Indian Wells City Council
October 16, 2025

Council Meeting Agenda- October 16, 2025

1 26529.00000\44268134.1
RESOLUTION NO. 2025 ___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF INDIAN

WELLS, CALIFORNIA, APPROVING THE IMPLEMENTATION OF A

COMMERCIAL KITCHEN FIRE COMPLIANCE ASSESSMENT PROGRAM

AND CONFIRMING INSPECTION FEES PURSUANT TO THE ADOPTED
COMPREHENSIVE FEE SCHEDULE.

WHEREAS, the City of Indian Wells contracts with the Riverside County Fire Department (“CalFire”) to provide fire prevention services, including inspections of State Fire Marshal-regulated occupancies such as schools and care facilities; and
WHEREAS, commercial kitchens located in restaurants, hotels, country clubs, and similar facilities are required by the California Fire Code to maintain certified hood and hood suppression systems, but such kitchens are not subject to recurring inspections under the City’s current fire service contract or Fire Code mandates; and
WHEREAS, to improve life-safety outcomes without expanding the City’s fire service contract or duplicating CalFire’s enforcement responsibilities, the City has developed a Commercial Kitchen Fire Compliance Assessment Program (“Program”) as part of its business licensing framework as described in the accompanying staff report; and WHEREAS, this Program directly supports the City Council’s Strategic Goals as established during the City Council Strategic Planning Session held on April 17, 2025, which directed staff to develop a compliance verification program for commercial kitchen hood and hood suppression systems; and
WHEREAS, the Indian Wells Public Safety Committee reviewed and unanimously recommended approval of the Program at its June 10, 2025, meeting; and WHEREAS, the City Council of the City of Indian Wells established the Inspection Fees pursuant to the Comprehensive Fee Schedule by adopting Resolution No. 2023–29 on July 6, 2023; and
WHEREAS, the City has complied with the procedural requirements pursuant to California Government Code, section 66018 which requires the City to hold a noticed public hearing as part of a regularly scheduled meeting, at which oral and written presentations regarding the implementation of fees may be made; and
WHEREAS, notice for the public hearing notified all interested persons that the public hearing will take place at 1:30pm on October 16, 2025 at the Indian Wells Council Chambers located at 44-950 Eldorado Drive, Indian Wells, CA 92210, and said notice was provided pursuant to Government Code, section 6062a which requires at least ten (10) days’ notice prior to the date of the public hearing published twice with at least five (5) days intervening between each publication; and
WHEREAS, the City Council of the City of Indian Wells now desires and intends to approve the Implementation of A Commercial Kitchen Fire Compliance Assessment Program and confirm the ATTACHMENT #3

Council Meeting Agenda- October 16, 2025

City of Indian Wells
Resolution No. 2025-__

26529.00000\44268134.1
Inspection Fees pursuant to the Adopted Comprehensive Fee Schedule.

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

SECTION 1. Recitals. The above recitals are true and correct and are incorporated herein by this reference.

SECTION 2. Program Approval. The City Council APPROVES the implementation of the Commercial Kitchen Fire Compliance Assessment Program as outlined in the October 16, 2025, staff report and summarized herein. The Program applies to any business operating a commercial kitchen required by the California Fire Code to maintain a hood and fire-suppression system. The Program is effective January 1, 2026 and shall be administered through the City’s existing Business license issuance and renewal process.

SECTION 3. Administration. The City Council AUTHORIZES and DIRECTS the City’s Code Enforcement Division, in coordination with the Finance Department, to administer the Program as follows:

A. Fees. The fire compliance assessment fee shall be in addition to the currently established city business license fee, and shall be collected at the time of issuance and/or renewal of business licenses for any business with a commercial kitchen hood suppression system.

This fee shall be assessed in accordance with Item 5.d of the City’s Comprehensive Fee Schedule, at the current hourly rate of $224.47. Businesses with a single hood system will be charged for one hour of inspection time. Businesses with multiple hood systems will be charged a minimum of two hours. For inspections that exceed two hours, an additional one-hour fee shall be charged for each additional hour or portion thereof beyond the initial two hours.

B. Inspection. The City’s Code Enforcement Division shall conduct unannounced, annual spot inspections of commercial kitchen fire suppression systems to verify certification and maintenance compliance.

C. Enforcement. Upon verified non-compliance, the City may take one or more of the following actions: referral to the Fire Department for potential fire hazard review; issuance of administrative citations under the Indian Wells Municipal Code (“IWMC”), including section 8.08.060(t) for nuisance conditions; and suspension or revocation of the business license until compliance is achieved. Nothing herein expands the City’s fire services contract or limits CalFire’s independent enforcement authority.

D. Roles. The Finance Department shall be responsible for collecting the applicable inspection fees, as outlined in Section 2, during the issuance and/or renewal of business licenses and shall ensure that all applicable businesses are properly identified and billed.

SECTION 4. The City Council further finds this Resolution is not subject to the California Environmental Quality Act (CEQA) in that the activity is covered by the general rule that CEQA applies only to projects which have the potential for causing a significant effect on the environment. Where it can be seen with certainty, as in this case, that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA.

Council Meeting Agenda- October 16, 2025

City of Indian Wells
Resolution No. 2025-__

26529.00000\44268134.1

SECTION 5. If any provision of this Resolution or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications, and to this end the provisions of this Resolution are declared to be severable.

SECTION 6. The City Clerk shall certify the adoption of this Resolution, which shall take effect immediately upon its adoption.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Indian Wells, California, at a regular meeting held on this 16th day of October, 2025.

____________________________

BRUCE WHITMAN
MAYOR

CERTIFICATION FOR RESOLUTION NO. 2025-___

I, Angelica Avila, City Clerk of the City of Indian Wells, California, DO HEREBY CERTIFY that the whole number of the members of the City Council is five (5); that the above and foregoing Resolution was duly and regularly passed and adopted at a regular meeting of the City Council of the City of Indian Wells on the 16th day of October, 2025, by the following vote:

AYES:

NOES:

ATTEST: APPROVED AS TO FORM:

_________________________________ ________________________________

ANGELICA AVILA TODD LEISHMAN FOR

CITY CLERK BEST BEST & KRIEGER LLP

CITY ATTORNEY

Council Meeting Agenda- October 16, 2025

INDIAN WELLS CITY COUNCIL
October 16, 2025

To: City Council
From: City Manager Department
Prepared by: Eric Ceja, Assistant City Manager
Subject: Amendment to Employment Agreement for City Manager

RECOMMENDED ACTIONS:

Council APPROVES Seventh Amendment to the Employment Agreement for City Manager Dr. Christopher Freeland; and

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

BACKGROUND:

On May 2, 2019, the City Council entered into an Employment Agreement with Dr. Chris Freeland to serve as City Manager, effective May 13, 2019. Employment Agreements are used by City Council’s to establish a formal contract with the City Manager to define duties, compensation, benefits, termination, severance, and the term of their agreement.

Employment Agreements are important to both the City Council and City Manager due to the unpredictable nature of the role including: the political nature and changing priorities of the Council and the expectations for performance in managing local government.

Annually, the City Council evaluates the City Manager’s performance and determines if any changes to the Agreement are warranted. In previous evaluations, the City Council has approved of the City Manager’s performance and has taken action to amend the original contract on six separate occasions, adjusting salary and benefits afforded to Dr.

Freeland in his role as City Manager. Details for each amendment to the Agreement are attached to this report.

Performance Review and Contract Amendment No. 7

Coinciding with the conclusion of FY 24/25, the Council met individually with the City Manager to review his performance over the past year . In addition, the City Council discussed the City Manager’s performance in a closed session meeting on September 4, 2025. The consensus is that the City Manager has done an excellent job managing the City's day-to-day operations, continues to advance community projects and priorities, continues to be successful in obtaining millions of dollars in grant funds, and seeing the

Council Meeting Agenda- October 16, 2025

completion of city priorities. meriting changes to the City Manager’s Employment Agreement, including:

 A 5% (2.5% COLA and 2.5% Merit) increase to the base salary retroactive to July 1, 2025, to be consistent with other staff, and resulting in a new base salary of $299,250.1
 One-Time Vacation Bank of 120 hours.
 Additional language to reinforce the City Manager’s ability to teach at the University level outside of normal work hours.

The agreement's terms have not changed. The Employment Agreement will expire on December 31, 2029.

FISCAL IMPACT:

The Seventh Amendment to the Employment Agreement results in a base salary increase of $14,250 and an increase in the Vacation Bank of $17,264, representing a cumulative total of $31,514. The associated costs are allocated across the City’s operating funds as follows: General Fund – $22,060; Fire Services Fund – $4,727; Golf Resort Fund – $3,151; and Housing Authority Fund – $1,576. These allocations reflect the proportional distribution of the City Manager’s compensated responsibilities among the respective funds.

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. Agreement & Amendments

2. Seventh Amendment

1 This new base salary falls within the range of base salaries for other Coachella Valley City Managers that range between $242,000 and $357,000, not including any additional salary or benefits afforded to all area City Managers.

Council Meeting Agenda- October 16, 2025

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Page | 1

CITY OF INDIAN WELLS

FIFTH AMENDMENT TO EMPLOYMENT AGREEMENT
This Fifth Amendment amends the Employment Agreement – City Manager (this “Fifth Amendment”) between the City of Indian Wells (the “City”) and Chris Freeland (the “Employee” or “Manager”).

Except as modified in this Fifth Amendment and the preceding First, Second, Third, and Fourth amendments, the Employment Agreement dated May 2, 2019 (“Agreement”) between the City and the Employee remains in full force and effect.

For mutual consideration, hereby acknowledged, the parties to this Fifth Amendment agree to the following changes:

1. Section 6, entitled “Termination of Employment and this Agreement; Severance,” is hereby amended at Subsection A to increase severance of both salary and benefits from nine months to 12 months, reading as follows:
“6. Termination of Employment and This Agreement; Severance:

A. If the City terminates this Agreement (thereby terminating the Manager’s employment) without cause, as determined by the affirmative votes of a majority of the members of the City Council at a Regular Meeting of the City Council, and if the Manager signs, delivers to the City Council, and does not revoke, the General Release Agreement (“Release Agreement”) in the form attached hereto as Exhibit A, City shall pay Manager a lump sum benefit equal to (1) payment equal to 12 months of Manager’s Base Salary; or (2) payment equal to the unexpired Term of this Agreement as described in Section 4 above, whichever is less. In addition to Severance pay, the Manager shall receive continuation of his health benefits, as well as dental, vision, and life insurance benefits, for 12 months or until he finds other employment that provides health benefits, whichever occurs first. (The foregoing salary and health benefits shall be referred to collectively as “Severance.”)

2. Section 7, entitled “Compensation and Annual Evaluation,” is hereby amended at subsection A to increase the Manager’s annual Base Salary by $23,000.00, reading as follows:
“7. Compensation and Annual Evaluation:

A. Effective July 1, 2023, the Manager’s annual Base Salary shall be $285,000.00. Said amount shall be payable in monthly or bi-weekly ATTACHMENT #1

Council Meeting Agenda- October 16, 2025

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Page | 2
installments at the same time and in the same manner as other employees of the City are paid. Increases in Manager’s Base Salary may be effective at any time in the sole discretion of the City Council.”

3. Section 3 entitled “Benefits” is hereby amended at subsections A, B, and C to provide a one-time addition of 120 hours to the Manager’s accrued vacation-time bank and require all cash-outs be deposited into a 401a plan. For each year, the amount contributed to the City’s 401(a) Plan, in total, shall not exceed the IRS Annual Additions limit [Section 415(c)(1)(a)], as adjusted annually by the IRS for the cost of living ($66,000 for 2023). Any excess above the annual limit will be disbursed to the Employee and not deposited into the Plan. “8. Benefits:

A. Vacation. In addition to vacation-related benefits under the Agreement and prior amendments, Manager will be
provided 120 hours of additional banked vacation time on September 7, 2023. Manager shall also be entitled to and accrue paid vacation consistent with the City Resolution and policies applicable to executive-level employees with 15 years of service. Employees with that level of seniority are provided 25 vacation days per year. The City’s policies and practices govern accrual rates, caps and limits, application, and usage. Any mandatory vacation cash-outs shall be
deposited into the City’s 401a plan.

B. Sick Leave. Manager shall accrue 96 hours of paid sick leave per year, with sick leave accruing on a pro-rata basis per pay period. To the extent permissible by state law, accrued sick leave may be used in the event of retirement as credit
towards PERS service. The City’s policies and practices govern accrual rates, caps and limits, application, and usage.

Any mandatory sick-leave cash-outs shall be deposited into the City’s 401a plan.

C. Administrative Leave. Manager shall be entitled to and accrue administrative leave consistent with City policies and practices on an annual basis. The City’s policies and
practices govern accrual rates, caps and limits, application, and usage. Any mandatory administrative-leave cash-outs shall be deposited into the City’s 401a plan.”
(Signatures on following page)

Council Meeting Agenda- October 16, 2025

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Page | 3
IN WITNESS WHEREOF, the parties have executed this Agreement on the __ day of September 2023.

CITY OF INDIAN WELLS
____________________________________
By: Donna Griffith, Mayor

CHRISTOPHER FREELAND
______________________________________
By: Christopher Freeland
ATTEST:
____________________________________
Angelica Avila, City Clerk
APPROVED AS TO FORM:
______________________________
Todd R. Leishman, for
Best Best & Krieger, LLP
City Attorney

Council Meeting Agenda- October 16, 2025

CITY OF INDIAN WELLS

FOURTH AMENDMENT TO

CITY MANAGER EMPLOYMENT AGREEMENT
This Fourth Amendment to City Manager Employment Agreement (this "Fourth Amendment"), effective November 3, 2022, is between the City oflndian Wells (the "City") and Chris Freeland (the "Employee" or "Manager").

Except as modified by this Fourth Amendment and the preceding First, Second, and Third Amendments, the Employment Agreement originally dated May 2, 2019 ("Agreement") between the City and the Manager remains in full force and effect.

The parties to this Fourth Amendment agree to the following changes:

1.Section 4 entitled "Term" is hereby amended to renew the Agreement and extend its term by an additional one year, to read now as follows:
"4. Term:

The term of this Agreement will commence on May 13, 2019, and shall continue until December 31, 2029, or the date of earlier termination in accordance with provisions in this Agreement. In the event that the City Council determines that the Manager is not to be reemployed upon expiration of this Agreement, he shall be given written notice thereof by the City Council at least one hundred and twenty (120) days in advance of the final year of this Agreement. Failure to provide timely written notice provided for in this Section shall result in the Agreement being extended on the same terms for additional periods of one (1) year on each occasion. This renewal clause and its notice provision shall apply to all subsequent terms under this Agreement."

2.Section 7 entitled "Compensation and Annual Evaluation," subsection A, is hereby amended to increase the Manager's annual Base Salary by $12,000.00, to read now as follows::

"7. Compensation and Annual Evaluation:

A.Effective July 1, 2022, Manager's initial annual Base Salary shall be Two Hundred and Sixty-two Thousand Dollars ($262,000.00). Said amount shall be payable in monthly or bi-weekly installments at the same time and in the same manner as other employees of the City are paid.

Increases in Manager's Base Salary may be effective at any time in the sole discretion of the City Council."

Council Meeting Agenda- October 16, 2025

3. Section 3 entitled "Benefits" is hereby amended at subsection A to provide a one-time addition of 40 hours to the Manager's bank of accrued vacation time, to read as follows:
"8. @:

A. Vacation. Manager will be provided an additional fo$ (40) hours of banked vacation time upon the commencement of this Fourth Amendment. Manager shall also be entitled to and accrue paid vacation consistent with the City Resolution and policies applicable to executive level employees with fifteen (15) years of service. Currently, employees with such seniority are provided twenty-five (25) vacation days per year.

Accrual rates, caps and limits, application, and usage are governed by the City's policies and practices."
IN WITNESS WHEREOF, the parties have executed this Fourth Amendment as indicated below

CITY OF INDIAN WELLS CHRIS FREELAND
E-S,IGNIED by Dana Reed
on za2$ 1-04 20: 38: 07 PDT
E-SlcD{fupy Christopher Freeland
"@1-04 15:38:36 PDT
By: Dana Reed, Mayor
November 04,2022
By: Chris Freeland
November 04,2022
DateDate
ATTEST:

E-SI@N'ED by Angelica Avila
on N2kfi 1-05 1 2:00:08 PDT
Angelica Avila, City Clerk

APPROVED AS TO FORM
E-SIGNTEP by Todd Leishman
on 2QZfufi 1-04 1 5:54:35 PDT
Todd R. Leishman, City Attomey
Pagel2

Council Meeting Agenda- October 16, 2025

CITY OF INDIAN WELLS

THIRD AMENDMENT TO EMPLOYMENT AGREEMENT
This Third Amendment to the Employment Agreement City Manager (this "Third Amendment") between the City of Indian Wells (the "City") and Chris Freeland (the "Employee" or "Manager") is entered into this l6 day of December 2021.

Except as modified in this Third Amendment and the preceding First and Second Amendments, the Employment Agreement originally dated May 2,2019 ("Agreement") between the City and the Employee shall remain in full force and effect.

The parties to this Third Amendment agree to the following changes:
l. Section 4 entitled "Term" is hereby amended to renew the Agreement and extend its term by an additional one year and seven months as follows:
"4. Term:

The term of this Agreement will commence on May 13, 2019, and shall continue until December 31. 2028, or the date of earlier termination in accordance with provisions in this Agreement. In the event that the City Council determines that the Manager is not to be reemployed upon expiration of this Agreement, he shall be given written notice thereof by the City Council at least one hundred and twenty (120) days in advance of the final year of this Agreement. Failure to provide timely written notice provided for in this Section shall result in the Agreement being extended on the same terms for additional periods of one (1) year on each occasion.

This renewal clause and its notice provision shall apply to all subsequent terms under this Agreement."

2. Section 7 entitled "Compensation and Annual Evaluation" is hereby amended at subsection A to increase the Manager's annual Base Salary by $10,000.00:
"7. Comnensation and Annual Evaluation:

A. Effective July l, 2021, Manager's initial annual Base Salary shall be Two Hundred and Fifty Thousand Dollars ($250,000.00).

Said amount shall be payable in monthly or bi-weekly installments at the same time and in the same manner as other employees of the City are paid.

Increases in Manager's Base Salary may be effective at any time in the sole discretion of the City Council."
26529.00000\3 4 57 1 595.4
Page I I

Council Meeting Agenda- October 16, 2025

3. Section 3 entitled "Benefits" is hereby amended at subsection A to provide a one-time addition of 120 hours to the Manager's accrued vacation time bank:
"8. Benefits:

A. Vacation. Manager will be provided one hundred twenty (120) hours of banked vacation time upon the commencement of this Third Amendment. Manager shall also be entitled to and accrue paid vacation consistent with the City Resolution and policies applicable to executive level employees with fifteen (15) years of service. Currently employees with such seniority are provided twenty-five (25) vacation days per year. Accrual rates, caps and limits, application, and usage are governed by the City's policies and practices."
The City and the Employee have duly executed this Third Amendment as of the date first written above.

IN WITNESS WHEREOF, the parties have executed this Agreement on the 16 day of December 2021.

CITY OF INDIAN WELLS CHRIS FREELAND
E-SIGNIED bv Dana Reed
on zQ$2-1 7'08: o3: 1 4 PST
E-SlGt{'mby Christopher Freelandontffi2-16 15:44:50 PST By: Dana Reed, Mayor
ATTEST:

By: Chris Freeland
E-SIGl\Uqp by Angelica Avila
on 2Q4P-17 08:05:02 PST
Angelica Avila, City Clerk
APPROVED AS TO FORM:

E-SIG,I$ED by Todd Leishman
on 202!P-1 7 05:50: 1 I PST
Todd R. Leishman, City Attorney
26529.00000\3457 1 59s.4
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Council Meeting Agenda- October 16, 2025

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Council Meeting Agenda- October 16, 2025

CITY OF INDIAN WELLS

FIRST AMENDMENT TO EMPLOYMENT AGREEMENT
This First Amendment to the Employment Agreement -City Manager (this "First Amendment") between the City oflndian Wells (the "City") and Chris Freeland (the "Employee" or "Manager") is entered into this 4th day of June, 2020.

Except as modified in this First Amendment, the Employment Agreement originally dated May 2, 2019 ("Agreement") between the City and the Employee shall remain in full force and effect.

The parties to this First Amendment agree to the following changes:

1. Section 4 entitled "Term" is hereby amended to renew the Agreement and extend its terms an additional year as follows:
"4. Term:

The term of this Agreement will commence on May 13, 2019, and shall continue until May 13, 2025, or the date of earlier termination in accordance with provisions in this Agreement. In the event that the City Council determines that the Manager is not to be reemployed upon expiration of this Agreement, he shall be given written notice thereof by the City Council at least one hundred and twenty (120) days in advance of the final year of this Agreement. Failure to provide timely written notice provided for in this Section shall result in the Agreement being extended on the same terms for additional periods of one ( 1) year on each occasion. This renewal clause and its notice provision shall apply to all subsequent terms under this Agreement."

2. Section 7 entitled "Compensation and Annual Evaluation" is hereby amended at subsection A to increase salary by an additional $10,000 per year:
"7. Compensation and Annual Evaluation:

A. Manager's annual Base Salary shall be Two Hundred and Forty Thousand Dollars ($240,000.00). Said amount shall be payable in monthly or bi-weekly installments at the same time and in the same manner as other employees of the City are paid. Increases in Manager's Base Salary may be effective at any time in the sole discretion of the City Council." 26529.00017\32976546.1
Page I l

Council Meeting Agenda- October 16, 2025

3. Section 8 entitled "Benefits" is hereby amended at subsection D to increase deferred compensation by $12,000 per year:
"8. Benefits:

D. Deferred Compensation. The City will adopt and establish a qualified deferred compensation plan pursuant to Section 401 a of the Internal Revenue Code for the benefit of Manager and will annually contribute into the qualified 401a account, in the Manager's name, the amount of Nineteen Thousand and Five Hundred Dollars ($19,500.00).

Such contributions will be made in January of each year of this Agreement in addition to the current 2.5% 401 a benefit provided to all full time employees. The City shall be responsible for all expenses associated with the 401 a account during the remaining term of this Agreement, including but not limited to administrative services fees and commissions."

4. Section 8 entitled "Benefits" is hereby amended at subsection I to clarify that Employee is afforded the same level of leave cash out and retiree medical benefits afforded to other City employees:
"8. Benefits:

I. All Other Benefits. With the exception of such benefits as outlined specifically in this Section, the City shall provide the Manager with other benefits, including but not limited to health, disability, and retirement benefits, consistent with those benefits provided to the City's other executive-level employees. The provision of such benefits shall include, but are not limited to, the same level of entitlement to cash out leave accruals and Tier B employee retiree medical benefits."

5. Section 6 entitled "Termination of Employment and this Agreement; Severance" is hereby amended at subsection A, along with its referenced attachment, to clarify that Employee would be entitled to the continuation of health benefits:
"6. Termination of Employment and this Agreement; Severance:

A. If City terminates this Agreement (thereby terminating Manager's employment) without cause, as determined by the affirmative votes of a majority of the members of the City Council at a Regular Meeting of the City Council, and if Manager signs, delivers to the City Council, and does not revoke, the General Release Agreement ("Release Agreement") in the form attached hereto as Exhibit A (as attached to the First Amendment to Employment Agreement}, City shall pay Manager a lump sum benefit equal to ( 1) payment equal to nine (9) months of Manager's 26529.00017\32976546. I

Council Meeting Agenda- October 16, 2025

Base Salary; or (2) paym ent equal to the unexp ired Term of thi s Agreement , as described in Secti on 4 above, whichever amount is less . In addit ion to the Severance pay , Manager sha ll receive cont inuati on of health be nefitsl as well as dental, vision, and life insurance benefits, fo r nine (9) months or until he finds o th er e mpl oymen t that provides such benefits, wh ich e ver occurs first. (t he foregoing sa lary a nd he a lth benefits sha ll be referr ed to collecti vely as "Severan ce.")"
The C ity and the Employee have duly executed this F irst Amendment as of the date first written above.

IN WITNESS WHEREOF , the parties have executed this Ag ree ment on the 4th day of June 2020.

CITY OF INDIAN WELLS CHRISTOPH ER .J. FREELAND
By: Ch ri stop her .I. Freeland
ATTEST:
~ndys , ~
APPROVED AS TO FORM:

Page/3
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Council Meeting Agenda- October 16, 2025

INDIAN WELLS
26529.000 17\3 1968746.1

CALIFORNIA

EMPLOYMENT AGREEMENT

CITY MANAGER
May 2, 2 01 9

Council Meeting Agenda- October 16, 2025

1. Employment:

EMPLOYMENT AGREEMENT BETWEEN

THE CITY OF INDIAN WELLS

AND CHRIS FREELAND
This City Manager Employment Agreement (Agreement) is entered into by and between the CITY OF INDIAN WELLS (City) and CHRIS FREELAND(Manager). Under this Agreement, the City offers, and Manager accepts, employment as City Manager of City of Indian Wells. Manager, in his capacity as City Manager, is a contracted employee serving at the will and pleasure of the City Council, subject to termination pursuant to the terms of this Agreement, and with no right to any hearing or appeal, including any so- called Skelly conference, other than the rights expressly provided in this Agreement.

2. Duties:

Manager shall perform those duties and have those responsibilities that are commonly assigned to a city manager of a city in California, and as may be further set forth in the City's Charter or Municipal Code at sections 2.04.080 and 2.040.090.

Manager represents that he has the requisite education, experience, skills and expertise to serve as city manager. Manager shall perform such other legally permissible and proper duties and functions consistent with the office of City Manager, as the City Council shall from time to time assign.

During the Term of this Agreement or any subsequent term, the City Council will not change any provisions in the City Council Policy Manual relating the duties and responsibilities of the city manager position without meeting and conferring with the Manager at least once in an attempt to agree on the changes proposed. After one meeting with the Manager over the proposed changes, the City Council is free to make its proposed changes regardless of whether it reached any agreement on those changes with the Manager. It is understood that all other provisions of the City Council Policy Manual can be changed by the City Council at its discretion. 1 26529.00017\31968746.1

Council Meeting Agenda- October 16, 2025

3. Devotion to City Business:

Manager's position is full-time. Manager shall not engage in any business, educational, professional, charitable, or other activities that would conflict or materially interfere with performance of his Manager duties, except as may be specifically authorized by the c.ity Council. City Council Authorization will not be unreasonably withheld. The Manager shall regulate his own work schedule provided he accommodates a normal business schedule and remains accessible, recognizing the Manager's need for flexibility. It is understood that the Manager shall be available 24 hours a day and 7 days a week and is required to meet all the needs of the City regardless of City operating hours or any regular or normal work schedule.

4. Term:

The term of this Agreement will commence on May 13, 2019, and shall continue until May 13, 2024, or the date of earlier termination in accordance with provisions in this Agreement. In the event that the City Council determines that the Manager is not to be reemployed upon expiration of this Agreement, he shall be given written notice thereof by the City Council at least one hundred and twenty (120) days in advance of the final year of this Agreement. Failure to provide timely written notice provided for in this Section shall result in the Agreement being be extended on the same terms for additional periods of one (1) year on each occasion. This renewal clause and its notice provision shall apply to all subsequent terms under this Agreement.
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Council Meeting Agenda- October 16, 2025

5. City Council Commitments:

A. Except for the purpose of inquiry, the City Council and its members shall deal with all subordinate City employees, officers, contractors, and consultants solely through the Manager or the Manager's designee, and neither the City Council nor any member thereof shall give direction to any subordinate of the Manager, either publicly or privately.

B. No member of the City Council will order the appointment or removal of any person to any office or employment under the supervision and control of the Manager.

C. Neither the City Council nor any of its members shall interfere with the execution of the powers and duties of the Manager, as specified in the City Charter, the Municipal Code, this Agreement, or any other lawfully adopted and authorized document.

6. Termination of Employment and this Agreement; Severance:

A. If City terminates this Agreement (thereby terminating Manager's employment) without cause, as determined by the affirmative votes of a majority of the members of the City Council at a Regular Meeting of the City Council, and if Manager signs, delivers to the City Council, and does not revoke, the General Release Agreement ("Release Agreement") in the form attached hereto as Exhibit A, City shall pay Manager a lump sum benefit equal to (1) payment equal to nine (9) months of Manager's Base Salary; or (2) payment equal to the unexpired Term of this Agreement as described in Section 4 above. In addition to the Severance pay, Manager shall receive continuation of his health benefits for nine (9) months or until finds other employment that provides health benefits, whichever occurs first. (The foregoing salary and health benefits shall be referred to collectively as "Severance.")
B. If City terminates this Agreement (thereby terminating Manager's employment) with Cause, as determined by the affirmative votes of a majority of the members of the City Council at a Regular Meeting of the City Council, Manager shall not be entitled to any additional compensation or payment, including Severance, but shall be 3 26529.00017\31968746.1

Council Meeting Agenda- October 16, 2025

entitled only to accrued Base Salary and vacation pay, and any other accrued and unused benefit allowances according to their terms ("Accrued Salary and Benefits"). As used in this Agreement, Cause shall only mean any of the following:

1. Conviction of, or no contest plea to, a felony;

2. Conviction of, or not contest plea to, any illegal act involving moral turpitude or personal gain;

3. Continued abuse of non-prescription drugs or alcohol that materially affects the performance of the Manager's duties;

4. Any act constituting a knowing and intentional violation of the City's conflict of interest code;

5. Repeated and protracted unexcused absences from the City Manager's office and duties;

6. Conviction of any crime involving an "abuse of office or position," as that term is defined in Government Code Section 53243.4; or

7. Repeated failure to carry out a directive or directives of the City Council made by the City Council as a body at a Brown Act-compliant meeting.

C. In no event may Manager be terminated within ninety (90) days before or after any municipal election for the selection or recall of one or more of the members of the City Council.

D. If, during the Term or any extended Term, Manager dies, Manager's estate shall receive Accrued Salary and Benefits, but shall not be entitled to any additional compensation or payment, including Severance.

E. In the event Manager is permanently disabled or is otherwise unable to perform his duties because of sickness, accident, injury, or mental incapacity for a period of three consecutive months beyond any provided sick leave, the City may terminate Manager's employment and this Agreement.
4 26529.00017\31968746. I

Council Meeting Agenda- October 16, 2025

F. Manager may resign from his employment at any time, upon giving forty- five (45) days written notice to the City Council.

7. Compensation and Annual Evaluation:

A. Manager's initial annual Base Salary shall be Two Hundred and Thirty Thousand Dollars ($230,000.00). Said amount shall be payable in monthly or bi-weekly installments at the same time and in the same manner as other employees of the City are paid. Increases in Managers Base Salary may be effective at any time in the sole discretion of the City Council.

B. The City, by the City Council, and Manager shall set mutually agreed-upon objectives for each year under this Agreement. The City Council shall evaluate the Manager's performance at least once a year. Following the annual evaluation, the Council may consider whether increased compensation is warranted. Any increase to salary will be memorialized in a written amendment to this Agreement.

C. The City Council and the Manager shall define such goals and performance objectives as they mutually determine are necessary for the proper operation of the City for the attainment of the City Council's policy objectives, and the City Council and the Manager shall further establish a relative priority among those goals and performance objectives. Such goals, objectives and priorities are subject to adjustment by the Parties at any time. Within six months of hire, the Council shall review and evaluate the Manager in accordance with the specific criteria developed jointly by the Council and Manager.

8. Benefits:

A. Vacation. Manager will be provided forty (40) hours of banked vacation time upon the commencement of this Agreement. Manager shall also be entitled to and accrue paid vacation consistent with the City Resolution and policies applicable to executive level employees with fifteen (15) years of service. Currently employees with such seniority are provided twenty five (25) vacation days per year. Accrual 5 26529.00017\31968746. I

Council Meeting Agenda- October 16, 2025

rates, caps and limits, application, and usage are governed by the City's policies and practices.

B. Sick Leave. Manager shall accrue ninety six (96) hours of paid sick leave per year, with sick leave accruing on a pro rata basis per pay period. To the extent permissible by state law, accrued sick leave may be used in the event of retirement as a credit towards PERS service. Accrual rates, caps and limits, application, and usage are governed by the City's policies and practices.

C. Administrative Leave. Manager will be provided forty (40) hours of banked administrative leave upon the commencement of this Agreement.

Manager shall also be entitled to and accrue administrative leave consistent with City policies and practices on an annual basis. Accrual rates, caps and limits, application, and usage are governed by the City's policies and practices.

D. Deferred Compensation. The City will adopt and establish a qualified deferred compensation plan pursuant to Section 457 of the Internal Revenue Code for the benefit of the Manager and will annually contribute into the qualified 457 account, the Manager's name, the amount of Seven Thousand and Five Hundred Dollars ($7,500).

Such contributions will be made in January of each year of this Agreement, except that the initial payment shall be prorated for the 2019 calendar year and made as soon as practicable. The City shall be responsible for all expenses associated with the 457 account during the remaining term of this Agreement, including but not limited to administrative services fees and commissions.

E. Automobile Allowance. The City shall pay Manager an automobile allowance in exchange for the Manager securing a personal vehicle to be used for City business or functions during, before, and after normal work hours. The automobile allowance shall be $500 per month. Manager shall be responsible for the costs of operation, repair, maintenance, and liability, property damage and comprehensive insurance for such personal vehicle. By the Manager making the Manager's personal 6 26529.00017\31968746.1

Council Meeting Agenda- October 16, 2025

automobile available for use, the Manager is not precluded from using City vehicles for City business during, before, and after the normal workday on occasion, when appropriate.

F. ICMA/ CCMF Dues and Other Professional Development. The City agrees to budget and pay the Manager's annual dues for membership in ICMA and CCMF. In addition, the City agrees, subject to the City's budget constraints and advance approval of Council, to pay expenses and allow City time for the following: (1) conference and meeting attendance and selected training opportunities, including, but not limited to, those associated with ICMA, CCMF, the League of California Cities, and other national, state, regional and/or local associations and organizations necessary and desirable for the good of the City and for the Manager's continued professional development; (2) professional dues and subscriptions on behalf of the Manager which are necessary for the Manager's continuation and full participation in national, state, regional or local associations and organizations, including civic clubs or organization, necessary and desirable for the good of the City and for the Manager's continued professional development; and (3) travel and subsistence expenses of the Manager to pursue official and other functions for the City, including, but not limited to, national, state, regional and/or local associations and organizations necessary and desirable for the good of the City and for the Manager's continued professional development.

G. Business Expenses. Within the City's budget constraints and subject to adopted City policies, the City shall pay for or provide the Manager reasonable reimbursement for all actual and necessary business expenses.

H. Relocation Reimbursement. As an incentive to relocating to a primary residence located within forty (40) miles of the City of Indian Wells City Hall, the City agrees to reimburse Manager up to Twelve Thousand Dollars ($12,000) in moving expenses. For the purpose of this Agreement, "moving expenses" shall include travel and lodging for no more than two (2) trips for the purpose of searching for a personal residence; one or more moving van for personal and practice-related possessions; 7 26529.00017\31968746. l

Council Meeting Agenda- October 16, 2025

packing of personal and practice-related possessions (including packaging materials); loading and unloading of personal and practice-related possessions; and relocation travel expenses for airfare or mileage.

I. All Other Benefits. With the exception of such benefits as outlined specifically in this Section, the City shall provide the Manager with other benefits, including but not limited to health, disability, and retirement benefits, consistent with those benefits provided to the City's other executive-level employees.

9. Abuse of Office or Position:

If Manager is convicted of a crime involving an abuse of his office or position, all of the following shall apply: (a) if Manager is provided with administrative leave pay pending an investigation, Manager shall be required to fully reimburse City such amounts paid; (b) if City pays for the criminal legal defense of Manager (which would be in its sole discretion, as it is generally not obligated to pay for a criminal defense), Manager shall be required to fully reimburse City such amounts paid; and (c) if this Agreement is terminated, any Severance Pay and Severance Benefits related to the termination that Manager may receive from City shall be fully reimbursed to City or shall be void if not yet paid to Manager. For purposes of this Section, abuse of office or position means either: (x) an abuse of public authority, including waste, fraud, and violation of the law under color of authority; or (y) a crime against public justice.

10. Enforcement of this Agreement:

The prevailing party in any action brought to enforce this Agreement or to resolve any dispute or controversy arising under its terms and conditions, shall be entitled to payment of his/her/its reasonable attorneys' fees and costs.

11. Communications Upon Manager's Separation:

In the event the City terminates the Manager for any reason or no reason, the City and the Manager agree that no member of the City Council, the City staff, nor the 8 26529.00017\31968746. I

Council Meeting Agenda- October 16, 2025

Manager, shall make any written, oral or electronic statement to any member of the public, the press, or any city employee concerning the Manager's termination except in the form of a joint press release or statement, the content of which is mutually agreeable to the City and the Manager. The joint press release or statement shall not contain any text or information that is disparaging to either party. Either party may verbally repeat the substance of the joint press release or statement in response to any inquiry.

12. Indemnification:

Consistent with the California Government Code, City shall defend, hold harmless, and indemnify Manager using legal counsel of City's choosing, against expense or legal liability for acts or omissions by Manager occurring within the course and scope of Manager's employment under this Agreement. Legal representation, provided by City for Manager, shall extend until a final determination of the issues including any and all losses, damages, judgments, interest, settlements, fines, court costs, and the reasonable costs and expenses of legal proceedings, including appeals, and including attorneys' fees, and expert witness fees and all other trial and appellate costs, and other liabilities incurred, imposed upon, or suffered by Manager in connection with or resulting from any claim, action, suit, or proceeding, actual or threatened. In the event there is a conflict of interest between City and Manager such that independent counsel is required for Manager, Manager may engage his/her own legal counsel, in which event City shall indemnify Manager, including direct payment of all such reasonable costs related thereto.

13. Notices:

Any notices to be given hereunder by either party to the other in writing may be effected either by personal delivery, mail, or email. Mailed notices shall be addressed to the parties as set forth below, but each party may change his/her/its address by written notice given in accordance with this Section. Notices delivered personally or by email will be deemed communicated as of actual receipt. Mailed notices will be deemed communicated and received as of three (3) calendar days following the date of mailing. 9 26529.00017\31968746.1

Council Meeting Agenda- October 16, 2025

For the City:

Mayor and City Council
City of Indian Wells
44-950 Eldorado Dr.

Indian Wells, CA 92210
ATTN: Mayor
With copy to:

Jeff Ballinger, City Attorney
Best Best & Krieger LLP
74-760 Highway111, Suite 200
Indian Wells, CA 92210
For the Manager:

Chris Freeland

14. Conflict with City Charter or Municipal Code:

The City personnel ordinances, resolutions, rules and policies shall apply to Manager in the same manner as applied to other management employees, provided, however, in the event of a conflict between the provisions of this Agreement and the City Charter, or this Agreement and the Municipal Code, the City Charter or the Municipal Code shall prevail over this Agreement.

15. Entire Agreement:

This Agreement represents the entire agreement between the parties and supersedes any and all other agreements, either oral or in writing, between the parties with respect to the employment of Manager by City, and contains all of the covenants and agreements between the parties with respect to that employment. Each party to this Agreement acknowledges that no representations, inducements, promises, or agreements, oral or otherwise, have been made by either party, or by anyone acting on behalf of either party, which are not embodied herein, and that no other employment agreement, statement, or promise not contained in this Agreement shall be valid or binding upon either party.

16. Modifications:

Any modifications to this Agreement shall be effective only if in writing and signed by both of the parties hereto.
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Council Meeting Agenda- October 16, 2025

17. Effect of Waiver:

The failure of either party to insist upon strict compliance with any of the terms, covenants, or conditions of this Agreement by the other party shall not be deemed a waiver of that term, covenant, or condition, nor shall any waiver or relinquishment of any right or power at any one time or times be deemed a waiver or relinquishment of that right or power for all or any other times.

18. Partial Invalidity:

If any provision of this Agreement is held by a court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions shall nevertheless continue in full force without being impaired or invalidated in any way.

19. Governing Law:

This Agreement shall be governed by and construed in accordance with the laws of the State of California. Venue shall be in Riverside County.

20. Assistance of Counsel:

Each Party to this Agreement warrants to the other Party that it has either had the assistance of counsel in negotiation for, and preparation of, this Agreement or could have had such assistance and voluntarily declined to obtain it. [SIGNATURES ON FOLLOWING PAGE]
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Council Meeting Agenda- October 16, 2025

IN WITNESS WHEREOF , the Parties have executed this Agreement as of the 2 nd day of May , 2019 .

CITY OF INDIAN WELLS:

Mayor
Attest:
~ndys~
Approved as to Form :
26529.000 17\3 1968746.1
12 CHRIS FREELAND:

By : ______ __.::..__ ___ _
Chris Freeland

Council Meeting Agenda- October 16, 2025

26529.00000\42444816.1
Page | 1

CITY OF INDIAN WELLS

SIXTH AMENDMENT TO EMPLOYMENT AGREEMENT
This Sixth Amendment amends the Employment Agreement – City Manager (this “Sixth Amendment”), effective July 1, 2024 (“Effective Date”), is between the City of Indian Wells (the “City”) and Chris Freeland (the “Employee” or “Manager”).

Except as modified in this Sixth Amendment and the preceding First, Second, Third, Fourth, and Fifth amendments, the Employment Agreement dated May 2, 2019 (“Agreement”) between the City and the Employee remains in full force and effect.

For mutual consideration, hereby acknowledged, the parties to this Sixth Amendment agree to the following changes:w

1.Because Manager has obtained a master’s degree from an accredited university, Manager’s base pay, as established by the Fifth Amendment, is hereby increased by an additional 5 percent.

2.Because Manager is about to obtain a doctorate degree from an accredited university, Manager’s base pay, as increased under section 1 above, is hereby increased an additional 5 percent, effective when Manager obtains the doctorate degree or January 1, 2025, whichever occurs later.

3.In addition to what Manager has accrued under the Agreement and previous amendments, Manager is hereby granted an additional one-time addition of 120 hours to the Manager’s accrued vacation-time bank, effective July 1, 2024.

4.Section 8.F of the Agreement authorizes and encourages Manager to seek professional development at City’s expense. This Sixth Amendment hereby expressly authorizes Manager to attend senior executive leadership programs, such as Harvard’s Senior Executive in State or Local Government program or the Local Government Institute at Stanford, at City expense.
(Signatures on following page)

Council Meeting Agenda- October 16, 2025

26529.00000\42444816.1

Page | 2

IN WITNESS WHEREOF, the parties have executed this Agreement on the ____ day of July 2023.

CITY OF INDIAN WELLS

____________________________________
By: Greg Sanders, Mayor

CHRISTOPHER FREELAND

______________________________________
By: Christopher Freeland
ATTEST:

____________________________________
Angelica Avila, MMC
City Clerk

APPROVED AS TO FORM:

______________________________
Todd R. Leishman, for
Best Best & Krieger, LLP
City Attorney

Council Meeting Agenda- October 16, 2025

26529.00000\44228059.2
Page | 1

CITY OF INDIAN WELLS

SEVENTH AMENDMENT TO EMPLOYMENT AGREEMENT
This Seventh Amendment to the Employment Agreement – City Manager (“Seventh Amendment”), effective July 1, 2025 (“Effective Date”), is between the City of Indian Wells (the “City”) and Chris Freeland (the “Employee” or “Manager”).

Except as modified in this Seventh Amendment and the preceding First, Second, Third, Fourth, Fifth, and Sixth amendments, the Employment Agreement dated May 2, 2019 (“Agreement”) between the City and the Employee remains in full force and effect.

For mutual consideration, hereby acknowledged, the parties to this Seventh Amendment agree to the following changes:

1.Manager shall receive an additional 5-percent (2.5% COLA and 2.5% Merit Increase) increase to the base salary, retroactive to July 1, 2025.

2.In addition to what Manager has accrued under the Agreement and previous amendments, Manager is hereby granted an additional one-time addition of 120 hours to the Manager’s accrued vacation-time bank, effective July 1, 2025.

3.From the beginning, Section 3 of the Agreement has described the Manager position as “full-time” and has expressly allowed Manager to “regulate his own work schedule provided he accommodates a normal business schedule and remains accessible.” The section also requires Manager to obtain City Council authorization before Manager engages in “any business, education, professional, charitable, other activities that would conflict or materially interfere with performance of his Manager duties.” (Emphasis added.) Even if activities would conflict or materially interfere with Manager’s duties, the Council’s authorization may “not be unreasonably withheld.” Moreover, Section 8 of the Agreement encourages and authorizes Manager to pursue professional development with the support of the City.

Since beginning his employment with the City, Manager has earned a doctoral degree and has been given the opportunity to teach as an adjunct professor in higher education.

The City acknowledges that at all times Manager has arranged his teaching schedule to ensure that it does not conflict or materially interfere with performance of his Manager duties so Council authorization for his teaching activities has not been required. But for the avoidance of doubt, the Council hereby ratifies and authorizes Manager’s teaching and acknowledges that Manager’s teaching activities have substantial professional-development value both for Manager and for City.
(Signatures on following page)
ATTACHMENT #2

Council Meeting Agenda- October 16, 2025

26529.00000\44228059.2

Page | 2

IN WITNESS WHEREOF, the parties have executed this Agreement as indicated below.

CITY OF INDIAN WELLS

____________________________________
By: Bruce Whitman, Mayor

CHRISTOPHER FREELAND

______________________________________
By: Dr. Christopher Freeland
ATTEST:

____________________________________
Angelica Avila, MMC
City Clerk

APPROVED AS TO FORM:

______________________________
Todd R. Leishman, for
Best Best & Krieger, LLP
City Attorney

Council Meeting Agenda- October 16, 2025

INDIAN WELLS CITY COUNCIL
October 16, 2025

To: City Council
From: Finance Department
Prepared by: Kevin McCarthy, Finance Director
Subject: Funding Request from Eisenhower Health for Trauma Center Upgrade

RECOMMENDED ACTIONS:

Council CONSIDERS the $1.0 million funding request from Eisenhower Health to support the hospital’s effort to elevate its trauma center designation; and

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

SUMMARY:

Eisenhower Health has requested $1.0 million in City funding to assist with its planned upgrade of trauma services from a Level IV facility to Level III within the next year, and ultimately to Level II.

This request represents a significant potential investment in public health and emergency preparedness for Indian Wells and the broader region. At this stage, the Council is not being asked to approve funding, but only to decide whether to advance the request into the community engagement process required under City policy. This ensures that residents are fully informed, have meaningful opportunities to provide feedback, and that the City Council retains oversight before any final funding decision.

If the City Council advances this request, it should establish a Council Committee to conduct a comprehensive review and bring forward recommendations, ensuring that the process includes appropriate avenues for community input.

BACKGROUND:

In September 2025, Eisenhower Health submitted a funding request to the City of Indian Wells in the amount of $1.0 million. The funds would support the hospital’s efforts to upgrade its trauma services, specifically by transitioning from a Level IV to a Level III trauma center, with the eventual goal of achieving a Level II designation.

Council Meeting Agenda- October 16, 2025

Trama Center Designations

 Level IV: Eisenhower’s current level. 24/7 Emergency physician coverage with Advanced Trauma Life Support (ATLS) protocols and training. Provides resuscitation and stabilization, as well as, when available, surgical and intensive care services.

 Level III: 24/7 immediate coverage by trauma surgeons, anesthesia, and emergency physicians. Can perform urgent operations and stabilize critical patients.

 Level II: 24/7 immediate coverage by trauma surgeons and most surgical subspecialties (e.g., orthopedics, neurosurgery, vascular surgery, etc.) with trauma ICU capacity.

 Level I: Similar to Level II in terms of clinical service requirements, but with added academic responsibilities to support research, education, and system leadership.

To achieve this upgrade, Eisenhower must make substantial investments in:

 Highly Trained Personnel – Trauma surgeons, subspecialists, and critical care staff available 24/7.

 Specialized Equipment – Advanced imaging and surgical technology for immediate diagnosis and treatment.

 Expanded Space – Additional trauma bays and operating room capacity to treat multiple critical patients simultaneously.

Policy Context

Under the City’s Community Assistance Funding Policy, requests of more than $200,000 are subject to a special review process, independent of the standard policy requirements. These requests must:

 Be considered at a publicly noticed City Council meeting;  Include direct participation by the applicant; and
 Undergo a City-led Community Involvement process before final Council action.

Council Meeting Agenda- October 16, 2025

Community Involvement Process

Should the City Council determine to advance this request, it is incumbent upon the Council to formally appoint a Committee of its members to undertake a thorough review of the funding proposal and to return with its recommendations. In fulfilling this responsibility, the Council-appointed Committee will bear the duty of ensuring transparency, accountability, and public trust by overseeing the following community engagement requirements:

1. Public Meeting – The City will organize at least one public meeting to present the proposal and accept resident comments. Eisenhower Health will attend but will not present independently. All materials must be prepared or approved by City staff.

2. Resident Notification – The City will prepare and mail notices to all Indian Wells households, summarizing the request and outlining fiscal considerations. The applicant will bear mailing costs.

3. Community Feedback Collection – At Council’s discretion, the City may administer a community survey (mailed or online). The applicant will fund all costs, while the City will design and control the process. Results will be compiled by staff and shared with Council.

4. Final Deliberation – After engagement activities are complete, the City Council will deliberate during a regularly scheduled meeting, considering community input, staff analysis, and applicant information prior to making a final decision.

OPTIONS:

The City Council may consider the following alternatives:

1. Deny the request and take no further action.

2. Advance the request by directing staff to initiate the community involvement process, including scheduling the public meeting, preparing resident notification, and designing engagement activities.

3. Provide an alternative direction.

FISCAL IMPACT:

There is no fiscal impact associated with today’s action. The applicant is responsible for all costs related to resident notification and community engagement activities. Any future fiscal impact will be determined only if the City Council ultimately approves funding for the request.

Council Meeting Agenda- October 16, 2025

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

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

ATTACHMENTS:

1.Letter from Eisenhower Health

2.EH_Trauma_CIW

3.Sponsorship and Community Assistance Funding Policy

Council Meeting Agenda- October 16, 2025

City Council Meeting:

October 16, 2025 - Presentation
General Business Item I.2

YOU EISENHOWER

A VISION FOR THE FUTURE
The Path Forward
► In 2022, we were proud to open the John W. Larson
Foundation Trauma Center as a Level IV Trauma Center,
a designation granted to Eisenhower by the Riverside
Emergency Medical Services Agency (REMSA).

The designation reflects our commitment to patient
safety and providing advanced care for a range of
traumatic injuries.
► As our community grows, we saw an opportunity
to expand our services, and by treating trauma
patients closer to home, the hospital can
minimize risks with patient safety, satisfaction,
and continuity of care.
** EISENHOWER HEALTH
"When time is of the essence, Eisenhower Health provides enhanced care to patients who need it most."
Marty Massiello, President and CEO, Eisenhower Health

A VISION FOR THE FUTURE
Advancing Care. Strengthening Community. Saving Lives.
3 A VISION FOR THE FUTURE
The Path Forward
► Our journey will continue to advance from our
current Level IV designation to a Level I I I, and
eventually, to a Level II.
► A Level II Trauma Center is able to provide
comprehensive care to trauma patients,
ensuring their journey continues even with
the most complex injuries, without the need
to transfer them to other facilities.
** EISENHOWER HEALTH
Eric Leroux, MD, MBA, Vice President, Chief Quality Officer and Founding Trauma Director Euthym Kontaxis, MD, Director Emergency Department

A VISION FOR THE FUTURE
Advancing Care. Strengthening Community. Saving Lives.
4 ROADMAP AND PRIORITIES
By 2026:

Achieve Level I I I Trauma Center Designation
D. Need: Recruitment of full complement
of fellowship -trained trauma
Future Goal: Level II designation
► Requires expanded capacity in the ED and
operating rooms, expansion of surgical
subspecialists, and a trauma ICU

WE ARE HERE

TRAUMA CENTER DESIGNATION
Level IV
24/7 Emergency physician coverage with Advanced
Trauma Life Support (ATLS) protocols and training.

Provides resuscitation and stabilization and, when available, surgical and intensive care services.
24/7 immediate coverage by trauma surgeons, anesthesia, and emergency physicians. Can perform urgent operations and stabilize critical patients.
24/7 immediate coverage by trauma surgeons and most
surgical subspecialities (e.g., orthopedics, neurosurgery, vascular surgery, etc.) with trauma ICU capacity.

Similar to Level II in terms of clinical service requirement, but with added academic responsibilities to support research, education, and system leadership.

ROADMAP AND PRIORITIES
Together, we can reach the next level of care.
** EISENHOWER HEALTH
5 RECENT MILESTONES
Emergency Preparedness
Became a Level IV Trauma Center in October 2022
D. 5,000+ trauma patients cared for
D. Rapid growth — recognized and appreciated
by Riverside County
► Newly licensed 26 -bed unit
** EISENHOWER HEALTH
"When emergencies happen, every second counts. Each new bed is not just space, it's the chance to deliver critical care faster, with compassion and precision." Eric Leroux, MD, MBA, Vice President, Chief Quality Officer and Founding Trauma Director Euthym Kontaxis, MD, Director Emergency Department

RECENT MILESTONES
Every second counts. Every patient matters.
6 RECENT MILESTONES
Emergency Preparedness
Eisenhower's Emergency Department has seen
a significant rise in patient volume in recent years,
now treating almost 100,000 people annually.

With a dedicated team of 40 physicians and
200 nurses caring for more than 300 patients
a day, every additional bed strengthens our ability
to respond swiftly and deliver life-saving care.
** EISENHOWER HEALTH

RECENT MILESTONES
Every second counts. Every patient matters.
7 RECENT MILESTONES
Mike and Jan Salta Health Center
A recent remodel of the Salta Health Center
leverages its closeness to the Emergency
Department, providing quicker access for the
evaluation and resuscitation of patients.

Because of this strategic location and renovation,
trauma surgeons are now steps from patients.

It's not just smart design, it's saving lives.

Opposite: A new waiting area provides tranquility
for patients, with offices and exam
rooms for clinicians close by.
** EISENHOWER HEALTH
"We call it the golden hour with emergency patients,
and the hour begins with the accident."
Eric Leroux, MD, MBA, Vice President, Chief Quality Officer and Founding Trauma Director

RECENT MILESTONES
Smart Design. Swift response.
8 REGIONAL LEADERSHIP
Hosted Mass Casualty Training Exercise
In 2024, Eisenhower was the first medical system
in Riverside County to conceive of and lead a mass
casualty incident drill, spanning two locations
and requiring tight collaboration among Sheriff's
deputies, firefighters, ambulances and other first
responders from more than a dozen agencies.

Simulating a full emergency situation at the
Rancho Mirage campus and at Acrisure Arena,
agencies practiced and tested their responses
and protocols.

LIAVSONICOOVONINIMORI
"When you don't train and try to incorporate the what -ifs ... then when an incident does happen, you fail."
Sgt. Jeffrey Cryder, Riverside County Sheriff's Department 1 WALTER AP

REGIONAL LEADERSHIP
Our community trusts Eisenhower, and it shows.

PHILANTHROPIC OPPORTUNITY
Fortifying Our Safety
We respectfully request a gift of $1 Million
from the City of Indian Wells for the growth of
the John W. Larson Foundation Trauma Center.
•
. 7

PHILANTHROPIC OPPORTUNITY
Together, we can reach the next level of care.
** EISENHOWER HEALTH
10 y� * EISENHOWER HEALTH
* PASSION FOR EXCELLENCE CAMPAIGN

CARDIOVASCULAR INSTITUTE BUILDING
$78M

CARDIOVASCULAR INPATIENT PAVILION
$71M

SPECIALTY CLINICS BUILDING
$73M

LUCY CURCI CANCER CENTER
$13M

SAUL AND JOYCE BRANDMAN MEMORY CARE CENTER
$10M

CHILD CARE CENTER
$9M

INPATIENT AND OUTPATIENT
$9M

INPATIENT PHARMACY
$8M

CARDIOPULMONARY WELLNESS CENTER
$6M

RENKER PAVILION SUITES
$2M
TOTAL
$279M

FUNDS RAISED TO DATE
$250M

FUNDS YET TO RAISE
$29M

((The continued excellence of Eisenhower
depends on the collective
generosity and support of partners
like the City of Indian Wells.

With you, everything is possible.

Michael Landes
President
Eisenhower Health Foundation

YOU EISENHOWER
12 **

EISENHOWER HEALTH
PASSIO\ FOB EXCELLE\CE
3uIc
inc Tomorrow's Health Care Toc
ay

7 FOUNDING

CHAIRMAN EMERITUS
Mrs. Bob (Dolores) Hope

CHAIRMAN
James G. Cullen

PRESIDENT/CEO
Martin Massiello

BOARD OF DIRECTORS
Eric L. AJfeldt
Preston Butcher
Susm S. Engeleiter
SmuelL. Gim
Alm L Greene
Kevin R. Johnson
Catherine Kimey
EuthymKontuis, MD
Kh6iM. LE,MD
Suzy W. Leprino
Nick MacPhee
Harold Matzner
Sem P. McGrath
Terry A. McKay
Hrold M. Messmer, Jr.

Kemeth M. Novack
Stephen J. O'Comell, MD
Susm Paresky
Carl Pmer
Marie B. Pinizzotto, MD
John Powell, Jr.

Justin Reckard, MD
ex-officio
Greg P. Renker
Ray Rodriguez
Jan Salta
Elizabeth Sealey
Michael S. Shmon
J. GaryShmby
K. Douglas Smiih, MD
Linda St. Pierre
ex-officio, Auxil.iary
Phyllis J. Washington
Alm E. Williamson, MD
ex-officio

BOARD OF TRUSTEES
Directors are also Trustees
Joyce C. Brandmm
Gary P. Brinson
Marylo(M) Fmm
Adrim Graff-Radford, MD
Joel Hirschberg, MD
Eric Leroux, MD
Mary V. Lester
DomaJ. MacMillm
MtchellJ. Milias
Jerrold B. Newm
Jmes R. Paul
Anil Perumbeti, MD
Pedro Rincon
Robert J. Rishwain
Alvin V. Shoemaker
R. Tod Spieker
Sam Spinello
John Thoresen
Atlmta Warke

IN MEMORIAM

EISENHOWER HNETTH
September 8,2025
The Honorable Bruce Whitman
Mayor of City of Indian Wells
44950 pldorado Drive
Indian Wells, CA922l0
Dear Mayor,
On behalf of Eisenhower Health, we would like to thank you for your ongoing commitment to the health and safety of our community. Your support has long made it possible for Eisenhower to serve as the region's leading health center, and we are deeply grateful for your partnership.

Eisenhorver's Trauma Center (the Larson Trauma Center) became official in October 2022, and in less than three years, we have already treated more than 5,000 trauma cases. The volumes are significant, and both Riverside County and regional health officials have expressed how pleased and impressed they are with the quality of care and rapid development of our program. While our Trauma Center is currently designated as a Level IV facility, the growing demand and demonstrated need.have made it clear that we must now take the important step of upgrading to a Level III and soon after a Level II Trauma Center. This transition will ensure that Indian Wells residents and visitors, as well as families throughout the Coachella Valley, have timely access to the highest standard of life-saving care when minutes matter most.

Tcl achieve this critical upgrade, Eisenhower Health must invest in:

Highly Trained Personnel
Around-the-clock trauma surgeons, subspecialists, and critical care staff, ensuring imnrediate arzailability of expert carc at any hour
Specialized Equipment
Advanced imaging and surgical technology that allows for immediate diagnosis and treatment of complex injuries
Expanded Space
Dedicated trauma bays and operating room capacity to handle multiple critical patients simultaueously
c
a
The Honorable WaltcH. Ammberg'
Honorary Chaimm
Bob Hope
Fomder Trustee
39000 Bob Hope Drive / Rancho Mirage, California 92270 / 760-340-391-L / EisenhowerHealth.org ATTACHMENT #1

Council Meeting Agenda- October 16, 2025

'I
The total project cost is significant, and while Eisenhower is making a substantial investment, we are also seeking support from our community partners and philanthropic donors to bring this vision to life.

We respectfully request that the City of Indian Wells consider a contribution of $1 million toward this vital initiative. Your investment would directly strengthen emergency preparedness and trauma care for Indian Wells residents and the entire Coachella Valley. Most importantly, tt will help save lives.

We would welcome the opportunity to present additional details and answer any questions you may have. We would also welcome the opportunity to share information on other projects vital to the health and safety of our community. Should the Council wish to leam about these initiatives, in addition to the Trauma Center upgrade, we would be happy to provide further details.

Thank you for your leadership, and your consideration of this request to help us provide world- class trauma care for the people we all serve.
w ffi3
President
Eis enhower Health Foundation
CC: Mr. Chris Freeland
Monica Yazquez
Director, Community Giving
Eis enhower Health Foundation

Council Meeting Agenda- October 16, 2025

A PHILANTHROPIC OPPORTUNITY
CITY OF INDIAN WELLS | CHAMPIONS FOR COMMUNITY HEALTH
AT T ACHM E N T #2

Council Meeting Agenda- October 16, 2025

32 Eisenhower Health stands as a beacon of exceptional
philanthropy, a testament to the remarkable vision and
generosity of pioneers like the Annenbergs and Hopes,
and the leaders of today. It is because of this forward- thinking spirit that Eisenhower has become one of the
most respected independent not-for-profit hospitals.

The City of Indian Wells’ unwavering commitment and
leadership not only preserves the legacy of those who
came before but also amplifies the impact of dedicated
individuals in our community.

Thank you for your continued inspiration and generosity.

Together, we are transforming lives through compassion
and commitment, leaving a legacy that will resonate for generations to come.

Opposite: Sanctuary for Healing; To witness a modern,
beautifully appointed hospital rise from what had
been barren desert was a sight to behold. Bob Hope
puts his unique swing on the November 26, 1969,
groundbreaking to mark the start of construction while
then-Governor Ronald Reagan, Dolores Hope, and
Edgar Eisenhower (the late President’s brother) wield
more traditional shovels.
1

Council Meeting Agenda- October 16, 2025

54 Meeting the Valley’s Needs
By the late 1980s, Eisenhower’s capacity to
provide emergency services to its community
was bursting at the seams. Philanthropy enabled
Eisenhower to expand its Emergency Department,
originally located on the first floor of the main building, several times.

In 1988, construction began on the Urritia Architects
designed $11.7 million John L. Sinn Emergency Wing,
which was dedicated in 1990. The project was aided
by a $5 million challenge grant from the Annenbergs,
announced in 1989, which helped fund construction
of a $15 million emergency medical services complex.

In 2009, Eisenhower opened a newly expanded
44,000-square-foot Emergency Department with
42 treatment areas, further enhancing our ability to
provide life-saving care. Eisenhower responds to the
Valley’s growing needs with expanded medical services,
ensuring that each resident has access to the care they need when they need it.

Opposite: The dedication of the expanded
Emergency Department, in 1990
Population Growth Demands Hospital Growth
3

Council Meeting Agenda- October 16, 2025

76 The Front Line of Care
Today, Eisenhower’s Emergency Department (ED) sees an average of 300 patients daily and almost 100,000 visits annually.

With these staggering numbers, Eisenhower has embraced significant advancements to meet the growing demand and deliver exceptional care. In addition to private rooms, the ED includes four trauma bays, capable of accommodating multiple patients. Our facility also boasts the latest in seismic upgrades, exceeding state and federal earthquake safety standards.

Innovating to Serve Patients Better
Recent transformations include doubling triage bays, adding Charge Nurses to assess incoming walk-in patients, and streamlining exam room traffic flow. Staffing increases and process changes have resulted in a dramatic reduction of “door-to-doctor” average time by 30 minutes or less on average.

A team of 40 physicians, 28 residents, and 200 nurses and technicians operates the ED, maintaining a calm, efficient, and empathetic environment.

Recognized for excellence in geriatric emergency medicine, the ED holds a Geriatric Emergency Department Accreditation (GEDA) from the American College of Emergency Physicians (ACEP). It is also a designated Stroke Center and accredited Chest Pain Center, providing lifesaving care in critical moments. More than 65% of our trauma patients are age 65 and older. Trauma Care is growing as a clinical necessity for the elderly in our community, giving us an opportunity to develop into a world-class geriatric Trauma Center.

Emergency Department
5

Council Meeting Agenda- October 16, 2025

98 The Path Forward
In 2022, we were proud to open the John W. Larson Foundation Trauma Center as a Level IV Trauma Center, a designation granted to Eisenhower by the Riverside Emergency Medical Services Agency (REMSA). The designation reflects our commitment to patient safety and providing advanced care for a range of traumatic injuries.

As our community grows, we saw an opportunity to expand our services, and by treating trauma patients closer to home, the hospital can minimize risks with patient safety, satisfaction, and continuity of care. Our Emergency Department and Trauma Team are equipped and able to treat multiple trauma victims of different severity levels, and in the event of a major accident or disaster, we are prepared to handle a surge of patients successfully, and safely. As our Trauma Service line continues to expand, we will be able to admit and manage more of these patients here at Eisenhower Health.

Our journey will continue to advance from our current Level IV designation to a Level III, and eventually, to a Level II.

A Level II Trauma Center is able to provide comprehensive care to trauma patients, ensuring their journey continues even with the most complex injuries, without the need to transfer them to other facilities.

A Vision for the Future
“ When time is of the essence, Eisenhower Health provides enhanced care to patients who need it most.”
Marty Massiello, President and CEO, Eisenhower Health
7

Council Meeting Agenda- October 16, 2025

1110
Emergency Preparedness
Became a Level IV Trauma Center in October 2022
 5,000+ trauma patients cared for
 Rapid growth – recognized and appreciated by Riverside County  Newly licensed 26-bed unit
Eisenhower’s Emergency Department has seen a significant rise in patient volume in recent years, now treating almost 100,000 people annually. With a dedicated team of 40 physicians and 200 nurses caring for more than 300 patients a day, every additional bed strengthens our ability to respond swiftly and deliver life-saving care.

Recent Milestones
“ When emergencies happen, every second counts. Each new bed is not just space, it’s the chance to deliver critical care faster, with compassion and precision.” Eric Leroux, MD, MBA, Vice President, Chief Quality Officer and Founding Trauma Director Euthym Kontaxis, MD, Director Emergency Department
9

Council Meeting Agenda- October 16, 2025

1312
Mike and Jan Salta Health Center
Serving the needs of Trauma Surgery, we chose locations for new offices that enable surgeons and schedulers to reach patients in less time. A recent remodel of the Salta Health Center leverages its closeness to the Emergency Department, providing quicker access for the evaluation and resuscitation of patients.

Because of this strategic location and renovation, trauma surgeons are now steps from patients. It’s not just smart design, it’s saving lives.

Opposite: A new waiting area provides tranquility for patients, with offices and exam rooms for clinicians close by.

Recent Milestones
" We call it the golden hour with emergency patients,
and the hour begins with the accident."
Eric Leroux, MD, MBA, Vice President, Chief Quality Officer and Founding Trauma Director 11

Council Meeting Agenda- October 16, 2025

1514
1113
Hosted Mass Casualty Training Exercise
In 2024, Eisenhower was the first medical system in Riverside County to conceive of and lead a mass casualty incident drill, spanning two locations and requiring tight collaboration among Sheriff’s deputies, firefighters, ambulances and other first responders from more than a dozen agencies. Simulating a full emergency situation at the Rancho Mirage campus and at Acrisure Arena, agencies practiced and tested their responses and protocols.

Our community trusts Eisenhower, and it shows.

Agencies participating were:

Acrisure Arena, AMR Reach, Arrowhead Medical Center, CalFire, Cathedral City Fire, City of Rancho Mirage, College of the Desert, County of Riverside Emergency Management Department, Desert Care Network, Eisenhower Health, Inland Counties Emergency Medical Agency, Loma Linda University Children’s Hospital, Mercy Air, Palm Springs Fire Department, Riverside County Sheriff’s Department, and SunLine Transit Agency.

Opposite: Emergency responders landing at Eisenhower Health helipad during emergency simulation in 2024.

Regional Leadership
" When you don’t train and try to incorporate the what-ifs … then when an incident does happen, you fail."
Sgt. Jeffrey Cryder, Riverside County Sheriff’s Department

Council Meeting Agenda- October 16, 2025

1716
1115
By 2026: Achieve Level III Trauma Center Designation
 Need: Recruitment of full complement of fellowship-trained trauma surgeons and expanded clinical stipends for surgical subspecialties, such as orthopedic surgery.

Future Goal: Level II designation
 Requires expanded capacity in the ED and operating rooms, expansion of surgical subspecialists, and a trauma ICU
People
 $5-8M annually for trauma surgeons and trauma subspecialty coverage  Trauma program staffing: Trauma educator, registrars, program manager Facilities and Technology
 $3-6M High-acuity OR & Angiography Suite
 $2M CT Scanner & bedside Ultrasounds
 $750k annual operating costs
 Space expansions and updates (ICU, OR, ED, Staff offices) Roadmap and Priorities
Fortifying Our Safety
We respectfully request a gift of $1 Million from the City of Indian Wells for the growth of the Eisenhower Health Trauma Center.

Trauma Center Designation
Level IV
24/7 Emergency physician coverage with Advanced Trauma Life Support (ATLS) protocols and training. Provides resuscitation and stabilization and, when available, surgical and intensive care services.

Level III
24/7 immediate coverage by trauma surgeons, anesthesia, and emergency physicians. Can perform urgent operations and stabilize critical patients.

Level II
24/7 immediate coverage by trauma surgeons and most surgical subspecialities (e.g., orthopedics, neurosurgery, vascular surgery, etc.) with trauma ICU capacity.

Level I
Similar to Level II in terms of clinical service requirement, but with added academic responsibilities to support research, education, and system leadership.

We are here
Philanthropic Opportunity

Council Meeting Agenda- October 16, 2025

1918
29 The continued excellence of Eisenhower
depends on the collective
generosity and support of partners
like the City of Indian Wells.

With you, everything is possible.

Michael Landes
President
Eisenhower Health Foundation
Michael Landes, President, Eisenhower Health Foundation Monica Vazquez, Director, Community Giving Page 338 of 387 Council Meeting Agenda- October 16, 2025

20 3 9 0 0 0 B O B H O P E D R I V E , R A N C H O M I R AG E , C A 9 2 2 7 0 7 6 0 . 7 7 3 . 1 8 8 8 | Fo u n d a t i o n I n f o @ E i s e n h o w e r H e a l t h . o rg | w w w. e i s e n h o w e r h e a l t h . o rg / g i v i n g

Council Meeting Agenda- October 16, 2025

City of Indian Wells
Sponsorship and Community
Assistance Funding Policy
Amended by the Council on September 4, 2025
ATTACHMENT #3

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City of Indian Wells
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Table of Contents

Purpose of the Policy ...................................................................................................................... 3

Fund Usage Disclosure and Reporting Requirements ..................................................................... 3

City Sponsorship Funding Policy ...................................................................................................... 6

Community Assistance Funding Policy............................................................................................. 6

Policy on Community Assistance Funding Requests Exceeding $200,000 ...................................... 7

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Purpose of this Policy

The Policy aims to establish annual procedures and approvals associated with funding sponsorships and community assistance expenditures. For this policy, the City defines sponsorships and community assistance as distinguished primarily by their underlying objectives and structural frameworks.

Sponsorships: Sponsorships represent strategic partnerships in which the City provides financial support, resources, or services in exchange for promotional benefits, brand visibility, or other measurable returns.

• Sponsorships are evaluated based on their potential to generate a clear and measurable financial return for the City. These sponsorships are assessed on their ability to create a return on investment (ROI), or;

• Evaluated based on their potential to generate enhanced city branding or strengthened community engagement. These sponsorships aim to improve the City’s visibility and enhance its brand identity where a measurable ROI is not the primary focus or is difficult to calculate.

• Specifically excluded from this policy are sponsorships below $5,000, such as sponsored luncheons, or other events to financially support non-profits or other governmental organizations. More common examples include purchasing a table for an awards or recognition luncheon, participating in a valley event such as the economic summit, or sponsorship level support of a non-profit event such as a fundraiser.

Community Assistance: Community assistance is characterized by a focus on social impact rather than financial gain. This form of engagement can originate from non-profit organizations, mission-driven entities dedicated to addressing societal needs, such as providing food security, housing, or educational resources, and for-profit organizations participating in corporate social responsibility (CSR) initiatives.

Fund Usage Disclosure and Reporting Requirements

Purpose: To ensure transparency and accountability in the allocation and use of City funds, all recipients of City financial support, including sponsorships and community assistance, must adhere to the following requirements.

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Fund Usage Disclosure: All applicants for City funding must provide a detailed statement outlining the intended use of the funds. This statement must include:

• A clear description of the funded project, program, initiative, and timeline.

• A breakdown of anticipated expenditures, including specific budget categories (e.g., materials, staffing, marketing).

• Measurable objectives and expected outcomes.

Reporting Requirements: Any recipient of City funds shall be obligated to submit a comprehensive written report to the City no later than ninety (90) days following the completion of the funded activity, or on the anniversary of the date on which the funds were approved, whichever occurs first.

This report must include:

• A summary of how the funds were used, referring to the original proposed budget.

• Documentation of actual expenditures (e.g., receipts, invoices).

• An evaluation of outcomes achieved in relation to the objectives stated in the application.

• Any unforeseen challenges or deviations from the initial plan, with explanations.

Compliance and Accountability: Failure to submit the required report or misuse of funds may result in:

• Ineligibility for future City funding.

• Requirement to return unspent or misused funds.

• Additional actions as deemed appropriate by the City Council.

• Reports must be submitted and approved by the City before the recipient can submit additional funding requests.

Review and Enforcement: The City will review all submitted reports to ensure compliance. Random audits may be conducted to verify the accuracy of reported expenditures. This reporting requirement aims to foster responsible use of public funds and maintain trust between the City and its community partners.

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Approval Process

Purpose: This section outlines the procedures for approval of allocations to ensure responsible financial management and alignment with the City’s strategic priorities.

Proposal Submission: Applicants seeking City funds must submit a formal proposal.

Each proposal must include:

• A detailed justification for the requested funds, highlighting the alignment with City objectives.

• A breakdown of projected expenditures by category.

• Projected return on investment (ROI) requirements, when applicable.

• Projected outcomes and benefits for the community.

• A timeline for fund utilization.

Review and Approval Process: All proposals submitted under the Grants in Aid Program shall be reviewed and evaluated by the Grants in Aid Committee. The City Manager’s Office shall administer sponsorship requests received by the City. Upon receipt of a sponsorship request, the City Manager’s Office shall provide notice to the full City Council to determine whether there is interest by any Council Member in pursuing the sponsorship.

In the event that one or more Council Members express such interest, the sponsorship request shall be forwarded to the Finance Committee for review and evaluation. In the absence of Council interest, the request shall not be referred to the Finance Committee and no further action shall be taken.

The Finance Committee shall review sponsorship requests and community assistance proposals that fall outside the scope of the Grants in Aid Program. Following their respective evaluations, both the Grants in Aid Committee and the Finance Committee shall transmit their recommendations to the City Council for consideration at a duly noticed public meeting. Final approval of any proposal, sponsorship, or community assistance allocation shall require an affirmative vote of a majority of the City Council.

Decisions will be based on:

• Evaluation of financial feasibility and cost-effectiveness.

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• Assessment of alignment with City priorities and strategic plans.

• Consideration of previous funding history and compliance with past reporting requirements.

• Available resources.

• The proposal’s anticipated impact on the community.

• Compliance with applicable City policies and legal requirements.

City Sponsorship Funding Policy
Sponsorship requests submitted to the City shall be directed to individual Council Members for an initial determination of interest. If a Council Member indicates support for further consideration, the request will be referred to the Finance Committee for review and evaluation. Following its review, the Finance Committee shall forward the sponsorship request, along with its recommendation, to the full City Council for final determination.

The City’s sponsorship funding program is designed to support initiatives that align with municipal priorities while delivering measurable benefits to the community. While Sponsorship can overlap in value to the City, they generally fall into two funding categories:

Return on Investment (ROI)-Driven Sponsorships: These sponsorships are evaluated based on their potential to generate a clear and measurable financial return for the City. Applicants must demonstrate the expected economic impact, such as increased tourism, business activity, or direct revenue generation. Proposals should include data projections, performance metrics, and a post-event evaluation plan to assess the realized ROI.

Marketing and Branding Exposure Sponsorships: These sponsorships are evaluated based on their ability to enhance the City’s brand recognition and overall visibility. While a measurable return on investment (ROI) may not be the primary objective or challenging to quantify, these sponsorships must demonstrably align with the City's strategic marketing initiatives and brand identity framework to ensure consistency with municipal goals and priorities.

General Requirements: All sponsorship funding requests must:

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• Clearly define the intended benefits to the City.

• Include a detailed budget and funding allocation plan.

• Provide measurable outcomes to evaluate the effectiveness of the sponsorship.

Community Assistance Funding Policy
The City defines Community Assistance Funding as discretionary expenditures the City Council allocates annually to eligible non-profit organizations within the Coachella Valley.

These organizations must provide essential services that the City does not otherwise offer.

Funding Allocation Methodology
• The annual community assistance funding budget shall be determined by calculating twenty-five percent (25%) of the preceding fiscal year’s General Fund Net Change in Fund Balance (post-capital contributions). This calculation shall be based on year-end estimates established during the final quarter of each fiscal year.

• The maximum allocation shall not exceed $200,000 per fiscal year.

Allocation Structure
The total annual funding shall be divided into two distinct pools:
• Grants-in-Aid Program: Allocated 80% of the total available funds.

• Discretionary Fund: Allocated 20% of the total available funds to be disbursed solely at the discretion of the City Council.

Financial Compliance Requirements
• Community assistance funding is contingent upon the City’s ability to meet its financial obligations under the current General Fund Cash Flow Plan, as approved and amended by the Finance Committee and consistent with the City’s adopted Annual Budget.

• If available funds are insufficient, community assistance funding will be reduced or suspended until all financial requirements are satisfied.

Budget Roll Forward Policy

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• The Finance Director shall carry forward any unexpended funds from either funding pool prior to the fiscal year's close and report those unexpended funds to the Finance Committee during the annual budget period.

• Rolled forward funds shall be incorporated into the subsequent fiscal year’s budget and remain available for expenditure.

• These funds shall be maintained separately from the annual calculation of the Community Assistance Funding Program and will not affect the determination of new funding allocations.

Policy on Community Assistance Funding Requests Exceeding $200,000 Funding requests submitted to the City for amounts exceeding $200,000 shall be evaluated independently of the general policy requirements and will be subject to the following criteria prior to City Council approval:
• Application Submission: Applicants must provide all necessary documentation in accordance with the Community Assistance Grant Program Requirements. With each application, a Council-appointed Committee will be selected to review the funding proposal and present its recommendations to the City Council.

• Council Review: A staff report summarizing the Committee’s recommendations shall be prepared and included on the City Council agenda for formal consideration.

• Applicant Presentation: The applicant will be afforded the opportunity to present their proposal directly to the City Council during the scheduled agenda item.

• Council Decision and Community Involvement: If the City Council, by majority vote, approves the advancement of the funding request, the applicant will be required to incorporate a Community Involvement component into the funded initiative.

To ensure maximum transparency, maintain public trust, and foster meaningful resident participation, the City of Indian Wells shall retain full oversight, direction, and control over all aspects of the community engagement process related to any request for City funding.

This includes, but is not limited to, the planning, approval, execution, and distribution of all public communications and outreach efforts. Under no circumstances shall the applicant independently conduct or disseminate any information to the public regarding the proposed funding request.

All costs associated with the community engagement process shall be borne solely by the applicant, but the City will produce, approve, and distribute all materials and manage all

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City of Indian Wells
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engagement activities directly. This process is intended to:

• Solicit meaningful resident feedback

• Inform the public of the potential financial impact of the proposed request

• Ensure that the City Council has considered the views of the community before making a funding decision

Community engagement shall include, at a minimum, the following City-led components.

Each step must be completed under the City’s direct supervision and reviewed before any final funding decision by the City Council:

• Public Meeting Requirement: The City shall organize and host at least one public meeting for the purpose of presenting the funding proposal and allowing for resident questions and comments. The applicant is required to attend this meeting but shall not present independently. All presentation materials, talking points, and responses to inquiries shall be developed or approved by City staff in advance.

This meeting must occur prior to any final City Council decision.

• Resident Notification: The City shall prepare and mail a written notification to all Indian Wells households via the U.S. Postal Service. This notification will include a summary of the funding request, information on potential fiscal implications, and details about opportunities for public input. While the applicant shall be responsible for all mailing expenses, only the City may draft, approve, and distribute this communication.

• Community Feedback Collection: To expand opportunities for public participation, the City Council may choose, at its option, to conduct a community- wide survey. This may take the form of mailed questionnaires or a secure, cloud- based civic engagement platform. The City will design and administer the survey and retain complete control over its content, timeline, and distribution. The applicant shall cover all related costs. City staff will compile a summary report of the survey findings and present it to the City Council prior to a final funding decision.

• Final Public Deliberation: Once all community engagement activities have been completed and resident feedback has been compiled and reviewed, the City Council shall conduct a final public deliberation during a regularly scheduled Council meeting. At this time, the Council will consider all community input and staff analysis before making a decision on the proposed funding request.

Council Meeting Agenda- October 16, 2025

INDIAN WELLS CITY COUNCIL
October 16, 2025

To: City Council
From: City Manager Department
Prepared by: Eric Ceja, Assistant City Manager
Subject: Summary of Actions related to the 2025 City Council Strategic Plan

RECOMMENDED ACTIONS:

Council DISCUSSES the actions taken to effectuate the 2025 City Council Strategic Plan; and

FINDS the action exempt from California Environmental Quality Act (CEQA) review under Guidelines Section 15061(b)(3).

BACKGROUND:

On April 17, 2025, the City Council and Housing Authority adopted the 2025 City Council Strategic Plan (Plan). The Plan, which establishes eight (8) broad goals, focused on:

1. Safeguarding the Community

2. Fiscal Responsibility and Sustainability

3. Encourage Development and Tourism

4. Investing in Infrastructure and Amenities

5. Enhancing Quality of Life

6. Housing Authority

7. Indian Wells Golf Resort; and

8. Various Other City Strategies and Initiatives

From these eight goals, a total of 48 priorities were identified; each providing a specific timeframe in which to complete; one-year, 1-3-years, and 3+ years. With adoption of the Plan in April, the City’s budget was adjusted accordingly to accommodate these priorities, which were also reflected in the City budget that was approved in June 2025. The City’s budget officially took effect on July 1, 2025, and October 2025 represents the first 3- months of effort to achieve completion of the Plan.

Council Meeting Agenda- October 16, 2025

1st Quarter Progress (October 2025)

Due to the diligent effort of City staff, committee members, and the City Council and Housing Authority, nearly 11% of these priorities are complete. The completed priorities contributed to the partial achievement of five (5) of the eight (8) goals, including:

1. Safeguarding the Community - Review of the Police Deployment Model for Efficiency and Effectiveness, implementation of the Opticom system at gated communities, and completion of Emergency Operations Plan.

2. Fiscal Responsibility and Sustainability - An Adjustment to Policies for More Efficient Use of City Funds, expanded Cove Community project partnerships, and continue efforts to obtain grant funds.

3. Encourage Development and Tourism - Evaluation of the City’s relationship with various economic development organizations.

4. Enhancing the Quality of Live – approved funding for holiday decorations and additional community events.

5. Indian Wells Golf Resort - Identification of a dedicated funding source for future Celebrity Course improvements at the Indian Wells Golf Resort.

6. Various City Strategies - Creation of a City Council Ad-Hoc Governance Committee to review various items related to City Council procedures, policies, and legislative efforts.

Although not complete yet, the City Council is set to review another four (4) priorities at the October 16, 2025, meeting, including: Updates to the City’s Branding, Commercial Kitchen Inspections, an update on the Resident Benefit Cards, and a supplemental appropriation to complete work related to the Renaissance Esmeralda. Other significant goals are also scheduled to be completed in the next few months, including the opening of the Player’s Course, Cellular Master Plan, and entitlements for the proposed Cocun Resort development.

Thirty-two (32) of the remaining 39 priorities are currently in various stages of progress, with the majority of those anticipated to be completed by the 4th quarter of 2026. Seven (7) priorities have yet to be initiated due to their multi-year and multi-party efforts. These priorities are anticipated to begin prior to fall 2026.

A much more comprehensive summary of progress on the various City Council Goals and priorities is attached (Attachment No. 1). Staff will also provide a verbal update at October 16, 2025, City Council meeting.

FISCAL IMPACT:

There is no fiscal impact to accepting this report. Fiscal impacts of individual priorities will be reviewed with the City Council on a case-by-case basis.

Council Meeting Agenda- October 16, 2025

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

This report and the attachment summarizing the actions taken to complete various City Council approved initiatives is not a “project” as defined by the CEQA and therefor is not subject to the CEQA.

ATTACHMENTS:

1.Q1 Update to 2025 City Council Strategic Plan

Council Meeting Agenda- October 16, 2025

2025 Strategic Plan Update
City Council Meeting:

October 16, 2025 - Presentation
General Business Item I.3

2025 Strategic Plan
Adopted in April 2025:

1.Safeguarding the Community

2.Fiscal Responsibility and Sustainability

3.Encourage Development and Tourism

4.Investing in Infrastructure and Amenities

5.Enhancing Quality of Life

6.Housing Authority

7.Indian Wells Golf Resort

8.Other Strategies and Initiatives
48 Priorities Identified

Progress to Date
Section Description
Completed
6 In Progress
35 Not Started
7 •Review the Police Deployment Model
•Implementation of Opticom Systems
•Complete an Emergency Operations Plan
•Evaluate relationship with Economic Development Organizations •Approve Holiday Decoration and Community Events
•Expand Cove Community Partnerships
•Ad-Hoc Governance Committee

GOAL #1: Housing Authority
Housing Authority was established with a strategic mandate to promote the retention, rehabilitation, and development of affordable housing units within Indian Wells.

For the 2025/2026 Strategic Plan the City Council identified the City’s Housing Authority, Housing Authority properties, and housing legislation as a major priority. Recognizing that these priorities will be multi-year in nature, a total of 7 priorities were identified. To date, 6 of the priorities are in- progress while 1 priority has not be started due to timing for the RHNA cycle. A summary of the accomplishments for each priority is provided below:

1.1 Continue Implementation of 6th Cycle of Housing Element Time Period:
12-months
Department:

Community Development Status: In Progress
Quarter 1:
•The City Council adopted Resolution 2024-14 and Ordinance 753 updating its General Plan, adding Chapter 21.37 to the City's Zoning Code approving a Zone Map Amendment to add a “Public Benefit” land use and zoning designation to the City’s General Plan and Zoning Ordinance, respectfully. The purpose of the Public Benefit Zone is to provide land use opportunities within the City that are beneficial to the public, including affordable housing, park and open space areas, and supporting uses.
•The City Council adopted Resolution 2025-04 and Ordinance 762 for its General Plan and Zone Map update. The General Plan's updated Land Use Map and associated Zone Map Amendment facilitate lower income housing opportunities within the City which will directly benefit citizens with a wide range of economic backgrounds, including workforce housing, disadvantaged groups, and those with special housing needs. •In April, the City Council Approved and City staff subsequently submitted the City’s Annual Progress Report (APR) for the 2021-2029 planning period (6th Housing Cycle) to the State Department of Housing and Community Development (HCD). The APR identified the number of housing applications and permits processed during the reporting year, including the progress made on the various programs, policies and Regional Housing Needs Assessment (“RHNA”) allocation for the 6th Cycle Housing Element. HCD has approved and accepted the City’s APR on 7/30/2025.
•The City maintains its relationship with Lift to Rise and supported their calls for additional funding for affordable housing in the Valley, as well as advocating for legislation that would allow the City to fund affordable housing in neighboring communities in return for RHNA credit.

Completed
-
In Progress
6 Not Started
1 ATTACHMENT #1

Council Meeting Agenda- October 16, 2025

GOAL #1: Housing Authority
Housing Authority was established with a strategic mandate to promote the retention, rehabilitation, and development of affordable housing units within Indian Wells.

Quarter 2:
• The City Council approved an extension to an Exclusive Negotiation Agreement (ENA) for 10 -acres of land to be development with future affordable housing.
• The City is currently awaiting the results of a pending eminent domain case to acquire additional land for affordable housing development.

1.2 Development of Housing Element for 7th Cycle (2029-2037) Time Period:
1-3 years
Department:

Community Development Status: In Progress
Quarter 1:
• In accordance with existing state housing law, the city needs to adopt its 7th Cycle Housing Element by October 15, 2029, and at least 18 months prior to the Housing Element due date, SCAG must distribute a draft RHNA to the City.

However, these timeframes may change as the state legislator is currently looking at Housing Element an d RHNA reform Bills that have the potential to modify these timelines.

Quarter 2:
• No Changes

Looking Forward:
• City Staff and City Attorney’s office continue to monitor proposed Bills and legislation that could affect future requirements of the 7th Cycle Housing Element and RHNA.

1.3 Address Regional Housing Needs Assessment-RHNA
Time Period:
1-3 years
Department:

Community Development Status: In Progress
Quarter 1:
• To effectuate this goal, the City Council adopted Ordinance 753, adding Chapter 21.37 to the City's Zoning Code and amending the City’s zoning map to include a Public Benefit District. The purpose of District is to facilitate future development of affordable housing and supporting uses. Affordable housing developers may also apply to the City to construct affordable housing in any residential zone using the City’s Affordable Housing Overlay in accordance with Chapter 21.28.
• Accessory Dwelling Unit (ADU) and SB 9 Ordinances have been recently updated consistent with the State’s current affordable housing legislation. City staff and the City Attorney will continue to monitor and amend the ordinances as needed based on future changes to State Law.
• As mentioned in Goal 1.1, above, HCD has approved and accepted the City’s Annual Progress Report (APR) for the 6 th Cycle Housing Element. During the reporting year, the City has processed 25 housing applications, issued 18 building permits, and issued 58 certificates of occupancies (C of O’s) for new residential homes. 7 of these homes were permitted as Accessory Dwelling Units (ADU), 6 of which are allowed to be counted toward the City’s RHNA as moderate- or lower-income level units. Out of the total 382 RHNA units allocated to the City for the 6 th Housing

Council Meeting Agenda- October 16, 2025

GOAL #1: Housing Authority
Housing Authority was established with a strategic mandate to promote the retention, rehabilitation, and development of affordable housing units within Indian Wells.

Cycle, the City has now reported the completion of 107 RHNA units since 2021, which is approximately 28% of the City’s RHNA allocation for the planning period.

Quarter 2: No Changes

1.4 Develop Strategies to Extend Affordability Covenants at Indian Wells and Mountain View Villas
Time Period:
1-3 years

Departments:

Community Development/City Manager’s Office Status: In Progress Quarter 1:
• The City recently solicited bids through an RFP for housing consulting services to provide strategies for long-term affordability of currently owned Housing Authority properties, construction of new affordable units, compliance with the changing State legal requirements, and alternatives for use of housing assets currently owned by the City’s Housing Authority. We have received proposals from three qualified firms and are currently going through the selection process to enter into a contract with the most qualified housing consultant firm. • City Staff and City Attorney continue to endorse and monitor the legislative progress of AB 726 bill which would permit a local agency to include in its annual progress report (APR) the number of units of existing deed-restricted affordable housing within a specified affordability threshold that are at least 15 years old and have been substantially rehabilitated with at least sixty thousand dollars per unit in funds awarded from the c ity. This bill has been successfully moving through legislature with no opposition and was ordered back to the Assembly on September 11, 2025. State Adoption of this Bill would allow the City to receive RHNA credit for rehabilitating units at the City’s two affordable housing properties.

Quarter 2:
• No Changes

1.5 Develop New Housing Units in Community
Time Period:
1-3 years
Department:

Community Development Status: In Progress
Quarter 1:
• This is a longer-term goal of the City Council and land within the City has been zoned or identified for the expansion of affordable housing options.

Quarter 2:
• No Change

Council Meeting Agenda- October 16, 2025

GOAL #1: Housing Authority
Housing Authority was established with a strategic mandate to promote the retention, rehabilitation, and development of affordable housing units within Indian Wells.

1.6 Support Legislation Giving Cities More Tools to Address RHNA Requirements (e.g., AB1407, AB 76226)
Time Period:
12-months
Department:

Community Development/City Manager’s Office Status: Ongoing Quarter 1:
• AB1407 was introduced by Indian Wells’ Assembly Member Wallis in the 2025-26 cycle. It’s goal is to create a pilot program whereby neighboring cities can contribute funding toward affordable housing in another community and receive some pro rata share of the associated RHNA credit for doing so . This law would focus on expanding affordable housing to include student housing and would be directed at CSUSB-Palm Desert. Staff are in communication with Wallis’ office and have been informed this will be a 2-year bill, with final language and effort beginning in January 2026.
• AB726 was introduced by Assembly Member Avila Farias in the 2025-26 cycle. It’s goal is to authorize RHNA credit for existing deed-restricted affordable housing units which are at least 15 years old and have been substantially rehabilitated with at least $60,000 per unit in funds awarded from the City. This bill has been successfully moving through the legislature with no opposition and was ordered back to the Assembly on September 11, 2025.

Quarter 2:
• No Changes

1.7 Develop Strategy on Declining Housing Authority Funds Time Period:
12-months
Department:

City Manager’s Office/Finance Department Status: Ongoing Quarter 1:
• The City Council recently approved the sale of real property commonly known as Hole 17 of the former Player’s Golf Course. In keeping with State requirements, 30 percent of the sale proceeds have been allocated to the Indian Wells Housing Authority to strengthen the long-term financial health of the Indian Wells Villas and Mountain View Villas communities. This investment reflects the City’s continued commitment to supporting residents and maintaining high-quality, well-managed housing. By directing funds toward these community properties, the City ensures their ongoing upkeep and sustainability, reinforcing Indian Wells’ dedication to enhancing the quality of life for all who call these neighborhoods home.

Council Meeting Agenda- October 16, 2025

GOAL #2: Golf Resort
The Indian Wells Golf Resort is a premier destination, offering world-class golf, amazing dining, exceptional hospitality, and a sophisticated entertainment experience for residents and guests alike.

Recognizing the importance of the Indian Wells Golf Resort (IWGR) the City Council identified 10 priorities to address the IWGR. To date, all 10 priorities are being reviewed. A summary of the accomplishments for each priority is provided below:

2.1 Review of Resident and/or Resident Guest Rate Fee Structures Time Period:
12-months
Department:

City Manager’s Office Status: In Progress
Quarter 1:
• City staff is collecting data on tee sheet usage and rounds played by residents, resident guest, hotel guest, and market-rate players.

Quarter 2:
• Staff continued to evaluate the IWGR Resident Golf Fee Structure and work with Troon to identify player type and usage.

Looking Forward:
• Staff anticipates bringing information to the City Council in the first half of 2026 for further discussion.

2.2 Identify a Dedicated Funding Source for Celebrity Course Rehabilitation Time Period:
12-months
Department:

Finance Status: Complete
Quarter 1:
• During the adoption of the City’s Annual Budget, the City Council took decisive action to allocate key funding sources—including a General Fund surplus and remaining loan repayments from the former Redevelopment Agency Completed

1 In Progress

9 Not Started

-

Council Meeting Agenda- October 16, 2025

GOAL #2: Golf Resort
The Indian Wells Golf Resort is a premier destination, offering world-class golf, amazing dining, exceptional hospitality, and a sophisticated entertainment experience for residents and guests alike. (RDA). This strategic use of resources reflects the Council’s commitment to sound fiscal management and the continued reinvestment of local dollars back into the community.

2.3 Hire Design Consultants for Various Capital Improvements (Banquet Kitchen, Pavilion Insulation, Parking Lot Expansion)
Time Period:

Department:

Troon/Public Works Department Status: In Progress
Quarter 1:
• City staff is working with the Renaissance and Hyatt partners to evaluate the campus needs, including, identifying additional parking facilities, cleaning up property lines, and a review of the amenities and walkability of the campus location.
• The City has entered into a contract with Kimley Horn for design of a future parking lot expansion. • The City has entered into a contract with Kimley Horn to complete survey work for lands around Indian Wells Lane and the Indian Wells Golf Resort clubhouse.

Quarter 2:
• Staff will seek City Council approval to negotiate with the Renaissance and identify a location for parking lot expansion in support of the Indian Wells Golf Resort.

Looking Forward:
• If approved by City Council, staff will complete necessary survey and mapping actions and finalize the design of parking lot expansion.
• Once designed, staff hopes to begin construction of the project in Summer 2026.

Council Meeting Agenda- October 16, 2025

GOAL #2: Golf Resort
The Indian Wells Golf Resort is a premier destination, offering world-class golf, amazing dining, exceptional hospitality, and a sophisticated entertainment experience for residents and guests alike.

2.4 Bring a Major Golf Tournament to the Indian Wells Golf Resort Time Period:
1-3 years
Department:

Troon/City Manager’s Office Status: In Progress
Quarter 1:
• City staff are working closely with Troon and Troon subsidiaries to pursue a major golf tournament for the IWGR.

Quarter 2:
• Troon and the City have confirmed that the LGPA is exploring locations on the West Coast for a Championship LPGA event.
• City staff and Troon met with potential sponsors to bring a major LPGA event to the City.

Looking Forward:
• The City and Troon will need to secure a multi-million-dollar, multi-year, sponsorship to entice the LPGA to bring an event to Indian Wells. To effectuate this, the City and Troon will continue to identify and pursue potential sponsorship opportunities throughout the greater Southern California region and beyond.

2.5 Seek Out Opportunities to Activate the Celebrity Ballroom Time Period:
12-months
Department:

Troon/City Manager’s Office Status: In Progress
Quarter 1:
• Troon is exploring options for use of the Celebrity ballroom and notes that introducing additional uses could be problematic and the ballroom is consistently used throughout the season and is difficult add an activity in there when our lead time form many events is 60 days or less. Therefore, any new activations would need to occur in the summer.

2.6 Installation of Public Art at Kestrel
Time Period:
12-months
Department:

Troon/City Manager’s Office Status: In Progress
Quarter 1:
• Funding has been identified (such as the Art in Public Places Fund) to support new public art installations at the Indian Wells Golf Resort (IWGR). This initiative reflects the City’s ongoing commitment to enhancing public spaces, celebrating creativity, and enriching the cultural experience for residents and visitors alike.

Quarter 2:
• No Change.

Council Meeting Agenda- October 16, 2025

GOAL #2: Golf Resort
The Indian Wells Golf Resort is a premier destination, offering world-class golf, amazing dining, exceptional hospitality, and a sophisticated entertainment experience for residents and guests alike.

2.7 Modifications to Shots in the Night Putting Course
Time Period:
12-months
Department:

Troon/City Manager’s Office Status: In Progress
Quarter 1:
• Troon met with Put Tek who performed site of current laser putting area and is putting together a proposal to develop a new putting activity.

2.8 Installation of Public Art at Golf Resort
Time Period:
12-months
Department:

Troon/City Manager’s Office Status: In Progress
Quarter 1:
• Troon met with an artist who will be putting together a proposal for art leading up the stairway to Kestrel . Troon anticipates receiving this proposal by January 2026.

2.9 Installation of a Legacy Wall in Lobby of Golf Resort Time Period:
12-months
Department:

Troon/City Manager’s Office Status: In Progress
Quarter 1:
• Troon is seeking consultants to assist with professionally designing the legacy wall.

Council Meeting Agenda- October 16, 2025

GOAL #2: Golf Resort
The Indian Wells Golf Resort is a premier destination, offering world-class golf, amazing dining, exceptional hospitality, and a sophisticated entertainment experience for residents and guests alike.

2.10 Host a Grand Opening Celebration for the Redesigned Players Course Time Period:
12-months
Department:

Troon/City Manager’s Office Status: In Progress
Quarter 1:
• Troon project managers remained focused on complete renovations for the redesigned Players Course. • Troon and City staff met to discuss expectations for the Grand Opening Celebration and relayed residential accessibility, celebrity guest, various media promotions, timing, and budget.

Quarter 2:
• Troon is coordinated a large event scheduled for December 2, 2025 with the assistance of the Golf Resort Advisory and Community Activities Committees.

Looking Forward:
• The event is scheduled for December 2, 2025, at which point this goal will be complete.

Council Meeting Agenda- October 16, 2025

GOAL #3: Safeguarding the Community
Goal Statement: Provide enhanced public safety, prevention, preparedness, and emergency response programs. Public Safety Committee to have oversight over all these strategies and initiatives.

For the 3rd Goal of the 2025/2026 Strategic Plan the City Council identified a total of 7 priorities to address safe-guarding the community. To date, 1 of the priorities have been completed while the other 6 priorities are in process. A summary of the accomplishments for each priority is provided below:

3.1 Review Fire Department Deployment Model for Efficiency and Effectiveness Time Period:
12-months
Department:

City Manager’s
Office
Status: Ongoing
Quarter 1:
• Reviewing ability to improve the ISO Rating from a 2 to a 1 was delayed until Q2 due to scheduling challenges with the ISO representative.

Quarter 2:
• Regarding ISO Rate Improvement Effort: Chief Beverlin met with the ISO evaluator who provided insight into improving the rating, maps that would allow CalFIRE to better understand some of the nuances of the study, and future training opportunities that will assist CalFIRE with being better prep ared for their next review. Chief Beverlin will share an update with the Public Safety Committee on October 21, 2025.

Completed

1 In Progress

6 Not Started

-

Council Meeting Agenda- October 16, 2025

GOAL #3: Safeguarding the Community
Goal Statement: Provide enhanced public safety, prevention, preparedness, and emergency response programs. Public Safety Committee to have oversight over all these strategies and initiatives.

3.3 Develop Policy to Inspect Commercial Kitchen Fire Suppression Systems Time Period:
12-months
Department:

City Manager’s Office/ Community
Development/Finance
Status: Ongoing
Quarter 1:
•Staff reviewed the development of an inspection program with CalFIRE to expand existing fire suppression services to include these additional inspection compliance checks. CalFIRE was unable to provide the City with cost estimates on what this additional requirement would entail, causing the City to seek alternative approaches. •At the June 10, 2025, special meeting, the Public Safety Committee agreed to have Staff assess an alternative approach to the fire inspection program outside of a contract amendment with CalFIRE . •Staff met to discuss how a program could be incorporated into the existing Business License process and requested City Attorney assistance with ensuring compliance with the law, Municipal Code, and with the CA Fire Code.

Quarter 2:
•Staff will return to Council at their October 16, 2025 meeting, for formal consideration to implement a fire inspection program.

Looking Forward:
•Following approval, staff will prepare a letter outlining the program’s details and requirements which will be mailed to all impacted businesses prior to the next round of business license renewal notices. •Beginning January 2026, the City’s Code Enforcement Division will be conducting drop ins to confirm compliance.

3.2 Review Police Deployment Model For Efficiency and Effectiveness Time Period:
12-months
Department:

City Manager’s Office Status: Complete
Quarter 1:
•Staff reviewed community needs and the police deployment model; including fiscal impacts, changes in staffing, and efficiency with sharing resources with the City of Rancho Mirage, with Lt. Schiavone and Captain Sexton. •Staff presented findings and an alternative to the police deployment model to the City’s Public Safety Committee on June 10, 2025, and received a recommendation to move forward with the proposed modifications to the deployment model.
•June 10, 2025, City Council approved a new 3-year term with the Riverside County Sheriff Department as well as an amendment outlining the new deployment model which reallocated patrol resources to address increased traffic enforcement and Special Enforcement Team oversight. These additional positions will be a cost sharing with the City of Rancho Mirage.

Looking Forward:
•This Goal was completed in Quarter 1. Staff continue to collaborate with Lt. Schiavone and monitor staffing levels to adjust to community needs.

Council Meeting Agenda- October 16, 2025

GOAL #3: Safeguarding the Community
Goal Statement: Provide enhanced public safety, prevention, preparedness, and emergency response programs. Public Safety Committee to have oversight over all these strategies and initiatives.

3.4 Examine Opportunities to Expand Opticom System to Gated Communities Time Period:
12-months
Department:

Community Development/City Manager’s Office Status: Ongoing Quarter 1:
• Council approved changes to the Municipal Code requiring all existing and new automated vehicle access gates to install preemption devices (commonly referred to as OPTICOM systems) in addition to the “Knox Boxes.” • To encourage rapid compliance, Council also approved a rebate program offering HOAs up to $500 upon proof of installation of a preemption device at their gates.
• Beginning on Monday, August 4, 2025, rebates are available through the end of January 2026, though HOAs have until August 2026 to be in compliance.

Looing Forward:
• Beginning August 2026, the City’s Code Enforcement Division will be conducting regular checks to ensure compliance.

3.5 Expand Emergency Preparedness Programs (i.e., CERT partnerships, Emergency Preparedness Month, Adoption of Fire Hazard Maps, Complete Emergency Operations Plan)
Time Period:
12-months
Department:

City Manager’s Office Status: Ongoing
Quarter 1:
• At the July 2, 2025 Council Meeting, Council adopted a new, 3-year agreement with Riverside County Department of Emergency Management, increasing our Emergency Coordinator’s services from 50% to 75% shared with the County. As a result of this increased access to their time, a wide variety of additional efforts have been made, including:
 Entering into an MOU with City of Palm Desert to share emergency services and resources (approved September 4, 2025)
 Developed the new 2025 Emergency Operations Plan which was adopted by Council on September 4, 2025  Free 12 Steps training for residents at Indian Wells Villas and Mountain View Villas  Launch of the 6th Round of Emergency Backpack Sales
 Provided EOC Training for City Council Members
 Included emergency preparedness information in the September newsletter  Relaunch of the #IWFastFact social media campaign to provide weekly emergency preparedness information during Emergency Preparedness Month
 Updated EOC Org Chart and required Section Specific Training for all Staff  Facilitated a Foundational Course Recertification for all Staff on the core emergency preparedness courses offered through FEMA and CSTI
 Presented an emergency preparedness update at the September 4, 2025 Council Meeting and was presented with an Emergency Preparedness Month proclamation • In addition to these emergency preparedness specific courses, Staff have also been provided with First Amendment Auditor training through Best, Best & Krieger, as well as De-escalation Training through the CJPIA • City staff will participate in the 2025 Great Shakeout on Thursday, October 16 th • Indian Wells and Palm Desert are scheduled to host a combined CERT Class in November 2025. • The City Council adopted the 2025 Emergency Operations Plan at their September 4, 2025 meeting.

Council Meeting Agenda- October 16, 2025

GOAL #3: Safeguarding the Community
Goal Statement: Provide enhanced public safety, prevention, preparedness, and emergency response programs. Public Safety Committee to have oversight over all these strategies and initiatives. • Staff introduced Ordinance 764 at the June 10, 2025 City Council meeting to adopt the fire hazard severity zone map as recommended by the California Dept of Forestry and Fire Protection. This was formally passed, approved, and adopted on July 2, 2025, and a copy was filed with the Board of Forestry and Fire Protection as required on July 9, 2025.

3.6 Seek Funding to Rebuild and Rehabilitate City Emergency Operations Center Time Period:
1-3 years
Department:

City Manager’s Office Status: Ongoing
Quarter 1:
• After Staff submitted the Congressionally Directed Spending applications for EOC funding through Homeland Security, information came out that the Senate was only looking to fund retrofit projects, not new or rebuild projects.

As the City had not yet determined whether it could retrofit the existing EOC or if i t would need to tear down to rebuild, Indian Wells understandably was not selected for EOC grant funding this cycle. Congressional funding was awarded to the larger Whitewater Channel project.
• Griffin Structures is currently under contract and is actively putting together an EOC Needs Assessment, the results of which will be presented to Council so a decision can be made on whether to retrofit the existing EOC structure or if an alternative approach is warranted.

3.7 Develop a Cellular Master Plan
Time Period:
12-months
Department:

City Manager’s Office Status: Ongoing
Quarter 1:
• On May 15, 2025, the City Council approved the scope for a Wireless Master Plan with tasks including zoning analysis and recommendations, incentivizing wireless carrier investment recommendations, wireless inventory, mapping and analysis, recommendations to improve coverage, and recommendations for golf cart emergency notifications. • In June of 2025, City Staff released the RFP and received three proposals , and in September, City Staff awarded the bid, initiated an agreement, and issued a Notice to Proceed to CelPlan.

Quarter 2:
• An initial kickoff meeting was held between City staff and the Consultant on September 17,2025, and the project is expected to last approximately six months.

Council Meeting Agenda- October 16, 2025

GOAL #4: Fiscal Responsibility and Sustainability
Goal Statement: Foster fiscal health through disciplined long-term planning, conservative budgeting practices, heightened efficiency, increased revenue and cost recovery.

For the 4th Goal of the 2025/2026 Strategic Plan the City Council identified a total of 5 priorities to address fiscal responsibility and sustainability. To date, only 1 of the priorities have been completed while the other 4 priorities are in process or have yet to start. A summary of the accomplishments for each priority is provided below:

4.1 Examine Opportunities to Expand and Diversify City Revenues (possible tax measure, revisit no/low property tax status)
Time Period:
12-months
Department:

Finance/City Manager’s Office Status: Ongoing
Quarter 1:

• The City developed a Request for Proposals (RFP) for professional public opinion polling services to solicit proposals from qualified firms capable of designing, administering, and analyzing a statistically valid community survey focused on sales tax and related local revenue measures. • The purpose of this survey is to provide the City Council and staff with accurate, objective, and data -driven insights to help guide future fiscal policy discussions and evaluate potential revenue options that best serve the needs of the Indian Wells community.

Completed

1 In Progress

3 Not Started

1

Council Meeting Agenda- October 16, 2025

GOAL #4: Fiscal Responsibility and Sustainability
Goal Statement: Foster fiscal health through disciplined long-term planning, conservative budgeting practices, heightened efficiency, increased revenue and cost recovery.

4.2 Continue Proactive Pursuit of County, State, and Federal Funding Time Period:

Ongoing
Department:

All Departments Status: Ongoing
Quarter 1:
• Staff submitted two applications for federal funding to support key Capital Improvement Projects, including initiatives under the Safer Streets program. The applications seek funding through the Safe Streets for All Implementation program and the Congestio n Mitigation and Air Quality Improvement (CMAQ) program. Award announcements are expected by the end of the calendar year, which, if successful, will provide critical resources to enhance safety, mobility, and environmental quality within the community.

Quarter 2:
• No Change.

4.3 Adjust Policies for More Efficient Use of City Funds Time Period:
12-months
Department:

Finance Status: Complete
Quarter 1:
• The City Council has formally adopted the General Fund Operating Reserve Policy, a critical framework designed to safeguard the City’s long-term financial stability and operational resilience. By establishing a dedicated reserve fund, the policy ensures the City is prepared to absorb unforeseen economic disruptions, revenue shortfalls, or unexpected expenditures. This proactive approach allows Indian Wells to maintain essential services consistently and responsibly, without relying on emergency measures, and reinforces the City’s commitment to prudent fiscal management.

4.4 Expand Cove Community Project Partnerships to Expand Fiscal Efficiency Time Period:

Ongoing
Department:

All Departments Status: Ongoing
Quarter 1:
• City management between Indian Wells, Palm Desert, and Rancho Mirage is on going and the cities share services with the Sheriff Department.
• All cities remain engaged with the review of the Joslyn Center.

Council Meeting Agenda- October 16, 2025

GOAL #4: Fiscal Responsibility and Sustainability
Goal Statement: Foster fiscal health through disciplined long-term planning, conservative budgeting practices, heightened efficiency, increased revenue and cost recovery.

4.5 Initiate a Government Efficiency and Organizational Improvement Study Time Period:
12-months
Department:

Finance/City Manager’s Office Status: On-Hold
Quarter 1:
• In review of this goal, the City Manager and City Council agreed to postpone the study until job descriptions for City employees have been evaluated and updated, where necessary, to reflect current operations within City Hall. These updates are essential to provide an accurate understanding of the work current being performed by staff. It was agreed that any organizational study must be preceded by this task to ensure relevant and reliable findings.

Quarter2:
• No Change.

Council Meeting Agenda- October 16, 2025

GOAL #5: Encourage Development and Tourism
Goal Statement: Pursue economic development initiatives that attract and retain businesses, provides a strong, diverse local economy, addresses affordable housing needs, and enhances Indian Wells as the premier tourism destination.

For the 5th Goal of the 2025/2026 Strategic Plan the City Council identified a total of 7 priorities to address encouraging development and tourism. To date, only 1 of the priorities have been completed while the other 6 priorities are in process or yet to start. A summary of the accomplishments for each priority is provided below:

5.1 Process Entitlements for Cocun Resort Development
Time Period:
12-months
Department:

Community Development/City Manager’s Office Status: In Progress Quarter 1:
• In 2024, the City received the applicants entitlement package for development of the 14-acre parcel at the northwest corner of Miles Avenue and Highway 111. The project includes a wellness sanctuary offering health treatments, a 5 - star resort hotel with supporting bungalows, two luxury resort residential condominium towers, eleven luxury villas, and a resort-style clubhouse with a public/private corner park at the intersection of HWY 111/Miles. The project will also include a 3-level underground parking garage.
• The City has provided comments to the developer regarding technical aspects of the project to ensure compliance with the City’s Zoning Ordinance, the California Environmental Quality Act (CEQA), project phasing, and terms for development. A Reimbursement Agreement has also been signed by the developer a deposit is now on file with the City to pay for certain consultants’ review of the project. • Applicant hosted and City participated in the two (2) Community Meeting held at the Indian Wells Golf Resort and Indian Wells Country Club.

Quarter 2:
• Staff met with CVWD and the applicant’s engineering and planning team to discuss allowing additional water runoff created by the development during a storm event into the adjacent White Water River Channel. CVWD was amenable to this request and will be submitting a revised comment letter stating this allowance in the coming weeks. • Updated site access and parking memos were provided by the applicant, addressing the City’s Traffic Engineer’s comments. The applicant is reaffirming the location of the signalized intersection as proposed (~500 -ft west of Hwy 11 and Miles Ave) and can be considered a minor technical change in the eyes of CEQA and appropriately analyzed through an MND amendment. Staff is currently reviewing these updated documents. • A Draft Development Agreement (DA) outlining the terms and conditions for the development of the property is being prepared by Allen Matkins. This DA will serve as part of the entitlement package for City Council review. In it, Completed

1 In Progress

3 Not Started

3

Council Meeting Agenda- October 16, 2025

GOAL #5: Encourage Development and Tourism
Goal Statement: Pursue economic development initiatives that attract and retain businesses, provides a strong, diverse local economy, addresses affordable housing needs, and enhances Indian Wells as the premier tourism destination.
the DA will identify a TOT-share with the developer, protections to the City to ensure development occurs in a timely manner, and conditions for performance by the developer and ownership. • The City’s Traffic Engineer, Hartzog & Crabill, reviewed the Project traffic study and provided a Comment Letter, confirming signalized intersection needed 800-feet west of HWY 111 and Miles Ave (possibly requiring redesign of current Site Plan at the primary entrance).

Looking Forward:
• Staff anticipates public hearings for the project with both the Planning Commission and City Council to occur early in 2026.
• If approved, the DA will specify a “Schedule of Performance” for which the developer and City will be obligated to performance certain improvements, including lining of the Whitewater Channel, within a specified time -frame.

5.2 Process Entitlements for Development on East Side of Miles and Highway 111 Time Period:
1-3 years
Department:

Community Development/City Manager’s Office Status: On Hold Quarter 1:
• This area is approximately 15-acres of undeveloped land at the NE corner of Miles and HWY 111 and is part of the Indian Wells Crossing Specific Plan area, which currently allows for 130,000 sqft of general commercial/retail uses and a two-story hotel. The property owner has not submitted any Application for development of the site. Future development of the site will likely require a Specific Plan Amendment, Conditional Use Permit, Zone Text Amendment and Tentative Parcel Map.

Looking Forward:
• Staff is waiting for submittal of a formal entitlement package from the developer. Until a package is received there will be no changes to this goal.

5.3 Continue Discussions with Renaissance Esmerelda on Expansion of their Resort Time Period:
12-months
Department:

City Manager’s Office Status: In Progress
Quarter 1:
• City Council provided direction for negotiations with Renaissance. The City and Renaissance are currently working on finalizing a deal with terms approved by the City Council.

Looking Forward:
• Staff is finalizing an agreement with Renaissance ownership for a hearing with the City Council in November 2025.

Council Meeting Agenda- October 16, 2025

GOAL #5: Encourage Development and Tourism
Goal Statement: Pursue economic development initiatives that attract and retain businesses, provides a strong, diverse local economy, addresses affordable housing needs, and enhances Indian Wells as the premier tourism destination.

5.4 Evaluate Relationship with Economic Development Organizations (e.g., CVEP and Visit GPS)
Time Period:
12-months
Department:

City Manager’s Office Status: Complete
Quarter 1:
• At the August 21, 2025 Finance Committee Meeting, Staff presented a review of the City’s economic development partner organizations for how to proceed with funding regional economic development partners and various chambers of commerce.
• At their September 4, 2025 meeting, Council approved the Finance Committee’s recommendation to proceed with a business membership with Indian Wells Chamber and another Professional Services Agreement with the Greater Chamber, in line with what the City has done in the past.

5.5 Begin Multi-Year Implementation of City's General Plan Time Period:
12-months
Department:

All Departments Status: In Progress
Quarter 1:
• The City Council adopted Resolution 2025-03 certifying the Final Environmental Impact Report, statement of Overriding Considerations, and mitigation and monitoring report in support of the recently adopted 2040 General Plan Update. Environmental impacts of the City's buildout under the General Plan were analyzed and mitigation was adopted to ensure future development would not strain the City’s public services or result in adverse impacts to natural resources or the quality of life.
• The City Council adopted Resolution 2024-14 updating its General Plan approving the addition of a “Public Benefit” land use designation on the City’s General Plan Land Use Map and associated land use policies within the City’s General Plan.

The recently adopted Public Benefit land use will encourage future development of affordable housing, and additional park and open space uses within the City.
• The City applied for and received SB2 and LEAP grant funding to complete its General Plan and Housing Elements, respectively. The City will continue to monitor grant opportunities and apply for funding on a yearly basis.

Looking Forward:
• Staff will be seeking consulting services to initiate a comprehensive zoning ordinance review and update. The intent of the update is to ensure consistency between the zoning ordinance and the City’s General Plan. Once a consultant is selected, staff anticipates it will be another 12-months before changes to the zoning ordinance are brough forward for City Council consideration.

Council Meeting Agenda- October 16, 2025

GOAL #5: Encourage Development and Tourism
Goal Statement: Pursue economic development initiatives that attract and retain businesses, provides a strong, diverse local economy, addresses affordable housing needs, and enhances Indian Wells as the premier tourism destination.

5.6 Explore Locations for Additional Attractions in the Community (Museum of Tennis/Golf, Museum of Energetic Studies, Exhibit for Original Indian Well, Facilities for the Indian Wells Preservation Foundation) Time Period:
1-3 years
Department:

All Departments/Troon Status: On Hold
Quarter 1:
• Staff is looking at potential property options but has not initiated contact with property owners.

5.7 Continue Exploring Sister City opportunities
Time Period:
1-3 years
Department:

City Manager’s Office Status: On-Hold
Quarter 1:
• Staff is reviewing strategies to pursue Sister City opportunities but, to date, no action has occurred.

Council Meeting Agenda- October 16, 2025

GOAL #6: Investing in Infrastructure and Amenities
Goal Statement: Promote effective use of existing facilities through maintenance and repair and plan for future facilities, amenities, and infrastructure to benefit the community.

For Investing in Infrastructure and Amenities, the City Council identified two (2) main properties, with a subset of specific projects to advance. For this goal, one (1) priority is in progress – Advance various Public Infrastructure Projects, and the other priorities is on hold due to the Coachella Valley Water Districts (CVWD) limited ability to expand non-potable water in the community. A summary of the accomplishments for each priority is provided below:

6.1 Continue Advancing Various Public Infrastructure Projects (Whitewater Channel, Safer Streets, Indian Wells Fountains, Eisenhower Veteran Memorial, Highway 111 Drought Tolerant Landscaping)
Time Period:
12-months
Department:

Public Works Status: In Progress
Quarter 1:

Whitewater Channel Lining Improvements
• Actively monitoring CVWD and Regulatory Agency approval process • Preparing contracts for construction management and inspection • Working with HUD to have funding available when construction is active

Safer Streets
• Received Council approval for Safer Streets on June 10, 2025 • Publicly advertised Request for Proposals for Design Engineer, selected GHD, Inc from a pool of 5 respondents. • Continuing to seek and apply for grants as directed

Indian Wells Fountains
• Staff is currently seeking quotes for rehabilitation services. • Staff will be meeting with resort partners on possible redesign options.

Eisenhower Veteran Memorial
• A Request for Proposals (RFP) was publicly advertised for design engineering firms who can advise and create a plan to source and place an additional stone for the memorial. • A firm has been chosen, and the site walk meeting is scheduled for September 30, 2025.

Completed

-
In Progress

1 Not Started

1

Council Meeting Agenda- October 16, 2025

GOAL #6: Investing in Infrastructure and Amenities
Goal Statement: Promote effective use of existing facilities through maintenance and repair and plan for future facilities, amenities, and infrastructure to benefit the community.

Drought Tolerant Landscaping
• The Coachella Valley Water District applied for Highway 111 landscaping improvements and was granted a community grant for turf reduction. Council approved a project to reduce turf on Highway 111, behind the sidewalk.

Those plans are complete and going before Council to approve conceptually, prior to the grant funded construction work beginning.

6.2 Examine Opportunities to Expand Non-Potable Water Use in Community Time Period:
12-months
Department:

Public Works Status: On-Hold
Quarter 1:
• This project is on hold. Staff met with representatives from Coachella Valley Water District, and the district described a lack of capacity at this time to increase the size of the current non potable system.

Council Meeting Agenda- October 16, 2025

GOAL #7: Enhancing the Quality of Life
Goal Statement: Actively seek out opportunities to maintain and enrich Indian Wells’ quality of life.

For the 7th Goal of the 2025/2026 Strategic Plan the City Council identified a total of 6 priorities to address enhancing the quality of life. To date, 4 of the priorities 4 are in process, while staff has been unable to initiate 2 of the priorities related to the development of a new park site and planning for the City’s 60th birthday celebration. A summary of the accomplishments for each priority is provided below:

7.1 Expand Community Activities Programing and Resident Benefits (Holiday Decorations, RBC Discounts, Additional Funding for Community Events, Activate Fairway Park)
Time Period:

Department:

Status: In Progress
Quarter 1:
• The Community Activities Committee met on July 19, 2025, to review and recommend a vendor for this year’s holiday decor. The Committee recommended Christmas Kings to execute this seasonal initiative. Subsequently, the Finance Committee reviewed the proposal on August 21, 2025, and recommended that the Council proceed with the selected vendor. At its September 4, 2025, meeting, the City Council approved the recommendations. City staff has since begun coordinating with Christmas Kings to implement the holiday de cor program. A Tree Lighting Ceremony has been scheduled for December 2, 2025.
• City staff sent letters to all local businesses on June 26 and July 10, 2025, inviting them to partner with the City for the resident discount program. Outreach efforts are ongoing, as staff continue to connect with businesses to promote this exciting opportunity. The program encourages residents to shop and spend locally, supporting our community and small businesses.
• City staff are currently working on the activation of Fairway Park, with plans to offer weekly yoga sessions beginning in February. Staff continue to meet with the Desert Recreation District to explore additional opportunities to further activate and enhance community use of the park.

Completed

1 In Progress

3 Not Started

2

Council Meeting Agenda- October 16, 2025

GOAL #7: Enhancing the Quality of Life
Goal Statement: Actively seek out opportunities to maintain and enrich Indian Wells’ quality of life.

7.2 Revisit the City's Mission Statement and Branding for Relevance Today (update the City’s website)
Time Period:
12-months
Department:

City Manager’s Office Status: In Progress
Quarter 1:
• Branding Ad Hoc committee met on July 1, 2025, to discuss Indian Wells Mission Statement, and visual identity. A word exercise was done, and staff were asked to bring back to committee versions or a Mission and vision statement for discussion. City seal update was approved and color versions asked to be brought back. • Branding Ad Hoc committee met on Sept. 3, 2025, to discuss finalizing city seal, alternate color palette discussion, mission and vision statement recommendations to bring to council in October. • Updates to the City website are on hold pending City Councils approval of new branding material and mission statement.

7.3 Revisit the City’s Communication Plan and Implementation Time Period:
12-months
Department:

City Manager’s Office Status: Complete
Quarter 1:
• Council received and filed the communication plan progress report in the September 4, 2025, council meeting which had 31 items completed, 32 in progress, and 18 not started.

7.4 Develop a plan to Celebrate the City's 60th Anniversary in 2027 Time Period:
1-3 years
Department:

City Manager’s Office Status: On Hold
Quarter 1:
• Staff is looking into potential partners for the Anniversary event.

Council Meeting Agenda- October 16, 2025

GOAL #7: Enhancing the Quality of Life
Goal Statement: Actively seek out opportunities to maintain and enrich Indian Wells’ quality of life.

7.5 Develop New Park Site(s)
Time Period:
1-3 years
Department:

City Manager’s Office Status: On Hold
Quarter 1:
• No Update.

7.6 Develop New Public Art Installations in Indian Wells Time Period:
1-3 years
Department:

Status: In Progress
Quarter 1:
• August 22, 2025, the City circulated a Statements of Qualifications (SOQs) for artist-led teams to design an artistically inspired durable shade structure for future consideration at Fairway Park. The SOQ requested bids to consider an artistic and functional shade structure at Fairway Park to support mor e use of the park site by the City’s residents, while serving as a signature work of public art that compliments Indian Wells' identity and desert setting. • The City received six SOQ’s from qualified contractors which are being vetted internally for future consideration at a Study Session with the Community and City Council.

Council Meeting Agenda- October 16, 2025

Various Other Strategies and Initiatives

City Council identified a total of 4 priorities to address various other strategies and initiatives. To date, 1 of the priorities have been completed while the other 3 priorities are in process. A summary of the accomplishments for each priority is provided below:

v.1 Advocate to regional, county, state, and federal legislators/agencies to address public health and economic/tourism impacts of Coachella Valley Air Quality (Dust) resulting from Tropical Storm Hillary
Time Period:
12-months
Department:

City Manager’s Office Status: In Progress
Quarter 1:
• Staff joined Councilmember Sanders on calls regarding air quality concerns with Congressman Ruiz’ office (April 23) and Congressman Calvert’s office (April 24). They agreed to collaborate on solutions and were willing to engage with the EPA to address next steps.
• Councilmember Sanders participated in a panel to discuss air quality issues at the 2nd annual Desert Health Care Districts Environmental Health Summit which raised awareness to summit attendees and continue to advocate for improvements to air quality issues impacting the Coachella Valley.

Completed

1 In Progress

3 Not Started

-

Council Meeting Agenda- October 16, 2025

Various Other Strategies and Initiatives
v.2 Continue Proactive Legislative Advocacy Efforts
Time Period:

Ongoing
Department:

City Manager’s Office Status: Ongoing
Quarter 1:
•Council adopted its 2025-2026 Legislative Platform at their Council Meeting on March 6, 2025. •Department Heads and their Staff receive legislative updates on bills of interest or with the potential to impact Indian Wells and the surrounding community every week; the goal is to ensure Staff stay informed and to give frequent opportunities to engage with the submission of position letters if necessary. •Staff meet regularly with local field representatives from both Assembly Member Wallis’ and Senator Ochoa Bogh’s offices to stay in touch about legislative efforts and provide insight into City priorities. •AB1407 was introduced by Indian Wells’ Assembly Member Wallis in the 2025-26 cycle. It’s goal is to create a pilot program whereby neighboring cities can contribute funding toward affordable housing in another community and receive some pro rata share of the associated RHNA credit for doing so . This law would focus on expanding affordable housing to include student housing and would be directed at CSUSB-Palm Desert. Staff are in communication with Wallis’ office and have been informed this will be a 2-year bill, with final language and effort beginning in January 2026.
•AB726 was introduced by Assembly Member Avila Farias in the 2025-26 cycle. It’s goal is to authorize RHNA credit for existing deed-restricted affordable housing units which are at least 15 years old and have been substantially rehabilitated with at least $60,000 per unit in funds awarded from the City. This bill has been successfully moving through the legislature with no opposition and was ordered back to the Assembly on September 11, 2025. v.3 Complete a Municipal Code Update
Time Period:
1-3 years
Department:

All Departments Status: In Progress
Quarter 1:
•Staff has created and circulated a collaborative Municipal Code Update internally to highlight staff’s suggested Code amendments. This list will be supplied to the consultant who is awarded the contract for the City’s Comprehensive Municipal Code Update.

Council Meeting Agenda- October 16, 2025

Various Other Strategies and Initiatives
v.4 Creation of a Governance Ad Hoc Committee (review Agenda Process, Committee Assignments, Council Policy Manual, Charter Powers)
Time Period:
12-months
Department:

All Departments Status: Complete
Quarter 1: The Ad Hoc Committee met on September 18, 2025, to begin its review and discussion of several governance - related topics. The Ad Hoc Committee discussed a range of governance-related topics, including Council procedures, use of Charter powers, committee appointments, and public engagement protocols. Other topics include:

• Review process for placing items on future agendas.

Outcome: Staff drafted a revised policy for placing items on the agenda. On the October 16 Council agenda for consideration.
• Discussed and Review of the Proclamation and Certificate process.

Outcome: Staff to prepare a draft policy for the Ad Hoc Committee review. • Review process for ordinance adoption.
• Review process for the Council selection of assignments to various internal and external committees. • Review of the attendance of Councilmembers at other internal committees or commission meetings • Review resident card rules of conduct and associated penalties. Outcome: Staff to draft penalty provisions for Committee review.
• Review of past Citywide ballot measures.

Staff will continue to meet with the Governance Ad Hoc Committee to refine draft policies and propose changes. Formal recommendations will be brought forward to the City Council in future meetings for consideration .

Council Meeting Agenda- October 16, 2025

INDIAN WELLS CITY COUNCIL
October 16, 2025

To: City Council
From: City Manager Department
Prepared by: Micaela Wilkey, Senior Management Analyst
Subject: Branding Ad Hoc Recommendations – City Seal, Color Palette, Mission and Vision Statement

RECOMMENDED ACTIONS:

Council REVIEWS and APPROVES the various recommendations of the Branding Ad Hoc Committee; and

FINDS the action exempt from California Environmental Quality Act (CEQA) review under Guidelines Section 15061(b)(3).

DISCUSSION:

As part of the City Council adopted Strategic Plan, the Council created a “Branding Ad Hoc Committee” to review the City’s branding schemes and assigned Mayor Whitman and Councilmember Taylor to the committee. The Committee convened on July 1, 2025, and September 3, 2025, to discuss the City’s Brand Identity and specifically looked at the City Seal, the City’s approved Color Palette, and the City’s Mission and Vision Statement.

City Seal:

After evaluating the seal and considering its alignment with the City’s identity and strategic goals, the committee recommends updates to the seal as shown in the attachment (Attachment No. 1). The intent of the changes is to enhance visual appeal and modernize the City’s image and recognize the City’s unrivaled recreational opportunities for both golf and tennis. As recommended by the Committee, changes to the City Seal include:

 Add a female tennis player to reflect inclusivity and the City’s tennis legacy.  Adjust the placement of figures to improve visual balance.  Retain original color scheme for brand continuity.

Council Meeting Agenda- October 16, 2025

Color Palette:

The Committee also reviewed the City’s color palette. The city uses a refined and elegant color palette of cabernet and platinum to reflect its sophisticated brand identity. These colors are typically reserved for official city communications, signage, and materials that represent the municipal government. In contrast, tourism marketing materials utilize a border color palette that expands the spectrum to include inviting colors designed to capture the attention of visitors and convey the city’s appeal as a luxury destination. The tourism color palette allows for more flexibility and creativity on promotional content, helping to highlight the city’s hospitality offerings. The Ad Hoc committee recommends incorporating the tourism color palette (Attachment No. 2) into digital platforms such as the website, newsletters, and social media.

Tripepi Smith and Visit Greater Palm Springs were consulted and expressed support for the proposed updates, noting they align with ongoing branding efforts and enhance consistency across platforms. Should Council decide to move forward, Tripepi also recommend that the City’s guidelines be updated to reflect how the new color palette can be used. City staff will review current guidelines and work with the Committee on any potential revisions for color palette use. As recommended by the Com mittee, changes in use of the color palette include:
 Adopt the tourism color palette for use in digital platforms (website, social media, etc.).
 Exclude the use of the additional tourism color palette for physical signage or wayfinding.

Mission and Vision Statements:

The Committee has proposed a revised Mission Statement and recommends adding a Vision statement to better reflect the City’s meaning and purpose for the future. The Committee believes that the revised Mission Statement is more concise and focused, while the new Vision Statement articulates the City’s aspirations and identity as a premier destination. As recommended the revisions to the Mission Statement and proposed Vision Statement include:

 Current Mission Statement:

Create an unsurpassed quality of life for our residents and guests by providing superior public safety, exceptional service and outstanding amenities that will further enhance our image as a prestigious community and international resort destination.

 Recommended Mission Statement:

Indian Wells provides exceptional service, outstanding amenities and superior public safety for our residents and guests.

Council Meeting Agenda- October 16, 2025

Recommended Vision Statement:

Indian Wells will continue to be a famed Southern California destination where we thrive amidst desert beauty, luxury living, globally renowned sports, fine cuisine, and world class events.

Additionally, the City Council directed staff to pause efforts to redesign the City’s website or to initiate discussions with the Grand Hyatt and Renaissance Esmerelda on potential changes to the Indian Wells Lane Fountains and entry into the Golf Resort Campus, until the Branding Ad Hoc Committee was ready to move forward with these projects.

The Branding Ad Hoc Committee recommendations:

1. Approve the changes to the City’s logo and adopt as the Official Seal of the City.

2. Approval to incorporate the tourism color palette for use in digital platforms (website, social media, etc.).

3. Approve the changes to the City’s Mission Statement and the addition of a Vision Statement.

4. Authorize staff to move forward with the website redesign, with the new palette of colors.

5. Authorize staff to move forward with discussions with the Grand Hyatt and Renaissance Esmerelda on potential changes to the Indian Wells Lane Fountains and entry into the Golf Resort Campus.

CITY COUNCIL STRATEGIC GOAL:

The Branding Ad Hoc Committee was created in the direction of Council on April 17, 2025, Strategic Planning Session. Aligning with Council’s April 17, 2025, Strategic Planning Goal of directing staff to enhance the City’s brand identity and digital presence to reflect the unique character and prestige of Indian Wells.

OPTIONS:

The City Council has the following options:

1. Approve all recommendations as presented.

2. Approve selected recommendations and direct committee to revise others.

3. Decline recommendations and retain current branding elements.

4. Refer the matter back to the Branding Ad Hoc committee for further review.

FISCAL IMPACT:

The fiscal impact is anticipated to be minimal, and sufficient funding is available in 1012702 531002. Costs may be incurred for:
 Graphic design services to update City Seal logo.

Council Meeting Agenda- October 16, 2025

Style guide revisions and digital asset updates.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

This action is not a project within the meaning of Section 15378 of the California Environmental Quality Act (CEQA) Guidelines, because it has no potential for resulting in physical change in the environment, directly or indirectly; and that 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.Recommended Revised City Seal Logo Design

2.Tourism Color Palette

Council Meeting Agenda- October 16, 2025

Branding Ad Hoc
Recommendations
City Council Meeting:

October 16, 2025 - Presentation
General Business Item I.4

City Seal Logo
Revised
Current

Color Palette

Mission/Vision Statement
Current Mission: Create an unsurpassed quality of life for our residents and guests by providing superior public safety, exceptional service and outstanding amenities that will further enhance our image as a prestigious community and international resort destination.

Recommended Mission: Indian Wells provides exceptional service, outstanding amenities and superior public safety for our residents and guests.

Recommended Vision: Indian Wells will continue to be a famed Southern California destination where we thrive amidst desert beauty, luxury living, globally renowned sports, fine cuisine, and world class events.

Branding Ad Hoc Recommendations
•Approve and adopt as the Official Seal of the City.
•Approve color palette for use in digital platforms (website, social media, etc.). •Approve City’s Mission Statement and the addition of a Vision Statement. •Authorize staff to move forward with the website redesign, with the new palette of colors.
•Authorize staff to move forward with discussions with the Grand Hyatt and Renaissance Esmerelda on potential changes to the Indian Wells Lane Fountains and entry into the Golf Resort Campus.

ATTACHMENT #1

Council Meeting Agenda- October 16, 2025

ATTACHMENT #2

Council Meeting Agenda- October 16, 2025

INDIAN WELLS CITY COUNCIL
October 16, 2025

To: City Council
From: City Manager Department
Prepared by: Eric Ceja, Assistant City Manager
Subject: Consideration of a Reimbursement Program for Local Businesses to become Autism Certified through the
International Board of Credentialing and Continuing
Education Standards

RECOMMENDED ACTIONS:

Council provides DIRECTION on the Indian Wells Autism Certification Reimbursement Program (IW-ACRP); and

AUTHORIZE the City Manager to execute all documents required to effectuate the program; and

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

BACKGROUND:

In July 2024, the City of Indian Wells became a “Certified Autism Center” through the International Board of Credentialing and Continuing Education Standards (IBCCES).

Through the encouragement of Visit Greater Palm Springs (VGPS) several cities, hotels, and businesses in the Coachella Valley have achieved this certification and the Coachella Valley is now recognized as an “Autism Certified Destination” through the IBCCES. The designation is important for autism awareness and tourist traveling with autistic individuals. Currently, within the City of Indian Wells, The Living Desert and the Renaissance Esmeralda Resort and Spa have achieved certification through the IBCCES.

At the September 4, 2025, City Council meeting, a member of the public spoke during open comments to encourage the City Council to adopt an Autism Certification Reimbursement program for local businesses; similar to a program adopted by the City of Palm Desert. This program prioritizes hospitality, retail, and restaurants, and provides a $2,500 reimbursement for achieving certification. The $2,500 reimbursement is intended to offset the $2,500 Certified Autism Center fee through the IBCCES.

Council Meeting Agenda- October 16, 2025

If approved, the City of Indian Wells could dedicate $10,000 from the Economic Development Sponsorship budget to reimburse up to four businesses at $2,500 for achieving the “Certified Autism Center” through the IBCCES. Staff would promote the program to hospitality and restaurants first and would report back to City Council on the programs success and interest in 6-months. If additional funding is needed, staff can come back sooner for Council discussion and deliberation to provide additional funding for the program.

OPTIONS:

Staff is seeking City Council direction on the creation of a reimbursement program for local businesses to achieve autism certification through the IBCCES and presents City Council with the following options:

1. Create the “Indian Wells Autism Certification Reimbursement Program” (IW-ACRP) and allocation of $10,000 from the Economic Development program budget in support of the program and authorize the City Manager to effectuate a program that would prioritize existing hotels and restaurants.

2. Do not create a reimbursement program for local businesses to become autism certified through the IBCCES.

3. Alternative direction

FISCAL IMPACT:

Funds to support this program are available in account no. 1012401-551200 Sponsorships under the Economic Development program budget.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

This creation of a reimbursement program is not a project under the CEQA and no evaluation of CEQA criteria is required for this program.

Council Meeting Agenda- October 16, 2025