Indian Wells City Council
September 4, 2025

Council Agenda- September 4, 2025
• A. Linked to Specific Mission Assignments
o Clearly document that fuel supported:
• Emergency protective actions
• Critical infrastructure (e.g., EOC, public works)
• Sheltering or evacuation missions
• Public safety operations (law, fire, EMS)
• Tie all records to an incident name and FEMA/Cal OES
incident number (e.g., FEMA-DR-1234-CA)
• B. Reasonable, Necessary, and Allocable
o Costs must align with actual operational needs
o Avoid inflated purchases or stockpiling without
justification
o No use for personal vehicles or unrelated departments. • C. Follow Procurement Rules
o Use pre -approved vendors whenever possible
o Get competitive quotes unless the emergency justifies sole sourcing
o Document any emergency procurement exceptions
• D. Provide Clear Cost Documentation
o Invoices and logs must include:
o Unit cost per gallon
o Fuel type (diesel, gasoline, etc.)
o Date of purchase/delivery
o Usage details (who used it, for what purpose)
• E. Maintain Consistency Across Records
o Logs, ICS forms, generator reports, and invoices must match
o Dates, volumes, and locations must align to avoid audit issues
Step
5: Follow Best Practices During and After the Incident
• During the response:
o Label all documents with incident name, number,
and operational period
o Use standardized forms across all departments
o Create and maintain an incident -specific
documentation folder
o Designate a Documentation Liaison in
Finance/Admin Section
o Conduct spot checks for missing or incorrect
information
• After the response:
pg. 22

Council Agenda- September 4, 2025
o Compile a fuel expenditure summary that includes:
• Total gallons used and total costs
• Vendor names and types of fuel
• Purpose of usage (e.g., generator, response
vehicle)
• Key supporting documentation for cost
recovery submission
pg. 23

Council Agenda- September 4, 2025

RESOURCE REQUESTS
During emergencies, if the City's fuel supplies are insufficient or disrupted, resource requests must be made through proper channels to secure additional fuel in a timely and accountable manner. All requests shall follow the standardized resource ordering process using the ICS-213RR (Resource Request Form) and be submitted to the Riverside County Operational Area Emergency Operations Center (OA EOC) .

Requesting Procedure
Initiate Request
• The Fuel Coordinator will assess the fuel shortage and prepare the ICS-213RR.
o The EOC Logistics Section Chief will review the request. o The EOC Director of Emergency Services will authorize the request
o The completed ICS-213RR will be submitted to the
County OA EOC via WebEOC, email, or radio if other
methods fail.
• See Appendix B for an example of a filled -out ICS 213 -RR EMD Duty Officer Phone Number
'951) 312-5167
EMD Duty Officer Email
[email protected]
WebEOC Resource Request Board
WebEOC 10.7 Login
Information to Include in Request
• Type of Fuel:
o Specify the exact type of fuel required (e.g., diesel #2 for generators, unleaded gasoline for city fleet, or propane for heating systems).
• Quantity Needed:
o Indicate the precise amount of fuel required in gallons or liters. Include a brief justification (e.g., "To sustain generator operation at the EOC for 72 hours" .
• Delivery Method and Location:
o Provide the preferred method of delivery (e.g., bulk
tanker, portable fuel cube, mobile fueling truck) and the exact delivery location address, including site access
pg. 24

Council Agenda- September 4, 2025
instructions, points of contact, and backup locations if applicable.
• Timeframe Required:
o Specify the urgency of the request and when the fuel is needed (e.g., "within 12 hours," "by 0600 tomorrow," or "before expected storm impact"). Include operational
impacts if delivery is delayed.

Additional
Supporting Details (if applicable):
• Current fuel on hand and estimated depletion time.
• Whether generator(s) or fleet vehicles will require mobile refueling on -site.
• Any mutual aid offers have already been explored or
exhausted.
o Example: Reaching out to Palm Desert.
• Attach site maps or facility diagrams if fuel drop logistics are complex.

Coordination
with County OA EOC
• Once submitted, monitor the status of the request.
o Be prepared to provide clarification or additional
documentation if requested by County EMD or Cal OES.
o Confirm delivery timelines and coordination instructions with the vendor or support agency assigned.

Documentation
and Tracking
• Log all ICS-213RR requests in the EOC's Resource Tracking System.
o Maintain a copy of the ICS-213RR form and delivery
confirmation for FEMA or Cal OES reimbursement audits.
o Track actual fuel received against requested amounts
and document discrepancies.

Step -by -Step Process: Submitting a Fuel Resource Request in WebEOC Step 1: General Information
• Category:
o Select Force Account Materials
pg. 25

Council Agenda- September 4, 2025
• Sub -Category:
o Choose Other 'Non -Medical)
• Is this for: Select one of the following:
o Post -Incident Restock - if replenishing used fuel
o Incident Distribution - if requesting fuel for active field operations
• Source: Inventory Deployment
• Indicate if the request is through:
o Purchase Order, or
o P -Card Purchase (provide cardholder info if applicable; Step
Enter
2 Contact Information
contact details for:
• Primary Contact
o the person managing the request (e.g., Fuel
Coordinator;
• Secondary Contact
o backup contact in case of questions
• Buyer Contact
o typically Finance or Procurement if separate from
requester
Step
4 Request/ Task Details
• Describe the Fuel Request
o Short Description (Limit 50 characters)
o Example: "Diesel fuel for EOC generator."
• Vendor Information (If Known)
o Vendor 1-3: List vendors who may fulfill the request
o Name, Address, Phone
o Example: Beck Oil - 123 Fuel Rd, Indio - (760) 555-0199 o If vendor info is not available, mark as TBD and
coordinate with Logistics or Procurement.
• Location Information
o Identify the location using the fuel:
• Examples: City Hall Generator, Public Works Yard,
EOC Backup Generator
o Select "Not Applicable/Other" if option is not available. • Detailed Description
o Include:
• Type of fuel (e.g., diesel, gasoline)
pg. 26

Council Agenda- September 4, 2025
■ Quantity requested (e.g., 500 gallons)
■ Intended use (e.g., EOC generator, City Hall,
Public Works vehicles)
■ Urgency and justification
■ Fuel burn rate and current reserve status (if known)
• Example:
o "Requesting 500 gallons of diesel to support EOC and
Public Works generators due to prolonged outage.

Current reserve estimated to last 12 hours at 100% load.

Fuel burn rate tracked at approx. 25 gallons/day. No
additional supply on -site."
Step
5: Assignment Details
• Priority
o Select based on operational impact
• Date/Time Due
o When fuel is needed on -site
• Assigned To
o Typically, the WebEOC Admin or Logistics Section
representative handling requests
• Approvals
o Section Chief Approver - Likely the Logistics or Ops
Section Chief
o EOC Director Approver
o Fiscal Approver - From Finance/Admin Section
Step
6: Attachments
• Upload documents such as:
o Fuel burn rate logs
o Generator usage logs
o Fuel level reports
o Vendor quote or rate sheet
• Use attachment fields:
o Description: "Fuel burn rate log - EOC generator"
o File: Upload relevant PDF or Excel sheet
Step
7: Submit & Monitor
• Submit the request in WebEOC.
• Monitor the status and follow up with Logistics or Finance for updates.
pg. 27

Council Agenda- September 4, 2025
• Log updates on ICS -214 (Activity Log) and communicate delivery ETAs with field personnel.
pg. 28

Council Agenda- September 4, 2025

DEMOBILIZATION
Establish a structured and accountable process for stopping emergency fuel operations following a disaster, large-scale event, or prolonged incident.

Demobilization ensures the safe recovery of equipment and resources, proper documentation for financial recovery, and evaluation of performance for future planning and improvement.

Demobilization Activities
Final
The Public
will:

Fuel Inventory and Reconciliation
Works Department, in coordination with the Logistics Section Chief, • Conduct a full inventory of remaining fuel at all sites:
o City Hall Backup Generator
o EOC Generator
o Public Works Yard tanks and cans
o Any deployed portable fuel tanks or vendor -supplied
fuel cells
• Reconcile gallons received vs. gallons dispensed using fuel logs and receipts.
• Account for remaining fuel and determine whether it can be returned, transferred to routine operations, or stored for future emergency use.
• Report discrepancies immediately to the Finance/Admin Section Chief.

Generator
City departments
and Equipment Shutdown
will:
• Shut down all emergency generators not needed for
continued recovery.
o Document runtime hours and fuel usage for:
• EOC Generator
• City Hall Generator
• Public Works Equipment
• Ensure all portable fuel -powered equipment (e.g., light towers, pumps) are:
o Cleaned, inspected, and documented
pg. 29

Council Agenda- September 4, 2025
o Refueled for storage or returned if borrowed
• Coordinate post -use maintenance scheduling for City -owned fuel -dependent assets.

Vendor
The Fuel
and Mutual Aid Resource Demobilization
Coordinator will:
• Notify Beck Oil and any other vendors that emergency fuel support is no longer required.
o Cancel pending deliveries or resupply requests.
• Schedule return or pickup of any vendor -supplied equipment, such as:
o Portable fuel cells
o Temporary fuel pumps
o Mobile fuelers
• If mutual aid fuel assets were used (e.g., from County or other Coachella Valley cities), initiate return logistics and provide status updates to the EOC.
• Document the return condition and any deficiencies or damages.

Fuel
All departments
Documentation Finalization and Submission
involved in fuel operations must submit completed:

Forms and Documentation
o ICS -214 Activity Logs
o Fuel Tracking Logs (custom form or Excel tracker)
o ICS-213RR forms for all requested resources
o Receipts, invoices, and proof of delivery (signed)
o Logs must clearly identify:
• Incident name (e.g., "2025 Mindy Fire")
• Asset refueled (by ID or name)
• Operator and date/time
• Submit all documentation to the Finance/Admin Section Chief within 72 hours of demobilization or as directed by the EOC Planning Section.
• Digital copies should be uploaded to SharePoint and hard copies filed in accordance with the City's Records Retention Policy.

Staff Demobilization
pg. 30

Council Agenda- September 4, 2025
The EOC Director and Logistics Section Chief will:
• Release Fuel Coordinator and support staff from emergency fuel operations in phases based on operational need.
• Ensure all staff:
o Complete demobilization checklists
o Return radios, fuel logs, and City -issued equipment
o Receive safety briefings before returning to routine
operations
• Update WebEOC or internal rosters to reflect staff
demobilization.
pg. 31

Council Agenda- September 4, 2025

TRAINING AND EXERCISES
To ensure all personnel understand their roles and responsibilities under the Emergency Fuel Plan and can execute tasks efficiently during an actual event, the City of Indian Wells will implement a robust training and exercise program. This program ensures that staff are prepared to manage fuel resources under emergency conditions and that all processes —from documentation to vendor coordination —are tested and improved regularly.

Annual Training for Key Staff
• The Emergency Management Coordinator will coordinate
training sessions on the Fuel Annex for staff in the following roles:
o Public Works Personnel (Field Staff, Fuel Coordinator) o EOC Logistics Section Staff (especially the Supply Unit Leader)
o Finance/Administration Section Staff (Documentation,
Cost Recovery, and Procurement Units
• Training will cover:
o Overview of the Fuel Annex and responsibilities by role o Fuel procurement procedures and vendor
coordination
o Proper use of ICS forms (ICS -214, ICS-213RR) and the Fuel Tracking Log
o Fuel prioritization and conservation strategies
o Documentation standards for reimbursement eligibility o Hands-on exercises filling out forms and performing
mock fuel logs
• Training will be delivered via:
o In -person workshops
o Tabletop scenarios
o Job aids and cheat sheets distributed to departments
• Training records will be maintained by the Emergency
Management Coordinator in compliance with the City's
training tracking policy.

Fuel Shortage Scenarios in EOC Drills
The City will incorporate fuel shortage or fuel disruption scenarios into its annual Emergency Operations Center (EOC) functional or full-scale exercises to evaluate response capabilities and identify process gaps. pg. 32

Council Agenda- September 4, 2025
• Scenarios may include:
o A regional fuel supply chain disruption following an
earthquake or wildfire
o Sudden depletion of EOC generator fuel during a
prolonged power outage
o Fuel delivery delays requiring escalation to the
Riverside County OA EOC
o Resource prioritization decision -making (e.g., choosing between EOC power vs. Public Works field ops)
o Logging and reconciling multiple fuel transactions
across departments
• During the exercise:
o Staff will complete ICS-213RR forms for mock fuel
requests
o Fuel logs will be simulated and tracked across facilities o Logistics and Finance Sections will coordinate
documentation and cost tracking
o Public Works may simulate physical delivery routes
and fuel allocations
o Lessons learned from these exercises will be used to
update the Fuel Annex and improve training focus
areas.

Vendor Response Test
To validate vendor readiness and strengthen operational partnerships, the City of Indian Wells will conduct an emergency fuel delivery test with its primary vendor (e.g., Beck Oil or other contracted provider).
• Test objectives:
o Assess how quickly the vendor responds to a simulated emergency request
o Confirm accuracy of vendor contact information and
ordering procedures
o Test the delivery process to the City's designated
emergency fuel drop site (e.g., EOC, City Yard)
o Identify any contractual, logistical, or communications issues
• The test may include:
o A scheduled no -notice or short -notice drill
o Submission of a mock or actual ICS-213RR form
pg. 33

Council Agenda- September 4, 2025
o Verification of documentation (delivery ticket, bill of lading)
o A walk-through of physical site access and safety
considerations
• Following the test, the Emergency Management
Coordinator will conduct a short After -Action Review (AAR) with the vendor and city staff and incorporate findings into plan updates.
pg. 34

Council Agenda- September 4, 2025

APPENDICES
Appendix A: Beck Oil Letter
BECK OIL, INC.

SERvIcEnravENsrecE 1967
August 1, 2024
City of Indian Wells
44-5DU Irulla►1'Wells lane
lodlao Wells, a 92210
Re: DiS2srer Response
To Whom This May Concern;
In the itventr5l'alargeimle disaster Beek OIL Inc. (-Beckoralissanemittecl kn using reasonable clitirtS at providing finei to all e!nergeng services In as timely a Mart peer as reasonably possible under the partittlar dls ster's circumstances. In our sole discretion, we will pmvide fuel For the Clay of Lndian Wells by any means that we feel is necessary (and that issafefor company and employees to de so) In order to ma+ety our need under the emergency ddrea nlsranees. Under such elratmstancm we will strive to provide sitch fuel to you witlria 4-6 hours if we are able to do so.

As yew are more, each disaster wrri]] bring with it Its awn cirttirnigainft8 and unique se C orehaILelign Beck On ability to rmnnnd in a disaster will be conditioned upon each dlsaster's peculiar circumstances Lnrluding brit not limited to roads/infrastructure w your location(s) being open,. intact, and safely passable as well as Beck Oil's own available supply of fuel during such a dksaster, Sinter
Mi'ku Itsllhre:'
haira n, iirector
1$(140 ¢ St, Mrtewtiilla, GA. 925 5 li 75L1.24'5.4191 Fax 7150-24 &e12&! pg. 35

Council Agenda- September 4, 2025
Appendix B 213 RR Ex ample
RESOURCE REQUEST MESSAGE (ICS 213 RR)

1. In cident Name:

Mindy Fire

2. Date/Time
_1/2025

3. Resource Request Number:
001
Requestor

4. Order (Use additional forms when requesting different resource so urces of supply.):

Qty.

Kind
Type
Detailed Item Description: (Vital characteristics, brand, specs, e xperience, size, e tc.)
Arriva l Date and Time
C ost
Reque sted
Estimated
500
Fuel
Die sel
Bulk diesel delive ry for EOC generator
07/21/2025 1:00 PM
07/21/2025 1:00
TBD
U itygg H;3'Ye stp8p (enerator aymg Loc ation:

Becku8tV?a38p tite doan d/or Suggested Source -

7. Requested by Name/Po sition:
ilex Martinez / Fuel Coordinator

8. Priority;DiJrgent
IM Routine •Low

9. Section Chief Approval:

Lo gistics

10. Logistics Order Numbe r. LOG-2025-U/1

11. Supplier Ph one/Fax/Email:
(760) 5:.,D-0123 / dispatch@beck oiIcom

12. Name of Supplier/POC:Jordan Reyes

13. Notes:
-del reserve at 20%. Estimated de pletion in 5 hours.

14. Approval Signature of Auth Logistics Rep:

15. Date/Time:07/21/2025 10:00 Al

16. Order placed by (check box):ISPUL fPROC
Finance

17. Reply/Co mments from Finance :
gency funding appro ved.

18. Finance Sectio n Signature:
19 . Date/Time:07/21!2025 10 .30 AM
ICS 213 RR. Page 1

Council Agenda- September 4, 2025
Appendix C Fue l Tra cking Lo g
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32 33
A
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Date Time Fuel Type
Quantity Dispensed
Asset Identifier
Location of Fuel Use
Operator Name (Printed) )perator Signature/Initial(
Purpose of Fuel Use
Remaining On -Site Fuel Inventory Notes/Anomalies I-
07/21/2025 08:00 AM Diesel
30 gallons
GEN-EOC-01
EOC Generator
Alex M artinez AM
Pow ering EOC generator during outage
120 gallons None
07/21/2025 10:30AM Gasoline
12 gallons
TRK-PW-07
Public Works Yard
Sarah Johnson SJ
Re fueling PW inspection vehicle
95 gallons Minor delay due to traffic
07/21/2025 01:45 PM Propane
6gallons
LT-TWR-02
Cooling Center- Commu Michael Lee ML
Powering tight tower at cooling center
20 gallons None
( > Sheeti

Council

INDIAN WELLS

CALIFORNIA

MASS CARE
enda- Septe. r 4, 2025
American
Red Cross

SHELTER

SHELTER ANNEX
2025

AMERICAN KENNEL CLUB

PET DISASTER RELIEF
��A �mu 5�vxc
AInRNAY 6li
PET rISASTERR LII
Juno

Council Agenda- September 4, 2025

TABLE OF CONTENTS
INTRODUCTION 3
Purpose 3
Scope 3
SITUATION AND ASSUMPTIONS 5
Situation 5
Assumptions 5
CONCEPTS OF OPERATIONS 11
Activation and Prioritization 11
Activation Guide: Reception and Care 15
Activation Guide: ARC General Population Shelter 18
Activation Guide: Requesting Riverside County EMD for Shelter Support 20 FACILITY PLANNING AND MOUs 23
Shelter Operations (Overnight Stay) 23
Reception and Care Centers (Short -Term Support) 24
SHELTER SERVICES 27
General Population Shelters (Overnight) 27
Reception and Care Centers (Short -Term Support) 28
Cooling Centers (Extreme Heat Relief Sites) 30
RESOURCE REQUEST 32
RECOVERY AND DEMOBILIZATION 34
PLAN MAINTENANCE 36
pg. 2

Council Agenda- September 4, 2025

INTRODUCTION
Purpose
The purpose of this Mass Care and Shelter Annex is to define the responsibilities, procedures, and coordination strategies for providing mass care services to residents, visitors, and other affected individuals within the City of Indian Wells during emergencies and disasters. These services include the establishment and operation of shelters, Reception and Care centers, and the provision of basic human needs such as food, water, hygiene, medical care, and information.

This annex serves to:
• Ensure a coordinated and effective response during events requiring population support and sheltering.
• Identify roles and responsibilities of the City and its partners. • Establish a prioritized approach for requesting mutual aid and support from external agencies.
• Outline facility types and partnerships necessary for delivering mass care, including future Memorandums of Understanding (MOUs). • Support the City's compliance with local, state, and federal requirements related to sheltering and mass care operations, including inclusive planning for individuals with Access and Functional Needs (AFN).

Scope
This annex applies to all emergency incidents or disasters that result in the need for population support, including but not limited to:
• Evacuation Shelters for displaced individuals requiring overnight accommodations.
• Reception and Care Centers for short-term services such as hydration, reunification, and pet support.
• Warming or Cooling Centers are activated during extreme weather events.
• Medical and Behavioral Health Support offered in collaboration with partner agencies.
• Mass Feeding and Resource Distribution Points for essential supplies and information.
pg. 3

Council Agenda- September 4, 2025
It covers:
• The full spectrum of mass care operations during both short- and long - duration events.
• Coordination with the American Red Cross (ARC) for shelter setup and operations under the Emergency Support Function (ESF-6) framework. • Mutual aid support from the City of Palm Desert through a formalized agreement.
• Escalation and resource support from the Riverside County Operational Area (OA) Emergency Management Department when local and regional resources are insufficient.

Efforts to establish MOUs with local partners, including:
• Desert Sands Unified School District (DSUSD)
• Indian Wells Golf Resort for Reception and Care and Sheltering Services.

This annex also supports inclusive shelter planning by addressing requirements for individuals with AFN, pets, and service animals, non-English speakers, and those with medical or mental health needs.
pg. 4

Council Agenda- September 4, 2025

SITUATION AND ASSUMPTIONS
Situation
The City of Indian Wells is a small, resort -oriented community with a limited permanent population and seasonal fluctuations due to tourism and events.

While the City maintains emergency preparedness and coordination functions, it does not have the personnel, supplies, or City facilities required to independently operate large-scale mass care and shelter operations.

Potential emergencies that may require sheltering or mass care support include:
• Fires: Given the surrounding natural environment and regional fire history, fires may require rapid evacuations and shelter activation. • Earthquakes: As part of seismically active Southern California, the City may experience infrastructure damage or displacement of residents. • Extended Power Outages: Especially during periods of extreme heat or cold, outages can impact vulnerable populations and necessitate warming/cooling centers or shelter operations.
• Hazardous Materials Incidents: Proximity to regional highways and rail lines presents a risk of hazmat spills requiring shelter -in -place or evacuation support.

The City has identified partner facilities for future Memorandums of Understanding (MOUs) to support these operations, but the execution of sheltering will require external agency support, particularly from:
• American Red Cross for shelter setup, staffing, and management • City of Palm Desert through mutual aid for shared services or site access • Riverside County Emergency Management Department (OA) for escalation and additional logistical/resource support
Assumptions
• Limited City Resources: The City will focus on coordination, logistics, and support roles during mass care operations.
• External Assistance is Required: All shelter operations will be coordinated with or led by external partners (ARC, mutual aid cities, or the OA), with Indian Wells supporting logistics, staffing requests, and facility access. pg. 5

Council Agenda- September 4, 2025
• Facilities Must Be Pre -Identified and Accessible: Future partner facilities, such as Indian Wells Golf Resort or Desert Sands Unified School District campuses, will be pre -identified and incorporated into MOUs to streamline activation.
• Community Includes Individuals with AFN: Shelter planning must consider and support those with mobility limitations, sensory impairments, cognitive disabilities, communication barriers, and medical dependencies. The City will coordinate with Riverside County Department of Public Social Services and Behavioral Health for additional AFN support.
• Pet and Service Animal Support May Be Needed: Evacuated residents may arrive with household pets or service animals, requiring coordination with Animal Services to support co -located or nearby pet sheltering.
• Volunteers May Augment Operations: CERT volunteers or other trained individuals may assist with non -clinical shelter functions under the supervision of ARC or the EOC.
• Language and Cultural Needs: The City will coordinate with Voluntary Organizations Active in Disasters (VOADs) and County resources to provide translation services and culturally appropriate care. • Communication Systems May Be Degraded: Shelter operations may need to function without full internet, power, or mobile service, requiring the use of radios, backup generators, and satellite phones if necessary. pg. 6

Council Agenda- September 4, 2025

ROLES AND RESPONSIBILITIES
To ensure effective mass care and shelter operations, the following entities have defined responsibilities before, during, and after an emergency. These roles align with the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), and support the Emergency Support Function (ESF) #6 — Mass Care, Emergency Assistance, Housing, and Human Services.

Entity / Role
Responsibilities
EOC Director (City Manager or
Designee)
- Provides overall policy direction
and authorizes mutual aid
requests and MOU activations.
- Approves activation of shelter or
care facilities in coordination with
field IC and ESC.
- Coordinates with elected officials
and Policy Group as needed.

Emergency Services Coordinator
(ESC)/ EOC Coordinator
- Leads operational coordination
for shelter and care activities.
- Serves as the primary liaison with
the American Red Cross, County
EMD Duty Officer, and mutual aid
partners.
- Coordinates initiation of MOUs
— Tracks shelter status, occupancy,
and gaps.

Operations Section Chief
- Ensures shelter and care
operations are supported
through coordination with
external partners.
- Monitors shelter needs, staffing
levels, and safety concerns.
- Assigns Shelter Branch or
Reception and Care Branch if
needed.

Public Works
- Deploys staff to assist with shelter
or reception site setup.
- Ensures generator fuel, sanitation,
HVAC, and basic facility needs
are met.
pg. 7

Council Agenda- September 4, 2025
Shelter Branch (If Activated) /
AFN
- Coordinates directly with ARC
Shelter Managers or facility
partners.
- Provides situational reports on
shelter conditions, population,
and unmet needs.
- Coordinates pet support, AFN
services, and medical needs with
other agencies.
- Tracks and addresses functional
and medical support shelter
(MSS) considerations.

Logistics Section Chief
- Provides and tracks resources
and support to shelter and
reception sites (cots, meals, PPE,
water, etc.).
- Coordinates Public Works support
for site readiness (e.g.,
generators, HVAC, sanitation).
- Fulfills ARC and County EMD
resource requests using ICS-213RR
and WebEOC
Planning Section Chief
- Maintains situational awareness
on mass care activities (shelter
status boards, event timeline,
resource tracking).
- Produces Incident Action Plan
(IAP) inputs related to shelter ops.
- Tracks anticipated needs and
coordinates with the
Demobilization Unit.

Finance/Administration Section
Chief
- Tracks all costs related to shelter
operations (supplies, contracts,
MOUs, staff time).
- Maintains documentation
required for FEMA/Cal OES
reimbursement.
- Works with Logistics to ensure
vendor payment and audit trail.

Public Information Officer (PIO)
- Develops and disseminates
public messaging about
available shelter and care
services.
pg. 8

Council Agenda- September 4, 2025
- Coordinates messaging with
ARC, County JIC, and mutual aid
cities to ensure accuracy.
- Ensures multilingual and
accessible communications
(AFN-compliant).

External Partners
Entity
Responsibility
American Red Cross (ARC)
- Leads shelter operations under
the direction of ESF-6.
- Provides ARC Shelter Managers
to coordinate with EOC Shelter
Branch or Ops Section.
- • Sends situational updates to
ESC and Logistics for resource
tracking.

Riverside County Emergency
Management Department (EMD)
- Receives resource requests from
Indian Wells EOC via WebEOC or
Duty Officer.
- Supports unmet shelter needs
with County or State resources.
- Coordinates AFN support, pet
sheltering, and VOAD assistance.

City of Palm Desert (Mutual Aid
Partner)
- Coordinates mutual aid support
through EOC-to-EOC
communication.
- May provide shelter space,
staffing, or facilities under formal
agreement.

Riverside County Department of
Animal Services
- Leads coordination of co -
located or adjacent pet
sheltering services
- Provides animal intake, care,
registration, and reunification
support
- Coordinates with shelter
operators and City staff to ensure
pet needs are met
CERT Volunteers / Community
Services Staff
- May assist in low -risk, non -clinical
support roles (e.g., setup
pg. 9

Council Agenda- September 4, 2025
assistance, signage placement,
general wayfinding)
- Deploy only under supervision
and if safe to do so
- Support is subject to availability
and operational need
pg. 10

Council Agenda- September 4, 2025

CONCEPTS OF OPERATIONS
The City of Indian Wells serves as the lead agency for coordinating local mass care and shelter operations during emergencies or disasters. The City does not directly operate shelters but instead acts as the coordinating body to ensure facilities are available, partners are activated, and support functions are maintained.

The Emergency Services Coordinator (ESC), under the direction of the EOC Director (City Manager or designee), will oversee the planning, coordination, and execution of shelter operations. The ESC will serve as the City's primary liaison to external partners, including the American Red Cross, City of Palm Desert, and the Riverside County Operational Area Emergency Management Department (OA EMD).

All actions will be coordinated through the City's Emergency Operations Center (EOC), where SEMS/NIMS functions (Operations, Planning, Logistics, and Finance/Admin) will support shelter and care needs, documentation, and resource tracking.

Activation and Prioritization
When an incident occurs that results in displaced individuals or residents in need of shelter, care, or reception services, the City will initiate mass care coordination and escalate assistance in the following prioritized sequence:

1. American Red Cross (Primary Reception & Care, Shelter Operator) • The City of Indian Wells EOC will contact the Riverside County American Red Cross Disaster Program Manager or
EMD Duty Officer to request activation of shelter services. • ARC will:
o Identify and open pre -approved shelter locations
(e.g., via MOUs with DSUSD).
o Staff the shelter with trained volunteers or
employees.
o Provide cots, blankets, food, water, registration, and basic first aid/mental health services.
o Manage the intake, tracking, and support of shelter
residents.
pg. 11

Council Agenda- September 4, 2025
o Provide periodic situational updates to the ESC and
Shelter Branch within the EOC.

Lysandra Diaz, American Red Cross 951-605-1505

2. City of Palm Desert (Mutual Aid Support)
• If the ARC is unable to fulfill sheltering needs alone, or if an identified ARC shelter is unavailable, the City of Indian Wells EOC will initiate mutual aid coordination with the City of Palm Desert under a pre -established agreement. • Palm Desert may provide:
o Access to alternate shelter facilities.
o Support staff or EOC liaisons to assist shelter
management.
o Overflow shelter space if the primary shelter
exceeds capacity.
• The Indian Wells ESC or EOC Director will coordinate
directly with Palm Desert's EOC or designated liaison to request mutual aid resources.

Daniel Hurtado, City of Palm Desert 760-574-2950

3. Riverside County Emergency Management Department (OA EMD) • If local and mutual aid resources are inadequate, the City of Indian Wells EOC will escalate the request to the
Riverside County OA EOC.
• A formal resource request will be submitted using:
o ICS 213 -RR (Resource Request Form)
o WebEOC entries, or
o Direct communication with the OA Duty Officer
• The County may provide:
o Additional ARC sheltering support or supplies.
o County -led support for medical, behavioral health,
and AFN sheltering.
o Activation of Functional Assessment Service Teams
(FAST) or other specialized resources.
o Assistance with animal services for co -located or
pet -only shelter options.
pg. 12

Council Agenda- September 4, 2025
o VOAD coordination for donations, feeding, or
translation services.
• The City will remain the lead for coordination, even as County support supplements operations.

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

4. Site Identification and Activation
• The ESC and EOC Planning Section will maintain a list of pre - identified facilities with sheltering or reception potential, including:
o Desert Sands Unified School District campuses
(pending MOU) (ARC has MOU)
o Indian Wells Golf Resort (City -owned, pending MOU)
• Facility selection will be based on:
o Proximity to the impacted population
o ADA compliance and accessibility
o Availability of utilities (power, water, HVAC, internet) o Capacity and layout suitability
• Upon selection, the Logistics Section will coordinate with Public Works for opening, inspections, and basic support.

5. Animal Services Coordination
• The Riverside County Department of Animal Services is the lead agency for emergency pet and livestock sheltering. • When human shelters are activated, co -located or
adjacent animal shelters may be established.
• The City will:
o Notify County Animal Services of any displaced pets
or livestock
o Coordinate access to potential pet -friendly shelter
locations
o Assist with logistics for animal care resources if
feasible (e.g., shade structures, fencing, signage)
pg. 13

Council Agenda- September 4, 2025
Animal Services Duty Officer 951- 507-8944

6. Logistics and Resource Requests
•
All requests for sheltering supplies or staffing will be made through the County EOC using the ICS-213RR form.
•
The City does not maintain shelter -specific caches (e.g., cots, blankets, meals) and will rely on County and Red
Cross supply lines.
•
The EOC Logistics Section (if activated) will:
o Track requests and deliveries
o Coordinate resource drop-off locations
o Support fuel, generator, or backup power needs for
designated shelter sites if City infrastructure is used •
The City will retain all documentation for FEMA and Cal OES reimbursement.

7. Public Information and Community Outreach
•
The City's Public Information Officer (PIO) will coordinate messaging with:
o Riverside County EMD PIO
o Shelter operators (e.g., American Red Cross)
o Local public safety agencies
•
Public messaging will include:
o Shelter locations, hours of operation, pet policies
o Transportation and accessibility information
o COVID-19 precautions or health screening
procedures (if applicable)
o Transportation and accessibility information
o COVID-19 precautions or health screening
procedures (if applicable)
•
Information will be shared via:
o Genasys Alerts (WEA/SMS)
o Nixle
o City social media and website
o Flyers posted at HOAs, hotels, and community
facilities
pg. 14

Council Agenda- September 4, 2025
• Messaging will be provided in multiple languages and
accessible formats whenever feasible.

EMD PIO
951-476-4852
Riverside County Fire PIO
951-940-6985

8. Demobilization and Transition to Recovery
• The EOC Planning Section will track shelter population and forecast transition needs.
• When shelter demand declines:
o ARC will initiate demobilization procedures in
consultation with the EOC.
o The City will coordinate with the County OA to
ensure any remaining shelter residents are
transitioned to recovery services or alternate
housing.
o Public Works will assist with site cleanup, and
Finance/Admin will capture costs for
reimbursement.
• The City will:
o Assist with facility shutdown (utilities, custodial
needs, inspections)
o Support transition messaging to the public
o Coordinate with County Transit or partner agencies
for transportation home, if needed
o Participate in After Action Reviews (AARs) to
evaluate shelter operations and improve
coordination
• All City costs and time spent in shelter support will be tracked and submitted to the Finance/Admin Section for
potential reimbursement.

Activation Guide: Reception and Care
Purpose: To provide short-term relief and essential services to evacuees while they await shelter assignment, transportation, or incident resolution. Not intended for overnight stays.

Step 1: Activation Decision
pg. 15

Council Agenda- September 4, 2025
• Trigger
o IC/EOC Director determines the need for a care site
due to evacuation, extreme heat, or public health
crisis.
• Notify
o Emergency Services Coordinator (ESC) or Logistics
Section Chief.
• Select Site
o Pre -identified facility (e.g., Indian Wells Golf Resort). • Check MOU/MOA Status
o Confirm signed agreement and site contact
availability.

Step 2: Site Notification & Access
• Contact facility point of contact (POC) for access.
• Dispatch Public Works or City staff to assist with setup. • Notify Law Enforcement for traffic control or security if needed.

Step 3:

Initial Site Setup
Establish:
• Sign -in area
• Hydration/snack table
• Shaded or climate -controlled seating area
• Pet relief and water station (if applicable)
• Info board with maps, shelter directions, and key contacts Supplies (from ARC cache, City supplies, or County partners):
• Bottled water, snacks, tables, chairs, fans, signage, trash bins
Step 4:

Staffing
Assign staff to:
• Welcome and screen individuals
• Provide directions and updates
• Track visitors (basic intake log)
• Distribute supplies
pg. 16

Council Agenda- September 4, 2025
Request support from:
• CERT or VOADs
• ARC Disaster Action Team (if available)
• County Animal Services (if pets are present)
Step 5:

Communication
Update the EOC (Operations and Planning) with activation details:
• Location
• Opening time
• Estimated number of evacuees
• Site limitations
• PIO to share location and services with the public via social media, website, and alert systems.

Step 6:

Transition or Closure
Coordinate with ARC or EOC for:
• Transportation to overnight shelter
• Reunification or return home
• Begin demobilization when the site is no longer needed. • Complete ICS 214 (Activity Log) and turn it in to EOC Planning.
• Submit costs and resource usage to the Finance/Admin
Section for documentation.

Forms
and Tools to use
Form/Tool
Use
214
Log site activities and staffing
Sign -In Sheet
Track evacuees served
Supply Inventory Log
Document use of snacks, water, and
hygiene kits
ICS-213RR
Request County assistance for AFN,
pet services, and staffing
Facility MOU
Review access terms and
responsibilities
pg. 17

Council Agenda- September 4, 2025
Activation Guide: ARC General Population Shelter
To provide temporary overnight accommodations and support to individuals and families displaced by an emergency.

Step 1:

Shelter Request
EOC (ESC or Ops Chief) contacts:
• ARC Disaster Program Manager or Duty Officer
Request ARC shelter activation, specifying:
• Incident type
• Estimated population
• Special needs (AFN, pets, etc.)
• Preferred site (e.g., Palm Desert High School)
Step 2:

Site Confirmation
ARC staff arrive on scene and initiate:
• Facility walkthrough
• Layout planning (sleeping, intake, dining, restrooms, AFN space)
• Setup of cots, blankets, registration stations, signage ARC Logistics ensures:
• Delivery of shelter supplies (cots, blankets, hygiene kits) • Food and water arrangements
• Safety inspections and ADA compliance
Step 4:

City EOC Support
City provides:
• Facility access and security support
• Public Works assistance (e.g., generators, HVAC, lighting) • Coordination of pet sheltering through Animal Services • Ongoing communication and situational reporting
EOC Sections support:
• Operations: Coordinate shelter operations and ARC
interface
• Planning: Track shelter occupancy, timelines
• Logistics: Resource fulfillment (ICS-213RR)
• PIO: Public notification and updates
pg. 18

Council Agenda- September 4, 2025
• Finance/Admin: Cost tracking for reimbursement
Step 5:

Shelter Operations
ARC manages shelter independently, but coordinates with EOC daily:
• Submit updates on population, AFN needs, issues
• Coordinate transportation, medical, or mental health
needs with the County
• Report unmet needs to EOC Logistics for resolution
Step 6:

Demobilization
• ARC determines closure based on population and
recovery phase.

Coordinate with EOC for:
• Final intake/referral for remaining shelterees
• Facility inspection and cleaning
• MOU documentation and cost reporting
• ARC submits the After Action Report (AAR) to the City and County.

Forms
and Tools to use
Form/Tool
Purpose
ARC Shelter Facility Survey
Pre -approval checklist used to
assess and confirm suitability of
shelter site
ARC Shelter Registration Form
(Client Intake Form)
Tracks individuals and families
admitted to the shelter, including
AFN data.

ARC Daily Shelter Report
Captures daily shelter counts,
status, issues —shared with City EOC.

ARC Health Services/Disaster
Mental Health Forms
Used for health and behavioral
health tracking in the shelter.

ICS-213RR - Resource Request
Form
Used to formally request supplies,
staffing, or other support from
County EMD.
pg. 19

Council Agenda- September 4, 2025
ICS -214 - Activity Log
Used by City support staff to
document actions and decisions
supporting shelter.

Facility MOU
Establishes permissions and
conditions for shelter use (e.g.,
DSUSD).

Shelter Setup Checklist (internal)
EOC/City quick guide to support
site logistics setup (e.g., power,
signage, trash, PPE).

Activation Guide: Requesting Riverside County EMD for Shelter Support
Purpose: To request shelter activation and operational support via the Riverside County Emergency Management Department (EMD) when the City of Indian Wells cannot activate a shelter independently or the ARC is unavailable.

Step 1:

Identify the Need
Trigger Event Examples:
• Wildfire evacuation
• Power outage during extreme weather
• Hazardous materials incident
• Residential displacement (e.g., multi -family structure fire) Assessment:
• ARC not immediately available or responsive
• No City capacity to independently operate shelter
beyond short-term care
Confirm:
• Type of support needed (general population shelter, AFN support, pet co -sheltering, etc.)
• Estimated number of evacuees and any known special
needs
Step 2:

Notify Riverside County EMD
Primary Contact:
• Call or text the EMD Duty Officer (contact info on City emergency contact sheet or County EMD duty roster)
pg. 20

Council Agenda- September 4, 2025
• OR initiate communication through WebEOC
Provide the Following Information:
• Incident name and type
• Nature of the shelter need (e.g., fire evacuation, power outage)
• Estimated evacuee count and demographics
• Known Access and Functional Needs (AFN), pets, or
medical dependencies
• Preferred or proposed shelter location (if known)
EMD Duty Officer Phone Number
'951) 312-5167
EMD Duty Officer Email
[email protected]
WebEOC
WebEOC 10.7 Login
Step
3:

Submit a Formal Resource Request
Complete an ICS-213RR (Resource Request Form) with:
• Description of requested support (e.g., ARC shelter
activation, FAST team, cots, food, County Animal Services) • Priority level and justification
• Delivery location and time frame
Submit via:
• WebEOC Resource Request Board, or
• Email to the OA Duty Officer (as a backup if WebEOC is unavailable)
WebEOC
WebEOC 10.7 Login
Step 4:

Coordinate with EMD and Monitor Status
Maintain open communication with County EMD for:
• Confirmation of resource assignment
• Estimated time of arrival of ARC, County staff, or mutual aid
• Shelter type and operating agency (e.g., ARC, VOAD,
County -led)
• Log all coordination efforts in ICS -214 Activity Log Step 5: Prepare City Support for Incoming Shelter Operations pg. 21

Council Agenda- September 4, 2025
Prepare the facility if identified (e.g., DSUSD campus):
• Unlock access with facility POC
• Notify Public Works for utilities and lighting
• Set up signage, parking control, and staging area
Coordinate with County or ARC Shelter Manager upon arrival:
• Provide facility contact, layout info, city liaison
• Support activation through EOC Logistics and Operations Step 6:

Track and Support Ongoing Shelter Operations
Continue EOC support:
• Provide logistics/supply backup
• Coordinate messaging with the PIO and County JIC
• Track costs, staff time, and evacuee counts for
reimbursement
• Include shelter operations in the IAP and daily situation updates
Forms
and Tools
Form/Tool
Purpose
Shelter Sign -In Sheet (basic
intake)
Tracks evacuees entering the
shelter and allows follow-up.

AFN & Medical Screening
Checklist
Screens for critical medical or AFN
needs; triggers County or EMS
referral.

CS-213RR - Resource Request
Form
Submit to County EMD for FAST,
VOAD, ARC assistance, or supplies
ICS -214 - Activity Log
Used by all staff to document shift
activities, changes, and issues.

Facility Inspection Checklist
(Pre/Post)
Confirm facility condition before
and after shelter operation.

Supply Inventory Tracking Log
Tracks water, food, PPE, hygiene kits
used/distributed.

Public Messaging Template (PIO)
Approved messaging for
announcing the shelter,
accessibility, and services.
pg. 22

Council Agenda- September 4, 2025
FACILITY PLANNING AND MOUs
The City of Indian Wells does not own or operate facilities suitable for large- scale sheltering; therefore, it is actively pursuing Memorandums of Understanding (MOUs) with key public, private, and faith -based partners to support shelter and care operations during emergencies.

The City's Emergency Services Coordinator (ESC), in coordination with the City Manager and Legal Counsel, is responsible for developing and maintaining these MOUs. Once finalized, these facilities will be incorporated into the City's emergency shelter inventory and coordinated through the EOC Logistics and Operations Sections during activation.

Shelter Operations (Overnight Stay)
These facilities may be used by the American Red Cross (ARC) or mutual aid partners to operate general population shelters. The City's role is to facilitate access, ensure the facility is ready for ARC use, and provide operational support as needed.

Desert
Sands Unified School District (DSUSD, ARC MOU)
• Proposed Use:
o ARC -operated general population shelters at school
campuses, such as Palm Desert High School or
Gerald R. Ford Elementary School, located within or
adjacent to the City.
o These sites are desirable due to their
cafeteria/multipurpose rooms, restrooms, parking,
and ADA accessibility.
• MOU Considerations:
o Access to gymnasiums or multipurpose rooms for
cots and bedding.
o Availability of restrooms and hygiene facilities.
o Site security, custodial services, and HVAC/electrical capacity.
o Liability and insurance provisions coordinated
through City and DSUSD.
• EOC Support:
o Public Works to assist with site prep (lighting,
generators if needed).
pg. 23

Council Agenda- September 4, 2025
o EOC Logistics to coordinate ARC site access and
supplies.
o ARC Shelter Manager to provide regular updates to
the EOC Shelter Branch.

Southwest
Church - Indian Wells (Private Facility. No MOU in place) • Proposed Use:
o May serve as a shelter or reception site during large- scale evacuations.
o Facilities include large sanctuary or meeting halls,
parking lots, and restrooms.
• MOU Considerations:
o Clear understanding of facility availability, duration of use, and custodial responsibilities.
o Accessibility for individuals with AFN and service
animals.
o Coordination of volunteers or support staff if offered by the church.
• EOC Support:
o ESC to coordinate activation with church leadership.
o EOC Operations Section to determine whether the
site is used for sheltering or short-term care.
o Site information entered into WebEOC for situational
tracking.

Reception and Care Centers (Short -Term Support)
These facilities are intended for short-term support and staging and are not designed for overnight sheltering. During emergencies, they may be activated to provide services such as hydration, cooling, reunification, information dissemination, and pet care.

Indian
Pending)
Wells Golf Resort (City -owned, MOU with Management Company • Proposed Use:
o Designated as a Reception and Care Center during
localized evacuations or emergencies such as
pg. 24

Council Agenda- September 4, 2025
wildfires, extreme heat, power outages, or hazmat
incidents.
• Services may include:
o Hydration and snacks
o Emergency information dissemination
o Coordination of transportation to ARC shelters
o Limited pet support (e.g., shaded areas, water,
temporary holding until animal services arrive)
• Facility Advantages:
o Centrally located and highly familiar to the public.
o Equipped with climate -controlled indoor space,
parking, and restroom access.
o Able to accommodate both walk-in traffic and
vehicle -based staging in the parking areas.
• MOU Considerations:
o As a privately operated facility, a Memorandum Of
Understanding (MOU) is being developed to
formalize:
• Conditions for emergency use
• Roles and responsibilities
• Insurance and liability language
• Reimbursement or cost recovery, if applicable
• The City will work with facility management to define specific areas available for care operations and identify primary contacts for activation.
• EOC Support:
o Operations Section to coordinate with site
management and oversee the function of the
center.
o Logistics Section to provide water, cooling supplies, signage, and support resources.
o PIO to notify the public of center status and
services.
o Planning Section to track evacuee transitions and
center usage metric
Riverside
Coachella
County Community Action Partnership (CAP) Cooling Centers Valley
-
• Proposed Use:
pg. 25

Council Agenda- September 4, 2025
o
o
Short-term cooling centers operated by the County
and partner agencies during excessive heat events
or power emergencies.

These sites offer a safe, air-conditioned space with
water and seating for vulnerable populations,
particularly the elderly and medically dependent.
• City Coordination:
o The City of Indian Wells will coordinate with the
Riverside County Emergency Management
Department and CAP to identify which cooling
centers are open and available during activation.
o The City will not manage these centers directly but
will help with public messaging and, if needed,
transportation coordination to direct residents to
available sites.
• EOC Support:
o Planning and PIO Sections will maintain and
disseminate up-to-date cooling center information.
o The Logistics Section may arrange transportation for
groups or individuals who lack mobility or access to
cooling resources.
o CERT or volunteers may assist with outreach,
hydration distribution, or check -in.
pg. 26

Council Agenda- September 4, 2025

SHELTER SERVICES
Activated shelters, Reception and Care centers, and cooling centers provide critical services to support individuals and families impacted by emergencies.

The type and level of services will vary based on the facility's function and intended duration of operation.

General Population Shelters (Overnight)
General population shelters, operated primarily by the American Red Cross (ARC) or mutual aid partners, are intended to provide 24 -hour accommodations for displaced individuals. Services May Include:

Sleeping
Accommodations
• Cots, blankets, and designated sleeping areas for
individuals and families.
• Family areas may include dividers or privacy barriers where space permits
Restroom
and Hygiene Facilities
• Toilets, handwashing stations, and showers (if available at the facility).
• Sanitation supplies and hygiene kits provided.

Feeding
and Hydration
• Hot meals or meal -ready -to -eat (MRE) options provided by ARC or partners.
• Snacks and bottled water available 24/7.
• Coordination with VOAD partners for dietary -specific needs.

Medical
and Mental Health First Aid
• Basic first aid is provided by trained ARC health services staff.
pg. 27

Council Agenda- September 4, 2025
• Mental health support is available via ARC Disaster Mental Health or County Behavioral Health staff.
• Referrals made to more advanced care as needed.

Pet and
Service Animal Support
• Co -located pet sheltering coordinated with Riverside County Animal Services.
• Service animals are permitted within shelter areas as required by the ADA.
• Pet supplies (food, kennels, leashes) made available when possible.

Access
and Functional Needs (AFN) Accommodations
• Functional Assessment Service Teams (FAST) are
coordinated through the County.
• Mobility assistance devices (wheelchairs, walkers) are provided when available.
• Dedicated areas for individuals with sensory sensitivities. • Language translation and interpretation services via
County or VOAD partners.
• Support for individuals with cognitive, vision, hearing, and medical needs.

Reception and Care Centers (Short -Term Support)
These facilities provide short-term assistance to evacuees and affected residents while they await transport, placement in a shelter, or incident resolution. Reception and Care centers are not designed for overnight stays.

Indoor
Climate -Controlled Space
• A safe, shaded, or air-conditioned environment to rest and regroup.
• Seating areas and family gathering zones.
pg. 28

Council Agenda- September 4, 2025
Hydration
and Light Refreshments
• Bottled water, electrolyte drinks, and basic snacks available. • VOAD partners may assist with food donations and
distribution.

Reunification
Support
• On -site staff may assist separated families, especially during large evacuations.
• May serve as a point for information and communication with relatives.

Information
and Referral
• Emergency updates, shelter assignment information, and transportation coordination.
• Printed materials in multiple languages and accessible formats.

Pet Coordination
• Temporary outdoor shaded areas with water and basic
supplies.
• On -call support from Animal Services or mutual aid partners.

Emotional
Support and Basic First Aid
• Basic first aid services may be provided if medically trained staff are present.
• Riverside County Behavioral Health and Public Health may be requested.

Limited
AFN Support
• Accessible entry and navigation.
pg. 29

Council Agenda- September 4, 2025
• Coordination with County FAST teams if individuals with AFN arrive at the site.
• Translation support is available via phone or County/VOAD resources.

Cooling Centers (Extreme Heat Relief Sites)
Cooling centers are activated during excessive heat events or power outages, typically in partnership with Riverside County Community Action Partnership (CAP) or other public agencies.

Air -Conditioned
Environment
• Safe indoor space for vulnerable residents, especially older adults and medically at -risk individuals.
• Open during designated hours, often midday to early
evening.

Water
and Seating
• Bottled water, seating, and restroom access available. • No sleeping accommodations provided.

Limited
Medical Monitoring
• Informal observation for heat -related illness; EMS may be called as needed.
• No advanced medical care or on -site healthcare staff.

Accessibility
• ADA-compliant access.
• Staff trained to assist individuals with mobility limitations.

Information and Referral
pg. 30

Council Agenda- September 4, 2025
• Flyers and handouts on available emergency services, public health advisories, and hydration tips.
• Locations shared through the City and County
communication platforms.

Riverside County Cooling
Cool Centers
Community Action
Center
Partnership of Riverside County
Joslyn Center
55+
73-750 Catalina Way, Palm Desert
M -F 8am- 5pm
La Quinta
Wellness Center
78450 Ave La Finda, La Quinta
M -F 9am- 4pm
Portola
Community
Center
45-480 Portola Ave, Palm Desert
M -F 8am- 3pm
pg. 31

Council Agenda- September 4, 2025

RESOURCE REQUEST
During care and shelter operations, all unmet needs —including supplies, personnel, equipment, and support services —must be documented and submitted through the proper channels to ensure timely fulfillment, situational awareness, and financial accountability.

Primary
Method: ICS-213RR (Resource Request Form)
• All resource requests must be submitted using the ICS-213RR form to the EOC Logistics Section.
• Requests must include:
o Clear description of the item or service needed (type, quantity, purpose)
o Urgency or priority level
o Delivery location (specific site or staging area)
o Justification (how the resource supports life safety, incident stabilization, or property protection)
• The Shelter Branch, Reception Center Lead, or Field
Supervisor should complete the ICS-213RR and forward it to the EOC Logistics Section, where it will be reviewed,
validated, and submitted to the Riverside County
Operational Area (OA) if not fulfilled internally.

WebEOC WebEOC 10.7 Login
Supplemental
System: WebEOC
• The EOC Logistics Section or ESC must enter all ICS-213RR submissions into WebEOC to ensure visibility at the
Operational Area and Region level.
• WebEOC entries should match the content of the hard copy form exactly, including:
o Resource details
o Justification
o Time submitted
pg. 32

Council Agenda- September 4, 2025
o Point of contact
• WebEOC provides transparency and allows the County EMD Duty Officer and Mutual Aid Coordinators to track pending requests and expedite fulfillment.

Types
of Resources Typically Requested During Shelter Operations Resource
Description
Supplies
Cots, blankets, hygiene kits, PPE,
bottled water, MREs, signage, cleaning
supplies
Personnel
ARC staff, FAST teams, behavioral
health support, interpreters, Animal
Services staff
Equipment
Generators, lighting towers, HVAC
support, ADA ramps, radios,
transportation vehicles
Support Services
Waste removal, pet co -sheltering setup,
medical screening, traffic control,
security
Request
Tracking and Documentation
• Each ICS-213RR must be:
o Logged in the Resource Request Tracker by the
Logistics Section
o Included in the Operational Period Briefing for status updates
o Archived as part of the incident documentation for
cost recovery and reimbursement
• Copies should be filed digitally (via SharePoint or WebEOC) and retained for at least five (5) years or in accordance with the City's Records Retention Policy.

Follow
-Up and Fulfillment
• Once submitted:
o The EOC Logistics Section will track status and
coordinate delivery.
o If partially fulfilled or delayed, updates will be
communicated to the requesting site.
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Council Agenda- September 4, 2025
o Urgent or life -safety requests may be elevated directly to the EMD Duty Officer by phone while simultaneously
submitting documentation.

RECOVERY AND DEMOBILIZATION
The safe, orderly, and well -documented closure of mass care and shelter operations is a critical part of the emergency response and recovery process.

Shelters, Reception and Care centers, and cooling centers will demobilize based on incident conditions and guidance from the American Red Cross (ARC), the City of Indian Wells Emergency Services Coordinator (ESC), and the Riverside County Operational Area (OA).

Demobilization
Criteria
• A shelter or care site may begin demobilization when:
o The immediate threat to public safety has passed.
o Evacuation orders or warnings are lifted.
o Shelter population has declined, and remaining
evacuees have transitioned to housing or recovery
services.
o The Operational Area (OA) has declared the response
phase complete.
o The ARC, mutual aid partner, or the City determines
the facility is no longer needed.

Demobilization
Procedures

1. Notification & Coordination
o ARC Shelter Manager (or City -appointed site lead)
notifies the City ESC and EOC of intent to demobilize.
o ESC confirms with Riverside County EMD and
participating agencies.
o Facility owner/POC is notified and a walkthrough is
scheduled.

2. Final Services to Shelter Residents
pg. 34

Council Agenda- September 4, 2025
o Confirm all evacuees have transportation, housing, or referrals to appropriate support services (e.g., recovery centers, housing programs).
o Provide final messaging and printed materials with next steps and available resources.

3. Site Closure Actions
o Remove signage, equipment, and unused supplies.
o Bag and remove waste; sanitize surfaces and
restrooms.
o Inventory and pack reusable City -or County -owned
supplies for return.
o Coordinate with Public Works for physical support and removal of equipment or trash.

4. Facility Inspection
o Conduct joint inspection with facility owner/manager
using a Facility Demobilization Checklist.
o Document condition, identify damages, and agree on
any follow-up needs.
o Photograph any issues or post -use damage for
documentation.

Documentation
Required
and Cost Recovery
• All shelter, care center, or cooling center activities must be documented for:
o After Action Reporting (AAR)
o FEMA / Cal OES Public Assistance reimbursement
o City financial and legal accountability
Documentation Includes:

Document
Purpose
ICS -214 Activity Logs
Daily log of operations and staff
actions
ICS-213RRs
Record of all resource requests
submitted
Shelter Sign -in Sheets
Record of evacuees served (non -
sensitive information only)
Supply Logs
Inventory of items used and
distributed
Staff Time Sheets
Labor hours by staff and volunteers
pg. 35

Council Agenda- September 4, 2025
Facility Use Agreements
(MOUs)
Define roles, responsibilities, and cost
terms
Final Facility Inspection Form
Confirms facility condition pre/post
use
Cost Tracking Spreadsheet
Summary of all reimbursable expenses

PLAN MAINTENANCE
The Mass Care and Shelter Annex is a living document that must be maintained to remain effective, accurate, and aligned with local, county, state, and federal guidance. Regular review ensures the annex reflects current resources, facility agreements, and operational procedures.

Review
Cycle
Annual Review:
• This annex will be reviewed annually by the Emergency Services Coordinator (ESC), typically during the first quarter of the year or before the start of wildfire season.

The review will include verification of:
• Facility MOUs (e.g., DSUSD, Indian Wells Golf Resort) • ARC protocols and sheltering standards
• Contact lists and facility POCs
• Resource inventories (e.g., cots, hygiene kits, PPE)
• County CAP Cooling Center locations and seasonal hours Post -Incident Review:
• Following any major activation (shelter or reception center), the annex will be reviewed as part of the After Action Report (AAR) process to identify lessons learned, gaps, and
corrective actions.

Five -Year Comprehensive Review:
• A more in-depth review will be conducted every five years, aligned with Emergency Operations Plan (EOP) updates and Local Hazard Mitigation Plan (LHMP) cycles.

Roles and Responsibilities
pg. 36

Council Agenda- September 4, 2025
Emergency Services Coordinator (ESC):
• Serves as the primary lead for reviewing, updating, and distributing the annex.
• Incorporates changes to MOUs, partner agency protocols, and facility changes.
• Tracks updates to Riverside County OA EMD procedures and integrates relevant revision
Public Works:
• Provides updates on facility capabilities, utilities, and readiness.

City Manager/EOC Director:
• Reviews and approves major updates or policy changes
American Red Cross (ARC):
• Confirms current sheltering procedures and forms.

County EMD:
• Provides updates to WebEOC resource request procedures, FAST protocols, and cooling center plans.

Facility Partners (DSUSD, Indian Wells Golf Resort):
• Validate MOU terms, contact information, and facility readiness.

Training
and Exercises
Updates to this annex will be incorporated into:
• Annual EOC staff training
• Tabletop exercises or functional drills involving shelter setup and reception operations
• CERT training sessions for volunteer roles in Reception and Care
Lessons learned during exercises will be documented and used to improve this annex.

Distribution
and Version Control
The most current version of this annex will be:
• Posted on the City of Indian Wells EOC SharePoint or
document management system
• Distributed to EOC staff, partner agencies, and facility POCs pg. 37

Council Agenda- September 4, 2025
• Integrated into the base EOP document set for cross-
reference
Version Control:
• All updates will be tracked with a version history table listing revision dates, sections updated, and the person responsible for the changes.
pg. 38

Council Agenda- September 4, 2025

CITY OF INDIAN WELLS

ALERT & WARNING

PUBLIC MESSAGING
ANNEX
11 :or emergency noti
through Nixie:

Ikammir
APublic safety message
Alert RivCO: Fig Fire - An Evacuation
Warning has been issued tor the
following area: North of Winchester Rd,
South of Los Alamos Rd/15 FWY, East o
De Luz Road/Ivy St, West of 15 FWY

Council Agenda- September 4, 2025

TABLE OF CONTENTS
INTRODUCTION 3
Purpose 3
Scope 3
OBJECTIVES OF ALERT AND WARNING MESSAGING 5
ROLES AND RESPONSIBILITIES 7
COMMUNICATION CHANNELS 9
ALERT ACTIVATION PROCESS 11
PUBLIC MESSAGING CONTENT GUIDELINES 14
ACCESSIBILITY AND EQUITY 16
RUMOR CONTROL AND PUBLIC INQUIRY SUPPORT 18
AUTHORITIES AND REFERENCES 20

Council Agenda- September 4, 2025

INTRODUCTION
Purpose
This Annex outlines the procedures for issuing timely, accurate, consistent, and accessible emergency alerts and public messaging during incidents that may affect the City of Indian Wells. It is designed to protect life, property, the environment, and the community's well-being by ensuring that all populations, including residents, seasonal visitors, businesses, and individuals with access and functional needs, receive vital information before, during, and after an emergency.

The Annex establishes:
• The framework for activating emergency alert systems and public information protocols.
• Roles and responsibilities for City departments, County partners, and public safety agencies involved in the dissemination of alerts. • Coordination pathways between the City of Indian Wells, Riverside County Emergency Management Department (EMD), the Operational Area (OA) Emergency Operations Center (EOC), and other jurisdictional partners.
• Communication standards that prioritize clarity, credibility, accessibility, and inclusivify.

By providing a structured approach to public messaging, the Annex ensures the City can communicate protective actions (e.g., evacuation, shelter -in - place), situational awareness updates, and recovery information to the public using multiple platforms and delivery methods.

Scope
This Annex applies to all City of Indian Wells departments, contracted agencies, and personnel with responsibilities related to emergency management, public safety, communications, or community outreach. It also applies to emergency operations conducted in coordination with Riverside County agencies, including Fire, Sheriff, and the County EMD.

Specifically, this Annex:
• Covers incidents requiring emergency alert and warning functions, including but not limited to wildfires, severe weather, hazardous

Council Agenda- September 4, 2025
materials releases, power outages, flooding, public health emergencies, terrorism, and major special event disruptions.
• Supports operations at all levels of EOC activation, from routine monitoring to full activation, and during both planned and no -notice incidents.
• Includes guidance for the use of authorized alerting platforms such as Genasys Evac, Genasys Alert, Genasys Protect, Nixle, City social media, and the City website.
• Addresses outreach to the entire Indian Wells community, with specific emphasis on reaching visitors, non-English speakers, older adults, and people with disabilities or other access and functional needs (AFN). • Aligns with SEMS/NIMS principles, Cal OES alerting protocols, and the Riverside County Multi -Jurisdictional Emergency Operations Plan framework.

This Annex is a supporting component of the City of Indian Wells Emergency Operations Plan (EOP) and should be used in conjunction with the City's EOC Standard Operating Procedures Annex, Joint Information System (JIS) protocols, and relevant departmental standard operating procedures.

Council Agenda- September 4, 2025

OBJECTIVES OF ALERT AND WARNING MESSAGING
The primary objective of alert and warning messaging is to protect life, health, and safety by rapidly informing the public of an evolving threat or required protective action. Messaging should be accurate, timely, easy to understand, and accessible to the entire community, including residents, businesses, visitors, and individuals with access and functional needs (AFN).

Notify
the public of an imminent threat or protective action
• Notify the public of an imminent threat or protective action o Clearly communicate the nature of the hazard (e.g.,
wildfire, flooding, hazardous materials spill, civil unrest, power outage) and the recommended or mandatory
protective action
• This may include:
o Evacuation orders or warnings
o Shelter -in -place instructions
o Area avoidance notices
o Boil water or utility safety advisories
o Extreme weather alerts (e.g., heat, wind, smoke)
Provide
clear information about what areas are affected
• Ensure geographic clarity by using plain -language boundary descriptions (e.g., "South of Fred Waring Dr., East of
Washington St.")
• When possible:
o Include a map link (e.g., protect.genasys.com) to
show impacted zones
o List major landmarks or intersections to orient
unfamiliar or visiting populations
o Use consistent naming conventions to avoid confusion
Share
reception center/shelter locations
• Include current, confirmed Reception and Care Center or Evacuation Shelter locations with full address information and specify if they are open and operational.
o If shelters are not yet open, indicate that locations are being coordinated

Council Agenda- September 4, 2025
o Include Animal Shelter info when appropriate
o Provide accessibility information (e.g., ADA-
accessible, pet -friendly, cooling center)
Direct
the public to trusted sources for updates
• Reinforce where individuals can get real-time, official information to counter misinformation. Trusted sources may include:
o www.protect.genasys.com for interactive zone and
evacuation maps
o City of Indian Wells website and social media for local updates
o Cal Fire and Sheriff Department official platforms
o City information hotline for recorded messages or live assistance
o Local radio, television, and print media, when
coordinated through the JIC
Ensure
messages are accessible (language, format) and timely
• Messaging should reach the whole community, regardless of language, ability, or communication method.
• This includes:
o Translating messages into Spanish and other prevalent languages in the community
o Using plain language and avoiding technical jargon
or acronyms
o Formatting messages for screen readers, mobile
devices, and TTY -compatible systems
o Providing information through multiple modes —text,
voice, digital, printed, and in -person when needed
o Ensuring messages are disseminated quickly as the
situation develops, and updated regularly as
conditions change

Council Agenda- September 4, 2025

ROLES AND RESPONSIBILITIES
Effective alert and warning operations require coordinated actions across multiple agencies and individuals. This section outlines the specific responsibilities of key personnel and partner agencies involved in initiating alerts, managing public messaging, and ensuring consistent, accessible communication during emergency incidents in the City of Indian Wells.

Role/ Agency
Incident Commander (Fire,
Law)
Key Responsibility
- Initiates evacuation orders through
Genasys Evac based on evolving
incident conditions.

Works directly with EMD to confirm
evacuation zones and
communicate urgency.

Ensures on -scene coordination with
law enforcement and other first
responders to support public safety
during evacuation operations.
- Coordinates with Riverside County
Fire PIO for operational messaging
to be integrated into broader
public communications.

Emergency Management
Department (EMD)
- Oversees coordination of alert and
warning systems (Genasys Alert and
Evac) in partnership with Riverside
County Fire Department and
Riverside County Sheriff's Office.

Ensures consistency between
operational alerts and public -
facing updates through the EOC
Planning and Public Information
functions.
- Coordinates with Riverside County's
Operational Area Joint Information
Center (JIC) when activated
- Provides technical support for
platform integration, ensures
message delivery standards are
met, and documents alerting
procedures for After Action Reviews
(AARs)

Council Agenda- September 4, 2025
- Supports the development of
multilingual messaging templates
and conducts messaging drills as
part of regular preparedness efforts.

City of Indian Wells Public
- Develops and disseminates public
Information Officer (PIO)
messaging related to alerts,
warnings, evacuations, and
protective actions.
- Coordinate with the Riverside
County Fire, Riverside County
Sheriff's, and Riverside County EMD
PIO staff to ensure message
accuracy and alignment with
operational priorities.
- Manages rumor control, tracks
social media and news outlets, and
addresses misinformation.
- Prepares press releases, social
media posts, graphics, and video
content when needed.
- Serves as the official spokesperson
for the City or coordinates
designated spokespersons in
alignment with the City Manager
and Emergency Operations Center
(EOC).
- Ensures all messaging is accessible,
ADA-compliant, and translated into
key languages for the City's
population.

Council Agenda- September 4, 2025

COMMUNICATION CHANNELS
A multi -modal communication strategy is essential to ensure timely, consistent, and accessible messaging before, during, and after emergencies.

Each platform plays a unique role in reinforcing official alerts and providing the public with accurate, actionable information.

Platform
Description and Use
Genasys Alert (Wireless
Emergency Alerts(WEA)
- Issued by Riverside County EMD
on behalf of the City.
- Used for life -safety alerts such as
evacuation warnings/orders,
shelter -in -place, or boil water
notices.
- Residents do not need to opt in
to receive WEA alerts, as they
are delivered based on
geographic location.
- WEA messages are limited in
character count and focus on
Street Boundaries and shelter
locations.
- Sent through Genasys Alert with
IPAWS integration for maximum
reach.

Nixie Opt -In Alerts
- Community members can text
ZIP code 92210 to 888777 to
receive real-time alerts via text
message.
- Deliver SMS and email alerts to
subscribed residents.
- Managed by the City PIO and IT
Manager to alert residents
about urgent news, safety
threats, and public instructions.

City Social Media (Facebook, X
[Twitter])
- Managed by the City's Public
Information Officer (PIO).

Council Agenda- September 4, 2025
- Used for real-time updates,
visual aids (e.g., maps), shelter
info, and public safety
reminders.
- Supports public interaction by
responding to comments and
correcting misinformation.

City Website
- Emergency banners and a
dedicated alerts page on the
City's website.
- Updated with evacuation zone
maps, press releases, shelter
status, and downloadable
resources.
- Maintained by the PIO and IT
support.

Press Releases and Media
- Issued by the PIO in coordination
Briefings
with Riverside County PIOs
- Used to provide authoritative
information and incident
updates to the public and
media.
- May include scheduled
interviews or press conferences
for broader dissemination.

Council Agenda- September 4, 2025

ALERT ACTIVATION PROCESS
The timely and coordinated activation of public alerts is critical to protecting lives and property during an emergency. This section outlines the step-by-step process used by the City of Indian Wells and its response partners to initiate, approve, and disseminate alerts through systems such as Genasys and Wireless Emergency Alerts (WEA). These procedures ensure clarity, accountability, and consistency in the delivery of protective information to the community.

Step 1
Incident Commander (IC) Determines Protective Action
• The IC identifies that an evacuation, shelter -in -place, or other protective action is necessary due to an immediate threat (e.g., wildfire, hazardous spill).

Step 2
IC Selects Evacuation Zones in Genasys Evac
• Using the Genasys Evac platform, the IC selects the evacuation zone(s) affected by the threat based on operational needs and threat boundaries.
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Step 3
IC Notifies Riverside County EMD Duty Officer

Council Agenda- September 4, 2025
- The IC provides the County EMD Duty Officer with the selected zones, recommended protective actions, and any relevant field information e.g., threat type, reception center locations,.

Step
4 County
EMD Sends the Alert via Alert RivCo
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— The Duty Officer drafts and sends the alert message using the Genasys Alert system. The alert is sent out simultaneously through:
o Wireless Emergency Alerts (WEA)
o SMS (text messages)
o Email
o Voice calls
STEP 5
EMD notifies the City of Indian Wells, after which the City coordinates messaging language with EMD, CAL FIRE, and the Sheriff's PIO to ensure consistency across all agencies.

Riverside County EMD PIO
(951) 476-4852
Riverside County Fire Dept PIO
(951) 940-6985
Riverside County Sheriff's Office PIO
(951) 955-2400
Step 6
City of Indian Wells PIO Amplifies the Message Locally
- The City PIO shares the alert and related information through local platforms such as:
o Nixle
o City website (alert banner and updates)
o Social media (Facebook, X)

Council Agenda- September 4, 2025
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Fri, May 23 at 1222 PM
INDIAN WELLS, CA: Wind
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OCity of Indian Wells - Government
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experiencing strong winds this week. Please be
mindful of.

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HIGH WINO WARNING
TEXT 92210 TO 888777
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OCity of Indian Wells - Government -117/25
In addition. high winds cart often lead to fires.

Please avoid any activities that could start

Council Agenda- September 4, 2025

PUBLIC MESSAGING CONTENT GUIDELINES
To ensure public messages are clear, actionable, and effective during emergencies, all alerts should include essential elements that help the community understand the threat, what actions to take, and where to find more information.

Type
and Severity of Hazard
- Clearly describe the nature of the incident (e.g., wildfire, chemical spill, severe weather) and its current or potential impact.
o Use concise language that communicates urgency
without causing undue panic.
o Example: "A fast-moving wildfire is approaching
residential areas north of Hwy 1 1 1. An Evacuation
Warning is in effect. Be ready to leave if conditions
worsen."
Protective
Actions
- Specify what the public needs to do (e.g., evacuate, shelter in place, avoid area).
o Instructions should be simple, action -oriented, and
tailored to the event type.
o Example: "Evacuate immediately using Fred Waring Dr.
toward Palm Desert. Do not delay. Bring essential items and pets."
Evacuation
Areas and Shelter Locations
- Include the geographic boundaries of any evacuation zones o Example: "Evacuation Order issued for areas North of
Hwy 1 1 1, East of Cook St, South of Fred Waring Dr, and West of Washington St
- Include address(es) of designated shelters or reception centers.

Council Agenda- September 4, 2025
o Example Shelter: Palm Desert High School 74-910 Aztec Rd. Palm Desert, CA
o Example Animal Shelter: Coachella Valley Animal
Campus 72050 Petland PI, Thousand Palms, CA
Map
or Visual Link
- Provide a link to a verified visual platform (e.g.,
www.protect.genasys.com) to help the public identify
affected zones, routes, and resources.

Date/Time
and Source
- Include the time the message was issued, who issued it (e.g., Indian Wells PIO, Riverside County EMD), and whether the situation is ongoing or resolved.
o "Issued at 4:15 PM by Riverside County Fire Department.

Wildfire response is ongoing. Further updates will follow as conditions change."
Contact
Information and Official Channels
- Point to where the public can go for more information (e.g., City website, social media pages, hotline number).
o Ensure information is consistent across platforms to
prevent confusion.
o Example: "For the latest updates, visit
www.cityofindianwells.org , follow @IndianWellsCity on X and Facebook."

Council Agenda- September 4, 2025

ACCESSIBILITY AND EQUITY
Effective public messaging must be inclusive and considerate of the diverse needs within the community. To ensure all residents receive and understand emergency communications, this section outlines practices to make alerts and warnings accessible to individuals with varying language, cultural, and functional needs.

Focus Area
Key Strategies/ Actions
Language Accessibility
- Provide messaging in English and
Spanish.
- Ensure translations are timely,
accurate, and culturally
appropriate.
- Consider additional languages
based on local demographics or
census data.
- Partner with schools, community
groups, and faith -based
organizations to help distribute
messages
ADA Compliance and Accessible
Formats
- Ensure compliance with
Americans with Disabilities Act
(ADA) standards.
- Offer content compatible with
screen readers, hearing aids, and
assistive technology.
- Use high -contrast visuals, plain
language, closed captions, and
audio options.

Trusted Messengers and
Community Partnerships
- Engage community -based
organizations, service providers,
and neighborhood leaders.
- Focus outreach to seniors, those
with limited English proficiency,
individuals with disabilities, and
people without internet or mobile
access.
- Use these partners to assist with
interpreting, delivering, and
confirming receipt of messages.

Multiple Communication
Modalities
- Share messages through multiple
platforms including:

Council Agenda- September 4, 2025
o Digital (text, social media,
websites)
o Printed (flyers, door
hangers)
o Broadcast (radio,
television)
- In -person outreach (e.g., senior
centers, faith -based venues)
Two -Way Communication and
- Offer mechanisms for the public
Feedback Loops
to ask questions and request
help.
- Set up multilingual hotlines and
interpreter services.
- Use Community Liaison Officers to
gather feedback and address
community concerns.
- Promote public briefings with
translation and real-time Q&A
options.

Council Agenda- September 4, 2025

RUMOR CONTROL AND PUBLIC INQUIRY SUPPORT
During emergencies, misinformation can spread rapidly and undermine response efforts. Proactive rumor control and clear communication channels are essential to maintaining public trust, reducing confusion, and ensuring residents have access to accurate and timely information.

PIO
to manage official FAQs
• The Public Information Officer (PIO) is responsible for creating, maintaining, and distributing a set of Frequently Asked Questions (FAQs) related to the emergency incident.
o FAQs should address common concerns, clarify
procedures (e.g., evacuation routes, shelter
operations), and debunk any circulating
misinformation.
o Update FAQs regularly as the situation evolves.

Monitor
and correct misinformation on social media
• The PIO or designated staff should actively monitor social media platforms (e.g., Facebook, X, Nextdoor) for rumors, inaccuracies, or unauthorized messages.
o Promptly correct false information with verified facts. o Work with regional partners, local influencers, and
community groups to help distribute accurate
messages and dispel confusion.

Provide
consistent updates across all platforms
• Ensure that information released through various
communication channels (social media, press releases, city website, recorded hotline messages) is uniform and
synchronized.
o Use scheduled updates to reassure the public that
accurate information is being provided regularly, even
if there are no major developments.
o Emphasize the importance of following official sources for the most reliable information.

Establish a public inquiry process

Council Agenda- September 4, 2025
• Set up a designated hotline, call center, or email address where residents can ask questions and get verified answers. o Provide multilingual support where feasible.
o Use questions received from the public to update
messaging, FAQs, and future briefings.

Coordinate with partner agencies for unified messaging
• Ensure consistency in messaging between the City, Riverside County, fire/law enforcement, school districts, and other stakeholders.
o Participate in Joint Information System (JIS) or Joint Information Center (JIC activities when activated.

Council Agenda- September 4, 2025

AUTHORITIES AND REFERENCES
This section outlines the federal, state, county, and local authorities that provide the legal and procedural framework for public alert and warning operations in Riverside County. It also includes key reference documents and best practice guidance used to develop and implement this annex. These authorities ensure that all alert and warning activities comply with applicable laws, are coordinated across jurisdictions, and align with established emergency management standards.

Federal Authorities
Description
Robert T. Stafford Disaster Relief and
Emergency Assistance Act
- Provides the legal framework
for federal assistance in
disasters, including public
information and warning
support.

Post -Katrina Emergency
Management Reform Act (PKEMRA)
- Expands FEMA's role in
preparedness and public
alerting.

Integrated Public Alert and Warning
System (IPAWS) Modernization Act of
2015
- Establishes standards and
requirements for IPAWS,
including Wireless Emergency
Alerts (WEA) and the
Emergency Alert System (EAS,.

Federal Communications
Commission (FCC) Rules, 47 CFR
Parts 10 & 11
- Governs WEA and EAS
activation, testing, and
message content.

Americans with Disabilities Act
(ADA)
- Requires public alerts to be
accessible to individuals with
disabilities.

Homeland Security Presidential
Directive 5 (HSPD-5)
- Mandates the adoption of the
National Incident
Management System (NIMS)
for interoperability in public
warning.

State of California Authorities
Description
California Emergency Services Act
(Government Code §§ 8550-8669.7)
- Defines emergency powers,
responsibilities, and
coordination of public
warnings in California.

Council Agenda- September 4, 2025
California Code of Regulations, Title
19, Division 2
- Establishes SEMS and
requirements for alert and
warning.

California Government Code § 8594
- Provides authority for the
Amber Alert Program.

California Public Utilities Code §
2872.5
- Authorizes local agencies to
use mass notification systems
to alert residents.

Cal OES Alert and Warning
Guidelines
- State guidance on the use of
public alert and warning
systems, including WEA, EAS,
and other mass notification
tools.

Standardized Emergency
Management System (SEMS)
- California's coordination
system for emergency
management, including alert
and warning functions.

County of Riverside Authorities
Description
Riverside County Emergency
Operations Plan (EOP)
- Establishes countywide
coordination of emergency
operations, including public
information and warning.

Operational Area Agreements and
MOUs
- Includes agreements with
cities and tribal governments
for the use of Alert RivCo /
Genasys and other public
warning systems.

Indian Wells Authorities
Description
Emergency Operations Plan (EOP)
- Establishes coordination of
emergency operations,
including public information
and warning.

References
Description
FEMA Comprehensive Preparedness
Guide (CPG) 101
- Guidance on EOP
development.

FEMA IPAWS Program Planning
Toolkit
- Best practices for
implementing IPAWS.

Council Agenda- September 4, 2025
FEMA Public Alert and Warning
System Best Practices Guide
- Operational considerations for
public messaging.

National Weather Service (NWS)
Public Warning Guidance
- Best practices for hazard -
specific alerts.

Council Agenda- September 4, 2025

TABLE OF CONTENTS
INTRODUCTION 3
Purpose 3
Scope 4
RECOVERY ORGANIZATION 6
Organizational Structure in Recovery Mode 6
RECOVERY PHASES OVERVIEW 11
OPERATING IN RECOVERY MODE IN THE EOC 15
Recovery EOC Procedures 16
Recovery EOC Objectives 20
LOCAL ASSISTANCE CENTERS (LAC) 24
PUBLIC INFORMATION AND COMMUNITY ENGAGEMENT 29
RECOVERY DOCUMENTATION AND COST TRACKING 32
DAMAGE INSPECTIONS 35
DEBRIS MANAGEMENT 37
HAZARD MITIGATION INTEGRATION 40
AFTER ACTION AND IMPROVEMENT PLANNING 43
REFERENCES 46
APPENDICES 48
Appendix A - CaIOES Form 95 48
Appendix B- Post -Disaster Damage Assessment Form 49
Appendix C- Situation Report (Sit Rep) 51
Appendix D- ICS 213 RR 53
Appendix E- Resource Tracking Tool 54
Appendix F - FEMA Public Assistance Overview 55
Page I 2

Council Agenda- September 4, 2025

INTRODUCTION
Purpose
This annex defines the structure and procedures the City of Indian Wells will follow to coordinate and manage recovery operations following a disaster or major emergency. It establishes a framework for ensuring an organized and efficient transition from emergency response to recovery, enabling the restoration of critical services, reestablishment of essential functions, and long- term rebuilding of the community.

Recovery is the process of restoring the whole community to its pre -disaster condition, or as close to normal as possible, through a coordinated set of actions tailored to the location, type, magnitude, and impacts of the incident.

The City's recovery operations are organized into three interdependent phases:
• Short-term Recovery: This strategy focuses on the immediate restoration of essential services, infrastructure, and community support. • Intermediate Recovery: Stabilizes systems, supports displaced individuals and businesses, facilitates detailed assessments, and restores core government functions.
• Long-term recovery: This involves a sustained effort to rebuild infrastructure, support economic recovery, address housing needs, and enhance the City's resilience.

PREPAREDNESS

ONGOING

NATIONAL RESPONSE

FRAMEWORK (NRF)

NATIONAL DISASTER RECOVERY

FRAMEWORK (NDRF)
SHORT-TERM IN -::MEDIATE LONG-TERM

DAYS WEEKS -MONTHS MONTHS -YEARS
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Page I3

Council Agenda- September 4, 2025
This annex is intended to guide City leadership, Emergency Operations Center (EOC) staff, and operational departments through each phase of recovery using a consistent and coordinated approach.

Scope
This annex applies to all City of Indian Wells departments, partner agencies, and supporting organizations involved in recovery efforts. It provides the framework for coordinating, planning, and executing activities that support the City's recovery from a disaster or major emergency.

The annex addresses the full continuum of recovery operations, short-term, intermediate, and long-term, and applies to a wide range of potential incidents, including but not limited to:
• Earthquakes
• Flooding
• Wildfires
• Extreme weather events (e.g., windstorms, heat emergencies) • Public health emergencies and pandemics
• Utility disruptions
• Technological and human -caused incidents
Key Recovery Priorities
• Restore critical lifelines: water, power, transportation, communications, and healthcare.
• Support the reopening of essential facilities (government, schools, businesses).
• Re-establish public services and community functions. • Address the immediate housing, economic, and social needs of residents.
• Coordinate assistance through a Local Assistance Center (LAC), if activated.

This annex also aligns with the National Disaster Recovery Framework (NDRF), the California Disaster Recovery Framework (CDRF), and the Standardized Emergency Management System (SEMS) to ensure seamless integration with operational area, state, and federal recovery structures.

Council Agenda- September 4, 2025
Additionally, this annex promotes long-term resilience and sustainability by incorporating hazard mitigation actions and lessons learned into the City's recovery planning, post -incident evaluations, and future emergency preparedness initiatives. For the City of Indian Wells, this Recovery Annex aligns with the goals and objectives outlined in the Local Hazard Mitigation Plan (LHMP), ensuring a coordinated and strategic approach to recovery that reduces future risk and supports community resilience
Page I5

Council Agenda- September 4, 2025

RECOVERY ORGANIZATION
The City of Indian Wells' recovery organization structure reflects the Standardized Emergency Management System (SEMS) and integrates with the City's Emergency Operations Center (EOC) structure. As the City transitions from response to recovery, a dedicated recovery organization is established under the EOC framework to coordinate short-term and long-term recovery efforts.

Organizational Structure in Recovery Mode
Upon transition to recovery operations, the EOC may remain fully or partially activated. Recovery roles and responsibilities are assigned within the existing EOC Sections, with emphasis on long-term restoration, coordination with County and State agencies, and community engagement.

The following organizational chart identifies key positions and responsibilities within the City's recovery organization.

CITY OF INDIAN WELLS

RECOVERY ORGANIZATION
Director
PIO/
Community Liaison
Operations Section
Damage Assessments, Debris
Management, Utility Restoration,
Mass Core and Sheltenna
Planning Section
Recovery Plans , Situation
Reports, Action Plans
Logistics Section
Resource management
Finance Section
Cost unit, rime Unit,
Economic Recovery

Council Agenda- September 4, 2025
Section/ Role
Recovery Responsibilities
EOC Director
- Lead all recovery operations and
strategic decision -making
- Coordinate with Policy Group
and City Council
- Approve recovery priorities and
resource allocation
- Align recovery with the General
Plan, LHMP, and EOP
- Serve as the final authority on
interagency coordination
City Council
- Provide overarching guidance
and strategic input on recovery
priorities.
- Offer advisory support on policy
decisions related to long-term
recovery.
- Review and endorse recovery
strategies to ensure alignment
with the City's General Plan,
community goals, and legal
requirements.
- Coordinate closely with the EOC
Director to stay informed and
ensure consistency with citywide
governance.

Public Information Officer (PIO)
- Disseminate timely, accurate,
and inclusive information
- Coordinate messaging with the
Community Liaison
- Manage media, FAQs, social
media, press releases
- Monitor and correct rumors
- Ensure ADA and language
accessibility compliance
Community Liaison
- Serve as the link between the
City and community groups,
especially vulnerable
populations.
- Engage with HOAs, businesses,
and nonprofits to share recovery
info.

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Council Agenda- September 4, 2025
- Gather community feedback
and report needs to the EOC.

Recovery Coordinator (typically
Emergency Services
Coordinator):
- Lead operational recovery
coordination and planning.
- Engage with County, State, and
Federal partners.
- Integrate recovery objectives
into EOC Action Plans and City
planning documents.
- Oversee Recovery Annex
implementation and working
groups.

Operations Section
- Coordinate infrastructure
restoration and city services.
- Prioritize repair of roads,
drainage, parks, and lifelines.
- Support debris removal and re-
entry coordination.

Planning Section
- Maintain situational awareness
and track recovery progress.
- Prepare situation reports and
Recovery Action Plans.
- Lead damage assessments and
After -Action Reports (AAR).
- Align efforts with long-term
mitigation goals.

Logistics Section
- Support ordering and delivery of
recovery resources.
- Manage IT, communications,
and support for EOC/LACs.
- Maintain City facility continuity
and assist with fuel/vehicle
needs.

Finance/Administration Section
- Track and document disaster -
related costs for reimbursement.
- Ensure procurement compliance
and records retention.
- Prepare project worksheets,
payroll, vendor contracts, and
grant reports.

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Council Agenda- September 4, 2025
External Coordination
The City of Indian Wells relies on coordinated partnerships with County, State, Federal, utility, and non -governmental agencies to effectively manage recovery operations. Below is an overview of external stakeholders and their roles during disaster recovery:

Partner
Recovery Responsibilities
Riverside County
- Coordinates regional recovery
operations and provides
technical support to the City.
- Leads Local Assistance Center
(LAC) operations and Recovery
Task Forces.
- Ensures integration with the
County EOC and Operational
Area plans.

CaIOES
- Provides state -level recovery
oversight and coordination.
- Assigns a Recovery Assistance
Officer (RAO) to support
documentation and
reimbursement (CDAA, HMGP).
- May assist with LAC operations,
debris removal, and hazard
mitigation planning.

FEMA
- Offers federal disaster recovery
programs (PA, IA, HMGP, DUA).
- Coordinates with CaIOES and the
City on cost recovery and project
worksheets.
- Provides funding and technical
assistance for rebuilding and
mitigation.

Southern California Edison (SCE)
- Leads restoration of electrical
services to critical infrastructure
and residences.
- Provides lifeline status updates
and utility safety inspections.
- Prioritizes power restoration for
hospitals, shelters, and
emergency facilities.

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Council Agenda- September 4, 2025
Southern California Gas
Company
- Assesses and restores gas service,
including safety inspections and
reconnections.
- Coordinates shutoffs and
guidance for safe re-entry to
affected buildings.

Imperial Irrigation District (IID)
- Restores electrical power in IID-
serviced Coachella Valley areas.
- Coordinates with the City to
prioritize essential service
reconnections.

Burrtec Waste Industries
- Conducts debris removal and
curbside waste pickup.
- Coordinates temporary waste
staging areas and
documentation for cost recovery.

Coachella Valley Water District
(CVWD)
- Restores potable water, irrigation
water, and wastewater services.
- Coordinates with public works for
infrastructure assessments and
notices.
- Supports water system resilience
and long-term recovery
planning.

Telecommunications Providers
(AT&T, Spectrum, Frontier)
- Restore voice, internet, and data
services to critical and residential
areas.
- Prioritize 911 centers, EOCs, and
healthcare facilities.
- May deploy mobile units (COWs)
and provide public service
updates.

NGOs / VOADs
- Provide shelter, feeding, case
management, and donations.
- Offer spiritual care, mental health
services, and community
outreach.
- Examples include American Red
Cross, Salvation Army, United
Way, and local nonprofits.

Pagel 10

Council Agenda- September 4, 2025

RECOVERY PHASES OVERVIEW
Recovery occurs in overlapping phases: short-term, intermediate, and long- term, each with specific goals, actions, and coordination needs. These phases provide a strategic framework to guide the City of Indian Wells through disaster recovery, aligning efforts across departments and partners while prioritizing safety, service restoration, economic resilience, and community well-being.

Short
The focus
and
Key
-Term Recovery (0-60 Days)
of short-term recovery is on stabilizing life safety, situational clarity, reestablishing the community's essential functions.

Activities:
• Damage Assessments (Rapid and Detailed):
o Conduct windshield surveys and CaIOES Form 95s to
identify initial impacts.
o Use Surveyl 23 or paper forms to collect data on
residential, commercial, and public infrastructure
damage.
o Prioritize inspections of public safety buildings, schools, critical businesses, and utilities.
• Restoration of Lifelines and Critical Services:
o Coordinate with utility providers (e.g., IID, SCE,
Spectrum) to restore water, power, internet, and gas
services.
o Clear access to roads and bridges for emergency
vehicles and supply chains.
o Reopen government facilities needed for response and
public access.
• LAC (Local Assistance Center) Request and Coordination:
o Request a LAC through Riverside County EMD if
community impacts are widespread.
o Identify accessible sites (e.g., Indian Wells Golf Resort or City Hall) and provide logistical support.
o Ensure services include housing support, FEMA
assistance, insurance, legal aid, and counseling.
o See page 24 for more information on LACs.
• Shelter and Housing Support:
o Maintain or demobilize emergency shelters depending
on community needs.

Council Agenda- September 4, 2025
o Coordinate with the County and nonprofits to transition residents into temporary or interim housing.
o Identify AFN individuals and ensure wraparound
services are available.
• Public Communication and Outreach:
o Provide regular updates through PIO and Community
Liaison.
o Disseminate flyers, Nixle alerts, and recovery resource information.
o Begin rumor control and recovery FAQ distribution.

Intermediate
The intermediate
community
redevelopment.

Key
Recovery (60-180 Days)
phase focuses on repair, stabilization, and restoring core functions. It bridges emergency stabilization and long-term Activities:
• Infrastructure Repair and Restoration:
o Begin repairs to roads, sidewalks, parks, government
buildings, traffic signals, and storm drains.
o Prioritize repairs that enable commerce, education,
and critical public services.
o Coordinate with Caltrans, Riverside County, and utility providers for joint repair efforts.
• Continued Housing and Community Services:
o Assist displaced residents in accessing rental
assistance, FEMA IA, or rebuilding programs.
o Provide mental health, public health, and social
services, especially for seniors, low-income families, and people with disabilities.
o Establish family reunification and long-term case
management support.
• Debris Management and Environmental Monitoring:
o Implement City or County debris removal plans.
o Monitor debris staging and disposal in compliance with CEQA and health regulations.
o Conduct environmental assessments to mitigate
contamination risks (e.g., asbestos, soil runoff; .
• Grant Applications and Recovery Funding:
o Finalize and submit FEMA Public Assistance (PA) Project Worksheets.

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Council Agenda- September 4, 2025
o Apply for state funding through CaIOES, CDAA, and
mitigation grant programs.
o Begin internal auditing of procurement and
timekeeping practices to meet eligibility requirements. • Recovery Coordination and Reporting:
o Hold regular interdepartmental and community
recovery meetings.
o Update the EOC Recovery Dashboard and Recovery
Action Plan.
o Provide status reports to City leadership and Riverside County EMD.

Long
The long-term
revitalization,
Key
-Term Recovery (6+ Months to Several Years)
phase emphasizes permanent rebuilding, community
hazard mitigation, and improving resilience to future disasters.

Activities:
• Permanent Rebuilding of Infrastructure:
o Reconstruct damaged facilities to modern codes and
standards (e.g., seismic, fire -safe, ADA compliant).
o Include hazard -resistant upgrades (e.g.,
undergrounding power lines, fire-resistant roofing).
o Rebuild parks, civic spaces, and recreational areas to support community well-being.
• Economic Revitalization:
o Assist businesses with rebuilding, permitting, and
financial recovery.
o Partner with the Greater Palm Springs CVB and local
business associations to support tourism.
o Explore tax relief, grants, and SBA loan opportunities for small business recovery.
• Environmental Restoration:
o Replant native vegetation and restore natural areas
impacted by fire, flood, or debris.
o Monitor watershed health and implement erosion
control where needed.
o Work with conservation agencies and local
environmental groups for restoration planning.
• Integration of Mitigation Strategies:
o Conduct After Action Reviews (AARs) and capture
mitigation opportunities.

Pagel 13

Council Agenda- September 4, 2025
o Update the Local Hazard Mitigation Plan (LHMP) to
reflect lessons learned.
o Use recovery as a springboard for "building back
better" through zoning, building codes, and
development policies.
• Long -Term Planning and Community Engagement:
o Involve residents in visioning workshops and recovery planning.
o Include historically underserved or underrepresented
communities in recovery dialogue.
o Integrate recovery priorities into the General Plan,
Capital Improvement Plan (CIP), and future
development strategies.

Council Agenda- September 4, 2025

OPERATING IN RECOVERY MODE IN THE EOC
Once immediate response objectives are met, the City of Indian Wells may continue to operate its Emergency Operations Center (EOC) in Recovery Mode to coordinate ongoing restoration efforts. In this mode, the EOC shifts focus from life safety and incident stabilization to supporting community recovery, managing long-term objectives, tracking disaster -related costs, and facilitating interagency coordination. Recovery Mode may involve reduced staffing and operational hours, but it remains critical to maintaining situational awareness, overseeing resource management, and ensuring a smooth transition back to normal city operations.

Activation
This
community.
"end";
and Transition
• The EOC Director formally announces the shift from response to recovery operations when:
o Immediate threats to life and property have been
addressed.
o Lifesaving missions (e.g., evacuations, fire suppression, rescues) are no longer the primary focus.
o Initial damage assessments are complete or underway.
o Critical infrastructure and utilities are in the early stages of restoration.
often happens while response efforts are still active in other parts of the In practice, recovery doesn't wait for the response phase to instead, the two phases overlap.

Transition
Steps

1. The EOC Director formally designates the Recovery
Coordinator (typically the Emergency Services Coordinator), who begins leading recovery coordination and planning.

2. The Planning Section, in coordination with all Section Chiefs, revises the EOC Action Plan to include recovery -specific objectives, timelines, and operational priorities.

3. Each section begins transitioning from immediate response to longer -term recovery tasks (e.g., shelter to housing,
infrastructure damage to repairs, mutual aid tracking to FEMA reimbursement prep).

4. The Planning Section develops an ICS 201 Incident Briefing summarizing current incident status, recovery priorities, resources, and key coordination points.

Pagel 15

Council Agenda- September 4, 2025

5. The Recovery Coordinator or EOC Director holds a Recovery Status Briefing for EOC staff, City leadership, and partner agencies to communicate the shift in focus, roles, and next steps.

EOC Activation Levels
• Recovery Mode may be managed at:
o Level 2 or 3 Activation, depending on the incident scale. o Full activation for large-scale, long -duration incidents. o Partial activation for targeted coordination (e.g.,
logistics and finance only).
o Virtual coordination options may also be used where
feasible
Recovery EOC Procedures
Once the City of Indian Wells transitions to Recovery Mode, the Emergency Operations Center (EOC) adopts modified procedures to support ongoing coordination, resource tracking, and communication. While the intensity of operations may be reduced compared to the initial response, strategic planning, documentation, and resource management remain essential.

Operational
Recovery
allowing
Note:
prolonged
Periods
operations are typically less urgent than immediate response, for flexibility in staffing and scheduling.
• Standard Recovery Periods: Shift lengths are often reduced to 8 or 12 -hour daytime -only operations (e.g., 0800-1700 or 0800- 2000, .
• Reduced Staffing Levels: Staff may rotate, with one
representative per section, unless surge support is needed e.g., LAC setup, public works operations).
• Staffing Continuity: Maintain consistency in section leads or assign recovery -specific personnel for continuity.
• Briefings: Begin each shift with a short EOC Recovery Briefing to review progress, objectives, and new developments.

Section Chiefs should consider fatigue and burnout when scheduling recovery operations.

Page l 16

Council Agenda- September 4, 2025
SMART
All recovery
Objectives
and
Recovery Objectives Development
activities should be tied to clear, achievable objectives. • Objectives are developed by the Planning Section in
coordination with Section Chiefs and the Recovery
Coordinator.
• Objectives are:
o Specific to a task or goal.
o Measurable by a clear output or metric.
o Achievable given current resources.
o Relevant to the City's recovery priorities.
o Time -bound with a deadline or timeframe.
• Examples:
o "Restore traffic signals at all major intersections within 5 days."
o "Process and submit damage estimates for all red -
tagged facilities within 3 operational periods."
are reviewed and updated regularly to reflect evolving priorities progress.

Recovery
The
ongoing
long-term
Action Plans (RAPs)
Planning Section produces Recovery Action Plans (RAPs) to guide operations. Unlike initial EOC IAPs, RAPs are more strategic and focused.
• May be produced weekly or biweekly, depending on incident scale.
• Include:
o Recovery objectives (SMART format)
o Section -specific activities and milestones
o Recovery metrics and accomplishments (e.g., % debris
removed, # of residents assisted)
o Unmet needs, constraints, or barriers
o Partner coordination status (e.g., County, CaIOES,
FEMA, NGOs)
o Resource needs and outstanding requests
o Recovery Timeline or milestone tracker
o Public messaging themes or upcoming outreach
Pagel 17

Council Agenda- September 4, 2025
RAPs
public
Form or Component
Purpose
Cover Sheet
Identifies the plan version, date, and
operational period.

Recovery Objectives Summary
ICS 202 - outlines overarching
recovery goals.

Section Updates
Narrative or table format updates
from Operations, Planning, Logistics,
and Finance/Admin.

Key Recovery Metrics
Visuals or summary tables tracking
restoration status, debris, housing,
etc.

Resource Summary
Based on ICS 213RR - status of major
resource requests.

Recovery Timeline
Gantt -style chart or milestone
checklist showing past/future
recovery goals.

Partner Coordination Table
Overview of participating agencies,
assigned tasks, and contact info.

Public Messaging Snapshot
Summary of messaging priorities or
PIO updates.

Appendices
Optional - includes maps,
dashboards, status boards, cost
summaries, or damage assessment
visuals
serve as a communication tool with City leadership, County EOC, and information teams.

Damage
Continued
community
Assessment and Impact Reporting
collection and visualization of data are essential to track recovery.
• Use tools such as:
o CaIOES Form 95 (See Appendix A)
o Building permit records
o Red/yellow tag reports (See Appendix B)
o Survey123 GIS-enabled field data collection)
• The Planning Section consolidates this data into:
o Daily SitReps ( See Appendix C)
o Recovery Dashboards
o Map -based visualizations (e.g., heatmaps of damage)
Page l 18

Council Agenda- September 4, 2025
l 3 IW EOC i,d,5c
-
sdspm,
. . .
• Fred Waring Dr
• Miles Ave
• Mountain Cave Dr
Power Outages Q
SI6 Residences
oune..

Resources Deployed •
P rsonnel •
• Public Works -5
• SAP Inspector- 1
• Building lnspeetors-2
• SCE -2Crews
• I'D-1Crew
• RSO Deputy -3
Equipment
• Crty-rucks-2
oa
Front er der-1
r l • Dump
ck1
• Safety Signage-5
• Bar ricades- 5
ty-
Address Points

4.7k
«r.
• Share data regularly with:
o City Manager/Policy Group
o County EMD via WebEOC
o Community (as appropriate via PIO)
WebEOC
WebEOC 10.7 Login
EMD Duty Officer
951-312-5167
Damage data also supports eligibility for FEMA Public Assistance and Individual Assistance.

Transition Planning and EOC Demobilization
As the City stabilizes, the EOC will prepare to transition recovery activities back to department -level operations. Transition Planning Includes:
• Identifying which recovery activities are:
o Complete
o Ongoing but manageable by City departments
o Requiring outside 'County/State/Federal) support
• Developing a Demobilization Plan outlining:
o Roles that can be deactivated or reassigned.
o Final documentation and data capture needs.
o Reporting deadlines for reimbursement (e.g., FEMA,
CaIOES).
o Staffing and contact points for continued recovery
outside the EOC.
• Ensuring each Section:
o Finalizes ICS 214 Activity Logs
Page l 19

Council Agenda- September 4, 2025
The
Recovery
o Submits cost tracking data to Finance/Admin
o Archives documentation properly
Planning Section oversees the transition timeline and provides a final Status Briefing to City leadership.

Post
Once
-Demobilization Recovery Continuity
the EOC stands down:
• Recovery coordination shifts to the Emergency Services Coordinator, Recovery Coordinator, or assigned City
department.
• Ongoing projects (e.g., hazard mitigation grants, public rebuilding, housing programs) are monitored through existing city processes.
• Long-term recovery progress is integrated into City Council updates, budget planning, and the Local Hazard Mitigation Plan (LHMP).

Recovery EOC Objectives
The following are examples of objectives that may be included in Recovery Mode EOC operations. All objectives should follow the SMART format (Specific, Measurable, Achievable, Relevant, Time -Bound):

1. The
environment.

Maintain situational awareness
EOC must sustain a clear and evolving picture of the recovery • Collect data from City departments, utility providers, field assessments, and community feedback to monitor progress. • Display metrics in a Recovery Dashboard accessible to EOC staff, leadership, and external partners.
• Maintain a daily or operational period -based Recovery Situation Report (SitRep) that includes key indicators such as:
o Percentage of homes with restored power
o Number of displaced or sheltering residents
o Debris tonnage removed
Page l 20

Council Agenda- September 4, 2025
Example
Recovery
o Red/yellow-tagged building count
o Damage estimate totals
SMART Objective: "Develop and update a public -facing
Dashboard with five key metrics by 0900 hours daily."

2. Coordinate
infrastructure
Example
homes
Coordinate Restoration of Lifelines
with public and private sector partners to restore critical and services that support public health and safety.
• Establish direct communication channels with providers such as IlD, SCE, Spectrum, and gas/water districts.
• Identify restoration priorities (e.g., hospitals, fire stations, senior communities).
• Track outages and restoration timelines across sectors. • Report lifeline status updates to the County EOC and affected stakeholders.

SMART Objective: "Restore potable water to 1000 of affected in Zone 3 within 72 hours of system repair completion."

3. Ensure
those
Support Community Recovery Needs
residents have access to essential recovery services, particularly with access and functional needs (AFN).
• Coordinate sheltering, transitional housing, and temporary accommodations.
• Connect residents with behavioral health and public health resources.
• Partner with nonprofits, faith -based organizations, and VOADs to fill service gaps.
• Maintain updated resource guides and referral lists in multiple formats (print, web, social media).

Page l 21

Council Agenda- September 4, 2025
Example SMART Objective: "Identify and refer 100% of displaced households to appropriate housing or case management support within five days of displacement confirmation."

4. Ensure
through
Example
related
identification."
Process and Track Resource Requests
efficient and transparent management of recovery resources proper documentation and prioritization.
• Use WebEOC and/or ICS 213RR forms to request additional staffing, technical specialists (e.g., engineers), equipment, and supplies.

WebEOC WebEOC 10.7 Login
• Coordinate closely with the Logistics Section and County EMD to escalate unmet needs.

EMD Duty Officer 951-312-5167
• Track the status of all open requests, including delivery timelines and documentation for reimbursement.

SMART Objective: "Submit all outstanding resource requests to debris clearance to the County EOC within 24 hours of

5. Proper
through
Track and Document Recovery Costs
cost tracking ensures the City remains eligible for reimbursement federal and state programs (e.g., FEMA PA, CaIOES CDAA). • Assign Finance/Administration Section staff to maintain cost logs and documentation.
• Separate response costs from recovery costs for clarity. • Include payroll, contracts, materials, equipment usage, and volunteer time.
• Prepare documentation required for Project Worksheets, timecards, and procurement justification.

Council Agenda- September 4, 2025
Example SMART Objective: "Submit initial FEMA Project Worksheet draft packages for public infrastructure repairs within 14 days of damage assessment completion."

6. Use
planning,
Example
incident
Support Long -Term Planning and Mitigation
the recovery period to build resilience by aligning reconstruction with mitigation, and redevelopment strategies.

Identify opportunities for hazard mitigation grant applications (e.g., Flood Control Improvements, elevating utilities).

Coordinate with the Planning Department to ensure recovery aligns with the General Plan, Capital Improvement Plan (CIP), and Local Hazard Mitigation Plan (LHMP).

Support continuity of government planning, including restoration of facilities, staffing, and public services.

Engage local agencies and stakeholders in visioning efforts for long- term community restoration and resilience.

SMART Objective: "Submit a revised LHMP annex with post - mitigation priorities within 60 days of EOC deactivation."

Council Agenda- September 4, 2025

LOCAL ASSISTANCE CENTERS (LAC)
A Local Assistance Center (LAC) is a multi -agency, centralized facility where individuals, families, and businesses can access a variety of recovery services in one location. LACs are a critical component of community recovery following a major disaster, especially when widespread damage, displacement, or disruption to critical services has occurred.

LAC
Request and Activation
• The City of Indian Wells may formally request the activation of an LAC through the Riverside County Emergency
Management Department (EMD).

EMD Duty Officer 951-312-5167
• The decision to open a LAC is typically based on:
o The number of impacted residents.
o Community need for in -person assistance.
o Availability of resources and partner agencies.
• If approved, the County will coordinate facility setup, agency participation, and logistics. The City provides local support, including:
o Facility recommendations (e.g., Indian Wells Golf Resort, Southwest Church, Indian Wells Tennis Gardens).
o Security and traffic control coordination.
o IT and communications support.
o Public messaging and outreach.

Services
LACs
governmental
Typically Provided at a LAC
bring together a wide range of local, county, state, federal, and non- partners. Services offered may include:
• FEMA and CaIOES Recovery Assistance
o Help with Public Assistance (PA) or Individual Assistance 'IA) application
• Insurance Claims Assistance
o Private insurers and the California Department of
Insurance
• Housing Services
o Emergency housing support and transitional housing
options
Page l 24

Council Agenda- September 4, 2025
• Public Health and Mental Health Services
o Crisis counseling, wellness checks, vaccination services • Unemployment and Workforce Development
o California EDD, job placement, and small business
recovery support
• Nonprofit and Faith -Based Assistance
o VOAD, Red Cross, Salvation Army, food and supply
distribution
• Legal Aid and Consumer Protection
o Support with landlord/tenant issues, contractor fraud, lost documents
• Building and Permitting
o City Building & Safety staff available to provide permit support or red -tag questions
LAC
The
Facility and Operations Support
City will support Riverside County in the following ways:
• Assist in identifying and preparing an accessible, ADA- compliant site within city limits.
• Provide staff for basic logistics (e.g., tables, signage, janitorial services).
• Ensure Wi-Fi and IT capabilities are functional at the site. • Coordinate with public safety for crowd management and access control.
• Assign liaisons to work with County representatives and LAC site managers.

Essential
Information to Provide at an LAC
• Incident Overview
o What happened (type of disaster, areas impacted)
o What the City and County are doing
o Timeline of expected services/restoration
• Safety and Reentry
o Whether it's safe to return home
o Red/yellow tag meanings
o Debris removal instructions and safety guidance
o Vector control and sanitation warnings (especially after flooding or fire)
• How to apply for Disaster Assistance

Council Agenda- September 4, 2025
o FEMA aid (individual assistance, housing, disaster
unemployment, SBA loans)
o CalOES support (e.g., CDAA programs)
o Insurance claims (property, auto, renters)
o Step-by-step printed guides in English, Spanish, and
other common languages
o Case managers or navigators on -site
•
Housing and Shelter
o Temporary housing options
o Local sheltering services (short- and long-term)
o Rental assistance programs
o Resources for unhoused or displaced persons
•
Health and Mental Health Services
o Behavioral health support/trauma counseling
o Medical referrals and mobile clinics
o Prescription replacement guidance
o Public health information (e.g., safe drinking water, mold risks)
•
Document Replacement
o DMV (driver's licenses, vehicle titles)
o Vital records (birth/death certificates, marriage)
o Social Security cards
o Immigration/legal document assistance
•
Legal and Financial Help
o Consumer fraud or contractor scams
o Insurance dispute assistance
o Legal aid services
o Tax relief or late filing resources
o Financial counseling
•
Employment and Benefits
o Disaster Unemployment Assistance (DUA)
o State disability or paid family leave
o Workforce or job placement programs
•
Community Resources
o Local nonprofits, food banks, and faith -based partners o Pet care or lost pet reunification
o Donations and volunteer resources
o Transportation options
•
City and County Services
o Building & Safety permit information (repairs, rebuilding) o Code enforcement or inspections
o Rebuilding timelines and plan approvals
o Utility reconnection (gas, electric, water'

Council Agenda- September 4, 2025
• Each resident should leave with:
o A Recovery Resource Guide
o Contact list for city, county, state, and nonprofit services o List of key websites and phone numbers
o A simple checklist of "next steps" based on their
situation
If No
If Riverside
be
residents
support.

LAC Is Activated
County EMD determines that a Local Assistance Center will not opened, the City of Indian Wells remains responsible for ensuring that are informed about recovery services and have access to In this case, the City must:
• Establish Alternative Information Pathways:
o Disseminate printed materials at City Hall, the fire
station, and HOA clubhouses throughout the
community.
o Develop a Recovery Information Page on the City's
official website, updated regularly.
o Use social media, Nixle, and the City newsletter to push out recovery assistance details.
o Conduct in -person outreach in affected neighborhoods through Community Liaison officers, Emergency Services
Coordinator, or CERT volunteers.
• Partner With Local Organizations:
o Coordinate with houses of worship, local service
providers, and community groups to act as information
distribution hubs.
o Offer virtual assistance sessions or hotlines for those without transportation.
• City -Hosted Mini Assistance Events:
o If a full-scale LAC is not feasible, the City can host a "Pop -Up Recovery Fair" with rotating partner agencies
(e.g., permitting, housing, insurance) to provide limited services directly to residents at accessible locations.

Public
The
Messaging for LACs
PIO and Community Liaison must:
• Provide clear information on LAC location, hours, services available, and transportation options.

Council Agenda- September 4, 2025
• Use multilingual, ADA-accessible formats to reach all populations.
• Monitor community feedback and adapt communication
strategies accordingly.
• Coordinate messaging with the County Joint Information Center (JIC) to ensure consistency.

Council Agenda- September 4, 2025

PUBLIC INFORMATION AND COMMUNITY ENGAGEMENT
Effective public communication is essential to a successful recovery. It ensures that residents are informed, supported, and empowered to access resources and make decisions. The City of Indian Wells prioritizes transparent, inclusive, and accessible communication throughout all phases of disaster recovery.

Roles
and Coordination
Public Information Officer (PIO)
• Leads the development and dissemination of recovery - related messaging.
• Coordinates closely with:
o The Community Liaison is to ensure messages reflect the needs and concerns of residents.
o The County Joint Information Center (JIC) is to maintain message consistency and avoid conflicting information.
o All EOC Sections for accurate, real-time updates (e.g., Lifeline status, LAC details, debris operations).
• Monitors media coverage, manages rumors, and oversees official public statements.

Community Liaison
• Acts as a bridge between the EOC and the community.
• Ensures messaging is accessible, culturally appropriate, and understandable.
• Gathers community concerns and feedback from:
o HOAs
o Faith -based organizations
o Community -based organizations (CBOs)
o Businesses and vulnerable populations (e.g., seniors, AFN individuals)
Communication
To reach
used.

Channels
all residents, a multi -modal communication strategy must be Channels include:

Nixle Alerts
• Immediate notifications for critical recovery updates (e.g., LAC hours, road access).
• City PIO and IT Manager have access to Nixle
City Website

Council Agenda- September 4, 2025
• Centralized hub for recovery FAQs, resource links, situation reports, and contact info.

Social Media
• Facebook and X (Twitter) are used for real-time updates and community interaction.

Printed Flyers & Mailers
• Distributed at City Hall, shelters, community centers, libraries, HOA clubhouses, and schools.

Email Blasts
• Push announcements to City subscribers, business owners, and partners.

Public Meetings / Virtual Town Halls
• Allows for Q&A with residents and two-way feedback.

Hotlines / Help Desks
• Provide live assistance and referrals for those without internet access.

Messaging
Recovery
Topics
Priorities During Recovery
messaging should be timely, factual, clear, and actionable. include:
• Local Assistance Center (LAC) location, hours, and services offered.
• Power and utility restoration timelines.
• Re-entry guidance and damage reporting.
• Permit process for rebuilding.
• FEMA/CaIOES registration instructions.
• Housing and sheltering options.
• Public health and mental health support.
• How to request debris pickup or report road obstructions. • Scam alerts (e.g., contractor fraud, fake FEMA inspectors). • Community meeting notices and status reports.

ADA
All public
Act
Key
and Language Accessibility
communication must comply with the Americans with Disabilities (ADA) and language access requirements.

Accessibility Practices:
• Provide printed and digital materials in plain language and at a 5th -grade reading level.

Council Agenda- September 4, 2025
Translate essential documents and outreach materials into Spanish and other languages common in the area.

Offer ASL interpretation, closed captioning, and audio recordings for live/recorded briefings.

Use high -contrast colors, legible fonts, and avoid text -heavy graphics.

Ensure City website and social media pages are screen -reader compatible.

Partner with organizations serving AFN populations to distribute accessible formats.

Community
Two-way
Liaison
Engagement & Feedback Loops
communication is critical for equitable recovery. The Community and PIO should:
• Conduct community listening sessions virtually or in person. • Collect feedback via:
o Online forms
o Comment boxes at public buildings
o Direct HOA or neighborhood representative meetings
• Track themes and concerns to shape future messaging.
• Respond to misinformation quickly and publicly.

Coordination
with the County Joint Information Center (JIC)
• Participate in countywide messaging meetings or briefings. • Ensure that all public messaging aligns with Riverside County Emergency Management Department, CaIOES, and FEMA
guidance.
• Share City information for amplification on County channels and ensure recovery support services are represented.

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Council Agenda- September 4, 2025

RECOVERY DOCUMENTATION AND COST TRACKING
Accurate and timely documentation is essential to maximizing reimbursement, complying with federal and state disaster assistance requirements, and supporting financial transparency. The City of Indian Wells must begin cost tracking and documentation at the onset of incident response and continue through all recovery phases.

The Finance/Administration Section leads this effort in coordination with all other EOC Sections and City departments.

Why
Documentation Matters
• Supports reimbursement through:
o FEMA Public Assistance (PA) Program
o CaIOES California Disaster Assistance Act (CDAA)
o Hazard Mitigation Grant Program (HMGP)
• Ensures eligibility and audit readiness.
• Provides defensible data for grant applications, insurance claims, and budget decisions.
• Tracks real recovery costs, helping to inform future planning and mitigation investments.

Finance/Administration
The
tracking
Section Responsibilities
Finance/Admin Section is responsible for overseeing all financial and recovery -related recordkeeping.
• Key Functions:
o Establish cost codes or project numbers to separate
response and recovery costs.
o Provide training to City departments and EOC staff on cost tracking expectations.
o Maintain centralized records in both digital and hard - copy formats.
o Coordinate directly with CaIOES Recovery staff and
FEMA Program Delivery Managers (PDMs) if applicable.

What
Must Be Documented
• Personnel Time
o Timesheets, overtime logs, activity logs (ICS 214), job classification, task details.

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Council Agenda- September 4, 2025
o Equipment Usage
o Type of equipment, hours used, operator name, fuel,
and maintenance needs.
• Materials & Supplies
o Itemized lists, quantities, costs, procurement
documentation, and usage logs.
• Contracts & Vendors
o Competitive procurement process documentation,
invoices, scopes of work, and bid records.
• Donated Resources
o Volunteer hours, donated goods/services with estimated fair market value.
• Mutual Aid
o Assistance request forms, duration of aid, costs incurred, and mutual aid agreements.
• Damage & Repair Records
o Photos, maps, estimates, repair invoices, and
assessments
Key
Forms and Tools
• ICS 214 - Activity Log
o Tracks actions taken by staff during operational periods • ICS 213RR - Resource Request
o Documents requests for equipment, personnel, and
services.
• Force Account Labor Summary
o Tracks personnel costs by task and operational period. • Equipment Summary Records
o Documents equipment hours, operator time, and fuel.
• Material Summary Records
o Captures purchases, usage, and stock levels.
• Contract Summary
o Identifies all disaster -related contracts used during recovery.
• CaIOES Form 130
o Used to document and submit eligible costs under
CDAA.
• FEMA Project Worksheets (PWs)
o Required for public assistance reimbursement.

Submission Process

Council Agenda- September 4, 2025

1. Initial Damage Estimate (IDE) submitted to Riverside County EMD within 10 days of the proclamation.

2. Coordinate Recovery Scoping Meeting with CaIOES/FEMA (if eligible).

3. Submit Project Worksheets (PWs) to FEMA:
• Include damage descriptions, repair scopes, cost estimates, photos, and maps.

4. Maintain ongoing updates in coordination with the FEMA Program Delivery Manager (PDM).

5. Submit reimbursement requests with supporting
documentation per state/federal deadlines.

Best
Practices
• Assign a dedicated cost tracking team within the
Finance/Admin Section.
• Maintain a shared documentation drive with labeled
folders by category.
• Use standard naming conventions and date formats for all files.
• Conduct internal audits of timecards, receipts, and logs weekly during recovery.
• Cross -train staff to ensure redundancy and continuity in case of extended operations.
• Document all decisions, even when costs are not incurred (e.g., mutual aid denied).

Post
-Recovery Reporting
• Final cost summaries are included in the After Action Report (AAR).
• Recovery costs are reconciled against the City's budget and finance system.
• Any lessons learned regarding finance tracking should inform future training and updates to the City's financial policies.

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Council Agenda- September 4, 2025

DAMAGE INSPECTIONS
Damage assessments are critical to understanding the impacts of a disaster, guiding response priorities, initiating recovery operations, and securing state and federal assistance. The City of Indian Wells utilizes a combination of trained staff, mutual aid partners, and technology to carry out rapid and detailed damage assessments.

Types
of Damage Assessments
• Windshield/Rapid Assessments
o Conducted in the first 12-24 hours after the incident. o Performed by City staff (Public Works, Code Enforcement, Fire Department) or initial responders.
o Focuses on broad impacts: blocked roads, downed power lines, collapsed structures, flooded areas.
• Detailed Assessments
o Conducted once areas are deemed safe to enter.
o Performed by trained City staff or qualified inspectors. o Includes comprehensive evaluations of structural
damage, utility disruptions, and infrastructure conditions.

Safety
Assessment Program (SAP) Inspections
• Performed by registered SAP inspectors (licensed architects, engineers, and certified building officials) in coordination with the California Office of Emergency Services (CaIOES).
• Structures are marked using standard color -coded placards:
o Green - Inspected (no restriction on use)
o Yellow - Restricted Use (entry limitations)
o Red - Unsafe (do not enter or occupy)
• SAP teams document:
o Building safety conditions
o Repair feasibility
o Hazard mitigation opportunities
Tools
& Technology
• Surveyl 23 for ArcGIS
o The City uses Survey123 to collect, map, and analyze field data in real time.

Council Agenda- September 4, 2025
o Enables damage data (photos, location, severity) to be uploaded via mobile devices.
o Supports integration with WebEOC and City GIS systems. • Benefits:
o Rapid visualization of affected areas
o Centralized data for reporting and planning
o Easier coordination with County and State partners
Documentation
Requirements
• All assessments must be documented with:
o Photos (before and after, when possible)
o Address/location and GPS coordinates
o Description of observed damage
o Repair/replacement estimates
• Data is used to:
o Complete FEMA Project Worksheets
o Justify CaIOES CDAA and HMGP claims
o Inform the City's Recovery Action Plans
Coordination
and Reporting
• Damage assessment leads coordinate with the Planning Section and Recovery Coordinator.
• Situation Reports (SitReps) are submitted daily during the initial phase.
• Data is forwarded to Riverside County EMD and CaIOES as required.

Staffing
and Mutual Aid
• SAP -trained inspectors may be requested through CaIOES Mutual Aid.
• Local engineers, architects, and building staff should be identified in advance
• City staff involved in assessments receive regular training and refresher workshops.

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Council Agenda- September 4, 2025

DEBRIS MANAGEMENT
Effective debris management is essential to protecting public health and safety, restoring access to critical infrastructure, and supporting the community's return to normalcy. This section outlines the City of Indian Wells' approach to managing disaster -related debris in coordination with Riverside County, CaIOES, and FEMA.

Types
of Debris
• Vegetative Debris
o Tree limbs, brush, and organic material.
• Construction & Demolition (C&D) Debris
o Damaged building materials, asphalt, concrete.
• Household Hazardous Waste (HHW)
o Paints, oils, pesticides, cleaning agents.
• White Goods
o Appliances such as refrigerators, washers, dryers.
• Electronic Waste
o TVs, computers, monitors.
• Putrescent Waste
o Decomposing organic material (e.g., spoiled food).

Roles
and Responsibilities
• EOC Director
o Provides overall direction and policy guidance.
• Operations Section (Public Works Branch)
o Leads field -level coordination of debris clearance,
collection, and disposal.
• Logistics Section
o Coordinates staging areas, vehicle and equipment needs, and contractor support.
• Finance/Admin Section
o Tracks debris removal costs, maintains procurement
records, and prepares documentation for FEMA/CaIOES
reimbursement.
• Recovery Coordinator
o Integrates debris operations into Recovery Action Plans, ensures alignment with FEMA requirements, and
coordinates with Burrtec Waste Industries and County OES.

Council Agenda- September 4, 2025
Debris
Removal Operations
• Phase 1
o Clearance: Immediate removal of debris from emergency access routes and critical facilities (e.g., hospitals, fire stations) .
• Phase 2
o Collection: Curbside pickup and staging of debris by type and location.
• Phase 3
o Disposal: Transportation of debris to approved landfills or recycling facilities.

Temporary
Debris Staging Areas (TDSAs)
• Identified locations within or near the City for sorting, volume reduction, and temporary storage.
• Must comply with environmental regulations and include monitoring for hazardous materials.
• Sites will be staffed and secured with signage and traffic control.

Private
Property Debris Removal (PPDR)
• May be allowed with CaIOES/FEMA approval and Right of Entry (ROE) forms from property owners.
• Used when debris poses a threat to public health or blocks public access.

Documentation
Requirements
• Track:
o Types and volume of debris removed
o Equipment used and labor hours
o Load tickets and tipping receipts
• Photos and GIS mapping
• Maintain procurement records to demonstrate compliance with federal cost eligibility.

Coordination and Support
• Coordinate with:
o Burrtec Waste Industries for curbside removal and landfill access.

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Council Agenda- September 4, 2025
o Riverside County EMD for technical support and staging. o CalOES/FEMA for debris eligibility guidance and program monitoring.

Council Agenda- September 4, 2025

HAZARD MITIGATION INTEGRATION
Hazard mitigation plays a central role in the City of Indian Wells' long-term recovery process. By identifying and implementing strategies that reduce risk and enhance community resilience, the City ensures that post -disaster rebuilding efforts result in a stronger and safer environment for residents, businesses, and infrastructure. This section outlines how hazard mitigation is integrated throughout the recovery process and coordinated with the Local Hazard Mitigation Plan (LHMP).

Key
Principles of Mitigation Integration
• Incorporate mitigation into recovery decisions and planning from the onset.
• Use damage assessment and recovery data to identify new or updated mitigation needs.
• Prioritize projects that address repetitive loss, vulnerable populations, and critical infrastructure.
• Ensure coordination with state and federal mitigation programs.

Types
of Hazard Mitigation Strategies
• Infrastructure Hardening
o Elevating utilities, floodproofing structures, seismic retrofits, drainage upgrades.
• Natural Systems Protection
o Desert landscaping, erosion control, and fire-resistant buffers.
• Land Use Planning
o Update zoning, setbacks, and development standards in hazard -prone areas.
• Public Education
o Risk communication campaigns, hazard maps, and
preparedness outreach.

Integration
with Local Hazard Mitigation Plan (LHMP)
• Post -disaster data should be used to reassess LHMP priorities. • Recovery planning teams will cross-reference the LHMP to:
o Identify projects eligible for Hazard Mitigation Grant Program (HMGP) funding.

Council Agenda- September 4, 2025
o Support updates to hazard profiles, risk assessments, and mitigation actions.
o Document lessons learned and mitigation opportunities revealed during disaster response.

Project
Identification and Funding
• Hazard mitigation projects should be identified early in the recovery timeline
• The Recovery Coordinator and Planning Section work with Public Works and Community Development to:
• Evaluate potential mitigation activities (e.g., storm drain upgrades, generator installations).
• Develop conceptual scopes and cost estimates.
• Prepare applications for FEMA's HMGP, Building Resilient Infrastructure and Communities (BRIC), or CaIOES mitigation programs.

Examples
of Mitigation Opportunities in Indian Wells
• Drainage Improvements
o Expand and reinforce natural washes to reduce flash
flooding.
• Utility Resilience
o Elevate power and water control equipment to reduce
wildfire and flooding impacts.
• Cooling Infrastructure
o Add shaded public spaces or cooling centers to mitigate extreme heat.
• Transportation Resilience
o Improve roadbed materials and slope stabilization along key ingress/egress routes.

Roles
and Responsibilities
• Recovery Coordinator
o Leads integration of mitigation into recovery projects and identifies funding sources.
• Planning Section
o Tracks mitigation objectives and coordinates LHMP
updates
• Public Works/Engineering
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Council Agenda- September 4, 2025
o Provides technical expertise and develops project
scopes.
• Finance/Admin
o Tracks eligible costs and assists with grant applications and documentation.

Documentation
Requirements
• Maintain project descriptions, engineering designs,
environmental clearances, and benefit -cost analyses.
• Document alignment with LHMP objectives and ensure projects are included in updated mitigation plans.
• Submit all mitigation proposals to CaIOES and FEMA in accordance with application guidelines.

Council Agenda- September 4, 2025

AFTER ACTION AND IMPROVEMENT PLANNING
Conducting an After Action Report (AAR) and implementing an Improvement Plan (IP) are essential steps in closing the loop on emergency and recovery operations. These tools help the City of Indian Wells evaluate what worked well, identify areas for improvement, and strengthen readiness for future incidents.

Per state and local guidance, an AAR and IP should be completed within 90 days of a local emergency proclamation.

Purpose
The
After Action and Improvement Planning process provides:
• A structured opportunity for all departments and partners to reflect on their roles, coordination, and performance.
• A detailed record of decisions, challenges, and
accomplishments during the response and recovery phases. • A roadmap for implementing corrective actions and building capacity for future incidents.
• Documentation that may support funding eligibility, audit requirements, and updates to the City's Emergency
Operations Plan (EOP) and Local Hazard Mitigation Plan
(LHMP; .

Process
Overview
• Schedule AAR Meeting
o The Emergency Services Coordinator or Recovery
Coordinator convenes a meeting with all involved
departments and partner agencies.
• Collect Feedback
o Solicit structured input using surveys, interviews, and hotwash discussions.
• Identify Strengths & Areas for Improvement
o Review actions taken, decisions made, interagency
coordination, and unmet needs
• Draft the AAR
o Include an executive summary, event timeline,
operational performance, challenges, and
observations.
• Develop Improvement Plan Matrix

Council Agenda- September 4, 2025
o Convert findings into actionable steps with assigned
responsible parties and timelines.
• Distribute and Archive
o Share the AAR/IP with leadership, departments, and
partners; store copies with EMD and the EOC
documentation archive.
• Validate Through Exercises
o Integrate corrective actions into EOC training, drills, and future operational exercises.

What
the AAR Should Include
• Incident Overview: Type of event, dates, key actions taken. • Response and Recovery Timeline: Key milestones and
transitions.
• Activated EOC Sections and Partners: Roles and
responsibilities.
• Strengths: Best practices, successes, innovations, strong coordination.
• Areas for Improvement: Gaps in planning, communication, resources, procedures, or policies.
• Recommendations: Practical suggestions for improvement. • Supporting Documents: ICS forms, maps, SitReps, emails, meeting notes, or other documentation.

Improvement Plan Matrix
The Improvement Plan (IP) outlines corrective actions needed to address gaps identified in the AAR
Example:

Observation
Corrective
Action
Responsible
Party
Timeline
Status
Staff unfamiliar
with WebEOC
process
Conduct
refresher
training and
add
WebEOC
user guide to
EOC binder
Emergency
Services
Coordinator
30 days
Pending
Communication
gaps between
EOC and HOAs
Establish
HOA
emergency
Community
Liaison/
Emergency
60 days
In Progress
Page l 44

Council Agenda- September 4, 2025
contact list
and create
messaging
templates
Services
Coordinator
Delays in
damage
reporting
Standardize
damage
assessment
tools and
integrate
Survey123
Planning
Section
Chief
90 days
Not Started
Validation
and Follow -Up
• Corrective actions identified in the IP are tracked and monitored until completed.
• Future drills, tabletop exercises, or functional exercises should include scenarios to test changes.
• Results should inform updates to:
o The Emergency Operations Plan (EOP)
o The Recovery Annex
o The City's training calendar
o Position -specific checklists or job aids
Coordination
with Riverside County and CaIOES
• If the County EOC was activated or a coordinated event occurred, the City may be asked to submit its AAR/IP to the Riverside County EMD for inclusion in a regional AAR.
• AARs may also be requested by CaIOES or FEMA if the City received state or federal recovery assistance.

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Council Agenda- September 4, 2025

REFERENCES
The following statutes, frameworks, and plans provide the legal authority, coordination structure, and strategic guidance for implementing effective recovery operations in the City of Indian Wells. These references are integral to ensuring the City's recovery actions are compliant, coordinated, and fundable at the state and federal levels.

California
Emergency Services Act (CESA)
Authority: California Government Code §§ 8550-8669.7
Purpose: Establishes the legal foundation for emergency management within California, including local emergency proclamations, mutual aid, and coordination with state agencies.

Application to Recovery: Authorizes the City to proclaim a local emergency, request assistance from the Governor, and access state recovery programs (e.g., CaIOES CDAA funding).

Standardized
Emergency Management System (SEMS) Guidelines
Authority: California Code of Regulations, Title 19, Division 2, § 2400- 2450
Purpose: Provides a standardized structure for managing multi - agency and multi -jurisdictional emergencies in California.

Application to Recovery: Ensures the City follows consistent EOC organization (five -section structure) and communication flow when coordinating with Riverside County, CaIOES, and other jurisdictions during recovery.

National
Incident Management System (NIMS) Doctrine
Authority: Homeland Security Presidential Directive -5 (HSPD-5) Purpose: Establishes a national framework for emergency response and recovery operations in the United States.

Application to Recovery: Aligns Indian Wells' recovery processes with FEMA and federal partner expectations, enabling access to federal disaster programs and improving interoperability
FEMA
National Disaster Recovery Framework (NDRF)
Authority: Federal Emergency Management Agency (FEMA), 2nd Edition, June 2016
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Council Agenda- September 4, 2025
Purpose: Provides a structure for effective recovery coordination at the federal, state, tribal, and local levels following disasters.

Application to Recovery: Outlines the Recovery Support Functions (RSFs) such as housing, infrastructure, health, economy, and community planning, which guide federal recovery assistance. Helps the City align local actions with federal frameworks to access Individual Assistance, Public Assistance, and Hazard Mitigation funding.

City
of Indian Wells Local Hazard Mitigation Plan (LHMP)
Authority: FEMA-Approved Local Planning Document (Updated every 5 years)
Purpose: Identifies hazards, vulnerabilities, and mitigation actions to reduce disaster impacts.

Application to Recovery: Serves as a roadmap for integrating mitigation strategies into long-term recovery, supports eligibility for Hazard Mitigation Grant Program (HMGP) funds, and informs rebuilding priorities.

CaIOES
Recovery Guide
Authority: California Governor's Office of Emergency Services (CaIOES)
Purpose: Offers practical guidance to local governments on post - disaster recovery coordination, financial assistance, documentation, and state reimbursement processes.

Application to Recovery: Used by Finance/Admin and Recovery Coordinators to navigate CDAA funding, project worksheets, damage estimates, and recovery timelines.

Council Agenda- September 4, 2025

APPENDICES
Appendix A - CalO ES Fo rm 95

STATE OF C ALIFO RNIA

CALIFORN IA GOVERNOR'S OFFIC E OF EMERGENCY SERVIC ES

LIST OF PRO JECTS
OES-PA -095 (Rev. 10-2022)

LIST OF PROJECTS
Page of
APPLICANT:

CONTA CT NAME AND PHONE NUMBER:

RECO VERY DIRECTO RATE

PUBLIC ASSISTANCE
Disaster Number
DA TE COMPLETED:

IS THIS AN A MENDED LIST OF PROJECTS?
E
De scription of Damage
Cost
C ategory*
Wa s work c omplete d by
force acc t (FA), con tra ct
(C), or both (F/C)?
Ent er " ENV" if there are
environmental issues or
" HIST" f or histo ric issues,
or both
W as ther e insur ance
coverage? If yes, enter
deductible amount
Was the facility damaged
in a prior disaster(s)? If
yes, enter disaster
n am e(s) or numb er(s)
Are there c ost effective
h az ard mitig ation
me asures that m ay
prev ent future damag e?
—
Location
and Scope of Work
Estimate
$
$
$
$
:E;
$
$
$
$
$
*CA TEGO RY: A( De bris Clearance; B) Protectiv e Meas ures; C) Road Syst em; D) Water C ontr ol Fa cility; E) Buildings and Equipment; F) Public Utility System; G) Other . (Note: if a single sit e h as more than one category, indicate th e category tha t represents the majority of damage.)
Rev. 10-2022

OES-PA-095
op
0 nn
03 0

Council Agenda- September 4, 2025
Appendix B- Post -Disaster Damage Assessment Form
Post -Disaster Damage Assessment Form
This form is used by SAP -certified evaluators to assess the safety of buildings following a disaster. Evaluators should complete all applicable fields and provide clear, legible information.

1. General Information
Assessor Name:

Date of Inspection:

Time:

Jurisdiction:

Building ID / Tag #:

Assessor SAP ID #:

2. Property Information
Address:

City: Zip Code:

Owner Name (if known):

Phone Number:

3. Building Description
Use (Residential, Commercial, etc.):

Construction Type:

Stories: Year Built (est.):

4. Damage Summary
Observed Hazards (check all that apply):
❑ Structural Damage
❑ Non -Structural Damage

Council Agenda- September 4, 2025
❑ Collapse Hazard
❑ Fire Damage
❑ Flood Damage
❑ Landslide Risk
❑ Utility Hazards
❑ Other:

Brief Description of Damage:

5. Safety Status
❑ INSPECTED (Green Tag) - No restriction on use.
❑ RESTRICTED USE (Yellow Tag) - Limited entry allowed.
❑ UNSAFE (Red Tag) - Do not enter or occupy.

Restrictions / Comments:

6. Photos / Sketches / Attachments
❑ Photos Attached
❑ Sketches Attached
Additional Notes:

Assessor Signature: Date:

Council Agenda- September 4, 2025
Appendix C- Situation Report (Sit Rep)
City of
Indian Wells.

SITUATION REPORT
OT-' OF r•JDIAN ` . ELLS FLASH R=PC .T [tC1: — ['rodent Name] DATE AND TIME: [Augut~t 13, 2023, 1611 hobs]
PREPARED BY: Indian Wells EOC Planning and Intelligence Section INCIDENT/EWENTNAME: [Incident Name.

ACTIVATION STATUS:

The City of Indian Welb. Emergency Operations Center I EOC,I is activated at [activation level] in support of the [inert name] rEvnse.

INCBDENT/EVE NT INFc4 MATION:
+ C to EOC Operational Period:

CURRENT STATUS:

OPERATIONAL AREA ATIVIT1ES:

CAllf AND RECEPTION SI-1ELTER(S):

ROAD CLOSURE:
[ 19/ 2023 —1230 hrs. to 1920,b1;5:

P J UC INFORMATION:

For current public information visit ErrIttgerate Frei:Wei:lentil I Irbtlabil Was, CA **C NFIDENTIAL**

NOT FOR PUBLIC RELEASE OR EXTERNAL SNARING
Page I 51

Council Agenda- September 4, 2025
WEATHER CONDITIONS:

National Weather Service San Diego rttos://wkwy.viteather.g.ov,+s `far the latest weather : rmati Jn impacting Riverside County
E0C CONTACT UST:

Position
Phone Number
EOC° Director
Public: Information Officer
Operations Semen
Logistics Section
Mass Care & SheIter &ranch
EMD Duty officer
*`CQNFIDENTIAL**
NOT FOR PUBLIC: RELEASE OR EXTERNAL SHARING

Council Agenda- September 4, 2025
Appe ndix D- ICS 213 RR
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9. Secti on Chief Approval:

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10. Logistics Order Number:

11. Supplier Phone/Fax/Em ail:

12. Name of Supplier/POC:

13. No te s:

14. Approval Signature of Auth Logistics Rep:
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17. Reply/Co mments from Finance :

18. Finance Section Signature:

19. Date/Time:

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Council Agenda- September 4, 2025
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Council Agenda- September 4, 2025
Appendix F - FEMA Public Assistance Overview
FEMA Public Assistance Overview
FEMA's Public Assistance (PA) program provides funding to support communities in responding to and recovering from major disasters or emergencies declared by the President on a cost -sharing basis. The program may help fund emergency measures to protect lives and property and for the permanent restoration of community infrastructure to their pre -disaster design and function.

FEMA CATEGORIES AND EXAMPLES OF COMMON ELIGIBLE WORK
Emergency Work must
be done immediately to:
public health and safety, and protect improved property. an immediate threat of additional impacts and damage.
• Save lives, protect
• Eliminate or lessen
Emergency Work
A - Debris
Removal
Staff straight time & overtime, and contracts, in support of the following activities:
• Conducting debris removal activities
• Running and/or supporting a Debris Resource Operation Center (DROC)
• Hazard tree, limb, or stump removal
B -
Emergency
Protective
Measures
Staff overtime, and associated benefits, staff travel, and purchases/contracts in support of the following activities:
• Evacuation and sheltering - to include shelter support services • Emergency Operations Center or Department Operations Center staff overtime, supplies, etc.
• Meals for emergency workers - purchased in bulk and brought to the work location
• Traffic control activities
• Fire suppression activities
• Safety inspections to determine facility safety for entry or occupancy
Permanent Work

C -G --
Permanent
Work
Permanent Work is work performed to restore the pre -disaster design and function of a damaged facility in accordance with current codes and standards. Eligible facilities are separated into the following categories of work:
• C - Roads and bridges
• D - Water control facilities
• E - Buildings, equipment, and building contents
• F - Utilities
• G - Parks, recreation and other
Management Costs
2 -
Management
Costs
FEMA provides contributions for costs incurred in administering and managing PA awards.
• Based on actual costs incurred, up to 5% of a Subrecipient's total award amount. At a 100% federal cost share.
• Eligible activities are expenses associated with developing and managing eligible PA projects to include:
o Staff straight time & overtime, contracted staff, travel, supplies
• All claims must be associated with eligible facilities, work, and costs.

The Public Assistance Program and Policy Guide v5 should be referenced for information on program policies, eligibility considerations, and procedural requirements.

Council Agenda- September 4, 2025

INDIAN WELLS CITY COUNCIL
September 4, 2025
To: City Council
From: City Manager Department
Prepared by: Kristen Nelson, Administrative Services Manager Subject: Memorandum of Understanding with the City of Palm Desert for Sharing of Emergency Management Resources

RECOMMENDED
ACTIONS:

Council APPROVES Memorandum of Understanding with the City of Palm Desert for sharing of emergency management resources; and
AUTHORIZES the City Manager to execute an MOU for the same; and FINDS the project to be exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3).

BACKGROUND:

Beginning in Fiscal Year 2015/16, the City contracted with the Riverside County Fire Department for a half-time Emergency Services Coordinator position. The contract position provides expertise for the establishment and coordination of the City's emergency services planning, response, and recovery. At that time, the position was split 50/50 with the City of Palm Desert.

As time passed and the City's emergency management needs changed, the City moved away from a shared position to secure a dedicated Indian Wells Emergency Services Coordinator (ESC). The City of Palm Desert did the same.

The ESC's role covers all emergency preparedness, mitigation, response, and recovery efforts for Indian Wells, including but not limited to writing and updating all emergency plans (such as the Emergency Operations Plan, Local Hazard Mitigation Plan, Event Action Plans, and Concepts of Operations), training City staff for Emergency Operations Center (EOC) operations and overall preparedness, conducting community outreach and preparedness training for residents, grant management, managing exercises and drills, supporting the CERT program, and ensuring compliance with state and federal emergency management requirements.

Council Agenda- September 4, 2025
While each City having its own, dedicated ESC has proven necessary and beneficial, shared services between Indian Wells and Palm Desert is equally important, especially where access to emergency management resources and training is concerned.

Indian Wells and Palm Desert are therefore looking to formalize a level of mutual aid support, which would include access to and collaboration between each ESC, and the ability for each City to utilize each other's facilities and resources to support emergency response needs. Similar MOUs exist between other municipalities, including the cities of Temecula and Murrieta, whose arrangement set the framework for the MOU being presented today. Palm Desert has agreed to the terms of the MOU.

This arrangement also presented opportunities for cost savings. Currently, the CERT Training offered to each City's residents requires a second, additional training course to be on site, incurring additional cost for staffing as well as the cost of CERT training supplies. Through this partnership, Indian Wells and Palm Desert can host joint CERT Training opportunities and save on staffing and training equipment.

Advisory Committee Recommendation:

This topic was previously discussed at multiple Public Safety Committees, resulting in the City Council adopting a strategic planning goal to expand emergency service planning in Indian Wells and partner with Cove Communities (e.g., Palm Desert) on CERT training and other mutual aid programs.

CITY COUNCIL STRATEGIC GOAL:

At the April 17, 2025, City Council Strategic Planning Session, the City Council directed staff to increase emergency preparedness efforts within the community and expand Cove Communities partnerships to provide mutual aid and training.

OPTIONS:

The City Council can:

1. Approve the MOU as presented.

2. Deny entering into the MOU; or

3. Provide alternative directions.

FISCAL IMPACT:

There is no additional financial requirement associated with this MOU.

Council Agenda- September 4, 2025
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

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

1. Memorandum of Understanding

Council Agenda- September 4, 2025
ATTACHMENT #1

MEMORANDUM OF UNDERSTANDING

BETWEEN THE CITY OF INDIAN WELLS

AND THE CITY OF PALM DESERT

FOR SHARING OF EMERGENCY MANAGEMENT RESOURCES
This Memorandum of Understanding ("MOU") is made and effective as of September 4, 2025 between the City of Indian Wells, a municipal corporation, and the City of Palm Desert, a municipal corporation, hereinafter collectively referred to as the "PARTIES."

1. PURPOSE
This MOU outlines a cooperative relationship between the PARTIES to share emergency management personnel, facilities, operational functions, and technology during significant events.

2. BACKGROUND
Each of the PARTIES has a threat and hazard landscape that may create or exacerbate multiple catastrophic scenarios, which could potentially require emergency management support from each other. The PARTIES will augment existing emergency plans to include a detailed procedure for the activation and effectuation of this MOU.

In March 2025, the CITY OF INDIAN WELLS and the CITY OF PALM DESERT entered into discussions to collaborate on sharing emergency management services, including facilities, operational functions, personnel, and technology, during significant events and extended absences by either PARTY. Both CITIES face flood, wildfire, and earthquake threats, which may necessitate operating emergency management functions from a location outside their respective city limits. The PARTIES recognize that an alternate Emergency Operations Center (EOC) and additional emergency management services situated outside of their jurisdictions are essential to ensuring public safety functions are carried out reliably under all circumstances during emergencies or disasters. Furthermore, the PARTIES agree that redundancy in emergency management personnel, facilities, operational functions, and technology is critical for maintaining effective disaster response, recovery, and continuity of operations.

3. AUTHORITIES

Council Agenda- September 4, 2025
The PARTIES are each authorized to organize, mobilize, coordinate, and direct disaster response activities, both public and private, during a disaster. Such authority is granted by the California Emergency Services Act, the State of California Emergency Plan, the State of California Master Mutual Aid Agreement, the County of Riverside and Riverside County Operational Area Emergency Operations Plan, the Riverside County Operational Area Agreement, and the Emergency Operations Plan for the PARTIES.

4. TERM
a) This MOU shall commence on the final date of approval by the PARTIES and the execution hereof by their respective authorized leadership and shall remain in effect until terminated.
b) This MOU may be terminated by any party with or without cause by providing sixty (60) days' written notice to the other PARTY(IES). Notice shall be effective upon personal delivery or mailing to the addresses listed herein.

5. AREAS OF AGREEMENT AND METHODS OF COOPERATION
In order to establish a cooperative relationship between the PARTIES to share emergency management personnel, facilities, operational functions, and technology, the PARTIES agree to the following roles and responsibilities:
a) Allow 24 -hour -a -day temporary use of a suitable, available facility for 10-14 days to operate as an alternate EOC until the primary EOC can be used, the threat is mitigated, or a permanent alternate EOC is established. Possible locations include the host party's EOC, conference rooms, or any other suitable space as determined by the host party's staff. It is understood by all PARTIES that this agreement is based on the availability of suitable space at the time of the request and its continued availability, including, but not limited to, an emergency requiring a PARTY to activate its EOC, as well as normal day-to-day operations and pre - scheduled events.
b) Subject to availability and the uninterrupted continuation of each City's essential governmental operations, each PARTY agrees to permit the other PARTY reasonable use of designated rooms (including conference, restroom and breakroom access), office spaces, tables and chairs, and suitable parking areas

Council Agenda- September 4, 2025
for the purposes outlined in this Agreement. Such use shall be scheduled and coordinated in advance to avoid interference with the host City's operations or obligations to third parties.
c) Access to computers, telephones, and Wi-Fi may be provided at the host City's discretion, provided such resources are available and not otherwise committed to essential functions or prior obligations.
d) The host PARTY reserves the right to designate certain areas, equipment, or facilities as restricted or "off limits" at any time and for any reason, including but not limited to operational necessity, maintenance, security, or safety concerns. e) Allow the impacted/evacuated population to shelter in the PARTY -designated shelter for 10-14 days, 24 hours a day. All PARTIES understand that this agreement is based on the availability of suitable space at the time of the request and its continued availability for the anticipated duration of its use. All PARTIES' community members can populate shelter locations at the same time. f) Serve as a redundant emergency Alert and Warning point of contact, which will have authority, upon request, to send emergency Alert and Warning messages on the other PARTIES' behalf.
g) The CITY OF PALM DESERT agrees to provide up to eighty (80) total hours of emergency management support, specifically from its Disaster Preparedness Coordinator, to the CITY OF INDIAN WELLS during an Emergency Operations Center (EOC) activation, provided that the CITY OF PALM DESERT's own EOC is not activated or impacted at the time of request.
h) The CITY OF INDIAN WELLS agrees to provide up to eighty (80) total hours of emergency management support, specifically from its Disaster Preparedness Coordinator, to the CITY OF PALM DESERT during an Emergency Operations Center (EOC) activation, provided that the CITY OF INDIAN WELLS' own EOC is not activated or impacted at the time of request.
i) For the purposes of this MOU, "impacted" shall mean that the host City is experiencing, responding to, or actively preparing for any incident, emergency, or event —whether natural, technological, or human -caused —that requires:

Council Agenda- September 4, 2025
j)
- Partial or full activation of its EOC;
- Significant engagement or redirection of emergency management personnel or resources;
- Coordination with County, State, or Federal emergency agencies; or - Internal response measures that would materially affect the City's ability to provide nonessential personnel to outside jurisdictions.

Determination of whether the host City is "impacted" shall be made at its sole discretion, based on the reasonable judgment of the City Manager or their designee, considering the City's operational readiness and public safety responsibilities.
k) Pre -designate contacts. (See Attachment A)
I) Participate in periodic emergency drills implementing this MOU, at a date and time agreed upon by both PARTIES.
m) Upon activation of this MOU, the responding PARTY agrees to temporarily assign its designated emergency management personnel —specifically the Disaster Preparedness Coordinator or equivalent —to support the requesting PARTY's Emergency Operations Center (EOC) operations. During this temporary assignment, the designated personnel shall pause their routine or non - emergency duties for their home jurisdiction to focus on fulfilling the responsibilities outlined in this agreement.
n) This reassignment is intended to ensure clear operational focus and accountability during emergency response support. It does not constitute a merger of either PARTY's emergency management structure, nor does it create a joint EOC. Each CITY shall retain independent authority and operational control over its own emergency response activities.
o) The responding PARTY shall have sole discretion to determine whether it has the capacity to reassign personnel under this MOU, based on its own operational needs and emergency status.
p) If an activation of any level is required for the responding PARTY's own Emergency Operations Center (EOC), the requesting PARTY shall immediately

Council Agenda- September 4, 2025
release the assigned emergency management personnel from duty and facilitate their prompt return to their home jurisdiction to resume their primary emergency responsibilities.

6. CONTACT INFORMATION
a) Refer to Attachment A.

7. RELEASE OF INFORMATION
a) All information gained by the PARTIES in the performance of this MOU shall be considered confidential and shall not be released by either PARTY without the City's prior written authorization. The PARTIES, its officers, employees, agents, or subcontractors, shall not, without written authorization from the PARTIES' City Manager or unless requested by the PARTIES' City Attorney, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories or other information concerning the work performed under this MOU or relating to any project or property located within the PARTIES' City.

Response to a subpoena or court order shall not be considered "voluntary" provided PARTIES give City notice of such court order or subpoena.

8. INDEMNIFICATION AND INSURANCE
a) Each PARTY shall maintain, at its sole cost and expense, insurance coverage as set forth below throughout the term of this Memorandum of Understanding (MOU):
b) Each PARTY shall maintain Workers' Compensation Insurance as required by the laws of the State of California, including statutory limits, and Employer's Liability Insurance with limits of not less than One Million Dollars ($1,000,000.00) per accident for bodily injury by accident and One Million Dollars ($1,000,000.00) per employee for bodily injury by disease, in accordance with California Labor Code Section 3700.
c) Each PARTY shall provide Commercial General Liability insurance covering claims for bodily injury, personal injury, property damage, and contractual liability with a minimum limit of $1,000,000 per occurrence and $2,000,000 general aggregate, covering all activities and responsibilities described in this MOU.

Council Agenda- September 4, 2025
d) Each PARTY shall provide Automobile Liability Insurance Coverage with a combined single limit of not less than $1,000,000 per accident, covering all owned, hired, and non -owned vehicles used in connection with the performance of this MOU.
e) Each Party shall provide Additional Insured and each PARTY shall name the other PARTY, its officers, officials, employees, agents, and volunteers as additional insureds under its General Liability and Automobile Liability policies. f) Each Party shall provide Primary and Non -Contributory wording. All required insurance shall be primary and non-contributory with respect to any insurance or self-insurance maintained by the other PARTY and its officers, officials, employees, agents, and volunteers
Each PARTY shall provide a waiver of subrogation endorsement in favor of the other PARTY, including its governing body or council, boards and commissions, officers, agents, volunteers, and employees. Proof of such waiver shall be provided upon request.
g)
h) In recognition of the advisory, planning, and coordination functions being provided under this MOU, each PARTY shall maintain Professional Liability Insurance (Errors and Omissions) covering actual or alleged negligent acts, errors, or omissions arising out of the performance of professional services under this MOU. Coverage shall be maintained with limits of not less than One Million Dollars ($1,000,000.00) per claim and in the aggregate, and shall extend for a minimum of three (3) years following the termination of this MOU. i) Each PARTY shall furnish evidence of the above coverages upon request, and shall ensure that such coverage remains in force throughout the duration of this MOU.
j)
Each PARTY (the "Indemnifying Party") agrees to indemnify, defend, and hold harmless the other PARTY or PARTIES, and their respective officers, officials, employees, agents, boards, commissions, and volunteers (collectively, the "Indemnified Parties"), from and against any and all claims, demands, losses, liabilities, damages, injuries, costs, and expenses (including reasonable attorney's fees and costs of litigation) arising out of, relating to, or resulting from the acts, errors, or omissions of the Indemnifying PARTY, its officers, officials,

Council Agenda- September 4, 2025
employees, agents, or volunteers in connection with the performance of its obligations under this MOU.
k) Each PARTY shall include a Notice of Cancellation. All insurance policies required under this MOU shall provide that the insurer shall give the other PARTY not less than thirty (30) days' advance written notice of any cancellation, termination, or material change in coverage.

I) This indemnification obligation shall not apply to any claims, damages, or liabilities arising from the sole or active negligence, or willful misconduct of the Indemnified Parties.
m) These indemnification obligations shall survive the expiration or termination of this MOU, and shall remain in full force and effect as to any claims or liabilities arising from acts or omissions occurring during the term of this MOU.

9. MISCELLANEOUS PROVISIONS
a) Amendments. This MOU may be modified or amended only by a written document duly executed by all PARTIES hereto.
b) In the event of any dispute, claim, or controversy arising out of or relating to this MOU, the PARTIES agree to first make a good faith effort to resolve the matter through informal discussions between designated representatives. If the dispute is not resolved within thirty (30) calendar days of initial notice, any PARTY may initiate non -binding mediation before a mutually agreed -upon mediator. If mediation fails to resolve the matter, any legal action must be filed exclusively in the Superior Court of the State of California, County of Riverside, and governed by the laws of the State of California.
c) Each PARTY shall bear its own attorneys' fees and legal costs regardless of the outcome of any dispute, and no PARTY shall be entitled to recover such fees or costs from any other PARTY, whether by contract, statute, or other legal authority. d) All indemnification obligations under this MOU shall survive its termination or expiration and remain in effect for any claims arising from acts or omissions that occurred during the term of this MOU.

Council Agenda- September 4, 2025
e) All notices, demands, requests, or approvals, including any change in mailing address, to be given under the terms of this MOU shall be given in writing, and conclusively shall be deemed served when delivered personally, or on the third business day after the deposit thereof in the United States mail, postage prepaid, first class mail, addressed as set forth in Attachment A hereto. f) This MOU may be executed in counterparts, each of which shall be deemed an original and all of which together shall constitute one (1) and the same instrument.
g)
Each PARTY is responsible for all personnel costs, including pay and benefits, support, and travel. Each PARTY is also responsible for supervising and managing its personnel until this MOU is activated.
h) The PARTIES acknowledge and agree no PARTY shall be monetarily compensated under this MOU unless reimbursement is available due to an emergency or disaster declaration or proclamation. In the event reimbursement is available, claims will be submitted through applicable procedures and subject to the applicable laws, rules, and regulations.
i) Because this MOU is being entered into for the provision of emergency support services in the event of a disaster or emergency that causes activation and the need for said services to be provided to a PARTY EOC, the activating PARTY may seek County, State, and/or Federal financial assistance for this MOU.

Therefore, the parties shall comply with the terms and conditions set forth in the Federal Contract Provisions and Orders of Loca, State, and Federal Officials.

10. Authority to Execute Non -Substantive Amendments
a) The City Manager is authorized to enter an amendment on behalf of the City to make the following non -substantive modifications to the agreement: (a) name changes, (b) extension of time, (c) non -monetary changes in scope of work, (d) agreement termination.
[Signatures on Following Page]

Council Agenda- September 4, 2025
IN WITNESS WHEREOF, the PARTIES hereto have caused this Agreement to be executed the day and year set forth below.

CITY OF INDIAN WELLS CITY OF PALM DESERT
By: By:

Chris Freeland, City Manager Chris Escobedo, Interim City Manager ATTEST:

By: By:

Angelica Avila, City Clerk
APPROVED AS TO FORM:

By:

Isra Shah, City Attorney
Anthony J. Mejia, City Clerk

Council Agenda- September 4, 2025

ATTACHMENT A
Party Contact Information and Primary Points of Contact The primary points of contact in each PARTY will be responsible for the implementation of the MOU in their respective PARTY, coordinating activities between PARTIES, and responding to questions regarding this MOU. In the event that the primary point of contact is no longer able to serve, a new contact will be designated, and the other PARTIES will provide written notice of the change. When Attachment A is updated in writing, the revised Attachment A shall be inserted into this MOU and the MOU does not need to be signed again.

Relationship Manager Contact
The Relationship Manager is the person that works with the partner organization in developing and executing the MOU.

Riverside County Department of Emergency Management
Contact
Linda Soto
Title
Emergency Services Coordinator
Office Phone
(951) 453-5130
Cell Phone
(951) 453-5130
E-mail
[email protected]
Operational Contact
The Operational Contact is the person each organization will call to initiate the disaster response activities as defined in this MOU.

City of Indian Wells Emergency Management
Contact
Kristen Nelson
Title
Administrative Services Manager

Council Agenda- September 4, 2025
Office Phone
(760) 346-2489
Cell Phone
(951) 553-1845
E-mail
[email protected]
City of Palm Desert Emergency Management
Contact
Daniel Hurtado
Title
Public Safety Analyst
Office Phone
(760) 776-6414
Cell Phone
(760) 574-2950
E-mail
[email protected]

Council Agenda- September 4, 2025

INDIAN WELLS CITY COUNCIL
September 4, 2025
To: City Council
From: City Manager Department
Prepared by: Kristen Nelson, Administrative Services Manager Subject: Evaluation of City of Indian Wells Partnerships with Regional Economic Development Partners

RECOMMENDED
ACTIONS:

Council APPROVES maintaining existing relationships with the Indian Wells Chamber of Commerce and the Greater Coachella Valley Chamber of Commerce at amounts not to exceed the adopted budget; and
FINDS the project to be exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 15060.

BACKGROUND:

During the April 17, 2025, City Council Strategic Planning Session, the Indian Wells City Council addressed an interest in reviewing the relationships and funding for the City's partnerships with various regional economic development partners, including the Coachella Valley Economic Partnership ("CVEP"), the Indian Wells Chamber of Commerce ("IW Chamber"), the Greater Coachella Valley Chamber of Commerce ("GCVCC"), and Visit Greater Palm Springs ("VGPS").

Partnerships with economic organizations are instrumental in fostering vibrant, resilient communities. These collaborations serve as vital bridges between local businesses, government entities, and community stakeholders, promoting economic growth, job creation, and sustainable development. These organizations provide valuable resources, advocacy, and networking opportunities that empower small businesses, attract investment, and enhance workforce development in addition to drawing tourism and driving the local and regional market. By aligning public and private sector interests, these partnerships help shape policies that support local enterprises, encourage entrepreneurship, and ensure inclusive economic participation. Ultimately, such alliances strengthen community cohesion, improve quality of life, and build a solid foundation for long-term economic prosperity.

Council Agenda- September 4, 2025
The City Council conducted a similar review of various regional economic development partners in 2023. As a result of these discussions, the relationship between the City of Indian Wells and CVEP and GCVCC expanded as both organizations had greater reach throughout the Coachella Valley and the City felt both organizations provided the greatest value of City funds. The City's financial assistance with the Indian Wells Chamber of Commerce was reduced from an annual sponsorship to maintaining a business membership.

Since 2023, the City has expanded its relationships with economic development organizations to include Riverside County's Office of Economic Development (RCOED) and Visit GPS has developed an economic development division of their organization. RCOED provides numerous economic development resources throughout the County, including site selection and business recruitment, business incentives and assistance, and networking and training opportunities for economic development professionals from around the County. In addition, RCOED provides all County cities the opportunity to participate in the County booth at the annual ICSC conference. RCOED provides local representatives located in the Coachella Valley and staff have built a strong relationship with those professionals. City staff has also participated in the Countywide Economic Development Strategic Plan and works with RCOED to promote Indian Wells's Quality of Life, events, and culture.

Since there is not a monetary investment from the City for its participation with RCOED or Visit GPS' Economic Development Division, an evaluation of their services is not part of this report. In addition, the City was notified in May that CVEP was closing operations.

Information about this organization has also been excluded from this report.

INDIAN WELLS CHAMBER OF COMMERCE
Background:

The Indian Wells Chamber of Commerce (IW Chamber) is resident focused. While they engage with the business community, Board Chairman Melanie Rhodes states the IW Chamber's efforts and events are designed to allow "members to not only connect with other business owners, but also directly with residents from our community." The IW Chamber's mission is "to enhance the economic vitality and long-term prosperity for businesses and residents through networking and promotion. We are committed to positive leadership and a superior quality of life in Indian Wells and surrounding communities."

Council Agenda- September 4, 2025
Annual Cost:

The City maintains a business membership with the IW Chamber for an annual cost of $850. This varies from the $325 General Business Membership Fee listed on the IW Chamber website.

Additionally, a la carte charges apply for inclusion in the digital directory, and attendance at IW Chamber events, typically a $10 entry fee for their mixers.

What We Get:

As part of our annual $850 business membership, the City is the recipient of all member benefits, as outlined on the IW Chamber website.

City staff contacted the IW Chamber to obtain more information about these offerings, and found that some corrections needed to be made to their website. These changes included the removal of "Charitable Publications," "Sponsorship Opportunities," "Legislative Advocacy," and "Event Participation to Stimulate Awareness" as these are benefits the Chamber does not currently provide.

Staff also requested that the Chamber update the logos for the Tommy Bahama Miramonte Resort and Grant Hyatt Resort, as well as updating the Visitor Information link on their webpage, which they agreed to do. The Chamber also agreed to look at updating the digital 2025 Business Community Visitor Guide to reflect these changes, as well as adding information about the Indian Wells Golf Resort and Kestrel, which are currently not mentioned. The Chamber addressed all of these promptly and their website should now be up to date.

The Chamber provided Staff a list of highlights for 2025, which is included here for reference.

GREATER COACHELLA VALLEY CHAMBER OF COMMERCE
Background:

The Greater Coachella Valley Chamber of Commerce is a regional chamber formed in 2016 to support a diverse business community that spans nearly forty-five miles, serving the needs of almost half a million year-round residents and over a million visitors annually.

As a business membership organization, they are supported through the investment and support of their members. In addition, they strive to enhance the overall business climate for their membership by being a catalyst for local commerce through their economic development programs, serving as a convener of elected officials, business professionals, and thought leaders through their many member and public events, and a champion for the local business community through their legislative advocacy work.

Council Agenda- September 4, 2025
GCVCC's staff manage several local GCV Chambers in addition to their regional chamber, and work with dedicated partners that focus on the unique needs of their various business districts, including the Coachella Valley cities of Cathedral City, Coachella, OHS, Indio, and La Quinta which have brick -and -mortar Chamber Offices. While these chambers are referred to as "The Indio Chamber of Commerce," for example, they are staffed by GCVCC personnel.

In addition to hundreds of annual business events, city -specific events, and festivals, GCVCC hosts numerous annual AII-Valley events, including the Annual Awards & Installation Dinner, the AII-Valley Mayor's Luncheon, several States of the City, the AII Valley Joint Chamber Mixer, Legislative Breakfasts, and more.

While Indian Wells has participated in GCVCC events over the years, it did not enter into its first Services Agreement with the Chamber until 2021.

At the Chamber's Annual Installation and Business Awards Dinner, Mayor Whitman announced the creation of an Indian Wells Business District Board. This group, made up of local business owners, will engage at least quarterly with the Greater Chamber to discuss business interests and updates, strategize on how to increase business engagement, look into bringing on the hotel partners to ensure their voices are part of the discussion, collaborate on how best to draw attention to the local businesses, and more. They are looking to host their first meeting in October.

Current Agreement:

Indian Wells enters into one-year Services Agreements with the Greater Chamber. The most recent was for FY2024-2025, which expired on June 30, 2025, and is due for renewal, which is awaiting the results of this review.

Annual Cost:
$24,500
• Free Membership (Valued at $710)
• Free Advertising and PR (Valued at $1,700)
• $11,500 toward Events
• $4,000 toward Business Support Services
• $9,000 toward Village Center Improvement Efforts
What We Get:

The FY 2024-2025 Service Agreement with GCVCC included the following:

Council Agenda- September 4, 2025
Advertising and PR include:
• E -News Advertisement Banners. Four (4) advertising spots in the GCVCC's recurring e -news blasts. The City could share community news for inclusion in an unlimited number of Chamber e -blasts and could utilize this advertising service for community news and information relative to the City of Indian Wells. • Voice of Business Magazine. One (1) full page advertisement in both the Fall and Spring editions of the Voice of Business Magazine publications, which were distributed in person at the annual All Valley Mayo's event, the annual Installation Dinner, and through the mail to the entire Coachella Valley Events include:
• Indian Wells State of the City. GCVCC assists with the production of the event, including:
o Event Planning, Coordination, and Day of Event Production; o Vendor Coordination and Management;
o Graphic Design and Invitation Design and Distribution o Standard Marketing Efforts through the GCVCC Network including e -blasts, calendar invitations, web listings and social media sharing; o Invitation and Registration Management;
o A breakfast or luncheon event at a $50 per plate average cost with (3) tables being reserved for City Council and City Staff;
o Hospitality Awards; and
o Basic Stage Design (podium, microphone(s), flag display, centerpieces, and other arrangements)
• All Valley Mayor's Event. Table Sponsorship includes one (1) table of eight (8) for City Council and City Staff to attend. Questions are provided in advance with time for coordination and prep.
• Annual Awards & Installation Dinner. Presenting Sponsorship includes one (1) table of eight (8) for City Council and City Staff to attend. City of Indian Wells has first right of refusal to be the host of the event. Chamber includes the City in all on-stage recognition/ speech opportunities.
• Quarterly Legislative Events. GCVCC to host at least three (3) legislative events in the City of Indian Wells with representatives from the city's district. Sponsorship includes one (1) table of eight (8) per event for City Council and City Staff to attend.

Business Support Services include:
• Workforce and Business Development. The GCVCC, by way of its daily mission, regularly engages the local business community to assess the state of business in the Region and to gather insights for resource development to serve

Council Agenda- September 4, 2025
said communities. These engagement and business support services come in the form of:
o Business Walks/ Connection Calls. Quarterly in -person visits to Indian Wells businesses includes engagement and retention efforts, promotion of local resources and contacts, and collection of data and insights about issues affecting the businesses.
o GCV Educates/ Chamber 101 Events. Chamber hosts regular GCV Educates series geared toward providing information to businesses on how to improve their businesses and/or professional development. Chamber hosts regular Chamber 101 events geared toward promoting information about the Chamber's efforts and how Indian Wells businesses can access services and become members of the Chamber.

Village Center Improvement Efforts includes:
• City provides funding to GCVCC to assist with driving business to the Village Shopping Center off Highway 111. This includes encouraging new business attraction and engaging existing businesses with a focus on retention. The main objective is to draw attention to the Center using a variety of strategies including but not limited to:
o Shareholders meetings;
o Continuation of networking opportunities for existing business owners to connect on a regular basis;
o Regular promotional efforts and PR to encourage a more activated center; o Development of a unique IW Experience to be hosted at the Center, preferable off-season and able to be recreated annually with a focus on driving business to the center and, ideally, resulting in resort partner occupancy;
o Holiday window paint for existing businesses;
o "Shop Local" program during the holiday and summer seasons.

A report of the year in review, provided by the Chamber, is attached here for reference.

Cost Comparisons:
• Legislative Breakfasts are typically $40 per person.
• eBlasts have no cost comparison: the Chamber has thousands of business contacts that the City does not; even if we sent these eBlasts ourselves, we couldn't reach the same people or anywhere near the same number of people. • A table of (8) sponsorship at the award show and installation dinner would typically cost $650.
• Tickets to each State of the City run between $50-100 per person depending on the City.
• A table of (8) sponsorship at the All Valley Mayor would run $2,500.

Council Agenda- September 4, 2025
• Were we to have Tripepi Smith create (3) infographics, we would be charged an ad hoc rate and would still need the Chambers' assistance in obtaining the data we wanted to include and would need their help with the distribution of said materials. The same is true for the Relocation Packet.
• The Voice of Business Magazine full -page ad reaches approximately 400+.

Installation Dinner attendees and is mailed to households Valley -wide.

Advisory Committee Recommendation:

The Indian Wells Finance Committee reviewed this item at their August 21, 2025, meeting and recommend maintaining existing relationships with the Indian Wells Chamber of Commerce and the Greater Coachella Valley Chamber of Commerce at amounts not to exceed the adopted budget.

CITY COUNCIL STRATEGIC GOAL:

During the April 17, 2025, City Council Strategic Planning Session, the Indian Wells City Council addressed an interest in reviewing the relationships and funding for the City's partnerships with various regional economic development partners to determine whether and how to fund these entities moving forward.

OPTIONS:

The City Council can:

1. Proceed as recommended by City staff;

2. Recommend no funding to one or both organizations;

3. Recommend further review of specific funding or service levels from the organizations; or

4. Provide alternative direction.

FISCAL IMPACT:

The recommended action has no fiscal impact as both an $850 general membership with the Indian Wells Chamber of Commerce and funding for a not to exceed $36,000 Professional Services Agreement with the Greater Coachella Valley Chamber of Commerce are both included as part of the adopted budget in the City's General Fund.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

This action has been reviewed per the authority and criteria contained in the California Environmental Quality Act (CEQA), the State and local CEQA Guidelines, and the City's environmental regulations. The City, acting as the Lead Agency, determined that this resolution is not subject to CEQA pursuant to Sections 15060(c)(2), 15060(c)(3), and

Council Agenda- September 4, 2025
15061(b)(3) of the State CEQA Guidelines, because it will not result in a direct or reasonably foreseeable indirect physical change to the environment as there is no possibility that the action would result in a significant environmental impact, and because it does not constitute a "project" as defined in Section 15378 of the State CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3.

ATTACHMENTS:

1. IW Chamber Highlights

2. GCVCC Highlights

Council Agenda- September 4, 2025
ATTACHMENT #1
City of Indian Wells 2025 annual membership (850.00) benefits:
1) City logo still prominently displayed on our home page of our website allowing all inquiries to link into the city's website and resorts/hotels. 2) Link to City of Indian Wells website from our website. 3) Our 2025 Community Visitor Guide offering information for all inquiries regarding our city.
4) The promotional support we give our resorts throughout the City. The city's biggest resource for revenue is our TOT. Our contribution is through us offering linkage from our website into Resorts/Hotels own website. We promote The Grand Hyatt/Indian WellsResort Hotel/Tommy Bahama's Miramonte the Renaissance Esmeralda and The Sands on our home page in our website.
5) The promotion of our Desert Town Hall Speaker Series. Bringing in additional revenue for our city.
6) For over a decade we have hosted HOA resident meetings at our office.

These are HOA's that do not have club houses. It has been well received by the residents and they are very grateful. Our office is available to them six days a week. Some prefer Saturday morning meetings. 7) Creation of our Health & Wellness team. We give Informational seminars for the Indian Wells Community in the area's of Parkinson's Decease, Dementia, Addiction Therapeutic Services, Home Care Services, Hospice.

It also includes `Finding Fitness', the power of knowing what exercises one should be involved with at a certain age. Free to the residents. 8) We often receive phone calls or emails requesting referrals such as labor (handyman), real estate agents, hospitality and restaurants. We are here to help all residential inquiries for our community.

Council Agenda- September 4, 2025
GCVCC
INDIAN
WE LS

BUSINESS
DISTRICT.:

GCVCC.ORG
(760) 347-0676
[email protected]
ATTACHMENT #2

GREATER

COACHELLA
VALLEY

CHAMBER

Council Agenda- September 4, 2025

CHAMBER LEADERSHIP
We have our Regional and Local Boards as well as our Ambassadors.

Regional Board

GREATER

COACHELLA
VALLEY

CHAMBER
Local Boards
Ambassadors

QUARTERLY BUSINESS WALKS oun&A9enda September 4 �0�5

ENGAGEMENT SUMMARY
• Business Walks Overview
• Conducted quarterly in the Village and other business locations during the last contract period.
• Activities included outreach, program promotion, and gathering business sentiment.
• Indian Wells State of the City Promotion
• Walks promoted the event, contributing to sold -out attendance. • Current Business Sentiment
• Concerns regarding possible reduced Canadian visitor traffic. • Noted uncertainty for the upcoming season.

GREATER COACHELLA

VALLEY CHAMBER

Council Agenda- September 4, 2025

HOLIDAY WINDOW PAINTING CAMPAIGN
• 25 business participants.
• Coordinated outreach included sign-up collection, toy drive box delivery, and post - event satisfaction check -ins.
• Feedback: Businesses appreciated cost/time savings and strongly encouraged continuation in future years.

GREATER COACHELLA

VALLEY CHAMBER

nal
-

GCVCC PROGRAMMING & EVENT

UPDATES
• Events like our Ribbon Cuttings, Lunch Clubs, Mixers etc. will continue this year. • GCVCC Educates & Chamber 101
• Transitioning primarily to virtual format due to greater effectiveness with one-on-one sessions as well as member requests. • Will create a recorded library for ongoing member access and reference. • New "Social Hour" Networking Event
• Launched to support food & drink based businesses, especially during the summer off-season. • Format: Informal gatherings at restaurants/bars with happy hour menu access. • Frequency: 1-2 per quarter in Indian Wells.
• Open invitation to all Village restaurants and hotel -based venues. • Legislative Breakfast
• Currently coordinating with county state and federal elected's • Also working on Gubernatorial Canidates series.
• Goal: First event scheduled in July.
• Note: All breakfasts for elected's representing Indian Wells are intended to be held within the city, feasibility.
pending logistical

GREATER COACHELLA

VALLEY CHAMBER

Council Agenda- September 4, 2025
EVENTS
• All Valley Mayors
• Sold Out
• State of the Cities
• Many of our state of city events have been sold out this year with all seeing a year over year increase in attendance
• Indian Wells State of the City saw an increase YOY of 60 attendees with an additional 34 free local resident attendees
• Annual Installation
• Increased attendance with over 540 attendees.

GREATER COACHELLA

VALLEY CHAMBER

Council Agenda- September 4, 2025

BE LOCAL I SHOP LOCAL
• Digital Ad Campaign Reach
• Platforms: Facebook & Instagram
• Audience: Indian Wells, La Quinta, Palm
Desert
• Metrics (holiday portion):
• Reach: 37,016 (Note: Includes some repeat viewers;
estimated 1-2 views per user)
• Clicks: 1,295 (aggregated link clicks)
• Platform Split: Approx. 81 % Facebook
• Summer Campaign
• Focus: Summer season, per business
feedback indicating greater need.
• Status:
• Finalizing last pieces with local shops, will be
finished by the holiday
• Expected completion: Will run over the summer
months.
• Distribution:
• Primary: Facebook & Instagram
• Secondary (non -paid): YouTube & Linkedln
• In-store Discounts:
• Currently recruiting participating businesses.
• Updates will be provided as commitments are
confirmed.
• Campaign Launch: Now and throughout
summer

GREATER COACHELLA

VALLEY CHAMBER
Page' TOT -

Council Agenda- September 4, 2025

BE LOCAL I SHOP LOCAL
---

BE LOCAL

SHOP LOCAL

INDIAN ) WELLS

CALIFORNIA

BE LOCAL I SHOP LOCAL

INDIAN WELLS

CALI FORK I

BE LOCAL I SHOP LOCAL
INDIAN \1' WELLS

CALIFORNIA

GREATER COACHELLA

VALLEY CHAMBER

Council Agenda- September 4, 2025

INDIAN WELLS BUSINESS DISTRICT

BOARD/COMMITTEE
• Launched at our Annual Installation with Board ChairJerremy Sage with JNS Next • Composition: Representatives from hotels, resorts, local businesses, and restaurants. • Purpose: Streamline planning and support for initiatives like a events, ribbon cuttings and overall business engagement.

GREATER COACHELLA

VALLEY CHAMBER

24/25 REGIONAL STATS
Council Agenda- September 4, 2025
• Membership
• 105 New Members
• Approximately 1,000 Active Members
• Mission Based Major Events (All Valley Mayors, GCVCC Installation, State of the Cities)
• 2,871 Attendees
• Increase in sponsorship engagement and purchases
• Employer Connect Program
• 69 Enrolled
• Approximately over $600,000 Given Back

24/25 REGIONAL MEMBERSHI'

EVENT STATS
• Ribbon Cuttings
• 51 Total
• Legislative Breakfasts
• 5 Total, Average 60-100 Guests
• Networking Events
• Mixers - 10 Total. Averaged 90 Attendees Per Mixer
• Lunch Clubs - 10 Total. Average 15- 20 Guests
• Social Hours - 3 held so far, strong response
September 4, 2025

Council Agenda- September 4, 2025

VALLEY CHAMBER
Catalyst I Convener I Champion

Council Agenda- September 4, 2025

INDIAN WELLS CITY COUNCIL
September 4, 2025
To: City Council
From: City Manager's Office
Prepared by: Eric Ceja, Assistant City Manager
Subject: Desert Health Care District Environmental Health Summit Sponsorship Request
RECOMMENDED ACTIONS:

Council APPROVES an event sponsorship in the amount of $2,500 for the 2025 Desert Healthcare District's Environmental Health Summit; and
FINDS the action exempt from California Environmental Quality Act (CEQA) review under Guidelines section 15061(b)(3).

DISCUSSION:

The Desert Healthcare District (DHCD) is hosting its 2nd Annual Environmental Health Summit (Summit) on September 11-12, 2025, at the Westin Mission Hills in Rancho Mirage. The Summit will convene leaders, activists, health professionals, residents, and students to address a variety of environmental health impacts affecting the Coachella Valley including air quality, water quality, land -use, renewable energy and green technology.

This year, Councilmember Sanders has been invited to participate in a panel focused on air -quality and dust issues in the Coachella Valley. Councilmember Sanders was invited to participate as part of his work on the City of Indian Wells' "Dust" Ad -hoc Committee.

In addition to Councilmember Sanders panel participation, the DHCD has requested a sponsorship of the event from the City of Indian Wells in the amount of $2,500. This event sponsorship allows the DHCD to offer free admission to the event. If sponsored, the City would receive the following:
• Logo display in all print advertising, internet marketing, promotional brochures, festival programs, festival posters and other promotional materials. • Logo and link included on dedicated webpage
• Logo included as Youth & The Environment Sponsor featured in all collateral material.

Council Agenda- September 4, 2025
• Summit promotional materials featuring the City logo distributed at District and Community Events.
• Table in the ballroom lobby to distribute materials
In accordance with City policies, sponsorship of the event must be considered by the Finance Committee with a recommendation to the City Council. Ultimately, the City Council must take action to approve event sponsorships.

Advisory Committee Recommendation
At their meeting on August 21, 2025, the Finance Committee for the City of Indian wells unanimously recommended that the City Council Sponsor this event.

CITY COUNCIL STRATEGIC GOAL:

At the April 17, 2025, City Council Strategic Planning session, the City Council approved the formation of an Ad -hoc Committee, consisting of Councilmembers Penna and Sanders, to "Advocate to regional, county, state, and federal legislators and agencies to address public health and economic/tourism impacts of Coachella Valley Air Quality (dust) resulting from Tropical Storm Hilary."
Sponsorship of the event complies with this strategic plan initiative as it allows for advocacy and dissemination of air -quality issues related specifically to the Coachella Valley and to an audience interested in result -driven solutions to this issue.

FISCAL IMPACT:

Funds for this request are available in Account No. 1012702-551200 - Sponsorships.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

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

1. 2025 Healthy Desert, Healthy You Environmental Health Summit

2. Email from Jeff Hocker, Executive Producer

i_
ATTACHMENT #1

HEALTHY DESERT DESERT HEALTHCARE
HEALTHY YOU r, RICT FOUNDATION
2025 Health Desert, Healthy You
Environmental Health Summit
Sponsorship
Levels
ert Health
WeLcom
Dlreapr Le

HEALTHY DESERT

HEALTHY YOU
Council Agenda- September 4, 2025

DESERT HEALTHCARE

STRICT & FOUNDATION
Desert Healthcare District & Foundation
Environmental Health Summit
Thursday, September 11 & Friday, September 12
PREMIER SPONSORSHIP • $40,000
• Sponsor is to be the sole Premier Sponsor of the Environmental Health Summit.
• Speaker opportunity at a Summit panel discussion. (Panelist will be involved in and speak on a topic that is pre -determined by Environmental Health Planning Committee.)
• Sizzle Reel (60 second) to include logo and mention of company as Premier Sponsor
• Premier Sponsor logo banner included across entrance and/or in ballroom. • Table in ballroom lobby to distribute materials for both days of summit. • Space in parking lot for vehicle as part of the exhibition. • Break out room to showcase product or services.
• Logo display and Premier Sponsorship mention in all print advertising, Internet marketing, promotional brochures, summit graphics, promotional materials, and in all local/regional print/electronic, and online marketing. • Premier sponsor logo and brief description with reciprocal link will be in the top position in dedicated web page for the Summit
• Logo prominently featured on the front cover of Summit program. • Full -page color (Inside Front or Back Cover) advertisement in the Summit program.
• Guest appearance on the new Healthy Desert, Healthy You Podcast to discuss your organization's role/plan addressing environmental challenges. • Summit promotional materials featuring your logo distributed at District and community events.
• Premier Sponsor has first right of refusal for 2026 Summit.

Council Agenda- September 4, 2025
HEALTH ADVOCACY SPONSORSHIP • $2o,000
• Sizzle Reel. (:60 second) logo and mention of company as Health Advocacy Sponsor
• Speaker opportunity at a Summit panel discussion. (Panelist will be involved in and speak on a topic that is pre -determined by Environmental Health Planning Committee.)
• Table in ballroom lobby to distribute materials for both days of summit. • Logo display and sponsor mention in all print advertising, Internet marketing, promotional brochures, summit graphics, promotional materials, and in all local/regional print/electronic, and online marketing. • Health Advocacy Sponsor will be included in dedicated web page with logo & link.
• Logo prominently featured on all signage at the Summit. • Half -page color advertisement in the Summit program. • Guest appearance on the new Healthy Desert, Healthy You Podcast to discuss your organization's role/plan addressing environmental challenges. • Summit promotional materials featuring your logo distributed at District and community events.
• Health Advocacy Sponsor has first right of refusal for 2026 Summit.

HEALTH IMPACT SPONSORSHIP • $io,000
• Sizzle ReeL (:60 second) logo and mention of company as Health Impact sponsor • Logo and company name included in sponsor's signage at the event. • Table in ballroom lobby to distribute materials for both days of summit. • Logo included and sponsor mention in all promotional brochures, summit graphics, promotional materials, and in all local/regional print/electronic, and online marketing.
• Health Impact sponsor will be included in dedicated web page with Logo and Link.
• Logo prominently featured in the Summit program.
• Half -page color advertisement in the Summit program. • Guest appearance on the new Healthy Desert, Healthy You Podcast to discuss your organization's role/plan addressing environmental challenges. • Summit promotional materials featuring your logo distributed at District and community events.
• Health Impact Sponsor has first right of refusal for 2026 Summit.

021;

HV DESERT
HV YOU

Council Agenda- September 4, 2025
ENVIRONMENTAL JUSTICE SPONSORSHIP • $5,000
• Table in ballroom lobby to distribute materials.
• Logo included as Environmental Justice Sponsor and mention in all print advertising,
• Internet marketing, promotional brochures, promotional materials, all local/regional print/electronic, and online marketing.
• Logo prominently featured in the Summit program.
• Environmental Justice Sponsor has first right of refusal. for 2026 Summit. • Summit promotional materials featuring your logo distributed at District and community events.

YOUTH & THE ENVIRONMENT SPONSORSHIP • $2,5oo
• Table in ballroom lobby to distribute materials.
• Logo included as Youth & The Environment Sponsor featured in all collateral material.
• Logo display in all print advertising, Internet marketing, promotional brochures, festival programs, festival posters and other promotional materials, all local/regional print/electronic, and online marketing.
• Logo and link included on dedicated web page
• Summit promotional materials featuring your logo distributed at District and community events.

SENIORS & THE ENVIRONMENT SPONSORSHIP • $1,000
• Table in ballroom lobby to distribute materials.
• Logo included as Seniors & The Environment Sponsor featured in all collateral material.
• Logo and link included on dedicated web page
• Summit promotional materials featuring your logo distributed at District and community events.

Contact: Jeff Hocker, Executive Producer
Sponsor Coordinator
760-409-1530
jeffhockeri©a gmail.com
44 L•
QfESIIRO2EAITHCARE
DISTRICT & wun OATION

HEALTHY YOU

Council Agenda- September 4, 2025
Photographs - 2024 Healthy
Desert, Healthy You E.H. Summit
Welcome and Introduct
LetLcla Re Laaa

Council Agenda- September 4, 2025
ATTACHMENT #2
From:

To:

Subject:

Date:

Attachments:

Importance:

Jeff Hocker
Eric Ceia
Sponsor Package for the City of Indian Wells: DHCD Environmental Health Summit "Healthy Desert Healthy You" Friday, August 1, 2025 9:37:32 AM
2025 Healthy Desert, Healthy You Environmental Health Summit.pdf High
CAUTION: This email originated outside our organization. Be cautious with any links or attachments.

Hi Eric,
Great talking with you and I hope you are staying cool.

I am the Executive Producer for the DHCD Environmental Health Summit "Healthy Desert Healthy You" set for Sept. 11 & 12, 2025 and we are full steam ahead and have locked in all of our moderators and speakers. We already have 260 people registered with a goal of 400.

We are thrilled to have Council Member Greg Sanders as one of our panelists for the session: Strengthening Environmental Health: Government & City -Led Responses, Moderator: Mark Talkington, Palm Springs Post & Indio Post.

We would love for the City of Indian Wells to be a part of our 2nd Annual Event, which continues to grow, as a strategic partner. The Summit is at the Westin Rancho Mirage and we are asking each of the cities for a small stipend of $2,500 to help us keep it FREE for everyone. It is fully accessible with ASL interpreters, Spanish translation and no barriers for anyone with any disabilities.

I know we are not in a specific budget cycle with the City of Indian Wells, but I thought we would keep our ask with all of the cities at a lower level to get them all engaged.

Attached is our sponsor deck. Let me know what questions you have. www.HealthyDesertHealthyYou.com
Warmest Regards, Jeff
Jeff Hocker, Executive Producer
"Healthy Desert Healthy You" Summit
www. HealthyDe sertHealthyYou. com

Council Agenda- September 4, 2025
Palm Springs Office:
2286 Indian Canyon Drive, Unit E
Palm Springs, CA 92262
Ph: 760-409-1530

Council Agenda- September 4, 2025

INDIAN WELLS CITY COUNCIL
September 4, 2025
To: City Council
From: City Manager Department
Prepared by: Christopher Freeland, City Manager
Subject: Resolution Revising the Purpose and Function of the Golf Resort Advisory Committee
RECOMMENDED ACTIONS:

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

DISCUSSION:

At the City Council meeting of July 2, 2025, Councilmember Taylor requested that the Council clarify the resolution governing the Indian Wells Golf Resort Advisory Committee's scope of authority, specifically as it relates to matters that may affect the financial performance of the Resort which are not a part of or included in the Golf Resort's Annual Plan (Annual Budget).

Following discussion, the City Council agreed to consider amendments to the resolution to permit the Advisory Committee to discuss and provide input on financial matters that may have a broad financial impact on the Indian Wells Golf Resort but are not included in the Golf Resort's Annual Budget. As an example, Councilmember Taylor noted that the Advisory Committee may be asked to evaluate items such as the use of "white" versus "brown" sand or the replacement of tee box markers, where consideration of costs is inherently part of the discussion.

The City Council directed the City Manager and City Attorney to prepare a proposed amendment to the resolution, clarified by the City Attorney during the meeting, for future Council consideration. The direction provided was to allow the Advisory Committee to provide commentary, feedback, and recommendations on matters related to the Indian Wells Golf Resort, as expressly directed by the City Council.

Council Agenda- September 4, 2025
The City Council further affirmed that all determinations, actions, and modifications concerning the Indian Wells Golf Resort remain within the sole discretion and authority of the City Council and must not conflict with the terms of the Troon management agreement. Pursuant to this direction, the City Manager and City Attorney drafted proposed amendments revising the purpose and functions of the golf resort advisory committee for the Council's review and consideration. The proposed resolution is attached to this staff report.

FISCAL IMPACT:

There is no fiscal impact.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

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

1. Resolution

Council Agenda- September 4, 2025
ATTACHMENT #1
RESOLUTION NO. 2025-_

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF INDIAN WELLS,

CALIFORNIA, REVISING THE PURPOSE AND FUNCTIONS OF THE GOLF

RESORT ADVISORY COMMITTEE
WHEREAS, the City Council of the City of Indian Wells revised the purpose and function of the Golf Resort Advisory Committee on June 20, 2024, by adopting Resolution No. 2024-25; and
WHEREAS, the Committee responsibilities include the service levels, maintenance, and quality of the guest's experiences at the Indian Wells Golf Resort; and WHEREAS, the City Council now desires and intends to revise the policies governing the Golf Resort Advisory Committee.

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

SECTION 1. Golf Resort Advisory Committee. The Golf Resort Advisory Committee (the "Committee") was established to advise and make recommendations to the City Council on issues pertaining to the Indian Wells Golf Resort. The Committee shall consist of the following members with voting authority for purposes of the Committee's work: the General Managers, or their designee from each of the City's Resort Hotels, the General Manager of the Indian Wells Golf Resort, the Indian Wells Golf Resort's Director of Golf, the Indian Wells Golf Resort's Director of Agronomy, and five (5) resident members. The resident members of the Committee shall maintain residency in Indian Wells throughout their term. The Committee will also include two City Council members who serve in an ex -officio capacity. The Committee can be terminated at any time by the affirmative vote of three (3) members of the City Council. The City Manager and/or his designee shall serve as the staff liaison for the Committee.

SECTION 2. Purpose and Functions of the Golf Resort Advisory Committee. The Indian Wells Golf Resort is an award -winning, premier golfing destination and a major point of community pride. The Golf Resort Advisory Committee is focused on preserving the prestigious reputation of the Indian Wells Golf Resort by serving as liaisons between the golfing community and the City of Indian Wells. The Golf Advisory Committee provides suggestions on the operations and maintenance of the Indian Wells Golf Resort to the City Council. The scope of such involvement includes the following:

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

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

3. Receive reports from management on the various operations of the golf resort, including golf, merchandising, marketing, agronomy, and food and beverage operations.

4. Promote the sport of golf for all ages.

Council Agenda- September 4, 2025
City of Indian Wells
Resolution No. 2025 -

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

6. The Golf Resort Advisory Committee shall provide commentary, feedback, and recommendations regarding matters pertaining to the Indian Wells Golf Resort, as directed by the City Council. The Committee's function is strictly advisory in nature and does not confer any decision -making authority. All determinations, actions, or modifications concerning the Indian Wells Golf Resort shall be within the sole discretion and authority of the City Council and not conflict with the Troon management agreement. The City Council does not wish to restrict the Committee from commenting and opining on Golf Resort -related matters but asserts that any directives must be approved at the City Council level.

SECTION 3. Regular Meetings — Day and Time. The Committee shall hold at least one (1) meeting each month. Regular meetings shall be held on the fourth Tuesday of each month at 2:00 p.m. The day and time of the regular meeting may be amended by a majority vote of the City Council. The Committee may elect to cancel meetings upon good and valid reason.

Additional meetings and/or study sessions may be called as required.

SECTION 4. Brown Act, This Committee is subject to all the requirements of the Ralph M. Brown Act.

SECTION 5. Effective Date. This Resolution shall take effect upon adoption.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Indian Wells, California, at a regular meeting held on this 4th day of September 2025.

BRUCE WHITMAN
MAYOR
CERTIFICATION FOR RESOLUTION NO. 2025-
I, Angelica Avila, City Clerk of the City Council of the City of Indian Wells, California, DO HEREBY CERTIFY that the whole number of the members of the City Council is five (5); that the above and foregoing Resolution was duly and regularly passed and adopted at a regular meeting of the City Council of the City of Indian Wells on the 4th day of September 2025, by the following vote:

AYES:

NOES:

ATTEST: APPROVED AS TO FORM:

ANGELICA AVILA

CITY CLERK

TODD LEISHMAN FOR

BEST BEST & KRIEGER LLP

CITY ATTORNEY

Council Agenda- September 4, 2025

INDIAN WELLS CITY COUNCIL
September 4, 2025
To: City Council
From: City Manager Department
Prepared by: Angelica Avila, City Clerk
Subject: Planning Commission Annual Recruitment and Interview Schedule
RECOMMENDED ACTIONS:

Council APPROVES the recruitment schedule and DESIGNATES Mayor Bruce Whitman and Council Member Brian Penna to serve as the Ad -Hoc Interview Committee for the Planning Commission; and
FINDS the action exempt from California Environmental Quality Act (CEQA) review under CEQA guidelines section 15061(b)(3).

BACKGROUND:

The Planning Commission is composed of members appointed by the City Council to serve two-year terms on a calendar year basis, ending December 31. In accordance with Council policy, Commissioners may serve up to two consecutive terms. Chair Bruce Bahneman is completing his second term and is therefore not eligible for re- appointment. Commissioner Glenn Schubert is completing his first term and is eligible for re -appointment to a second two-year term ending December 31, 2027.

The vacancies are as follows:

Planning Commission

1. Bruce Bahneman Termed out

2. Glenn Schubert 1 term left
Advertising of the annual recruitment in the Desert Sun and email notifications are sent to the residents in early September concerning the vacancies. In addition, a link to the application and committee descriptions are posted on the City's website. The deadline to apply is 5:00 p.m. on Friday, September 26, 2025.

The Council implemented two Council Member Ad -hoc committees to review applications and interviews with the applicants. The Ad -hoc Interview Committees ("Ad -hoc Committee") consist of the two Council Members who are assigned to that committee or

Council Agenda- September 4, 2025
as designated by Council at a Council meeting. Staff recommend the Council designate Mayor Whitman and Councilmember Penna to serve on the Ad Hoc Interview Committee for the Planning Commission.

Each Ad -hoc Committee selects dates for interviews between September 29 through October 24, 2025. Interviews will be conducted in person. The Council Ad -hoc Committees will forward their appointment recommendations to the City Clerk no later than October 29, 2025. The Ad- Hoc Committee recommendations are to be proposed for approval at the December meeting for Council consideration.

FISCAL IMPACT:

There is no fiscal impact.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

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

Council Agenda- September 4, 2025

INDIAN WELLS CITY COUNCIL
September 4, 2025
To: City Council
From: City Manager Department
Prepared by: Angelica Avila, City Clerk
Subject: Resolution Amending Section 2.04.020 of the City Council Policy Manual
RECOMMENDED ACTIONS:

Council ADOPTS Resolution amending Section 2.04.020 adding required Brown Act training for Council Members; and
FINDS the action exempt from CEQA review under CEQA Guidelines section 15061(b)(3).

BACKGROUND:

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

These procedures promote transparency, consistency, and efficiency in governance. To maintain relevance and effectiveness, the Council conducts an annual review of the Manual and may consider updating to reflect evolving priorities or legal requirements.

This process allows for:
• Evaluation of current operations and practices
• Identification of opportunities to improve administrative efficiency • Implementation of changes that reflect evolving priorities or legal requirements • Enhancements to how the City conducts its legislative and administrative business
DISCUSSION:

During the July 2025 meeting, the Council adopted updates to the Manual and requested staff to include a new section recommending Brown Act training for Council Members.

The Brown Act is a foundational law ensuring open and transparent government in

Council Agenda- September 4, 2025
California. While staff and advisory board members currently receive training, there is no formal policy recommending the same for elected officials.

Including this recommendation in the Manual would:
• Reinforce the City's commitment to transparency and legal compliance • Ensure consistent understanding of open meeting laws among Council Members • Reduce the risk of inadvertent violations
• Promote public trust in the City's legislative processes Section 2.04.020: Expectations of Elected Council Members Staff recommend that the Council make Brown Act training an annual requirement for all members of the City Council. This initiative is intended to ensure compliance with California's open meeting laws and to enhance transparency and accountability in local governance. Recent legal interpretations and best practices suggest that annual training in the in -Brown Act compliance to avoid inadvertent violations, especially when their recommendations influence policy decisions.

FISCAL IMPACT:

There is no fiscal impact. Training is provided through existing resources or scheduled sessions with legal counsel or at annual conferences of various city organizations .

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

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

ATTACHMENTS:

1. Resolution

Council Agenda- September 4, 2025
ATTACHMENT #1
RESOLUTION NO. 2025-_

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF INDIAN WELLS,

CALIFORNIA, ESTABLISHING A POLICY REQUIRING BROWN ACT

TRAINING FOR CITY COUNCIL MEMBERS
WHEREAS, the Ralph M. Brown Act (Government Code Section 54950 et seq.) ensures that the public's business is conducted openly and transparently; and WHEREAS, the City Council of Indian Wells recognizes the importance of understanding and complying with the Brown Act to maintain public trust and uphold democratic principles; and WHEREAS, regular training on the Brown Act will help elected officials avoid inadvertent violations and ensure lawful conduct of City business; and

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

SECTION 1. The City Council hereby amends Section 2.04.020 of the Indian Wells City Council Policy Manual to read in its entirety as follows:
"2.04.020 EXPECTATIONS OF ELECTED COUNCIL MEMBERS.

New Members. Elected Council Members are expected to attend multiple on -boarding sessions with the City Manager, City Attorney, Department Heads, and other relevant stakeholders to be fully briefed on current matters being considered by the City Council and to better understand your role and responsibilities as a Council Member. The onboarding will include an introduction on operations and management of each City Department, current development projects, briefings on all pending legal matters and ongoing Closed Session discussions (e.g., memorandums, reports, and notes), review of important and relevant governance documents (e.g., City Charter, City Council Policy Manual, Indian Wells Municipal Code, financial documents, Brown Act, and other pertinent records and materials), and presentations on various City processes and protocols. Elected Council Members will also be encouraged to attend various conferences to assist newly elected Council Members in their new role (e.g., League of California Cities).

Ralph M. Brown Act Training. The Ralph M. Brown Act Training mandates that meetings of legislative bodies of local agencies be open and accessible to the public. To ensure compliance and promote good governance, all Elected City Council Members shall complete Brown Act training annually. This training will cover key provisions of the Act, including the definition of legislative bodies, public notice and agenda requirements, rules relating to public participation, prohibited serial meetings and communications, and consequences of non-compliance."
SECTION 2. This Resolution takes effect upon adoption.

Council Agenda- September 4, 2025
City of Indian Wells
Resolution No. 2025 -

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Indian Wells, California, at a regular meeting held on this 4th day of September 2025.

BRUCE WHITMAN
MAYOR
CERTIFICATION FOR RESOLUTION NO. 2025-
I, Angelica Avila, City Clerk of the City of Indian Wells, California, DO HEREBY CERTIFY that the whole number of the members of the City Council is five (5); that the above and foregoing Resolution was duly and regularly passed and adopted at a regular meeting of the City Council of the City of Indian Wells on the 4th day of September, 2025, by the following vote:

AYES:

NOES:

ATTEST: APPROVED AS TO FORM:

ANGELICA AVILA TODD LEISHMAN FOR BEST

CITY CLERK BEST & KRIEGER CITY ATTORNEY

Council Agenda- September 4, 2025

INDIAN WELLS CITY COUNCIL
September 4, 2025
To: City Council
From: City Manager Department
Prepared by: Angelica Avila, City Clerk
Subject: Annual League of California Cities Conference Voting Delegate Appointments
RECOMMENDED ACTIONS:

Council DESIGNATES Mayor Bruce Whitman as the Voting Delegate and Council Member Dr. Toper Taylor as the Alternate Delegate for the City of Indian Wells at the 2025 League of California Cities Annual Conference held on October 8-10, 2025, in Long Beach; and FINDS the action exempt from California Environmental Quality Act (CEQA) review under CEQA guidelines section 15061(b)(3).

BACKGROUND:

The League of California Cities has requested that each member city formally appoint a voting delegate and alternate delegate(s) to participate in the Annual Business Meeting at the League's Annual Conference. Only those individuals who have been officially designated by City Council action may vote on policy matters during the Business Meeting.

At the annual meeting, the membership will consider and act on resolutions establishing League policies. Each member City has one vote on these policy matters. Consistent with the League's bylaws, a City's voting delegate and up to two alternates must be designated by the City Council to vote at the Annual Business Meeting.

DISCUSSION:

In accordance with City Council Policy Section 2.04.030 — Expectations of the Mayor, the Mayor serves as the official City delegate to the League of California Cities Annual Conference. Councilmember Toper Taylor has expressed interest in serving as the Alternate Delegate and will be attending the conference.

Staff recommend that the Council formally appoint Mayor Whitman the voting delegate and designate Council Member Dr. Taylor as the alternate to ensure the City's participation in the League's policy -making process.

Council Agenda- September 4, 2025
FISCAL IMPACT:

There is no fiscal impact associated with this action beyond previously approved travel and conference registration expenses.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

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

This is an authorized Council event and budgeted in Account 101.11.01.05550 with sufficient funds in the Fiscal Year 2025-26 City Council budget.

ATTACHMENTS:

1. 2025 Voting Delegate Information Packet

LEAGUE OF

CALIFORNIA
CITIES
ATTACHMENT #1
Council Agenda- September 4, 2025
Council Action Advised by September 24, 2025
DATE: Wednesday, July 16, 2025
TO: Mayors, Council Members, City Clerks, and City Managers RE: DESIGNATION OF VOTING DELEGATES AND ALTERNATES
League of California Cities Annual Conference and Expo, Oct. 8-10, 2025 Long Beach Convention Center
Every year, the League of California Cities convenes a member -driven General Assembly at the Cal Cities Annual Conference and Expo. The General Assembly is an important opportunity where city officials can directly participate in the development of Cal Cities policy.

Taking place on Oct. 10, the General Assembly is comprised of voting delegates appointed by each member city; every city has one voting delegate. Your appointed voting delegate plays an important role during the General Assembly by representing your city and voting on resolutions.

To cast a vote during the General Assembly, your city must designate a voting delegate and up to two alternate voting delegates, one of whom may vote if the designated voting delegate is unable to serve in that capacity. Voting delegates may either be an elected or appointed official.

Action by Council Required. Consistent with Cal Cities bylaws, a city's voting delegate and up to two alternates must be designated by the city council. Please note that designating the voting delegate and alternates must be done by city council action and cannot be accomplished by individual action of the mayor or city manager alone.

Following council action, please submit your city's delegates through the online submission portal by Wed., Sept. 24. When completing the Voting Delegate submission form, you will be asked to attest that council action was taken. You will need to be signed in to your My Cal Cities account when submitting the form.

Submitting your voting delegate form by the deadline will allow us time to establish voting delegate/alternate records prior to the conference and provide pre -conference communications with voting delegates.

Conference Registration Required. The voting delegate and alternates must be registered to attend the conference. They need not register for the entire conference; they may register for Friday only. Conference registration is open on the Cal Cities website.
1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org

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LEAGUE OF
lihr4‘ CALIFORNIA
CITIES
Council Agenda- September 4, 2025
For a city to cast a vote, one voter must be present at the General Assembly and in possession of the voting delegate card and voting tool. Voting delegates and alternates need to pick up their conference badges before signing in and picking up the voting delegate card at the voting delegate desk. This will enable them to receive the special sticker on their name badges that will admit the voting delegate into the voting area during the General Assembly.

Please view Cal Cities' event and meeting policy in advance of the conference.

Transferring Voting Card to Non -Designated Individuals Not Allowed. The voting delegate card may be transferred freely between the voting delegate and alternates, but on/y between the voting delegate and alternates. If the voting delegate and alternates find themselves unable to attend the General Assembly, they may not transfer the voting card to another city official.

Seating Protocol during General Assembly. At the General Assembly, individuals with a voting card will sit in a designated area. Admission to the voting area will be limited to the individual in possession of the voting card and with a special sticker on their name badge identifying them as a voting delegate.

The voting delegate desk, located in the conference registration area of the Long Beach Convention Center in Long Beach, will be open at the following times: Wednesday, Oct. 16, 8:00 a.m.-6:00 p.m. and Thursday, Oct. 17, 7:30 a.m.-4:00 p.m. On Friday, Oct. 18, the voting delegate desk will be open at the General Assembly, starting at 7:30 a.m., but will be closed during roll calls and voting.

The voting procedures that will be used at the conference are attached to this memo.

Please share these procedures and this memo with your council and especially with the individuals that your council designates as your city's voting delegate and alternates.

Once again, thank you for submitting your voting delegate and alternates by Wednesday, Sept. 24. If you have questions, please contact Zach Seals at zseals©calcities.org.

Attachments:
• General Assembly Voting Guidelines
• Information Sheet: Cal Cities Resolutions and the General Assembly 1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org

Council Agenda- September 4, 2025

LEAGUE OF

CALIFORNIA
CITIES
General Assembly Voting Guidelines

1. One City One Vote. Each member city has a right to cast one vote on matters pertaining to Cal Cities policy.

2. Designating a City Voting Representative. Prior to the Cal Cities Annual Conference and Expo, each city council may designate a voting delegate and up to two alternates; these individuals are identified on the voting delegate form provided to the Cal Cities Credentials Committee.

3. Registering with the Credentials Committee. The voting delegate, or alternates, may pick up the city's voting card at the voting delegate desk in the conference registration area. Voting delegates and alternates must sign in at the voting delegate desk. Here they will receive a special sticker on their name badge and thus be admitted to the voting area at the General Assembly.

4. Signing Initiated Resolution Petitions. Only those individuals who are voting delegates (or alternates), and who have picked up their city's voting card by providing a signature to the credentials committee at the voting delegate desk, may sign petitions to initiate a resolution.

5. Voting. To cast the city's vote, a city official must have in their possession the city's voting card and voting tool; and be registered with the credentials committee. The voting card may be transferred freely between the voting delegate and alternates but may not be transferred to another city official who is neither a voting delegate nor alternate.

6. Voting Area at General Assembly. At the General Assembly, individuals with a voting card will sit in a designated area. Admission to the voting area will be limited to the individual in possession of the voting card and with a special sticker on their name badge identifying them as a voting delegate.

7. Resolving Disputes. In case of dispute, the credentials committee will determine the validity of signatures on petitioned resolutions and the right of a city official to vote at the General Assembly.
1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org 22 of 1021

likLEAGUE OF

CALIFORNIA
CITIES
CourHiOWe IT WorkS bt ii2l,JtieS
Resolutions and the General Assembly
Developing League of California Cities policy is a dynamic process that engages a wide range of members to ensure Cal Cities represents cities with one voice. These policies directly guide Cal Cities' advocacy to promote local decision -making, and lobby against statewide policies that erode local control.

The resolutions process and General Assembly is one way that city officials can directly participate in the development of Cal Cities policy. If a resolution is approved at the General Assembly, it becomes official Cal Cities policy. Here's how resolutions and the General Assembly work.

Prior to the Annual Conference and Expo
General Resolutions
Sixty days before the
Annual Conference
and Expo, Cal Cities
members may submit
policy proposals on
issues of importance
to cities. The resolution must
have the concurrence of at least
five additional member cities or
individual members.

Policy Committees
• • • The Cal Cities
President assigns
general resolutions
to policy committees
where members
review, debate, and recommend
positions for each policy proposal.

Recommendations are forwarded
to the Resolutions Committee.

During the Annual Confere
d E
Petitioned Resolutions
The petitioned
resolution is an
alternate method
to introduce policy
proposals during
the annual conference. The
petition must be signed by
voting delegates from 10% of
member cities, and submitted to
the Cal Cities President at least
24 hours before the beginning
of the General Assembly.

General Assembly
•••aaaa•'
Resolutions Committee
• • • The Resolutions
Committee considers
all resolutions. General
Resolutions approved' by
either a policy committee
or the Resolutions Committee are next
considered by the General Assembly.

General resolutions not approved, or
referred for further study by both a
policy committee and the Resolutions
Committee do not go to the General
Assembly. All Petitioned Resolutions
are considered by the General
Assembly, unless disqualified.'
During the General Assembly, voting delegates
debate and consider general and petitioned
resolutions forwarded by the Resolutions
Committee. Potential Cal Cities bylaws
amendments are also considered at this meeting.

Who's who
Cal Cities policy
development is a member -
informed process,
grounded in the voices and
experiences of city officials
throughout the state.

The Resolutions Committee
includes representatives
from each Cal Cities
diversity caucus, regional
division, municipal
department, and policy
committee, as well as
individuals appointed by
the Cal Cities president.

Voting delegates
are appointed by each
member city; every city
has one voting delegate.

The General Assembly is a
meeting of the collective
body of all voting
delegates —one from
every member city.

Seven policy committees
meet throughout the year
to review and recommend
positions to take on bills
and regulatory proposals.

Policy committees include
members from each Cal
Cities diversity caucus,
regional division, and
municipal department,
as well as individuals
appointed by the Cal
Cities president.
' The Resolution Committee can amend a general resolution prior to sending it to the General Assembly.

Petitioned Resolutions may be disqualified by the Resolutions Committee according to Cal Cities Bylaws Article VI. Sec. 5(f). Page 523 of 1021 For more information visit www.calcities.org/general-assembly

Council Agenda- September 4, 2025

COMMUNITY ACTIVTIES COMMITEE
September 4, 2025
To: City Council
From: City Manager Department
Prepared by: Angelica Avila, City Clerk
Subject: Indian Wells Preservation Foundation Event Calendar Fiscal Year 2025-26
RECOMMENDED ACTIONS:

Council APPROVES the Indian Wells Preservation Foundation event calendar for Fiscal Year 2025-26 as recommended by the Community Activities; and FINDS the action exempt from California Environmental Quality Act (CEQA) review under Guidelines section 15061(b)(3).

BACKGROUND:

On January 30, 2025, the City Council approved an annual sponsorship of $11,000 for the Indian Wells Preservation Foundation (IWPF), designating the City as the presenting sponsor for agreed -upon events. As part of this designation, the City will receive a minimum of 12 tickets or seats for City representatives for each sponsored event.

Additionally, the City Council authorized the Community Activities Committee to collaborate annually with IWPF to establish an event calendar and monitor the sponsorship, with funding allocated as a separate line item in the Committee's budget.

This collaboration includes:
• Establishing an annual event calendar in partnership with IWPF. • Monitoring the sponsorship to ensure alignment with City goals and community engagement.
• Monitoring the annual sponsorship funding as a separate line item in the Committee's budget.

The enhanced partnership with IWPF reflects the City's commitment to supporting initiatives that benefit residents and visitors. The presenting sponsor designation provides visibility for the City and ensures representation at key community events. The IWPF

Council Agenda- September 4, 2025
submitted a report for Fiscal Year 2024-25 outlining the events held and providing an overview of the deliverables supported by City funding (Attachment No. 1).

Advisory Committee Recommendation
The Community Activities Committee met on August 14, 2025, to review and discuss the proposed event calendar for FY 2025-26. During the meeting, IWPF highlighted the variety of programs planned for the upcoming fiscal year, as detailed in Attachment No.

2. Following its review, the Committee recommends the Council approve the proposed events as presented.

The Committee's role in coordinating with IWPF supports efficient planning and promotes public accountability. The establishment of a separate budget for the IWPF sponsorship facilitates clear tracking and reporting of expenditures. The proposed event calendar reflects a diverse range of community -focused programming that aligns with the City's strategic priorities and cultural values.

CITY COUNCIL STRATEGIC GOAL:

Preserving the City's heritage is a key goal of the City Council, and the Council supports the Indian Wells Historic Preservation Foundation's efforts to safeguard and celebrate the history of Indian Wells.

FISCAL IMPACT:

No supplemental appropriation required. A subsequent allocation of $11,000 has been incorporated into the City's annual budgetary appropriation process.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

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

1. IWPF 2024-25 Event Reporting

2. IWPF 2025-26 Event Calendar

Council Agenda- September 4, 2025
ATTACHMENT #1
I
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INDIAN WELLS PRESERVATION FOUNDATION
Indian Wells Preservation Foundation (IWPF) Memberships and Events FY 2024-25 Report to City of Indian Wells *
In January 2025, Indian Wells City Council approved a Partnership Funding request from the IWPF in the amount $6,000 for City Fiscal Year July 1, 2024 - June 30, 2025, and $11,000 per year thereafter. In exchange, the IWPF agreed to list the City as a Sponsor of all City funded events, and to provide 12 tickets to all IWPF events for the City's discretionary use. Council directed that the funds would be monitored by the Community Activities Committee (CAC).

Memberships and Events are summarized below. The IWPF is grateful for the successful partnership enjoyed with the CAC during this fiscal year and looks forward to even more success in the coming year. In addition, the City's outreach support through informative e -blasts to residents, encouraging their attendance has resulted in a dramatic increase in IWPF memberships and attendance at our events engaging an ever-growing number of Indian Wells residents.

MEMBERSHIPS
In November 2024, the City of Indian Wells announced a partnership with the IWPF that included a reduced membership fee to all Indian Wells residents with a Resident Card.

This helped the Foundation launch a Membership Drive, with an e -blast to all City residents. As a result, 71 new members have joined the IWPF (33 Memberships), allowing the IWPF to continue producing great events, raise needed income and continue to grow.

Council Agenda- September 4, 2025
Memberships as of June 30, 2025:
42 Household Memberships = 60 Individuals
33 Household Memberships (w/IW Resident Card) = 71 Individuals 20 Benefactor Memberships = 35 Individuals
9 Individual Lifetime Memberships
9 Corporate Sponsors
City of Indian Wells
Dan Hamilton. The Real Estate Group
Grand Hyatt Indian Wells Resort & Villas
IW Coffee
Kitchen Kitchen
Mendocino Music Festival
One Valley Foundation
Penna Family Law, APC
Penny Rammer Interior Design
*Note that many of the Household Memberships are for two individuals living in the same household.

Total: 113 Memberships = 184 individuals
Donations:
6 personal donations = $1,800.00.

EVENTS: JULY 1, 2024 - JUNE 30, 2025
December 10, 2024
Historic Landmark #7: Sandpiper Garden Condominiums, Native Oasis and Native Springs
The Foundation and the City celebrated the recognition of these original iconic properties in Indian Wells Country Club. Built in 1965 by renowned architect William Krisel AIA, they are distinct for their mid-century modern architecture, block layout, landscape gardening, community pool design, and pristine mountain views.

Council Agenda- September 4, 2025
75 attendees
This published event (Thanks for the Memories, Tracy Conrad, The Desert Sun, December 8, 2024, Program for Historic Landmark #7 Dedication Native Oasis/Native Springs Associations and Clear29 videotape, December 10, 2024) represents key components of historic documentation and marketing materials.

January 31, 2025
Mix and Mingle, Grand Hyatt Hotel, Indian Wells
Fun, free event designed to showcase the IWPF to current members and recruit new members.

IWPF Members invited to attend and asked to bring a friend who might be interested in preservation and engaging in community history. 81 attendees
Event generated 6 new memberships, including one benefactor ($400).

Silent Auction of 4 donated items generated an additional $921.76 in revenue.

February 12, 2025
Walking the Wells
This event was part of newly launched creative City of Indian Wells Wellness Week, in collaboration with CAC.
12 attendees were guided on a personalized tour of Desert Bel Air Estates (Fairway Park+4 houses) by IWPF President Linda Blank, 3 new memberships.

February 13, 2025
Manitou Springs Mod: Legacy Tour in Indian Wells Country Club 15 IWPF members provided volunteer support of this unique Modernism Week walking tour of 6 diverse homes in historic Manitou Springs (Indian Wells Country Club) as check -in chiefs, tour guides, docents, homeowners and reception hosts. 105 tickets sold in 20 minutes of MW November 1, 2024, on-line registration.

Event showcased Indian Wells to 98 participants from outside (comprising 13 states + Canada, Australia, UK) and an opportunity for attendees to experience a unique tour reception in eclectic Spanish Revival mid -mod art deco abode.

February 28, 2025
Iconic Home Fundraiser

Council Agenda- September 4, 2025
This exclusive event was co -hosted by the Foundation and a gracious Indian Wells couple who infused a spacious 1964 William Cody -designed Spanish ranch house with hip mid-century modernist sensibilities. Reception included savory food and drink created by Hot Dish Catering.

Event sold out to 110 attendees. A total of 125 individuals participated, including Councilmember Toper Taylor, City Manager Chris Freeland, PSModCom representatives Joan Gand/Mimi Fisher, IWPF Board, and homeowners' guests.

Fundraiser netted $8,250
March 19, 2025
IWFP Annual Meeting
Convened at historic Indian Wells Country Club.
41 attendees (IWPF members, Board members and guests)
Following the business meeting, attendees were treated to keynote speakers Joan Gand and Mimi Fisher who gave a fascinating lecture titled "Desert Modernism 101", explaining the identifying aspects of mid-century modernism architecture.

April 8, 2025
20 years of Modernism Week: The Impact on Indian Wells
Keynote speaker Modernism Week CEO, cultural influencer and "child of the Coachella Valley" Lisa Vossler Smith regaled attendees with the importance of Greater Palm Springs' unique mid -mod architectural and inspirational heritage, its national and international impact and the recognition and relevance of the City of Indian Wells over the past decade.

Other speakers included Councilmember Greg Sanders who presented Vossler Smith with City Proclamation celebrating 20 -year milestone; Coachella Valley - native Lance O'Donnell, Principal, o2 Architecture; Modernism Week Creative Director, David Dixon and IWPF President Linda Blank
86 attendees filled Indian Wells Council Chambers
April 22, 2025
Earth Day Presentation
CAC/IWPF Earth Day celebration was held at Indian Wells Golf Resort with snacks provided by the Catering Department.

Council Agenda- September 4, 2025
Sue Shigenaga, Certified California Naturalist/Community Scientist, Indian Wells Resident/1WFP Member, organized and moderated this informative three-part presentation on environmental presentation featuring:

Dr. Luis Ramirez, Curator of Conservation, The Living Desert Zoo & Gardens — Back to the Basics: Habitat Restoration Not Only Helps the Desert Tortoise but the Entire Ecosystem
Alena Lonetree, Associate Social Scientist at The Living Desert Zoo and Gardens — Time to Talk Trash: Protecting the Desert Tortoise, A Community - Based Approach to Waste Management and Conservation
Katie Barrows, Active Member, Protect California Deserts — Our New Chuckwalla National Monument
50 Indian Wells residents attended
PROPOSED IWPF EVENTS: NOVEMBER 2025 - APRIL 2026
**November 19, 2025: Roadmap to National Register of Historic Places, 2-4 PM Presentations by Karlyn Neel, Homeowner, Desert Bel Air Showcase House (1961, William Cody FAIA); Susan Secoy Jensen, AIA, City Chambers, refreshments **December 3, 2025: Historic Landmark Dedication #8: The Petrie House, Desert Bel Air Estates: Sheldon/Stephanie Anderson, Homeowners, (1964, William Cody FAIA) 2 — 4 PM, includes home tour, Mayor/City Council remarks, dedication plaque/publication, special guests, video production, reception **January 16, 2026: Mix and Mingle, Indian Wells Golf Resort, 5-7 PM Free, fun event highlights IWPF's vision + value, recruit new members bring a friend, features Silent Auction, Kestrel Reception
**January 28 or 30, 2026: Indian Wells Oral History Symposium at Indian Wells Golf Resort, Celebrity Ballroom Moderator Councilmember Greg Sanders + CSUF, 4- 5 interviewees, City -prepared video trailer, special guests, Kestrel Reception (confirm timeframe)
**February 27, 2026: Fundraiser on Fairway: Homeowners' Placeholder Theme Who Will Go Home with A Lampshade on Their Head? Tris Dows/Steve Junge, (1961, Charles Doty) 5-7 PM, features home tour and history, music, special guests, reception **March 11, 2026 - IWPF Annual Meeting — Indian Wells Country Club, Board Report presentation + Keynote Kevin Mead, Advocating and Celebrating Historic Neighborhood Recognition 3-5 PM, Reception

Council Agenda- September 4, 2025
**April 2, 2026 - Springtime Follow -Up El Dorado Palms Neighborhood Tours, consider 5 homes, staggered guided walking tours, 75 participants, reception @ last home, 9 — 11:30 AM Brunch or 2-4:30 PM Happy Hour
collaboration with Community Activities Committee — Meeting: August I J Submitted by Ginny Whitman, IWPF Secretary
IWPF Board: President Linda Blank, Vice President Kevin Mead, Secretary Ginny Whitman, Treasurer Kim Wilson, Creative Director Katherine Mead, Director at Large Donna Griffith, Council Liaison Brian Penna

Council Agenda- September 4, 2025
ATTACHMENT #2

INDIAN WELLS PRESERVATION FOUNDATION
PROPOSED IWPF EVENTS: NOVEMBER 2025 - APRIL 2026
*November 19, 2025: Roadmap to National Register of Historic Places, 2-4 PM Presentations by Karlyn Neel, Homeowner, Desert Bel Air Showcase House (1961, William Cody FAIA); Susan Secoy Jensen, AIA, City Chambers, refreshments *December 3, 2025: Historic Landmark Dedication #8: The Petrie House, Desert Bel Air Estates: Sheldon/Stephanie Anderson, Homeowners, (1964, William Cody FAIA) 2 — 4 PM, 44-755 Cielito Drive, includes home tour, Mayor/City Council remarks, dedication plaque/publication, special guests, video production, reception *January 16, 2026: Mix and Mingle, Indian Wells Golf Resort, 5-7 PM Free, fun event highlights IWPF's vision + value, recruit new members bring a friend, features Silent Auction, Kestrel Reception
*January 28 or 30, 2026: Indian Wells Oral History Symposium at Indian Wells Golf Resort, Celebrity Ballroom Moderator Councilmember Greg Sanders + CSUF, 4-5 interviewees, City -prepared video trailer, special guests, Kestrel Reception (confirm timeframe)
*February 27, 2026: Fundraiser on Fairway: Homeowners' Placeholder Theme Who Will Go Home with A Lampshade on Their Head? 5 — 7 PM, Tris Dows/Steve Junge (1961, Charles Doty) 76-125 Fairway Drive, features music, special guests, reception *March 11, 2026 - IWPF Annual Meeting — Indian Wells Country Club, Board Report presentation + keynote speaker Kevin Mead, Advocating and Celebrating Historic Neighborhood Recognition, 3-5 PM, refreshments
*April 2, 2026 - Springtime Follow -Up El Dorado Palms Neighborhood Tours, consider 5 homes, staggered guided walking tours, 75 participants, reception @ last home, 9-11:30 AM Brunch or 2-4:30 PM Happy Hour
"In collaboration with Community Activities Committee — Meeting: August 14 IWPF Board: President Linda Blank, Vice President Kevin Mead, Secretary Ginny Whitman, Treasurer Kim Wilson, Creative Director Katherine Mead, Director at Large Donna Griffith, Council Liaison Brian Penna

Council Agenda- September 4, 2025

INDIAN WELLS CITY COUNCIL
September 4, 2025
To: City Council
From: City Manager Department
Prepared by: Catherine Manning, Management Assistant
Subject: Community Activities Committee Event Calendar
RECOMMENDED ACTIONS:

Council APPROVES the Community Activities Committee event calendar recommendation for Fiscal Year 2025-26 Event Calendar; and FINDS the action exempt from California Environmental Quality Act (CEQA) review under Guidelines section 15061(b)(3).

BACKGROUND:

During this year's Strategic Planning Session, the City Council approved additional budget allocations to support resident event initiatives. The Council recognizes the importance of offering community -focused events that foster engagement, connection, and civic pride among residents.

The additional budget approved by the City Council will continue to support and expand resident -focused events throughout Fiscal Year 2025-26. Last year, the City successfully launched its first "Wellness Week," which received enthusiastic participation from residents. Activities included Walk the Wells, Morning Painting, Mahjong, and a Farmers Market Walking Tour, among others (Attachment No. 1). These events fostered community engagement and promoted health and wellness, setting a strong foundation for future initiatives.

Advisory Committee Recommendation
The Community Activities Committee ("the Committee") has been tasked to develop and finalize the resident events calendar for Fiscal Year 2025-26. Meeting monthly, the Committee plans and implements a variety of events aimed at enhancing community engagement and resident benefits. Over the coming months, the Committee will continue to review the current list of events, finalize dates, and explore opportunities to introduce new activities that reflect the interests and needs of the community.

On July 10, 2025, the Community Activities Committee met to discuss and finalize calendar recommendations for Fiscal Year 2025-26. Following deliberation, the

Council Agenda- September 4, 2025
Committee voted to approve the following recommendations for events this upcoming year: The Committee recommends the following resident events:
• Resident Welcome Back Party on Thursday, October 23, 2025 • Veteran's Day Ceremony on Tuesday, November 11, 2025
• Excursion Tour (TBD November 2025)
• The Living Desert Wildlights Event Tickets (TBD November 2025) • Yoga and Wellness (TBD February 2026)
• Salton Sea Tours (TBD February 2026)
• Palm Springs Air Museum Resident's Day (TBD February 2026) • Author Series (TBD March 2026)
• Resident Day at the BNP Paribas, March 5, 2026
• The Living Desert Glo in the Park Tickets (TBD April 2026) • Resident End of Season Party on Thursday, April 23, 2026 • Memorial Day Ceremony on Monday, May 25, 2026
• Resident Cool to be Hot Summer Social (TBD June 2026) The Committee will continue to build on the success of last year's Wellness Week event by offering a variety of wellness -focused activities throughout the year. These events are designed to encourage residents to engage with their community, prioritize their well being, and enjoy outdoor and social experiences. By expanding the initiative beyond a single week, the Committee aims to make wellness a consistent and accessible part of community life.

CITY COUNCIL STRATEGIC GOAL:

In addition, the Committee has been tasked with assisting Troon in planning the Grand Opening of the Players Course, with the date confirmed in the coming weeks. This year, the City Council authorized additional funding to support community events, which are reflected in the proposed schedule. This includes events at Fairway Park, as appropriate.

This report fulfills a key Council goal of enhancing community engagement through expanded programming.

FISCAL IMPACT:

The Fiscal Year 2025-26 budget for the Community Activities Committee is set at $175,000, as adopted by the City Council. All proposed events for the year fall within this approved budget. This funding will support both recurring community favorites and new initiatives, including the expansion of wellness -focused programming designed to promote resident well-being and engagement.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

The action is not a project within the meaning of Section 15378 of the State of California Environmental Quality Act ("CEQA") Guidelines, because it has no potential for resulting