INDIAN ,, W€LLS
CALIFORNIA
CITY COUNCIL
Meeting Agenda
Thursday, September 4, 2025
1:30 PM
Indian Wells Golf Resort
44500 Indian Wells Lane, CA 92210
Welcome to a meeting of the Indian Wells City Council.
Public Comments: Members of the Public who wish to speak should fill out a blue slip and submit it to the City Clerk, comments are limited to 3 minutes. In accordance with State Law, remarks during public comment are to be limited to subjects within the City's jurisdiction. If you are unable to provide comments during meeting, written comments on agenda or non -agenda items or both, may be submitted at [email protected] an hour prior to the start of the meeting.
Notification: If you are an individual with a disability and need a reasonable modification or accommodation pursuant to the Americans with Disabilities Act (ADA) please contact the City Clerk at 760-346-2489, 48 hours prior to the meeting.
Please turn off all communication devices (phones) or put them on non -audible mode (vibrate) during Council proceedings. All documents for public review are available for public inspection at City Hall reception, 44-950 Eldorado Drive, Indian Wells during normal business hours.
Pages
Council Agenda- September 4, 2025
A. CONVENE THE INDIAN WELLS CITY COUNCIL, PLEDGE OF
ALLEGIANCE AND ROLL CALL
MAYOR BRUCE WHITMAN
MAYOR PRO TEM DANA REED
COUNCIL MEMBER TOPER TAYLOR
COUNCIL MEMBER BRIAN PENNA
COUNCIL MEMBER GREG SANDERS
B. APPROVAL OF THE FINAL AGENDA
C. PROCLAMATIONS AND PRESENTATIONS
C.1 Introduction of New Executive Assistant to the City Manager Irene Morales
C.2 Emergency Preparedness Month Proclamation Presented by Emergency Services Coordinator Linda Soto
C.3 Hunger Action Month Presentation by Chief Executive Officer Debbie Espinosa
C.4 Coachella Valley Mosquito & Vector Control Presentation by General Manager Jeremy Wittie
D. PUBLIC COMMENTS
Members of the Public who wish to speak on consent items OR items not listed on the agenda may do so at this time. Public Comments are limited to 3 minutes. Speakers will be alerted when their time is up and are then to return to their seats and no further comments will be permitted.
Please note that while the City Council values your comments, the Council cannot respond nor take action on matters not listed on the agenda until the matter may appear on the forthcoming agenda.
E. CITY MANAGER'S REPORTS
The City Manager or Department Heads may make brief
announcements, informal comments, or brief the Council on items of interest.
F. CITY ATTORNEY REPORTS AND COMMENTS
Council Agenda- September 4, 2025
G. CONSENT CALENDAR
G.1
All matters listed on the Consent Calendar are considered to be routine and will be approved by one motion. Reading of text of Ordinances is waived and Ordinances are adopted as second reading, by title only. There will be no separate discussion of these items unless members of the Council request specific items be removed from the Consent Calendar for separate discussion and action.
Animal Services Agreement with County of Riverside and
Supplemental Appropriation for Increased Costs Associated with Service Improvements and Annual Clinic Requirements
RECOMMENDED ACTIONS:
Council APPROVES the new three-year Animal Services Agreement with the County of Riverside; and
APPROVES Supplemental Appropriation of $3,500 to cover the additional costs associated with the new clinic requirement for the current Fiscal Year; and
DIRECTS City Manager or their designee to execute any agreement for the same; and
13 FINDS the action to be exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3).
G.2 Adoption of the 2025 Emergency Operations Plan 64
RECOMMENDED ACTIONS:
Council ADOPTS the 2025 Emergency Operations Plan for the City of Indian Wells; and
AUTHORIZES the City Manager to execute a Letter of Promulgation for same; and
FINDS the action exempt from CEQA review under CEQA Guidelines section 15061(b)(3).
Council Agenda- September 4, 2025
G.3 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).
G.4 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
I
FINDS the project to be exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 15060.
G.5 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).
464
478
499
Council Agenda- September 4, 2025
G.6 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).
G.7 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).
G.8 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).
G.9 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). 508
512
514
518
Council Agenda- September 4, 2025
G.10 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).
G.11 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).
G.12 Citywide Holiday Decorations Recommendation
RECOMMENDED ACTIONS:
Council APPROVES the Community Activities and the Finance Committee recommendation for the citywide holiday decorations; and
524
533
537
FINDS the action exempt from California Environmental Quality Act (CEQA) review under Guidelines section 15061(b)(3).
G.13 Communication Plan Progress Report 547
RECOMMENDED ACTIONS:
Council RECEIVES and FILES the Communication Plan Progress Report; and
FINDS the action exempt from California Environmental Quality Act (CEQA) review under Guidelines section 15061(b)(3).
Council Agenda- September 4, 2025
G.14 Approval of Variance for Encroachment into the Front Yard Setback on Existing Residential Property Located at 47655 Vintage Drive East (APN: 623-430-004)
RECOMMENDED ACTIONS:
Council ADOPTS Resolution approving Variance No. 2025-0001, to allow a 20 -foot encroachment into the front yard setback to construct a new 342 square foot custom-built shade structure on existing residential property located at 47655 Vintage Drive East (APN: 623-430-004); and
FINDS the project to be exempt from the provisions of the California Environmental Quality Act ("CEQA") Guidelines §15303(e), New Construction or Conversion of Small Structures.
G.15 Supplemental Appropriation for Median Sweeping
RECOMMENDED ACTIONS:
Council APPROVES supplemental appropriation with SCA of CA, LLC in the amount of $3,901 per year for a three-year term and as part of their city-wide street sweeping contract for the cost to sweep all the medians on Indian Wells Lane, Eldorado Drive South, Osage Trail, Rancho Palmeras, and Cook Street South; and
FINDS the action to be exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3).
G.16 Amendment to the Sponsorship and Community Assistance Policy RECOMMENDED ACTIONS:
Council APPROVES the Finance Committee's recommendations to amend the Sponsorship and Community Assistance Funding Policy; and
FINDS the project to be exempt from the California Environmental Quality Act (CEQA) provision pursuant to Section 15060. 649
682
684
Council Agenda- September 4, 2025
G.17 Resolution to Acknowledge Receipt of Riverside County Fire Department Annual Inspection Report Pursuant to California Health and Safety Code Section 13146.4 for Fiscal Year 2024-25 RECOMMENDED ACTIONS:
Council ADOPTS Resolution acknowledging receipt of the Riverside County Fire Department's Annual Inspection Report pursuant to California Health and Safety Code Section 13146.4; and
695
FINDS this action does not qualify as a project subject to the California Environmental Quality Act (CEQA), and, in the alternative, is exempt from CEQA pursuant to State CEQA Guidelines sections 15060(c)(2)-(3) and 15061(b)(3).
G.18 City Treasurer's Report for May 2025 703
RECOMMENDED ACTIONS:
Council RECEIVES and FILES the City Treasurer's Report for May 2025; and
FINDS the project to be exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 15060.
H. PUBLIC HEARINGS
No Public Hearings.
I. GENERAL BUSINESS
The Mayor will call upon the members of the public to address the Council regarding the agenda item being considered. After the public has provided comment, the item is closed to further comment and brought to the Council for discussion and action.
I.1 Indian Wells Golf Resort Financial Report for Fiscal Year Ending June 30, 2025
RECOMMENDED ACTIONS:
Council REVIEWS and RECEIVES a briefing on the Annual Indian Wells Golf Resort Financial Report for Fiscal Year 2024-25; and FINDS the project to be exempt from the California Environmental Quality Act (CEQA) provision pursuant to Section 15060. 722
Council Agenda- September 4, 2025
I.2 Consideration of a Historic Neighborhood Recognition Program in Partnership with the Indian Wells Preservation Foundation RECOMMENDED ACTIONS:
Council DISCUSSES and provides DIRECTION on development of a Historic Neighborhood Recognition Program for the City of Indian Wells; and
FINDS the action exempt from CEQA review under CEQA Guidelines section 15061(b)(3).
I.3 Coachella Valley Association of Government (CVAG) Multi -Year CV Housing First Memorandum of Understanding (MOU) Funding Request Discussion
RECOMMENDED ACTIONS:
Council DISCUSSES and provides DIRECTION on CVAG's multi -year CV Housing First MOU funding request; and
FINDS the project to be exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Sections
15060(c)(2), 15060(c)(3), and 15061(b)(3).
J. COUNCIL MEMBER'S REPORTS AND COMMENTS
On their own initiative, Council Members may make a brief announcement or a brief report on their own activities. Council Members may ask a question for clarification, make a referral to staff, or take action to have staff place a matter of business on a future agenda. The Council may take action on items listed on the Agenda.
J.1 COUNCIL MEMBER SANDERS
Coachella Valley Animal Campus
Coachella Valley Clean Air Ad Hoc Committee
Cove Communities Service Commission
Desert Sands Unified School District
Desert Recreation District
Indian Wells Marketing Committee
Indian Wells Finance & Legal Oversight Committee
Indian Wells Public Safety
745
841
Council Agenda- September 4, 2025
J.2 COUNCIL MEMBER PENNA
Coachella Valley Mountain Conservancy
Coachella Valley Clean Air Ad Hoc Committee
Indian Wells Preservation Foundation
Visit Greater Palm Springs
Indian Wells Community Activities Committee
Indian Wells Grants In Aid Committee
Indian Wells Public Safety Committee
J.3 COUNCIL MEMBER TAYLOR
Branding Ad Hoc Committee
CVAG Homelessness Committee
CVAG Public Safety Committee
CVAG Transportation Committee
Governance Ad Hoc Committee
Indian Wells Golf Resort Advisory Committee
Riverside County Transportation Commission
Southern California Association of Governments
J.4 MAYOR PRO TEM REED
CVAG Conservation Commission
CVAG Energy & Sustainability Committee
Desert Recreation District
Governance Ad Hoc Committee
Indian Wells Marketing Committee
Indian Wells Finance & Legal Oversight Committee
Indian Wells Personnel Committee
Indian Wells Tee Committee
Council Agenda- September 4, 2025
J.5 MAYOR WHITMAN
Branding Ad Hoc Committee
California Joint Power Insurance Authority (JPIA)
Coachella Valley Children's Museum
CVAG Executive Committee
Cove Communities Services Commission
Desert Sands Unified School District
Indian Wells Golf Advisory Committee
Indian Wells Personnel Committee
Indian Wells Tee Committee
Sunline Transit Agency
Council Agenda- September 4, 2025
K. ADJOURNMENT
To a regularly scheduled meeting of the City Council to be held at 1:30 p.m. on October 16, 2025 in the City Hall Council Chamber.
Affidavit of Posting,
I, Angelica Avila, certify that on August 28, 2025, I caused to be posted a notice of a City Council Meeting to be held on September 4, 2025 at 1:30 p.m. in the Indian Wells Golf Resort, Celebrity Ballroom.
Notices were posted at Indian Wells Civic Center and City's Website [ www.cityofindianwells.org]
Angelica Avila, MMC, City Clerk
4i; ,4� 44 '• ,,�, City Council Meeting: 1
Yom; � .!;.�F September 4, 2025 - Presentation
�g',�;.� �i 1,'' Item C.2
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Emergency Services
- General Updates -
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PERSONAL INTRODUCTION
LINDA SOTO
Emergency Services Coordinator
County of Riverside Emergency
Management Department
Mission: Strengthening city
preparedness and resilience
City's Partnership with EMD
➢City Contracts with County of Riverside EMD
➢Provides:
■ Planning & Plans Updates
■ Community Outreach and Preparedness programs
■ Staff training and exercises
■ Support during EOC activations
■ Ensures alignment with County, State, and Federal
protocols
City Emergency Management Plans Overview
➢Local Hazard Mitigation Plan
■ Updated 2023, Reviewed 2024
➢Emergency Operations Plan
■ Base Plan and Annexes Updated 2025
➢Additional Supporting Plans
■ Integrated Preparedness Plan
■ Concepts of Operations BNP Paribas Tennis Tournament
■ Event Action Plans
Staff Training
➢Ensuring staff remain current on all required training ■ Maintaining compliance with ICS, SEMS, and NIMS
standards
➢Delivering role -specific EOC training
■ Strengthening EOC Operations
➢Conducting Exercises
■ Testing Plans to identify and close gaps
➢CPR/AED/First Aid training
■ City employees are offered free training every 2 yrs.
Community Preparedness Overview
➢Community Emergency Backpacks Available Sept 8th
■ Encourages residents to have supplies for 72 hours
➢12 Steps of Emergency Preparedness
■ Encourages residents:
✓ Stay Informed & know your hazards
✓ Make a plan & practice it
✓ Build a kit ( Including pets)
✓ Prepare your home and finances
✓ Stay involved and sign up for Alerts.
Community Preparedness Overview
➢Community Emergency Response Team
■ Training in Disaster response, first aid, fire safety, search & rescue
■ Next training anticipated: Nov 2025
➢HOA Radio Program
■ Connects HOAs with City EOC during incidents and
monthly during radio checks.
■ Provides direct, reliable emergency messaging
Looking Ahead- September Preparedness Month
➢12 steps of Emergency Preparedness
■ Request a presentation
➢Look out for #IWFastFacts on Social Media
■ For information on readiness tips
➢Community Emergency Preparedness Bags
■ Go on Sale Sept 8th
➢Sign up for Emergency Notifications
■ Nixle, Alert RivCo, and ShakeAlert.
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1 Council Agenda- September 4, 2025
INDIAN WELLS CITY COUNCIL
September 4, 2025
To: City Council
From: City Manager Department
Prepared by: Jennifer Aguilar, Management Assistant
Subject: Animal Services Agreement with County of Riverside and Supplemental Appropriation for Increased Costs Associated with Service Improvements and Annual Clinic Requirements RECOMMENDED ACTIONS:
Council APPROVES the new three-year Animal Services Agreement with the County of Riverside; and
APPROVES Supplemental Appropriation of $3,500 to cover the additional costs associated with the new clinic requirement for the current Fiscal Year; and DIRECTS City Manager or their designee to execute any agreement for the same; and FINDS the action to be exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3).
BACKGROUND:
The City of Indian Wells contracts with Riverside County's Department of Animal Services for animal control, licensing and impounds. In 2019, the County Board of Supervisors directed Riverside County Department of Animal Services to review current contract rates and adjust contract rates accordingly. At the May 21, 2020, meeting, the Indian Wells City Council adopted a Resolution allowing for any future cost increases to be addressed through the adoption of an updated Fee Schedule rather than additional Municipal Code amendments.
The current agreement for animal services was entered into in 2021 as a three-year agreement with a three-year phase -in of rate increases, and an expiration date of June 30, 2024. At the September 4, 2024, meeting, the Indian Wells City Council approved an amendment to extend the term of the agreement to June 30, 2025, with a five percent (5%) rate increase for Fiscal Year 2024-2025.
Council Agenda- September 4, 2025
Since then, the Coachella Valley Animal Commission (CVAC), hosted a Special Education Session on February 5, 2025, where it was announced that an Ad Hoc Committee had been formed in July 2024 to assess current Department of Animal Services operations, develop an action plan, monitor progress, engage with stakeholders, and ensure data accuracy and transparency. The Ad Hoc Committee consisted of delegates from District 2, District 4, and District 5, as well as the Department of Animal Services and the County's Executive Office. Additional information on the Ad Hoc committee's directive is attached.
One of the Ad Hoc Committee's recommendations was the hiring of a consultant with expertise in animal services and shelter operations to provide an evaluation of the Department of Animal Services and assist in the preparation of a strategic plan to improve animal welfare, most specifically to address concerns surrounding the achievement and maintenance of a 90% release rate (commonly referred to as "No Kill"). A summary of these efforts is included with this report as Attachment No. 1.
To address ongoing concerns about live release outcomes, the Department of Animal Services is increasing animal care staff, enhancing adoption and foster teams, initiating an Intake to Placement Program, and expanding the media team. To realize these improvements, the Department is seeking an increase of 38 positions, resulting in an over $4.6 million cost increase. A cost -sharing allocation was recommended to the Board of Supervisors as the best path forward, given the additional staffing and costs. This approach involves removing baseline costs for County operations from the total shelter costs and distributing all remaining costs among the 16 contracted cities. A full breakdown of the Department's methodology is included with this report as Attachment No. 2. The resulting increases will be distributed over the course of the new three-year phase -in agreement.
Additionally, the County is now requiring each City contracted for services to provide, at the City's expense, a minimum of one (1) vaccination/microchip/licensing clinic and a minimum of one (1) spay/neuter clinic per year at no cost to the public. The County has indicated that they will host these clinics for the City at a cost of $3,500 each, to be billed separately upon scheduling. The City has already budgeted for one (1) clinic per year but will require a supplemental appropriation to cover the additional clinic now required.
For Indian Wells specifically, these changes will result in the following sheltering rate and clinic increases over the three-year agreement:
Sheltering Charges
Clinic Charges
CURRENT
$3,159
As Requested
YEAR 1
$5,747
$7,000
YEAR 2
$13,509
$7,000
YEAR 3
$18,683
$7,000
This modification to service costs requires a supplemental appropriation of $3,500 for the current Fiscal Year to cover the new, annually required clinics. Future Fiscal Year
Council Agenda- September 4, 2025
adjustments will be made as part of the city's standing mid -cycle budget review, which will be brought before Council for approval.
OPTIONS:
The City Council may choose to:
1. Approve the three-year services agreement and the necessary supplemental appropriation as recommended; or
2. Provide alternative direction.
FISCAL IMPACT:
The City Council's adopted budget includes $8,600 for Fiscal Year FY25-26 for Animal Services. $3,500 per Fiscal Year has also already been approved, which is sufficient to cover one of the two required clinics each year. A supplemental appropriation of $3,500 is requested to accommodate the current Fiscal Year's additional costs for the second required clinic. Adjustments for future years of the contract will be made during the mid - cycle review and beyond to account for the annual cost increases and the annual clinic requirements. This is a General Fund expenditure under Account 1017101 533000.
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):
This action has been assessed in accordance with the authority and criteria contained in the California Environmental Quality Act (CEQA), the State and local CEQA Guidelines, and the environmental regulations of the City. The City acting as Lead Agency, has determined this action is not a "project" as defined in Section 15378 of the State CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3 and, alternatively, is exempt from CEQA review under Section 15061(b)(3) of the State CEQA Guidelines.
ATTACHMENTS:
1. Ad Hoc Committee Directives
2. DAS Contract Rate Methodology
3. Animal Services Agreement
ATTACHMENT ouncil Agenda- September 4, 2025
1 SUBMITTAL TO THE BOARD OF SUPERVISORS
COUNTY OF RIVERSIDE, STATE OF CALIFORNIA
ITEM: 3.5
(ID # 25657)
MEETING DATE:
Tuesday, July 30, 2024
FROM : BOS DISTRICT 5
SUBJECT: SUPERVISOR V. MANUEL PEREZ AND SUPERVISOR YXSTIAN GUTIERREZ:
Creation of an Ad Hoc Committee for the Continuous Improvement of Animal Services in Riverside County.
RECOMMENDED MOTION: That the Board of Supervisors:
1. Create an Ad Hoc Committee to oversee the continuous improvement of animal services in Riverside County;
2. Appoint Supervisor V. Manuel Perez and Supervisor Yxstian Gutierrez to serve on the committee; and
1. Direct the Executive Office and the Department of Animal Services to support the Ad Hoc Committee
ACTION:Poficy
Su rvisor Yxstian Cube .r^-jr474-14/ 7/24/2024
MINUTES OF THE BOARD OF SUPERVISORS
ID# 25657
3.5
Council Agenda- September 4, 2025
SUBMITTAL TO THE BOARD OF SUPERVISORS COUNTY OF RIVERSIDE,
STATE OF CALIFORNIA
FINANCIAL DATA
Currant Fiscal Year:
Next Fiscal Year:
Total Cost:
Ongoing Cost
COST
$ 0
$ 0
$ 0
$ 0
NET COUNTY COST
$ 0
$ 0
$ 0
$ 0
SOURCE OF FUNDS: N/A
Budget Adjustment: No
For Fiscal Year: 24/25
C.E.O. RECOMMENDATION: Approve
BACKGROUND:
Summary
In recent years, the Riverside County Department of Animal Services (DAS) has implemented a series of strategic improvements aimed at enhancing animal welfare, increasing the live release rate, and fostering stronger community and partner relationships. Under the leadership of Director Erin Gettis, DAS has achieved notable milestones, including:
• Improved Facilities: Reopening the San Jacinto Animal Campus, adding a new spay and neuter surgery suite to the Coachella Valley Animal Campus, and equipping all facilities with emergency generators.
• Increased Community Access to Veterinary Care: Ordering mobile spay and neuter buses, holding wellness clinics, and supporting community cat programs. • Reduced Animals Entering the Shelters: Launching the Pet Support Program and the 5,000 Cat Challenge, and utilizing facial recognition software to reunite lost pets with owners.
• Strengthening Relationships with Partners: Securing grants and building coalitions with shelter providers, rescue groups, and organizations like UC Davis Shelter Medicine Program, Petsmart Charities, and Petco Love.
• Added Staffing: increasing veterinarian staff, creating Animal Services Counselor positions, and filling new shelter operation roles.
As a result, the foundation has been developed for DAS to make significant advancement towards improving live release rates with instrumental programs and processes in place.
Despite making real progress, achieving and maintaining a 90% release rate (commonly referred to as "No Kill") has been difficult to attain. Additionally, DAS continues to face criticism from animal advocacy groups and community members. In light of these concerns, there is a need to establish an ad hoc committee to oversee the development of an action plan addressing these challenges.
To address the ongoing challenges and criticisms faced by DAS, it is proposed that the Riverside County Board of Supervisors establish an ad hoc committee. This committee will be tasked with working with the DAS to improve operations and respond to community
3.5
Council Agenda- September 4, 2025
SUBMITTAL TO THE BOARD OF SUPERVISORS COUNTY OF RIVERSIDE,
STATE OF CALIFORNIA
expectations. The primary objectives of the committee will be to:
• Assess Current DAS Operations: Conduct a thorough review of existing DAS facilities, programs, and policies to identify areas of improvement. • Develop an Action Plan: Work with DAS to develop a comprehensive and actionable plan that includes measurable goals, timelines, and resource allocations to enhance DAS performance and community satisfaction.
• Monitor Progress: Establish a framework for ongoing monitoring and reporting of DAS initiatives to ensure transparency and accountability.
• Engage with Stakeholders: Facilitate open dialogues with community members, animal advocacy groups, city partners and elected officials to gather input and address concerns.
• Ensure Data Accuracy and Transparency: Utilize data -driven decision making to track and evaluate the effectiveness of DAS programs and initiatives, and ensure that all data is accurate, transparent, and readily available for public scrutiny.
The work of the committee will focus on following key areas:
1. Prevention, Education and Diversion: Minimizing the number of animals coming into the shelter system by focusing on pre -impound strategies for pets, increasing lifesaving options, creating strong foundational resources that keep families and pets together, return more pets to their homes, and adding opportunities and programs to increase responsible pet ownership in the community.
2. Protect the Safety and Humane Treatment of Pets: Protect and respect pets by nurturing community compassion, reducing potential dangers from humans and animals, and supporting an enforceable standard of care in and out of the shelter.
3. Foster Positive Connections with Our Communities: Extend the shelter's positive impact through proactive and engaging strategies. Build trust, encourage community involvement, and create a supportive environment for both animals and people. Develop initiatives to harness the community's desire to help, including more robust philanthropy and volunteer programs.
4. Maintain a Healthy and Capable Workforce: Recruit and retain passionate, competent staff by providing the tools and resources to further the mission and
3.5
Council Agenda- September 4, 2025
SUBMITTAL TO THE BOARD OF SUPERVISORS COUNTY OF RIVERSIDE,
STATE OF CALIFORNIA
create an environment where people experience a positive work environment and feel a sense of belonging.
5. Creating Meaningful Relationships with Partners: Collaboration is crucial in addressing shelter overcrowding, as it brings together a diverse range of stakeholders to tackle issues comprehensively. By working together, shelters, city stakeholders, animal rescue organizations, and the community can pool resources, share expertise, and develop innovative solutions. Collaborative efforts can lead to increased funding, more effective spay and neuter programs, enhanced adoption campaigns, and better education on responsible pet ownership. This unified approach not only alleviates the immediate strain on overcrowded shelters but also promotes long-term strategies to prevent future crises, ultimately improving the welfare of animals and the community.
The establishment of an ad hoc committee dedicated to overseeing the continuous improvement of animal services will provide a structured approach to addressing the challenges raised by community advocates. By engaging with stakeholders, leveraging expertise, and prioritizing transparency, Riverside County can continue to improve its animal services and work towards the shared goal of a 90% live release rate.
We recommend the Board of Supervisors approve the creation of this committee and support its efforts to continuously improve animal services in Riverside County. The ad -hoc committee would periodically provide updates on its work to the entire Board of Supervisors.
Impact on Residents and Businesses
The proposed ad hoc committee represents a proactive step towards ensuring that County remains responsive to community needs and committed to the welfare of all animals in its care.
Additional Fiscal Information
The fiscal impact of this proposal will primarily involve staff time and potential consultant fees for expert input to assist the ad -hoc committee.
3.5
Council Agenda- September 4, 2025
ATTACHMENT #2
City of Indian Wells
3 year Rate sheet
Sheltering charges to increase by 491.42% at end of three-year period Year One Rates
Year Two
Year Three
Current
Category Charges
Annual
Adjustment
7/1/211F- 1/1/26
thru
12/31/25
I th lip
6/301
7/1/25
thru '
6/30/26
Percentage
Increase
7/1/26
pp thru
6/30/27
Percentage
Increase
7/1/27
thr
6/30/28
Percentage
Increase
Shelter
3,159
5,175
1,580
4,167
5,747
81.92%
13,509
327.64%
18,683
491.42%
Field
0 0
0 0
0 •
0 0
0 0
0 Total Charges
3,159
5,175
1,580
4,167
5,747
13,509
18,683
NOTES:
Annual adjustment will only be charged for the last 6 months of tFY 25/26, a 50% reduction in FY 25/26 increase.
First six months of FY 25/26 will be based on current new rates metholdology.
Last two years increase is based on full charge from FY25/26 new rates methodology No Animal Control Officers (ACO) assigned to this City, assistance when requested will be charged.
Any overtime for ACO's will be chared at 1.5 per hourly charges.
Council Agenda- September 4, 2025
ATTACHMENT #3
AGREEMENT FOR ANIMAL FIELD AND SHELTER SERVICES BETWEEN THE
CITY OF INDIAL WELLS AND THE COUNTY OF RIVERSIDE
THIS AGREEMENT FOR ANIMAL FIELD AND SHELTER SERVICES ("Agreement") is made and entered into as of July 1, 2025, by and between the COUNTY OF RIVERSIDE, a political subdivision of the State of California ("COUNTY"), and the CITY OF INDIAN WELLS, a Charter City and Municipal Corporation ("CITY"), together known as the "parties", and individually as a "party".
RECITALS
WHEREAS, CITY desires to contract with COUNTY to provide animal field and shelter services for the purpose of safeguarding the health and safety of the CITY'S population and the health and safety of its domestic animals pursuant to the provision of field and animal sheltering services, and described in this Agreement;
WHEREAS, CITY desires to promote the humane treatment of animals and remains a committed partner with the COUNTY; and
WHEREAS, COUNTY has the personnel and experience to provide such services and is willing to enter this Agreement with CITY for the provision of such services, subject to the terms and conditions for compensation as set forth herein.
NOW THEREFORE, in consideration of the mutual covenants contained in this Agreement, and for good and valuable consideration, the parties mutually agree as follows:
SECTION I. OBLIGATION OF PARTIES
A. RECITALS:
I. The aforementioned Recitals are true and correct and incorporated herein by this reference.
B. COUNTY Obligations:
1. COUNTY shall provide field and shelter services within the corporate limits of CITY as outlined in EXHIBITS A and B, attached hereto and incorporated herein by this reference, and more specifically as selected by CITY in ATTACHMENT A, attached hereto and incorporated herein by this reference.
C. CITY Obligations:
1. CITY shall reimburse COUNTY for the services performed and the expenses incurred as set forth in ATTACHMENTS A and B, using the Rates Methodology as set forth in ATTACHMENT C of this Agreement.
2. In order to harmonize the terms of this Agreement with the provisions of the CITY's municipal code and for COUNTY to provide the full scope of services to
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CITY under this Agreement, within six months following the Effective Date of this Agreement, CITY shall adopt the current verbatim language of the regulations, provisions, and rates found in Riverside County Ordinance Nos. 534, 560, 630, 716, 771, and 878 ("Animal Control Ordinances"), and shall amend its CITY municipal code when COUNTY amends its Animal Control Ordinances, from time to time.
COUNTY shall provide the verbatim language to the CITY that shall be adopted into CITY's municipal codes. Notwithstanding the foregoing, CITY retains all legislative authority pertaining to the regulation of animals within its jurisdiction and retains the right to exclude or modify the verbatim language of the County's Animal Control Ordinances.
3. CITY shall agree to providing contract required clinics with COUNTY pursuant to ATTACHMENT A.
SECTION II. PERIOD OF PERFORMANCE
The Effective Date of this Agreement shall be from July 1, 2025, and shall terminate on June 30, 2028, unless terminated earlier as provided herein under SECTION IX of this agreement.
SECTION III. PERFORMANCE OF CONTRACT
A. In performing services under the Agreement, COUNTY will provide all necessary labor, supervision, equipment, communication facilities, and supplies necessary to maintain the agreed upon level of service.
B. Nothing in the Agreement prohibits CITY from providing, at CITY's expense, additional resources for the COUNTY to utilize in its performance of the services.
C. Any use of special supplies, stationery, notices, or forms, other than standard COUNTY format, must be approved by the Director of the Department, or their designee, and supplied by CITY at its own cost.
D. If requested, the COUNTY will make its best efforts to attend one in -person meeting with CITY, up to three-hour duration per quarter at no charge to the CITY. Additional meetings may be scheduled under unusual orurgent circumstances as agreed upon by the COUNTY.
CITY will pay the hourly rate listed in ATTACHMENT B for any additional hours of the COUNTY'S contract management staffs time at meetings requested by CITY. Due to the lack of availability of meeting space in COUNTY facilities, the CITY will provide a mutually agreed upon meeting space and location, or virtual meeting link, for virtual meetings.
E. If requested, the COUNTY will make its best efforts to coordinate a virtual meeting once per month at no charge to CITY. Additional meetings may be scheduled under unusual or urgent circumstances as agreed upon by the COUNTY. The CITY will pay the hourly rate listed in ATTACHMENT B for any additional hours of COUNTY representatives' time at meetings requested by the CITY.
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F. If requested, COUNTY will make its best efforts to send representatives to the CITY's Council meetings for proposed ordinance changes, contract revisions, or any related animal issues where input from the COUNTY is needed. The COUNTY will only attend these meetings to the extent that resources and capacity will allow.
G. The COUNTY will make available upon request, at no charge to the CITY, the reports pursuant to EXHIBIT B, at the intervals indicated in that attachment. For any additional reports that are not included in EXHIBIT B, or those requested at more frequent intervals, the COUNTY will account for the hours of staff time required to produce the reports. The COUNTY will provide, at no charge to the CITY, up to 12 hours of staff time annually for any additional requested reports. The CITY will be responsible for any excess hours at the current billing rate for staff time as listed in ATTACHMENT B.
SECTION IV. ADMINISTRATION OF PERSONNEL
A. The COUNTY will control all aspects of the services provided by the COUNTY including, but not limited to, standards of performance, discipline of officers and staff, and all employment -related matters.
B. In the event of a dispute between the parties regarding the duties and services to be provided, or the minimum level or manner of performance of such services, the CITY will be consulted and an agreement between the parties attempted. Each party must employ good -faith and best efforts to reach an agreement. If the COUNTY determination does not resolve the dispute to the satisfaction of both parties, the dispute resolution provision in SECTION XV shall apply.
C. All CITY employees who work with the COUNTY under the Agreement will remain employees of the CITY and will not have any claim or right to employment, civil service protection, salary, benefits, or claims of any kind from the COUNTY. No CITY employee will become an employee of the COUNTY unless by specific additional agreement which must be concurrently adopted by the CITY and COUNTY. Except as otherwise specifically set forth in the Agreement or in the attached Service Request in ATTACHMENT A, to the extent the COUNTY provides the CITY with animal licensing services, neither the CITY employees nor their agents will perform any function related to the licensing of animals, including the collection of license fees, penalties, or field enforcement fees. Field enforcement fees will only be collected by the COUNTY for services performed by employees of the COUNTY. The CITY shall distribute educational and outreach materials, reviewed and agreed upon by both the COUNTY and the CITY, as requested by the COUNTY.
D. For the purposes of performing services under the Agreement, and only for the purpose of giving authority for COUNTY staff to provide these services, every COUNTY officer and/or employee engaged in performing any service will be deemed to be a contracted officer while performing service for the CITY, provided the service is within the scope of the Agreement.
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E. The CITY will not assume any liability for the direct payment of salaries, wages, or other compensation to COUNTY personnel performing services under the Agreement. Except as described under SECTION VI, the CITY will not be liable for compensation or indemnity to any COUNTY employee or agent of the COUNTY for injury or sickness arising out of his/her employment while providing services under the Agreement.
SECTION V. DEPLOYMENT OF PERSONNEL
A. The COUNTY will determine the minimum required field personnel required to provide the services requested by the CITY.
B. The CITY agrees to complete ATTACHMENT A, specifying the service to be provided, which will be signed and authorized by the CITY and the COUNTY representative and attached to the Agreement. In the event of a dispute between the Parties about the desired or approved content of the Service Level Request ("SLR"), such dispute will be handled in accordance with SECTION IV(B) of this Agreement.
C. The COUNTY will issue annual notifications of any change to the billing rate as stated in SECTION XVIII. Unless the CITY changes other provisions within the most recently executed SLR, it is not necessary to execute a revised service request to reflect a billing rate change.
D. The CITY may at any time request a change in the level of service by completing a revised service request and submitting the form to the COUNTY. The revised level of service to be provided and the current fiscal year billing rate will be signed and authorized by the CITY and the COUNTY representative and attached to the Agreement as an amendment.
Execution of such amendments shall be subject to each Party's applicable internal approval processes, which may include, where required, approval by the City Council or Board of Supervisors. Changes requested at times other than the beginning of the fiscal year will be implemented as soon as practical, as determined in the sole discretion of the COUNTY.
The CITY is only required to submit a new service request if it wishes to revise its current services or update information listed on its existing service request. The COUNTY reserves the right to approve or disapprove requests on the service request in accordance with SECTION IV of this Agreement.
E. Regarding updates to contact information, the CITY is not required to submit a new service request. Email confirmation from the CITY will suffice, and the COUNTY will update the CITY's existing service request and share the revised copy with the CITY.
F. The CITY is not limited to the services indicated but may also request any other services in the field of public safety, animal welfare, or related fields within the legal power of the Director of the Department to provide. The COUNTY reserves the right to determine, in its sole discretion, whether the COUNTY can provide requested services not otherwise specified in this Agreement.
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SECTION VI. HOLD HARMLESS/INDEMNIFICATION
A. CITY shall indemnify and hold harmless the County of Riverside, its Agencies, Districts, Special Districts and Departments, their respective directors, officers, Board of Supervisors, elected and appointed officials, employees, agents and representatives from any liability, claim, damage or action whatsoever, based or asserted upon any actions of CITY, its officers, employees, subcontractors, agents or representatives arising out of or in any way relating to this Agreement, including but not limited to property damage, bodily injury, or death or any other element of any kind or nature whatsoever and resulting from any reason whatsoever arising from the negligent or willful actions by CITY, its officers, agents, employees, subcontractors, agents or representatives of this Agreement. CITY shall defend, at its sole expense, all costs and fees including but not limited to attorney fees, cost of investigation, defense and settlements or awards of all Agencies, Districts, Special Districts and Departments of the County of Riverside, their respective directors, officers, Board of Supervisors, elected and appointed officials, employees, agents and representatives in any such action or claim or action based upon such alleged acts or omissions.
B. With respect to any action or claim subject to indemnification herein by CITY, CITY shall, at its sole cost, have the right to use counsel of its own choice and shall have the right to adjust, settle, or compromise any such action or claim without the prior consent of COUNTY; provided, however, that any such adjustment, settlement or compromise in no manner whatsoever limits or circumscribes CITY's indemnification to COUNTY as set forth herein. The CITY's obligation to defend, indemnify and hold COUNTY harmless shall be subject to COUNTY having given CITY written notice within a reasonable period of the claim or of the commencement of the related action and information and reasonable assistance, at CITY's expense, for the defense or settlement thereof. CITY's obligation hereunder shall be satisfied when CITY has provided to COUNTY with the appropriate form of dismissal relieving COUNTY from any liability for the action or claim involved.
C. COUNTY shall indemnify and hold harmless the CITY, its Agencies, Districts, Special Districts and Departments, their respective directors, officers, CITY Council, elected and appointed officials, employees, agents and representatives from any liability, claim, damage or action whatsoever, based or asserted upon any actions of COUNTY, its officers, employees, subcontractors, agents or representatives arising out of or in any way relating to this Agreement, including but not limited to property damage, bodily injury, or death or any other element of any kind or nature whatsoever and resulting from any reason whatsoever arising from the negligent or willful actions by COUNTY, its officers, agents, employees, subcontractors, agents or representatives of this Agreement. COUNTY shall defend, at its sole expense, all costs and fees including but not limited to attorney fees, cost of investigation, defense and settlements or awards of all Agencies, Districts, Special Districts and Departments of the CITY, their respective directors, officers, CITY Council, elected and appointed officials, employees, agents and representatives in any such action or claim or action based upon such alleged acts or omissions.
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D. With respect to any action or claim subject to indemnification herein by COUNTY, COUNTY shall, at its sole cost, have the right to use counsel of its own choice and shall have the right to adjust, settle, or compromise any such action or claim without the prior consent of CITY; provided, however, that any such adjustment, settlement or compromise in no manner whatsoever limits or circumscribes COUNTY's indemnification to CITY as set forth herein. COUNTY'S obligation to defend, indemnify and hold harmless CITY shall be subject to CITY having given COUNTY written notice within a reasonable period of the claim or of the commencement of the related action and information and reasonable assistance, at COUNTY's expense, for the defense or settlement thereof. COUNTY's obligation hereunder shall be satisfied when COUNTY has provided to CITY the appropriate form of dismissal relieving CITY from any liability for the action or claim involved.
E. The specified insurance limits required in this Agreement shall in no way limit the COUNTY's obligations to indemnify and hold harmless CITY herein from third party claims.
F. This SECTION VI shall survive the termination of this Agreement.
SECTION VII. INSURANCE
COUNTY agrees to maintain the following insurance coverage during the term of this Agreement:
A. Workers' Compensation:
COUNTY shall maintain Workers' Compensation Insurance (Coverage A) as prescribed by the laws of the State of California. The policy shall include Employer Liability (Coverage B) including Occupational Disease with limits of not less than $1,000,000 per person per accident.
B. Commercial General Liability:
COUNTY shall maintain Commercial General Liability Insurance coverage for claims which may arise from or out of COUNTY's performance of its obligations hereunder. This coverage shall have a limit of liability not less than $2,000,000 per occurrence combined single limit.
C. Vehicle Liability:
If vehicles or mobile equipment is used in the performance of the obligations under this Agreement, then COUNTY agrees to maintain automobile liability insurance for vehicles provided by the COUNTY for use under this Agreement. This coverage shall have a limit of liability of not less than $1,000,000 combined single limit.
SECTION VIII. RESERVED
RESERVED.
SECTION IX. TERMINATION
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A. Either party may terminate this Agreement without cause upon no earlier than six (6) months advance written notice served on the other party stating the extent and effective date of termination.
B. If a six (6) month notice of termination is served on the other party, after receiving said notice of termination, COUNTY shall stop work under this Agreement on the termination date specified in the notice of termination; and after termination, CITY shall make payment to COUNTY for performance up to the date of termination in accordance with this Agreement.
C. In the event of termination, both parties shall fulfill all obligations owed to each other that have accrued before the date of termination. Additionally, except for SECTION VI, each party will be released from any obligations that would have accrued after the termination date had the Agreement continued. However, the CITY will remain responsible for payment to the COUNTY for any services provided under this Agreement prior to the termination date.
SECTION X. FORCE MAJEURE
If either Party is unable to comply with any provision of this Agreement due to causes beyond its reasonable control, and which could not have been reasonably anticipated, such as acts of God, acts of war, civil disorders, pandemics, or other similar acts, such party shall not be held liable for such failure to comply.
SECTION XI. AMENDMENTS
Any amendments, including but not limited to alterations, variations, or supplements, to the terms of this Agreement shall be in writing and signed by the parties hereto, and shall have the approval of the Board of Supervisors of COUNTY and CITY Council. Any amendments will be presented to CITY'S CITY Manager, or designee, prior to CITY's CITY Council approval.
This Agreement, including any attachments, constitutes the entire Agreement of the Parties with respect to its subject matter and supersedes all prior and contemporaneous representations, proposals, discussions and communications, whether oral or in writing.
Except for changes to a CITY's contact information, any changes, modifications, or amendments to the Agreement must be in writing and duly executed by the Director of the Department, or their designee, and an authorized representative of the CITY. The only exception to this requirement applies to updates to the CITY's contact information, which may be made through simple email confirmation from the CITY.
SECTION XII. SEVERABILITY
Each paragraph or provision of this AGREEMENT is severable from each other provision, and if any provision or part thereof is declared invalid, the remaining provisions shall nevertheless remain in full force and effect.
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SECTION XIII. NO THIRD -PARTY BENEFICIARIES
This Agreement between the parties is intended for the mutual benefit of the two signing parties only. No rights are created under this Agreement in favor of any third party or any party who is not a direct signatory to this Agreement.
SECTION XIV. NONDISCRIMINATION
COUNTY shall not discriminate in the provision of services, allocation of benefits, accommodation in facilities, or employment of personnel on the basis of race, ethnicity, religious creed, color, national origin, ancestry, age, physical disability, mental disability, medical condition, marital status, sex, sexual orientation, or gender identity in the performance of this Agreement; and, to the extent they shall be found to be applicable hereto, shall comply with the provisions of the California Fair Employment and housing Act (Gov. Code 12900 et. seq.), the Federal Civil Rights Act of 1964 (Pub. L. 88-352) and the Americans with Disability Act of 1990 (42 U.S.C. 12101 et seq.).
SECTION XV. DISPUTE RESOLUTION AND VENUE
A. The parties shall attempt to resolve any disputes amicably at a working level as set forth in SECTION IV(B). If that is not successful, the dispute shall be referred to the senior management of the parties.
B. Prior to filing any legal action related to this Agreement, the parties shall be obligated to attend a mediation session in Riverside County before a neutral third -party mediator. A second mediation session shall be required if the first session is not successful. The parties shall share the cost of the mediations.
C. This Agreement shall be governed by the laws of the State of California. Any legal action related to the performance or interpretation of this Agreement shall be filed only in the Superior Court of the State of California located in Riverside, California, and the parties waive any and all provisions of law providing for a change of venue to another location.
SECTION XVI. ASSIGNMENT
This Agreement shall be binding upon COUNTY and its successors. Neither this Agreement nor any part thereof nor any moneys due or to become due hereunder may be assigned by the parties without the prior written consent of the other Party. CITY and COUNTY hereby agree with the full performance of the covenants contained herein.
SECTION XVII. CONTRACT PERFORMANCE
COUNTY' s Director of Department of Animal Services, or designated representative, shall meet as necessary to discuss contract performance with CITY's CITY Manager, or designated representative.
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SECTION XVIII. CONTRACT SUM
The CITY will pay for the services provided under the terms of the Agreement at the current fiscal year rate established by the COUNTY and set forth in the current ATTACHMENT B.
The rates indicated in the ATTACHMENT B form will be readjusted by the COUNTY annually, effective the first day of July each year, to reflect the cost of services in accordance with the policies and procedures for the determination of rates established by the COUNTY.
The CITY will be billed based on the current service level described in the latest ATTACHMENT A, FISCAL YEAR 25/26-27/28 SERVICE REQUEST FOR THE CITY OF INDIAN WELLS.
The cost of any additional services requested and provided under the Agreement and not set forth in ATTACHMENT B will be determined by the COUNTY in accordance with the policies and procedures established by the COUNTY.
SECTION XIX. PAYMENT PROCEDURES
The COUNTY, through the Department of Animal Services, will submit a summary invoice covering all services performed quarterly to the CITY within ten (10) calendar days after the closing of each quarter. The CITY will pay the COUNTY for all undisputed amounts within thirty (30) calendar days after the date of the invoice.
If payment is not delivered to the COUNTY office described on the invoice within sixty (60) days after the date of the invoice, the COUNTY is entitled to recover interest on the unpaid amount at the rate specified below in this Section XIX.
For all disputed amounts, the CITY will provide the COUNTY with written notice of the dispute including the invoice date, amount, and reason(s) for the dispute within twenty-one (21) calendar days after receipt of the invoice. The parties will confirm the resolution of the dispute in writing.
For any disputed amounts, interest will accrue if payment is not received within sixty (60) calendar days after the date of the written resolution.
Interest will be calculated at the rate of seven percent (7%) annually ormyportion thereof, from the last day of the month for which the services were performed, or in the case of disputed amounts, from the date of the written resolution.
SECTION XX. NOTICES
Each Party shall designate a Primary Contact, as identified in ATTACHMENT A, Service Request, to facilitate the services covered by this Agreement. Routine communications necessary for the day-to-day facilitation of services may be conveyed through telephone, email, or in -person interactions. However, all correspondence and notices required or contemplated by this Agreement shall be delivered to the respective parties at the addresses set forth below and in ATTACHMENT A and are deemed submitted two (2) days after their deposit in the United States mail, postage prepaid.
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Notices to the County of Riverside must be addressed as follows:
COUNTY
County of Riverside Department of Animal Services Director 6851 Van Buren Boulevard
Jurupa Valley, CA 92509
Notices to the CITY must be addressed to the contact person listed on the most recent SLR on file and/or the current CITY Official or CITY Manager.
SECTION XXI. DEFINITIONS
A. "Altered or Unaltered" An Altered animal has undergone a surgical sterilization procedure, spay (female) or neuter (male) for dogs or cats and is incapable of reproduction. An Unaltered animal has not been sterilized.
B. "Available" means an animal eight (8) weeks of age or older that at the time the animal is impounded or taken into possession, has manifested no sign of disease, injury, or congenital or hereditary condition that adversely affects the health or temperament of the animal, or that is likely to adversely affect the animal's health in the future.
C. "Care" includes, but is not limited, to providing necessary and prompt veterinary care, adequate nutrition and water, shelter, and humane treatment, or transfer of animal to the appropriate agency as defined in Civil Code 1834 and 1846.
D. "Euthanasia" is a non -preferred option and is to be used as a last resort when deemed there is no other outcome for an animal. When the decision has been made to euthanize, it is done with the highest degree of respect, and with an emphasis on making the euthanasia process as painless and distress free as possible. Humane euthanasia services shall be provided as required for impounded animals held at the Shelter for the lawful number of days, if such an animal is not reclaimed by the animal's owner and cannot be placed through adoption or rescue by COUNTY. Animals that are irremediably suffering from a serious illness or severe injury may not be held for owner redemption or adoption. Except as provided in Food and Agricultural Code, subdivision (b), Section 31108 and subdivision (c) of Section 31752, newborn animals that need maternal care and have been impounded without their mothers may be euthanized without being held for owner redemption or adoption. Further:
i. Only euthanasia methods approved by the Association of Shelter Veterinarians shall be used.
ii. Pre -euthanasia sedation or anesthesia shall be provided in the professional judgment of the veterinarian conducting or providing oversight. The interests of the animal
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will be given equal consideration whether the animal is individually owned or not, regarding providing pre -euthanasia sedation or anesthesia. iii. The COUNTY will provide ongoing professional training on the latest methods and material available for euthanasia and effective management of compassion fatigue for all personnel as described within, but not limited to, the American Veterinary Medical Association's Guidelines for the Euthanasia of Animals. iv. The COUNTY will conduct euthanasia in areas that are isolated from other activities, where possible, to minimize stress on animals and to provide staff with a professional and dedicated work area and incorporate the recommendations for a well -designed euthanasia space as recommended by the American Veterinary Medical Association. v. Records shall be kept for a period of not less than three (3) years on each euthanized animal shall include the following information: breed; sex; color; weight; other distinguishing characteristics; date, time and location where animal was found, method of euthanasia, and reason for use of method.
E. "Healthy" means and include all dogs and cats eight weeks of age or older that, at or subsequent to the time the animal is taken into possession, have manifested no sign of a behavioral or temperamental characteristic that could pose a health or safety risk or otherwise make the animal unsuitable for placement as a pet, and have manifested no sign of disease, injury, or a congenital or hereditary condition that adversely affects the health of the animal or that is likely to adversely affect the animal's health in the future.
F. "Impounded." Having been received into custody of any animal control center, animal control officer, animal control vehicle, or peace officer duly authorized by the County of Riverside to receive such animal.
G. "Potentially Dangerous" Any animal which has once actively pursued, attacked, bitten, or otherwise caused a less severe injury than a "substantial injury" (as defined in this section), to another person engaged in a lawful activity. Any animal which has once attacked, bitten, or otherwise caused a less severe injury than a "substantial injury" (as defined in this section), to another animal. Any animal which is found actively pursuing livestock, poultry, dogs, cats or animals.
H. "Substantial injury" means a substantial impairment of the physical condition of a person or animal which requires professional medical treatment, including, but not limited to, loss of consciousness; concussion; bone fracture; protracted loss or impairment of function of any bodily member or organ; muscle tears, disfiguring lacerations, punctures, or a wound requiring multiple sutures; or any injury requiring corrective or cosmetic surgery.
I. "Dangerous" Any animal which has twice within a forty-eight (48) month period in two separate incidents has actively pursued, attacked, bitten or otherwise caused a less severe injury than a "substantial injury" (as defined in this section), to another person or animal
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engaged in a lawful activity. Any animal which has once attacked, bitten, or otherwise caused injury to a person or animal engaged in lawful activity, resulting in death or substantial injury; Any animal which has been previously declared a potentially dangerous animal and the owner/custodian has failed to restrain the animal as so directed; or any dog which has been declared a "potentially dangerous dog" as defined by California State Law during any legal hearing process.
J. "Vicious" means any animal which, when unprovoked, in an aggressive manner, inflicts injury on or kills a human being or animal. Any animal previously determined to be and currently listed as a potentially dangerous dog which after its owner or keeper has been notified of this determination, continues that behavior described in Section 31062 of the Food and Agricultural Code or is maintained in violation of Section 31641, 31642, or 31643 of the Food and Agricultural Code.
SECTION XXII. HEADINGS
The Section and other headings contained in this Agreement are included for the purpose of convenient reference only and shall not restrict, amplify, modify or otherwise affect in any way the meaning or interpretation of this Agreement or the attachments and schedules hereto.
SECTION XXIII. COUNTERPARTS
This Agreement may be executed in any number of counterparts, each of which shall be deemed an original, but all of which together shall constitute one and the same Agreement, binding on all Parties.
SECTION XXIV. WAIVER OF BREACH, RIGHT OR REMEDY
The waiver by any party of any breach or violation by another party of any provision of this Agreement or of any right or remedy permitted the waiving party in this Agreement (a) shall not waive or be construed to waive any subsequent breach or violation of the same provision, (b) shall not waive or be construed to waive a breach of violation of any other provision, and (c) shall be in writing and may not be presumed or inferred from any party's conduct. Except as expressly provided otherwise in this Agreement, no remedy conferred by this Agreement is intended to be exclusive of any other remedy, and every remedy shall be in addition to every other remedy granting in this Agreement or now or hereafter existing at law or in equity, by statute or otherwise.
The election of any one or more remedies by a party shall not constitute a waiver of the right to pursue other available remedies.
SECTION XXV. INDEPENDENT CONTRACTOR
The COUNTY is acting as an independent contractor to the CITY under this Agreement. Each party to this Agreement shall have no power to incur any debt, obligation, or liability on behalf of another party to this Agreement.
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SECTION XXVI. RESERVED.
SECTION XXVII. AUTHORIZATION WARRANTY
A. The CITY represents and warrants that the person executing the Agreement for the CITY is an authorized agent who has actual authority to bind the CITY to each term, condition, and obligation of the Agreement and that all requirements of the CITY have been fulfilled to provide such actual authority.
B. The COUNTY represents and warrants that the person executing the Agreement for the COUNTY is an authorized agent who has actual authority to bind the COUNTY to each term, condition, and obligation of the Agreement and that all requirements of the COUNTY have been fulfilled to provide such actual authority.
SECTION XXVIII. COOPERATION, FURTHER ACT
The parties shall cooperate fully with one another and shall take any additional acts or sign any additional documents as may be necessary, appropriate or convenient to attain the purposes of this Agreement.
(Signature Provisions on Following Page]
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Date:
IN WITNESS WHEREOF, the parties hereto have caused their duly authorized representatives to execute this Agreement.
COUNTY: CITY:
County of Riverside, on behalf of its
Department of Animal Services, a political
subdivision of the State of California
V. Manuel Perez, Chair
Board of Supervisors Christopher J. Freeland
City Manager
Date:
ATTEST:
Indian Wells, a Charter City and Municipal
Corporation
ATTEST:
Kimberly Rector
Clerk of the Board
By: By:
Angelica Avila
City Clerk
APPROVED AS TO FORM:
Minh C. Tran
County Counsel
APPROVED AS TO FORM:
Todd Leishman
City Attorney
By: By:
Amrit P. Dhillon
Deputy County Counsel
Council Agenda- September 4, 2025
COUNTY OF RIVERSIDE
DEPARTMENT OF ANIMAL SERVICES
DESCRIPTION OF STANDARD FIELD SERVICES
EXHIBIT A
At the election of the CITY the County of Riverside, on behalf of its Department of Animal Services ("COUNTY"), agrees to provide the following animal field services for the CITY of INDIAL WELLS ("CITY"):
A. PROVISION OF FIELD SERVICES
The COUNTY will provide the services set forth below in accordance with regulations and provisions, found in Riverside County Ordinance Nos. 534, 560, 630, 716, 771, and 878 ("Animal Control Ordinances"), except as otherwise agreed to by the Parties in ATTACHMENT B, Service Request.
The COUNTY will inform the CITY of any proposed changes to Ordinance Nos. 534, 560, 630, 716, 771, and 878 with as much advance notice as practical, with the intention of providing the CITY with an opportunity to submit input to the COUNTY and the COUNTY related to the proposed changes. The COUNTY will notify the CITY of the passage of any change to Ordinance Nos. 534, 560, 630, 716, 771, and 878 by the County Board of Supervisors as soon as practical.
The COUNTY will provide the minimum required animal control resources and services for the CITY based on an average number of calls for service. Services consist of COUNTY personnel performing a variety of tasks utilizing appropriate equipment. The animal field services to be provided by COUNTY for CITY within the corporate limits of CITY shall include the following activities:
1. Field Service Assistance: Respond to all calls for field service assistance pursuant to the priority of calls as described in Section E below.
2. Impoundment: Impound dogs and livestock found at large and collect such impound fees as established in the appropriate CITY municipal code.
3. Proper Care and Treatment: Provide humane care and treatment to any stray or abandoned animal impounded by field personnel in accordance with State of California ("State") laws and regulations.
4. Animal Bites: Investigate reported bites by animals. COUNTY shall respond to all reposed bites by dogs, cats, or by suspected rabid or wild animals. COUNTY will interview bite victims to the extent possible. COUNTY shall only be responsible for administrative proceedings resulting therefrom.
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5. Quarantine: Quarantine all animals suspected to be rabid and/or that have bitten a person as prescribed by the California Compendium of Rabies Control and Prevention, the State law, and COUNTY policy. Shelter quarantine will be at the discretion of the COUNTY.
6. Stray and Barking Animal (Nuisance) Complaints: Respond to and process nuisance complaints, including stray and barking animal complaints. COUNTY shall only be responsible for administrative enforcement proceedings resulting therefrom.
7. Dead Animals: Remove dead animals from the public right-of-way except in such cases where an animal is on a state highway within CITY limits. In such cases, COUNTY shall immediately (or as soon as practicable) notify the State Depaitiiient of Transportation by telephone, facsimile, email or other means.
8. Return of Animals in the Field: Field personnel, including officers employed by CITY, shall make a best effort to return any lost/stray animal impounded in the field to the rightful owner. Best effort includes but is not limited to:
i. Checking for identification
ii. Scanning the animals for a microchip
iii. Canvassing the area to attempt to find the owner
iv. Equipment necessary to fix common problems such as broken fences with permission from the resident
v. Post a minimum of three signs
9. Kennels and Catteries: COUNTY shall inspect and issue licenses to operate dog kennels and catteries within CITY pursuant to CITY' s municipal codes and collect fees in connection therewith. All fees for licenses to operate dog kennels and catteries shall be retained by COUNTY.
10. Issuance of Warnings and Citations: Enforce all appropriate provisions of CITY'S municipal code as necessary, including the issuance of warning notices or citations, for violations of the provisions of said municipal code. COUNTY shall only be responsible for administrative enforcement proceedings resulting therefrom.
11. Service to Public: Provide service to the public on matters covered in this Agreement consistent with established policies and procedures that promote courteous and efficient service and good public relations. Other policies and procedures notwithstanding COUNTY, in processing any type of complaint or request for service, shall indicate to the caller that a response can be expected as per Section E below.
12. Field Services Related to Canine Licenses: The COUNTY shall verify canine license status when responding to requests for service or when responding to complaints about animal behavior. The Animal Control Officer, as part of the officer's regular animal control duties as defined by, but not limited to, the terms of this Agreement, shall conduct license inspection activities during animal control
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investigations to ascertain the number of unlicensed dogs, to license such dogs, and to foster compliance with CITY's municipal code.
13. Wildlife: COUNTY will not impound free roaming wildlife unless it is a danger to the community, sick, injured, or part of an animal cruelty or animal bite case.
14. COUNTY will perform humane investigations of suspected animal neglect and cruelty and will be responsible for investigation, citation, and preparing materials for prosecution.
15. COUNTY and CITY will work together on educational outreach, promotion of spay/neuter and vaccination clinics, owner surrender assistance programs, responsible pet ownership, adoption programs and other activities to reduce impounds and increase live outcomes. CITY will provide one (1) vaccine clinic(s) at no charge to the resident per year, and one (1) spay/neuter clinic(s) at no charge to the resident per year, at CITY'S expense. CITY may decide to hire COUNTY to provide this service, if available, or seek a separate vendor.
16. In case of a disaster, COUNTY and CITY will work collaboratively on animal needs and communication as it is related to rescue, response and recovery efforts.
B. SHELTER CARE AND DISPOSITION SERVICES
The COUNTY shall house CITY's animals at the Coachella Valley Animal Campus, or other COUNTY operated shelter at the COUNTY's discretion, as set forth in EXHIBIT B.
C. PROVISION OF VEHICLES AND RADIO EQUIPMENT
COUNTY shall provide animal control vehicles and equip them with the appropriate animal control boxes mounted on the truck chassis and with an air conditioning unit mounted on the animal control truck boxes for use in the provision of services as set forth in this Agreement.
The COUNTY shall fuel and maintain said vehicles.
D. MISSING OR STOLEN ANIMALS
COUNTY shall file a report with the appropriate law enforcement agency within twenty- four (24) hours if an impounded animal is missing or suspected of having been stolen from an animal control vehicle or while in COUNTY's custody. COUNTY shall indicate on the police report the circumstances of the animal's disappearance.
E. PRIORITY OF FIELD SERVICES
a. "Services" are those enforcement activities rendered by COUNTY pursuant to COUNTY Ordinance and/or the relevant sections of CITY's municipal code, as indicated in ATTACHMENT B and related State law and are assembled for into two categories: emergency and non -emergency.
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b. "Priority Ranking" refers to the order of priority with which a call will be handled.
All calls will go directly to the dispatcher or assigned clerical staff for a relay to the Animal Control Officer. If a call is exceptional," as set forth in Section F below, it shall be referred to the supervisor for evaluation and response. c. The following definitions of "Regular Service Hours", "Limited -Service Hours", and "Holidays" are intended to identify the broad time frames during which specific levels of service will be provided.
d. "Regular -Service Hours" are between the hours of 7:30 am to 5:00 pm, Monday through Friday, Holidays excepted.
e. "Limited -Services Hours" are the between the hours of 5:00 pm to 7:30 am, Monday through Friday, all day Saturday, Sunday and on Holidays. f. "Holidays" are those days as established by the COUNTY and the CITY where the CITY or COUNTY is closed for service on a business day that would otherwise be a regular service day.
g.
Field service activities shall be performed daily and generally based on both the Priority Ranking and the time a call for service is received in accordance with this Agreement. All calls involving imminent danger shall be responded to within sixty (60) minutes if reasonably possible, subject to considerations involving the time of day, traffic conditions, or other circumstances. An Animal Control Officer shall respond to animal medical emergencies and other emergencies involving danger to humans within thirty (30) minutes or less during Regular Service Hours, and within sixty (60) minutes or less during Limited -Service Hours and Holidays. CITY acknowledges that response time may be affected by traffic congestion or other hindering circumstances uncontrollable by COUNTY. COUNTY shall provide a means for responding to calls for service that take place during Limited -Service Periods which are of an urgent nature pursuant to this ATTACHMENT A, Field service personnel may be assigned to patrol and perform other service field tasks as defined by COUNTY and CITY.
h. The COUNTY shall respond to telephone calls for field services during Regular Service Hours. Calls shall be received by the COUNTY answering service during Limited -Service Hours and on Holidays, as noted above. Calls answered by the answering service will be handled on an emergency basis as outlined herein. The dispatcher and/or clerical support staff shall maintain a detailed record of all requests for service, both emergency and routine, received during Regular Service Hours and Limited -Service Hours, including time and date, when the calls were answered, and the disposition of those calls. Records of these calls shall be maintained for at least thirty (30) days.
i. The CITY and COUNTY agree that any incident reports to the COUNTY by residents
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or through emergency services involving a dangerous, aggressive, wild, injured or sick animal constitute an emergency and require immediate action by the COUNTY pursuant to this Agreement. Calls for service received during Limited -Service Hours that are not of an urgent nature shall be answered by an answering service and referred to call-back on the next business day during phone center operational hours. These calls will then be scheduled for response in accordance with EXHIBIT A. j. Calls Considered Emergencies to be Handled Without Delay:
1. Animals endangering the health or safety of the community
2. Police Department requests for service
3. Sick or injured stray animals
4. Animals in distress
5. Humane investigations that are life threatening. (Depending on immediate circumstances)
k. Calls Considered Non -Emergency to be Handled during Regular Service Hours:
1. Pick-up confined, healthy- not sick or injured, stray -animals
2. Dead animal removal
3. Quarantine investigations
4. Leash law enforcement
5. Nuisance animal investigations
6. Permit investigations
F. EXCEPTIONS
The Director of the Department of Animal Services, or their designee, may, on a case -by -case basis, authorize variations of priority when circumstances require.
G. LICENSE FEES (Riverside COUNTY Ordinance No. 630, Section 2 - MANDATORY
DOG LICENSING AND VACCINATION)
Licenses shall be issued upon receipt of all licensing requirements including payment of the license fees at the same rate as established in Section 2 of Riverside County Ordinance No. 630 and are subject to change as amended by COUNTY's Board of Supervisors, from time to time.
H. RABIES VACCINATION CERTIFICATE DATA
Rabies vaccination certificates shall be collected from area veterinarians and downloaded into COUNTY's database after the data has been reviewed for inconsistencies. Reminders of licensing requirements shall be automatically generated and emailed or mailed to dog owners.
Those owners who fail to comply may be subsequently issued administrative citations.
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Remittance options include on the COUNTY's website www.rcdas.org or in person at a COUNTY shelter location. COUNTY shall verify dog license status when responding to requests for service or when responding to complaints. COUNTY owners can verify the status of their animal's license by telephone or going to https://riversidecounty.docupet.com .
I. COLLECTION OF LICENSE FEES
CITY authorizes COUNTY to issue and collect the fees for canine licenses and retain eleven dollars and thirty-five cents ($11.35) per license on any and all canine license revenue generated by CITY residents during the term of the Agreement. All fees collected for canine licenses shall be accounted for by the COUNTY monthly and the COUNTY shall credit the net amount of license fees collected for each month. For purposes of this Agreement, the net amount of license fees shall mean the total amount of license fees collected in a month less the sum of $11.35 per each canine license issued and shall be separate and apart from the monthly compensation rate due and payable by the CITY as required in ATTACHMENT B, Billing Rates. CITY shall be responsible for a one-time conversion fee for new data entered into COUNTY's licensing database.
J. SERVICE PLANS
CITY may elect one of two service plans for field services provided by the COUNTY. (ATTACHMENT A)
1. Standard Service Plan
The Standard Service Plan provides the number of Animal Control Officers, as determined by the County, to allow for the provision of field services to the CITY five (5) days/week — Monday through Friday- Nine (9) hrs./day — between the hours of 7:30am-5:OOpm, with dispatching and after-hours emergency service 24 hours per day, seven days per week.
2. Extended Service Plan
The Extended Service Plan provides the number of Animal Control Officers to allow for providing field services to the CITY seven (7) days/week — Monday through Sunday — nine (9) hrs./day - between the hours of 7:30am-5:OOpm, as indicated by the CITY in ATTACHMENT A, dispatching and after-hours emergency service 24 hours per day, seven days per week.
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COUNTY OF RIVERSIDE
DEPARTMENT OF ANIMAL SERVICES
DESCRIPTION OF STANDARD SHELTER SERVICES
EXHIBIT B
At the election of the CITY, the County of Riverside, on behalf of its Department of Animal Services ("COUNTY"), agrees to provide the following Animal Shelter Services for the CITY of INDIAL WELLS ("CITY").
A. PROVISION OF SHELTER SERVICES
All COUNTY shelters are open admission shelters and are required to accept all stray or abandoned animals from the COUNTY's area(s) of responsibility. The COUNTY maintains four (4) animal care shelters that accept stray or abandoned animals. The COUNTY also receives and maintains animals that are victims of abuse or neglect, under a quarantine order, or that pose a risk to the public. Stray or abandoned animals are held for an initial period to give an owner the opportunity to reclaim them. Owner -relinquished animals are held for an initial period prior to requested euthanasia or adoption to a new home, pursuant to State law. The holding period may vary and may be extended to reunite the animal with an identified owner or for other reasons.
The COUNTY is committed to providing appropriate and safe housing for all animals accepted into the COUNTY'S care. The COUNTY is required by law to provide necessary and prompt veterinary care, nutrition, and shelter, and treat them kindly. Medical care may be provided by COUNTY staff or, at COUNTY'S sole discretion, outsourced to a contracted veterinarian.
B. COUNTY ANIMAL SHELTER
1. All animals collected in the field within the boundaries of the CITY or determined to have originated from within the boundaries of the CITY may be housed at a COUNTY animal shelter. Admitted animals will be vaccinated, microchipped, and provided necessary and prompt medical care, food, water, and shelter. The COUNTY may post an animal's picture on the Depaittiient's website to assist residents in reclaiming a lost or missing pet or finding a new one. Residents may also visit the associated animal shelter to find their lost or missing pet. The hours of operation of each animal care center may be found on the Department's website.
2. The COUNTY will make reasonable attempts to house animals from the CITY at the animal shelter closest to the CITY. The nearest animal shelter to the CITY will be designated as the primary animal shelter. There may be circumstances in which the Department will house animals collected from the CITY at an alternate location.
3. The COUNTY shall be responsible for the operation and maintenance of the COUNTY shelters and the care of the animals.
4. The COUNTY shall maintain hours of operation at the Shelter to provide maximum
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public access to the animals, to the extent possible.
C. STANDARD SHELTER SERVICES
Riverside County Animal Services shelters shall include the following activities and services:
1. Impoundment, admittance, receipt of, care of, custody of and/or feeding of any and all stray animals.
2. Providing food, water, shelter, enrichment, and medical care for animals in the Department's care.
3. Holding stray animals and attempting to reunite them with their owners.
4. Assisting pet owners with alternatives to relinquishment by connecting them with resources for pet retention. Accepting unwanted animals surrendered by their owners if there is no other alternative.
5. Making the best efforts to find new adoptive homes for domestic animals and livestock.
6. Quarantine and observation of animals for rabies and/or at the direction of the Department of Public Health.
7. Working with wildlife rehabilitators to rescue sick and injured wildlife.
8. Providing emergency care and housing to pets and livestock displaced by wildfires or other disasters.
9. Holding animals that are the subject of criminal investigations or other legal or administrative proceedings.
10. Ensuring that all dogs, four (4) months and older, released from the COUNTY to a resident of County of Riverside are licensed, microchipped, and spayed/neutered and, if not licensed, to sell license to the owner or other person taking custody of such dog. In accordance with COUNTY ordinances, require the micro -chipping of released animals.
11. Provide necessary and prompt veterinary care.
12. Humane euthanasia of animals as lawful and necessary, including the creation of a log detailing each animal that is euthanized and the reasons for such euthanasia.
13. Public services, including prevention of animal abuse, neglect, or abandonment through outreach and education, and intervention through finding alternatives to relinquishment and assisting at -risk populations.
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14. Filing annual reports to the State of California as required by law.
15. Proper disposal of dead animals at the rate as set forth in ATTACHMENT B, Payment Provisions.
16. Maintaining a website with pictures of stray and surrendered animals to facilitate reuniting the animals with their owners or finding new adoptive homes.
17. Maintaining regular hours of operation for the public.
D. SCOPE OF ANIMAL SHELTER SERVICES
1. Treatment of Animals: COUNTY will provide adequate care and treatment of CITY's animals whiles in custody of COUNTY to ensure that impounded animals are provided with humane and appropriate levels of care, including a clean environment, fresh water, adequate nutrition and appropriate medical care.
2. Level of Service Provided: COUNTY shall provide Animal Shelter Services as defined in this Agreement. COUNTY's policies and procedures for Animal Shelter Services shall be based on standards and/or guidelines derived from reputable animal care organizations including, but not limited to, the Humane Society of the United States, American Humane Association, and American Veterinary Medical Association.
3. Feeding Protocols: All animals shall be fed in amounts appropriate to meet their nutritional needs.
4. Disease Control and Sanitation: COUNTY shall maintain the Shelter in a clean and sanitary condition. COUNTY's policies and procedures may include beneficial standards and/or guidelines derived from reputable animal care organizations including, but not limited to, the Humane Society of the United States, American Humane Association, and American Veterinary Medical Association.
5. Provision of Personnel and Supplies: COUNTY shall provide personnel, supplies, materials, medication, pharmaceuticals, and equipment, including forms and reports, to perform all aspects of the animal shelter services described herein.
6. Holding Periods: COUNTY shall hold all stray -impounded animals, not otherwise own identifiable, for the holding periods as required by State law.
7. Euthanasia: Humane euthanasia services shall be provided as required for impounded animals held at the shelter for the lawful number of days, if such an animal is not reclaimed by the animal's owner and is unable to be placed through adoption or rescue by COUNTY. Animals that are irremediably suffering from a
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serious illness or severe injury may not be held for owner redemption or adoption.
Only euthanasia methods approved by the American Veterinary Medical Association shall be used. Records shall be kept for a period of not less than three (3) years on each euthanized animal and shall include the following information:
breed; sex; color; weight; other distinguishing characteristics; date, time and location where animal was found; method of euthanasia, and reason for use of method.
8. Quarantine: COUNTY shall quarantine, as prescribed by the California Compendium of Rabies Control and Prevention, State law, and COUNTY policy, all animals suspected of being rabid or involved in a bite investigation.
9. Impoundments and Quarantines: COUNTY shall house, feed and care for all animals impounded and/or quarantined at the Shelter. Quarantined animals may be quarantined at the owner's home or an alternate location.
10. Animals Surrendered by their Owners: Owner surrenders will be impounded on a case -by -case basis. Pet Support or pet retention programs will be offered to assist the owner with keeping their pet. CITY shall direct their constituents to consult with COUNTY to surrender their pet. CITY shall not accept owner surrenders in the field prior to the constituent consulting with the COUNTY.
12. Wildlife: COUNTY and CITY Animal Control Officers will work with constituents to ensure public safety while maintaining wildlife in the wild.
COUNTY and CITY Animal Control Officers will triage wildlife reports to determine the appropriate response. Wildlife will be impounded if there is a public safety hazard, if the animal's welfare is at risk, if the animal is injured or orphaned, if the animal has been involved in a bite, or involved in an animal cruelty investigation.
13. Vicious and Potentially Dangerous Dogs: Any dog declared or determined to be vicious or potentially dangerous and in custody of COUNTY either under impoundment or quarantine shall be deemed unsuitable for adoption and shall not be released except as required by State law or at the Director of Animal Services' discretion.
14. Incoming Animal Identification: Incoming animals shall be checked immediately for collar tags, tattoos, and scanned for microchips by qualified Shelter staff within one (1) hour of arrival at the Shelter. Shelter staff shall make all attempts to notify owners within twenty- four (24) hours of an Impounded Animal delivered by CITY to COUNTY. Animal Control Officers shall attempt to return animals in the field prior to delivering the impounded animal to the shelter. Animal Control Officers shall scan animals in the field for microchips, call phone numbers on tags or research license numbers to reunite animals in the field.
15. Incoming Animal Examinations/Assessments: Examinations of impounded
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animals shall be performed within twelve (12) hours, except during Limited - Service Hours when the examination will be performed within twenty-four (24) hours. Incoming animal assessments shall include the following:
a. A physical examination to determine if a medical condition exists which requires a veterinarian's attention
b. Routine vaccinations and de -worming, as needed
c. External parasite treatment, as needed
d. Document the animal's incoming weight
e. Scan for microchip identification
f. Microchip administered if none found
g. Establish unique identifier for the animal
h. Document any identifying features or abnormalities. The COUNTY shall properly document on an animal -by -animal basis that an examination/assessment has been performed.
16. Enforcement: Enforce all relevant provisions of CITY's municipal code and State law as may be applicable to animals housed, kept or maintained at the Shelter.
17. Adoption: Animal identified as being available for adoption shall be up for adoption in the shelter or off -site locations or by posting online.
18. Spay and Neuter: COUNTY shall ensure that all dogs and cats adopted from the Shelter are spayed or neutered, or that adequate provisions are made for such spaying or neutering if COUNTY transfers any animals, or if an adopted animal is unable to receive spaying or neutering due to a medical condition. In accordance with California Food and Agricultural ("F & A") Code Sections 30503 and 31751.3, if veterinarian employed at the Shelter certifies that a dog or cat is too sick or injured to be spayed or neutered, the COUNTY shall collect a spay/neuter deposit from the adopter or purchaser and this deposit shall be deposited into a segregated fund maintained by the COUNTY. The deposit shall be fully refunded to the adopter or purchaser if proof of sterility is provided within thirty (30) business days from the date of surgery, at which the deposit is forfeited in accordance with F & A Code Sections 30503 and 31751.3. Spay and neuter deposits shall only be used by the COUNTY for canine and feline spay and neuter programs.
19. Microchipping: In accordance with F & A Code Sections 31108.3 and 31752.1, COUNTY shall ensure that all dogs and cats being reclaimed, adopted, or transferred to a new owner are microchipped with current information prior to leaving the shelter.
18. Community Adoption Partners: COUNTY shall comply with F & A Code Sections 17006, 31108, and 31752 that provide (subject to Section 17006) that a stray dog or cat that is impounded shall, before the euthanasia of that animal, be released to a nonprofit, as defined in Section 501(c)(3) of the Internal Revenue Code, animal rescue, or adoption organization if requested by the organization
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before the scheduled euthanasia of that animal. The public or private shelter may enter into cooperative agreements with an animal rescue or adoption organization.
The public or private shelter or organization must be approved by COUNTY prior to the transfer of any animals. In addition to the required spay or neuter deposit, the public or private shelter, at its discretion, may assess a fee, not to exceed the standard adoption fee, for animals adopted or released.
19. Foster Care Placement: Certain animals may be placed in COUNTY's foster care placement program so to improve animal care, give certain animals a better chance of adoption, and lift the spirits and morale of staff and volunteers.
20. Community Cat Program ("CCP"): CCP COUNTY shall determine a cat's eligibility for the CCP. If it is determined that a cat is eligible, the cat will be spayed/neutered, vaccinated, and ear tipped. Once the cat has recovered, it will be returned to place of origin.
21. Drug Enforcement Agency (DEA): COUNTY shall comply with all Drug Enforcement Agency ("DEA") regulations regarding storage, record -keeping, inventory, use, and disposal of all controlled substances.
22. Staffing and Volunteers: COUNTY shall recruit and supervise all necessary personnel for the office, kennel, veterinary and other areas of the Shelter. Staff shall include all full or part-time personnel and shall include the recruitment, supervision and assignment of volunteers in suitable Shelter -related activities. Personnel employed at the Shelter in the performance of Shelter -related activities shall be designated as COUNTY employees and all volunteers engaged in Shelter activities shall participate in activities designated by COUNTY and shall be under the auspices of COUNTY. Use of volunteers at the Shelter shall be determined by COUNTY.
23. Missing Animals: COUNTY shall notify an appropriate law enforcement agency immediately of any animal missing from the Shelter that had previously been impounded and/or in protective custody.
24. CITY Access: COUNTY shall provide access to the entire Shelter to the authorized representatives of CITY during Regular Service Hours or at such other times upon written notice.
25. Livestock and Fowl Care: COUNTY shall provide food, care and shelter to livestock and fowl, either at the Shelter or at another location, when such animals cannot be cared for at the Shelter. Costs of housing any livestock or fowl, regardless of Shelter location shall be charged to the owner of the animal, if known. If the animal's owner wishes to redeem the animal, the owner shall first pay all applicable fees and charges at the Shelter; except as otherwise required by law, then and only, will the COUNTY authorize release of the animal. COUNTY shall notify CITY in writing when said expenses reach the amount of $5,000 or greater per incident.
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Such expenses shall not exceed the amount of $25,000 per incident unless authorized in writing by CITY.
26. R.E.A.R.S.: REARS is the system that has been developed to perform animal rescue, evacuation, sheltering, care and welfare of domestic and livestock animals within Riverside County during times of disaster or extraordinary emergencies. The REARS Team is dedicated to carrying out the operational tasks of rescuing, evacuating, sheltering and caring for animals during emergencies and is made up of local government animal welfare staff and volunteers trained in animal rescue and emergency animal care. This cadre of trained individuals is supervised, during incidents, by Riverside County Department of Animal Services management staff.
27. Animal Disposal: COUNTY shall prohibit any animal whether dead or alive, which has been impounded, in custody, or in quarantine at the Shelter to be given away, disposed of, traded, sold or in any manner given over to another person, organization or entity for experimentation, regardless of purpose. COUNTY shall be responsible for the disposal of animal remains in its custody or control, subject to applicable State laws.
28. Pet Support Services Program: The COUNTY's Pet Support Program services are activities that go beyond providing housing for dogs and cats and have the effect of keeping pets out of the Shelters and in homes and healthy environments. This strategy allows the COUNTY to manage and reduce the flow of both owned pets and stray animals into their care, which is accomplished by partnering with the community and providing resources and solutions. Through the COUNTY's pet support services staff provides counseling to pet owners or connects them with resources such as free pet food and supplies, medical vouchers, and other critical resources all intended to help keep pets with their families. This human/pet assistance program is funded almost entirely through donations and grants received by the COUNTY.
This program has reduced the number of surrendered animals admitted to the COUNTY's care centers to those who have no other opportunity for rehoming. This is reducing the costs that are associated with sheltering cats and dogs.
A. Components of Pet Support Services:
• Community Engagement is key to successfully employing this program, giving the community an opportunity to foster, network animals, facilitate adoptions, and to develop solutions to keep pets with their owners. • The COUNTY encourages people who have found stray animals to attempt to reunite the pets with their families. The COUNTY also encourages residents to allow free roaming cats to remain where they live, as these are often pets or community cats.
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• To reduce the relinquishment of owned pets, the COUNTY will provide resources such as training, food, and supplies, or other support to help keep pets in their homes.
• Public safety and animal welfare are a priority. Animals that pose a safety threat will immediately and safely be admitted by the COUNTY, as will animals that are sick or injured.
29. Healthy Pet Zone: COUNTY aids the public in times of crisis on a case -by -case basis that includes access to veterinary care and temporary boarding. CITY must refer public to COUNTY for program assistance.
30. Individual Animal Licensing Services: Adult dogs four months of age and older are required by State law to have individual licenses. The CITY may request that the Department enforce licensing requirements in the CITY as described in ATTACHMENT A. The CITY may adopt the COUNTY's fees for individual animal licenses or set its own fees as permitted in ATTACHMENT A.
License renewal notices are mailed or transmitted by the Department to the animal owner of record. The renewal and payment are received and processed on a fee - per -license basis. A current license will be required before an animal will be released to a resident of the CITY. Fees from licenses collected will be credited to the CITY monthly in arrears.
The COUNTY's animal licensing services include:
a. Issuing animal licenses for pets as requested by the CITY; b. Processing license applications, payments, and information changes; c. Issuing license renewal notices;
d. Assessing and collecting fees, penalties, and other financial remittances; e. Maintaining a database for animal licensing, records of calls for service, and actions taken; and
f. Maintaining the Rabies Vaccination Certificate tool database which scans rabies vaccination data reported by private veterinary clinics to identify unlicensed pets in our jurisdictions and generate compliance notices to pet owners.
31. Kennel and Cattery Licensing: The Department's Kennel and Cattery Licensing program provides staff to perform animal facility inspections and licensing to animal -related businesses or organizations that require a license under COUNTY Ordinance. Animal -related facilities are inspected annually to ensure the safety and well-being of the animals as well as the health and safety of the public.
The COUNTY retains kennel license fees to offset the cost of annual inspections and related
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administrative costs. Staff time for licensing and inspections is not billed to the CITY. However, investigations in response to complaints about activities at a licensed location are conducted by Animal Control Officers based in the COUNTY's animal shelters and are billed in accordance with ATTACHMENT B, City/County Service Rates.
This program includes:
a. Annual inspection of any premise used by an animal -related business or non- profit organization, including grooming shops, pet shops, boarding facilities or breeding facilities, animal menageries, and all other places where animals are maintained for profit or business activities.
b. Follow-up inspections of animal facilities as necessary. c. Collection of license fees to offset the cost of services; and d. Documentation and maintenance of records as necessary.
E. CONTRACT CITY REQUIRED SERVICES
1. Vaccination and Microchip Clinics: California Health and Safety Code Section 121690(f) states that every city and county, "shall provide dog vaccination clinics, or arrange for dog vaccination at clinics." The Department holds periodic low-cost rabies vaccination and microchip clinics at its animal care centers and in the unincorporated areas of the County. Pursuant to this agreement and ATTACHMENT A, CITY shall fund two (2) vaccination and microchip clinics, within the CITY's jurisdiction, per FY. The following services will be provided by the COUNTY:
a. Providing or assisting in arranging for low-cost vaccinations and microchips; b. Staffing low-cost vaccination and microchip clinics with medical personnel and necessary support staff, subject to availability;
c. Licensing animals vaccinated at the clinic; and
d. Assisting jurisdictions in promoting these community -based clinics.
2. Spay/Neuter Clinics: Pursuant to this agreement and ATTACHMENT A, the CITY shall fund one (1) Spay/Neuter clinic(s), within the CITY's jurisdiction, per FY.
a. To help fund these events the CITY may elect to contribute $5.00 per altered and unaltered dog license to the Spay/Neuter Trust. Participation in the Spay/Neuter Trust will allow the CITY to offer low-cost or free spay/neuter programs for the CITY's residents who wish to have their pets spayed or neutered. The COUNTY staff will work with the shelter and mobile clinics to assist qualified residents in obtaining spay/neuter services.
F. Records
Upon reasonable notice, the COUNTY will make available to authorized representatives of the
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CITY, for examination, audit, excerpt, copy, or transcription, any pertinent transaction, activity, or other record relating to the Agreement. The CITY must ensure such records are handled in a manner consistent with all applicable privacy laws and all laws related to the Public Records Act (Government Code sections 7920.000 et. seq.).
Upon request, the following standard reports are available to the CITY from the COUNTY monthly:
a. Dogs and/or Cats Impounded
b. Animals Returned to Owners
c. Dogs and/or Cats Abandoned
d. Special Admission Dog & Cat
e. Other Animals Impounded
f. Quarantined Dogs and/or Cats
g. Special Admission of Other Animals
h. Private Veterinarian (Outside Medical Expense)
i. Dead Animal Pick Up Requests
j. Types of Calls for Service
k. Location of Admission
In accordance with SECTION III, the COUNTY will provide up to 12 hours of staff time annually for producing special reports to the CITY at no cost. Additional staff time will be charged to the CITY at the current reimbursement rate for applicable staff time. ph'
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ATTACHMENT A
FISCAL YEAR 25/26-27/28 SERVICE REQUEST
FOR THE CITY OF INDIAL WELLS
1. Services
The level of animal care center service that the CITY requests and the COUNTY agrees to is (select the options below):
❑ Field Services
❑ If CITY elects to provide CITY Animal Control Services, CITY shall agree to have CITY Animal Control Officers trained and implement the return in field program as described in EXHIBIT A — A.8 8. Return of Impounded Animals.
The CITY shall provide the tools necessary to perform these duties. COUNTY shall provide training to CITY personnel for this purpose. ❑ Shelter Services
CITY's Animal Services contact information (if applicable):
Name:
Telephone:
Address:
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2. Field Services
The level of field service that the CITY requests and the COUNTY agrees to:
(select one of the three options below):
a. Standard Service Plan
b. Extended Service Plan (check all applicable boxes below) c. Administrative Compliance (Post Hearing compliance checks) I Standard Service Plan
COUNTY provides service to the CITY five (5) days/week — Mon. -Fri. — Nine (9) hrs./day
7:30am-5:30pm
COUNTY provides after-hours emergency service.
Extended Service Plan
COUNTY provides service to the CITY five (5) days/week — Mon. -Fri. — Nine (9) hrs./day
7:30am-5:30pm
COUNTY provides after-hours emergency service.
Weekend days and holidays (please identify days and
hours):
Humane Investigations — as needed
Included billed hourly.
Administrative Investigations — as needed
(Potentially dangerous/vicious Dogs)
Included billed hourly.
Administrative Compliance (Post Hearing compliance checks) CITY's Animal Services Field contact information (if applicable):
Name:
Telephone:
Address:
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3. Animal Licensing
❑ The CITY agrees to have the COUNTY provide individual animal licensing and has adopted the COUNTY fees outlined Riverside County Ordinance No, 630. ❑ The CITY agrees to have the COUNTY provide individual animal licensing and has adopted the following license fees (please provide a copy of the applicable ordinance or resolution):
Dog Licenses
1 -Year Fee
2 -Year Fee
3 -Year Fee
Altered Dog
$21.00
$38.00
$53.00
Unaltered Dog
$104.00
$204.00
$304.00
Senior Altered Dog
$16.00
$28.00
$40.00
Cat Licenses (Voluntary)
1 -Year Fee
Voluntary Cat
N/A
Current license fees adopted by the CITY on
June 4, 2020
CITY's Animal Licensing contact information (if applicable):
Name:
Telephone:
Address:
Council Agenda- September 4, 2025
4. Outreach and Enforcement Services
Please make a selection for each of the options below:
i. Animal Facility Inspection and Licensing (Costs included in County costs - not billed)
❑ The CITY requests that the COUNTY license animal -related facilities (including inspection) in the CITY.
❑ No animal facility licensing services - the CITY will conduct its own licensing program for animal -related facilities. (Please provide contact information below.)
CITY's Animal Facility contact information (if applicable):
Name:
Telephone:
Address:
A.Vaccination/Microchip/Licensing Clinic(s)
Based on the CITY's population, the CITY, at the CITY's expense, shall provide for a minimum of one (1) vaccination/microchip/Licensing clinic(s) per fiscal year. The CITY requests that the COUNTY provide or assist in arranging for clinics in the CITY, utilizing Department personnel at the applicable rate for staff time. ❑ The above requirement for CITY to fund Vaccination/Microchip/Licensing Clinic(s) is acknowledged by the CITY
B.Spay/Neuter Clinic(s)
Based on the CITY's population, the CITY, at the CITY's expense, shall provide for a minimum of one (1) Spay/Neuter clinic(s) per fiscal year. The CITY requests that the COUNTY provide or assist in arranging clinics in the CITY, utilizing Department personnel at the applicable rate for staff time.
❑ The requirement above to fund the number of Spay/Neuter Clinic(s) listed above is acknowledged by the CITY
❑ CITY elects to participate in the Spay/Neuter Trust to allow residents access to low-cost spay/neuter services.
❑ No participation in the Spay/Neuter Fund.
Council Agenda- September 4, 2025
5. Enforcement of Ordinances/Municipal Codes
❑ The CITY agrees to the adoption of Ordinance No. 630 - Regulating the keeping and control of dogs, cats, and other animals and providing for the control and suppression of rabies with no exceptions.
❑ The CITY agrees to the adoption of Ordinance No. 630 - Regulating the keeping and control of dogs, cats, and other animals and providing for the control and suppression of rabies with the following pre -approved exception(s;:
(please mark all that apply)
❑ Ordinance No. 630 - SECTION 12. - Mandatory Spaying and Neutering. The CITY does not require the spay/neuter of:
O Dogs
O Cats
Ordinance No. 630 - SECTION 13. - Mandatory Microchipping. The CITY does not require microchipping of:
O Dogs
O Cats
Ordinance No. 630 - SECTION 5. — Number of dogs and cats. The CITY allows for the following maximum number of animals per household:
Dogs
Cats
Total Dogs/Cats
Ordinance No. 878 - SECTION 5. — Noisy Animal Complaints. The CITY will conduct CITY noise complaints.
CITY's Noise Complaint contact information (if applicable):
Name: Indian Wells Code Enforcement
Telephone: ;760) 346-2489 durinc normal business hours
(760) 836-3215 outside business hours
Email: [email protected]
Council Agenda- September 4, 2025
6. List of City Municipal Codes
Please list individual municipal code sections to be enforced by the COUNTY. (Please ensure your municipal code contains adequate enforcement authority.) City Code
Number
City Code Section Title
Title 6
ANIMALS
Chapter 6.04 ANIMAL CONTROL
httbs://ecode360.com/42801369
Council Agenda- September 4, 2025
7. Annual/Amended Service Request Approval (As Needed)
Council Agenda- September 4, 2025
ATTACHMENT B
COUNTY OF RIVERSIDE DEPARTMENT OF ANIMAL SERVICES
CITY/COUNTY SERVICES RATES
A. Billing Period
These billing rates are effective from July 1, 2025, through June 30, 2028.
B. Billing Rates
Based on CITY's needs and System Impact
Shelter Services:
FY 2025/2026
FY 2026/2027
FY 2027/2028
$5,747
$13,509
$18,683
Field Services:
N/A
Additional Administrative Services
Leadership Attendance at meetings in
excess of contract allowance
1. Director = $185.03/Hour
2. Assistant Director
$153.72/Hour
3. Deputy Director =
$142.43/Hour
Production of reports in excess of contract
allowance
Analyst = TBD/Hour
Animal Control Officer in excess of contract
allowance — Investigations/court
appearances
1. Commander =
$109.26/Hour
2. Lieutenant = $76.53/Hour
3. Sergeant = $68.62/hour
4. Animal Control Officer =
$56.62/Hour
Spay/Neuter Trust
Spay/Neuter Trust
$5.00 per animal License
Council Agenda- September 4, 2025
ATTACHMENT C
Rates Methodology
Cities are financially responsible for the care of animals impounded within the City's jurisdiction and the County is responsible for the care of animals impounded within the County's jurisdiction. When a city contracts for services, it can save by sharing resources with the County and other contracted cities.
The existing County/City contract rates model is complex, and administrative staff, county and city, are required to invest a significant amount of time preparing, reviewing, discussing and justifying billing for each of the contract cities, monthly. The current methodology also does not allow the agencies to budget for the cost of shelter services provided since they are based on the incoming animals and length of stay. The unpredictability of these shelter costs can cause a burden on contracting cities, making it hard for them to budget and pay timely. This can also cause a burden on the County in collecting these revenues. It also does not incentivize the agencies to promote animal licensing, spay or neutering of the animals, adoptions or other revenue generating activities within their jurisdictions.
The County has gone away from a per animal methodology for shelter services and developed a "Piece of the Pie" billing methodology, where each city's contribution is based on its proportional impact to the County shelter system. The impact is calculated using a variety of factors. By distributing costs based on actual usage and demand, this approach ensures fair allocation of expenses while promoting engagement and efficient resource management. Animal Control and Sheltering costs are generally driven by:
Field Services
a. Calls for service
b. Time to complete a service call
c. Staff
d. Administration
e. Support Services
f. Population
Shelter Services
a. Average Length of Stay
b. Number of Impounds
c. Staff
d. Program expenses
e. Administration
f. Support Services
g. Facilities
h. Population
To simplify the methodology these drivers were categorized into three (3) cost pools:
a. Shelter Costs to house and care for the animals;
b. Animal Control Field Services Costs (as applicable); and c. Split costs that were allocated between the two primary categories are based on either the ratio of the shelter category costs to field category costs or based on statistics provided by Animal Services for its call center.
Council Agenda- September 4, 2025
1. SHELTER COSTS DISTRIBUTION
The costs of providing Shelter Services were determined by using three different allocation areas, based on the RCDAS FY 24/25. These allocation areas were weighted based on the impact to shelter resources:
a. Average Impound numbers (number of animals that come into the shelter for each city and the unincorporated areas of the County — Animals/month based on 30 months or the length of the contract if less than 30 months). (30% impact weight)
b. Average Length of stay (LOS) for animals per city and the unincorporated areas of the County — LOS/month based on 30 months or the length of the contract if less than 30 months.
(50% impact weight)
c. On the human population of a city.
(20% impact weight)
Within each of the allocations, spilt costs are included. The cities and the County were assigned a percentage of the cost based on their statistic or number and the ratio to the total.
2. FIELD SERVICES DISTRIBUTION
The costs of providing field services were allocated based on the minimum number of officers required — Officer + Vehicle
a. Total field service costs are divided by the total number of officers to find the annual cost per unit.
b. Overtime, overtime holiday, and vehicle lease are excluded from the total field services costs for cities.
c. Vehicle charges are added per officer vehicle, field leadership vehicle and licensing vehicle.
Only those cities who opt for Animal Control Officer Services will be allocated their piece of the costs. Within each of the allocations, spilt costs are included.
Council Agenda- September 4, 2025
3. SPLIT SERVICES DISTRIBUTION
These costs consist of Administration, Facilities, and Support, each uniquely supporting either shelter or field operations and were split between Shelter and Field based on the ratio of the budgeted amounts identified as either shelter or field.
By using the piece of pie methodology, with the three different allocation areas, and then weighted based on a city's impact to shelter resources, cities will be charged for their proportion of the total County animal shelter costs incurred during the fiscal year as illustrated below.
EXAMPLE:
Hypothetical animal sheltering services budget to distribute: $20,000,000 Total Average Impounds weighted @ 30% of costs = $6,000,000 Total Average Kenneling Days weighted @ 50% of total costs = $10,000,000 Total Population weighted @ 20% of costs = $4,000,000
City A has 2.9% of the average total impounds/yr.
City A has 2.5% of the average of Kenneling days/yr.
City A has a population that is 7% of the total served pop. (County + all contract Cities) City A: (0.029 * $6,000,000) + (0.025 * $10,000,000) + (0.070 * $4,000,000) = $704,000 City A's future FY cost = $704,000
Payments of $176,000 madequarterlywhich will be reduced byanylicensing revenue For the contract term. City A's animal shelter budget shall follow the following three (3) year 4% fixed-rate schedule:
$704,000.00
$732,160.00
$761,446A0
for fiscal year 2025-2026 (contract year 1)
for fiscal year 2026-2027 (contract year 2)
for fiscal year 2027-2028 (contract year 3)
4. OTHER CONSIDERATIONS
A. Medical Costs
Medical costs (excluding spay/neuter surgeries) provided by the County's medical staff are included in shelter costs to establish each city and the County's rate for sheltering and are not billed separately or in addition to that rate. The County reserves the right to send any animal to a private veterinary facility for examination,
Council Agenda- September 4, 2025
treatment, and/or hospitalization as the County deems necessary in its sole and absolute discretion. All expenses incurred by the County for outside medical services, for animals from a City, will be billed to the City.
B. Billing for "Legal Hold" and Other Shelter Services:
Because the Piece of the Pie Methodology is based on average intakes, Dogs and cats that are housed for a "legal hold" and other shelter services are not billed separately. The length of stay data (from intake to disposition) for each animal will be collected for future contract negotiation purposes and can be available to a city, upon request. Legal hold animals are held in accordance with applicable statutory guidelines, and/or at the sole and absolute discretion of the County based on pending or anticipated criminal, civil, or administrative action.
C. Capital Improvements
Each year this contract is in effect, the County may submit to the contracted cities during the regular budget process a request for any needed capital improvements to the Shelter. Any such request shall include a description of the requested improvements and an estimate of their cost. Contracted cities shall give good faith consideration to each request; however, it is understood that capital improvements are subject to overall city budgetary priorities and funds availability, and a city shall in no event be obligated to contribute to such capital improvements. If an emergency arises relating to Shelter maintenance during the term of this contract, the County shall advise the contracted cities within forty- eight (48) hours so that the cities may decide whether to take appropriate action.
D. Level of Field Service
a. Level of Service Specified. The County shall provide all enforcement services at the minimum level based on an average number of calls to that city.
b. Variation in Level of Service. Variations in the level of service shall be made by amendment as provided for in Section XI of this Agreement, and under the following terms.
If City requests an increase in the level of service to be provided under this Agreement, County agrees to provide such increased level of Service as soon as practicable.
ii . The level of service, however, may not be reduced to below the minimum level, as determined by County, required to ensure public and officer safety.
Council Agenda- September 4, 2025
E. Cost Offsets
A contracted city will receive credit from the County for all applicable redemption fees collected from or on behalf of the owner of an animal that is claimed from the custody of the Department, up to the maximum amount billed to the city for that animal. The Department reserves the right to waive fees when appropriate in the Department's sole and absolute discretion.
A city will not receive any credit for adoption fees (whether paid by an individual or an organization).
F. Revenues
Revenues are applied to reduce the costs for shelter and field services.
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: Adoption of the 2025 Emergency Operations Plan RECOMMENDED ACTIONS:
Council ADOPTS the 2025 Emergency Operations Plan for the City of Indian Wells; and AUTHORIZES the City Manager to execute a Letter of Promulgation for same; and FINDS the action exempt from CEQA review under CEQA Guidelines section 15061(b)(3).
BACKGROUND:
The preservation of life and property is an inherent responsibility of local, state, and federal government. The City of Indian Wells has prepared an Emergency Operations Plan (EOP) to ensure the most effective and economical allocation of resources for the maximum benefit and protection of the civilian population in time of emergency.
While no plan can prevent death and destruction, good plans carried out by knowledgeable and well -trained personnel can minimize losses. The EOP is intended to improve emergency preparedness, response, and recovery and to satisfy the Standardized Emergency Management System (SEMS) requirements as presented in Title 19 of the California Code of Regulations and the National Incident Management System (NIMS) requirements as outlined in Homeland Security Presidential Directive — 5 (HSPD- 5)
The Emergency Operations Plan (EOP) addresses the City of Indian Wells' planned response to extraordinary emergency situations associated with natural disasters, technological incidents, and national security emergencies. Cities are required to have an EOP on file with the State of California and to provide updates as needed. Completion of a revised EOP also allows the City to be more competitive for certain grant applications.
The EOP presented for approval has been reviewed by the City's Executive Team, as well as by CaIFIRE and the Sheriff's Department.
Council Agenda- September 4, 2025
The EOP serves as the foundation for the City of Indian Wells' response and recovery operations. It establishes roles and responsibilities, assigns tasks, and specifies policies and general procedures. The plan includes critical elements of the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), the Incident Command System (ICS), and the National Response Framework (NRF).
The EOP will be reviewed annually, exercised periodically, and revised every three (3) years to meet changing conditions. The newly revised EOP will become effective upon the City Council's adoption of the EOP's Resolution.
CITY COUNCIL STRATEGIC GOAL:
Adoption of an updated Emergency Operations Plan is consistent with City Council's Strategic Goal of Expanding Emergency Preparedness Programs.
OPTIONS:
The City Council can choose to:
1. Adopt the 2025 Emergency Operations Plan as recommended; or
2. Provide alternative direction.
FISCAL IMPACT:
There is no fiscal impact associated with the adoption of the 2025 Emergency Operations Plan, though its adoption can put the City in a more favorable position when applying for grants associated with emergency preparedness.
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. Emergency Operations Plan
Council Agenda- September 4, 2025
ATTACHMENT #1
INDIAN \l WELLS
CALI FORNIA
EMERGENCY
OPERATIONS
PLAN
2025
Council Agenda- September 4, 2025
This Page Intentionally Left Blank
Council Agenda- September 4, 2025
TABLE OF CONTENTS
ACKNOWLEDGMENTS 7
APPROVAL AND PROMULGATION 7
FORWARD 9
Introduction 9
Plan Concurrence 9
Department/ Agency Concurrence 10
Maintenance of EOP and Record of Changes 10
Record of Changes 11
Distribution List 12
EOP STRUCTURE 13
Plan Format 13
SECTION 1 PURPOSE AND SCOPE 15
1 .1 Purpose 15
1.2 Scope 15
SECTION 2 SITUATION OVERVIEW AND PLANNING ASSUMPTIONS 18
2.1 General Description 18
2.2 Geography 19
2.3 Climate 19
2.4 Demographics 21
2.5 Economy 23
2.6 Hazard/Threat Analysis and Vulnerabilities 24
2.7 Capability Assessment 43
2.8 Mitigation Overview 44
2.9 Planning Assumptions 45
SECTION 3 CONCEPTS OF OPERATIONS (CONOPS) 50
3.1 Operational Goals and Objectives 50
3.2 Phases of Emergency Management 52
3.3 Presidential Policy Directive 8- the National Preparedness Goal 64
Council Agenda- September 4, 2025
3.4 National Incident Management System and Standardized Emergency Management System 65
3.5 National Incident Management System (NIMS) 65
3.6 Incident Command System (ICS) 66
3.7 Unified Command 66
3.8 Standardized Emergency Management System (SEMS) 67
SECTION 4 ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES 72
4.1 SEMS Functions 72
4.2 Emergency Operations Center Structure 74
4.3 Role of Elected Official 75
4.4 Role of City Departments 77
4.5 Lines of Succession for Officials 81
4.6 External Stakeholder Roles and Responsibilities 81
SECTION 5 DIRECTION, CONTROL, AND COORDINATION 85
5.1 Emergency Operations Center 85
5.2 Normal Operations 87
5.3 Emergency Operations Center Activation 88
5.4 Activation Levels 88
5.5 Individuals Authorized to Activate the EOC 90
5.6 Reporting Procedures 90
5.7 Deactivation 90
5.8 Field -Level Interface with the EOC 91
5.9 EOC Action Plans 92
5.10 After-Action/Corrective Action Reports 93
5.1 1 EOC Organization 94
SECTION 6 SEMS COORDINATION 97
6.1 Multi -Agency or Inter -Agency Coordination at the Local Government Level 97
6.2 Coordination with Riverside County Operational Area Level 97
6.3 Coordination with Special Districts 98
6.4 Coordination with Volunteer and Private Agencies 99
6.5 Coordination with Nongovernmental Organizations (NGOs) 100
Council Agenda- September 4, 2025
6.6 Statewide Emergency Management 102
6.7 Mutual Aid/Assistance Agreement 102
6.8 Emergency Management Assistance Compact (EMAC) 103
6.9 Mutual Aid System 103
6.10 Mutual Aid Coordinators 104
6.11 County of Riverside/OA Mutual Aid Requests 104
SECTION 7 INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION 106
7.1 Information Collection Priorities and Dissemination Strategies 107
7.2 Sensitive Information 110
7.3 Emergency Public Information 110
SECTION 8 COMMUNICATIONS 112
8.1 Public Safety Enterprise Communication (PSEC) 112
8.2 County Disaster Net 112
8.3 Satellite Telephones 113
8.4 Radio Amateur Civil Emergency Services (RACES) 113
8.5 Alert and Notification Processes/Systems 113
SECTION 9 ADMINISTRATION, FINANCE, AND LOGISTICS 116
9.1 Administration 116
9.2 Documentation 119
9.3 After -Action Reporting (AAR) 120
9.4 Finance 124
9.5 Logistics 130
SECTION 10 PLAN DEVELOPMENT AND MAINTENANCE 140
10.1 Plan Maintenance and Evaluation 140
10.2 Standard Operating Procedures (SOP) 141
10.3 Training and Exercises 141
10.4 City Training and Exercises 142
SECTION 11 AUTHORITIES AND REFERENCES 147
1 1.1 Federal 147
11.2 State 148
1 1.3 County 149
Council Agenda- September 4, 2025
11.4 Local 149
11.5 Requirements of the Americans with Disabilities Act and California Access and Functional Needs and Cultural Competency Legislation 150
11.6 CMIST Resource Memory Tool 154
11.7 Emergency communications 156
11.8 Emergency Evacuation 157
11.9 Sheltering 157
11.10 Cal OES Office of Access and Functional Needs 157 1 1.1 1 Animal Care Considerations 159
APPENDICES 162
Appendix A- Glossary of Terms 162
Appendix B- Lists of Acronyms and Abbreviations 186
Appendix C- References and Resources 189
Council Agenda- September 4, 2025
ACKNOWLEDGMENTS
This plan was prepared and edited by the Administrative Services Manager with the City of Indian Wells and County of Riverside Emergency Management Department Emergency Services Coordinator. The following documents were used as reference information in compiling this plan:
• FEMA Comprehensive Preparedness Guide (CPG) 101, Version 3.0:
"Developing and Maintaining Emergency Operations Plans 2025 • OES: "Local Government Emergency Planning Guidance"
• OES: "SEMS Guidelines"
• City of Indian Wells, Emergency Operations Plan, 2021 • City of Indian Wells, Local Hazard Mitigation Plan, 2023 • OES, "California Implementation Guidelines for the National Incident Management System", April 2006
• U.S. Department of Homeland Security, National Incident Management System (NIMS)
• U.S. Department of Homeland Security, National Protection Framework • U.S. Department of Homeland Security, National Prevention Framework • U.S. Department of Homeland Security, National Response Framework (NRF)
• U.S. Department of Homeland Security, National Mitigation Framework • U.S. Department of Homeland Security, National Recovery Framework • Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. §§ 5121, et seq.)
The recommendations and suggestions included in this plan are intended to improve emergency preparedness, response, and recovery and to satisfy the Standardized Emergency Management System (SEMS) requirements as presented in Title 19 of the California Code of Regulations and the National Incident Management System (NIMS) requirements as outlined in Homeland Security Presidential Directive - 5 (HSPD-5).
APPROVAL AND PROMULGATION
This shall be the official Emergency Operations Plan (EOP) for the City of Indian Wells, superseding previous versions, and precluding employee actions that are not in concert with the intent of this plan. Nothing in this plan shall be construed in a manner that limits the use of sound judgment and common sense in matters not foreseen or covered by the elements of the EOP. The EOP is promulgated
Council Agenda- September 4, 2025
under the authority of the City Council and/or City Manager and is an official publication and directive of the City of Indian Wells under provisions of applicable law.
Approval Date:
LETTER OF PROMULGATION
TO: OFFICIALS, EMPLOYEES, AND CITIZENS OF THE CITY OF INDIAN WELLS The preservation of life and property is an inherent responsibility of local, state, and federal government.
The City of Indian Wells has prepared this Emergency Operations Plan (EOP) to ensure the most effective and economical allocation of resources for the maximum benefit and protection of the civilian population in times of emergency.
While no plan can prevent death and destruction, good plans carried out by knowledgeable and well -trained personnel can minimize losses. This plan establishes the emergency organization, assigns tasks, specifies policies and general procedures, and provides for coordination of planning efforts of the various emergency staff and service elements utilizing the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). This plan supersedes all previous City of Indian Wells Emergency Operations Plans.
The objective of this plan is to incorporate and coordinate all resources and personnel to establish an efficient organization capable of responding to any emergency. This Emergency Operations Plan is an extension of the California Emergency Plan. The Operations Plan will be reviewed, exercised periodically, and revised as necessary to meet changing conditions.
The City Council provides full support of the Plan and urges all officials, employees, and citizens, individually and collectively, to do their share in the total emergency effort of the City of Indian Wells.
Concurrence of this promulgation letter constitutes the adoption of the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS) by the City of Indian Wells. This EOP will become effective on approval by the City Council.
Mayor, City of Indian Wells City Manager, City of Indian Wells Print Name Print Name
Council Agenda- September 4, 2025
FORWARD
Introduction
This Emergency Operations Plan (EOP) addresses the City of Indian Wells' planned response to extraordinary emergency situations associated with natural disasters, human -caused disasters, and national security emergencies. The plan does not address normal day-to-day emergencies, nor the well -established and routine procedures used to cope with such emergencies. Instead, the operational concepts reflected in this plan focus on potential large-scale disasters that can generate unique situations requiring unusual emergency responses. The EOP sets forth standard operating procedures (SOP) for managing public emergencies resulting from floods, storms, earthquakes, fires, hazardous material incidents, and other natural or man-made disasters, emphasizing a whole community approach.
The EOP defines and describes the emergency management organization that shall be used during emergencies.
The EOP serves as the foundation for the City of Indian Wells' response and recovery operations. It establishes roles and responsibilities, assigns tasks, and specifies policies and general procedures. The plan includes critical elements of the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), the Incident Command System (ICS), and the National Response Framework (NRF).
The City of Indian Wells fully supports this plan and urges all officials, employees, and residents, individually and collectively, to contribute to preparedness, response, and recovery efforts. The EOP will be reviewed annually, exercised periodically, and revised every three (3) years to meet changing conditions. The newly revised EOP will become effective upon the City Council's adoption of the EOP's Resolution.
Plan Concurrence
The City of Indian Wells Emergency Operations Plan (EOP) is a reference tool for coordinating emergencies and serves as a foundation for response and recovery operations. The EOP, including annexes, has been reviewed and concurred by departments within the City of Indian Wells. The City's Emergency Management Program is rooted in an all -hazard, whole -community approach. As outlined in the EOP and annexes, the city, its employees, contractors, and partner agencies
Council Agenda- September 4, 2025
are committed to the planning, mitigation, response, and recovery of the whole community.
Department/ Agency Concurrence
Department
Title
Contact Name
Signature
City Manager
City Manager (Director of
Emergency Services)
Chris Freeland
City Manager
Assistant City Manager
Eric Ceja
City Attorney
Office
City Attorney
Todd
Leishman
City Clerk
City Clerk
Angelica Avila
Community
Development
Community DevelopmentJon
Director
Berg
Finance
Finance Director
Kevin
McCarthy
Public Works
Public Works Director
Ken Seumalo
Maintenance of EOP and Record of Changes
The EOP will be reviewed annually to ensure that plan elements are valid and current. Each Section will review, upgrade, and modify its portion of the EOP as required based on deficiencies identified in drills, exercises, or actual occurrences. Changes in government structure and emergency response organization will be considered in the EOP revisions.
The Emergency Services Coordinator or Assistant City Manager is responsible for revising the EOP to enhance the conduct of response and recovery operations.
The Emergency Services Coordinator will prepare, coordinate, publish, and distribute any necessary changes to the plan to all City departments and other agencies, as shown on the distribution list on page 11 of this EOP. The Emergency Services Coordinator will also review documents that provide the legal basis for emergency planning to ensure conformance to SEMS/NIMS requirements and modify as necessary.
Council Agenda- September 4, 2025
Record of Changes
Date
Section/Page
Description of Change
Changed By
5/24/2025
Entire
Document
Review and update of the
entire document
Linda Soto
Page I11
Council Agenda- September 4, 2025
Distribution List
The distribution list names the departments or agencies receiving copies of the City of Indian Wells' Emergency Operations Plan. The plan will be distributed in a printed or electronic version.
Departments/Agencies Receiving Copies of the EOP:
Date Sent:
#
Mayor and City Council
City Manager (Director of Emergency Services)
Assistant City Manager
City Attorney
City Clerk
Finance Director
Public Works Director
Community Development Director
Emergency Services Coordinator
Riverside County Sheriff's Department
Riverside County/ CalFire Department
County of Riverside Emergency Management
Department
Council Agenda- September 4, 2025
EOP STRUCTURE
Plan Format
✓ Base Plan Includes: A
framework for how the City will
prepare for, respond to,
recover from, and mitigate
against all hazards. It outlines
the roles, responsibilities, and
coordination mechanisms
among city departments,
partner agencies, and
stakeholders to ensure a
unified and effective response
during emergencies. This plan
is developed in alignment with
state and federal guidelines
and supports a whole
community approach to
emergency management,
ensuring the safety and
resilience of Indian Wells.
✓ Appendices Include:
Documents and templates
that may be used in the event
of a significant emergency or
EOC activation.
✓ Annexes:
• Emergency Fuel Plan Annex
• Sheltering Annex
• Disaster Recovery Annex
• EOC SOP Annex
• Alert and Warning Public
Messaging Annex
Emercaencv Plan Interface
The following figure illustrates the
relationship of the City's EOP to
other plans in the OA and the
State. Through an integrated
framework of emergency plans
and procedures involving all
stakeholders in the emergency
management community, the City
of Indian Wells promotes effective
planning and coordination prior to
an emergency, thereby ensuring a
more effective response and
recovery.
State of
California
Emergency
Pion
Riverside
County
Emergency
Operations Plan
City of Indian
Wells
Emergency
Operatons Plan
• Functional Annexes
• Supporting Plans of State Agencies
• Functional Annexes
Supporting Plans of OA agencies,
CBO's,
• Functional and Hazard -Specific
Annexes
• Supporting Plans of City Agencies,
Departments, CBO's, and other
Jurisdictional Authorities
!NIX r LIS IILLI
itNam.LI 1114,15 I. LI ISISLIDI4COL
1.;
Council Agenda- September 4, 2025
SECTION 1 PURPOSE AND SCOPE
1.1 Purpose
The EOP addresses the City's planned response to emergencies associated with natural disasters and human -caused disasters. It provides an overview of operational concepts, identifies components of the City's emergency management organization within the Standardized Emergency Management System (SEMS) and National Incident Management System (NIMS), and describes the overall responsibilities of the federal, state, county, and city entities for protecting life and property and assuring the overall well-being of the population.
1.2 Scope
The EOP is always active and applies to all City departments. It is designed to be scalable and flexible to meet the needs and complexity of all incidents/disasters.
All other City department -specific emergency plans and procedures shall emanate from the EOP unless preempted by state or federal regulations.
City of Indian Wells EOP Implementation
The following is a list of events or actions initiating the activation of the EOP:
• By order of the Director of Emergency Services, designated by the City of Indian Wells Municipal Code, Chapter 2.32.050, provided that the existence or threatened existence of a Local Emergency has been proclaimed in accordance with the City's Municipal Code.
• The Governor proclaims a State of Emergency in an area, including the City of Indian Wells.
• A proclamation of a State of War Emergency as defined in the California Emergency Services Act (Chapter 7, Division 1, Title 2, California Government Code).
• A Presidential declaration of a National Emergency.
• On receipt of an attack warning or the observation of a nuclear detonation.
Whole Community Inclusive Planning
In the City of Indian Wells, "whole community inclusive planning" means recognizing and including everyone who lives in, works in, or visits the city. This includes individuals with disabilities and others with access and functional needs,
Council Agenda- September 4, 2025
as well as people of all ages, backgrounds, cultures, religions, races, ethnicities, languages, gender identities, sexual orientations, immigration statuses, socio- economic levels, and education levels.
Inclusive emergency planning acknowledges unique needs, perspectives, and the strengths of the entire community. It ensures that no group is overlooked and that response and recovery efforts are equitable and effective. Throughout the Emergency Operations Plan (EOP), the term "whole community" reflects Indian Wells' commitment to engaging all segments of the population in preparing for, responding to, and recovering from emergencies and disasters.
Council Agenda- September 4, 2025
SECTION 2 SITUATION OVERVIEW AND PLANNING
ASSUMPTIONS
The City of Indian Wells, like many areas, faces a distinct set of hazards and risks due to its unique physical characteristics, population demographics, and economic landscape. These factors contribute to the city's vulnerability to a variety of natural, human -caused, and technological hazards. The following situation overview and hazard -risk analysis have been developed in alignment with the City of Indian Wells' Local Hazard Mitigation Plan (LHMP).
2.1 General Description
Indian Wells officially became a
City on July 14, 1967. At that time,
Indian Wells was the 16th city to
incorporate in Riverside County
and the 400th in California. It was
the fourth city, after Indio,
Coachella, and Palm Springs, to
incorporate into the Coachella
Valley. The election for
incorporation was held on June
27, 1967, and, per the League of
California Cities, had the most significant percentage of approval for incorporation of any city in California. The voter turnout was 87 percent of the 285 registered voters, with 93 percent in favor of becoming a city. At the incorporation, there were an estimated 855 legal residents and 585 homes.
However, the Indian Wells area was inhabited long before its incorporation. The name Indian Wells originated from a Cahuilla Indian hand -dug well, documented on the earliest maps of California before 1850. The original well was generally located north of present-day Highway 11 1 and east of Miles Avenue. The well served as a stage station until a public well was established around 1870 and remained in use until 1910. Like most communities established in the Coachella Valley, Indian Wells' origins are based on travelers' needs for water and a place to rest. A massive flood destroyed both wells in 1916.
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2.2 Geography
Indian Wells is a small-scale
residential resort community
within the Coachella Valley in
Riverside County. The City of La
Quinta, the City of Palm Desert,
and the unincorporated areas of
Riverside County adjoin the city.
The current City limits encompass
approximately 9,240 acres or
14.4 square miles. Direct access
to the city is from State Highway
1 1 1. Direct access to the region is
by Interstate 10. State Route 74
also provides access to the
Coachella Valley region from the
south. Unincorporated lands to
the city's southwest are included
within the Indian Wells sphere of
influence.
2.3 Climate
Indian Wells experiences a desert climate characterized by hot summers and mild winters. Summers are typically long and extremely hot, with average high temperatures often exceeding 100°F (38°C) and minimal rainfall. Winters, on the other hand, are mild and pleasant, with average high temperatures ranging from the mid -60s to mid-70s°F (18-24°C). Rainfall is scarce throughout the year, averaging around 5 inches (127 mm) annually, primarily occurring during the winter months. The region enjoys abundant sunshine, making it an ideal location for outdoor activities year-round. The dry and warm conditions contribute to the area's popularity as a destination for tourists and retirees seeking a sunny and arid climate.
Additional weather phenomena and hazards have been further intensified by climate change. Climate change, also referred to as global warming, involves rising temperatures and increased climate -related events due to elevated levels
Council Agenda- September 4, 2025
of greenhouse gases. These gases, particularly CO2, accumulate in the atmosphere as a result of human activities such as deforestation, burning fossil fuels, overcultivation, and power generation. Consequently, climate change has led to higher temperatures, more intense storms, prolonged droughts, rising sea levels, greater health risks, and disruptions to food and water supplies.
While the City of Indian Wells experiences relatively low cumulative pollution levels, it is expected to confront heightened severity and frequency of hazards due to climate change. The city is mindful of populations that are disproportionately impacted by these events, such as low-income residents and the elderly. Indian Wells is committed to proactively tackling climate -related challenges through comprehensive community planning and effective operational leadership. By incorporating expert guidance and leveraging local statistics, such as its population of approximately 5,400 residents and an average annual temperature of around 73°F, Indian Wells aims to develop resilient strategies that address these critical issues while promoting sustainability and well- being for all its residents.
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Council Agenda- September 4, 2025
California communities most affected by many sources of pollution and regions especially vulnerable to pollution's effects.
2.4 Demographics
The City of Indian Wells is a small, affluent community located in Riverside County, California, with a population of approximately 4,757 residents (Source: 2020 Decennial Census). The city is known for its high percentage of retirees and seasonal residents, with a median age significantly higher than the national average. The population is predominantly White, with smaller Hispanic, Asian, and African American communities. Indian Wells is characterized by its wealth and median household income, which are well above state and national averages.
The city's demographics reflect a population that is generally well-educated, with a large portion of residents involved in professional, managerial, or executive roles. Additionally, many homes in the city are used as second residences, contributing to seasonal fluctuations in population.
Vulnerability to hazards within different areas of the City of Indian Wells is dynamic and varies based on social, geographical, environmental, economic, health, and cultural factors. Communities that are underrepresented or underserved tend to be disproportionately impacted by disasters due to differing levels of exposure and resilience. Priority populations are identified based on factors such as socioeconomic status, age, gender, race, ethnicity, language proficiency, health disparities, disabilities, and access and functional needs.
Community Assessment
A community assessment was conducted using self -reported data from the U.S.
Census Bureau, including the American Community Survey (ACS). This assessment gathered demographic information, socio-economic data, and other key indicators to understand the needs and characteristics of the community better.
By analyzing this data, emergency management efforts can be more accurately tailored to address the specific vulnerabilities and resources within the community. Additionally, this data serves as a foundation for planning inclusive response strategies and ensuring that all residents and visitors are considered in preparedness, response, and recovery efforts.
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Older Population by Age
Indian Wells city, Calif
Measure
to 74 'j'Car
75 to 84 years
85 years and over
Value
26.3%
25.5%
5.6%
Source: Indian Wells city, California - Census Bureau Profile Median Income by Types of Families
Indian Wells city, California
901
Measure
Families
Married -couple families
Nonfamily households
X
Vaiue
5197,976
S225,833
559,567
Source: Indian Wells city, California - Census Bureau Profile Poverty by Age
Indian Wens city, California
51701
Measure
Jnder 18 years
18 to 64 years
6'5 years and over
Val]
0.0'
6.0%
4.4 Source: Indian Wells city, California - Census Bureau Profile
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Total civilian noninstitutionalized population - Percent with a disability .
Indian WeIIS city.
California
14.7 '�,
Percent by Place
74 7% to 14.774
2022 Geographies: 1
Source: S1810: Percent with a ... in 2022 - Census Bureau Map Types of Disabilities
in Indian Wells city, California
S1810
X
Value
Measure
Hearing difficulty
6.3%
Vision difficulty
Cognitive difficulty
2.7%
3.9%
Ambulatory difficulty
8.4%
Self -care difficulty
4.4%
Independent living difficulty
5.4%
Source: S1810: Percent with a ... in 2022 - Census Bureau Map
2.5 Economy
The economy of the City of Indian Wells is largely centered around tourism, luxury living, and recreational amenities. The city is renowned for its high -end resorts, golf courses, and the annual BNP Paribas Open tennis tournament, which attracts international visitors and contributes significantly to the local economy. Tourism plays a critical role in supporting a robust hospitality industry and generating substantial revenue for the city. In addition to tourism, Indian Wells has a strong real estate market, with affluent residents and a significant number of seasonal
Council Agenda- September 4, 2025
homeowners. The city's economy benefits from its reputation as an exclusive destination for luxury and leisure, attracting both permanent and part-time residents, as well as tourists seeking upscale experiences. Disruption to the key economic contributors in the City of Indian Wells can significantly impact its financial stability and economic resilience. In addition to these contributors, further vulnerabilities are identified due to the City's reliance on specific service industries.
2.6 Hazard/Threat Analysis and Vulnerabilities
The City of Indian Wells faces a variety of natural and human -caused hazards that may impact residents, visitors, and critical infrastructure. A comprehensive analysis of these hazards was conducted as part of the City's 2023 Local Hazard Mitigation Plan (LHMP), using data from Cal OES, FEMA, and other relevant sources. The LHMP Planning Team identified and prioritized hazards using a qualitative screening process that rated each hazard's probability and severity as Very High, High, Medium, or Low based on frequency, potential for fatalities or injuries, property damage, and economic impact. The hazards identified in the 2023 LHMP update are reflected in this Emergency Operations Plan (EOP). In addition to hazard data, the City incorporates intelligence from federal and state partners to enhance its threat analysis.
Through coordination with the Riverside County Sheriff's Department and the County Operational Area, the City evaluates information from the Inland Empire Fusion Center, California State Threat Assessment Center (STAC), FBI Joint Terrorism Task Force (JTTF), and the Department of Homeland Security (DHS). This intelligence includes threat briefings, terrorism trends, and suspicious activity reports relevant to the region, helping to assess risks to large-scale events, critical infrastructure, and overall community safety. These insights are integrated into both the LHMP and EOP to support a proactive, intelligence -informed approach
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to emergency management and preparedness. The following hazards were identified by the LHMP Planning Team for the 2023 plan:
Hazard
Geographic
Probability of
Future
Occurrence
Magnitude/
Severity
Risk
Cold Wave
Extreme
Unlikely
Limited
Low
Drought
Limited
Occasional
Critical
Low
Earthquake
Extreme
Very Likely
Catastrophic
High
Flood
Significant
Very Likely
Critical
High
Heat Wave
Significant
Very Likely
Critical
High
Strong Wind
Significant
Very Likely
Critical
High
Wildland-
Urban
Interface Fire
Significant
Likely
Critical
High
Terrorism
Significant
Likely
Limited
High
Geographic Extent
• Extreme: 50-100 percent of the planning area
• Extensive: 25-5 percent of the Planning area
• Significant: 10-25 percent of the planning area
• Limited: less than 10 percent of the planning area
Probability
• Very Likely: Near 100% chance of it happening. There have been historic occurrences of hazards in the community or region, and experts concluded that it is highly likely that the hazard will occur in the community. Citizens feel that there is a likelihood of an occurrence.
• Likely: There is a 10 to 100 percent chance of happening in the next year.
Although there may or may not have been historical occurrences of the hazard in the community or region, experts concluded that it is likely that the hazard will occur in the community. Citizens feel that there is a likelihood of an occurrence.
• Occasional: It has a 1 to 10 percent chance of happening within the next year or a recurrence interval of 11 to 100 years. The hazard may or may not have existed historically in the community or region, but experts concluded that it is possible that it could occur in the community. Citizens may feel that there is a likelihood of occurrence.
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• Unlikely: It has a less than 1 percent chance of happening or a recurrence interval of greater than every 100 years. Hazards have not occurred historically in the community or region, and both experts and citizens agree that it is highly unlikely to occur in the community.
Severity
• Catastrophic: Both experts and citizens have concluded that the consequences will be significant in terms of building damage and loss of life. More than 50 percent of the Property was severely damaged, resulting in the shutdown of facilities for more than 30 days, and/or multiple deaths. • Critical: Consequences are thought to be significant in terms of building damage and loss of life. 25-50 percent of the property is severely damaged, facilities are shut down for at least two weeks, and/or injuries/illnesses result in permanent disability.
• Limited, but not insignificant: The consequences are thought to be modest in terms of building damage and loss of life, limited either in geographic extent or magnitude. 10-25 percent of property is severely damaged, facilities are shut down for more than a week, and/or injuries/illnesses treatable do not result in permanent damage.
• Negligible: Consequences are thought to be minimal in terms of building damage and loss of life, limited either in geographic extent or magnitude.
Less than 10 percent of the property is severely damaged, shutdown of facilities and services for less than 24 hours, and/or injuries/illnesses treatable with first aid.
Risk
• High: Widespread potential impact
• Medium: Moderate potential impact
• Low: minimal potential impact
2.6.1 Hazard Situation and Summaries
The Planning Team identified the following top 7 hazards in alphabetical order.
1. Drought
Drought is a prolonged period of below -average precipitation that can result in water shortages, reduced water quality, and increased fire risk. Indian Wells, a desert city located in Riverside County, has an arid climate that makes it especially vulnerable to prolonged drought conditions. Rising temperatures and
Council Agenda- September 4, 2025
reduced snowpack in the Sierra Nevada, which supplies much of California's water, exacerbate the situation.
Location and Extent
Drought conditions affect the entire geographic area of Indian Wells. The severity of a drought is typically measured by duration, intensity, and impact on water supplies and ecosystems. The U.S. Drought Monitor and California Department of Water Resources provide indices and forecasts to determine drought intensity, ranging from DO (Abnormally Dry) to D4 (Exceptional Drought).
Vulnerability Assessment
A vulnerability assessment for drought evaluates how drought conditions could impact the City of Indian Wells by identifying the systems, populations, and resources most at risk. The city's reliance on imported water through the Coachella Valley Water District, combined with its desert climate, makes it especially vulnerable to prolonged water shortages. Vulnerable populations, including older adults, individuals with medical needs, and those with limited income, may face heightened health risks due to reduced access to cooling and hydration. Drought can also strain critical infrastructure, increase wildfire risk, and degrade the local environment. Understanding these vulnerabilities enables the city to develop targeted mitigation strategies and strengthen its preparedness for future drought events.
Critical Facilities
City Facilities
- Parks, government buildings, and
facilities that require water for
landscaping and cooling
Healthcare Facilities
- Require a consistent water supply for
patient care, sanitation, and cooling
systems.
Golf Courses and Resorts
- Important economic contributors that
support tourism and local revenue,
utilizing non -potable water for their
operations. While this practice helps
conserve potable water, these facilities
could still face operational and
reputational challenges during periods
of drought.
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Populations at Risk
Elderly and Medically
Vulnerable
- Higher risk from poor air quality, heat
illness during water shortages, and
increased utility costs.
Low -Income Households
- Less likely to afford water -efficient
upgrades or cope with rising water
costs.
Tourism and Hospitality Sector
- Heavy reliance on landscaping, golf
courses, pools, and water features to
attract visitors
Environmental Stress
- Impact to local vegetation, wildlife, and increased fire danger due to dry vegetation
Impact and Consequences
Water Supply Shortages
- Reduced allocations from the Colorado
River and local groundwater sources.
Economic Impacts
- Decline in tourism, increased costs for
water -intensive businesses, and job loss
in landscaping or hospitality.
Public Health Risks
- Increased risk of heat -related illness,
degraded water quality, and higher
utility costs.
Council Agenda- September 4, 2025
Data Source: Drought Impacts Multi -Tool
2. Earthquake
Earthquakes are sudden ground motions caused by the shifting of tectonic plates along faults. Indian Wells is located in a seismically active region of Southern California, influenced by multiple faults, including the San Andreas Fault Zone, which poses a significant seismic risk to the city. Earthquakes may result in ground shaking, surface rupture, liquefaction, landslides, fires, infrastructure failure, and loss of life.
Location and Extent
The entire City of Indian Wells is susceptible to seismic activity, with the most significant threat coming from a major rupture along the San Andreas Fault, located roughly 10-15 miles northeast of the city. Earthquakes are measured using:
• Magnitude (Richter Scale or Moment Magnitude Scale): Typically ranges from M4.0 to M7.8+ for major quakes in the region.
• Intensity (Modified Mercalli Intensity Scale): Expected shaking in Indian Wells could range from VI (Strong) to VIII (Severe) depending on the epicenter and magnitude.
Vulnerability Assessment
A vulnerability assessment for earthquakes examines the potential impacts of seismic activity on the City of Indian Wells, which is located in a seismically active region near major fault lines such as the San Andreas Fault. The city faces risks to critical infrastructure, including roads, utilities, water systems, and communication networks, all of which could be disrupted during a major earthquake. Older buildings or structures not built to current seismic standards are particularly vulnerable to structural damage or collapse. Additionally, the city's reliance on external resources for emergency response and recovery could be challenged if regional transportation routes are compromised. Vulnerable populations, such as seniors, individuals with disabilities, and those living in mobile or manufactured homes, may face heightened risks due to mobility limitations or a lack of structural resilience. Identifying these vulnerabilities helps the city plan for protective measures, resource allocation, and post -earthquake recovery efforts.
Populations at Risk
Older Adults and Mobility
Impaired Individuals
- May be more vulnerable during
evacuations or building collapse
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Residents in Older Structures
- Especially pre -1980s buildings that
may not meet modern seismic
codes.
Visitors and Tourists
- May be unfamiliar with response
procedures and shelter locations.
Critical Infrastructure
City Hall and EOC
- Essential for emergency response
continuity, requires seismic retrofitting
or post -earthquake usability
assessment.
Utilities and Water Infrastructure
- Risk of pipeline rupture and power
outages.
Transportation Infrastructure
- Potential damage to major roads,
overpasses, and bridges
Hospitals and Clinics
- Must remain operational post -quake
for triage and treatment.
High -Value Assets
Resorts, Tennis Gardens, and
Golf Courses
- Economic drivers that may
experience structural damage or
business interruption.
Schools
- Require safe evacuation routes and
structural resilience.
Impact and Consequences
- Structural Collapse and Casualties
- Widespread Utility Disruptions: Power, water, gas, and communications outages.
- Fires from Gas Line Breaks
- Transportation Gridlock
- Mass Care and Shelter Needs
- Economic Disruption and Loss of Tourism Revenue
Council Agenda- September 4, 2025
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3. Flood
Flooding is the accumulation of water that submerges land that is usually dry.
While Indian Wells is located in a desert environment with low annual rainfall, it remains vulnerable to flash flooding due to intense seasonal storms, particularly during the monsoon season (July -September). The dry, compacted soils and paved surfaces increase runoff, and limited drainage infrastructure can be quickly overwhelmed. Flooding in Indian Wells can be caused by:
• Intense rainfall events
• Overflow of local washes (e.g., Whitewater River Stormwater Channel) • Poor stormwater drainage
• Debris flow from nearby hillsides or fire burn scars
Location and Extent
Flooding can affect localized low-lying areas, roadways, and properties near natural or engineered drainage paths. FEMA's Flood Insurance Rate Maps (FIRMs) indicate Special Flood Hazard Areas (SFHAs) in portions of the city. The extent of flooding varies but can include:
• Minor Urban Flooding: From short bursts of intense rain
Council Agenda- September 4, 2025
• Flash Flooding: Sudden and high -volume flooding that may damage infrastructure
• 100 -Year Flood Event: Defined as a flood with a 1% annual chance of occurring; used for planning and mitigation
Vulnerability Assessment
A vulnerability assessment for flooding identifies the areas, systems, and populations within the City of Indian Wells that are most at risk during heavy rainfall or localized flooding events. Although the city is located in a desert region with generally low annual rainfall, it remains vulnerable to flash flooding, particularly in low-lying areas, near washes, and along poorly drained roadways. The city's infrastructure, including stormwater systems and culverts, may become overwhelmed during intense storms, leading to property damage, road closures, and potential threats to public safety. Vulnerable populations such as older adults, individuals with limited mobility, and residents without access to reliable transportation may face increased risk during flood events. Additionally, critical facilities and transportation routes could be impacted, hindering emergency response efforts. Assessing these vulnerabilities supports the city's planning for flood mitigation, infrastructure improvements, and protective measures to reduce the overall impact of future flooding events.
Populations at Risk
Residents near Flood Zones or
Drainage Channels
- Higher likelihood of experiencing rapid
water accumulation and property
damage
Travelers and Tourists
- May not recognize warning signs or
understand evacuation routes during
a flood event
Low -Mobility Individuals
- May have difficulty evacuating quickly
or relocating during fast-moving flood
conditions
Critical Infrastructure at Risk
Roadways and Bridges
- Floodwaters can erode roadbeds and
undermine structural integrity,
particularly Hwy 1 1 1 and roads
adacent to washes
Storm Drain Systems
- Can be overwhelmed or clogged by
debris
Council Agenda- September 4, 2025
Utility Infrastructure
- Electrical substations and water
systems are at risk of service
interruption
Resorts and Businesses
- Economic impacts due to closures,
cleanup costs, and reduced access
Impact and Consequences
- Traffic Disruptions and Road Closures
- Damage to Public and Private Property
- Service Interruptions 'power, water, communications)
- Public Health Concerns from standing water, mold, or wastewater overflow
- Increased Response Demand on Public Works, Fire, and Police Departments
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Source: Layer: USA Flood Hazard Reduced Set (ID:O)
4. Extreme Heat
Extreme heat refers to prolonged periods of excessively hot weather, which may include high humidity and nighttime temperatures that do not sufficiently cool.
Indian Wells, located in the Coachella Valley desert region, regularly experiences high summer temperatures exceeding 110°F, with record highs over 120°F. The risk
Council Agenda- September 4, 2025
is elevated by climate change, increasing the frequency, duration, and severity of extreme heat events.
Heat -related emergencies can lead to heat exhaustion, heatstroke, increased wildfire risk, power outages due to elevated electricity demand, and stress on vulnerable populations.
Location and Extent
The entire City of Indian Wells is vulnerable to extreme heat. The extent of impact varies by:
• Duration of the heatwave (several days or weeks)
• Humidity levels (heat index)
• Nighttime low temperatures, which affect recovery from daytime heat • Access to cooling resources, such as air conditioning and hydration The National Weather Service (NWS) may issue:
• Excessive Heat Watches
• Excessive Heat Warnings
• Heat Advisories
Vulnerability Assessment
A vulnerability assessment for extreme heat evaluates the potential impacts of prolonged high temperatures on the City of Indian Wells, which is located in a desert environment where excessive heat is a seasonal norm. Extreme heat events can overwhelm energy systems, strain healthcare resources, and pose serious health risks to vulnerable populations. Older adults, individuals with chronic health conditions, and low-income residents are especially susceptible due to limited ability to regulate body temperature, access cooling systems, or afford increased utility costs. Outdoor workers, tourists unfamiliar with the desert climate, and unhoused individuals also face heightened risk from direct heat exposure.
Additionally, excessive heat can exacerbate drought conditions and increase wildfire potential. This assessment supports targeted planning for cooling centers, public outreach, and protective measures to reduce health impacts and enhance community resilience during extreme heat events.
Populations at Risk
Older Adults and Young
Children
- Less able to regulate body
temperature; higher risk of heat -
related illness or dehydration
Council Agenda- September 4, 2025
Individuals with Chronic Illness
or Disabilities
- Pre-existing conditions can worsen with
heat; may have limited ability to
access cool spaces
Unhoused Residents
- Lack access to shelter, cooling
centers, or hydration during extreme
heat
Outdoor Workers (landscaping,
maintenance, construction)
- Prolonged exposure to high
temperatures increases risk of heat
exhaustion or heat stroke
Low-income households
- May lack air conditioning or be unable
to afford higher utility bills to stay cool
Critical Infrastructure at Risk
Power Grid and Energy Supply
- High demand for cooling can trigger
rolling blackouts
Water Systems
- Increased demand for hydration and
cooling
Transportation Systems
- Risk of heat damage to roadways and
equipment
Healthcare Facilities
- Surge in heat -related illness
Impact and Consequences
- Increased Hospital Visits and Medical Emergencies
- Power Outages and Energy Shortages
- Decreased Workforce Productivity
- Higher Demand for Emergency Cooling Centers
- Wildfire Risk from dry vegetation and prolonged heat
- Increased Strain on Emergency Services
Council Agenda- September 4, 2025
Source: National Risk Index Annualized Frequency Heat Wave - Overview
5. Strong Wind Events
Strong winds —particularly Santa Ana winds and seasonal desert gusts —are common in the Coachella Valley, including Indian Wells. These winds can reach sustained speeds of 25-40 mph, with gusts often exceeding 60 mph. Windstorms can cause damage to trees, power lines, roofs, and unsecured structures and pose heightened wildfire risks by accelerating the spread of flames. Wind -driven dust and debris can reduce visibility and air quality, causing secondary hazards such as vehicle accidents and respiratory issues.
Location and Extent
The entire city is subject to strong winds, though open areas, hillsides, and locations near washes or undeveloped land may experience greater exposure.
Wind intensity is typically categorized by:
• Sustained Wind Speeds
• Gust Speeds
• Wind Chill (in cooler months)
The National Weather Service (NWS) may issue:
• Wind Advisories (25-39 mph sustained winds)
Council Agenda- September 4, 2025
• High Wind Warnings (40+ mph sustained winds or gusts 58+ mph) • Red Flag Warnings when strong winds coincide with low humidity, creating critical wildfire risk
Vulnerability Assessment
A vulnerability assessment for strong wind events evaluates the risks associated with high wind conditions, including Santa Ana winds, that commonly affect the City of Indian Wells. These winds can cause damage to power lines, trees, roofs, and lightweight structures, resulting in power outages, blocked roadways, and property damage. Mobile homes, temporary structures, and older buildings may be particularly vulnerable due to reduced structural stability. High winds also increase the risk of wildfires by rapidly spreading embers and intensifying fire behavior. Outdoor events, common in Indian Wells, may be disrupted or pose safety risks during wind events. Vulnerable populations, such as those with limited mobility or medical needs that depend on electricity for life -sustaining equipment, face elevated risk during prolonged outages or debris hazards. Understanding these vulnerabilities allows the city to strengthen preparedness, improve public messaging, and ensure protective measures are in place for wind -related emergencies.
Populations at Risk
Elderly or Disabled Individuals
- May be affected by power outages
or falling debris
Outdoor Workers and Drivers
- At higher risk during wind -driven dust
events or reduced visibility
Residents in Mobile or Modular
Homes
- More susceptible to wind damage
Critical
Infrastructure at Risk
Power Lines and Utility Poles
- Can be downed, causing outages
and fire risk
Communications Infrastructure
- Potential loss of signal from disrupted
towers or antennas
Roadways and Highways
- Risk of closure or accidents due to
dust, debris, or overturned vehicles
Public Facilities and Emergency
Shelters
- May require backup power or wind -
resistant retrofitting
Impact and Consequences
- Downed Trees and Powerlines
Council Agenda- September 4, 2025
- Localized Power Outages
- Roadway Hazards and Traffic Collisions
- Structural Damage to Buildings and Rooftops
- Wildfire Spread in Combination with Red Flag Conditions - Air Quality Deterioration due to blowing dust and particulates 111881110
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Source: National Risk Index Annualized Frequency Strong Wind - Overview
6. Terrorism
Terrorism refers to the unlawful use of force or violence to intimidate or coerce a government or civilian population in furtherance of political or social objectives.
Terrorist threats may be domestic or international in origin and can include acts such as:
• Bombings or use of explosives
• Cyberattacks on critical infrastructure
• Chemical, biological, radiological, or nuclear (CBRN) attacks • Mass shootings or active shooter scenarios
• Vehicle ramming or attacks on public gatherings
While Indian Wells is not a historically targeted location, high -profile events and soft targets within the city increase the potential for terrorism -related threats.
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Location and Extent
Terrorism -related incidents could occur anywhere in the city, but higher -risk locations include:
• Special Events and Mass Gatherings (e.g., BNP Paribas Open at the Indian Wells Tennis Garden)
• City Facilities and Government Buildings
• Resorts, Hotels, and Tourism Sites
• Critical Infrastructure (communications, utilities, water, transportation) • Schools and Houses of Worship
The extent of impact depends on the nature of the attack (e.g., explosive vs. cyberattack), the location, and the response time.
Vulnerability Assessment
A vulnerability assessment for terrorism examines the potential threats to the City of Indian Wells from intentional acts of violence designed to intimidate or cause harm. While the city is not considered a high -profile target, its status as a resort destination and host of major events —such as the BNP Paribas Open —can attract large crowds and increase the risk of targeted attacks or disruptions. Critical infrastructure, including water systems, communication networks, and public gathering spaces, could be vulnerable to sabotage or cyberattacks. Soft targets such as hotels, entertainment venues, and public events may also be at risk due to their accessibility and limited physical security. Additionally, the city must consider the potential psychological and economic impacts of a terrorism - related incident. Identifying these vulnerabilities supports planning for situational awareness, coordinated law enforcement response, public information strategies, and protective measures to prevent or mitigate acts of terrorism.
Populations
at Risk
Attendees at Large Events and
Public Gatherings
- High concentration of people in
open or unsecured areas makes
them attractive soft targets
City Staff and First Responders
- May be primary targets or at
elevated risk during response and
recovery operations
Tourists and Visitors at Resorts and
Hotels
- Often unfamiliar with emergency
procedures and may be located in
symbolic or high -traffic areas
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Individuals in High -Visibility or
Symbolic Locations
- More likely to be targeted due to
perceived political, cultural, or
economic significance
Critical Infrastructure at Risk
Water and Power Systems
- Disruption could impact public
health, safety, and essential city
services
City Communications and Public
Safety Systems
- Targeted attacks could hinder
emergency response and
coordination efforts
Event Venues and Transportation
Corridors
- High -traffic areas that could be
targeted to cause mass disruption or
limit evacuation capabilities
Cyber Systems and City Networks
- Vulnerable to cyberaftacks that
could disable services, compromise
data, or disrupt city operations
Impact and Consequences
- Loss of Life or Mass Casualties
- Panic and Public Fear
- Damage to Critical Infrastructure
- Disruption of Public Services and Utilities
- Economic Impact from Lost Tourism or Facility Closures - Increased Demand on EMS, Fire, and Law Enforcement
- Media Attention and Political Repercussions
7. Wildland-Urban Interface Fires
Wildland-urban interface (WUI) fires occur where undeveloped wildland areas meet urban or developed properties. These fires are fueled by natural vegetation and can spread rapidly, particularly in arid desert climates like Indian Wells, where high temperatures, dry conditions, and seasonal winds contribute to fire behavior.
While Indian Wells does not sit deep in forested terrain, it borders natural desert landscapes, golf course perimeters, and undeveloped open space that can ignite under the right conditions —especially during high wind and low humidity events.
Location and Extent
WUI areas in Indian Wells include:
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• Desert -adjacent neighborhoods
• Golf courses and open green spaces
• Natural washes and undeveloped parcels
• Resorts or communities bordering natural vegetation zones The extent of a WUI fire can range from a small brush fire to large-scale fire incidents capable of damaging multiple structures or overwhelming city resources. Fires may be sparked by power lines, lightning, human activity, or equipment.
Vulnerability Assessment
A vulnerability assessment for Wildland-Urban Interface (WUI) fires evaluates the risk of fire impacting areas where undeveloped wildland meets developed neighborhoods or infrastructure. The City of Indian Wells contains areas near natural open space, desert brush, and landscaped vegetation that may become fuel for wildfires, especially during high heat, drought, and wind conditions. Homes and critical infrastructure located near these wildland areas are at increased risk of fire damage, smoke exposure, and evacuation. The presence of ornamental vegetation and palm trees can also contribute to fire spread within residential areas. Vulnerable populations, such as seniors, individuals with limited mobility, and those without reliable transportation, may face challenges evacuating in time. Additionally, WUI fires can strain emergency response resources, cause power outages, and impair air quality across the region. Understanding these vulnerabilities enables the city to enhance mitigation strategies, public education, evacuation planning, and coordination with fire protection agencies.
Populations at Risk
Residents in Perimeter
Developments
- Homes located near wildland areas
are more exposed to fire, embers,
and evacuation needs
Tourists and Resort Guests
- May be unfamiliar with local
hazards, evacuation routes, or
emergency alerts
Elderly or Mobility -Impaired
Individuals
- May have difficulty evacuating
quickly or accessing transportation
during a fast-moving fire
Visitors Unfamiliar with
Evacuation Protocols
- May delay evacuation or take
unsafe routes due to lack of
knowledge or situational awareness
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Critical Infrastructure at Risk
Power systems (SCE equipment
and substations)
- Exposure to fire or wind -driven
embers may lead to outages,
arcing, or intentional shutdowns
Water infrastructure (CVWD
pumping and pipelines)
- Damage or power loss can disrupt
water delivery and fire suppression
capabilities
Transportation routes (Highway
111, local arterials)
- Road closures due to smoke or fire
may impede evacuation and
emergency response efforts
Communication systems and
cellular towers
- Fire damage or power loss can
disrupt public warnings, 9-1-1
access, and coordination
capabilities
Resorts and high -occupancy
structures
- Large numbers of guests and staff
may complicate evacuation and
require coordinated sheltering
Emergency Operations Center
(EOC) and city facilities
- Disruption or evacuation of these
facilities can hinder citywide
coordination and response efforts
Economic and Environmental
Damage to Homes, Resorts, and
Golf Courses
- Fire can destroy high -value
properties and critical revenue -
generating assets
Temporary Closures of Tourism
Venues
- Closures lead to economic loss and
reduced visitor spending in the
local economy
Smoke Impacts on Air Quality
- Poor air quality affects public
health, deters tourism, and disrupts
outdoor activities
Post -fire flooding or Debris Flows
(burn scar risks)
- Burned landscapes are prone to
erosion, increasing flood and
mudslide risk during future storms
Impact and Consequences
- Loss or Damage to Structures
- Evacuations and Emergency Sheltering
- Disruption to Travel and Tourism
- Public Health Issues from smoke inhalation
- Increased Fire Suppression Costs
- Threat to Life and Property
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CITY OF INDIAN WELLS - RIVERSIDE COUNTY
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2.7 Capability Assessment
The City of Indian Wells demonstrates a strong capability for managing growth and maintaining a high quality of life for its residents through effective governance, strategic planning, and robust community services. The city benefits from a stable financial base, largely supported by its thriving tourism and real estate sectors. This economic stability allows for substantial investments in infrastructure, public safety, and community amenities. Indian Wells has well -
Council Agenda- September 4, 2025
developed emergency preparedness plans and collaborates with neighboring cities and county services to ensure
comprehensive disaster response
capabilities.
Moreover, the city prioritizes
sustainability and environmental
stewardship, implementing initiatives
to conserve water and energy,
crucial in its desert climate. The local
government actively engages with
residents through various forums and
community programs, fostering a strong sense of community and ensuring that public services are responsive to the needs of its populace. With its strategic focus on maintaining a balanced budget, enhancing public services, and promoting sustainable development, Indian Wells is well-equipped to meet future challenges and continue providing a high standard of living for its residents.
2.8 Mitigation Overview
The City of Indian Wells has implemented a
comprehensive mitigation strategy to
address a wide range of hazards, including
drought, earthquakes, wildland-urban
interface fires, extreme heat, floods, strong
winds, and terrorism. The city's drought
mitigation efforts focus on water
conservation through drought -resistant
landscaping, water -saving technologies,
and strict water usage regulations.
Earthquake preparedness includes
adherence to stringent building codes and
public education campaigns. To combat
wildland-urban interface fires, the city
collaborates with local fire departments on vegetation management and invests in advanced firefighting equipment. Extreme heat mitigation involves providing cooling centers and promoting public awareness about heat -related health risks.
Flood management strategies include upgrading stormwater drainage systems _ .1..,,_,:.=,.. ..._.,--L' ,
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Council Agenda- September 4, 2025
and maintaining retention basins. The city also
addresses strong winds by enforcing building
standards that enhance structural resilience. To
counter terrorism, Indian Wells coordinates with
local law enforcement and emergency services
to implement security measures and conduct
regular drills. Community engagement and
education are integral to the city's approach,
ensuring residents are well-informed and
prepared for various hazards. Additionally,
Indian Wells seeks state and federal funding and
collaborates with regional agencies to enhance
overall resilience and safety.
2.9 Planning Assumptions
The Planning Assumptions section of the Emergency Operations Plan (EOP) for the community, city, and county levels establishes the foundational conditions that influence emergency preparedness and response. It recognizes that emergencies and disasters can occur suddenly, affecting all levels of government and requiring a collaborative, multi -jurisdictional approach. At the community level, it is assumed that local residents and businesses may face significant disruption to daily life and services. The city must anticipate the need for immediate resource allocation and coordination with neighboring jurisdictions. At the county level, planning assumes that regional support and coordination involving multiple agencies and departments will be necessary to manage large- scale incidents effectively. These assumptions guide the development of flexible, scalable response strategies to protect public safety, critical infrastructure, and essential services during times of crisis.
Community Planning Assumptions
Inclusive Planning
The plan applies to the entire Indian Wells
community, including underserved groups,
vulnerable populations, and those with access
and functional needs.
Self -Sufficiency
Residents should be prepared to be self-
sufficient for at least 7 days with food, water (1
gallon/person/day), and medical supplies.
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Family Disaster Plans
Households are encouraged to develop and
maintain a family disaster plan to enhance
readiness.
Business Continuity Planning
(BCP)
Business owners should establish BCPs to
increase operational resilience during and after
emergencies
Evacuation without Warning
Some emergencies may require immediate,
large-scale evacuation with little or no advance
notice; neighboring jurisdictions may serve as
host communities.
Resident Evacuation
Residents may need to evacuate their homes if
staying in place poses a threat to their safety.
Community Support
Expectations
Individuals, community organizations, and
businesses are expected to contribute services
and support during disasters.
Accessible Public Materials
All public -facing materials related to this plan
will be available in accessible formats to ensure
inclusive communication.
City Planning Assumptions
City Responsibility in
Emergencies
The City of Indian Wells is primarily responsible
for emergency actions and will commit
available resources to protect life, property, and
the environment.
Contract City Limitations
As a contract city, Indian Wells does not have
immediate control over all resources and relies
on contracted services.
Use of ICS, SEMS, and NIMS
The City follows the principles of the Incident
Command System (ICS), Standardized
Emergency Management System (SEMS), and
National Incident Management System (NIMS).
Emergency Services
Director Role
The City Manager, as Director of Emergency
Services, coordinates disaster response per
Municipal Ordinance 2.32.
Operational Area
Participation
The City actively participates in the Riverside
County Operational Area for regional
coordination and support
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Resource Sharing Within the
Community
City resources will be made available, when
possible, to support local agencies and citizens
during disasters.
Initial Resource
Commitment
The City will exhaust its reasonable internal
resources before requesting mutual aid.
Mutual Aid Requests
Mutual aid will be requested when the City's
needs exceed its available resources and
capabilities.
Operational Area Planning Assumptions
SEMS Requirement for OA
Structure
California SEMS mandates the County of
Riverside Board of Supervisors to establish an
Operational Area (OA) covering all political
subdivisions, including cities, special districts,
and school districts.
OA vs. County Distinction
The County of Riverside is an OA member but
operates separately. County personnel may
function under OA or County roles depending
on the situation. For coordination, OA Members
may treat OA and County EOCs as one.
Agency Planning and
Training
All OA agencies have developed emergency
plans and procedures aligned with this plan and
have trained staff accordingly.
Use of SEMS and NIMS
All OA Members and political subdivisions will
use SEMS and NIMS for response and recovery
operations.
Operational Area
Coordination
The County Director of Emergency
Management/Operational Area Coordinator
(DEM/OAC) will lead the OA response in
compliance with laws and ordinances.
County Resource Sharing
County of Riverside resources will be made
available to the OA and all OA Members during
emergencies.
Mutual Aid Requirement
Mutual aid agreements support the OA's
emergency response. OA Members must use
their own resources before requesting mutual
aid.
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Regional/State Mutual Aid
Requests
OA resources will be committed to a
reasonable degree before requesting
assistance from the regional or state levels.
Local -Level Coordination
Priority
Emergency response coordination should begin
at the lowest level of government directly
affected.
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SECTION 3 CONCEPTS OF OPERATIONS (CONOPS)
The purpose of this CONOPS is to provide a broad, overarching framework that describes how the City of Indian Wells will prepare for and respond to emergencies and disasters. It sets out the leadership's intent, key objectives, and the approach for achieving a successful response and recovery. The CONOPS integrates the city's field operations with the Emergency Operations Center (EOC) to ensure a coordinated, effective response.
The City of Indian Wells' primary objective during an emergency is to protect life, property, and the environment while maintaining the continuity of government functions. The city's leadership aims to minimize the impacts of hazards by:
• Ensuring effective communication and coordination between field responders and the EOC.
• Implementing timely and efficient evacuations if necessary. • Coordinating resources to sustain operations until normal conditions are restored.
In the event of a large-scale incident, the City Manager, serving as the EOC Director, will work closely with key department heads, neighboring jurisdictions, and Riverside County to ensure a unified and scalable response.
3.1 Operational Goals and Objectives
The City of Indian Wells will achieve the following goals through its CONOPS:
1. Rapid Notification and Alerting: Ensuring timely dissemination of emergency alerts to both residents and visitors using systems such as WEA (Wireless Emergency Alerts), Reverse 911, and coordination with hotels and public venues.
2. Effective Incident Command: Establishing and maintaining a clear command structure using the Incident Command System (ICS). The City's EOC will be activated depending on the severity of the incident, and the City Manager will oversee operations.
3. Resource Coordination and Mutual Aid: Efficiently mobilizing and managing local resources, including personnel, equipment, and facilities.
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The city will coordinate mutual aid with Riverside County and neighboring jurisdictions to supplement local response capabilities.
4. Life Safety and Property Protection: First responders must swiftly act to protect lives, mitigate hazards, and stabilize incidents. Evacuations will be prioritized where necessary, with special attention given to vulnerable populations (e.g., seniors, and tourists).
5. Continuity of Operations: Ensuring continuity of critical city services and government functions, even during long -duration incidents. City departments will enact their respective Continuity of Operations Plans (COOP) to maintain essential operations.
Community Lifelines
Community Lifelines are resources that serve to enable the continuous operation of whole communities and critical government and business functions during a disruption of essential services. Lifelines provide a connection to the critical and most fundamental services needed during an incident and in recovery stages. As part of the ConOps, the Community Lifeline construct will be prioritized as they are essential to human health and safety and/or economic security. The construct below details the Lifeline components.
Law
Enforcement
Security
Potable
water Infrastructure
Search and
Rescue
Food
Cit
Medical Care Power (Grid)
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Hydration Patient Movement Fuel
Shelter Pubic Health
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Government
Services
Community Safety
Agriculture Fatality
Management
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Medical
Supply Chain
Infrastructure Highway,/Roadway Facilites
Alerts.
Warnings. and
Messages
Mass Transit
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911 and Dispatch Railway
Ekl
Responder
Communications
o
Finance
Aviation
Maritime
•' MAT'
Pollutants.
Contaminants
FEI
`ewter
Management
Council Agenda- September 4, 2025
Role of Lifelines in Incident Response
Lifelines provide a frame of reference that assists responders with root cause analysis, assessing conditions, identifying interdependencies, and organizing lines of communication. Lifelines drive incident responses as they help responders to establish priorities and maintain the response until the lifelines are stabilized. The Process Below details the response implementation, steered by Lifelines:
Lifelines Drive Response
Incident responders assess lifeline condition, establish priorities, organize lines of effort, and respond until the lifelines are stabilized
Incident Response
long-term.
permanent
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targets
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Disruption
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•
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condition.
assign
status. and
adjust
stabilization
targets for
each lifeline
Establish
incident
priorities
around
unstable
lifelines and
components
Reassess
• lifeline
condition
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Organize
response
activities
around lines
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accomplish
incident
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Establish
• additional
logistics and
resource
requirements
Stabilize
all
lifetimes
Version 2.0 - 11/2019
3.2 Phases of Emergency Management
The City of Indian Wells employs the Emergency
Management Cycle as a foundational framework to
effectively accomplish its objectives. This cycle
comprises four interconnected and overlapping
phases: Preparedness, Response, Recovery, and
Mitigation. Depending on the scope and severity of
an incident or planned event, these phases may
occur simultaneously. Each phase influences the
others, and the city's ability to address the demands
of each phase is shaped by economic, physical,
social, cultural, and environmental factors.
Council Agenda- September 4, 2025
I. Preparedness Phase
Preparedness in the City of Indian Wells emphasizes the readiness of the whole community and individuals
through education, planning, and training for events that cannot be mitigated or prevented. The city works to raise awareness of local hazards and improve skills to boost
community resilience and reduce vulnerability, with a
focus on reaching all vulnerable populations.
As part of its comprehensive preparedness program, Indian Wells develops plans, maintains prevention programs, manages resources, establishes mutual aid agreements, trains personnel, and educates the public. Key actions include creating disaster preparedness plans, maintaining emergency kits, and first aid training.
The city follows the National Preparedness Cycle: Planning, Organizing, Equipping, Training, Exercising, and Evaluating its preparedness goals.
Increased Readiness:
Disaster plans are reviewed to guide disaster response and increase available resources. Planning activities include developing hazard analyses, training response personnel, and improving public information and communications systems. Public awareness and education create resiliency from the bottom up, so our communities are less likely to need help if they can sustain themselves.
Critical facilities undergo last-minute preparations, additional staff and resources are brought in, and warning systems are utilized to test and let staff know what efforts are occurring.
Council Agenda- September 4, 2025
II. Response Phase:
The emergency response phase can be further broken
down into:
✓ Pre -Emergency
✓ Emergency
✓ Sustained Emergency
Pre -Emergency
When a disaster is inevitable, actions are precautionary and emphasize the protection of life. Typical responses might be:
Emergency Action
Description
1. Evacuation of threatened
populations
Move at -risk individuals to designated
safe areas.
2. Public notification and safety
advisories
Inform threatened populations of the
emergency and outline safety
measures.
3. Notify organizational leadership
and partners
Ensure internal and external partners are
aware of the situation.
4. Notify the Riverside County
Operational Area
Advise the Operational Area per
established coordination protocols.
5. Identify and request mutual aid
Determine resource gaps and request
support through proper mutual aid
channels.
6. Proclaim a Local Emergency
Local authorities issue a proclamation;
templates available in the Disaster
Recovery Annex.
Emergency Response:
During this phase, emphasis is placed on the support of saving lives and property, controlling the situation, and minimizing the effects of the disaster. Immediate response is accomplished through timely and effective deployment and the activation of designated department operations centers and emergency operations centers. One or more of the following conditions will apply during this phase:
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1. Support incident response
Assist field operations and provide
resources as needed.
2. Maintain situational awareness
and a common operating
procedure
Ensure consistent understanding across
all involved agencies and personnel.
3. Provide accessible mass
notification and evacuation
instructions
Communicate clearly with all affected
residents, including instructions for pet
evacuation.
4. Determine shelter and care
requirements
Assess the need for and prepare to
open care, reception, and shelter
facilities.
5. Act as a liaison across agencies
and sectors
Facilitate coordination and
collaboration among local, tribal, state,
federal, private, and nonprofit
stakeholders.
6. Ensure a smooth transition from
response to recovery
Begin planning for recovery early and
align operations to support long-term
community recovery efforts.
The emergency management organization will give priority to the following operations:
Priority Operation
Description / Focus
Emergency public information and
warnings
Provide timely, accurate information
and alerts to the whole community.
Situation analysis
Gather, assess, and share incident data
to guide decision -making.
Resource allocation and control
Distribute and manage personnel,
equipment, and supplies effectively.
Evacuation and rescue operations
Ensure the safe evacuation and rescue
of threatened populations.
Medical care operations
Coordinate healthcare resources.
Care and shelter operations
Offer safe shelter, basic needs, and
support services for displaced
individuals.
Access and perimeter control
Maintain safety and security through
controlled access to affected areas.
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Restoration of vital services and
utilities
Restore power, water, communications,
and other critical services as quickly as
possible.
Proclamations
Depending on the severity of the emergency, the Riverside County OA EOC may be activated to coordinate emergency activities for jurisdictions within Riverside County OA. An emergency may be proclaimed at the city and/or county levels. Cal OES may request a gubernatorial proclamation of a State of Emergency. Should a State of Emergency be proclaimed, state agencies will, to the extent possible, respond to requests for assistance. These activities will be coordinated with Cal OES, which may activate the State Operations Center (SOC) in Sacramento to support regions within the state, state agencies, and other entities in the affected areas and to ensure the effectiveness of the state's emergency response. The State Southern Regional EOC (REOC) in Los Alamitos will support the Riverside County OA EOC. If the Governor requests and receives a Presidential Declaration of an Emergency or a Major Disaster under Public Law 93- 288, he/she will appoint a State Coordinating Officer (SCO). Federal and State coordinating officers use the options in the strategic plan to make decisions regarding priorities and resources for recovery operations and to coordinate with other State and Federal agencies to leverage available resources and funding.
Proclaiming an Emergency
The California Emergency Services Act provides for three types of emergency proclamations in California:
1. Local Emergency
2. State of Emergency
3. State of War Emergency
Emergency proclamations expand the emergency powers and authorities of the State and its political subdivisions. They also provide a mechanism for unaffected jurisdictions to provide resources and assistance to affected jurisdictions. Although emergency proclamations facilitate the flow of resources and support to the affected jurisdiction and local government, they are not a prerequisite to providing mutual aid and assistance under existing agreements or requesting assistance from agencies such as the American Red Cross, Riverside County OA, or the State of California. See the City of Indian Wells Recovery Annex for more information and templates.
Council Agenda- September 4, 2025
Definition of Local Emergency
"Local emergency" means the duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within the territorial limits of a county, city and county, or city, caused by conditions such as air pollution, fire, flood, storm, epidemic, riot, drought, cyberterrorism, sudden and severe energy shortage, deenergization event, electromagnetic pulse attack, plant or animal infestation or disease, the Governor's warning of an earthquake or volcanic prediction, or an earthquake, or other conditions, other than conditions resulting from a labor controversy, which are or are likely to be beyond the control of the services, personnel, equipment, and facilities of that political subdivision and require the combined forces of other political subdivisions to combat, or with respect to regulated energy utilities, a sudden and severe energy shortage or deenergization event that requires extraordinary measures beyond the authority vested in the Public Utilities Commission. (California Code, GOV 8558)
California Government Code (Govt. Code) section 8558 (c) Issued by (Govt. Code
section 8630(a))
• Governing body of a city, county, or city and
county, or
• An official designated by an ordinance
adopted by that governing body (e.g.,
police/fire chief, director of emergency
services).
Purpose (Govt. Code
sections 8625 and 8634)
• Authorizes the promulgation of orders and
regulations necessary to protect life and
property (e.g., special purchasing or
emergency contracting).
• Describes the circumstances that may support
the need for issuance of a State of Emergency
Proclamation and/or Executive Order.
• Supports requests for a Director's
Concurrence, Governor's Proclamation of a
State of Emergency, Executive Order,
California Disaster Assistance Act (CDAA)
funding, and/or a Presidential Declaration of
an Emergency or Major Disaster.
Deadlines
• Issuance: Within 10 days after the actual
occurrence of a disaster if assistance will be
requested through CDAA (Govt. Code section
8685.2) .
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• Ratification: If issued by an official designated
by ordinance, must be ratified by the
governing body within 7 days (Govt. Code
section 8630(b)).
• Renewal: Reviewed at least once every 60
days by the governing body until terminated
(Govt. Code section 8630(c)).
• Termination: At the earliest possible date,
conditions warrant (Govt. Code section
8630(d)).
Notification Process (consistent with the Standardized Emergency Management System (Govt. Code section 8607)):
• Local governments should notify the Operational Area (OA) and provide a copy of the local emergency proclamation as soon as possible. • OA shall notify Cal OES and provide a signed copy of the proclamation as soon as possible.
• Cal OES Region will ensure notification to the Cal OES Director and Deputy Directors and shall be the primary contact between the Cal OES Director, OA, and the local jurisdiction for updates on any requests for assistance. • The Cal OES Director will respond in writing to the local government concerning the status of any requests for assistance included within the local proclamation or accompanying letter.
Levels of Disaster Assistance
Director's Concurrence
Purpose
CDAA authorizes the Cal OES Director, at his or
her discretion, to provide financial assistance to
repair and restore damaged public facilities and
infrastructure.
Deadline
Cal OES must receive a request from the local
government within 10 days of the disaster's actual
occurrence (Govt. Code section 8685.2).
Supporting Information
Includes a Local Emergency Proclamation, an
Initial Damage Estimate (IDE) submitted by the
City to the Operational Area (OA), and a formal
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request for assistance from the City's Director of
Emergency Services, Mayor, City Manager, or the
County Board of Supervisors.
Governor's
Proclamation of State of Emergency
Purpose
Provides the Governor with powers authorized by
the Emergency Services Act; may authorize the
Cal OES Director to provide financial relief under
the California Disaster Assistance Act for
emergency actions, restoration of public facilities
and infrastructure, and hazard mitigation;
prerequisite when requesting a federal
declaration of a major disaster or emergency.
Deadline
Cal OES must receive a request from the local
government within 10 days of the disaster's actual
occurrence (Govt. Code section 8685.2).
Supporting Information
Local Emergency Proclamation IDE prepared,
and the City Mayor, administrative Officer, or
County Board of Supervisors requested it.
Presidential Declaration of an Emergency
Purpose
Supports response activities of the federal, state,
and local government; authorizes federal
agencies to provide "essential" assistance,
including debris removal, temporary housing, and
the distribution of medicine, food, and other
consumable supplies.
Deadline
The Governor must request federal emergency
assistance on behalf of local government within
five (5) days after the need for federal
emergency assistance becomes apparent, but
no longer than 30 days after the incident occurs
(Title 44 of the Code of Federal Regulations (44
CFR) section 206.35(a)).
Council Agenda- September 4, 2025
Supporting Information
All the supporting information required above
and a Governor's Proclamation, certification by
the Governor that the effective response is
beyond the capability of the state, confirmation
that the Governor has executed the state's
emergency plan, information describing the state
and local efforts, and identification of the specific
type and extent of federal emergency assistance
needed.
Presidential Declaration of an Emergency
Purpose
Supports response activities of the federal, state,
and local government; authorizes federal
agencies to provide "essential" assistance,
including debris removal, temporary housing, and
the distribution of medicine, food, and other
consumable supplies.
Deadline
The Governor must request federal emergency
assistance on behalf of local government within
five (5) days after the need for federal
emergency assistance becomes apparent, but
no longer than 30 days after the incident occurs
(Title 44 of the Code of Federal Regulations (44
CFR) section 206.35(a)).
Supporting Information
All the supporting information required above
and a Governor's Proclamation, certification by
the Governor that the effective response is
beyond the capability of the state, confirmation
that the Governor has executed the state's
emergency plan, information describing the state
and local efforts, and identification of the specific
type and extent of federal emergency assistance
needed.
Council Agenda- September 4, 2025
Presidential
Declaration of a Major Disaster
Purpose
Supports response and recovery activities of the
federal, state, and local government and disaster
relief organizations; authorizes implementation of
some or all federal recovery programs, including
public assistance, individual assistance, and
hazard mitigation.
Deadline
The Governor must request a federal declaration
of a major disaster within 30 days of the
occurrence of the incident (44 CFR section
206.36(a)).
Supporting Information
All the supporting information required above, a
Governor's Proclamation, certification by the
Governor that the effective response is beyond
the capability of the state, confirmation that the
Governor has executed the state's emergency
plan, and identification of the specific type and
extent of federal aid required.
III. Recovery Phase
Recovery operations address the procedures for
accessing Federal and state programs available for
individual, business, and public assistance following a disaster. This phase continues long after the disaster is over with the purpose of getting the community back
to normal, recovering disaster response funding, and
learning from the response to prepare and mitigate for
future responses.
Some of the recovery actions taken by the City of Indian Wells include, but are not limited to:
• Debris Removal
Council Agenda- September 4, 2025
• Providing behavioral and medical
community
• Developing interim and
permanent housing solutions
• Supporting local assistance
centers
• Rebuilding damaged
infrastructure based on
community needs
• Restoring historically or
culturally significant locations
• Implementing economic
revitalization strategies in
affected areas
• Recovery of costs associated
with response and recovery
efforts
health services to the whole
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Recovery operations follow a phased and scalable approach, beginning with short-term actions such as debris removal, damage assessments, restoration of essential services, and sheltering support. These efforts transition into intermediate and long-term recovery, which may include rebuilding infrastructure, restoring the local economy, addressing unmet community needs, and implementing hazard mitigation measures to reduce future risk.
City departments are responsible for leading or supporting recovery tasks aligned with their normal functions, with coordination through the EOC Recovery Section to ensure unified efforts and communication. The City of Indian Wells emphasizes a whole -community approach during recovery, engaging residents, businesses, nonprofits, and other stakeholders to ensure recovery is inclusive, equitable, and resilient. See the Disaster Recovery Annex for more information IV. Mitigation Phase
Mitigation involves actions taken to prevent a disaster or reduce the severity and impact of an event. During the
mitigation phase, efforts are made to reduce or eliminate long-term risks to human life and property from both natural and human -caused hazards. These actions occur both
before and after an event.
Council Agenda- September 4, 2025
Hazard mitigation efforts in Indian Wells include enforcing building codes, floodplain management, and zoning ordinances, maintaining city infrastructure such as roads and drainage systems, deploying early warning systems to alert the public, and engaging in hazard mitigation planning.
Mitigation Planning and Processes
The City of Indian Wells' mitigation activities are guided by its Local Hazard Mitigation Plan (LHMP). This plan serves as the city's official statement on hazard mitigation goals, strategies, and priorities, providing a comprehensive assessment of the city's hazards and vulnerabilities.
Pre -Disaster Mitigation
Pre -disaster mitigation focuses on reducing risks to people and structures by addressing both natural and human -caused hazards before a disaster occurs. A key strategy for the City of Indian Wells is to strengthen the resilience of critical infrastructure and community assets. According to a study by the National Institute of Building Sciences, every dollar invested in federal mitigation measures saves an average of $6 in future disaster recovery costs. These savings demonstrate the long-term value of proactive planning and investment in mitigation efforts. (Natural Hazard Mitigation Saves: 2019 Report National Institute of Building Sciences)
Post -Disaster Mitigation
Post -disaster mitigation aims to reduce future damage in affected areas and minimize the loss of life and property after incidents. The key steps in hazard mitigation are:
• Hazard identification.
• Vulnerability analysis.
• Defining a hazard mitigation strategy.
• Implementation of mitigation activities and projects.
For additional details on the City of Indian Wells' mitigation strategies and ongoing efforts to reduce disaster risk, refer to the 2023 Local Hazard Mitigation Plan (LHMP). This plan outlines the city's prioritized mitigation actions, identified hazards, and long-term strategies to protect residents, property, and critical infrastructure. It serves as a comprehensive resource for understanding how Indian Wells is proactively working to enhance community resilience and minimize future disaster impacts.
Council Agenda- September 4, 2025
3.3 Presidential Policy Directive 8- the National Preparedness Goal The Presidential Policy Directive 8 (September 201 1) directed the creation of the National Preparedness Goal (NPG) by stating:
"I hereby direct the development of a national
preparedness goal that identifies the core
capabilities necessary for preparedness and a
national preparedness system to guide activities
that will enable the Nation to achieve the goal. The
system will allow the Nation to track the progress of
our ability to build and improve the capabilities
necessary to prevent, protect against, mitigate the
effects of, respond to, and recover from those
threats that pose the greatest risk to the security of
the Nation."
The National Preparedness Goal, which was published in 201 1 and again in 2015, is:
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"A secure and resilient nation with the capabilities required across the whole community to prevent, protect against, mitigate, respond to, and recover from the threats and hazards that pose the greatest risk."
The National Preparedness Goal is meant to strengthen the security and resilience of the United States, preparing for threats with the greatest risk to the Nation, such as terrorism, cyberattacks, pandemics, and catastrophic natural disasters.
National preparedness is a shared responsibility between governments, the private sector, the nonprofit sector, and individual citizens. Key elements of the National Preparedness Goal include:
• National Planning Frameworks organized to achieve the NPG:
o National Prevention Framework: Prevent, avoid, or stop an imminent, threatened, or actual act of terrorism.
o National Protection Framework: Protect our citizens, residents, visitors and assets against the greatest threats and hazards in a manner that allows our interests, aspirations, and way of life to thrive. o National Mitigation Framework: Reduce the loss of life and property by lessening the impact of future disasters.
o National Response Framework: Respond quickly to save lives, protect property and the environment, and meet basic human
in
2
Council Agenda- September 4, 2025
needs in the aftermath of a catastrophic incident.
o National Disaster Recovery Framework: Recover through a focus on the timely restoration, strengthening, and revitalization of infrastructure, housing, and a sustainable economy, as well as the health, social, cultural, historical, and environmental fabric of communities affected by a catastrophic incident.
• 32 Core Capabilities
• Strategic National Risk Assessment Scenarios
• Resiliency of "the whole community to prevent, protect against, mitigate, respond to, and recover from the threats and hazards that pose the greatest risk."
3.4 National Incident Management System and Standardized Emergency Management System
The City of Indian Wells and the State of California respond to emergencies and disasters by utilizing the National Incident Management System (NIMS) and the California Standardized Emergency Management System (SEMS). NIMS and SEMS provide a standardized and effective approach to managing multi -agency and multi -jurisdictional emergencies. By standardizing key elements of the emergency management process, these systems enhance the flow of information within and between various levels of response and facilitate coordination among all responding agencies.
NIMS and SEMS operate through several levels, activated as needed, starting from the field level (the lowest response level) and escalating to local government levels (city, county, or special district), the Operational Area level, the regional level, and ultimately the state level. This "bottom -up" approach supports the responsibility of local governments, like the City of Indian Wells, to protect their citizens while allowing for "top -down" sharing of resources, alerts, warnings, and intelligence.
3.5 National Incident Management System (NIMS)
Homeland Security Presidential Directive -5 (HSPD-5) established the National Incident Management System (NIMS), integrating best practices into a consistent, flexible, and adjustable nationwide approach for emergency management.
Using NIMS, Federal, State, local, and tribal governments, as well as private sector and non -governmental organizations, work together to prepare for, respond to, and recover from domestic incidents, regardless of cause, size, or complexity.
Council Agenda- September 4, 2025
Federal and State government agencies are required to use NIMS, while local government agencies and special districts must use NIMS to be eligible for federal funding for emergency and disaster preparedness activities.
3.6 Incident Command System (ICS)
The Incident Command System (ICS) - which is a part of both SEMS and NIMS, is a standardized, on -scene, all -hazards incident management approach that:
• Allows for the integration of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure. • Enables a coordinated response among various jurisdictions and functional agencies, both public and private.
• Establishes common processes for planning and managing resources.
ICS is used by all levels of government —Federal, State, tribal, and local —as well as by many nongovernmental organizations and the private sector. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the management of resources during incidents. ICS is also applicable across disciplines. It is structured to facilitate activities in five major functional areas: Command, Operations, Planning/Intelligence, Logistics, and Finance/Administration. All the functional areas may or may not be used depending on the needs of the incident.
3.7 Unified Command
In the event of an emergency or disaster affecting the City of Indian Wells, the implementation of a Unified Command structure is essential for ensuring coordinated and effective response efforts. Unified Command allows multiple agencies with jurisdictional or functional responsibilities to collaborate on decision -making, enabling a seamless integration of resources and expertise. This approach ensures that all involved agencies share a common set of objectives and a cohesive strategy for addressing the incident. By fostering open communication and joint planning, Unified Command reduces redundancy, resolves jurisdictional conflicts, and enhances resource allocation. This collaboration includes local government agencies, neighboring jurisdictions, state and federal agencies, and relevant non -governmental organizations. By working together, these entities can more effectively address complex incidents
Council Agenda- September 4, 2025
that cross jurisdictional boundaries, ensuring a unified and efficient response that prioritizes the safety and well-being of the community. r 1
3.8 Standardized Emergency Management System (SEMS)
SEMS is required by the California Emergency Services Act (Government Code Section 8607(a)) for managing multiagency and multijurisdictional responses to emergencies in California. The system unifies all elements of California's emergency management community into a single integrated system and standardizes key elements. SEMS incorporates the use of the Incident Command System, California Disaster and Civil Defense Master Mutual Aid Agreement, the Operational Area concept, and multiagency coordination. State agencies are required to use SEMS, and local government entities must use SEMS to be eligible for any reimbursement of response -related costs under the state's disaster assistance programs.
What sets SEMS apart from the Incident Command System (ICS) is that ICS applies to field operations, and SEMS originated at the state level to coordinate multiagency resources and work together in a coordinated effort to share critical resources and prioritize incidents. The unified command is what allows multiple agencies with responsibility for an incident, either geographical or functional, to manage an incident by establishing a common set of incident objectives and strategies. This is accomplished without losing or abdicating agency, authority, autonomy, responsibility, or accountability.
Council Agenda- September 4, 2025
SEMS Organizational Levels
Field (IC)
Local
Government
/City
Operational
Area/County
OES Region
--Itr.
Ault'
State
Level
Description
Key Activities
Field
,
:
Seavcrs
The field level is where emergency
response personnel and resources,
under the command of responsible
officials, carry out tactical
decisions and activities in direct
response to an incident.
•
•
First responders arrive
at an incident and
assess the situation
Set up incident
command
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The local level includes cities,
counties, and special districts.
Local governments manage and
coordinate the overall emergency
response and recovery activities
within their jurisdiction. They are
required to use SEMS when their
Emergency Operations Center
(EOC) is activated, or a local
emergency is proclaimed to be •
eligible for state reimbursement of
response -related costs.
•
•
•
•
Activate the EOC
Receive information
from first responders
Determine resource
needs
Coordinate with the
Riverside County
Operational Area for
resources
Coordinate and
communicate with
field resources
Operational
Area
An Operational Area is the
intermediate level of the
emergency management
organization which encompasses a
county's boundaries, and all
political subdivisions located within
•
•
Activate memoranda
of understanding
(MOU)/memoranda of
agreement (MOAs)
Determine resource
gaps
Council Agenda- September 4, 2025
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those boundaries, including special
districts. The Operational Area
facilitates and/or coordinates
information, resources, and
decisions regarding priorities
among local governments within
the Operational Area. The
• Initiate requests for
assistance to the
region
• Continue coordination
with Indian Wells and
the region
Operational Area serves as the
coordination and communication
link between the local level and
regional level. State, federal, and
tribal jurisdictions in the
Operational Area may have
statutory authorities for response
like that at the local level. Riverside
County serves as the operational
area for the City of Indian Wells.
Region
The regional level manages and
• Activate the REOC
coordinates information and
• Activate regional
resources among Operational
MOU/MOAs
, .
Areas within the mutual aid region
and between the Operational
• Initiate requests for
assistance to the state
Area and the state level. The
• Continue coordination
.,
regional level also coordinates
overall state agency support for
with the Operational
Area and the state -
emergency response activities
within the region. California is
divided into three Administrative
level
Regions - Coastal, Inland, and
Southern - which are further
divided into six mutual aid regions.
The regional level operates out of
the Regional Emergency
Operations Center (REOC). The
City of Indian Wells is part of
Mutual Aid Region VI and the
California Governor's Office of
Emergency Services (Cal OES)
Inland Region
Council Agenda- September 4, 2025
State
OES
CC regional
Cal OES prioritizes tasks and
coordinates state resources in
response to requests from the
level. It also coordinates
mutual aid among the mutual aid
regions and between the regional
and state levels. The state level
also serves as the coordination
and communication link between
the state and the federal
emergency response system. The
state -level requests assistance from
other state governments through
the Emergency Management
Assistance Compact (EMAC) and
similar interstate
compacts/agreements and
coordinates with the Federal
• Activate the SOC
• Receive requests from
the Operational Area
or regional level
• Prioritize resources
and activate
MOU/MOAs with other
states
• Identify gaps and
communicate to
FEMA
• Continue
coordination with
county, region, other
states, and FEMA
Emergency Management Agency
(FEMA) when federal assistance is
requested. The state -level operates
out of the state operations center
(SOC) .
Federal
FEMA coordinates the federal
• Implement the
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response to a disaster that has
National Response
,
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occurred in the United States and
that overwhelms the resources of
local and state authorities. Unless
the disaster occurs on federal
property, the Governor must
declare a State of Emergency and
formally request from the President
that FEMA and the federal
government respond to the
disaster. FEMA provides specialized
expertise, equipment, and funding
for disaster response and recovery
efforts as requested through the
state
Framework (NRF)
• Implement the
National Disaster
Recovery Framework
(NDRF)
• Organize the federal
response
• Coordinate with all
federal and state
partners
Council Agenda- September 4, 2025
SECTION 4 ORGANIZATION AND ASSIGNMENT OF
RESPONSIBILITIES
The City of Indian Wells provides a structured approach to managing emergencies through clearly defined roles and responsibilities. This section assigns specific duties to essential city personnel, departments, and partner agencies to ensure a coordinated and efficient response. The City Manager serves as the Director of Emergency Services, overseeing all emergency operations and resource management. The Emergency Management Division leads the activation and operation of the Emergency Operations Center (EOC), facilitating communication and coordination among response teams. Additionally, a Policy Group, composed of key city officials, is established to provide strategic oversight, make critical decisions during emergencies, and ensure that the city's emergency management policies align with the overall goals and needs of the community. This comprehensive organizational structure enhances Indian Wells' ability to effectively respond to and recover from emergencies, fostering collaboration and clear communication among all involved parties.
4.1 SEMS Functions
SEMS requires that any emergency response involving multiple jurisdictions or agencies incorporate the six SEMS functions: Policy Group, Command/Management, Operations, Planning/Intelligence, Logistics, and Finance/Administration. These functions must be implemented at every level of the SEMS organization.
[7 7=
Public Information
Officer
Liaison Offcer
ROC Manager/
I Safety Officer
I Legal Officer
Operation Section
Chief
4 Fire
Branch
Law
Branch
AIN/ Mass Core a
Shelter/ Animal Services
Branch
Const/
Assessment
Branch
Planning and Intel
Section Chief
Situation Analysis/
Documentation
Branch
4 Advanced Planning
Branch
GIS/ Mapping Branch'
Logistics
Section Chief
Communications 8 IT
Branch
Personnel/ Volunteer/
Donation Management
Branch
Supplies S Resource
Tr. king/ Tan padatlo
Branch
Finance & Admin
Section Chief
Records/ Time
Keeping Branch
Expenditures/ Recovery
Claims/ Recovery
Branch
4 Procurement Branch
Council Agenda- September 4, 2025
The City of Indian Wells uses the six SEMS functions for organizing emergency response at the field and the Emergency Operations Center (EOC). The field and EOC functions are illustrated in the following Comparison of Field and EOC.
Comparison of Field and EOC SEMS Functions
SEMS/ICS Function Field Response Level
Policy Group
Command/
Management
Operations
Planning and
Intelligence
N/A
Field commanders are
responsible for
directing, ordering, and
controlling resources,
assets, and personnel.
Implement tactical field
operations as specified
by the incident action
plan in a coordinated
manner.
Collect, evaluate, and
document intelligence
and situational
understanding of the
emergency.
EOC
In the EOC, the Policy
Group provides
guidance and advice
to EOC Management
and EOC Sections. The
Policy Group addresses
policy issues associated
with the incident (for
example, establishing a
curfew) and prepares
and executes mayoral
directives, orders,
resolutions, and/or
ordinances as
necessary.
EOC management is
responsible for the
facilitation and
execution of overall
policy, coordination,
and directing support
to first responders in the
field
Coordinate and/or
support all emergency
response operations in
accordance with the
EOC Action Plan.
Collect, evaluate, and
disseminate information
and maintain
documentation related
to the City of Indian
Wells emergency
Council Agenda- September 4, 2025
response activities.
Logistics
Provide facilities,
services, personnel,
equipment, and
materials to support the
emergency.
Provide facilities,
services, personnel,
equipment, and
materials to support the
emergency.
Finance and
Administration
Provide financial and
cost analysis and
administrative support
not handled by the
other sections.
Coordinate and
support administrative
and fiscal
responsibilities for the
overall emergency.
4.2 Emergency Operations Center Structure
The EOC and Policy Group are organized following NIMS, SEMS, and ICS principles and structure.
Policy Group
The Policy Group for the City of Indian Wells provides executive -level support and strategic guidance during emergency operations. This group ensures that emergency response decisions align with the City's policies, legal obligations, and community priorities. The Policy Group serves in an advisory capacity to the EOC Director and does not function as an operational or tactical unit.
This group may convene during major incidents, declared emergencies, or as needed to provide high-level direction on issues that affect the overall governance, legal standing, and financial management of the City's emergency response.
Potential Members of the Indian
Wells EOC Policy Group May Include
Mayor
•
Serves as the public face of the City
during emergencies
•
May issue emergency proclamations
•
May make public statements on
behalf of the City
City Council Representative (non-
•
Provides additional policy insight
quorum)
while maintaining compliance with
the Brown Act.
City Manager
•
Acts as the chief executive for
emergency policy decisions
Council Agenda- September 4, 2025
•
•
Provides overall leadership for
response coordination
Provides overall leadership for
recovery coordination
Assistant or Deputy City Manager
•
Supports the City Manager in
strategic planning and resource
allocation.
City Attorney
•
Advises on legal authorities,
emergency powers
•
Ensures actions comply with local,
state, and federal laws.
Finance Director or Chief Financial
•
Guides fiscal policy during
Officer
emergencies
•
Oversees emergency spending
•
Supports cost recovery efforts
Emergency Management
•
Provides situational briefings
Representative
•
Ensures policy decisions are informed
by operational needs
•
Ensures policy decisions are informed
by response capabilities
Public Safety Liaison (e.g., Sheriff or
•
Offers insight into law enforcement
Fire Chief Designee)
needs
•
Offers insight into fire services needs
•
Provides input on implications of
strategic decisions
The Policy Group plays a critical role in maintaining continuity of government, issuing or advising on emergency declarations, approving protective actions such as evacuations or curfews, and setting citywide response priorities. The Policy Group conducts all actions and discussions in a manner that complies with the Brown Act, ensuring transparency and public accountability.
4.3 Role of Elected Official
All disasters are inherently local events, and it
is the responsibility of local officials to provide
leadership and policy direction to their
jurisdiction before, during, and after a
disaster. It is crucial for local elected officials
to actively participate in ongoing
preparedness efforts, which involve activities
Council Agenda- September 4, 2025
aimed at readying the community for disasters and emergencies and supporting future response and recovery operations. The following section outlines the roles and responsibilities of local officials during and after a disaster.
Elected Official's Role During an Emergency Disaster: The primary role of an elected official during a disaster in Indian Wells is to provide support. As the incident unfolds, your primary responsibility is to empower and trust first responders and EOC staff to manage the situation as they have been trained. Initially, focus on stabilization and allow your team the time to address the immediate crisis. Your decision -making role will become more critical as the situation evolves. Key Responsibilities During an Emergency:
Responsibility
Description
1. Support and collaborate with
emergency management
officials
Facilitate communication with other
agencies, declare emergencies, and
issue orders as needed.
2. Communicate promptly and
clearly with constituents
Ensure the public receives timely,
accurate, and accessible information
during emergencies.
3. Maintain situational awareness
Stay informed about the evolving
situation and provide guidance when
appropriate.
4. Trust the emergency
management team
Rely on trained emergency personnel
to manage the incident effectively and
avoid unnecessary interference in
operational decisions.
5. Participate in planning and
recovery efforts
Engage in pre -disaster planning and
take an active role in recovery efforts
where leadership is critical.
6. Utilize an EOC Liaison
Use the EOC Liaison to receive real-time
updates and stay connected with
response efforts throughout the
incident.
This approach ensures that the City of Indian Wells can effectively respond to and recover from any disaster.
Elected Official's Role Following an Emergency Disaster: The primary role of an elected official in the City of Indian Wells after a disaster is one of leadership.
Once first responders and EOC staff have stabilized the situation, your leadership
Council Agenda- September 4, 2025
becomes essential to the recovery process. A community's foundation rests on law and order, governed by City Codes, Zoning Regulations, Building Codes, Police Enforcement, and more. These regulations remain vital after a disaster to ensure the community is rebuilt correctly. Adherence to the City's Codes and Regulations is crucial for a successful recovery. To support this goal, here are key responsibilities:
Responsibility
Description
1. Understand disaster assistance
programs
Become familiar with California and
Federal disaster declarations and the
application processes.
2. Support long-term community
recovery
Provide continuous support to residents,
understanding that full recovery may
take several years.
3. Promote resilient rebuilding
Identify opportunities to mitigate future
risks through strategic planning and
infrastructure improvements
4. Engage in the recovery process
Ask questions and stay involved,
recognizing that recovery programs
and funding can be complex and
detailed.
5. Enforce codes and regulations
Ensure that all rebuilding efforts comply
with applicable codes and standards
to maintain safety and community
integrity.
4.4 Role of City Departments
During an Emergency Operations Center (EOC) activation in Indian Wells, each City department is responsible for supporting emergency response and recovery objectives, leading the emergency functions assigned to them. Departments provide trained representatives to the EOC to coordinate personnel, resources, and information, ensuring effective incident management and communication across departments and jurisdictions. These representatives, trained in emergency management, have designated successors to maintain operations during extended emergencies. The following sections detail the specific responsibilities of each City department, with EOC staff roles outlined in the job aids included in EOC SOP Supporting Annex.
Council Agenda- September 4, 2025
Department
Roles and Responsibilities
City
Manager's
Office
The City Manager's Office is responsible for policy -level decisions during incident management. The City Manager
or a designee (e.g., Assistant City Manager or Emergency Services Manager) will act as the EOC Director, overseeing EOC operations and providing direction and policy
guidance. The office will also supply representatives to assist in the EOC and serve as liaisons if the operational area is activated. Responsibilities include forming policies, authorizing expenditures, supporting local emergency
operations, and other necessary actions. Additionally, the Public Information Officer (PIO) will manage the
dissemination of emergency information to the public and media.
Community
Development
Department
The Community Development Department is responsible
for providing support on public infrastructure
evaluation/damage assessment, identifying possible
shelter locations (ensuring the structural safety of the buildings), providing staff to the EOC, and administering evaluations and permits in the recovery process.
Department representatives from Community
Development lead the Planning Section and may serve in
a variety of EOC sections and branches, depending on
the needs of the incident.
Economic
Development
The Economic Development Division serves in the
Recovery Coordination Group following the response
phase of a disaster event as the city moves into the
recovery phase. Economic Development supports the
city's redevelopment and recovery strategies using current economic development strategies.
Finance
Department
The Finance Department is responsible for overseeing all expenditures related to emergency management and
response operations, including tracking and
documentation necessary for recovery reimbursement
purposes, as well as personnel time tracking during
emergency operations. Finance will provide department
representatives to staff the Finance Section in the EOC.
Department representatives will utilize established
procedures and protocols for expense tracking and
documentation but may also develop additional
procedures as necessary to meet the needs of
emergency operations. Finance will also provide staffing
Council Agenda- September 4, 2025
to the Procurement Unit in the Logistics Section in the EOC, utilizing established procedures and protocols for
purchasing, but may develop procedures as necessary to
support emergency operations.
Fire
Department
The Riverside County Fire Department is responsible for the management of fire operations within the city during
emergency response efforts. This includes the immediate first responder effort to manage any fires, as well as the management of a safe scene, recognition of potentially
hazardous materials, public safety on the scene, and
many other responsibilities. The Fire Department will
coordinate all response efforts and serve as the main
coordination point when requesting fire response or
emergency medical service (EMS) assistance from
neighboring jurisdictions. Fire services also include the provision of emergency medical services (EMS), which
provide life-saving medical care. Fire EMS personnel will work in coordination with private EMS providers to meet the needs of the incident in the event that Fire EMS is overwhelmed. A Fire Department representative will be
appointed to serve in the Fire Branch of the Operations Section in the EOC.
Information
Technology &
Risk
Management
Information Technology (IT) and Risk Management are
responsible for ensuring the operation of the city's critical IT infrastructure and addressing risk -related concerns during an emergency. IT will staff the Communications Unit in the EOC, providing technical support, GIS and mapping
assistance, and other essential technical resources. Risk Management will support efforts to assess and mitigate
potential operational risks associated with IT systems and emergency communications. A representative will be sent to the EOC when activated to ensure seamless
technological operations and risk management
throughout the emergency response.
Sheriff's
Department
The Sheriff's Department is responsible for law
enforcement operations and terrorism prevention within
the city. Deputies will respond to the immediate threats and dangers associated with any emergencies in the city.
The Sheriff's Department will support emergency
operations, including, but not limited to, prevention of threats, protection of the population, evacuation, and
damage assessment. A Sheriff's Department
Council Agenda- September 4, 2025
representative will be appointed to serve in the Law
Branch of the Operations Section in the EOC.
Public Works
The Public Works Department, including the Engineering
Department
Division, serves in a variety of roles to support emergency management and response operations. Responsibilities for Public Works include, but are not limited to, damage
assessment, critical infrastructure restoration, support for debris management, transportation, evacuation, and
general logistics operations. The Engineering Division
provides technical expertise in assessing structural integrity, evaluating infrastructure repairs, and supporting mitigation efforts. Public Works is also responsible for providing floodgate management services for designated areas
within the city. Department representatives will be
appointed to the EOC to serve in both the Operations and Logistics Sections. In addition, Public Works and the
Engineering Division will assist emergency operations by deploying personnel into the incident area to assess
damage, manage flood gates (if necessary), and begin
emergency restoration efforts. These operations will be coordinated with the EOC to ensure a unified and
effective response.
EOC, DOC and
While this Emergency Operations Plan is focused on the
Responder
City of Indian Wells' organizational response, all city Personnel
employees with responsibilities for emergency functions would greatly benefit from having a personal and family preparedness plan. Any city employee responsible for
reporting to the EOC or to field response operations should have a personal and family preparedness plan in place.
Personal and family preparedness planning supports city employees in ensuring the safety of their loved ones and, in turn, supports the employees in being available to
respond to their city emergency management
responsibilities. As a contract city without its own Sheriff or fire department, the City relies on the Riverside County Fire Department and Riverside County Sheriff's Department for service during routine and emergency conditions. During an emergency when the EOC is activated, the City and
the contract agencies will strive to assign and deploy
agency liaisons to the ICP or respective DOCs and EOCs
to facilitate effective interagency communication.
Council Agenda- September 4, 2025
4.5 Lines of Succession for Officials
The first step in assuring the continuity of government is to have personnel who are authorized and prepared to carry out emergency actions for the government in the event of a natural, technological, or national security disaster.
Title 2, Chapter 2.32.050 of the Indian Wells Municipal Code designates the City Manager as the Director of Emergency Services. Per Title 2, Chapter 2.32.060, the Director of Emergency Services is responsible for establishing an order of succession to ensure continuity of leadership if the Director is unavailable to perform duties or attend meetings during an emergency.
Lines of Succession
Service/ Department
Title/ Position
City Manager (Director of Emergency
1. City Manager
2. Assistant City Manager
3. Finance Director
Finance Department
1. Finance Director
2. Assistant Finance Director
3. Community Development
1. Community Development
Director
2. Senior Planner
3. Public Works
1. Public Works Director
2. Assistant Public Works Director
4.6 External Stakeholder Roles and Responsibilities
This section outlines the roles and responsibilities of key external agencies and partners that support the City of Indian Wells during emergency response and recovery operations. These stakeholders include local, county, state, federal, private sector, and nonprofit organizations that provide critical resources, expertise, and coordination.
Council Agenda- September 4, 2025
Stakeholder
Roles and Responsibilities
Riverside
County
Operational
Area
by OF A,�F
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The California Emergency Services Act designates each
county as an Operational Area to coordinate emergency
activities and resources of its political subdivisions. The governing bodies of political subdivisions within the
County of Riverside coordinate to establish the lead
agency for their Operational Area. The OA serves as a
coordinating link between the City of Indian Wells
government and the regional level of state government.
OA responsibilities involve coordinating with the
jurisdictions and organizations to deploy field -level
emergency response personnel, activate emergency
operations centers, and issue orders to protect the public.
Utilizing SEMS, City emergency response agencies
coordinate with their respective County partners to obtain information or resources that may not be procured
through local means. Depending on the need,
coordination with specific County entities occurs to
provide operational support.
State
California
of
Various state government agencies, including the
California Office of Emergency Services, provide a range of disaster/emergency-related services. Cal OES
implements the Emergency Services Act (ESA) and
performs functions to support and enhance all phases of emergency management for state government and its
political subdivisions. The California Office of Emergency Services Secretary has the authority to coordinate
emergency activities and use state government resources to fulfill mutual aid requests or support emergency
operations during a state of war emergency, a state of
emergency, or a local emergency.
OES
kri_e_./
Federal
Government
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. -
The federal government, through the Federal Emergency
Management Agency, supports emergency
management throughout the nation by providing tools,
resources, and guidance to support state and local
emergency management systems. When an emergency
occurs, that exceeds or is anticipated to exceed
resources located within the state, or when federal
departments or agencies acting under their own
authorities are partners in the unified command for an
emergency, the federal government will implement the
National Response Framework to access federal
Council Agenda- September 4, 2025
department and agency capabilities, organize the
federal response and ensure coordination with all
response partners. FEMA Region IX and Cal OES have
outlined the mechanism by which they will integrate their efforts in the California Catastrophic Incident Base Plan:
Concept of Operations.
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Council Agenda- September 4, 2025
SECTION 5 DIRECTION, CONTROL, AND COORDINATION
The Direction, Control, and Coordination section of this plan describes the organizational structure of the City when response activities are necessary.
Response coordination also includes joint efforts with additional agencies as needed. The direction and control of local emergency preparations have been centralized to enable the City to:
• Effectively cooperate with local, state, and federal agencies. • Cope with and guard against conditions that may result in extreme peril to life and property.
• Make available City resources to meet the needs of the public during a local emergency and
• Enhance efforts to assist local emergency response organizations and authorities of the state and federal governments in the accomplishment of emergency services so that maximum protection of life and property will be provided to the community.
5.1 Emergency Operations Center
The Emergency Operations Center (EOC) in the City of Indian Wells serves as the central hub for coordination and support during emergencies and disasters. It functions as the nerve center where key decision -makers from various agencies converge to manage response efforts, allocate resources, and disseminate information. The EOC supports on -scene incident command by providing strategic direction, logistical assistance, and communication channels that facilitate a unified response. Equipped with advanced
Council Agenda- September 4, 2025
technology and communication systems, the EOC ensures that information flows efficiently between the field operations and decision -makers, enabling real-time situational awareness and informed decision -making. By centralizing coordination efforts, the EOC minimizes duplication of effort, optimizes resource utilization, and enhances inter -agency collaboration. During an activation, the EOC is staffed with representatives from critical agencies, including public safety, public works, and emergency management, ensuring that all aspects of the response are addressed comprehensively. This integrated approach allows the City of Indian Wells to effectively manage complex incidents and maintain continuity of operations, ultimately safeguarding the community and expediting recovery efforts.
Emergency Operations Center (EOC) Locations
EOC
Location / Description
Primary EOC
Indian Wells EOC/ RSO Substation
44850 Eldorado Dr
._.— -
Indian Wells, CA 92219
The EOC space is divided into management, operations,
logistics, planning, and finance/administration functions.
An amateur radio area housed in the EOC provides radio, ham radio, and satellite phone capabilities. The amateur radio area is staffed by County of Riverside RACES
members who are both Disaster Communications Services
volunteers and registered Disaster Service Workers.
Additionally, each EOC section has a rolling hard -sided case with EOC supplies that can be transported to an
alternate EOC location, if necessary, should the primary EOC or City Hall be unavailable.
Secondary EOC
Indian Wells City Hall
44950 Eldorado Dr
Indian Wells, CA 92219
The City of Indian Wells has designated an alternate
Emergency Operations Center (EOC) within Indian Wells
City Hall. This facility is equipped to serve as a backup command center in the event that the primary EOC
Council Agenda- September 4, 2025
becomes unusable or inaccessible. The alternate EOC
provides a secure and centralized location for
coordinating emergency management activities, ensuring
continuity of operations during a disaster. It is equipped with essential communication tools, data management
systems, and logistical resources to support the City's emergency response and recovery efforts. The facility is strategically located to facilitate coordination among city officials, first responders, and partnering agencies,
enabling effective management of critical situations.
Tertiary EOC
Indian Wells Golf Resort
44500 Indian Wells Ln
• - .Y"`- ""4 I
Indian Wells, CA
AFWk-6
The Indian Wells Golf Resort has been designated as a
tertiary Emergency Operations Center (EOC) to provide an additional layer of resilience in the City's emergency
response strategy. As a tertiary EOC, the resort offers a secure and spacious location for emergency
management operations if both the primary and alternate EOCs become compromised. The resort's expansive
grounds can accommodate large-scale logistical
operations, including staging emergency vehicles and
equipment. The Indian Wells Golf Resort's capability to serve as an emergency hub ensures that the City remains prepared and adaptable, even in the most challenging
circumstances.
5.2 Normal Operations
The City of Indian Wells maintains a constant state of operational readiness to respond to emergencies. Activation of emergency operations is based on situational needs and is determined by the EOC Director (City Manager) or EOC Manager (Emergency Services Coordinator or designee), often in consultation with public safety partners such as the Riverside County Sheriff's Department, Riverside County Fire Department, or Public Works Department.
In the absence of a declared Local Emergency or State of Emergency, the City Manager, along with local first responders, including fire, law enforcement, and
Council Agenda- September 4, 2025
public works, will manage emergencies within the City under the authority granted by law and local policy. Mutual aid and joint response efforts may still be activated through existing agreements and do not require a formal emergency proclamation.
5.3 Emergency Operations Center Activation
An incident in Indian Wells may begin as a small-scale event and rapidly escalate, or it may occur suddenly with significant impact. When an incident occurs, the Emergency Management (EM) team will begin monitoring the situation, and the Emergency Operations Center (EOC) may be placed on standby or activated at a partial level.
During an emergency or disaster, the EOC response personnel will operate under the following policies:
Category
Guidance
Adherence to NIMS/SEMS/ICS
These systems will be established and
maintained throughout the entire duration of
the event.
Continuation of Standard
Operating Procedures (SOPs)
All City and departmental SOPs remain in
effect unless officially superseded by a local
emergency proclamation.
Duty Requirements for EOC
Personnel
EOC-assigned personnel must remain on
duty until officially relieved. Off -duty
personnel must report according to
departmental policies.
Operational Periods (Shifts)
EOC Management will determine shift
lengths based on incident demands. Staff
should plan for 12 -hour shifts (8 a.m.-8 p.m. /
8 p.m. -8 a.m.). Initial shifts may extend to 24
hours.
5.4 Activation Levels
The City of Indian Wells uses a tiered Emergency Operations Center (EOC) activation system to respond to emergencies based on the scale and complexity of the incident.
Council Agenda- September 4, 2025
ACTIVATION
LEVEL
CRITERIA
STAFFING LEVEL
Natural or human -caused events
•
Management
(MAJOR)
involving multiple jurisdictions or
Staff
districts involving widespread damage
and/or greater than 1000 people
•
Section &
Deputy Chiefs
affected.
•
All Branches
•
Units, as
necessary
2 Natural or human -caused events
•
Management
(MODERATE)
without widespread damage but
Staff
involving two jurisdictions or districts
with 500 to 1000 people affected.
•
Section &
Deputy Chiefs
•
Branches, as
necessary
•
Units, as
necessary
3 Natural or human cause events impact
•
Management
(MINOR)
one jurisdiction or district, with 50 to 500
Staff
people affected and little to no
damage.
•
Section &
Deputy Chiefs
•
Branches as
necessary
•
Units as
necessary
MANAGEMENT
Management Watch is often used
•
Duty Chief
WATCH
during the initial stage of an EOC
•
Duty Officer
activation level but can also be used
as a step down from any level.
•
Other City staff
as necessary
Management Watch can also be used
for planned community events,
national/state security issues, and
special or unusual events
Council Agenda- September 4, 2025
5.5 Individuals Authorized to Activate the EOC
The following individuals, either acting as the EOC Director or on behalf of the EOC Director or their appointed representatives (per continuity of government lines of succession), are authorized to activate the EOC:
• City Manager
• Assistant City Manager
• Finance Director
• Director of Public Works
5.6 Reporting Procedures
When the Emergency Operations Center (EOC) is activated in the City of Indian Wells, designated personnel are expected to report as instructed by their Section Chief or the EOC Manager. Each Section Chief maintains a call -down list of employees assigned to their section and is responsible for notifying their team members using established communication methods such as phone calls, text messages, email, or radio. Notifications will include reporting instructions, location, time, and assigned roles. Upon arrival at the EOC, employees will check in with their Section Chief or the EOC Manager to receive specific assignments and further instructions.
All City of Indian Wells employees are considered essential emergency personnel.
In accordance with California Labor Code Section 321 1.92, they are designated as Disaster Service Workers. As such, employees are expected to make every reasonable effort to return to work or respond to their assigned duties following a disaster or emergency that requires activation of the EOC or their department. If already on duty, staff are expected to remain at their workstations or emergency assignments unless injured, formally relieved, or dismissed by the Director of Emergency Services, the EOC Manager, or their immediate supervisor. (See EOC Standard Operation Procedures Supporting Annex for more information)
5.7 Deactivation
Generally, it occurs when coordination and monitoring of response activities are no longer necessary. The following steps outline the process for deactivating the EOC:
Council Agenda- September 4, 2025
EOC Deactivation Process
1. The Incident Commander recommends the deactivation of the EOC to the EOC Director.
2. The EOC Director reviews the current situation and, if necessary, coordinates with the Policy Group to approve or disapprove of the EOC deactivation.
3. Notify the County of Riverside Emergency Management Department of EOC deactivation.
4. EOC Staff complete their deactivation procedures prior to release.
5. Phone messages used for the response should be changed to reflect that the EOC has been deactivated and how the caller can reach key emergency management personnel for further assistance or information.
5.8 Field -Level Interface with the EOC
The concepts, principles, and organizational structure of the ICS will be used in managing field operations. The size, complexity, hazard environment, and objectives of the situation will determine the ICS organizational size and the support that will be required for field activities. The incident will be managed by objectives to be achieved that were developed using the action planning process. Members of the Incident Command and General Staff will communicate with the city EOC, either via a Department Operations Center (DOC) or directly.
Some members of the EOC Management or General Staff may be asked to attend briefings or planning meetings at an Incident Command Post. (See EOC Standard Operation Procedures Supporting Annex for more information) Field/EOC Communications and Coordination
Typically, field-to-EOC communications will occur at the Command and General Staff levels (EOC Section Chiefs), or if they are established, field units will communicate with a DOC, which will, in turn, relay the information to the appropriate section/function in the Indian Wells EOC. The City EOC will communicate information on the situation and resource status to the OA EOC via appropriate means.
Field/EOC Direction and Control Interface
The Director of the EOC, or designee, will establish jurisdictional objectives and priorities and communicate those to everyone in the organization through the
Council Agenda- September 4, 2025
EOC Action Plan. The EOC Action Plan does not direct or control field units but supports their activities. Incident Commander(s) will ensure incident objectives and priorities are consistent with those policies and guidelines established at the county level by the Director of Emergency Services or designee. It is the responsibility of Incident Commanders to communicate critical information to the Director of the EOC or designee in a timely manner.
Field/EOC Coordination with Department Operations Centers (DOCs) If a department within the City establishes a DOC to coordinate and support its departmental field activities, its location, time of establishment, and staffing information will be communicated to the City EOC. All communications with that department's field units will be directed to the DOC, who will then relay the situation and resource information to the City EOC. DOCs act as an intermediate communications and coordination link between field units and the City of Indian Wells EOC.
5.9 EOC Action Plans
At local, operational area, regional, and state levels, the use of EOC action plans provides designated personnel with knowledge of the objectives to be achieved and the steps required for achievement. Action plans not only provide direction but also serve as a basis for measuring objective achievement and overall system performance.
Action planning is an important management
tool that involves:
• A process for identifying priorities and
objectives for response or recovery
efforts.
• Documentation of the priorities,
objectives, tasks, and personnel
assignments
The action planning process should involve the
management and general staff, other EOC
elements, special district representatives, and
other agency representatives, as appropriate.
taf
Ian
Resourceil
Coordination
CanduCt
Establish Cooto,-ron
with LW
Incident Briefng
Activate EOC
Communicate rein
Agency Executive
Incident
notification
Incident
Initial Response
f�
INDIAN WELLS
Council Agenda- September 4, 2025
The Planning/Intelligence Section is normally responsible for developing the action plan and facilitating action planning meetings.
Action plans are developed for a specified operational period that may range from a few hours to 24 hours. The operational period is determined by first establishing a set of priority actions that need to be performed. A reasonable time frame is then established for accomplishing those actions. The action plans need not be complex but should be sufficiently detailed to guide EOC elements in implementing the priority actions.
5.10 After-Action/Corrective Action Reports
The California Code of Regulations Title 19, Division 2, Chapter 1, Article 8, Section 2450 (a) requires the submission of After -Action Reports to the California Office of Emergency Services within 90 days of the close of an incident period for locally declared emergencies for which the governor proclaims a state of emergency.
An After-Action/Corrective Action Report serves the following important functions:
Objective
Description
1. Document response and
early recovery activities
Serves as an official record of actions taken
during and immediately following the
emergency.
2. Identify problems and
successes
Highlights areas that worked well and those
that need improvement during emergency
operations.
3. Analyze SEMS
effectiveness
Evaluates how well the Standardized
Emergency Management System (SEMS)
components functioned during the incident.
4. Facilitate corrective
actions and
improvements
Supports the development, implementation,
and tracking of corrective actions to
strengthen future response and recovery
operations.
The County of Riverside Emergency Management Department will facilitate the collection of After -Action Reports.
Council Agenda- September 4, 2025
5.11 EOC Organization
I Operation Section
Chief
Policy Group
EOC Director
Public Information
Officer
liaison Officer 1
EOC Manager/
Safety Offker
1 legal Ollleer I
Planning and Intel
Section Chief
Logistics
Section Chief
r _
Finance 8 Admin
Section Chief
Management: Responsible for overall emergency policy and coordination through the joint efforts of governmental agencies and private organizations. In the Incident Command System (ICS), the Incident Commander (IC), with appropriate policy direction and authority from the responding agency, sets the objectives to be accomplished and approves the strategy and tactics to be used to meet those objectives. The IC must respond to higher authority. Depending upon the incident's size and scope, the higher authority could be the next ranking level in the organization up to the agency or department executive. This relationship provides an operational link with policy executives who customarily reside in the Department Operations Center (DOC) or EOC, when activated.
Operations: Responsible for coordinating all jurisdictional operations in support of the emergency response through implementation of the local government's EOC Action Plan. At the Field Level, the Operations Section is responsible for the coordinated tactical response directly applicable to, or in support of the objectives in accordance with the Incident Action Plan (IAP). In the EOC, the Operations Section Coordinator manages functional coordinators who share information and decisions about discipline -specific operations.
Planning/Intelligence: Responsible for collecting, evaluating, and disseminating information; developing the EOC Action Plan and After -Action Report (AAR); and maintaining documentation. Planning/Intelligence also maintains information on the current and forecasted situation and on the status of resources assigned to the emergency or the EOC. As needed, Unit Leaders are appointed to collect