) There is hereby created the office of Assistant Director of Emergency Services, who shall be appointed by the Director. (Ord. 715 § 1, 2018)
§ 2.32.060Powers and duties of the Director and Assistant Director of Emergency Services.
(a) The Director is hereby empowered to:
(1) Request the governing body to proclaim the existence or threatened existence of a "local emergency" if the governing body is in session, or to issue such proclamation if the governing body is not in session. Whenever a local emergency is proclaimed by the Director, the governing body shall take action

Council Agenda- September 4, 2025
to ratify the proclamation within seven days thereafter or the proclamation shall have no further force or effect.
(2) Request the Governor to proclaim a "state of emergency" when, in the opinion of the Director, the circumstances are beyond the jurisdiction's capacity to adequately respond to or recover from the emergency.
(3) Control and direct the effort of this emergency organization for the accomplishment of the purposes of this Chapter.
(4) Direct cooperation between and coordination of services and staff of this emergency organization; and resolve questions of authority and responsibility that may arise between them.
(5) Represent this jurisdiction in all dealings with public or private agencies on matters pertaining to emergencies as defined herein.
(6) In the event of the proclamation of a "local emergency" as herein provided, the proclamation of a "state of emergency" by the Governor, or the existence of a "state of war emergency," the Director is hereby empowered:
(i) To make and issue rules and regulations on matters reasonably related to the protection of life and property as affected by such emergency; provided, however, such rules and regulations must be confirmed at the earliest practicable time by the governing body;
(ii) To obtain vital supplies, equipment, and such other properties found lacking and needed for the protection of life and property and to bind the jurisdiction for the fair value thereof and, if required immediately, to commandeer the same for public use;
(iii) To require emergency services of any officer or employee and, in the event of the proclamation of a "state of emergency" in the county in which this city is located or the existence of a "state of war emergency," to command the aid of as many citizens of this community as deemed necessary in the execution of duties; such persons shall be entitled to all privileges, benefits, and immunities as are provided by state law for registered disaster services workers; (iv) To requisition necessary personnel or material of the departments or agencies; and
(v) To execute all ordinary power as City Manager, all of the special powers conferred by this Chapter or by resolution or emergency plan pursuant hereto adopted by the governing body, all powers conferred by any statute, by any agreement approved by the governing body, and by any other lawful authority. (b) The Director of Emergency Services shall designate the order of succession to that office; to take effect in the event the Director is unavailable to attend

Council Agenda- September 4, 2025
meetings and otherwise perform duties during an emergency. Such order of succession shall be approved by the governing body.
(c) The Assistant Director shall, under the supervision of the Director and with the assistance of emergency service chiefs, develop emergency plans and manage the emergency programs of this jurisdiction; and shall have such other powers and duties as may be assigned by the Director.
(Ord. 715 § 1, 2018)
§ 2.32.070 Emergency organization.

All officers and employees, together with those volunteer forces enrolled to aid them during an emergency, and all groups, organizations, and persons who may by agreement or operation of law, including persons impressed into service under the provisions of Section 2.32.060(A) (6) (c) of this Chapter, be charged with duties incident to the protection of life and property during such emergency, shall constitute the emergency organization of the City of Indian Wells. (Ord. 715 § 1, 2018)
§ 2.32.080 Compliance with the California Emergency Services Act.

The Indian Wells Disaster Council shall comply with the California Emergency Services Act.
(Ord. 715 § 1, 2018)
§ 2.32.090 Emergency plan.

The Indian Wells Disaster Council shall be responsible for the development of the emergency plan, which plan shall provide for the effective mobilization of all of the resources of this jurisdiction, both public and private, to meet any condition constituting a local emergency, state of emergency, or state of war emergency; and shall provide for the organization, powers and duties, services, and staff of the emergency organization. Such plan shall take effect upon adoption by resolution of the governing body.
(Ord. 715 § 1, 2018)
§ 2.32.100Expenditures.

Any expenditure made in connection with emergency activities, including mutual aid activities, shall be deemed conclusively to be for the direct protection and benefit of the inhabitants and property of Indian Wells. (Ord. 715 § 1, 2018)

Council Agenda- September 4, 2025
§ 2.32.110 Punishment of violations.

It is a misdemeanor, punishable by a fine of not to exceed $1,000, or by imprisonment for not to exceed six months, or both, for any person, during an emergency, to:
(a) Willfully obstruct, hinder, or delay any member of the emergency organization in the enforcement of any lawful rule or regulation issued pursuant to this Chapter, or in the performance of any duty imposed upon him by virtue of this Chapter. (b) Do any act forbidden by any lawful rule or regulation issued pursuant to this Chapter, if such act is of such a nature as to give or be likely to give assistance to the enemy or imperil the lives or property of inhabitants of this City, or to prevent, hinder, or delay the defense or protection thereof.
(c) Wear, carry, or display, without authority, any means of identification specified by the emergency agency of the State.
(Ord. 715 § 1, 2018)
§ 2.32.120Repeal of conflicting ordinances.

Ordinance No. 169 of the City of Indian Wells is hereby revoked; provided, that it is the intent of the City Council in enacting the ordinance codified in this Chapter that it shall be considered a revision and continuation of the Ordinance No. 169 repealed by the ordinance codified in this Chapter, and the status of volunteers shall not be affected by such repeal; nor shall plans and agreements, rules and regulations, or resolutions adopted pursuant to such repealed Ordinance No. 169 be affected by such repeal until amended, modified, or superseded as provided in this Chapter.
(Ord. 715 § 1, 2018)
Resources
For the City of Indian Wells Emergency Operations Plan (EOP), materials and supplies must be sourced internally and externally to ensure emergency readiness. Here are potential sources:

Internal Sources:
1) City Departments
a. Public Works Department: Provides vehicles, heavy equipment, fuel, barricades, sandbags, and tools.
b. Police and Fire Departments: Emergency vehicles, radios, communication gear, first aid kits, and safety equipment.

Council Agenda- September 4, 2025
c. IT Department: Communication systems, computer hardware, emergency management software, and backup systems for critical data.
2) Pre -positioned Emergency Supplies
a. City EOC: Stored emergency response kits, portable communication devices, first aid kits, and personal protective equipment. b. City -owned Facilities: Stored resources like shelter supplies, cots, blankets, and basic hygiene products.

External Sources:
1) Mutual Aid Agreements
a. Riverside County: Emergency equipment, personnel, and additional resources through mutual aid agreements with neighboring cities and the county.
b. Regional Fire and Police Departments: Additional emergency vehicles, specialized teams, and communication support.
2) Private Sector Partnerships
a. Local Businesses: Agreements with grocery stores, hardware stores, gas stations, and pharmacies to provide food, water, building materials, fuel, and medical supplies.
b. Logistics Companies: Local transport companies for emergency fuel and supply deliveries.
c. Utility Providers (Southern California Edison, Coachella Valley Water District): Support for power and water infrastructure repair and materials. 3) Nonprofit and Relief Organizations
a. American Red Cross: Emergency shelter supplies, food, water, and volunteer staffing.
b. Community Emergency Response Teams (CERT): Volunteer assistance, supplies, and local manpower for neighborhood support.
4) State and Federal Resources
a. FEMA: Mobile response units, field supplies, disaster recovery support, and financial aid for emergency supplies.

Council Agenda- September 4, 2025
b. California Office of Emergency Services (Cal OES): Coordination of resources like mobile command centers, emergency supplies, and disaster response teams.
c. National Guard: Heavy equipment, personnel, medical support, and transportation in severe disasters
5) Vendors and Suppliers
a. Pre -contracted Suppliers: Companies with standing contracts to provide bulk emergency supplies such as water, fuel, food, shelter equipment, and medical kits.
b. Local Medical Suppliers: First aid, medical equipment, medications, and PPE through pre -established contracts or emergency agreements. 6) Community Resources
a. Volunteer Organizations (VOAD): Emergency relief supplies and services such as food distribution, shelter management, and medical assistance.

Ensuring that these internal and external resources are properly identified and available in the event of an emergency is essential for effective EOC operations and community resilience.

ember 4, 2025
2025

EMERGENCY OPERATIONS
CENTER

STANDARD OPERATING PROCEDURES

INDIAN WELLS

CALIFORNIA

Council Agenda- September 4, 2025

TABLE OF CONTENTS
PURPOSE, SCOPE, AND ASSUMPTIONS 3
Purpose 3
Scope 3
Key Planning Assumptions 3
EOC LOCATIONS 5
EOC ACTIVATION CRITERIA 7
EOC LEVELS OF ACTIVATION 9
Management Watch 10
EOC Activation Level Three 11
EOC Activation Level Two 12
EOC Activation Level One 13
SEMS EOC ORGANIZATIONAL STRUCTURE 15
EOC ACTIVATION GUIDE 18
EOC Coordinator/Manager Checklist - Activation & Setup Phase 24 OPERATIONAL PERIODS 26
Operational Planning Cycle Timeline 27
DOCUMENTATION 30
Required Forms and Logs 30
RESOURCE REQUESTS 33
Prioritization Criteria 34
DEMOBILIZATION AND DEACTIVATION PROCEDURES 36
After Action Reporting (AAR) and Improvement Plan 37
TRAINING AND EXERCISES 39
Training Frequency and Timeline 41
REFERENCES 42
APPENDICES 44
Appendix A: Situation Summary Example 44
Appendix B: Local Emergency Proclamation Example 46
Appendix C: EOC Briefing Format 48
Appendix D: EOC Phone Numbers 50
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Council Agenda- September 4, 2025

PURPOSE, SCOPE, AND ASSUMPTIONS
Purpose
The purpose of this Standard Operating Procedure (SOP) is to provide detailed operational guidance for the activation, management, and deactivation of the Emergency Operations Center (EOC) for the City of Indian Wells. This SOP supports the City's Emergency Operations Plan (EOP) by outlining the specific steps and responsibilities required to ensure a coordinated and effective response to emergencies and disasters impacting the City.

This SOP is intended to standardize EOC procedures, promote continuity of operations, and enhance coordination among departments, partner agencies, and external stakeholders during all phases of emergency management — preparedness, response, recovery, and mitigation.

Scope
This SOP applies to all City of Indian Wells departments, employees assigned to EOC roles, and affiliated personnel or volunteers supporting emergency response activities. It includes procedures relevant to:
• Activation and staffing of the EOC
• Emergency management structure and coordination under SEMS/NIMS • EOC operational procedures and information management • Communication protocols, including internal, external, and public messaging
• Resource ordering and logistics processes
• Demobilization and transition to recovery
• Documentation and After Action Review (AAR)
Mutual aid partners, the County of Riverside Emergency Management Department, and regional collaborators may also reference this SOP when supporting Indian Wells during an activation.

Key Planning Assumptions
• The EOC may require activation at any level, from intelligence gathering and monitoring to full-scale activation.
• Activation may be required at any time of the day or night. • Communications and utilities may be seriously impaired for several hours to several days.
• Time required to activate will be determined by time of day and availability of staff.
• Staffing the EOC positions must be a priority.
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• Staff may be required to remain in the EOC for extended periods of time (24 hours or longer).
• The EOC may not be habitable for operations, and an alternate site may have to be identified and used.
• Initial personnel activating the EOC may not have had extensive training in EOC procedures.
• Initial activation activities will be overwhelming during a major disaster's first hours.
• Initial information received from the field will most often be incomplete, inaccurate, or unsubstantiated and must be handled as such until confirmed.
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Council Agenda- September 4, 2025

EOC LOCATIONS
EOC
Location / Description
Primary EOC
itihd... —'
Indian Wells EOC/ RSO Substation
44850 Eldorado Dr
Indian Wells, CA 92219
The EOC space is divided into management, operations,
logistics, planning, and finance/administration functions.

An amateur radio area housed in the EOC provides radio, ham radio, and satellite phone capabilities. The amateur radio area is staffed by County of Riverside RACES
members who are both Disaster Communications Services
volunteers and registered Disaster Service Workers.

Additionally, each EOC section has a rolling hard -sided case with EOC supplies that can be transported to an
alternate EOC location, if necessary, should the primary EOC or City Hall be unavailable.

Secondary EOC
Indian Wells City Hall
44950 Eldorado Dr
Indian Wells, CA 92219
The City of Indian Wells has designated an alternate
Emergency Operations Center (EOC) within Indian Wells
City Hall. This facility is equipped to serve as a backup command center in the event that the primary EOC
becomes unusable or inaccessible. The alternate EOC
provides a secure and centralized location for
coordinating emergency management activities and
ensuring continuity of operations during a disaster. It is equipped with essential communication tools, data
management systems, and logistical resources to support the City's emergency response and recovery efforts. The facility is strategically located to facilitate coordination among city officials, first responders, and partnering
agencies, enabling effective management of critical
situations.
,;r -_ . r i.- -
Tertiary EOC
Indian Wells Golf Resort
44500 Indian Wells Ln
Indian Wells, CA 92210
The Indian Wells Golf Resort has been designated as a
tertiary Emergency Operations Center 'EOC) to provide an 1 v
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Council Agenda- September 4, 2025
additional layer of resilience in the City's emergency
response strategy. As a tertiary EOC, the resort offers a secure and spacious location for emergency
management operations if both the primary and alternate EOCs become compromised. The facility is equipped with
essential communication infrastructure, allowing for
seamless coordination among city officials, first responders, and partnering agencies. Additionally, the resort's
expansive grounds can accommodate large-scale
logistical operations, including staging emergency vehicles and equipment. The Indian Wells Golf Resort's capability to serve as an emergency hub ensures that the City remains prepared and adaptable, even in the most challenging
circumstances.
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Council Agenda- September 4, 2025

EOC ACTIVATION CRITERIA
The City of Indian Wells' Emergency Operations Center (EOC) may be activated in whole or in part when an incident exceeds or is anticipated to exceed the capabilities of routine response operations. Activation ensures coordinated management of emergency resources, information, and communications.

Conditions Requiring EOC Activation:

Local
Emergency Declaration
• A declaration of a local emergency by the City Council or the Director of Emergency Services (City Manager or designee) prompts automatic EOC activation. This allows for:
o Coordination of citywide response efforts
o Access to emergency funding and resources
o Streamlined mutual aid and disaster recovery processes Major
Natural or Human -Caused Incident
• The EOC may be activated when an incident poses a
significant threat to public safety, property, or the
environment. Examples include:
o Earthquakes, wildfires, flooding, or extreme heat
o Hazardous material releases or mass casualty events
o Significant utility disruptions (e.g., long-term power outages)
o Dam failure threats or incidents impacting critical
infrastructure
Multi -agency
or Multi -Jurisdictional Coordination
• When coordination between multiple city departments,
special districts, neighboring jurisdictions, or regional partners is required, the EOC provides a centralized location for:
o Unified decision -making
o Resource allocation and prioritization
o Situational awareness and information sharing
• This includes incidents affecting the City of Indian Wells and surrounding areas where inter -agency collaboration is critical At the Request of Riverside County EMD or Operational Area EOC 7

Council Agenda- September 4, 2025
• The City of Indian Wells may be requested to activate its EOC to support broader response operations or regional
coordination, especially when:
o The Riverside County Operational Area (OA) EOC is
activated
o Mutual aid is being provided or received
o County -level emergency declarations are issued
• This ensures interoperability and alignment with the
Operational Area and state -level emergency response
structures.

Significant Public Safety or Special Event
• Pre -planned events that attract large crowds or pose heightened risk may warrant EOC activation for monitoring or operational support. These events may include:
o The BNP Paribas Open at Indian Wells Tennis Garden
o Holiday festivals or community gatherings
o VIP visits or high -profile political events
• In these cases, the EOC may be activated at a minimal staffing level to monitor the event, support emergency
services, and rapidly escalate response if necessary.
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Council Agenda- September 4, 2025

EOC LEVELS OF ACTIVATION

ACTIVATION
LEVEL

CRITERIA

STAFFING LEVEL
MANAGEMEN1
WATCH
Management Watch is often used
during the initial stage of an EOC
activation level but can also be used
as a step down from any level.

Management Watch can also be used
for planned community events,
national/state security issues, and
special or unusual events
• Duty Chief
• Duty Officer
•Other County staff
as necessary
3 (MINOR)
Natural or human -caused events
impacting one jurisdiction or district,
with 50 to 500 people affected and
little to no damage
•Management Staff
•Section & Deputy
Chiefs
• Branches as
necessary
•Units as necessary
2 (MODERATE)
Natural or human -caused events
without widespread damage but
involving two jurisdictions or districts with
500 to 1000 people affected.
•Management Staff
•Section & Deputy
Chiefs
• Branches, as
necessary
•Units, as necessary
1 III
(MAJO
Natural or human -caused events
involving multiple jurisdictions or districts
involving widespread damage and/or
greater than 1000 people affected.
•Management Staff
•Section & Deputy
Chiefs
•AII Branches
•Units, as necessary
The Emergency Operations Center is the focal point for information gathering, disaster analysis, and decision -making. The activation level will directly relate to the size and extent of the situation. This may involve nothing more than minimum staffing to closely monitor potential problems or full activation involving all City departments.

The following procedures are presented as a guide only. It is difficult, if not impossible, to realistically delineate which activation level is currently in operation.

In fact, what you call the level of operation is not important as long as the responsibilities are being accomplished. You will find, generally, that there will be a continuing transition between levels at any given time in a disaster situation. 9

Council Agenda- September 4, 2025
Management Watch
If a potential situation requires increased management staff involvement, the Director of Emergency Services or designee will implement a Management Watch, as described below.

1. The Director of Emergency Services or his/her designee will monitor the situation and recommend initiating a Management Watch.

2. If a Management Watch is initiated, notify the Riverside County Emergency Management Department and any other appropriate departments.
city
EMD Duty Officer Phone Number
(951) 312-5167
EMD Duty Officer Email
[email protected]
WebEOC
WebEOC 10.7 Login

3. The Management Watch will consist of a team of responsible individuals from departments that will have the necessary input into the process.

Participating departments will be determined by the Director of Emergency Services based upon recommendations from Emergency Services staff. This team will normally include representatives from the following departments:
• City Manager's Office
• Public Works Department
• Finance Department
• Community Development Department

4. The duties of the Management Watch team are to collect and analyze information relative to the situation, direct response to the degree necessary, and refer other matters to the appropriate level for executive decision.
o An Event or EOC Action Plan should be developed whenever the City is placed on Management Watch status.

5. Management Watch will be terminated when the situation no longer warrants it, a local emergency is declared, or the EOC is activated at a higher level of readiness.
10

Council Agenda- September 4, 2025
EOC Activation Level Three

1. The Emergency Operations Center will be activated whenever an emergency in the City requires coordination between departments and outside agencies. The EOC may activate when resource requests from outside the City exceed resources used in normal day-to-day operations obtained through existing mutual aid agreements.

2. When the Activation is initiated, notify the Riverside County Emergency Management Department and any other appropriate city departments.

EMD Duty Officer Phone Number
(951) 312-5167
EMD Duty Officer Email
[email protected]
WebEOC
WebEOC 10.7 Login

3. One or more city employees will report to the EOC to gather information and establish a liaison with the impacted area.

4. Minimum staffing can include:
• City Manager
• Operations Section Chief
• Planning/Intelligence Section Chief
• Logistics Section Chief (Purchasing and materials)
• EOC Manager
• Representatives of responding departments or agencies.

5. Normal operations at this level include but are not limited to:
• The affected area will contact the EOC regarding the
situation.
• The EOC Manager will determine if further city notification is required and establish information flow/exchange within the County.
• Tactical information will continue to flow directly to City departments, and those departments will advise the EOC
of pertinent information.
• Fire, Law Enforcement, and Public Works will continue utilizing normal communications and resource request
channels and advise the EOC of pertinent information.
• The EOC Manager will organize the information -gathering effort by assigning the necessary EOC Standardized
11

Council Agenda- September 4, 2025
Emergency Management System (SEMS) positions and
implementing the disaster intelligence gathering.

EOC Activation Level Two

1. This level of increased activation should be implemented when an existing or escalating emergency in the unincorporated areas has impacted or will impact two or more City departments, or when an emergency in the city has substantial potential for requiring the involvement of City resources.

2. When the Activation is initiated, notify the Riverside County Emergency Management Department and any other appropriate city departments.

EMD Duty Officer Phone Number
(951) 312-5167
EMD Duty Officer Email
[email protected]
WebEOC
WebEOC 10.7 Login

3. This level will require additional staffing of the EOC and notification of additional departments or agencies. It will also require the expansion of assignments in support of SEMS. Additional EOC positions may include:
• Liaison Officer
• Public Information Officer (Determined by Event)
• Operations Section Chief (Determined by Event)
• Finance/Administration Section Chief (Auditor/Controller) • Agency Representatives (Special Districts, Volunteer Agencies, etc.)

4. Coordination and communications between City departments and other supporting agencies will increase substantially, and communications traffic at the EOC will increase accordingly. At this point, ensuring that the EOC is staffed and operational will be critical.

5. Fire, Law Enforcement, and Public Works will continue to utilize normal communications channels and advise the EOC of pertinent information.

6. Resource requests should be processed as much as possible through ordinary channels. Other resource requests will be processed through the EOC.
12

Council Agenda- September 4, 2025

7. Disaster intelligence information will continue to be processed, and summaries will be prepared to support decision -making.

8. Documentation of all information will become increasingly important.

EOC Activation Level One

1. This level will be implemented when the emergency condition or potential damage requires or is soon likely to require a heavy commitment of City resources for response. All EOC positions will be filled.

2. When the Activation is initiated, notify the Riverside County Emergency Management Department and any other appropriate city departments.

EMD Duty Officer Phone Number
(951; 312-5167
EMD Duty Officer Email
[email protected]
WebEOC
WebEOC 10.7 Login

3. The EOC Manager will notify all pertinent agencies/departments, convene a special session in the EOC, and inform the Director of Emergency Services.

4. Directors from all involved City departments will be notified to report to the EOC to coordinate the use of their respective City resources.

5. Place EMMA requests with the Riverside County Emergency Management Department. EMMA Request Documentation can be found in the section boxes located in front of each cabinet.

EMD Duty Officer Phone Number
'951) 312-5167
EMD Duty Officer Email
[email protected]
EMD WebEOC
WebEOC 10.7 Login

6. Each agency representative will report on their agency's current involvement and future impact on City resources.

7. The EOC will coordinate all information flow. Fire, Law Enforcement, and Public Works may utilize normal channels as much as possible and advise the EOC of all pertinent information.

8. Fire, Law Enforcement, and Public Works resource requests may be processed through normal channels if possible. Other resource requests will be submitted to the EOC for processing.
13

Council Agenda- September 4, 2025

9. All aspects of EOC operations will be in effect. All required SEMS positions will be filled. Short- and long-range planning will be implemented, including the possibility of working shifts to support 24 -hour EOC operations.

10. Necessary supporting agencies and resource requests will be identified and requested to support extended EOC operations.
14

Council Agenda- September 4, 2025

SEMS EOC ORGANIZATIONAL STRUCTURE
The City of Indian Wells Emergency Operations Center (EOC) operates under a structured Incident Command System (ICS) that aligns with California's Standardized Emergency Management System (SEMS) and the federal National Incident Management System (NIMS). This framework ensures consistent, coordinated, and scalable operations at all levels of emergency response.

Management Section
The Management Section provides the overall
direction and control of EOC operations. The EOC
Director (typically the City Manager or designee)
establishes priorities, makes executive decisions, and
ensures coordination across all sections. Supporting
roles in this section include the Public Information
Officer (PIO), who manages all external
communication, media relations, and public
messaging. The Safety Officer monitors the EOC
environment for health and safety hazards, while the
Liaison Officer serves as the point of contact for
agency representatives and external partners. This
section ensures strategic oversight and effective
coordination across all involved agencies and
departments.

Operations Section
The Operations Section is responsible for managing
tactical operations and implementing the objectives
established by the EOC Director. This section
coordinates directly with field Incident Commanders
and ensures that city departments such as Police,
Fire, Public Works, and Community Services are
carrying out their respective functions effectively. The Operations Section may be divided into branches
such as Fire & Rescue, Law Enforcement, Care &
Shelter, Utilities, and Animal Services, depending on
the nature of the incident. Its primary focus is the
protection of life, property, and the environment.

Planning Section
The Planning Section collects, evaluates, and
disseminates information about the incident. This
section develops the Incident Action Plan (IAP),
maintains situational awareness, and provides
decision -making support through maps, data
analysis, and pro'ections. Units within this section may 15

Council Agenda- September 4, 2025
include Situation Status, Documentation, Technical
Specialists, and Demobilization. The Planning Section
also ensures that all critical incident -related
information is documented and retained for future
reference and after -action review.

Logistics Section
The Logistics Section supports EOC and field
operations by procuring and delivering resources,
equipment, and services. This section is vital to
sustaining ongoing response activities by ensuring
staff have the necessary tools, communications
equipment, facilities, and supplies. It is typically
organized into Communications, Transportation,
Supply, and Facilities branches. The Logistics Section
also coordinates mutual aid and vendor support
when city resources are exhausted.

Finance/Administration
The Finance/Administration Section is responsible for
Section
tracking and managing the financial and
administrative aspects of the response. This includes
timekeeping for personnel, procurement of
emergency supplies, tracking incident -related costs,
and processing claims and reimbursements. Units
may include Time, Cost, Procurement, and
Compensation/Claims. This section plays a critical
role in post -incident recovery by compiling
documentation needed for disaster reimbursement
from Cal OES and FEMA.

Each section is scalable and may activate additional branches or units as needed. Not all positions may be filled in every activation; roles are assigned based on incident complexity and staffing availability. 16

Council Agenda- September 4, 2025
Fire/ Rescue
Chief Mice Emeriti
(or as assigned)
Situation Analysis & Documentation
Primary: Angetar Avila
Alternate. JW Mocn
Coranial IT
Primary: Pads loaner
reennig OVA req.

Records/ Time Keeping
Primary: Daisy ArtpAia
Alienate: EMMA req.

Operations Chief
Pr> y: Dina Purvis
Alterrathe Pan Sarrelo
YaM1
IL Frank Shcdwae
(vas aid -Korth
AFN/ Care a goaltsr/ Mind
Control
Primary' Catherine Manning
Alternate: Red Cross
EOC Director
Primary: Girls Freeland
Alternate: Eric Cep
PIO
Primary: Mlmela Wilkey
Alternate: 1FOep Smith
Planning & Intel Chef
Primary: Jon Berg
Alternate: Luis Rubakava
Atdnawd Planning
itereen Ian Rmemez
Mona Soho* Smensoom
Cornibattien/W/uKgtiee/Da nags
Assessments
Pinery: ery: Wen Renaldus
Alternate: Brian Priebe
Current as of May 2025
EOC Hamper/ Safety Officer
Primary: Ci y ESC
Alternate: EMMA req.

Liaison Officer
Primary: I(It$Mf Nelson
Alternate: EMMA nag.

GIS
Watery: Dina Purvis
Alternate: Oils Rubeicava
Personal/ Vohs r/
Menepanrmt
Pulair Melissa Aneptin
Alt nab BMA req.
gMtenoe a Adadn Chief
winter: Bevtn McCarthy
Alternate: Erika Flores
Expenditures & Comp/ Recovery
Prawn,: Amy Degoab
Menu le Joanna Popes
Pupply a Resource Weddell/
Transportation
Primmer. Stare it'dUM
Alternate: Marla Ahem
Procurement
Primary: Camille Montenala
Acetate: EMMA req.
17

Council Agenda- September 4, 2025

EOC ACTIVATION GUIDE
First Responding Staff WiII:

On arrival, evaluate the integrity of the EOC. Walk completely around the building to determine if it is safe to enter. If it is questionable, do not enter, request Building and Safety for the evaluation of structural integrity, and consider activating an alternate location. (See Page 4 of this document for additional EOC locations) Until additional staff arrive, you are responsible for fulfilling all SEMS functions. As personnel report to the EOC, assign roles according to the EOC Organizational Chart. For more guidance, refer to the EOC Manager Checklist on page 24.

1. Walk around the building to ensure safety prior to entering

2. Enter the building using the Keypad on the back door. If the keypad is not functioning, Section Leaders and Management Section staff have access to a physical key for EOC entry.

3. Power Up Systems and Begin EOC Setup
• Turn on lights, HVAC, and Generator backup power (if
needed).
o Refer to the Generator Startup Quick Reference Guide
for more information.

GENE
4h
yy, S
• Power up all workstations, Wi-Fi routers, monitors, and printers. o Laptops for EOC use are stored in the IT Manager's
Office.
18

Council Agenda- September 4, 2025
o Flash drives containing essential EOC documents are
located inside each section cabinet.
• Set up the landline phone.
o Phones are stored in each section cabinet, with phone jacks positioned at the base of the cabinet.

OPERATIONS
760-773-6658

PLANNING
760-773-6657

LOGISTICS
760-773-6659

FINANCE
760-773-6660
• Set up tables
o Pull -down
cabinet.
can
tables are located next to each section
The "key" to unlock and pull down the tables
be found on top of the Finance Section cabinet.
7 1�
19

Council Agenda- September 4, 2025

4. Initiate Communications
•
Verify the Satellite phone is powered on.
o Refer to the EOC Satellite Communications Quick
Reference Guide for more information
EOC Satellite Phone 8816-327-15261
Ai
•
Verify that the PSEC
radio is on and tuned to the DISASTER NET
frequency, and begin monitoring communications.
o The County of Riverside will use this radio to provide updates if phone lines or cellular service are
unavailable.
pril-i....-1.!!!
..
20

Council Agenda- September 4, 2025
• Verify the VHF
communications.
o This VHF
is set
the PSEC
• Ensure the H
begin monitoring
o This radio
participating
the radio.

Radio is on and begin monitoring
radio provides communication
to the Disaster Net channel. It is
system becomes unavailable.
used
redundancy and
as a backup if
"EOC," and
with
is posted next to
Li
OA radio is powered on, displays
communications.
provides direct communication
HOAs. A list of those HOAs
MON
• Establish contact with field units for situational awareness, Riverside County Operational Area EOC, and other partners as needed. (Please see Emergency Contact list for phone
numbers)
21

Council Agenda- September 4, 2025
• Log into WebEOC
EMD WebEOC WebEOC 10.7 Login
• Request RACES Support for Radios. (Please see Emergency Contact list for phone numbers)

5. Determine the level of activation required. The City Manager, along with the Lieutenant, Fire Chief, and Emergency Operations Center Manager, will determine the level of activation needed.

6. Notify appropriate staff of activation (notification system). • Each Section Chief is responsible for notifying their assigned staff upon EOC activation. They will use the designated notification list provided to them, which includes names, roles, and contact information for all personnel assigned to their section.
• Provide incoming personnel with clear directions to the EOC and specify which entrance they should use for access.

7. Distribute EOC Materials
• Provide Job Action Sheets, ICS forms, pens, maps, and resource directories at each station.
o Section -specific job aids and ICS forms can be found in the rolling cases positioned in front of each section
cabinet.
o Each cabinet is also equipped with supplies.
• Distribute updated contact rosters and activation checklists to all staff.

8. Set Up Organizational Structure
• Assign roles per EOC organization chart (Management,
Operations, Planning, Logistics, Finance/Admin).
• Display organizational chart and operational period objectives on whiteboards or TV screen.
22

Council Agenda- September 4, 2025

9. Begin Documentation
• Start EOC Action Plan (EAP) development for the operational period.
o Record initial briefing on ICS 201 (Incident Briefing). • Begin tracking events using ICS 214 (Unit Log) and ICS 213RR (Resource Requests).
• Begin preparing a Situation Report for the Operational Area EOC.

10. Personnel Sign -In Process
• Set up the ICS 21 1- sign -in sheet on a check -in table at the entrance of the EOC.
• Instruct all incoming personnel to sign in upon arrival, including their name, assigned role, time in, and contact information. • Record sign -in logs for tracking staffing and future reimbursement documentation.

11. Conduct Initial EOC Briefing
• Brief incoming personnel on the situation, objectives, priorities, and safety information.
• Review the operational period timeline and any assigned tasks.

12.Monitor
and Adjust
• Monitor evolving conditions and adjust staffing, resources, or objectives as needed.
23

Council Agenda- September 4, 2025
• Prepare for the next operational period and maintain
situational awareness.

EOC Coordinator/Manager Checklist - Activation & Setup Phase Immediate Actions
• Confirm the need to activate the EOC with the Director of Emergency Services (City Manager) or authorized official.
❑ Determine level of activation (e.g., monitoring, partial, full). • Notify key personnel of the activation:
• Section Chiefs (Ops, Planning, Logistics, Finance/Admin) • PIO, Liaison Officer, Safety Officer
• IT/Facilities Support
Facility Setup
• Unlock and inspect the EOC facility (check for damage, hazards, or access issues).

Power on all essential systems:
• Lights, HVAC, generator (if needed)
• Internet and communications equipment
Set up EOC workstations and ensure:
• Phones, computers, radios are operational
• Job Action Sheets and section binders are distributed • ICS Forms (e.g., ICS -21 1, 214) are available
Confirm clocks are set correctly and wall boards are clean/prepared.

Communications & Systems
Turn on and test all EOC communication systems:
• PSEC radio
• VHF/Disaster Net radio
• Satellite phone
• SharePoint, WebEOC, or digital incident tracking systems Ensure the HOA radio is on and set to the correct channel (if applicable).

Activate Emergency Notification System if needed (Nixle) • The IT Manager is the designated user for the Nixle system and is authorized to send SMS alerts as needed.

Staffing & ICS Structure
❑ Begin ICS 21 1 a check -in log for arriving personnel. ❑ Assign personnel to ICS roles as they arrive.
• See the Organizational Chart to help identify roles.

LE Brief incoming staff on:
24

Council Agenda- September 4, 2025
• Current situation — ICS 201 form
• EOC structure and their roles
• Operational periods and briefings
Display updated EOC Organizational Chart (ICS 207 form).

Initial Coordination
n_ Contact the Riverside County EMD Duty Officer to notify of activation.

EMD Duty Officer Phone
(951) 312-5167
[ Request a SITREP (Situation Report) if applicable.
• If the Operational Area EOC is activated, a Situation Report will be distributed at the end of each operational period.
❑ Initiate coordination with field Incident Command (if active). (Please see Emergency Contact list for phone numbers)
Open communication lines with neighboring jurisdictions and special districts.

Documentation & Reporting
Start an EOC Incident Log or ICS 214 Activity Log.

Begin compiling and displaying initial incident data on status boards or screens.

Ensure Section Chiefs begin ICS 201/202 forms if developing an IAP.

General Support
- Verify food/water/restroom availability for staff.

Ci Coordinate for additional logistical support (e.g., sleeping quarters, supplies) if extended activation is expected.
n Monitor staff welfare, safety, and breaks.
25

Council Agenda- September 4, 2025

OPERATIONAL PERIODS
The EOC Director is responsible for establishing the length and timing of operational periods based on the nature and scale of the incident, staffing capacity, and the tempo of operations. An operational period is a defined time interval (typically 8, 12, or 24 hours) during which specific incident objectives are established and executed.

Establishing
Operational Periods
• Upon activation, the EOC Director will define the initial operational period and communicate it to all EOC staff. o 8 hr, l2hr, 24hr.
• Operational periods may vary depending on incident
complexity and available personnel but should remain
consistent to support effective planning and coordination. o Staffing may be limited during the first 24 hours of an activation, so the operational period should consider the realistic availability of personnel and resources.
• Each operational period begins with a shift briefing and, when applicable, a new EOC Action Plan (EAP).

Planning Meeting
A Planning Meeting is a structured discussion held near the end of each operational period to review incident status, confirm objectives, and finalize strategies and resource assignments for the next operational period.

Schedule
Meeting
• A Planning Meeting is held at least two hours before the start of the next operational period.
• The Planning Section Chief facilitates the meeting under the direction of the EOC Director.
o This meeting ensures unified coordination in setting
objectives, identifying resource needs, and assigning tasks for the upcoming operational period.

Participants
• EOC Director
• Section Chiefs (Operations, Planning, Logistics, Finance/Admin) • Emergency Services Coordinator
26

Council Agenda- September 4, 2025
• PIO, Safety Officer, and Agency Liaisons (as appropriate) Meeting Outcomes
• Updated operational ob'ectives 'ICS 202)
• Revised assignments and staffing 'ICS 204)
• Situational update and resource tracking
• Clarified priorities and unresolved issues
Shift Briefings
• Conducted at the start of each new operational period to:
o Review current incident status and priorities.
o Assign and clarify roles based on the IAP or verbal
instructions.
o Ensure all sections are aligned with the EOC's strategic direction.

Operational Planning Cycle Timeline
("Planning P") - For Full or Partial EOC Activation
This cycle outlines the key steps and meetings conducted during each operational period to support structured, timely, and effective emergency response planning.

Planning Cycle - Overview
Step
Timeframe
Responsible Role
Description

1. Incident
Notification &
Assessment
Hour 0
Public Safety /
Emergency
Services
Coordinator
Incident occurs
and is reported;
City staff assess
need for EOC
activation.

2. Initial EOC
Activation
Hour 0-0.5
EOC Director
EOC is officially
activated; staff
are notified and
initial positions
filled.

3. Initial
Coordination
& Briefing
Hour 0.5-1
EOC Director /
Planning Chief
Brief incoming
staff on the
situation, initial
27

Council Agenda- September 4, 2025
priorities, and
SEMS structure.

4. Establish EOC
Assignments
Hour 1-2
Section Chiefs
Identify and
assign personnel
to functional
roles; begin initial
documentation.

5. Situational
Awareness /
Status Updates
Ongoing
Planning Section
Gather and
display incident
information,
maps, and
resource status in
EOC.

6. Resource &
Coordination
Meeting
-Hour 2-3
Logistics +
Operations
Review and
coordinate
current and
anticipated
resource needs.

7. Prepare for
Planning
Meeting

8. Planning
Meeting
Hour 3-4
-2 hours before
next Operational
Period
Planning Section
Chief
EOC Director +
Section Chiefs
Compile inputs
from all Sections,
draft objectives,
and prepare
meeting agenda.

Establish
objectives,
priorities, and
operational
strategies for next
period.

Complete ICS
forms and
compile
Emergency
Action Plan for
review.

9. EAP
Development
-1-2 hours before
next Operational
Period
Planning Section

10. EAP Approval
& Briefing
Start of
Operational
Period
EOC Director
Approve and
brief staff on the
Emergency
Action Plan and
new assignments.

Carry out
assignments,
update situation
1 1.Implement
and Monitor
EAP
Throughout
Operational
Period
All Sections
28

Council Agenda- September 4, 2025
reports, and track
progress.

12. Begin New
Planning Cycle
Near end of
Operational
Period
Planning Section
Chief
Restart process for
the next
operational
period, based on
updated intel.

Prepare for
Planning
Meeting
Resource/
Coordinatiort
Meeting
Develop
EOC
Assignments
Conduct
Command and
General Staff
Meeting
EvaDllsh Coordination
with IMT
Incident Briefing
Activate EOC
Communicate with
Agency Executive
Incident
notification
Incident
Planning
Meeting
11 Develop
EOC Acton
Con (EAP)
Monitor EAP and
Monitor EOC
Effectiveness
1 1
1 1
1 1
1 ,
1 1
1 ,
1 EOC
Command/
Management
Approves EAP
EAP Briefing
New Otrerahonaf
Period Begins

INDIAN WELLS
29

Council Agenda- September 4, 2025

DOCUMENTATION
Accurate and timely documentation is essential for maintaining situational awareness, supporting operational decision -making, and meeting federal and state reimbursement requirements post -disaster.

Required Forms and Logs
All EOC Sections are responsible for completing the appropriate Incident Command System (ICS) forms and ensuring documentation is submitted to the Planning Section at the end of each operational period.

Form
Title
Purpose
Completed By
ICS 201
Incident Briefing
Used only once at the
onset of an incident to
provide an initial snapshot
of the situation, objectives,
and resources.

EOC Director
ICS 202
Incident
Objectives
Documents the EOC's
overall incident goals for
each operational period
Planning Section
(with input from
Section Chiefs
and approved
by EOC
Director)
ICS 204
Assignment List
Details the assignments
and responsibilities of
personnel for each
functional area.

Section Chiefs
(compiled by
Planning
Section)
ICS 213RR
Resource Request
Form
Used to formally request
personnel, equipment,
supplies, or support
through the Logistics
Section or to the
Operational Area
Any Section
(typically
Operations or
Logistics),
routed through
Logistics
ICS 214
Activity Log
Required for each Section
and Unit to track actions,
decisions, and events
throughout the
operational period.

All Sections and
Branches
(completed by
each assigned
staff)
ICS 209
Incident Status
Summary- (as
needed)
Provides a detailed
summary of significant
events, damages, or
Planning Section
(with input from
Operations and
field reports)
30

Council Agenda- September 4, 2025
casualties during
extended incidents.

Situation Status Boards
Planning Section maintains and updates Situation Status Boards (digital or physical) to reflect real-time incident data including:
• Damage assessments
o Damage assessment data can be collected using
Surveyl 23 or paper forms, then compiled onto a map or
entered into a spreadsheet for display on a monitor.
• Current objectives
o Example: Within the next 48 hours, assess and clear all primary and secondary roadways in the City of Indian Wells impacted by flooding to restore safe access for emergency services and the public, coordinating with Public Works and Caltrans, and documenting progress through hourly status updates to the EOC Operations Section.
• Road closures or hazards
• Resource deployments
• Sheltering and mass care updates
Boards should be visible to all EOC staff and updated regularly during operational periods.

Current Incidents
Shelters Open
ep
Palm Desert High School
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nn ,«y rl„ b
calm oesen
2 Mass Care (OA) Indio Fair
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Grounds
m Desert Fretl
r r,,.

Iergency Road ClosurE
3 u
n
A
De Anza
n
Mountain
Pesor[
y
k ho. z
Way
Indian wells :' Mdes..:c
Intlian Wells
� -Country Club
El Dorado
Vintage Club C ntry Clu _
"A.."
t, - � .y

WARNINGS
Power Outages
100
500
-,n
"b
/
. H;daeat , ,It ..
valley
�
I
w Qmma
Country Club
0 https://www.sce.com/outage-center/check-
outage -status Genasys Pro*

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n
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Esri NASA, NGA, USGS, FEMA i City of Palm Desert, County of Rivers de, California Powered by Esri
Section Documentation Responsibilities
31

Council Agenda- September 4, 2025
Each
Forms
no
Section Chief ensures that their team:
• Completes and submits ICS 214 Activity Logs.
• Submits situation reports and resource status updates as requested.
• Retains key decision -making documentation (e.g., approvals, email communication, maps).
should be submitted digitally or in printed format to the Planning Section later than 1 hour after the close of the operational period.

Document
All
accordance
requirements.

Retention
EOC documentation will be collected, reviewed, and stored in with the City's records retention policy and state audit • This documentation supports:
o Reimbursement from FEMA/Cal OES
o Legal and regulatory compliance
• After Action Reporting (AAR)
o Lessons learned and corrective actions
32

Council Agenda- September 4, 2025

RESOURCE REQUESTS
All resource requests must go through the EOC Logistics Section using the ICS 213RR - Resource Request Form. This ensures proper documentation, tracking, and coordination with the Operational Area (OA) or mutual aid partners.

Identify
the Need
• Field personnel, EOC Section staff, or Department Operations Centers (DOCs) identify a need for personnel, equipment, supplies, or services.

Complete
ICS 213RR
• Clearly describe the resource(s) needed (type, quantity, specifications, delivery location, timeframe).
o Example: Requesting 4 portable light towers (diesel - powered, towable) with fuel, to be delivered to the Indian Wells City Hall parking lot by 1800 hrs today, for nighttime flood response operations.
• Include justification and any operational urgency (e.g., threat to life safety or property,.

Submit
to the Logistics Section
• Logistics will validate the request, check existing inventories, and determine if the resource can be filled internally or needs to be escalated.

Internal
Fulfillment
• If the City can fill the request using existing personnel or supplies, Logistics will coordinate delivery and document completion.

External
Fulfillment
• If the City cannot fulfill the request, Logistics will forward it to the Operational Area EOC for sourcing through mutual aid, regional resources, or private vendors.

Tracking and Status Updates
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Council Agenda- September 4, 2025
• All requests are tracked through the Logistics Section. Status updates will be provided to the requester by the Logistics Resource Unit.

Prioritization Criteria
All resource requests will be evaluated and prioritized according to their impact on restoring or supporting Community Lifelines, which represent the most critical services needed during an emergency:

Safety
and Security
• Law enforcement support, fire/rescue services, evacuation assistance, and public safety resources.
o Example: Requesting security for shelters or road closures around a hazard zone.

Food,
Water, Shelter
• Resources related to mass care, food supply, potable water, and emergency sheltering.
o Example: Bottled water for residents, cots and blankets for temporary shelters, or meals for displaced individuals.

Health
and Medical
• Medical care and public health support, including EMS, hospital surge, mental health services, and patient transport.
o Example: Additional ambulances, field medical tents, or medications.

Energy
(Power & Fuel)
• Electrical grid restoration, generator support, fuel delivery for critical infrastructure or EOC operations.
o Example: Fuel for backup generators at the water
treatment facility.
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Council Agenda- September 4, 2025
Communications
• Restoration or augmentation of public alert systems, 91 1 systems, radio networks, and internet services.
o Example: Satellite phones for field teams or replacement radio batteries.

Transportation
• Debris clearance, road/open route management, and transport for evacuees or emergency personnel.
o Example: Buses for assisted living evacuation or heavy equipment for debris removal.

Hazardous Materials (HazMat)
• Containment, response, and cleanup of chemical, biological, radiological, or nuclear hazards.
o Example: Requesting spill response for hazardous material release on public roads.
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Council Agenda- September 4, 2025

DEMOBILIZATION AND DEACTIVATION PROCEDURES
Demobilization of the Emergency Operations Center (EOC) is a structured process that begins when the incident is stabilized and the City of Indian Wells transitions from response to recovery. Proper demobilization ensures a smooth handoff to long-term recovery operations, maintains documentation for reimbursement and legal purposes, and supports the well-being of staff.

Demobilization Initiation
• The EOC Director will determine when demobilization should begin based on:
o Decreased threat to life, property, and the environment. o Field operations winding down.
o Emergency support functions no longer needed.
o Coordination can be effectively managed through normal City operations or recovery structures.

Demobilization Planning Process

1. Demobilization Meeting
• Led by the EOC Director or Planning Section Chief.
• All EOC Section Chiefs and essential staff attend.
• Reviews current status, remaining objectives, and transition plans

2. Demobilization Checklist Issued
• All sections and units complete their demobilization checklists, including:
o Finalizing documentation (ICS 214s, ICS 213RRs, etc.) o Inventorying and returning equipment and supplies.
o Logging status of outstanding resource requests.
o Noting any items for recovery follow-up.

3. Recovery Transition
• Key personnel from the Planning, Logistics, and Finance/Admin Sections begin working with City departments and external agencies to transition into recovery.
• If necessary, a Recovery Task Force or Recovery Planning Team may be activated under the direction of the City
Manager.

Documentation and Records Management
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Council Agenda- September 4, 2025
• All forms, logs, and records must be submitted to the Planning Section Documentation Unit before EOC deactivation.
• Ensure:
o ICS 214 - Activity Logs are completed by all Sections. o ICS 213RR - All open resource requests are closed out or handed off to the Recovery Team.
o Situation Reports, Maps, and IAPs are archived.

Demobilization Briefing
• A formal demobilization briefing is held before deactivation:
o Recap of the incident and response.
o Transition of responsibilities.
o Instructions on returning equipment, reporting hours, and employee support.
o Reminders about AAR participation and future
improvement planning.

After Action Reporting (AAR) and Improvement Plan
An After Action Report (AAR) and Improvement Plan (IP) are required following any Local Emergency Proclamation, significant EOC activation, or large-scale event affecting the City of Indian Wells.

Requirements
and Oversight
• The City of Indian Wells Emergency Services Coordinator is responsible for initiating and coordinating the AAR process. • The process is supported by all activated EOC Section Chiefs, partner departments, and responding agencies.
• The AAR must follow the Riverside County Emergency
Management Department (EMD) guidance and be submitted
within 90 days of the incident or proclamation.

AAR Development
Process

1. Data Collection and Input
• Conduct internal debriefs with each EOC Section and external stakeholders.
• Use structured feedback tools (e.g., hotwash forms, surveys, interviews).
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Council Agenda- September 4, 2025
•
Gather operational period documentation: ICS 214s, SitReps, 213RRs, IAPs, and incident logs.

2. Content of the AAR
• Incident Overview: Summary of event, timeline, and activation level.
• Objectives & Outcomes: Compare planned objectives to
outcomes.
• Strengths: Practices that worked well or exceeded
expectations.
• Areas for Improvement: Gaps in planning, training,
communication, coordination, or resource management.

3. Improvement Plan (IP) Matrix
• Identifies:
o Corrective Actions
o Responsible Agencies or Individuals
o Timelines for Completion
o Follow -Up Mechanisms
• Must align with Riverside County's Improvement Plan template.

4. Review and Distribution
• The draft AAR/IP is submitted to Riverside County EMD for Operational Area review.
• Finalized versions are:
o Presented to City leadership.
o Shared with participating agencies.
o Retained in city records and integrated into future
planning.

5. Corrective Action Validation
• The City of Indian Wells will track and validate corrective actions through:
o Tabletop or functional exercises.
o Training updates.
o Revisions to the Emergency Operations Plan (EOP) or
SOPs.
• Validation efforts may be coordinated with Riverside County's Integrated Preparedness Plan (IPP).
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Council Agenda- September 4, 2025

TRAINING AND EXERCISES
Effective Emergency Operations Center (EOC) performance depends on properly trained personnel and consistent practice through exercises. To ensure readiness, the City of Indian Wells maintains a comprehensive training and exercise program aligned with ICS, SEMS, and NIMS standards.

Required
All personnel
baseline
Supervisory
encouraged
Completion
Services
Training for EOC Staff
assigned to EOC roles are required to complete the following emergency management courses:
• ICS -100: Introduction to Incident Command System
• ICS -200: Basic Incident Command System for Initial Response • IS -700: National Incident Management System (NIMS), An Introduction
• IS -800: National Response Framework, An Introduction • SEMS G606
• California Specialized Training Institute (CSTI) EOC Section - Specific Training
personnel, Section Chiefs, and leadership positions are strongly to complete:
• ICS -300: Intermediate ICS for Expanding Incidents
• ICS -400: Advanced ICS for Command and General Staff
of training is documented and maintained by the Emergency Coordinator (ESC) and reviewed annually.

Annual
The
validate
These
Drills
profile
Citywide EOC Drills
City of Indian Wells conducts at least one annual citywide EOC exercise to plans, test staff readiness, and improve operational coordination. exercises may include:
• Tabletop exercises (TTX)
• Functional exercises (FE)
• Full-scale exercises (FSE) in coordination with field operations are designed around realistic scenarios relevant to the City's hazard (e.g., earthquake, wildfire, extreme heat, or power outage). 39

Council Agenda- September 4, 2025
• Following each drill:
o An After -Action Report (AAR) is developed
o Lessons learned are captured
o Improvement actions are assigned and tracked
Participation
The
exercises
Participation
and
management
in Countywide SEMS/NIMS Exercises
City actively participates in Riverside County Operational Area (OA) coordinated by the Emergency Management Department (EMD). • These exercises focus on:
o Multi -jurisdictional coordination
o Regional communications testing
o Mutual aid processes
o Resource requesting and management under SEMS
allows the City to evaluate its interoperability with county, state, federal agencies and ensures compliance with emergency
grant requirements such as EMPG and HSGP.

Ongoing
Training & Refresher Opportunities
• In addition to the core required courses, the ESC will coordinate periodic:
o Just -in -time training during activations- brief, focused training provided immediately before or during an
Emergency Operations Center (EOC) activation to ensure
staff can effectively perform their assigned roles, especially if they're unfamiliar with specific procedures or tools. o Refresher courses on WebEOC, ICS forms, and situational awareness tools
o Position -specific training based on the EOC Organizational Chart
• These opportunities are offered through
o California Specialized Training Institute (CSTI)
o FEMA Emergency Management Institute (EMI)
o Riverside County EMD
o Local/regional workshops and conferences
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Council Agenda- September 4, 2025
Training Frequency and Timeline
Frequency
Training Activity
Target Group
Upon
Assignment
ICS 100/200/700/800, SEMS, Section
overview, EOC orientation
All new EOC staff
Annually
Citywide EOC Exercise (Tabletop or
Functional)
All EOC personnel
Annually
Role -specific refresher on ICS forms,
WebEOC, and communications
protocols
Section Chiefs &
support staff
Every 3 Years
SEMS and CSTI Section -specific training
refreshers
Supervisors,
Command/General
Staff
Prior to
Large Events
or Disasters
Just -in -Time (JIT) Training for relevant
functions (e.g., resource requests,
WebEOC basics)
Event -specific EOC
personnel
Post-
Activation
After -Action Review (AAR) and
Corrective Action training
All activated staff
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Council Agenda- September 4, 2025

REFERENCES
This section provides a comprehensive list of key documents, standards, and tools that guide EOC activation, operations, demobilization, and compliance with local, county, state, and federal emergency management requirements.

Federal
Guidance
• FEMA Comprehensive Preparedness Guide (CPG) 101
o Developing and Maintaining Emergency Operations
Plans
• FEMA Comprehensive Preparedness Guide (CPG) 502
o Considerations for Fusion Centers and EOCs
• FEMA National Incident Management System (NIMS)
o Standardizes ICS and multi -agency coordination systems • Homeland Security Exercise and Evaluation Program (HSEEP) o Guidance for developing, conducting, and evaluating
exercises and After Action Reports
State
of California Resources
• California Office of Emergency Services (Cal OES) Emergency Operations Plan Guidelines
• Standardized Emergency Management System (SEMS) Field Guide
• Cal OES Position Credentialing Guidelines
Riverside
County Operational Area Resources
• Riverside County EMD AAR/IP Template
• Riverside County Operational Area EOC Handbook
• Riverside County WebEOC Access and Usage Guide
• Riverside County Integrated Preparedness Plan
City
of Indian Wells Local Documents
• City of Indian Wells Plans
o City of Indian Wells Emergency Operations Plan (EOP)
o City of Indian Wells Recovery Operations Annex
o City of Indian Wells Emergency Fuel Plan Annex
o City of Indian Wells Local Hazard Mitigation Plan
• EOC Job Aids & Equipment Use Guides
42

Council Agenda- September 4, 2025
o EOC Section -Specific Job Aids and Checklists
o ICS Forms Reference Packet
o City EOC Staffing Contact List (Updated regularly)
o City Facility Map and Utility Shutoff Guide
o Generator Start -Up and Operations Guide
o Satellite Phone User Guide
o WebEOC Quick Start Reference
o PSEC and VHF Radio Communication Guide
o HOA Radio Operations Guide
These
references are available in both digital and printed formats within the EOC. EOC staff are introduced to these materials as part of routine trainings and exercises to ensure familiarity and effective use during activations. 43

Council Agenda- September 4, 2025

APPENDICES
Appendix A: Situation Summary Example
City of
Indian Wells
DATE AND TIME:

SITUATION REPORT
CITY OF INDIAN WELLS FLASH REPORT [#01] — [Incident Name] [August 19, 2023, 1611 hours]
PREPARED BY: Indian Wells EOC Planning and Intelligence Section INCIDENT/EVENT NAME: [Incident Name]
ACTIVATION STATUS:

The City of Indian Wells Emergency Operations Center (EOC) is activated at [activation level] in support of the [incident name] response.

INCIDENT/EVENT INFORMATION:
• OA EOC Operational Period: [05/19/2023 - 1230 hrs. to 1900 hrs] CURRENT STATUS:
• [The National Weather Services (NWS) is reporting that Tropical Cyclone Hilary, a Category 4 Hurricane, will bring a high chance for widespread rainfall and gusty winds across Southem California this weekend into early next week.]
OPERATIONAL AREA ACTIVITIES:
• EMD, County Fire, and TLMA are working to ensure sandbags and sand are available. Sandbags are available at select County Fire Stations, and EMD has a supply on hand to restock as needed. Sand will be available at select Fire Stations and posted on County websites and social media. See https://rivcoready.org/active- events for locations for sand to fill sandbags.
• Homeless outreach teams are deployed to make contact and warn at -risk individuals. • Riverside Sheriff is conducting flyovers in the river bottom areas to alert the homeless and at -risk population. • Nixle and WEA messaging is being sent for the Whitewater Channel. • Targeted Nixle messaging will alert communities/areas NWS believes may have significant impacts throughout the operational area.
• EMD, CAP, DPSS, Red Cross, and partner school districts are prepared to utilize cooling centers and establish shelters.
• Indian Wells is in communication with the power utilities, SCE, and I'D to track and respond to power outages.
• Indian Wells has prepositioned generators and equipment for rapid deployment to support cooling centers and shelters if there are extended power outages. **CONFIDENTIAL**

NOT FOR PUBLIC RELEASE OR EXTERNAL SHARING
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Council Agenda- September 4, 2025
• Transportation branch will be monitoring identified historical problem areas and roads that flood, regularly and be prepared to close and clear roads.

CARE AND RECEPTION SHELTER(S):
• *serf Sands Unified
o Palm Desert High School
ROAD CLOSURES:
• California Department of Transportation (CalTrans) https://quickmap.dot.ca.gov/ for the latest road conditions.
• Riverside County Transportation Land Management (TLMA) https://roads.rctlma.org/trans/road main road closures.aspx for the latest county -maintained road conditions.

PUBLIC INFORMATION:
• For current public information visit: https://rivcoready.orgjactive-events WEATHER CONDITIONS:
• National Weather Service San Diego https://www.weather.gov/sgx/ for the latest weather information impacting Riverside County
EOC CONTACT LIST:

Position
Phone Number
EOC Director
Public Information Officer
Operations Section
Logistics Section
Mass Care & Shelter Branch
EMD Duty Officer
45

Council Agenda- September 4, 2025
Appendix B: Local Emergency Proclamation Example

INDIAN WELLS

DECLARATION OF THE EXISTENCE OF A LOCAL EMERGENCY

CITY OF INDIAN WELLS
August 21, 2023
WHEREAS, Indian Wells Municipal Code section 2.32.050(a) empowers the City Manager, acting as the Director of Emergency Services, to proclaim the existence or threatened existence of a local emergency when the City is exposed to an actual or threatened existence of conditions of disaster or of extreme peril to the safety of persons and property within the City and the City Council is not in session; and WHEREAS, the City Manager, as Director of Emergency Services of the City of Indian Wells, does hereby find that:

1. Threatened existence of conditions of extreme peril to the health and safety of persons in Indian Wells are present; and

2. The National Weather Service issued a series of Flood Watches on August 18, 2023, warning of potential significant flooding between August 19, 2023 and August 22, 2023 in multiple counties, including Riverside County; and

3. on August 19, 2023 California Governor Newsome declared a State of Emergency to make additional resources available, including swift water rescue teams and the California National Guard to protect health and safety and preserve the lives and property of the people of the State of California; and

4. Hurricane Hilary, including associated debris flows, is expected to damage or destroy roads in Southern Califomia; and

5. Under the provisions of Government Code section 8558(h), the conditions caused by Hurricane Hilary, by reason of their magnitude, are or are likely to be beyond the control for the services, personnel, equipment, and facilities of any single local government and require the combined resources of a mutual aid region or regions to appropriately respond; and

4. A proclamation of a local emergency will assist in a coordinated public health response to reduce transmission and illness severity, provide assistance to health care providers, coordinate and mitigate public services that may be disrupted from this emergency, and mitiqate any other effects of this emergency on the citizens of the City; and
44-950 Eldorado Drive - Indian Wells, Califomia 92210-7497 - V (760) 346-2489 F (760) 346-0407 www.IndianWells.com
46

Council Agenda- September 4, 2025
August 21, 2023

INDIAN WELLS

CAI IFORNIA

7. Under California Government Code section 863U(b) and Indian Wells Municipal Code section 2.32.U6U(a)(1), a proclamation of local emergency must be ratified by the City Council within seven (7) days to remain in effect.

NOW, THEREFORE, IT IS HEREBY DECLARED, that a local emergency now exists throughout the City; and
IT IS FURTHER DECLARED AND ORDERED that during the existence of said local emergency, the powers, functions, and duties of the emergency organization of this City shall be those prescribed by state law, ordinances, and resolutions of the City of Indian Wells; and
IT IS FURTHER DECLARED AND ORDERED that, without limiting the nature of the foregoing, the City Manager, as Director of Emergency Services, is empowered:
(A) To make and issue rules and regulations on matters reasonably related to the protection of life and property as affected by such emergency; (B) To obtain vital supplies, equipment, and such other properties found lacking and needed for the protection of life and property, and to bind the City for the fair value thereof and, if required immediately, to commandeer the same for public use; (C) To require emergency services of any City officer or employee and, in the event of the proclamation of a state of emergency in Riverside County, to command the aid of as many citizens of this community as he deems necessary in the execution of his duties; such persons shall be entitled to all privileges, benefits and immunities as are provided by state law for registered disaster service workers; (D) To requisition necessary personnel or material to any City department or agency; and
(E) To execute all of his ordinary power as City Manager, all of the special powers conferred upon him by Chapter 2.32 of the Indian Wells Municipal Code or by resolution or emergency plan pursuant thereto adopted by the City Council, all powers conferred upon him by any statute, by any agreement approved by the City Council, and by any other lawful authority. E -SIGNED by Christopher Freeland on 2023-08-21 1 1:03:38 PDT
Christopher J. Freeland
City Manager/ Director of Emergency
Services
44-9`D Eldorado Dnve - Indian Wells, California 92210-7497 - V (760) 346-2489 F (760) 346-0407 WeIIs.com
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Council Agenda- September 4, 2025
Appendix C: EOC Briefing Format
The following items will be presented unless there is no pertinent information for that item or the item is not appropriate for the specific briefing being presented.

Appropriate visual aids should be utilized as needed. The presenter of the briefing should be selected for their ability to speak clearly and distinctly. Participation by representatives of key agencies is encouraged to ensure current and accurate information. (NOTE: A separate briefing will be conducted to outline EOC organizational and administrative procedures.)

1. Overview status of the current situation:
a. Type of event
b. Date/time of initial occurrence
c. Area (s) affected.

2. Casualty Status:
a. Deceased
b. Injured
c. Evacuated
d. Homeless

3. Damage Assessment:
a. Transportation Systems
b. Private Homes
c. Businesses
d. Public Buildings
e. City Facilities

4. Isolated Areas/Special Needs

5. Utilities
a. Water
b. Electricity
c. Gas

6. Communications Systems

7. Medical Capabilities

8. Fire Department Status

9. Law Enforcement Status
a. Sheriff
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Council Agenda- September 4, 2025
b. CHP
c. Local Jurisdictions

10. TLMA - Transportation, land management status
1 1 . Mutual Aid Status

12. Special Problems

13. Disaster Declarations:
a. City
b. County
c. State
d. Federal

14. City EOCs currently activated/Points of Contact

15. Future Anticipated Problems

16. Major Incident Status (Items from Major Incidents Status chart from plans)

17. Weather Forecast

18. Action Plan for the next operational period.
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Council Agenda- September 4, 2025
Appendix D: EOC Phone Numbers
EOC Direct Phone Number: 760-341-0386 or Ext. 251 (from City Hall) Indian Wells EOC Section Specific Phone Lines
(Phones must be plugged into jacks below storage cabinets/tables before use) OPERATIONS: 760-773-6658 (Not currently operable)
PLANNING: 760-773-6657
LOGISTICS: 760-773-6659
FINANCE: 760-773-6660
EOC Satellite Phone: 8816-327-15261
50

EMERGENCE t�ter

MANAGEMENT
ANNEX
2025

INDIAN WELLS

CALI FORNI,A

Council Agenda- September 4, 2025

TABLE OF CONTENTS
INTRODUCTION 3
Purpose 3
Scope 3
SITUATION AND ASSUMPTIONS 5
Situation 5
Assumptions 6
ROLES AND RESPONSIBILITIES 8
City of Indian Wells 8
External Partners 9
CONCEPTS OF OPERATIONS 10
Fuel Prioritization 10
Fuel Procurement and Distribution 11
Fuel Conservation Measures 14
DOCUMENTATION REQUIREMENTS 16
Required Documentation Types 16
Format and Submission 18
Retention and Reimbursement Compliance 20
RESOURCE REQUESTS 24
Requesting Procedure 24
DEMOBILIZATION 29
Demobilization Activities 29
TRAINING AND EXERCISES 32
APPENDICES 35
Appendix A: Beck Oil Letter 35
Appendix B 213 RR Example 36
Appendix C Fuel Tracking Log 37
pg. 2

Council Agenda- September 4, 2025

INTRODUCTION
Purpose
This annex aims to establish a clear and coordinated framework for the acquisition, management, prioritization, and distribution of fuel resources during emergencies or disasters that interrupt regular fuel supply chains in the City of Indian Wells.

Fuel is a critical resource necessary to maintain essential city services, power emergency generators, operate public works equipment, support communication systems, and ensure continuity of government functions. In the absence of a municipal fuel depot and with limited on -site reserves, a focused strategy is vital to ensure that emergency fuel needs are identified and addressed swiftly and efficiently.

This plan outlines roles, responsibilities, and procedures to:
• Ensure continuity of operations at essential city facilities (e.g., City Hall, EOC, Fire Station).
• Support field operations and infrastructure response by fueling public works vehicles and equipment.
• Coordinate with private fuel vendors, such as Beck Oil, for timely delivery and deployment of portable fuel cells or direct fueling services. • Engage with the Riverside County Operational Area (OA) for resource requests if local and vendor capacity is insufficient.
• Implement fuel conservation measures to extend limited supplies when necessary.
• Document fuel usage and procurement for financial tracking and potential reimbursement under disaster recovery programs.

By establishing this plan, the City of Indian Wells strengthens its resilience and preparedness posture, ensuring that fuel -dependent operations can continue uninterrupted or with minimal disruption during an emergency.

Scope
This annex applies to all City of Indian Wells departments, personnel, facilities, and assets involved in emergency preparedness, response, continuity of operations, and recovery that rely on fuel to maintain functionality during incidents that disrupt regular fuel supply chains.
pg. 3

Council Agenda- September 4, 2025
It outlines procedures for managing limited fuel resources, requesting external support, and prioritizing fuel distribution to sustain life safety operations, critical infrastructure, and essential government functions. The plan covers:
• Fuel -dependent assets, including stationary emergency generators, City vehicles, and Vehicle fuel cells.
• Procedures for requesting fuel deliveries through pre -identified vendors (e.g., Beck Oil) or via mutual aid/resource requests through the Riverside County Operational Area.
• Coordination among City departments, especially Public Works, City Management, and Emergency Services, to track usage, assess needs, and support operations.
• Guidance on fuel conservation, allocation, and emergency protocols during prolonged shortages.
• Documentation and cost -tracking mechanisms to support potential reimbursement under local, state, or federal disaster assistance programs.

This annex is applicable during any emergency or disaster that:
• Disrupts access to commercial fueling stations;
• Limits the availability of fuel deliveries;
• Causes widespread power outages requiring sustained generator use; • Impacts citywide transportation or response capability due to fuel shortage.

The annex supports and integrates with the City's Emergency Operations Plan (EOP) and other applicable operational documents to ensure a coordinated and scalable response across all phases of emergency management. pg. 4

Council Agenda- September 4, 2025

SITUATION AND ASSUMPTIONS
Situation
The City of Indian Wells does not maintain a municipal fuel depot or any large - capacity, long-term bulk fuel storage system. As a small city, fuel availability is limited to only essential reserves pre -positioned for emergency use. This lack of infrastructure increases the City's vulnerability during regional or widespread fuel shortages.

Current fuel reserves are limited to:
• City Hall and EOC Generators: Two stationary emergency generators are available, one at City Hall with a 150 -gallon onboard diesel tank and one at the Emergency Operations Center (EOC) with a 75 -gallon tank. Both provide limited run-time, generally between 24 and 72 hours depending on load and usage.
• Golf Resort Fuel Cells: Two 1,000 -gallon fuel cells (one diesel, one gasoline) are located at the Indian Wells Golf Resort maintenance yard. Access and use may be restricted if not coordinated with IWGR staff or if fuel levels are not adequately maintained.
• Portable Vehicle Fuel Cells: Two 50 -gallon vehicle fuel cells are available for field equipment or small generator refueling. These may hold either diesel or gasoline but are not sufficient to support long-term emergency operations.

The City has an existing commercial relationship with Beck Oil, which provides fuel during normal operations. Beck Oil also has the capability to deliver additional portable fuel cells or conduct mobile refueling during an emergency. However, since there is no formal Memorandum of Understanding (MOU) or Agreement (MOA) in place, fuel delivery is not guaranteed and may depend on vendor discretion, regional availability, and route access.

During a disaster or emergency, several critical facilities rely on fuel for operations, including:
• Emergency Operations Center (EOC): The hub of the City's emergency response and coordination. Loss of power or failure of the generator due to lack of fuel would critically impair command and control functions, communication with the County EOC, and situational awareness. • City Hall: Serves as the seat of government and is essential for continuity of operations (COOP). Fueling of the generator ensures staff can operate pg. 5

Council Agenda- September 4, 2025
essential systems, including phones, internet, and public information updates.
• Indian Wells Fire Station (Riverside County Fire Department): While operated under contract, coordination with RVCFD is essential to ensure they have access to fuel resources or support during extended operations in and around the city.
• Public Works Operations: Public Works may require fuel to operate equipment for road clearing, barricade deployment, debris removal, generator transport, or critical infrastructure support. Fuel availability directly affects their response capability and the city's ability to restore services and access routes.

Disruptions in the regional fuel supply chain due to earthquake damage, wildfire impacts, transportation corridor closures, or general panic -buying behavior, could quickly render the City's minimal reserves inadequate. Without pre -planned procedures and coordination, the City may experience severe limitations in its ability to sustain response and recovery operations.

Assumptions
The following assumptions are made to support planning and decision -making regarding emergency fuel management. These assumptions highlight likely conditions during a disaster and guide the operational strategies outlined in this annex:
• Fuel demand will significantly increase during emergencies due to the need to power generators, support emergency response operations, and maintain critical city services. Demand may also rise from surrounding jurisdictions, residents, and private sector partners, placing additional pressure on limited regional supply chains.
• Fuel supply and delivery may be delayed or disrupted as a result of:
o Transportation route closures (e.g., I-10, Hwy 1 1 1, bridges) due to debris, flooding, or structural damage.
o Limited driver or tanker availability from vendors such as Beck Oil during regional or statewide emergencies.
o Competing demands across the Coachella Valley or Riverside County, especially if multiple jurisdictions are affected simultaneously.
• The City does not have a formal MOU/MOA with Beck Oil, meaning fuel delivery during an emergency will be at the vendor's discretion. Beck Oil may not be able to guarantee priority service to Indian Wells unless roads are accessible and regional capacity allows.
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Council Agenda- September 4, 2025
• On -hand fuel reserves are extremely limited and may only provide short- term support for essential functions (12-24hours, depending on usage).

Extended outages or high generator runtimes will deplete reserves quickly. • Mutual aid or external support may be necessary if Beck Oil is unable to deliver fuel. The City will be required to submit resource requests through the Riverside County Operational Area Emergency Operations Center (OA EOC) using standard ICS forms (e.g., ICS-213RR) for state or federal assistance.
• Fuel conservation strategies will be essential to prolong operations. These may include:
o Restricting fuel use to Tier 1 and Tier 2 critical functions. o Implementing generator usage schedules to reduce fuel burn. o Reducing non -essential fleet operations during peak demand periods.
• Fuel tracking and documentation will be required to increase operational awareness and support potential cost recovery through FEMA or Cal OES reimbursement programs. Departments must record fuel usage, delivery dates, equipment types, and costs.
• City staff may need to assume additional responsibilities, including generator monitoring, fuel level tracking, and basic refueling of portable equipment or tanks, especially if vendors or mutual aid resources are unavailable in the early hours of an incident.
• Communication systems may be affected, which could complicate coordination with fuel vendors, suppliers, and external support agencies.

Redundant communications systems, such as satellite phones or radio networks, may be necessary to manage fuel logistics.
pg. 7

Council Agenda- September 4, 2025

ROLES AND RESPONSIBILITIES
Effective fuel management during an emergency requires coordination across multiple city departments and staff positions. The following roles outline key responsibilities to ensure proper oversight, procurement, distribution, conservation, and documentation of fuel use throughout the incident lifecycle.

City of Indian Wells
Role
Responsibility
EOC Director/ City Manager
- Provides overall leadership and policy
direction
- Authorizes activation of the fuel plan
- Approves resource requests
Public Works Director (or
designee) / Fuel Coordinator
- Serves as the primary point of contact
for all fuel -related activities
- Tracks generator fuel levels and
portable reserves
- Coordinates with vendors for
emergency fuel deliveries
- Maintains inventory and fuel usage
logs
- Supports field fueling operations
Logistics Section Chief (EOC)
- Works with Fuel Coordinator to assess
needs and forecast shortages
- Submits ICS-213RR resource requests to
the OA EOC
- Tracks status of fuel orders and
deliveries
- Ensures documentation of fuel use is
collected and archived
Finance/Administration Section
Chief
- Tracks all fuel -related expenses and
procurement records
- Prepares cost documentation for
FEMA/Cal OES reimbursement
- Supports emergency purchasing and
contract documentation
Operations Section Chief
- Coordinates field activities requiring
fuel (e.g., road clearance)
- Communicates field fuel needs to
Logistics
pg. 8

Council Agenda- September 4, 2025
- Ensures equipment is used efficiently to
conserve fuel
Facility Operators / City Staff
- Monitor fuel levels at assigned sites
(as assigned)
and report to the Fuel Coordinator
- Maintain generator run-time and
usage logs
- Follow safety and conservation
procedures
- Assist with refueling if trained
External Partners
Partner
Responsibility
Beck Oil (Fuel Vendor)
- Provides routine and, when feasible,
emergency fuel deliveries
- May deliver portable fuel cells upon
request
- Operates at their discretion during
emergencies (no MOU/MOA in place)
Riverside County Fire
Department (RVCFD)
- Coordinates with the City for
generator support at the Indian Wells
Fire Station
- May assist with refueling logistics under
existing contractual agreements
Riverside County Operational
Area EOC (RivCo EMD)
- Receives and processes the City's
formal resource requests (ICS-213RR)
- Coordinates regional mutual aid or
state -level support through Cal OES or
private vendors during fuel shortages
pg. 9

Council Agenda- September 4, 2025

CONCEPTS OF OPERATIONS
This section outlines the operational approach the City of Indian Wells will take to manage fuel resources during an emergency. It details how fuel will be prioritized, procured, distributed, conserved, and tracked to ensure continuity of essential city functions and support for emergency response activities. Given the City's limited on -hand fuel capacity and dependence on external vendors, the successful execution of this plan requires proactive coordination, situational awareness, and flexibility in adapting to evolving conditions. The procedures described herein are intended to support efficient fuel use, minimize operational disruptions, and enhance overall resilience during incidents that strain or disrupt normal fuel supply chains.

Fuel Prioritization
In the event of a fuel shortage, available fuel will be allocated according to operational priority tiers. Prioritization is based on the criticality of the function, the potential risk to life and safety, and the need to maintain essential government services. The following prioritization tiers will guide allocation decisions:

Tier
Priority Level
Examples of Assets/Operations
Tier 1
Life Safety & Emergency
Response
- EOC generator (City Hall)
- Backup power for City Hall
operations
- Fire Department (RVCFD)
- Sheriff's Dept. (if deployed)
- Satellite phones, radio
systems
Tier 2
Essential City Services &
Infrastructure
- Public Works Yard
equipment
- Fuel trailers, pumps,
chainsaws
- Portable light towers
- Traffic control devices
(electronic signage)
- City fleet used for inspections
or utility work
Tier 3
Community Support &
Recovery
- Shelter/cooling center
generators
- Red Cross support (if
applicable)
- Debris removal
- Supply transport to residents
pg. 10

Council Agenda- September 4, 2025
- Support to reception or LAC
sites
Tier 4
General Government
Support
- Non -critical city fleet
- Administrative vehicles and
offices not engaged in
response
- Landscaping or facility
maintenance equipment
Fuel will only be allocated to lower -tier functions if all Tier 1 and 2 needs are met or if deemed operationally non -essential.

Fuel Procurement and Distribution
The Public Works Director (or designee) initially serves as the Fuel Coordinator until the Emergency Operations Center (EOC) is activated and a specific position identified within the EOC organizational chart assumes this responsibility. The Fuel Coordinator oversees fuel availability, procurement, and distribution throughout the response and recovery phases.

During EOC Activation
Step
1: Assess Current Fuel Reserves
• The Fuel Coordinator, in coordination with the Logistics Section Chief, will:
o Check fuel levels in stationary generators (City Hall, EOC). o Check fuel levels in the two 50 -gallon Vehicle fuel cells. o Contact the Indian Wells Golf Resort Maintenance Yard for fuel level status check.
o Identify any additional stored or in -use reserves.

City HaII Generator
150 gallons- Diesel
EOC Generator
75 gallons - Diesel
Vehicle Fuel Cells
50 gallons - Diesel / Gas
IWGR Maintenance Yard Fuel CeII
1000 gallons- Diesel
IWGR Maintenance Yard Fuel CeII
1000 gallons - Gas
City Vehicle Use Policy: For emergency readiness, the City shall maintain vehicle fuel levels at a minimum of half (1/2) full.

Step
2: Forecast Fuel Needs (Next 24-72 Hours)
• Estimate fuel consumption based on:
pg. 11

Council Agenda- September 4, 2025
Approximate
o Generator run-times
o Anticipated equipment use (e.g., public works
vehicles, pumps, lighting)
o Operational tempo (e.g., continuous vs. partial activation) Burn Rate for normal city day-to-day operations:

Vehicles and Equipment

4.74 gallons/day
To calculate the overall average burn rate per day, the total fuel used over 3 -month period was added and then divided by an estimated 90 days, used as a standard average for the timeframe. This method provides the daily rate based on the total gallons consumed.

City Hall Generator Burn Rate
For a 150 kW (standby rating) Olympian generator at 1,800 rpm / 60 Hz, fuel consumption is approximately:
a
burn
100% load
1 1.60 gal/hr
75% load

9.00 gal/hr
50% load

6.40 gal/hr
EOC Generator Burn Rate
For a 20 kW Generac Diesel generator fuel consumption is approximately 100% load

1.68 gal/hr
75% load

1.38 gal/hr
50% load

1.06 gal/hr
Step
3: Track and Document Fuel Use
• Implement a fuel log to capture:
o Fuel drawdown by location and equipment
o Estimated burn rates
o Daily refueling needs and delivery status
If Additional Fuel is Needed
Step
4: Contact Beck Oil
Beck Oil - Bulk plant in Coachella
• Diesel delivery
• Gas delivery
pg. 12

Council Agenda- September 4, 2025
Note:
obligated.

Jason
Beck
Coachella,
Phone:
442.285.4860
Email:[email protected]
Website:

Poirier - Territory Manager
Oil, Inc. 1 85-1 19 Leoco Lane
CA 192236
760.398.2051 I Cell:
• Fuel Tanks
*See attached Letter in
appendix
http://www.beckoilinc.com
• Attempt to request emergency delivery or drop-off of portable fuel cell(s). Confirm:
o Fuel type (diesel or gasoline)
o Quantity needed
o Preferred delivery location
o Estimated time of arrival
Delivery is at vendor discretion. Beck Oil is not contractually Step
5: If Beck Oil cannot fulfill the request
• The Logistics Section prepares an ICS-213RR Resource Request including:
o Type and amount of fuel needed
o Justification for need
o Preferred delivery site
o Urgency (e.g., hours left of fuel)
• Resource Request must be approved by the Logistics Section Chief and EOC Director.

See
request.
and
(SEMS)
on
• Submit request to the Riverside County Operational Area EOC (RivCo EMD) for coordination.

EMD Duty Officer Phone
Number
(951) 312-5167
EMD Duty Officer Email
[email protected]
WebEOC
WebEOC 10.7 Login
page 25 for more information on how to submit a resource Note: The County maintains its own tiered fuel prioritization system will follow the Standardized Emergency Management System to submit resource requests to the State. Cities should not rely County fuel resources during an emergency. The City of Indian pg. 13

Council Agenda- September 4, 2025
Wells must prioritize and manage its own fuel supply independently for at least 7 days, as County support may be delayed or unavailable due to competing regional needs.
• Request potential:
o Mutual aid support
o Mobile fueling services
Upon Fuel Delivery
Step
6: Log All Fuel Deliveries
• Each delivery or refuel must be logged in the EOC with the following information:
o Date and time of request and delivery
o Fuel type (diesel, gasoline) and quantity delivered
o Facility or equipment refueled
o Name of vendor or delivery personnel
o Name and signature of receiving City staff member
o Notes on any discrepancies, delays, or issues
Fuel Conservation Measures
In the event of limited fuel availability or delivery delays, the following conservation strategies will be implemented to preserve fuel for Tier 1 and Tier 2 priorities and extend overall fuel reserves:

Tier 1
These
operations.
restriction.
& Tier 2 (Critical Operations Only): Maintain Fuel Access tiers include life safety, emergency response, and essential infrastructure Conservation efforts in these tiers focus on efficient use, not • Establish fueling schedules and minimum thresholds
o Generators should be inspected and topped off during
daylight hours to reduce disruption.
o Fuel levels must be checked every 8-12 hours and not
allowed to drop below 25% without a resupply plan.
o The City's vehicle policy requires staff to maintain vehicle fuel levels at no less than half ('/2) a tank at all times. • Rotate generator runtimes where possible
pg. 14

Council Agenda- September 4, 2025
o For facilities with redundant power or non -continuous operations, rotate use to minimize runtime while preserving function.
o Implement "on/off cycles" for non -critical Tier 2 systems that do not impact life safety.

Tier
Fuel
on urgency.
3 (Community Support Functions): Moderate Use
use for community services and recovery support should be scaled based • Limit fuel usage to active sheltering, cooling centers, and recovery operations.
o Seek solar or battery alternatives for signage, lights, or other non -essential powered devices where possible.
o Distribute flashlights, battery banks, and solar lanterns to support field teams and reduce generator reliance.

Tier
Non
tier needs.
4 (General Government Support): Suspend Use
-essential operations will be suspended to preserve resources for higher - • Restrict all non -essential vehicle and equipment use o Routine, administrative, or non -response travel and
equipment use should cease immediately.
o Consolidate essential functions
o Where feasible, relocate staff to Tier 1 /Tier 2 facilities to reduce the number of active generators.

Citywide
Communication
• The EOC will provide regular updates on fuel availability, conservation measures, and resupply efforts.
o All departments will receive fuel status reports and must adhere to conservation directives to support continuity of priority operations.
pg. 15

Council Agenda- September 4, 2025

DOCUMENTATION REQUIREMENTS
Proper documentation is essential for operational accountability, financial reimbursement, and post -incident evaluation. All fuel -related activities conducted during emergency operations must be accurately recorded and retained in accordance with local, state, and federal guidelines.

Required Documentation Types
The following documents must be completed and submitted for each operational period
Fuel Tracking Log
Each fuel usage event must be recorded in a standardized log, either on paper or in a digital spreadsheet. This log serves as the primary record of fuel consumption. (See Appendix C, page 36)
• Log must include:
o Date and time of fuel dispensation
o Fuel type used (e.g., diesel, unleaded gasoline,
propane)
o Quantity of fuel dispensed (in gallons or liters)
o Asset identifier (e.g., generator ID, vehicle number, equipment tag)
o Location of fuel use (e.g., EOC generator, Public Works yard)
o Operator's full name and signature (or initials with
printed name)
o Purpose of the fuel (e.g., powering a generator, fueling a light tower, refueling an emergency vehicle)
o Remaining on -site fuel inventory (if tracked)
o Notes or anomalies, such as spills, discrepancies, or delays
A separate log should be maintained for each major site or asset group (e.g., the City EOC, the City Hall generator, and the Public Works equipment).

ICS Forms
FEMA and Cal OES require the use of Incident Command System (ICS) forms to support incident documentation and financial recovery.
• ICS -214 - Activity Log
pg. 16

Council Agenda- September 4, 2025
o Captures daily operational activities involving fuel
operations. Should include significant fuel -related
decisions (e.g., vendor coordination, conservation
measures, generator refueling,.
• ICS-213RR - Resource Request Form
o Required when requesting fuel deliveries through the
Riverside County Operational Area EOC or mutual aid.

Must include:
• Type of fuel requested
• Quantity (in gallons)
• Justification for request
• Timeframe needed
• Delivery location
• Contact information
• ICS -221 - Demobilization Check -Out Form (if applicable) o Used when fuel equipment (e.g., tanks, portable trailers) is returned, decommissioned, or reassigned at the end
of the emergency period.

Vendor
For all
collected
All invoices
procurement
Records
purchases or deliveries from private fuel vendors, the following must be and retained:
• Fuel delivery manifests, including delivery time, amount delivered, and the receiving personnel's signature
• Official vendor invoices detailing:
o Itemized fuel charges
o Delivery fees, if applicable
o Service Date(s)
o Service location(s)
• Proof of payment, such as:
o Check copies
o Procurement card (P -Card) receipts
o Bank/EFT transfer confirmations
• Signed bills of lading for bulk deliveries or contracted fuel haulers
• Any correspondence or quotes exchanged during the
procurement process
must reference the correct incident name and number, and must comply with City purchasing policies.
pg. 17

Council Agenda- September 4, 2025
Supporting
To strengthen
records
Documentation
accountability and aid in cost recovery, additional supporting should include:
• Generator runtime logs
o Track generator hours of operation to validate fuel
usage and support burn rate estimates.
• Pre- and post -incident fuel inventory reports
o Document existing reserves before and after the event to track depletion and resupply.
• Site inspection reports
o Completed by Public Works or other designated staff to verify the condition and capacity of fuel storage
facilities, generators, and fuel trailers.
• Email communications or internal memos
o Between the Fuel Coordinator, EOC staff, vendors, or
Riverside County EMD regarding fuel coordination,
status updates, or challenges.
• Photographic evidence (optional but recommended)
o Photos of fuel tanks, gauges, delivery vehicles, or any relevant incidents 'e.g., leaks, overfills, blocked access).

Format and Submission
To ensure consistent, organized, and auditable recordkeeping during emergency operations, all fuel -related documentation must be properly completed, submitted, and stored according to the following standards:

Step
1: Complete and Format Documentation
• Fill out all fuel -related documents accurately:
o Include incident name, incident number, and
operational period.
o
Include full name, title, and contact information of the preparer.
o
Required documents include:
• Fuel logs
• ICS forms (e.g., ICS-213RR, ICS -214)
• Generator run-time reports
• Receipts and vendor invoices
• Ensure proper formatting:
pg. 18

Council Agenda- September 4, 2025
o Handwritten entries must be legible, in black or blue ink. o Do not use white -out; strike through errors with a single line and initial.
o Sign and date each form.
• Use digital forms when possible:
o Follow the same format as paper forms.
o Save using standardized file names (e.g.,
FuelLog_EOCGenerator_OP 1 _2025-07-17.pdf) .
o Store in the designated digital folder for the incident.

Step
2: Submit Documentation During the Incident
• Submit forms to the Finance/Admin Section Chief at the end of each operational period every 8-12 hours).
• For multi -day incidents:
o Section leads (e.g., Fuel Coordinator, Logistics Chief) compile documentation into a daily package.
o Organize by category:
■ Fuel usage logs
■ ICS forms
■ Receipts/invoices
■ Generator reports
• For non-EOC responses:
o Submit documentation to the Emergency Services
Coordinator or Public Works Supervisor within 24 hours of fueling activity.

Step
3: Upload and Archive Electronically
• Scan and upload all documentation to one or more of the following:
o Emergency Management shared drive
o City of Indian Wells SharePoint
o WebEOC (if activated)
• Organize files using this folder structure:
o Incident name (e.g., 2025_ Earthquake_ Response)
o Operational period (e.g., OP_1, OP_2)
o Document type (e.g., Fuel Logs, ICS Forms, Invoices;
• Use consistent file naming conventions:
o ICS213RR_EOCFuelRequest_OP 1 _2025-07-17.pdf
o FuelLog_PublicWorks_OP2_2025-07-18.xlsx
• Store physical hard copies (if used) in the EOC
Documentation Unit binder or maintain a digital -only binder. pg. 19

Council Agenda- September 4, 2025
Step
4: Generate Fuel Summary Reports for Extended Operations • If operations last longer than 24 hours:
o The Fuel Coordinator and Finance/Admin Section Chief
prepare a daily summary report.
• The summary must include:
o Total gallons used (by site and fuel type)
o Any issues (e.g., delivery delays, conservation efforts) o Estimated remaining fuel inventory
o Status of submitted ICS-213RR requests
o Cumulative fuel costs (if available)
• Submit the summary to the EOC Director or Incident
Commander during operational briefings.

Step
5: Post -Incident Documentation Submission
• After the incident ends, compile a complete fuel
documentation package.
• Submit the final package to:
o Emergency Services Coordinator
o City Clerk's Office (if required by city retention policy) o Riverside County Emergency Management Department
(EMD) for the After -Action Report (AAR) and cost
recovery
• If applicable, include the documentation with reimbursement requests submitted to:
o Cal OES (California Office of Emergency Services)
o FEMA (Federal Emergency Management Agency)
• Ensure all records are complete, signed, labeled, and stored per retention policies (minimum of 5 years unless otherwise required).

Retention and Reimbursement Compliance
The proper retention and management of all fuel -related documentation is critical to securing reimbursement from Cal OES and FEMA under the Public Assistance (PA) Program, maintaining compliance with federal and state grant conditions, and ensuring readiness for post -incident reviews and audits.

Step 1: Retain All Fuel Documentation
pg. 20

Council Agenda- September 4, 2025
• Retain both original and digital copies of all documents related to:
o Fuel procurement
o Distribution and tracking
o Invoicing and payment
• Maintain documentation for a minimum of seven (7) years from: (FEMA and Cal OES Best practice standard 5-7 years) o The date of final reimbursement from FEMA or Cal OES, or
o The closure of the incident case file, whichever is later • Retain longer if required by:
o City of Indian Wells Records Retention Policy
o Office of Inspector General (OIG) audit requirements
o Local financial/grant policies
• Store records in a secure, organized, and accessible location:
o Digital and hardcopy (if feasible)
o Protected from tampering, water damage, or digital
corruption
Step
2: Understand What Records Will Be Reviewed
• Prepare for the following post -incident reviews:
o FEMA PA Closeout Audits: Verifies eligibility and usage o Cal OES Financial Reconciliation: Confirms cost tracking and compliance
o After -Action Reports (AARs): Supports performance
evaluation and documentation
o State/Federal Audits (e.g., OIG): Ensures transparency, accuracy, and absence of fraud
Step
3: Avoid Consequences of Missing Documentation
• Failure to comply may result in:
o Denied or delayed reimbursements
o Audit findings requiring repayment
o Loss of future funding eligibility under 2 CFR Part 200 o Reduced scores in future grant applications
Step 4: Ensure Fuel Expenses Are Reimbursable
Meet the following criteria for fuel costs to be eligible:
pg. 21