Indian Wells City Council
March 5, 2026

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❖ Severity

o Catastrophic: Both experts and citizens have concluded that the consequences will be significant in terms of building damage and loss of life.

More than 50 percent of Property severely damaged, shutdown of facilities for more than 30 days; and/or multiple deaths.

o Critical: Consequences are thought to be significant in terms of building damage and loss of life. 25-50 percent of property severely damaged; shutdown of facilities for at least two weeks; and/or injuries/illnesses result in permanent disability.

o Limited, but not insignificant: Consequences are thought to be modest in terms of building damage and loss of life, limited either in geographic extent or magnitude. 10-25 percent of property severely damaged; shutdown of facilities for more than a week; and/or injuries/illnesses treatable do not result in permanent damage.

o Negligible: Consequences are thought to be minimal in terms of building damage and loss of life, limited either in geographic extent or magnitude. Less than 10 percent of the property Severely damaged, shutdown of facilities and services for less than 24 hours; and/or injuries/illnesses treatable with first aid.

❖ Risk
o High: Widespread potential impact
o Medium: Moderate potential impact
o Low: minimal potential impact
The Planning Team identified the following Top hazards, in alphabetical order, for inclusion in the City of Indian Wells LHMP update:
• Drought
• Earthquake
• Flooding
• Extreme Heat
Hazard Geographic Probability of
Future
Occurrence
Magnitude/
Severity
Risk
Cold Wave Extreme Unlikely Limited Low
Drought Limited Occasional Critical Low
Earthquake Extreme Very Likely Catastrophic High
Flood Significant Very Likely Critical High
Heat Wave Significant Very Likely Critical High
Strong Wind Significant Very Likely Critical High
Wildland-
Urban
Interface Fire
Significant Likely Critical High
Wind Significant Very Likely Critical High
Terrorism Significant Likely Limited High

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• Strong Wind
• Terrorism
• Wildland – Urban Interface Fire

Hazard Excluded Reason for Exclusion
Aqueduct The City does not have an aqueduct that could cause flooding or potential inundation. Covered in MJLHMP
Section 5.3.16
Avalanches The City does not have sufficient snowfall to have avalanche as a hazard
Civil Disturbance While civil disturbances occur from time to time, there are other avenues outside of this Plan Update to address this hazard. Covered in MJLHMP Section 5.3.1
Coastal Flooding Due to the distance from the coast, and limited chance of waters reaching the City coastal flooding was excluded from consideration.

Cold Wave There are low numbers of freeze events in the City. Covered in MJLHMP Section 5.3.13.2
Cyber Threats While the potential for cyber threats exists, there are other avenues outside of this Plan Update to address this hazard.

Covered in MJLHMP Section 5.3.6
Hazmat Incidents While hazardous materials releases can occur, there are other avenues outside of this Plan Update to address this hazard. Covered in MJLHMP Section 5.3.22
Hurricane While hurricane can occur along the coast, there have been no instances where it has caused a significant impact on the City.

Insects Pests and
Diseases
While pests and diseases from insects can occur, there have been no instances where it has affected the City. Covered in MJLHMP Section 5.3.18
Nuclear Incident While radiological accidents may occur, there are other avenues outside of this Plan Update to address this hazard.

Covered in MJLHMP Section 5.3.12
Pandemic While the potential for a pandemic exists, there are other avenues outside of this Plan Update to address this hazard.

Covered in MJLHMP Section 5.3.2
Pipeline While hazardous materials releases can occur, there are other avenues outside of this Plan Update to address this hazard. Covered in MJLHMP Section 5.3.20
Tornado While tornados can occur, there have been no instances where it has affected the City. Covered in MJLHMP Section

5.3.17 Transportation While transportation incidents can occur, there are other avenues outside of this Plan Update to address this hazard.

Covered in MJLHMP Section 5.3.14
Volcano Due to the distance from volcanoes, and the limited chance of an eruption, volcano was excluded from consideration.

Winter Weather While winter weather/storms can occur, the associated hazard comes from flooding and will be addressed in that hazard. Covered in MJLHMP Section 5.3.13

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1. Drought

The City of Indian Wells is at Low Risk for Drought. In the Coachella Valley, the water comes from a vast underground aquifer that had been in a state of overdraft since the 1980s. Over time, the Drought risk has significantly decreased due to rain and the mitigation actions taken by the Coachella Valley Water District (CVWD) a nd the Coachella Valley. However, because drought is difficult to define, predict, and monitor, the entire planning area’s population is at risk for Drought.

Likelihood of occurrence: Occasional

Between 1 and 10 percent chance of happening within the next year or has a recurrence interval of 11 to 100 years. With higher air temperatures, water losses could increase across the Coachella Valley Region, leading to increased evaporation in water bodies that would typically allow groundwater recharge. On average, Coachella Valley water users pump nearly three times more water out of the aquifer than is returned by natural and artificial replenishment.

Figure 1 – Indian Wells Drought Hazard

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❖ History:

Figure 1.1 History of Drought in Riverside County

2. Earthquake
Ground shaking due to activity on the San Andreas and San Jacinto fault zones is the principal seismic hazard within Indian Wells. In the event of an earthquake, the location of the epicenter as well as the time of day, could have a profound effect on the potential number of deaths and casualties. An earthquake occurring in or near this area could result in property damage, environmental damage, and disruption of normal government and community services and activities. The effects could be exacerbated by collateral damage such as fires, flooding, hazardous materials spills, utility disruptions, landslides, transportation failures, and possible dam failures. The City of Indian Wells is at risk for an Earthquake at any given time. The speed of onset of earthquake is short. Duration of shaking is also short, though aftershocks may continue to occur for a period.

The San Andreas fault zone, which includes the Mission Creek and Banning faults, is located approximately four miles north of the City. Movement along the San Andreas fault is estimated to be about six centimeters yearly. The maximum probable earthquake for this fault is 7.5-8.0 on the Richter scale.

The San Jacinto fault zone is located about eight miles southwest of the City. Most of the recent earthquakes (since 1912) of moderate to large magnitude have occurred

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along the San Jacinto fault zone. The San Jacinto fault zone is estimated to be able to generate a maximum probable earthquake with a magnitude of 7. 0 -7. 5 on the Richter scale. There are no major faults located within the City boundaries. However, the City is within Seismic Response Zones.

Likelihood of occurrence: Very Likely
Near 100% chance of it happening every year. Third Uniform California Earthquake Rupture Forecast (UCERF3) concurs with previous studies that consider the Southern San Andreas Fault the most likely to host a large earthquake. Compared to UCERF2, the likelihood of M≥6.7 earthquakes on the San Jacinto Fault decreases three -fold in UCERF3 but is balanced by an equivalent increase in likelihood of M≥8 earthquakes on that fault.

Table 1 - Average time between earthquakes in the various regions together with the likelihood of having one or more such earthquakes in the next 30 years (starting from 2014).

Values listed in parentheses indicate the factor by which the rates and likelihoods have increased, or decreased, since the previous model (UCERF2). “Readiness” indicates the factor by which likelihoods are currently elevated, or lower, because of the length of time since the most recent large earthquakes . These values include aftershocks. It is important to note that actual repeat times will exhibit a high degree of variability and will almost never exactly equal the average listed here. (USGS)

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Figure 2 UCERF3: Earthquake Forecast for California’s Complex Fault System

Figure 2.2 – Indian Wells Earthquake Hazard Map (See Appendix A-7) (FEMA Resilience Analysis Planning Tool) (January 1st, 2023 )

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❖ History

Table 2 History of San Jacinto Fault Zone Earthquakes:

Date: Event:
2016 M5.2 Borrego Springs
2005 Mw5.2 Anza
1987 M6.6 Superstition Hills
1968 M6.5 Borrego Mountain
1954 M6.4 San Jacinto
1942 M6.5 Fish Creek Mountains
1937 M6.0 Terwilliger Valley
1923 M6.3 North San Jacinto fault
1918 M6.8 San Jacinto
1899 M6.5 San Jacinto

3. Flood
The desert region is subject to intense storms which result in sudden and substantial runoff and flash flooding. The City of Indian Wells has two major flood control channels.

The Whitewater River and Deep Canyon flood control channels generally run west to east north of Highway 111 and south of Highway 111, respectively. Heavy rains can lead to problems with storm drainage and create localized flooding.

The standard measure for flooding is the "100 -year flood", a benchmark used by the FEMA to establish a standard of flood control in communities throughout the country.

The 100-year flood is also referred to as the "regulatory" or "base" flood. The term 100 - year flood is often incorrectly used and can be misleading. The correct designation is “the 1% annual chance flood”, meaning there is a 1% chance that a flood of that intensity and elevation will occur in any given year, not that the flood will occur once every hundred years.

Likelihood of occurrence: Very Likely
Near 100% chance of it happening every year. The 100-year Flood map of the City of Indian Wells is shown in Figure 2 Below. As defined by FEMA, the darker shades of purple indicate a 1% annual chance of flooding, while lighter shades of purple indicate a

0.2% annual chance of flooding. Climate change acts as an amplifier to flood hazards.

Extreme weather events have become more frequent over the past 40 to 50 years , and this trend is projected to continue. Rising sea levels and shifting weather patterns (temperate, winds) are expected to have a significant impact on rainfall frequency, intensity, and distribution, which in turn will have a significant impact on the frequency of flood occurrences. Additionally, warmer weather patterns increase snowmelt, producing more runoff to the lower elevations.

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Figure 3 – Indian Wells Flood Zone Hazard Map (See Appendix A-9) (FEMA Resilience Analysis Planning Tool (RAPT)) (January 2023)

❖ History
According to the City of Indian Well’s Storm Drain Master Plan, there are several flooding problem areas in the city. These areas are primarily a result of the following:
• Clogged or plugged catch basin inlets due to debris (plastic trash bags, grass , and leaves)
• Damaged curbs and gutters where the flow lines have been disrupted due to raised gutters.

Most of the damages that occur due to flash flooding are located along the Whitewater channel that runs through our golf course between El Dorado and Miles Avenue. Some of the other causes of damages are due to undersized retention basins located along Fred Warning, El Dorado, Highway 111, and streets inside the Indian Wells, El Dorado Reserve, and Vintage Country Club.

Table 3 History of Flood Events
Hazard Year Damages
Winter Storm Flooding January-February 1993 110,000
Winter Storm Flooding February- April 1998 55,000
Flooding & Wind December- February 2010 210, 000
Monsoonal Storm Flooding September 2014 4,000,000
Whitewater Channel Flooding January 2017 300,000
Whitewater Channel Flooding February 2019 4,500,000

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4. Extreme Heat
The City of Indian Wells experiences summer temperatures reaching over 120°F four months of the year and has an average temperature of over 100°F. Heat waves do not strike victims immediately, but rather their cumulative effects slowly take the lives of vulnerable populations. Heat waves do not generally cause damage or elicit the immediate response of floods, fires, earthquakes, or other more “typical” disaster scenarios. While heat waves are obviously less dramatic, they are potentially deadlier.

Likelihood of occurrence: Very Likely
Near 100% chance of it happening every year. In any given year, Indian Wells could experience extreme heat events. Heat emergencies are often slower to develop, taking several days of continuous, oppressive heat before a significant or quantifiable impact is seen. According to information provided by FEMA, extreme heat is defined as temperatures that hover 100 degrees or more above the average high temperature for the region and last for several weeks. Heat kills by taxing the human body beyond its abilities. In a normal year, about 175 Americans succumb to the demands of summer heat. In the 40-year period from 1936 through 1975, nearly 20,000 people were killed in the United States by the effects of heat and solar radiation. In the heat wave of 1980, more than 1,250 people died. The heat index is a measure of how hot it feels when relative humidity is factored in with the actual air temperature (Figure 3).

❖ History

The City of Indian Wells experiences extreme temperatures on an annual basis. Some of the events require the City to act, including disseminating Public Service Announcements, checking in with vulnerable populations (elderly, homeless), and opening and/or coordinating with others to open cooling centers.

Figure 4 National Weather Service (NWS Heat Index, January 2023)

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Figure 4.1 NWS Monthly Summarized Data for Max Temperature 2018-2023

5. Strong Wind Events

The Coachella Valley sits just east of two major mountain ranges, the San Jacinto Mountains, and the San Gorgonio Mountains. As pressure falls in the Coachella Valley, air starts rushing into the Valley from our coastal regions. The scientific explanation for this phenomenon is known as the Venturi Effect. Coastal winds from the Mediterranean climate speed up as they pass through the gap between the San Jacinto and San Gorgonio Mountains, creating a wind tunnel. As the wind shoots out of the San Gorgonio Pass, it comes out at a faster speed than it arrived at the entrance of the mountain’s opening. This effect begins in the city of Whitewater and North Palm Springs, and the wind flows all the way through to North Indio. The San Gorgonio Pass is notoriously windy, with strong gusts and sustained high winds being common.

The Coachella Valley is also susceptible to Microbursts; strong, damaging winds strike the ground and often give the impression that a tornado has struck. They frequently occur during intense thunderstorms. An intense microburst can result in damaging winds near 170 miles per hour and often lasts for less than five minutes. There are two (2) types of microburst windstorms: dry and wet.

The most significant hazard associated with winds is an increased fire danger, but winds can also cause downed trees and power lines and property damage, as well as causing potentially hazardous conditions for travelers, RV’s, semi-trailers, and aircraft.

The combination of high winds and sandy, sparsely vegetated soils, characteristic of desert areas, can also create blow sand hazards. Disturbance of soil crust through human activities such as grading, and alteration of drainage patterns can contribute to an increase in blows and hazards. Blow sand hazards impact human health by creating high levels of airborne particulate matter. blows and reduces visibility and can increase

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the incidence of vehicular accidents. Property damage occurs when blow sand erodes painted surfaces and glass.

Likelihood of occurrence: Very Likely

Near 100% chance of it happening every year. The City of Indian Wells is at risk of wind events at any given time during the calendar year. However, wind events are more prevalent in the autumn and winter months. Wind can have a quick speed on onset, it can be for a short period of time (Gust) or may have longer durations lasting for a full day.

❖ History

the City of Indian Wells has experienced significant winds events, these events are listed in Figure 4.

Figure 5 History of Max wind speed in the Coachella Valley

The City of Indian Wells has experienced the following Incidents resulting in damages from Windstorms:

Table 5 History of Wind Events
Hazard Year Damages
Wind Events December 2009- January
2010
210,000
Regional Power Outage September 8, 2011 No Damages Reported Hurricane Kay Wind September 2022 25,000

6. Wildland-Urban Interface Fires
The Wildland-Urban Interface (WUI) is the line, area, or zone where structures and other human development meet or intermingle with undeveloped wildland or vegetative fuels. Describes an area within or adjacent to private and public property where

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mitigation actions can prevent damage or loss from wildfire . When wildfires result in disastrous property losses they are referred to as "Wildland -Urban Interface" (WUI) fires, or simply "interface fires." These fires may start as small vegetation fires in cities like Oakland and Los Angeles miles from "wildlands” or be a part of large brush and forest fires. They usually happen on days of especially extreme weather conditions when wildfires threaten so many houses at once that California's vast system of cooperative fire protection is overwhelmed. (OSFM.fire.gov) The City of Indian Wells climate, with its warm and dry summers, contributes to low relative humidity and low fuel moistures. When combined with high fuel loading, the potential for a catastrophic wildfire- urban interface fire event is significant.

Inadequate planning, infrastructure, and construction practices related to fire prevention and mitigation significantly increase the potential for conflagration, fire ignition and spread.

Likelihood of occurrence: Likely

Between 10 and 100 percent chance of happening in the next year. Three (3) weather conditions that may cause the ignition and/or impact the behavior of wildfires are as follows; Thunderstorms and the associated lightning are a significant source of fire starts, and usually occurs mid to late summer. High winds can become steady up to 20 mph and gust up to 30-40 mph throughout the year but are most likely to exacerbate fires during the months of August through October when dry vegetation conditions are generally present. Hot, dry conditions most commonly occur in August and September .

Fires can have a quick speed of onset, especially during periods of drought. Fires can burn for a short period of time or may have durations lasting for a week or more. Unlike earthquakes and wind, the extent of a wildfire is dependent on fuels, weather, and topography.

Figure 6 City of Indian Wells (2023 View of the Hyatt Regency and city)

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Figure 6.1 Indian Wells Wildfire Risk Map
The California Department of Forestry and Fire Protection’s Fire and Resource Assessment Program (FRAP) map (January 1st, 2023)

Figure 6.2 History of Fires in Indian Wells

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7. Terrorism
Terrorism, as defined by the FBI, is "the unlawful use of force against persons or property to intimidate or coerce a government, the civilian population or any segment thereof, in the furtherance of political or social objectives". The act of terrorism could involve biological agents, nuclear technology, incendiary devices, chemicals, or explosives.

All City businesses and facilities are perceived as soft targets; however, due to the intended purpose of terrorism, it would most likely happen in more populous urban areas where more devastation (and fear) will ensue.

Likelihood of occurrence: Likely
Between 10 and 100 percent chance of happening in the next year. Indian Wells has long been recognized as a world-class vacation and conference destination. The city boasts a variety of renowned special events, including the BNP Paribas Open, Indian Wells Golf Resort, IRONMAN 70.3, Indian Wells Art Festival and Desert Town Hall Indian Wells Lecture Series. What's more, the city's four premier luxury resorts and Indian Wells Golf Resort offer a array of amenities that draw visitors from around the world.

The City of Indian Wells has identified high profile targets for potential attacks:
• The Indian Wells Tennis Gardens can have upto 61,000 people a day in attendance during the Two week BNP Paribas Open Tennis Tournaments.

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Figure 7 Indian Wells Tennis Gardens

• The City of Indian Wells also hosts Ironman 70.3, also known as a Half Ironman, is one of a series of long-distance triathlon races organized by the World Triathlon Corporation (WTC). This race consists of swim, bike, and run segments. The Race starts at Lake Cahuilla in the city of La Quinta ,after the bike route the athletes run through a course at the indian wells golf resort and ends at the Indian Wells Tennis Gardens. There are approximently 2 - 3000 participating althetes, and an unknown amount of spectators throughout the course.

Figure 7.1 Route for Ironman

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❖ History
There are no significant historical events that have occurred to date .

3.4 VULNERABILITY ASSESSMENT

The City of Indian Wells hazards are identified and profiled, the Planning Team conducted a vulnerability assessment to describe the impact that each priority hazard would have on the City. The vulnerability assessment quantifies, to the extent feasible using best available data, assets at risk to natural hazards and estimates potential losses.

3.4.1 INDIAN WELLS VULNERABILITY AND ASSETS AT RISK

This vulnerability assessment followed the methodology described in the FEMA publication Understanding Your Risks—Identifying Hazards and Estimating Losses. The vulnerability assessment first describes the total vulnerability of the City and values at risk and then discusses vulnerability by hazard.

The Riverside County Assessor Office’s interactive web map displays a total of 5,702 properties within the City, with a total assessed value of 7.57 billion dollars. These properties are further broken down in six categories. Figure 3.5.1 displays a screenshot of the complete data from the assessor’s office.

Figure 3.4.1. Riverside County Assessors office data (2023)

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3.4.2 CRITICAL FACILITIES AND INFRASTRUCTURES (See Appendix A:12) The location and operations of high-risk facilities, such as critical infrastructure and key assets in or near the city of Indian Wells are a significant concern with respect to a disaster. The Planning team used FEMA’s “Public Assistance Guide” (FEMA 322) which defines critical facilities such as shelters, EOCs, data centers, utility plants, or highly hazardous materials facilities. They also used the FEMA Hazard Mitigation Handbook, which describes three categories of facilities for analysis to revise and update the list.

3.4.3 KEY ASSETS REPLACEMENT VALUES
A subset of the general building stock are key buildings the City will rely on when responding to and recovering from disaster events. Because of the role and importance of these facilities, the City needs to ensure the facilities are maintained and will be functional during and after disasters. Also, part of these key assets are systems and equipment used to perform certain functions and/or operations. The list of key assets includes but are not limited to: Sheriff Sub Station/Emergency Operations Center, Fire Station, City Hall, Community Centers, Public Works Yard, Maintenance Building, and Mass Care and shelter Sites. A list of key assets can be found below:

Figure 3.4.3 Critical Facility Replacement Value for the City of Indian Wells (CJPIA- PROP prepared by Alliant Insurance Services)
Name of Asset Replacement Value ($)
Hazard
Specific
Info.

City Hall** $5,635,250 Multihazard
Fire Station 55 $1,086,780 Multihazard
Critical Facilities Type Number
Airports 0
Communications Centers 0
Detention Centers 0
City Hall 1
Emergency Operations Center/ Sheriff Sub Station 1
Fire Departments 1
Health Care Facilities 0
Maintenance Yards 2
Senior Community Center 1
Schools (Elementary, Intermediate, and High Schools) 1
Public Utilities—Water/Sewer 0
Total 7

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EOC/ Sheriff Sub Station $556,967 Multihazard
Public Works Yard $932,968 Multihazard
Indian Wells Villas $10,711,117 Multihazard
Indian Wells Golf Resort Club House $29,033,750 Multihazard Indian Wells Golf Resort Maintenance Building 1,314,599 Multihazard

3.4.3 VULNERABILITY TO HAZARDS

The Disaster Mitigation Act regulations require that the HMPC evaluate the risk and vulnerability associated with priority hazards identified in the planning process. This section summarizes the possible impacts and quantifies, where data permits, the City’s vulnerability to each of the hazards identified in Section 3.0.

• Drought
• Earthquake
• Flooding
• Heatwave
• Strong Wind
• Terrorism
• Wildland – Urban Interface Fire

An estimate of the vulnerability of the City to each identified hazard, in addition to the estimate of likelihood of future occurrence, is provided in each of the hazard -specific sections that follow. Vulnerability is measured in general, qualitative terms and is a summary of the potential impact based on past occurrences, spatial extent, and damage and casualty potential. It is categorized into the following classifications:

• Low—Minimal potential impact. The occurrence and potential cost of damage to life and property is minimal.
• Medium—Moderate potential impact. This ranking carries a moderate threat level to the general population and/or built environment. Here the potential damage is more isolated and less costly than a more widespread disaster. • High—Widespread potential impact. This ranking carries a high threat to the general population and/or built environment. The potential for damage is widespread. Hazards in this category may have occurred in the past.

1. Drought Vulnerability Assessment

Likelihood of Future Occurance- Occasional

Vulnerability- Medium

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Hazard Summary: Drought is the absence of precipitation rather than the presence of an event such as a hurricane, tornado, or fire. It's often described as a “creeping phenomenon” because it slowly impacts many sectors of the economy and operates on many different timescales. Just as drought is difficult to define, it’s also difficult to predict and monitor—particularly when marking the beginning and end of a period of drought.

The Planning Team noted that within Riverside County Drought can have secondary impacts. For example, drought is a major determinant of wildfire hazard, in that it creates greater propensity for fire starts and larger, more prolonged conflagrations fueled by excessively dry vegetation, along with reduced water supply for firefighting purposes. Climate change has the potential to make drought events more common in the West, including California. Extreme heat creates conditions more conducive for evaporation of moisture from the ground, thereby increasing the possibility of drought.

Methodology: Figure 1 - California Water Watch map of California shows how this water year’s precipitation compares to what has been observed historically. Figure 1.1 below provides a summary of California’s current statewide precipitation statistics .

California’s new Water Year began Oct. 1, 2023 and ends Sept. 30, 2024 Figure 1 Precipitation Percentage

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Figure 1.1 Precipitation Statistics

Critical Infrastructure at Risk: Although Drought does not directly affect critical infrastructure, its secondary impact would affect the entire Planning Area including all of the critical facilities. Table 3.5.2 and 3.5.3 Identifies the critical facilities within the planning area.

Overall Community Impact: The effects of a Drought are varied and usually based on the duration of the disturbance. Effects may impact the community in the form of water conservation measures mandated by jurisdictions with constrained water availability.

Drought can also cause long-term public health problems, including shortages of drinking water and poor-quality drinking water.

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Description of land uses and development trends: Encourage water-intensive land uses, such as golf courses, to utilize treated effluent for landscaping and irrigation needs. Coordinate with Coachella Valley Water District (CVWD) to monitor citywide water usage on an annual basis and make recommendations to modify or expand water conservation measures to ensure their effectiveness.

2. Earthquake Vulnerability Assessment
Likelihood of Future Occurrence- Very Likely
Vulnerability—High
Hazard Summary: Ground shaking is typically the greatest hazard and major cause of damage. The transmission of earthquake waves can cause buildings to collapse, streets to crack, and utility lines to rupture. Strong ground shaking can also cause damage due to falling objects such as bookcases or water heaters, chemical spills, and secondary effects such as fire or explosion. Impacts from earthquake include property damage, critical facility damage, injury, and loss of life.

On any given site, the degree of shaking tends depends on the magnitude of the earthquake, distance to the fault, property of the underlying soils, building design and construction, and building materials. Shaking tends to be strongest on filled soils and in areas where soil depth and moisture content are high.

The Planning Team noted that within Riverside County, there are several earthquake faults, however, the San Andres Fault will be the focus for the assessment. Multiple faults in the County have the capability of greatly affecting the City by causing significant damage and disruption to widespread areas. The City’s buildings and utility systems are generally designed to withstand some disaster damage and function at least at partial capacity. However, major quake-caused structural damage to under/above ground buildings and utilities would have a serious impact on response to and recovery from a major disaster.

Methodology: USGS earthquake shake map for a 7.8 magnitude earthquake on the San Andres Fault, Figure 1, was used to establish potential damage.

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Figure 2 USGS earthquake shake map for a 7.8 magnitude earthquake

Critical Infrastructure at Risk: A magnitude 6.7 or greater earthquake would impact the entire Planning Area including all of the critical facilities. Table 3.5.2 and 3.5.3 Identifies the critical facilities within the planning area.

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Overall Community Impact: A Magnitude 6.8 or greater earthquake would be catastrophic to the entire community. There would be large spread damage to housing and community lifelines. The potential road damage would make it difficult for transportation out of the affected areas or first responders to access. The aging population and those under the age of five would be the greatest impacted. The Entire population would be at risk.

Description of land uses and development trends: The Planning Team noted that future development of new development should be built to seismic code and even though built to code, these structures could still be at risk from earthquake shaking.

3. Flood Vulnerability Assessment

Likelihood of Future Occurrence—Very Likely

Vulnerability—High

Hazard Summary: The desert region is subject to intense storms which result in sudden and substantial runoff and flash flooding. The City of Indian Wells has two major flood control channels. The Whitewater River and Deep Canyon flood control channels generally run west to east north of Highway 111 and south of Highway 111, respectively. Heavy rains can lead to problems with storm drainage and create localized flooding. Floods have been a part of the City’s past and will continue to be so in the future. During winter storms, prolonged precipitation can result in flooding causing damage to property and infrastructure. Predominantly, the effects of flooding are generally confined to areas near the drainageways and low-lying areas. As waterways grow in size from local drainages, so grows the threat of flood and dimensions of the threat. Structures can also be damaged from trees falling as a result of water -saturated soils. Electrical power outages can occur and cause major problems.

The City is working in conjunction with Riverside County Flood Control & Water Conservation District and Coachella Valley Water District to identify to mitigate areas that may cause or have the potential to cause damage or destruction of property.

Heavy rain events can also lead to problems with storm drainage systems and create localized flood problems. According to the City of Indian Well’s Storm Drain Master Plan, there are several flooding problem areas in the city. These areas are primarily a result of the following: Clogged or plugged catch basin inlets due to debris (plastic trash bags, grass, and leaves) Damaged curbs and gutters where the flow lines have been disrupted due to raised gutters. Most of the damages that occur due to flash flood ing are located along the Whitewater channel that runs through our golf course between El

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Dorado and Miles Avenue. Some of the other causes of damages are due to undersized retention basins located along Fred Warning, El Dorado, Highway 111 , and streets inside the Indian Wells, El Dorado Reserve, and Vintage Country Club.

Methodology: Using the FEMA RAPT GIS tool, the flood zones layer was overlayed with the City’s critical facilities point layer to determine those critical infrastructure facilities that could be affected.

Figure 3 RAPT Tool (2023 Flood Zone Layer)

Critical Infrastructure at Risk: The biggest impact to critical infrastructure would be to the roads and transportation corridors in the city. The City Hall, which houses the Public Works Maintenance yard and Fire Station, is in a reduced risk area own that could potentially be affected by a flooding if the levee failed. however, there are critical facilities owned and operated by outside agencies that can be affected directly by flooding, they are shown in Figure 2. Table 3.5.2 and 3.5.3 Identifies the critical facilities within the planning area.

Overall Community Impact: The City of Indian Wells has two major flood control channels. The Whitewater River and Deep Canyon flood control channels run west to east north of Highway 111 and south of Highway 11, Heavy rains can lead to problems with storm drainage and create localized flooding , impacting the transportation capability of the city. The portion of the city below the Whitewater channel relies heavily on the levee, if the levee is compromised it could cause potential displacement and/or

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loss of life. Indian Wells is a unique city where their population can fluctuate from peak residential numbers of 4,500+ during the winter season to half of that number when residents seek cooler locales during the summer months. Additionally, the city’s temporary population can increase due to sports events, i.e., in 2019 the BNP Paribas Open brought over 475,372 visits to the area over two weeks. Due the fluctuating population, it is unknown how many people would be impacted.

Description of land uses and development trends: The City enforces the floodplain ordinance on new development. Future development in the City may be built in the floodplain, in conformance to the standards of the floodplain ordinance.

4. Heat Wave Vulnerability Assessment
Likelihood of Future Occurrence—Very Likely
Vulnerability—Medium
Hazard Summary and Impact on Community: The City experiences summer temperatures reaching over 120°F four months of the year and has an average temperature of over 100°F. Extreme heat may overload demands for electricity to run air conditioners in homes and businesses during prolonged periods of exposure and presents health concerns to individuals outside in the temperatures. Prolonged Heat and low humidity levels can reduce moisture in vegetation, leading to the increased risk of vegetation/ wildland fires. Extreme heat, when combined with wind, can lead to Public Safety Power Shutdown (PSPS) events in the larger County area that could extend into the Planning Area.

Methodology: Physical Structures will not have significant loss from a Heat Waves and will have limited loss. The Public Health Alliance of Southern California created an index to identify health disadvantage areas within the state. Areas that have a low Healthy Place Index (HPI) would be at greater risk during heat waves. The Map Below is the HPI for the Planning Area. The greatest risk is to the vulnerable populations throughout the Planning Ara and the Planning Committee had no way to define a methodology to calculate loss risk. Heat waves will not have significant impact or damage to the physical structures and there is limited loss risk associated with them.

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Figure 4 Healthy Place Index (HPI)

Critical Infrastructure at Risk: All of the critical infrastructure within the City are at risk from extreme heat, due to potential power outage that be caused by a heat wave.

These critical facilities have backup generator power to ensure continuity of operations.

Table 3.5.2 and 3.5.3 Identifies the critical facilities within the planning area.

Overall Impact on Community: The residents within the Planning Area in the low HPI area would be susceptible to heat waves. The most vulnerable populations would be the unhoused population, infants and children under 5, elderly, and those individuals with disabilities. Indian Wells is a unique city where their population can fluctuate from peak residential numbers of 4,500+ during the winter season to half of that number when residents seek cooler locales during the summer months. Additionally, the city’s temporary population can increase due to sports events, i.e., in 2019 the BNP Paribas Open brought over 475,372 visits to the area over two weeks. Due the fluctuating population, it is unknown how many people would be impacted.

Description of land uses and development trends: It is encouraged that future facilities have emergency plans or backup power to address power failure during times of extreme heat and in the event of a PSPS or other interruption in service.

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5. Strong Wind Vulnerability Assessment
Likelihood of Future Occurrence—Very Likely
Vulnerability—Medium
Hazard Summary and Impact on Community: The Coachella Valley sits just east of two major mountain ranges, the San Jacinto Mountains, and the San Gorgonio Mountains. As pressure falls in the Coachella Valley, air starts rushing into the Valley from our coastal regions. The City of Indian Wells is at risk of wind events at any given time during the calendar year. However, wind events are more prevalent in the autumn and winter months.

The Coachella Valley is also susceptible to Microbursts; strong, damaging winds strike the ground and often give the impression that a tornado has struck. They frequently occur during intense thunderstorms. An intense microburst can result in damaging winds near 170 miles per hour and often lasts for less than five minutes.

The most significant hazard associated with winds is an increased fire danger, but winds can also cause downed trees and power lines and property damage, as well as causing potentially hazardous conditions for travelers, RV’s, semi-trailers, and aircraft.

The combination of high winds and sandy, sparsely vegetated soils, characteristic of desert areas, can also create blow sand hazards. Disturbance of soil crust through human activities such as grading, and alteration of drainage patterns can contribute to an increase in blows and hazards. Blow sand hazards impact human health by creating high levels of airborne particulate matter. blows and reduces visibility and can increase the incidence of vehicular accidents. Property damage occurs when blow sand erodes painted surfaces and glass.

Methodology: Winds are categorized by types and each type is associated with wind speeds: breeze ( mph). The Beaufort Scale categories winds by wind speed, using Force categories between 0-12 to measure speed and summarize descriptions. Figure 3.7 shows the Yearly Wind Summary for the Coachella Valley, using the Beaufort numbers .

Throughout the years it is shown that max wind speed numbers get into 8 -10 in the Beaufort scale.

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Figure 5 DesertWeather.com Yearly Wind Summary updated 10/10/23.

Critical Infrastructure at Risk: All the critical infrastructure within the City are at risk from Strong Winds; due to potential power outage, infrastructure damage from downed trees, and property damage can occur when blow sand erodes painted surfaces and glass. In cases of power outages these facilities should have backup generator power to ensure continuity of operations. Table 3.5.2 and 3.5.3 Identifies the critical facilities within the planning area.

Overall Impact on Community: Many of the residents within the Planning Area would be susceptible to strong winds. Downed trees from winds and blow sand could have an impact on the transportation capability of the City. Blow sand can reduce visibility and increase the incidence of vehicular accidents, down trees can block roads, both hazards will impact those that rely on public transportation. Blow sand hazards impact human health by creating high levels of airborne particulate matter. The most vulnerable populations would be the unhoused population, infants, and children under 5, elderly, and those individuals with disabilities. Indian Wells is a unique city where their population can fluctuate from peak residential numbers of 4,500+ during the winter season to half of that number when residents seek cooler locales during the summer

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months. Additionally, the city’s temporary population can increase due to sports events, i.e., in 2019 the BNP Paribas Open brought over 475,372 visits to the area over two weeks. Due the fluctuating population, it is unknown how many people would be impacted.

Description of land uses and development trends: Enforce the City standard of inspection and management of hazardous trees. Enforce the City's Municipal Code (Chapter 8.20) Ordinance Number 313 requires that an applicant for a grading or demolition permit must first obtain an approved Fugitive Dust Mitigation Plan. This plan must include all reasonably available control measures so that fugitive dust emissions comply with South Coast Air Quality Management District Rule 403. Control measures at a construction or demolition site can include the use of soil stabilizers or watering.

Erection of wind fences, covering soil stockpiles, and revegetation of disturbed surfaces’

6. Terrorism
Likelihood of Future Occurrence—Likely
Vulnerability—High
Hazard Summary and Impact on Community: All City businesses and facilities are perceived as soft targets; however, due to the intended purpose of terrorism, it would most likely happen in more populous urban areas where more devastation (and fear) will ensue.

Indian Wells has long been recognized as a world-class vacation and conference destination. The city boasts a variety of renowned special events, including the BNP Paribas Open, Indian Wells Golf Resort, IRONMAN 70.3 , Indian Wells Art Festival and Desert Town Hall Indian Wells Lecture Series. What's more, the city's four premier luxury resorts and Indian Wells Golf Resort offer a array of amenities that draw visitors from around the world.

Methodology: The Global Terrorism Database (GTD) was used as a resource to help visualize the impacts of terrorism on the community as well as infrastructure. The GTD was developed to be a comprehensive, methodologically robust set of longitudinal data on incidents of domestic and international terrorism. Its primary purpose is to enable researchers and analysts to increase understanding of the phenomenon of terrorism. If government buildings are targeted there could be a major loss in critical facilities.

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Figure 6 Global Terrorism Database (GTD) results for California

Critical Infrastructure at Risk: A large scale Terrorist attack would impact the entire Planning Area including all of the critical facilities . Table 3.5.2 and 3.5.3 Identifies the critical facilities within the planning area.

Overall Impact on Community: Many of the residents within the Planning Area would be susceptible to a Terrorism attack. Transportation capability of the City could be compromised, impact those that rely on public transportation. Biological Hazards could impact human health. The most vulnerable populations would be the unhoused population, infants and children under 5, elderly, and those individuals with disabilities.

Indian Wells is a unique city where their population can fluctuate from peak residential numbers of 4,500+ during the winter season to half of that number when residents seek cooler locales during the summer months. Additionally, the city’s temporary population can increase due to sports events, i.e., in 2019 the BNP Paribas Open brought over

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475,372 visits to the area over two weeks. Due the fluctuating population, it is unknown how many people would be impacted.

7. Wildland-Urban Interface Fire
Likelihood of Future Occurrence—Likely
Vulnerability—High
The City of Indian Wells climate, with its warm and dry summers, contributes to low relative humidity and low fuel moistures. When combined with high fuel loading, the potential for a catastrophic wildfire- urban interface fire event is significant. Three (3) weather conditions that may cause the ignition and/or impact the behavior of wildfires are as follows; Thunderstorms and the associated lightning are a significant source of fire starts, and usually occurs mid to late summer. High winds can become steady up to 20 mph and gust up to 30-40 mph throughout the year but are most likely to exacerbate fires during the months of August through October when dry vegetation conditions are generally present. Hot, dry conditions most commonly occur in August and September.

Fires can have a quick speed of onset, especially during periods of drought.

Methodology: CAL Fire Resource Assessment Program (FRAP) tool indicates that the wildland risk is low for the city, while that may be true for large wildland areas, it does not consider small and large vegetation areas that are within the city limits. There would be an increased risk in loss of the City’s critical facilities.

Figure 7 Riverside County Fire WUI Map (2015 most recent map)

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Critical Infrastructure at Risk: Any of the City’s critical infrastructures could be impacted by a Wildland Urban interface fire, not only by direct fire, they could also be affected by smoke, poor air quality, or potential power outages.

Overall Impact on Community: Wildland Urban interface fire would have significant impact on the community due to air quality and potential evacuations . The greatest impact will be to those with breathing issues and limited mobility.

Transportation capability could also be at risk, road closures could lead to evacuation routes being impacted. Those residents that do not have vehicles or do not have access to transportation would be at the highest risk. Indian Wells is a unique city where their population can fluctuate from peak residential numbers of 4,500+ during the winter season to half of that number when residents seek cooler locales during the summer months. Additionally, the city’s temporary population can increase due to sports events, i.e., in 2019 the BNP Paribas Open brought over 475,372 visits to the area over two weeks. Due the fluctuating population, it is unknown how many people would be impacted.

SECTION 4.0 – MITIGATION STRATEGIES
The mitigation strategy for the City of Indian Wells is based on informed assumptions, recognizing both mitigation challenges and opportunities, with the ultimate mission of creating a disaster resistant and sustainable community for the future. The mitigation

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strategy is derived from an in-depth understanding of possible deficiencies between potential vulnerabilities and existing capabilities, with the mitigation objectives in mind.

The mitigation strategy builds upon the previous mitigation actions identified by the City of Indian Wells 2017 LHMP and was expanded to consider current needs.

4.1 MITIGATION GOALS AND OBJECTIVES

To better assist with the identification of mitigation measures, mitigation goals and objectives were developed. The mitigation goals and objectives support the City’s mitigation mission to create a disaster-ready, disaster-resilient, and sustainable community while remaining aligned with the Operational Area. The City of Indian Wells is geographically located in a region that can be periodically subject to environmental hazards. The following goals and policies reflect the City's commitment to providing a safe environment for its citizens in the event natural or man-induced hazards occur.

❖ Goal 1
Prevent damage to life and property from natural hazards to the greatest extent possible.

Fire, Air, Flood, and Hazardous Materials Policies
• Objective 1.1- Require new development to conform with the City's Particulate Matter (PM) Ordinance as a condition of issuance of grading permits.

Evaluate the need for permanent control devices in particularly windy areas to be installed before project grading.

• Objective 1.2 -Require construction sites and trucks hauling dirt to and from the areas to comply with the City's PM10 standards.

• Objective 1.3- Encourage and cooperate with the Coachella Valley Water District to maintain adequate flood flow capacity in the Whitewater and Deep Canyon flood control channels to prevent area flooding from anticipated maximum flood flows.

• Objective 1.4- Enforce the City's Floodplain Management Ordinance which. cites specific standards applicable to development located within the 100 -year floodplain and in flashflood areas to mitigate flood hazards.

• Objective 1.5 - Develop a comprehensive fire plan which forecasts future personnel and equipment needs and requires new development to pay its pro-rata share of costs for fire services.

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• Objective 1.6- Restrict, after appropriate public hearings, the use of fire -prone building materials in areas defined by the Fire Department as presenting high - conflagration risk and require sprinklers to be installed in all new non -single- family residential construction per the Municipal Fire Code.

• Objective 1.7- Enforce existing Federal, State, and local ordinances regulating the use, manufacture, sale, transport, storage, and disposal of hazardous substances, and continue implementing the Riverside County Hazardous Waste Management Plan.

❖ Goal 2
Prevent damage to life and property resulting from seismic and seismic -induced hazards to the greatest extent possible.

Seismic Policies
• Objective 2.1-Adopt and maintain high standards for the seismic performance of buildings through prompt adoption and careful enforcement of the most current seismic standards of the California Building Code.

• Objective 2.2 Develop a structural hazards reduction program (per Section 8875 of the Government Code) for the upgrading of seismically hazardous buildings.

• Objective 2.3 Require geological and soil engineering studies for developments in or adjacent hillsides to assure safety from potential landslides and rockfalls. • Objective 2.4- Require development adjacent to hillside areas to minimize the potential hazard of falling rocks through project design.

❖ Goal 3
Provide an effective emergency response in a disaster for lifesaving and the reduction of property damage and enhance emergency preparedness through community education and self-help programs.

Emergency Response and Preparedness Policies
• Objective 3.1- Encourage emergency preparedness to be the combined responsibility of the city, in conjunction with the County, CVAG, and the State , as well as City residents and the business community.

• Objective 3.2- Cooperate with the County of Riverside and CVAG to update the areawide emergency operations checklist.

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• Objective 3.3- Cooperate with CVAG and other communities in the Valley to distribute periodic safety publications to inform citizens of available protective services.

• Objective 3.4- Maintain at least two east-west and two north-south primary (or significant) arterials to ensure adequate emergency evacuation routes in the General Plan Area

4.2 MITIGATION ACTIONS FROM 2017 UPDATE
This section is to provide an update to the City of Indian Wells mitigation actions from the 2017 Local Hazard Mitigation Plan, these actions are identified and prioritized the based on the risk assessment. Background information and information on how each action will be implemented and administered, such as ideas for implementation, responsible office, partners, potential funding, estimated cost, and schedule, are included.

1. Indian Wells has high winds, extreme heat and cold, and severe, localized rainstorms. The City utilizes a community-wide email blast and Nixle emergency notification system (ENS) to notify residents in advance of any impending severe weather event.

Responsible Office(s): IT Manager
Priority (High, Medium, Low): High
Cost Estimate: 4377.50 / year
Completion Date: 2028
Potential Funding: General Fund/FEMA Pre-Disaster Mitigation grants Benefits (Avoided Losses): With Nixle, the City can send out emergency alerts via voice, SMS, email, and social media to provide residents with real-time emergency updates on severe weather issues.

2. To ensure that all those who live, work, and play in Indian Wells are safe, the city of Indian Wells provides public safety through a community -based approach that focuses on preventing problems and timely response. The City has developed Community Outreach programs to:

• Promote ‘12 steps of emergency Preparedness training for HOAs in the Indian Wells community.

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• Promote community preparedness awareness by providing flyers for Community Emergency Response Team (CERT) training offered by Riverside County Emergency Management Department.

Responsible Office(s): City Manager’s Office
Priority (High, Medium, Low): High
Cost Estimate: Unknown
Completion Date: 2028
Potential Funding: City’s General Fund, Emergency Management Performance Grant (EMPG) administered by Riverside County Emergency Management Department for CERT, Community Development Block Grant, and Homeland Security Grant Program (HSGP)
In May 2021, the City Council approved the budget for Fiscal Year 2022/2023, which included funding for CERT training in the General Fund.

3. The City of Indian Wells is seeking to renovate their current Emergency Operations Center (EOC). The City’s current EOC doubles as a substation with the Riverside County Sheriff’s Department, limiting the space allocated for the EOC equipment and staff. The renovation plan would bring the Sheriff Sub Station/ EOC up to code with Building and Seismic standards.

This mitigation goal would be the responsibility of the Public Safety Department and will be reviewed and discussed yearly during the City’s budget process. This would be a general fund expense with hopes of obtaining FEMA Pre -Disaster Mitigation grant and the goal would be to have it built in the next 1 to 3 years.

Responsible Office: Public Safety Director

Priority (High, Medium, Low): High

Cost Estimate: $100,000,000

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Potential Funding: General Fund/FEMA Pre-Disaster Mitigation grants

Completion Date: Building Plans for EOC remodel to be completed by 2024.

Benefits (Avoided Losses): This would give the City of Indian Wells the ability to create an EOC that would be more effective during a disaster and training.

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4.3 2023-2028 MITIGATION ACTIONS FOR EACH IDENTIFIED HAZARD Hazard/ Priority Mitigation Action Goal Departments Funding Completion Timeframe
Flood

High
Cooperate with the Coachella Valley Water District to maintain adequate flood flow capacity in the Whitewater and Deep Canyon flood control channels to prevent area flooding from anticipated maximum flood flows.
4A, 1.3 Public Works General Fund

2023-2028

High
Enforce the City's Floodplain Management Ordinance which cites specific standards applicable to development located within the 100-year floodplain and in flashflood areas to mitigate flood hazards. 4A 1.4 Code
Enforcement
General Fund 2023-2028

High
Maintain the two major flood control channels that exist in Indian Wells which confine and direct stormwater runoff. The Whitewater channel runs west to east through the city, north of Highway 111.

This channel carries stormwater runoff which originates in western Coachella Valley. The Deep Canyon flood control channel runs west to east, just south of Fairway Drive and Iroquois Drive, this channel collects runoff from the mountains in the southern part of the City. 4A Public Works Capital
Improvement
Fund
2023-2028
Drought

Medium
Encourage water-intensive land uses, such as golf courses, to utilize treated effluent for landscaping and irrigation needs.
3A Planning General Fund 2023-2028

High
Coordinate with Coachella Valley Water District (CVWD) to monitor citywide water usage on an annual basis and make recommendations to modify or expand water conservation measures to ensure their effectiveness
3A 5.7 Public Works General Fund 2023-2028

Low
Strengthen education programs related to water protection and conservation. Cooperate with CVWD in the development of education materials and programs that encourage and facilitate water conservation throughout the community.
3A 5.8 Management General Fund 2023-2028

Medium
Residential Turf Conservation Project: City Council approved the partnership with Coachella Valley Water District (CVWD) as of October 6, 2022. CVWD rebate programs are designed to assist residential customers who want to reduce their water usage. 3A Planning/
Public Works
General Fund 2022-2024
Earthquake

High
Adopt and maintain high standards for the seismic performance of buildings through prompt adoption and careful enforcement of the most current seismic standards of the Uniform Building Code. IV A2.2 Develop a structural hazards reduction program (per Section 8875 of the Government Code) for the upgrading of seismically hazardous buildings.
4A 2.1 Building and
Safety
General Fund 2023-2028

Medium
Require geological and soil engineering studies for developments in or adjacent to hillsides to assure safety from potential landslides and/or rockfalls. Require development adjacent to hillside areas to minimize the potential hazard of falling rocks through project design. 4A 2.3 Engineering General Fund 2023-2028

Medium
The State of California has established stringent seismic standards for buildings. These standards are contained in the State's Building Code. Indian Wells requires compliance with the State's Building Code for all development projects.
4A Building and
Safety
General Fund 2023-2028
Strong Wind

High
Enforce the City standard of inspection and management of hazardous trees. The City Annually maintains and identifies high risk trees.
4A Public Works General Fund 2023-2028

Medium
The City's Municipal Code (Chapter 8.20) Ordinance Number 313 requires that an applicant for a grading or demolition permit must first obtain an approved Fugitive Dust Mitigation Plan. This plan must include all reasonably available control measures so that fugitive dust emissions comply with South Coast Air Quality Management District Rule 403. Control measures at a construction or demolition site can include the use of soil stabilizers or watering. Erection of wind fences, covering soil stockpiles, and revegetation of disturbed surfaces’
4A Code
Enforcement/
Public Works
General Fund 2023-2028

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Extreme Heat

Medium
Community Action Partnership (CAP) of Riverside County has Cooling centers placed throughout the County. La Quinta Wellness Center, 78450 Ave La Fonda La Quinta 92253 and Palm Desert Community Center 43-900 San Pablo Ave Palm Desert 92260 have been identified as the closet center for Indian Wells Residents.
2B Management General Fund 2018- 2028
High Educate employees, businesses, and residents about the dangers of extreme heat and the steps they can take to protect themselves when extreme temperatures occur. 4A Management General Fund 2023-2028
Fire

High
All proposed construction shall meet minimum standards for fire safety as defined in the City’s Building or Fire codes based on building type, design, occupancy, and use. 4A Code
Enforcement/
Building and
Safety
General Fund 2023-2028

Medium
Continue to work with Riverside County to provide comprehensive planning and future fire protection services.
4A Public Works/
Planning
General Fund 2023-2028

High
Ensuring Fire flow (water pressure and volume available at hydrants) is adequate, as determined by the Riverside County Fire Department (RCFD). The RCFD requires 3,000 gallons per minute (GPM) for commercial and 1,500 GPM for residential peak water flows 4A Public Works General Fund 2023-2028

Medium
Restrict, after appropriate public hearings, the use of fire-prone building materials in areas defined by the Fire Department as presenting high-conflagration risk and require sprinklers to be installed in all new non-single-family residential construction per the Municipal Fire Code. 4A 1.6 Code
Enforcement/
Building and
Safety
General Fund 2023-2028
Terrorism
High Coordinate with the County, surrounding local cities, and the regional Fusion Center; acquire equipment, supplies, and other material as needed to support role . 4A Management General Fund 2023-2028
High Develop and maintain Emergency Circulation (Traffic) Plan(s); acquire the necessary equipment to support implementation (Mass Evacuation Plan)
4A Management/
Planning
General Fund 2023-2028
All Hazard
High Develop a post-disaster recovery plan to facilitate decision-making following a hazard event. Management General Fund 2023-2028

High
Continue to implement multi-hazard public awareness through the CERT program and 12 steps of emergency preparedness presentations.
4A 3.1 Management General Fund 2023-2028

High
Maintain at least two east-west and two north-south primary (or major) arterials to ensure adequate emergency evacuation routes in the General Plan Area (see Appendix A-10). 4A 3.5 Planning General Fund 2023-2028
High EOC Upgrade- The city of Indian Wells is in the process of Upgrading its EOC to building code standards. Council approved a 2-year CIP to upgrade our Emergency Operations Center. FY 23-24 - $100,000 for design work
4A Management/
Planning/
Public Works
General Fund 2023-2024

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4.4 MITIGATION PROJECTS

Table 4.4.1 Mitigation Projects 2023-2028

Future/planned
Mitigation Projects
Flood Mitigation Funding/ Cost Estimate
Whitewater Storm Channel

During the storm events of February
2019, the Whitewater Storm Channel
experienced considerable flooding
that damaged the West Drop
Structure near Eldorado Drive. The
approved design restores the flow of
water through the channel to prevent
future flooding.

This project will receive partial
reimbursement from FEMA.

Channel Lining Project

Three vacant lots located along
Highway 111 near Miles Avenue are
too narrow to be effectively
developed. The City is working with
Developers to add buildable area by
relocating a portion of the southern
bank of the Whitewater River
Channel. The project, currently in
design, moves the channel bank
northerly to create the additional
buildable area. The consequence of
this change requires the banks of the
Whitewater River Channel to be
protected against erosion. This project
is in the design phase.

Hwy 111 Drainage

Will alleviate flooding occurring near
Mountain View Villas
This project is budgeted under the 316
Capital Improvement Fund.

East Drop Structure Repair

During the storm events of February
2019, the Whitewater Storm Channel
experienced considerable flooding
that damaged the East Drop Structure
located behind the Renaissance hotel.

Design is underway for FY 21-22, and
we anticipate construction in FY 23
This project will receive partial
reimbursement from FEMA.

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Table 4.4.2 Completed Mitigation Projects from 2017 LHMP Completed Mitigation Projects Flood Mitigation
Manitou Basin
project constructed a debris basin to capture “bulk” during a rainstorm. Bulk is the solid debris carried by storm water and this material blocks roadways and storm drains. The purpose of the project was to capture the bulk materials to give the storm drain system a better opportunity to function properly. Capturing the bulk material during a storm also keeps the street passable for emergency vehicles or evacuation if needed. The project cost over $1,000,000 and was completed in 2021.

Dry Well project
Dry Well project – a dry well uses percolation into the groundwater as a method of dealing with nuisance water
typically caused by over irrigation to landscaping. The system is problematic because it gets clogged with sand and silt and needs to be removed and replaced. The City removed the dry well located north of Highway 111 at Rancho Palmeras and replaced the system with an overland drainage course.

Eventually this new drainage pattern delivers flood water to the Whitewater River Channel. This project is completed.

SECTION 5.0 – COMMUNITY RATING SYSTEM

5.1 REPETITIVE LOSS PROPERTIES
The city of Indian Wells does not have any repetitive or severe loss of properties.

5.2 NATIONAL FLOOD INSURANCE PROPERTIES
The City of Indian Wells is a member of the Federal Emergency Management Agency (FEMA) Flood Insurance Program, and property owners within the City are eligible to purchase flood insurance from FEMA. The City is also a part of the National Flood Insurance Program (NFIP) Community Rating System (CRS)

SECTION 6.0 - CAPABILITIES ASSESSMENT
The purpose of this section is to capture the different resources available to the City of Indian Wells in support of mitigation. To efficiently demonstrate these resources, this section has been organized by: Mitigation Governance Resources; Technical Resources; and Fiscal Resources. The city regularly assesses and evaluates the effectiveness of its governance and incorporates changes to help meet the intended goal.

6.1 REGULATORY MITIGATION CAPABILITIES
There are a variety of governance that are directly related to or influence mitigation efforts. This governance falls under: 1) Laws, Regulations, Codes, and Ordinances; 2)

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Plans, Studies, and Reports. The City will continue to ensure that necessary regulations are put in place relating to building codes, ordinances, and state and federal requirements.

Table 6.1.1 Regulatory Mitigation Governance Capabilities Regulatory Tool
Active
Yes/No/N/A
Comments/ Ability to Support
Mitigation
General plan Yes Indian Wells Comprehensive General Plan was adopted February 1996, as amended.

The General Plan supports hazard
mitigation. Specifically, policies that ensure
that the City of Indian Wells minimizes the
effect and damage of any possible natural or
man-made disasters are summarized in
Chapter IV: Community Safety. This chapter
also outlines the policies of coordinating with
other local authorities in ensuring hazard
mitigation by preparedness and
communication.

Emergency Operations Plan Yes The City Adopted an all-hazards plan describing how the City will organize and
respond to incidents. It is based on and is
compatible with the laws, regulations, plans,
and policies listed above. The Emergency
Operations Plan (EOP) also addresses the
integration and coordination of resources
and activities with other Governmental
Agencies, Special Districts, and private-
sector partners. This plan also includes the
City’s Continuity of Operations.

Zoning Ordinance Yes Indian Wells Adopted Amended Zoning Code Ordinance on July 2022; Title 21.

Mitigation actions that are not outlined in the
ordinance can be incorporated into the
Zoning ordinance by the community
development director or designee with
Planning Commission, City Council, and
public approval.

Subdivision ordinance Yes Indian Wells Adopted Indian Wells Ordinances; Title 20; Chapter 20.04, 20.12,

20.16, 20.20, 20.24, 20.28, 20.32, 20.36,

20.40, 20.44, 20.48, 20.50, 20.52, 20.56,

20.60, 20.64, 20.68, 20.72, 20.76, 20.80.

Mitigation actions that are not outlined in the
ordinance can be incorporated into the
Subdivision ordinance by the community
development director or designee with
Planning Commission, City Council, and
public approval.

Site plan review requirements Yes Title 21; Chapter 21.60

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Growth management ordinance No
Floodplain ordinance Yes Title 16; Chapter 16.36
Other special purpose
ordinances (stormwater, water
conservation, wildfire)
Yes Title 9 Peace, Safety and Morals; Title 8
Health and Sanitation; Title 22 Resources
Management; Chapter 22.04
Building code Yes Title 16, Building and Construction, enforce all State of California Building Codes.

Fire department ISO rating Yes Rating 3/ 3x
Erosion or sediment control
program
No Title 8; Chapter 8.24
Stormwater management
program
Yes Storm Drain Master Plan

Capital improvements plan Yes Five-year plan updated bi-annually, incorporating hazard mitigation by including
construction or upgrades of City
infrastructure and facilities.

Economic development plan Yes The city of Indian Wells Economic development plan can incorporate hazard
mitigation related to new business attraction
and business growth in the City.

Local emergency operations
plan
In Progress The Emergency operations plan can be
revised on an ongoing basis to include
hazard mitigation through training and
preparedness.

Other special plans N/A
Flood Insurance Study or other
engineering study for streams
Yes Federal Emergency Management Agency
(FEMA) Flood Insurance Rate Maps.

6.2 ADMINISTRATIVE/TECHNICAL MITIGATION CAPABILITIES
The City of Indian Wells has many proficiencies and expertise that can be leveraged in support of mitigation efforts. In addition to public safety and fire suppression capabilities, the City has access to staff with skills in Engineering/Construction, Planning, Environmental, Risk Management, Project/Grant Management, Economic Development, Debris Removal, and Emergency Management . As with many jurisdictions, the City of Indian Wells has been increasing its technology capabilities. This includes providing secure platforms to store and access information, means of ensuring continuity of government, cyber security, and general technical support.

Table 6.2.1 is a list of City Departments that can have a role in activities related to hazard mitigation.

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Figure 6.2.1 – City of Indian Wells Administrative/Technical Mitigation Capabilities Personnel Resources
Active
Yes/No
Department/
Position
Ability to Support Mitigation
Planner/engineer with
knowledge of land
development/land
management practices
Yes Planning
Department/
Planner and
Public Works
/City Engineer
Community Development
Director and Public Works
Director can make
recommendations and draft
updates to incorporate hazard
mitigation related to new or
existing land development into
City Code and City activities.

Engineer/professional trained
in construction practices
related to buildings and
infrastructure
Yes Public Works
/City Engineer
and Building
Department/
Building
Official
The City Engineer and Building
Official can make amendments or
suggestions for the
implementation or revision of
hazard mitigation pertaining to
building and infrastructure
construction.

Planner/engineer/scientist
with an understanding of
natural hazards
Yes Public Works
/City Engineer
and Building
Department/
Building
Official
The City Engineer or Building
Official can improve current and
future practices to better mitigate
the effects of natural disasters
Personnel skilled in GIS. Yes Planning
Department/P
lanner and
Public Works/
Manager
Planning and Public Works have
skilled GIS staff who can
implement technological solutions
to hazard mitigation, such as
tools for increased awareness of
potential local hazards.

The full-time building official Yes Building
Department/
Building
Official
The Building Official can bring
mitigation activities pertaining to
the structural safety of buildings
to the City’s attention.

Floodplain manager Yes Public Works/
City Engineer
The Public Works Department
can implement hazard mitigation
pertaining to floodplain
management, such as updating
the Floodplain ordinance.

Emergency manager Yes City
Manager/Part
-time
Emergency
Management
Coordinator
The Emergency manager can
support all City departments with
continuous mitigation
preparedness and
implementation. The emergency
manager can also provide City
staff and residents with
emergency preparedness training
and information.

Other personnel No

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GIS Data—Land use Yes Riverside
County /

RCIT-GIS

Riverside County Information
Technology (RCIT) Geographic
Information Systems (GIS)
database is designed to provide
info for more robust, safer, and
healthier communities.

GIS Datalinks to Assessor’s
data
Yes Riverside
County /

RCIT-GIS
https://gis1.countyofriverside.us/
Html5Viewer/index.html?viewer=
MMC_Public
Warning systems/services
(Reverse 9-11, outdoor
warning signals)
Yes Fire
Department,
Emergency
Management
Department.

The Fire department and
emergency management
department can cooperate to
update emergency processes
and ensure interoperability in
times of crisis.

6.3 FISCAL MITIGATION CAPABILITIES
The financial resources of the City of Indian Wells are allocated to and accounted for in various funds based upon the purposes for which the funds are to be spent and the means by which spending activities are controlled. The City will continue to Identify additional funding opportunities that can be expanded upon for mitigation. In previous years, hazard mitigation grants have not been utilized to complete any projects that have been identified by the hazard mitigation planning team.

Table 6.3.1 identifies financial tools or resources that the City could potentially use to help fund mitigation activities.

Table 6.3.1 City of Indian Wells Fiscal Mitigation Capabilities Financial Resources
Accessible/
Eligible
to Use
(Yes/No) Comments
Community Development Block
Grants
Yes
Capital improvements project
funding
Yes
Authority to levy taxes for specific
purposes
Yes With voter approval
Fees for water, sewer, gas, or
electric services
No
Impact fees for new development Yes
Incur debt through general obligation
bonds
Yes With voter approval
Incur debt through special tax bonds Yes With voter approval Incur debt through private activities No
Withhold spending in hazard-prone
areas
N/A

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Other: General Fund Emergency
Reserve
Yes With Council Approval

6.4 MITIGATION EDUCATION/ OUTREACH AND PARTNERSHIPS
Table 4.4.1 lists the City of Indian Wells public outreach capabilities. These capabilities include programs such as hazard awareness campaigns, public information, or communications offices. Education and outreach capabilities can be used to inform the public on current and potential mitigation activities.

Table 6.4.1 Mitigation Education/ Outreach and Partnerships Name Description (Effect on Hazard Mitigation) Lead Organization CERT The City of Indian Wells trains residents
in emergency preparedness and hazard
mitigation through Community Emergency
Response Team (CERT) classes that are
available to residents twice a year.

City of Indian Wells and
Riverside County
Emergency Management
Department (EMD)
12 Steps of
Emergency
Preparedness
The city of Indian Wells offers 12 Steps of
Emergency Preparedness presentation to
the residents of Indian wells, this
presentation promotes preparedness and
Hazard mitigation.

City of Indian Wells
The Great Shakeout The City Participates in the annual Great Shakeout Exercise
City of Indian Wells
HOA Radio Program The City of Indian Wells encourages
HOAs/ Residents to participate in the
Radio Program, this promotes
communication between the EOC and
residents during a disaster.

City of Indian Wells and
RACES
County
Emergency/Disaster
Readiness App
the City promotes the Riverside County
readiness app (RivCo Ready). It is a great
tool for the community to use in
preparation for all major disaster types.

Riverside county EMD
City Website Emergency Management Site hosts
information on earthquake preparedness,
heat risk, warming/cooling centers, floods,
and fires.

City of Indian Wells
Nixle emergency
notification system
notify residents in advance of any
impending severe weather event and/or
incident within the city.

City of Indian Wells
RACES The City of Indian Wells partners with
Radio Amateur Civil Emergency Service
(RACES), they are Licensed Radio
Amateur Operators who are authorized to
transmit during declared emergencies.

RACES and Riverside
County EMD

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6.5 EXPANSION OF AND IMPROVEMENT ON MITIGATION CAPABILITIES

The ability to expand current mitigation capabilities will generally be reliant upon the budgeting allocated for each department/program for that fiscal year. The level at which these programs may or may not be expanded upon, will be dependent upon the amount of funding received.

There are a multitude of methods and processes that a jurisdiction may use to improve upon current capabilities to mitigate emergencies or disasters. The City of Indian Wells has identified the below to support this thought process.

❖ Regulatory/ Governance: The City of Indian Wells should actively identify, adopt, and enforce the most current set of development codes and standards available. Strongly encouraging new development to be constructed to higher standards than currently required, increasing resilience within the community.

❖ Administrative/ Technical: The City of Indian Wells possesses a high level of administrative and technical capability that will be utilized to implement the actions identified in this plan. This existing capability will be maintained by the City and expanded as necessary to address the expansion of new programs or change in the scope of existing programs.

❖ Fiscal: During annual budgeting processes, the City should identify new funding sources (bonds, grants, assessment districts, etc.) that can be used to support the enhancement of existing capabilities.

❖ Outreach: Fostering new relationships to bring underrepresented populations and partners to the hazard mitigation planning process. Expand current capability through an increase in the number of events participated in and presentations conducted to the community through integration with HOAs and civic organizations. Promote preparedness through increased use of social media and the creation of an emergency management section to the City application.

6.6 MITIGATION FUNDING OPPORTUNITIES CAPABILITIES
• Measure A – Measure A is generated by a Riverside County one -half percent sales tax approved by the voters in 1989. This money is used to maintain and construct local streets and roads.
• Development Impact Funds – The City of Indian Wells charges fees for development-related activities such as infrastructure and public facilities. • Air Quality Management District - Revenues received resulting from Assembly Bill 2766, which imposed an additional registration fee on motor vehicles. These revenues are used to reduce air pollution from motor vehicles.

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• Grants – The City of Indian Wells receives various grant funds from various local, state, and federal agencies. These grants include funding for various programs such as recycling and public safety.
• FEMA- FEMA Grant: The City is either in application for or has received funding from FEMA for flood repairs and/or flood damage prevention. To date, the City has received commitment from FEMA for $3,415,000 for flood damage mitigation projects.
• Community Development Block Grant - Revenues received from the Department of Housing and Urban Development. These revenues must be expended to accomplish the elimination of blight or to benefit low- and moderate- income persons by providing loans or grants for various programs. • Local Law Enforcement Services Fund - Also known as the Citizens Option for Public Safety (COPS) grant, funding is provided for the purpose of front-line law enforcement services that are not already funded by Indian Wells • Landscape/Lighting Maintenance District - Revenue collected through special assessments levied to benefitting property owners to cover the cost of associated with providing landscape and lighting maintenance.
• Gas Tax – Revenue received from a tax imposed on the sale of gas. Gas Tax funds are the most flexible transportation-related funding source. Gas Tax funds are used for various transportation purposes, including street-related projects, construction, or maintenance.
• Transportation Uniform Mitigation Fee – a multi-jurisdiction fee program that ensures that new development pays its fair share for the increased traffic that it creates. Under the TUMF, Western Riverside County is divided into five zones.

The TUMF is structured so that 48.7% of funds generated in each zone go back to that zone to be programmed for projects.

The City of Indian Wells has the same funding opportunities as Riverside County Operational Area.

SECTION 7.0 - INCORPORATION INTO EXISTING PLANNING MECHANISMS The City of Indian Wells has adopted the 2018 Local Hazard Mitigation Plan as the Safety Element of the City’s General Plan.

The City has a Safety Element in its General Plan that discusses fire, earthquake, flooding, and landslide hazards. This plan was adopted as an implementation appendix to the Safety Element. The City of Indian Wells uses the below programs to identify gaps that may lead to disaster vulnerabilities to work on ways to address these risks through mitigation:

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• The City’s General Plan adopted on February 1, 1996
• Title 21 Land Zoning and Use Planning.
• Title 16 Building and Construction
• Adopted all County Building Codes
• Emergency Operations Plan (EOP)
The City of Indian Wells conducts regular meetings to update the City’s Municipal Code to keep current with new Federal and State regulations. This includes novel circumstances and potential hazards discovered in the normal course of City activities , including annual trainings and exercises. Additionally, the city works with both neighboring cities and county departments to keep abreast of new or continued vulnerabilities.

City staff brings draft ordinances to any relevant Commissions, then to the City Council for consideration and public input. Council and public-approved changes and ordinances that have passed the necessary readings are codified into the City’s Municipal Code.

SECTION 8.0 - PLAN IMPLEMENTATION AND MAINTENANCE PROCESS The City of Indian Wells will monitor and evaluate our LHMP every year over the next five years. The planning team will review the LHMP and assess the following:
• The goals, objectives, and address current and expected conditions. • If the nature, magnitude, and type of risks have changed, we will update the plan as necessary.
• Current resources for implementing the plan and exploring new resources. • Implementation problems include technical, political, legal, or coordination issues with other agencies.
• The outcomes to ensure they align with the expected result; if not, we will modify the plan.
• Changes in Federal, State, and local ordinances; if laws and regulations have changed, we will make changes to reflect current regulations.

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• Involve the public by posting notices on websites and announcements during public meetings, intent to review and update the Local Hazard Mitigation Plan allowing for public comment and input.

If we discover changes have occurred during the evaluation, we will update the LHMP Revision Page and notify Riverside County EMD to update our Annex.

The Riverside County Emergency Management Department will coordinate the monitoring, evaluation, and update of the LHMP.

SECTION 9.0 - CONTINUED PUBLIC INVOLVEMENT
The City of Indian Wells will continue to include the public in reviewing and providing annual comments through Public Hearings at the Planning Commission, Public Safety Commission, and City Council meetings.
• Social Media (Facebook and Twitter): The Indian Wells residents rely heavily on the internet and social networking sites for information and community-building.

The city will utilize Facebook and Twitter to reach out and notify citizens of updates and changes to the plan.
• Resident E-Blast and the City’s Indian Wells Fast Fact • Website: The city of Indian Wells website is a tool that is maintained and up to date with information sharing and updates regarding City business.

For public concern and inquiry, the residents are encouraged to use this email address: [email protected].

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APPENDIX A – PUBLIC NOTICES AND MAPS
• Appendix A-1: County of Riverside Operational Area Multi-Jurisdictional Hazard Mitigation Planning letter of Commitment.

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• Appendix A-2: LHMP update presentation for City council and Indian Wells residents.

City Council Meeting Agenda from October 6, 2022 (see attached)

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• Appendix A-3 Local Hazard Mitigation Plan Update Meeting agenda and sign in sheet from October 12, 2022 (See Attached)

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• Appendix A-4: Public Safety Committee Meeting Agenda from October 20, 2022, Emergency Services and LHMP update (see attached)

• Appendix A-5: Local Hazard Mitigation Plan Update Meeting agenda and sign in sheet from December 13, 2022 (See Attached)

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• Appendix A-6: Website Outreach screenshot (see attached)

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1,107 starts with 326 submits. Submission rate was 29.45%

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• Appendix A-7: Regional Faults Indian Wells Map

• Appendix A-8: Seismic Response Zones Indian Wells Map

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• Appendix A-9: Flood Zone Indian Wells Map

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• Appendix A-10: Emergency Evacuation Routes Indian Wells Map

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• Appendix A-11: Jurisdiction Vulnerability Worksheet (Table 1C)

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• Appendix A-12: HAZARD IDENTIFICATION QUESTIONAIRE (TABLE 1A)

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• Appendix A-13: LHMP Draft Open for Public Comment e-blast

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• Appendix A-14: LHMP Draft Open for Public Comment City website.

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• Appendix A-15 Resolution

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26529.00000\44556558.1
RESOLUTION NO. 2026-__

A RESOLUTION OF THE CITY OF INDIAN WELLS CITY COUNCIL TO

AMEND THE PUBLIC SAFTEY ELEMENT OF THE INDIAN WELLS GENERAL

PLAN TO INCORPORATE THE INDIAN WELLS HAZARD MITIGATION

PLAN INTO THE PUBLIC SAFETY ELEMENT, FOR WHICH THE ACTION HAS

BEEN FOUND EXEMPT FROM THE PROVISIONS OF CEQA
WHEREAS, the City of Indian Wells Planning Commission, conducted a public hearing on January 30, 2025, which addressed a comprehensive General Plan Update to the City’s General Plan, including an amendment to the Public Safety Element; and WHEREAS, The Local Hazard Mitigation Plan (LHMP) for the City of Indian Wells planning area was developed in accordance with the Disaster Mitigation Act of 2000 (DMA 2000) and followed FEMA’s 2011 Local Hazard Mitigation Plan guidance. The LHMP incorporates a process where hazards are identified and profiled, the people and facilities at risk are analyzed, and mitigation actions are developed to reduce or eliminate hazard risk. The implementation of these mitigation actions, which include both short-term and long-term strategies, involve planning, policy changes, programs, projects, and other activities.; and
WHEREAS, the Planning Commission found that the proposed General Plan amendment is in the public interest; and
WHEREAS, following the public hearing the Planning Commission found that this amendment is exempt from environmental review as required by CEQA through the use of the “General Rule,” Section 15061(b)3 that is applied to proposals, which will have no potential adverse impact on the environment; and
WHEREAS, the Planning Commission recommended to the City Council of the City of Indian Wells that it adopt the Planning Commission’s recommended finding that the amendment is in the public interest and approve the General Plan amendment to amend the Public Safety Element of the General Plan; and
WHEREAS, the City Council of Indian Wells considered said recommendations of the Planning Commission on the matter of amending the Public Safety Element of the Indian Wells General Plan and conducted a public hearing on the matter on January 30, 2025 and after review and consideration found that the project is in conformance with State and local environmental guidelines;
WHEREAS, the City Council of Indian Wells now desires to clarify and amend the Public Safety Element (“Element”) of the Indian Wells General Plan (“General Plan”) to incorporate the Local Hazard Mitigation Plan (“LHMP”) into the Element.

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

SECTION 1. The recitals above are true and correct and are hereby adopted as findings as if fully set forth herein.

ATTACHMENT #2

City of Indian Wells
Resolution 2026-___

26529.00000\44556558.1
SECTION 2. The City Council ADOPTS the Resolution approving the Public Safety Element of the Indian Wells General Plan amended as described above and in section 3 below.

SECTION 3. The City of Indian Wells developed a Local Hazard Mitigation Plan in accordance with the Disaster Mitigation Act of 2000. This LHMP was approved by FEMA on January 30, 2024, and this resolution will serve as evidence of incorporation of the LHMP into the Public Safety Element of the General Plan for compliance with Assembly Bill 2140 and Cal OES requirements.

SECTION 4. This action has been assessed under the authority and criteria contained in the California Environmental Quality Act (“CEQA”), the State and local CEQA Guidelines, and the environmental regulations of the City. The City, acting as the Lead Agency, has determined that this action qualifies as exempt from CEQA through the use of the “General Rule,” Section 15061(b)3 that is applied to proposals, which will have no potential adverse impact on the environment.

SECTION 5. This Resolution shall take effect upon adoption.

SECTION 6. The City Clerk shall certify the adoption of this Resolution and City staff will submit a certified copy of this Resolution via email to the California Governor’s Office of Emergency Services to establish conformance with the requirements of AB 2140.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Indian Wells, California, at a special meeting held on this 5th day of March 2026.

____________________________

TOPER TAYLOR
MAYOR

CERTIFICATION FOR RESOLUTION NO. 2026-___

I, Angelica Avila, City Clerk of the City of Indian Wells, California, DO HEREBY CERTIFY that the whole number of the members of the City Council is five (5); that the above and foregoing Resolution was duly and regularly passed and adopted at a special meeting of the City Council of the City of Indian Wells on the 5th day of March 2026, by the following vote:

ATTEST: APPROVED AS TO FORM:

______________________________ ____________________________

ANGELICA AVILA TODD LEISHMAN FOR

CITY CLERK BEST BEST & KRIEGER LLP

CITY ATTORNEY

INDIAN WELLS CITY COUNCIL
March 5, 2026

To: City Council
From: Community Development Department
Prepared by: Jon Berg, Community Development Director
Subject: Supplemental Appropriation for Municipal Code Update Consulting Services

RECOMMENDED ACTIONS:

Council APPROVES supplemental appropriation in the amount of $49,838 for the total cost to complete a comprehensive zoning and municipal code update; and

FINDS the action to be exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3).

DISCUSSION:

At their April 17, 2025 Strategic Planning Session, the City Council approved several strategic planning related goals, including a comprehensive zoning and municipal code update to implement the City’s recently adopted General Plan 2040 and related 6th Cycle Housing Element, along with general code clean-up for internal consistency and compliance with recent state legislative mandates.

In response to this strategic goal, and in compliance with the City’s Fiscal Policies and Procedures, staff circulated a Request for Proposal (RFP) focusing on qualified firms which could provide these services.

Four (4) firms responded to the RFP, which closed on December 10, 2025. Those proposals were reviewed and ranked by staff and a Notice of Intent to Award was sent to De Novo Planning Group (De Novo), who ranked first amongst the four submissions.

De Novo’s proposal of $347,685 (Attachment No. 1), plus a 15% contingency for incidentals, brings the total contract amount to $399,838. The City Manager’s Department was allocated a budget of $350,000 for these services at the beginning of the year, which is $49,838.00 short of De Novo’s total contract cost (including the 15% contingency).

Staff is requesting a supplemental appropriation to cover the deficit and begin work with the consultant to address the Council’s strategic goal.

It is staff’s intent not to fully utilize the additional contingency funds but request these funds should they be needed.

CITY COUNCIL STRATEGIC GOAL:

Approving the requested supplemental appropriation would allow staff to contract with De Novo Planning Group to carry out Council’s strategic planning goal for completing a comprehensive zoning and municipal code update and help further the City’s Mission Statement and improve City operations.

FISCAL IMPACT:

Staff are requesting a supplemental appropriation of $49,838 to fully fund professional services for the comprehensive zoning and municipal code update.

The requested supplemental appropriation will be sourced from the City’s General Fund and added to Account #1012701 531020 (Professional Services), which currently has a balance of $350,000.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

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

ATTACHMENTS:

1. De Novo Planning Group Proposal

COMPREHENSIVE ZONING AND MUNICIPAL CODE
UPDATE TO IMPLEMENT GENERAL PLAN 2040
PREPARED FOR:City of Indian Wells
Jon Berg
Community Development Director
44-950 Eldorado Dr., Indian Wells, CA 92210-7497
[email protected] | 760.776.0229
PREPARED BY:De Novo Planning Group
180 E Main Street, Suite 108
Tustin, CA 92780

CITY OF INDIAN WELLS
In Association With:

JKA Architecture + Urban Design
Submitted December 10, 2025
ATTACHMENT #1

i i

TABLE OF CONTENTS
1 LETTER OF INTRODUCTION 1
2 FIRM INFORMATION AND QUALIFICATIONS 4
3 HISTORY AND RELEVANT EXPERIENCE 8
4 WORK PLAN AND METHODOLOGY 18
5 PROFESSIONAL SERVICES FEE 24

A REQUIRED FORMS A

B RESUMES B
De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update

Dear Mr. Berg and Members of the Selection Committee:

Adopting the General Plan 2040 and Housing Element was a monumental achievement for Indian Wells.

Now, the City faces the critical task of translating that vision into clear, enforceable regulations. As the team that authored those guiding documents, De Novo Planning Group offers the City a seamless transition from policy to implementation. We are uniquely positioned to protect the City's local control and memorialize community priorities without the learning curve required by a new consultant.

We understand that Indian Wells is an internationally renowned resort city with highly engaged residents who expect a high quality of life. Coupled with our statewide experience preparing Municipal Code updates for other resort communities, we are confident that De Novo is the right team to continue working with Indi- an Wells to maintain and advance the City's reputation. We pride ourselves on ensuring that our Code work maximizes local discretion within the framework of State law, putting the City in the driver's seat for future decision-making.

Our Team
We have assembled a carefully selected team of planning and urban design practitioners with deep pro- fessional experience in the region. De Novo Planning Group will serve as the prime consultant for this con- tract. Our team is led by De Novo Principal Amanda Tropiano, who will serve as Project Manager and Princi- pal-in-Charge (Amanda's resume is included in this section for your consideration).

As you know from our recent work on the General Plan and Housing Element Update, Amanda is deeply familiar with the City's expectations and will lead all community outreach and hearings. Because our team— supported by Deputy Project Managers Perry Banner and Ashley Brodkin—recently managed these long- range planning efforts, we possess an immediate familiarity with the community’s specific concerns and the City's existing code structure. We are ready to hit the ground running on Day 1 to meet the City's 18-to-24- month completion target.

Our team also includes JKA Architecture + Urban Design, who will prepare objective design standards (ODS) and revisions to the City's design guidelines. JKA recently prepared ODS packages for the cities of Palos Verdes Estates and Palm Desert and is currently working with De Novo on a comprehensive code update for the City of Laguna Beach. JKA's participation will ensure that ODS developed for Indian Wells reflect the resort luxury community aesthetic and respond to local issues and concerns while meeting State requirements.

D e N o v o P l a n n i n g G r o u p
A Land Use Planning, Design, and Environmental Firm

1. LETTER OF INTRODUCTION
December 10, 2025
Jon Berg
Community Development Director
44-950 Eldorado Dr., Indian Wells, CA 92210-7497
[email protected] | 760.776.0229
Subject: Comprehensive Zoning and Municipal Code Update to Implement General Plan 2040

DE NOVO PLANNING GROUP
180 E MAIN STREET, SUITE 108 | TUSTIN CA 92780
[email protected] | (714) 453-7711 Page 292 of 391

Why De Novo
De Novo offers the robust technical expertise of a large company with the agility and cost-efficiency of a boutique firm. We bring to Indian Wells the following key assets:

Principal-Level Attention
Unlike larger firms where projects are handed off to junior staff, De Novo guarantees that our Principals are actively involved in the drafting and review process. This ensures that the delicate balance between State housing mandates (SB 9, SB 35) and Indian Wells' local control is managed by experienced hands. Your Principal-in-Charge, Amanda Tropiano, is empowered to make immediate decisions to meet the City's work product expectations and keep this project on schedule.

Tailored Code Solutions
We do not believe in "one-size-fits-all" zoning. We excel at translating complex State laws into user-friendly local codes. We will ensure your new Objective Design Standards (ODS) and land use regulations are rigorous enough to maintain the City's aesthetic standards but flexible enough to streamline approvals for desirable development. We have successfully navigated complex Code Updates for over 20 diverse California jurisdic- tions. Our portfolio includes work for highly engaged, resort-style communities such as Sausalito, Laguna Beach, and Palos Verdes Estates, where protecting community character and scenic resources is paramount.

This experience allows us to bring creative, battle-tested solutions to Indian Wells that balance state man- dates with local expectations.

Integrated Environmental Compliance
As a dual planning and environmental firm, we draft code amendments with CEQA in mind from the be- ginning. This streamlines the adoption process, ensuring that the final Code Update and its environmental clearance move forward in tandem, keeping the City on schedule Our Statement of Commitment
We are prepared to execute this project efficiently, transparently, and professionally. We have structured this scope of work to meet the City’s specific needs as identified in the RFP. However, we are flexible and eager to work collaboratively with the City to refine this scope to best meet your expectations for this critical proj- ect. De Novo Planning Group has no past or current business or personal relationships with any current City of Indian Wells elected officials, appointed officials, or City employees, or their family members, that would constitute a conflict of interest.

We look forward to the opportunity to further discuss our proposal. The offer contained in this proposal is valid for a minimum of 120 days. If you have any questions regarding this submittal, please do not hesitate to contact me at (714) 453-7711 or at [email protected].

Sincerely,
Amanda Tropiano, Principal

DE NOVO PLANNING GROUP
180 E MAIN STREET, SUITE 108 | TUSTIN CA 92780
[email protected] | (714) 453-7711 Page 293 of 391

.

EDUCATION
MA, Urban and Regional Planning,
University of California, Irvine
BA, Urban Studies and Planning,
University of California, San Diego
BA, Political Science: Comparative
Politics,
University of California, San Diego
Study Abroad Program,
University of Sussex

ORGANIZATIONS
Urban Land Institute
International Association for Public
Participation (IAP2)
American Planning Association

Amanda Tropiano is responsible for leading the firm’s Southern California practice.

Amanda has successfully managed a wide variety of land use and environmental planning projects for public and private sector clients, including numerous General Plans, specific plans, corridor plans, strategic plans, sustainability programs, visioning projects, transit-oriented development plans, zoning documents, outreach programs, and CEQA projects. Amanda is also an IAP2 trained public outreach practitioner and has completed project management training with PSMJ. Amanda consistently brings to the table her passion, creativity, and strategic thinking to make sure every project exceeds her client's expectations. Amanda brings a unique project management style to her clients, where she relies on collaboration, communication, and creativity to identify and proactively address potential opportunities and challenges. She is a skilled public speaker and enjoys working with members of the public, stakeholders, and elected and appointed officials throughout the planning process.

Amanda Tropiano

PRINCIPAL
General Plan Update, Housing
Element, and EIR,
City of Indian Wells
Comprehensive Development Code
Update,
City of Laguna Beach
General Plan Update, Development
Code Update, and EIR,
City of San Jacinto
General Plan Update, Rezoning, ODS,
and EIR,
City of Lomita
General Plan Update, Hawthorne Blvd
Specific Plan Update, Development
Code Update, and EIR,
City of Lawndale
Objective Design Standards,
City of Palos Verdes Estates
Housing Element, Rezoning Program,
ODS, and CEQA Compliance,
City of Laguna Hills
Housing Element Update,
Comprehensive Zoning Code, Mixed-
Use Implementation Program,
City of Westminster
Focus General Plan Update, Brea
Core Specific Plan, and EIR,
City of Brea

General Plan Update and EIR,
City of Lake Forest
General Plan Update and EIR,
City of Laguna Niguel
General Plan Update and EIR,
County of Orange
General Plan Update and EIR,
City of La Verne
General Plan Update, Zoning Update,
and EIR,
City of San Marcos
Focus General Plan Update and EIR,
City of Glendale
Housing Element Updates,
Cities of Avalon, Hawthorne, Indian
Wells, Glendale, La Verne, Lake Forest,
Lawndale, Laguna Hills, Laguna Niguel,
San Jacinto, San Marcos, Stanton,
Temecula
Environmental Justice Element,
City of Goleta
Springs Specific Plan and EIR,
Sonoma County
Irvine Neighborhood Plan,
City of Irvine

RELEVANT PROJECT EXPERIENCE

4 DE NOVO SERVICE AREAS
Community Planning
»General Plans
»Zoning and Municipal Codes
»Housing Elements
»Specific Plans
»Vision Plans
»Public Facilitation
»Grant Writing
»Project Management
»Application Processing
»Project Review/Peer Review
Environmental Studies
»CEQA Compliance
»NEPA Compliance
»Biological Studies
»Agricultural Studies
»Air Quality Studies
»Climate Action Plans
»Sustainability Planning
»Mitigation Monitoring
»Permitting
Design
»Land Use Plans
»Subdivision Layouts
»Site Planning
»Design Guidelines
Development
»Feasibility Studies
»Due Diligence Packages
»Cost Estimate
De Novo Planning Group is a land use and environmental planning firm specializing in community planning, environmental studies, design, and development services. Founded in 2008 in the greater Sacramento area, De Novo opened an office in Orange County in 2017—led by Principal Amanda Tropiano—to serve southern California clients. The firm’s princi- pal-level staff have successfully completed over 500 projects consisting of comprehensive general plans, visioning plans, specific plans, housing elements, environmental impact reports, negative declarations, initial studies, NEPA analyses, climate action plans, biological assessments, wetland delineations, and development projects throughout California.

As part of essentially all of our long-range planning projects, De Novo designs and implements community engagement programs.

OUR MISSION
Our mission is to provide municipal and private sector clients with world- class professional services, through principal-level attention to every proj- ect. We pride ourselves on our ability to work with clients to balance their economic, social, environmental, legal, and political goals. Our services result in an integrated planning and environmental solution for every project that is technically sound, cost effective and delivered within the client's schedule.

OUR PHILOSOPHY
Our philosophy is to proactively plan and design projects in such a way that public and environmental concerns are addressed and accommo- dated early in the process. We strongly believe in the use of local knowl- edge for developing sensible and cost-effective solutions to local con- cerns. Our solutions integrate local knowledge with the best available resources to achieve recognized national and international standards for planning and environmental management, to achieve a balance in local economic, social, and environmental goals. De Novo Planning Group is dedicated to fostering a partnership with each agency we serve, through listening to the community and stakeholders and reflecting the ideas and concerns we hear in the approach developed for each project.

OUR TEAM
The work program will be led out of our southern California office located in the City of Tustin. De Novo is a California S-Corporation and has 25 full- time staff, including four Principals, four Principal Planners, four Senior Planners, and a team of technical associates. We provide personal service to all of our clients and are committed to exceeding your expectations on all components of the work plan.

2. FIRM INFORMATION AND QUALIFICATIONS
De Novo Planning Group
180 E Main Street Ste 108
Tustin, CA 92780
Years in Business: 17 years
Distance from Indian Wells: 120 mi.

Contact: Amanda Tropiano
714-453-7711
[email protected]
De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update

5 JKA ARCHITECTS + URBAN DESIGN
John Kaliski Architects, Inc. (JKA), founded in 2000 and based in Los Angeles, California, is a full-service, 11-per- son, architecture and urban design firm specializing in community-based urban design and mixed-use and
multifamily architecture. The firm’s mission is to foster places and buildings that support health, happiness,
and well-being. Over two decades, JKA’s urban design
work has facilitated complex community planning chal-
lenges, introduced innovative concepts building the
city design toolbox, and visualized community goals
and objectives in the form of standards and guidelines
based upon observation, input, and consensus building.

As both urban designers and architects, JKA is well-
versed in zoning codes, building codes, and construc-
tion logics. As architects, the firm focuses on multifam- ily and mixed-use infill projects, having completed over 500 dwelling units as well as single-family, hospitality, and commercial projects in the past five years. JKA
brings this pragmatic experience to each of its urban
design projects including urban design master plans,
community-based specific plans, development and
joint development feasibility studies, complete streets, active transportation/first mile/last mile planning proj- ects, transit-oriented design of station areas and station stops, visual simulations, and design guideline and stan- dard projects.

In each JKA project, the key goal is to always foster
the creation of a durable, authentic, and sustainable
human-scale experience that realizes a local sense of
community purpose.

JKA Architecture + Urban Design
3780 Wilshire Boulevard Ste 500
Los Angeles, CA, 90010
Years in Business: 25 years
Distance from Indian Wells: 130 mi.

Contact: John Kaliski, FAIA, NCARB
213-383-7980
[email protected]
De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update

6De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update

TEAM ORGANIZATION
De Novo will be the prime consultant and manage a team with deep experience planning and implementing code updates, including the preparation of State-compliant objective design standards, sign code standards, and overlay zones. Below is a chart outlining key management personnel. For ease of reference, the following pages include brief biographies for management staff. Amanda Tropiano, a Principal and Owner at De Novo, will serve as the Prin- cipal-in-Charge Project Manager, and Perry Banner and Ashley Brodkin will serve as Deputy Project Managers. Full resumes for all team members are provided in Appendix A.

Amanda Tropiano
Project Manager and Principal-in-Charge

CITY OF INDIAN WELLS
Subconsultant Team
Starla Barker, AICP
Principal Planner | CEQA
De Novo Planning Group
Ashley Brodkin
Deputy Project Manager | Senior Planner
JKA
Urban Design
John Kaliski, FAIA, NCARB
Managing Principal
Amee Bhatt, LEED AP ND
Senior Project Manager
Perry Banner
Deputy Project Manager | Principal Planner
Erik Anderson
Associate Planner
Megan Thorne, LEED AP, AICP
Senior Planner + Urban Designer
Mia Yuen
Assistant Planner

7De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update Amanda Tropiano
Principal-in-Charge/PM, De Novo
Amanda served as the Project Man-
ager for the City's General Plan Up-
date and EIR, including preparation
of the City's Housing Element and
implementation of the Public Ben-
efit Zone. In this capacity, Amanda
prepared written materials, presen-
tations, and coordinated closely with
the public and elected and appoint-
ed officials. Amanda has led code
updates for the cities of San Jacinto,
Westminster, Laguna Beach, Lake
Forest, La Verne, and Palos Verdes
Estates. Amanda is certified by the
International Association of Public
Participation (IAP2).

Starla Barker, AICP
Principal Planner, De Novo
Perry Banner
Principal Planner, De Novo
Perry Banner brings a combined 20
years of experience in local govern-
ment and private practice planning
to the firm with work in both the
United States and Canada. Perry pos-
sesses a diverse range of skills, includ-
ing project management, land use
analysis, and policy development. His
capabilities also include economic
development and real estate devel-
opment. Perry has managed numer-
ous long-range planning projects
including general plan and code up-
dates for the cities of Lomita, Glendo-
ra, and Brentwood
Starla Barker, AICP, is a principal plan-
ner with De Novo Planning Group
whose primary responsibilities are
the management and preparation
of environmental documents (Initial
Studies, Negative Declaration, Envi-
ronmental Impact Reports, and En-
vironmental Assessments), as well as
other planning documents including
General Plans and Specific Plans.

Starla has successfully managed a
wide range of projects with particu-
lar emphasis in General Plans, urban
infill, downtown, and redevelopment
projects.

Ashley Brodkin
Senior Planner, De Novo
Ashley Brodkin is responsible for
the preparation of a wide variety of
planning projects including General
Plans, Specific Plans, ordinance up-
dates, and local CEQA guidelines.

Ashley has prepared and managed
a variety of CEQA and NEPA docu-
ments for capital improvements, new
developments, redevelopment and
urban infill, warehouse/logistics, and
public policy document projects, and
a variety of planning projects includ-
ing General Plans, Housing Elements,
Specific Plans, Development Ordi-
nance Updates, and entitlements.

John Kaliski
JKA
Since founding John Kaliski Archi-
tects in 2000, John’s work has includ-
ed design guidelines for Palos Verdes
Estates, Palm Desert, Laguna Beach,
the Hollywood Boulevard District, a
vision plan for Los Angeles’ Crenshaw
community, the Ocean Park Boule-
vard Complete Green Street, design
of affordable small lot subdivision
townhomes for Enterprise Founda-
tion, private homes, and over 1,000
units of multi-family housing. His
design work and writings have been
recognized with awards from the AIA
and the American Planning Associa-
tion.

Amee Bhatt
JKA
Amee Bhatt joined JKA in 2021 and
has seven years of experience in archi-
tecture, urban design, and planning.

At JKA, Amee manages all urban de-
sign projects. She conducts analysis
and creates goals, policies, and actions
to enhance the evolving landscape.

Amee has authored multi-family and
mixed-use objective design standards
that comply with SB9 and maintain
the character of single-family neigh-
borhoods, developed building proto-
types, and calculated opinions of cost
for economic feasibility studies.

8 3. HISTORY AND RELEVANT EXPERIENCE

LEGAL DURABILITY AND DEFENSIBILITY
De Novo takes pride in the legal durability of our work products. Across hundreds of planning documents, we
have maintained a track record of zero successful legal challenges. We approach every policy and environmen-
tal document with a strategy of proactive defensibility, ensuring our work withstands the highest levels of judi- cial and public scrutiny to protect the City's long-term interests.

PROJECT CONTROLS
Our team is fully committed to executing an efficient
work program within a maximum two-year timeframe.

We thrive under strict deadlines, utilizing Principal-level staff throughout all project stages. This high-level involve- ment allows us to work efficiently, make decisions quick- ly, and produce superior draft documents from day one.

Our Project Managers take a hands-on approach, coor-
dinating closely with City staff to ensure total visibility on pending deadlines and outstanding tasks.

We take tremendous pride in our financial discipline. Be- cause our Project Managers are also firm Principals, we possess the authority to take immediate steps to keep
projects on budget. We utilize sophisticated tracking
software to log hours by task, ensuring a transparent ac- counting process. Project Manager Amanda Tropiano will
oversee all monthly billing and provide the City with de- tailed status reports identifying work completed, upcom- ing efforts, and action items. We invite the City to contact our references to verify our extraordinary record of bud- get adherence.

COMMUNITY ENGAGEMENT & POLITICAL

CONSENSUS
With robust in-house community engagement exper-
tise, De Novo effectively manages the entire work pro-
gram, ensuring that outreach efforts directly inform ac- tionable public policy. Our specific experience working in Indian Wells has reinforced that meaningful stake-
holder and City leadership involvement is the corner-
stone of a successful long-range policy document.

We recognize that the engagement process often in-
volves navigating diverse interests. To address the chal- lenge of generating public interest, our approach is
agile: if a specific outreach method does not yield par- ticipation, we identify the barrier and immediately pivot our strategy.

Furthermore, De Novo specializes in navigating complex
political landscapes to achieve results. For example, in over two dozen 6th Cycle Housing Element Updates,
we successfully guided the public, Planning Commis-
sions, and City Councils through challenging hearings
by facilitating calm, fact-based study sessions. We clari- fied the rationale for the work and the consequences of non-compliance. This data-driven approach resulted in
unanimous approvals for nearly all our Housing Element
clients, with 100% of our documents ultimately being
locally adopted and State-certified.

AN EXPERIENCED PROJECT TEAM
The De Novo Planning Group team represents a full-ser-
vice team of city planning and subject-matter experts
capable of providing all services requested by the City of Indian Wells. De Novo's Code Update experience in-
cludes work for over 30 agencies across California.

De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update

9 OUR COMMITMENT TO IMPLEMENTATION
When preparing development code updates, our entire team carefully considers how the project can be imple- mented by the local agency post-adoption. Our team brings to the table experience working as City staff which gives us special insight into how development codes are implemented on a day-to-day basis. Additionally, our team has prepared general plans, specific plans, and environmental documents for private projects allowing us to see first-hand how the development industry interprets and responds to zoning direction. To highlight the success of our approach, three projects and an example of their implementation are provided below.

WESTMINSTER ZONING CODE UPDATE
Project Considerations
»Mobile home owner concerns
»New mixed-use designations
»Density and intensity
»Placemaking/identity
»Trilingual outreach
»Unincorporated county islands
»Traffic mitigation measures
»Implementation plan
Implementation
Approved in June 2018, the
Bolsa Row project will bring a
dynamic, mixed use complex
to Little Saigon, implementing
the City's new MU-Little Saigon
General Plan land use designa-
tion. The project includes: 200
apartments, a hotel, a ban-
quet facility, and about 45,000
square feet of retail,

FONTANA DOWNTOWN DEVELOPMENT GUIDEBOOK
Project Considerations
»Support for increased density
»Placemaking
»Streetscape improvements
»Preservation of sales tax dollars
»Multimodal transportation
»Streamlined project approval
»Analysis of best practices
Implementation
The Fontana Development
Guidebook has spurred the City
to re-imagine Sierra Avenue, the
main thoroughfare of Downtown
Fontana. The City has initiated
plans to remove two travel lanes
and improve the pedestrian
experience; eventually Sierra Av-
enue will be fully closed to create
a vibrant pedestrian zone.

SAN JACINTO DEVELOPMENT CODE UPDATE
Project Considerations
»Stakeholder engagement
»Community support
»Identification of development
opportunities
»Analysis of market trends
»Role of technology in planning
»Target areas for focused City
attention and funding
»Future project streamlining
Implementation
Following the City's Compre-
hensive Zoning Code Update,
the City has leveraged permit
streamlining programs to at-
tract significant new commer-
cial investment, including new
shopping and dining options
and jobs centers.

De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update

1 0De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update 2Envision San Jacinto 2040 | General Plan Update Visioning Workshops Summary

WHAT WE HEARD
15,000+
households
info shared with
130
people
engaged over
Spanish
& English
participation
What words would describe San Jacinto in 2040?
workshop

VALUES, ISSUES,
AND OPPORTUNITIES 1
workshop
TRANSPORTATION 2
workshop LAND USE
AND HOUSING 3
How We Spread the Word:
• Facebook
• Instagram
• NextDoor
• Emails
• Direct Mailer

SAN JACINTO GENERAL PLAN UPDATE, DEVELOPMENT

CODE UPDATE, AND EIR
De Novo Planning Group led the City of San Jacinto through a compre- hensive update of its General Plan, Development Code, and EIR, ad- dressing the needs of a diversifying community while preserving its his- toric character. To ensure the plan reflected the voices of all residents, the team deployed an innovative engagement strategy that included a celebratory history video, targeted focus groups, and a bilingual di- rect mailer sent to every address in the City. This inclusive approach re- sulted in record-breaking participation and earned the project the 2023 APA Inland Empire Excellence Award in the Public Outreach Category.

Building on this robust public input, the team crafted a new Land Use Plan and Zoning Map that expanded housing and business development oppor- tunities throughout the community. The process involved direct engage- ment with property owners and immediate implementation through a comprehensive Zoning Code update. The resulting policy framework, which balances growth with cultural preservation, was further honored with the 2023 SCAG Sustainability Award, highlighting the project's commitment to creating a lasting, sustainable future for San Jacinto.

WESTMINSTER ZONING CODE UPDATE AND ADDENDUM
Following the City of Westminster’s 2016 General Plan Update, De Novo Planning Group was retained to execute a comprehensive update to the City’s Zoning Code to ensure consistency with the new vision. Phase A, completed in late 2022, focused on establishing robust development standards for new mixed-use designations and implementing the re- quirements of the 2021-2029 Housing Element. This phase involved a de- tailed GIS analysis to align the Zoning Map with General Plan land uses, as well as the creation of graphic renderings to illustrate new Objective Design Standards for mixed-use projects.

Currently, the team is advancing Phase B, which expands the scope to a full modernization of the remaining Zoning Code sections. This effort in- cludes updating administrative procedures, defining allowable uses, and refining development standards for all residential and commercial zones.

A key component of this second phase is the development of updat- ed multifamily design standards to ensure future housing developments meet the community’s aesthetic and quality expectations.

Contract Amount: $1,200,000
Final Costs: $1,050,000
Time to Completion: 4 years
Status: Complete
Contract Amount: $300,000
Final Costs: On Budget
Time to Completion: Part A (Mixed-
Use Zoning) 1 year; Part B Ongoing
Status: Part A Complete; Part B
Ongoing

11De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update

DOWNTOWN FONTANA DEVELOPMENT GUIDEBOOK
Downtown Fontana Development Guide & Core Revitalization De Novo Planning Group led the revitalization of the Fontana Downtown Core, culminating in the Downtown Fontana Development Guide. This user-friendly handbook is designed to catalyze economic investment by bridging the gap between City goals and market realities. Implemented through a new General Plan land use category and six Form-Based Code districts, the Guide establishes a flexible framework that allows develop- ment to respond agilely to shifting lifestyle preferences.

To ensure the Core’s success, the project facilitates higher residential den- sities and mixed-use projects through updated standards and stream- lined administrative processes. Key incentives include support for by-right project approvals to reduce risk, development impact fee structures, and top-tier environmental clearance. This environmental strategy allows fu- ture projects to "tier off" the primary document, saving time and costs by focusing analysis solely on project-specific impacts.

LA VERNE GENERAL PLAN UPDATE, HOUSING

IMPLEMENTATION CODE UPDATES, AND EIR
De Novo Planning Group partnered with the City of La Verne to complete its General Plan Update, Housing Element, and Environmental Impact Report, all of which were adopted in 2024. Following the successful adoption of these long-range plans, the City retained De Novo to spearhead the implemen- tation phase through a focused Zoning Code Update. This comprehensive update was crafted to translate the General Plan’s goals into enforceable regulations, ensuring full compliance with evolving State housing laws while integrating specific local preferences to maintain community character.

The planning framework strategically balances new growth with pres- ervation. With the Gold Line Station set to open in 2026 just outside Old Town, the City and local institutions envision a vibrant shopping, dining, and living experience in the historic core. The updated regu- lations support this vision by guiding development near the station and University of La Verne, while simultaneously protecting the quali- ty and quiet character of established neighborhoods in North La Verne.

These planning efforts were underpinned by a robust engagement pro- cess designed to capture the community’s vision. De Novo led a 15-mem- ber General Plan Advisory Committee through ten meetings focused on diverse topics such as economic development, community health, and mobility. This direct stakeholder collaboration was supplemented by a broad outreach campaign featuring visioning workshops, newsletters, so- cial media advertisements, and surveys, ensuring a transparent and inclu- sive process from visioning through implementation.
19 Downtown Development Vision
A Livable Public Realm
California’s best downtowns provide a beautiful,
comfortable, pedestrian-oriented public realm that
serves as an outdoor room where it’s comfortable
to be a pedestrian and cyclist. Tree-lined streets
seamlessly connect the Downtown Core,
neighborhoods, and major corridors of the area.

Downtown as a Destination
The Downtown Core is a lively mixed-use district
and cultural hub intended to be shared by everyone.

This area is a local and regional destination for retail, employment, culture, and housing, that builds upon
Fontana’s historic character.

Vibrant Corridors
Reinvigorating Fontana’s corridors with a mix of
commercial amenities, job-generating businesses
and a range of housing types serves to reinforce the
Downtown Core. More amenities within walking or
cycling distance of existing neighborhoods encourage
new housing and employment near planned transit
stops.

Diverse Housing Opportunities
Allowing higher-intensity residential and mixed-
use development attracts a mix of housing options
for a range of household sizes, ages, incomes, and
lifestyles. A higher concentration of residential
uses creates more walkable, transit-servable
neighborhoods.

A Simplified Entitlement Process
By streamlining the entitlement process, Fontana
maintains flexibility to take advantage of future
development opportunities while providing support
to the private sector.

Contract Amount: $650,000
Final Costs: $650,000
Time to Completion: 3 years
Status: Complete
Contract Amount: $900,000
Final Costs: $900,000
Time to Completion: 7 years
Status: Complete

12De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update

LAGUNA BEACH COMPREHENSIVE CODE UPDATE
De Novo is preparing a comprehensive update to the City of Laguna Beach’s Zoning Code, including new parking standards and objective design standards for single-family, multi-family and mixed-use residen- tial development. De Novo is also preparing associated amendments to the City’s General Plan and Local Coastal Program. The purpose of the comprehensive update to the Zoning Code is to allow for a more usable and approachable code, simplify project review, implement the Housing Element and conform with recent State laws, while preserving Laguna Beach’s unique character. Our approach to the update includes:
»Streamlining and simplifying the Code including updating administrative procedures, adding a definitions chapter that will include new uses, and including images and graphics to illustrate concepts.
»Implementing the 2021-2029 Housing Element by amending the Density Bonus ordinance, providing more flexible development standards for affordable housing and removing housing constraints. »Develop Objective Design Standards for single-family, multi-family, and mixed-use residential developments.
»Address legal requirements and incorporate best practices, which includes updating the City’s commercial parking standards.

The project provides opportunities for community involvement in order to ensure that the Zoning Code Update considers and reflects the communi- ty’s priorities and provides a variety of means of community input.

BRENTWOOD CODE UPDATE AND OBJECTIVE DESIGN STANDARDS
De Novo Planning Group is conducting a series of targeted Zoning Code updates for the City of Brentwood in Contra Costa County. Brentwood is a growing community in northern California that has an agricultural history but has steadily been urbanizing. The Zoning Code updates are intend- ed to: 1) ensure consistency with State law by amending the code to ad- dress recent legislation related to planning and zoning; 2) implement the policies of the 6th Cycle Housing Element; and 3) address other desired changes unique to Brentwood.

In tandem with the Focused Zoning Code Update, De Novo is leading a team preparing comprehensive objective design standards (ODS) for Brentwood. As with many cities in California, Brentwood is developing ob- jective design standards for residential development in the community to provide measurable and quantifiable requirements to streamline the development application review process for new home construction. The ODS will apply to all residential and mixed-use construction in the city.

Preparation of the ODS involved an extensive analysis of typical housing styles and typologies in Brentwood, community workshops, and study ses- sions with decision-makers.

Contract Amount: $750,000
Final Costs: On Budget
Time to Completion: On Schedule
Status: Ongoing
Contract Amount: $400,000
Final Costs: On Budget
Time to Completion: On Schedule
Status: Ongoing
C-2
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BBSP:Brentwood BoulevardSpecific Plan
PD-42
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Source: City of Brentwood. Map date: September 4, 2024.

CITY OF BRENTWOOD
Zones Allowing Drive-thru Uses
LEGEND
Brentwood City Limits
Office and Commercial
CO
C-1
C-2
C-3
Specific Plans
BBSP: Brentwood Boulevard Specific Plan
PA-1: Innovation Center
Planned Development
PD-5
PD-6
PD-10
PD-12
PD-21
PD-36
PD-38
PD-41
PD-42
PD-47
PD-49
PD-55
PD-67

1 3De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update

LOMITA GENERAL PLAN UPDATE, DEVELOPMENT CODE

UPDATE, ODS, REZONE PROGRAM, AND EIR
De Novo led a consultant team on a major project for the City of Lomita to prepare a comprehensive update to the General Plan, corresponding EIR, Zoning Code and Zoning Map update, and objective design standards for multifamily and mixed-use developments. Innovative engagement tech- niques and creative communication methods were keys to the success of the project. Generating excitement at the first outreach event, the Gener- al Plan Update engaged a wide range of community members and key stakeholders through traditional in-person and online outreach strategies.

De Novo prepared a brief 3- minute video celebrating the history of Lo- mita and describing how the City is preparing for its future by updating its General Plan. The team also facilitated a GPAC that met to discuss im- portant issues in Lomita. Based on information gathered from the broad community, the team was able to craft a new land use plan that expands the range of housing and mixed-use development opportunities along the city’s major corridors. De Novo is implementing the General Plan through an update to the Zoning Code, including Housing Element implementa- tion. Key Considerations included corridor revitalization, economic devel- opment, housing growth, downtown revitalization, use of technology, and implementation actions.

BELLFLOWER SIGN CODE UPDATE
De Novo Planning Group prepared a comprehensive update and re-write of the City of Bellflower's Sign Code. This included a series of public out- reach events, meetings with Planning Commission, conducting stake- holder interviews and community surveys. De Novo presented options for digital billboards and signage, as well as extensive legal research regard- ing best practices and regional comparisons for sign codes. The final sign code included numerous graphic elements such as diagrams, photos, and tables to make it easy to understand and implement. Our work on the sign code included reading through all of Bellflower's municipal code to address sign-related language in all other sections of the code and consol- idate it into one section.

SAN MARCOS HOUSING IMPLEMENTATION CODE

UPDATES
De Novo prepared a comprehensive update to the City of San Marcos Gen- eral Plan and corresponding EIR. As part of that effort, De Novo prepared a focused update to the City’s Zoning Ordinance. The focused Zoning Ordinance Update implemented the City’s recently adopted 2021-2029 Housing Element, and included multiple updates to bring the Zoning Or- dinance into compliance with State law. It included updates to allowed uses, development standards, and definitions.

Contract Amount: $40,000
Final Costs: $35,000
Time to Completion: 18 months
Status: Complete
Contract Amount: $50,000
Final Costs: $50,000
Time to Completion: 8 months
Status: Complete
Contract Amount: $1,500,000
Final Costs: On Budget
Time to Completion: 18 months
Status: Primarily complete, some
minor follow-up work ongoing

14De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update

LAWNDALE GENERAL PLAN, ZONING CODE, HOUSING

ELEMENT UPDATE, SPECIFIC PLAN & EIR
De Novo Planning Group partnered with the City of Lawndale to prepare a comprehensive update to its General Plan, Zoning Ordinance, and Haw- thorne Boulevard Specific Plan, accompanied by a programmatic Envi- ronmental Impact Report. This multi-year process established a cohesive vision for the South Bay community, reflecting local values on critical top- ics such as land use, environmental justice, economic development, and public health.

While the General Plan provides high-level policy guidance, the simultane- ous updates to the Zoning Ordinance and Specific Plan serve as the prima- ry implementation tools. The Hawthorne Boulevard Specific Plan specifi- cally targets the City’s central transportation and economic corridor—along with Artesia and Redondo Beach Boulevards—to revitalize it as a commu- nity focal point. These regulatory updates, supported by a Climate Action Plan, clarify development expectations and advance the City’s strategy for a more resilient and sustainable future.

INDIAN WELLS GENERAL PLAN UPDATE, DEVELOPMENT

CODE AMENDMENT, AND EIR
De Novo Planning Group led the City of Indian Wells’ comprehensive Gen- eral Plan Update, Focused Development Code Update, and Environmental Impact Report (EIR), providing the City with a forward-thinking roadmap for managing growth and preserving community character. As the lead consultant, De Novo guided the project from initial visioning through pol- icy development, technical analysis, environmental review, and adoption.

This project reflects Indian Wells’ unique identity as a small, well-estab- lished, and primarily residential desert resort community, balancing the need for preservation with opportunities for strategic, high-quality devel- opment.

The De Novo team began the process with a thorough review of exist- ing conditions, land use trends, and community priorities. Key topics ad- dressed in the General Plan included land use, mobility, housing, com- munity design, economic development, sustainability, and public safety.

Special emphasis was placed on preserving Indian Wells’ resort-oriented character, scenic desert environment, and high standard of living, while ensuring compliance with state mandates such as the General Plan Guide- lines, Housing Element law, and environmental justice requirements.

Public outreach was central to the success of this project. The De Novo team designed and implemented a tailored engagement strategy that included workshops, community surveys, stakeholder interviews, and fo- cused meetings with elected officials and City staff.

City of Indian Wells 2021-2029
Housing Element Update
Some key features of the
Housing Element include:
»Demographic and housing
characteristics
»An assessment of fair
housing
»An evaluation of housing
constraints and existing
resources
»An analysis of potential
sites appropriate for new
housing
»An evaluation of existing
policies and programs
»Development of policies
and programs to support
housing production
The Housing Element is
a policy document that
identifies goals, policies,
and programs that the
City uses to direct and
guide actions related to
housing.

The City of Indian Wells is in the process of preparing the 2021-2029 Housing Element. This Fact Sheet is intended to answer commonly asked questions, provide information about the update process, and let you know how to get involved.

What is a Housing Element?
The Housing Element is a section of the City’s General Plan that looks at housing needs and conditions within Indian Wells. It is a policy document that identifies goals, policies, and programs that the City uses to direct and guide actions related to housing.

Why is the City updating its Housing Element?
Each city and county in California is required to have a Housing Element and update it at least every eight years. Updating the Housing Element gives the City a clear picture of housing-related issues such as: housing supply and demand, the types of housing available within the City, housing affordability, and homelessness. Once the Housing Element is updated, it must be approved by the California Department of Housing and Community Development (HCD). Updating the Housing Element will ensure that the City meets State requirements, and makes Indian Wells eligible for State grants and other funding resources. It will also give our elected and appointed officials clear guidance on housing issues facing Indian Wells.
www.IndianWells.GeneralPlan.org [email protected] Contract Amount: $700,000
Final Costs: $700,000
Time to Completion: 4 years
Status: Complete
Contract Amount: $990,000
Final Costs: $900,000
Time to Completion: 5 years
Status: Complete

GENERAL
PLAN 2045

PUBLIC DRAFT
JULY 2023

1 5De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update

PALOS VERDES ESTATES OBJECTIVE DESIGN

STANDARDS
De Novo Planning Group teamed with John Kaliski Architects (JKA) to pre- pare both interim and comprehensive objective design standards (ODS) for the City of Palos Verdes Estates (PVE). The city is a unique and affluent community on the Palos Verdes Peninsula overlooking the Pacific Ocean.

Historically, PVE has set a high architectural design standard for homes and commercial buildings constructed in the city with prevailing architectural styles, particularly Spanish Revival, characterizing the community.

Implementation of the ODS was time sensitive as it was a requirement of the City’s 6th Cycle Housing Element. De Novo prepared a set of interim ob- jective design standards to be in place while the comprehensive ODS were more thoroughly developed with input from the community. The compre- hensive ODS were based on a robust and meaningful analysis and public engagement process consisting of a study of the architectural history and styles of PVE, discussions with the Palos Verdes Homes Association and associated Art Jury, study sessions with the Planning Commission and City Council, and ultimately public hearings to adopt the comprehensive ODS.

The City’s objective design standards provide measurable and quantifiable design requirements for multifamily and mixed-use development in Palos Verdes Estates.

PALM DESERT OBJECTIVE DESIGN STANDARDS
The City of Palm Desert has traditionally relied on a combination of design guidelines and discretionary design review to shape buildings project by project, including single-family, multifamily and mixed-use projects. How- ever, with new State legislation this type of review has been replaced by requirements that allow cities to only enforce objective design standards (ODS) for residential projects. JKA was retained by Palm Desert to develop new ODS and challenged by the City to develop design standards that reflect the City’s desert setting and character. The resulting ODS, both written and illustrated, were first and foremost written to generate align- ment of new projects with Palm Desert’s unique topography. The new ODS emphasize the use of desert flora, landscape buffers and open space between commercial and residential projects, the production of shade by both landscape and built-form components, and the required use of a more limited material and color palette inspired by the natural setting.

The final work product also includes a design standards checklist which outlines all design requirements and options. The checklist enhances the consistency and efficiency of staff design review, allowing for faster project approvals.

Contract Amount: $150,000
Final Costs: $150,000
Time to Completion: 12 months
Status: Complete
Contract Amount: $150,000
Final Costs: $150,000
Time to Completion: 12 months
Status: Complete
X
X
Y
Y
PLANE 1
PLANE 2
PLANE 3
PLANE 1
PLANE 2
PLANE 3

1 6
APPLICABLE REFERENCES FOR THE PAST 5 YEARS
De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update

AGENCY SAN JACINTO
Contact Name Travis Randal, Assistant City Manager
Address 595 S. San Jacinto Ave, San Jacinto, CA 92583
Email Address [email protected]
Telephone Number 951-654-7337 x 400
Associated Project(s)General Plan Update, Development Code Update, Housing Element Up- date, EIR

AGENCY WESTMINSTER
Contact Name Alice Tieu, Associate Planner
Address 8200 Westminster Blvd, Westminster, CA 92683
Email Address [email protected]
Telephone Number 714-548-3485
Associated Project(s)Housing Element Update, Comprehensive Zoning Code Update, Mixed- Use Implementation, CEQA, On-Call Planning Services

AGENCY FONTANA
Contact Name Patty Nevins, Director of Planning
Address 8353 Sierra Avenue, Fontana, CA 92335
Email Address [email protected]
Telephone Number 900-350-7625
Associated Project(s)Downtown Fontana Development Guidebook

AGENCY LA VERNE
Contact Name Candice Bowcock, Principal Planner
Address 3660 D Street | La Verne, CA 91750
Email Address [email protected]
Telephone Number 909-596-8706
Associated Project(s)General Plan Update, Municipal Code Update, Housing Element Update, CEQA

AGENCY LOMITA
Contact Name Adrian Fernandez, Community and Economic Development Director Address 24300 Narbonne Ave, Lomita, CA 90717
Email Address [email protected]
Telephone Number 310-325-7110 x 122
Associated Project(s)General Plan Update, Rezone Program, Development Code Update, Ob- jective Design Standards, CEQA

17De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update

AGENCY CITY OF LAKE FOREST
Contact Name Gayle Ackerman, Director of Development Services Address 100 Civic Center Dr., Lake Forest, CA 92630
Email Address [email protected]
Telephone Number 949-461-3463
Associated Project(s)General Plan Update, Mixed-Use Zoning, EIR, On-Call CEQA Services, Housing Element Update, Safety Element Update, Sustainability Program

AGENCY LAWNDALE
Contact Name Peter Kann, Community Development Director Address 14717 Burin Avenue, Lawndale, CA 90260
Email Address [email protected]
Telephone Number 310-973-3231
Associated Project(s)General Plan Update, Hawthorne Blvd Specific Plan, Development Code Update, Housing Element Update, CEQA

AGENCY BELLFLOWER
Contact Name Elizabeth C. Oba, Director of Planning and Building Services Address 16600 Civic Center Drive, Bellflower, CA 90706
Email Address [email protected]
Telephone Number 562-804-1424 ext. 2276
Associated Project(s)Sign Code Update, Hollywood Sports Park Specific Plan, Environmental Justice Element, Arts District Overlay, Housing Element Amendment

AGENCY PALOS VERDES ESTATES
Contact Name Sheryl Brady, Community Development Director Address 340 Palos Verdes Drive West, Palos Verdes Estates, CA 90274 Email Address [email protected]
Telephone Number 310-750-9807
Associated Project(s)Objective Design Standards

AGENCY BRENTWOOD
Contact Name Jennifer Hagen, Senior Planner
Address 150 City Park Way, Brentwood, CA 94513
Email Address [email protected]
Telephone Number 925-516-5135
Associated Project(s)Development Code Update, Objective Design Standards

AGENCY SAN MARCOS
Contact Name Beth Herzog, Administrative Services Manager Address 1 Civic Center Drive, San Marcos CA 92069
Email Address [email protected]
Telephone Number 760-744-1050 x 3280
Associated Project(s)General Plan Update, Housing Element Update, Housing Element Imple- mentation Development Code Update, CEQA

1 8
IMPLEMENTATION OF GENERAL PLAN 2040 AND HOUSING

ELEMENT
The primary focus of the update is to implement the goals, policies, and programs found within the City's recently adopted General Plan 2040 and 6th Cycle Hous- ing Element. This includes updating land use designations and ensuring the code reflects the City's forward-looking vision and updated land use policy framework.

COMPLIANCE WITH STATE AND FEDERAL REGULATIONS
The project aims to ensure all Zoning Code and Municipal Code sections are com- pliant with current State and Federal laws. This includes adhering to recent leg- islative mandates regarding housing provisions (such as SB 9 and SB 35), density bonuses, accessory dwelling units (ADUs), and environmental compliance under the California Environmental Quality Act (CEQA).

FACILITATION OF HOUSING PRODUCTION
A significant objective is to propose tools that remove barriers to housing produc- tion, particularly within the workforce housing sector. The City seeks to incentivize infill and adaptive reuse of commercial sites through mixed-use opportunities and alternative compliance options to accommodate increased housing production.

MODERNIZATION AND USABILITY OF THE CODE
The City desires a code that is clear, concise, and easy to read, utilizing current tech- nology where possible. This involves general code clean-up to remove antiquated processes, outdated requirements, and broken references to ensure internal con- sistency.

STREAMLINING OF REVIEW PROCESSES
The update intends to create a streamlined review process that simplifies require- ments and consolidates permits where appropriate. This includes evaluating which applications are appropriate for staff-level review rather than public hearings to maintain transparency while increasing efficiency and flexibility.

ESTABLISHMENT OF OBJECTIVE DESIGN STANDARDS
The City aims to implement objective design standards that are well-organized and comply with state minimum standards for by-right and streamlined approvals.

These standards must remain consistent with the Community Development Ele- ment and respect the context of existing neighborhoods.

4. WORK PLAN AND METHODOLOGY

PROJECT UNDERSTANDING
We understand the project to include the following key objectives:
3 1
2 4
5 6
De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update

1 9

SCOPE OF WORK
We have prepared the following Work Plan in response
to the City’s Request for Proposals, our understanding
of local concerns and work on the City of Indian Wells
General Plan 2040, and our experience working on de-
velopment code projects throughout California. While
we believe this scope of work addresses the City’s needs, should the City have any requests or modifications, we
would be happy to tailor the scope accordingly. All work products will be delivered in an electronic format; where hard copies of products are provided, they are specifical- ly identified in the associated task deliverable. Below is a summary of our proposed scope of work.

PHASE 1: PROJECT INITIATION &

MANAGEMENT
Goal: Leverage our recent General Plan success to im-
mediately launch the Code Update without the "learn-
ing curve" required by a new firm.

Task 1.1: Kickoff Meeting
De Novo will meet with City staff in-person to con-
firm project goals, communication protocols, and data
needs. Given our role in the General Plan 2040, we will bypass general background learning and focus imme-
diately on the "Existing Code Issues Matrix" (RFP Attach- ment B) and specific implementation strategies. In addi- tion to meeting with Planning staff, we also request that Finance and Building representatives participate to aid in our review of Title 3 (Revenue and Finance) and Title 15 (Buildings and Construction).

Deliverables: Kick-off meeting agenda, data needs
list, summary notes, inventory of relevant documents,
draft and final date specific schedule and project
action plan.

Task 1.2: Project Management
Project management activities will include coordination between the De Novo management team and City staff,
and will involve bi-weekly team virtual conference calls, and monthly progress reports, including the status of
each task and deliverables.

Deliverables: Monthly progress reports, and other
written correspondence as required.

PHASE 2: COMMUNITY ENGAGEMENT
Goal: Execute a high-touch engagement strategy that
reflects the "Indian Wells Way," ensuring residents and stakeholders feel heard and respected.

Task 2.1: Engagement Plan and Branding
We will refine the Public Participation Plan to ensure di- verse community involvement. This includes developing
a project brand/logo consistent with the City’s distinct character to be used on all deliverables, notifications, and the project webpage.

Deliverables: Public Participation Plan, project logo,
document template, and branding design sheet.

Task 2.2: Digital and Direct Outreach
De Novo will conduct digital and direct outreach to en- sure maximum awareness and participation in the pro-
gram. This includes:
»Project Webpage: De Novo will develop content
for a dedicated City webpage to centralize
updates and drafts.
»Direct Mailer: To ensure maximum transparency,
we will design and coordinate the mailing of
a postcard to every residential and business
address inviting them to the process; this effort
was completed for the Mobility Workshop of the
General Plan with great success.
»Social Media: We will provide "turn-key" content
for City staff to post on NextDoor and Facebook.

This combination of activities is important to facilitate in order to reach the broad spectrum of Indian Wells resi- dents, many of which reside in the community seasonly.

Deliverables: Project website content, full color
double-sided direct mailer, including printing and
shipping, regular social media content development
and delivery throughout the project
De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update

2 0
Task 2.3: Workshops and Stakeholder
Interviews
De Novo will facilitate workshops and interviews with
stakeholders and staff throughout the work program.

These specific activities will include:
»Community Workshops: We will facilitate three
(3) interactive in-person workshops to educate
residents on how the new Code protects their
quality of life while meeting State mandates.
»Stakeholder Interviews: We will conduct up to
four (4) small-group virtual interview sessions with
architects, developers, and local business leaders
to identify technical friction points in the current
code.
»Staff Roundtable: We will hold an in-person
technical roundtable with City staff, including
representatives from planning, finance, and
building, to identify day-to-day implementation
challenges including those noted in the "Existing
Code Issues Matrix".

Deliverables: Facilitation of three community
workshops, outreach materials, and summary of
outreach, facilitation of four stakeholder interviews,
summary of interviews, facilitation of staff roundtable, agenda and summary of discussion
Task 2.4: Study Sessions
We will facilitate up to four (4) in-person study sessions with the Planning Commission and City Council to re-
ceive policy direction at key milestones.

Deliverables: Facilitation of four (4) study sessions
with City Council and/or Planning Commission
PHASE 3: ASSESSMENT
Goal: Create a detailed roadmap for the update by ana-
lyzing the existing Code against the City's "Issues Matrix," General Plan 2040, and State Law.

Task 3.1: Technical Review & Issues
Summary
De Novo will review the Municipal Code against the
General Plan 2040 Land Use Element and Housing
Element. As the authors of these documents, we can
efficiently identify inconsistencies. We will also analyze the Code against recent State legislation (e.g., SB 9, ADU laws, Density Bonus) and the RFP "Existing Code Issues
Matrix", including a review of Title 3 (Revenue and Fi- nance) and Title 15 (Buildings and Construction). We will prepare a summary report that addresses:
»Modernization: Identification of antiquated uses,
definitions, and procedural requirements that no
longer serve the City's needs.
»Streamlining: Opportunities to consolidate
development standards into user-friendly tables
and simplify permit requirements.
»Internal Consistency: Removal of contradictory
language and broken cross-references, and
clarification of incomplete information such as
the Golf Course Overlay ambiguity regarding
pickleball courts.
»Best Practices: Integration of graphics and
illustrations to clarify complex concepts, based on
a review of peer jurisdictions.

Deliverables: Code Issues Summary
Task 3.2: Process Streamlining Review
We will audit the development review process (Chap-
ter 21.06/Administration) to identify opportunities to
streamline approvals, such as moving minor applica-
tions to administrative review, thereby reducing costs for applicants and workload for staff.

Deliverables: Process Issues Summary
Housing
Element
Workshop
Community Meeting
April 11, 2022
De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update

2 1
PHASE 4: DRAFTING THE

COMPREHENSIVE UPDATE
Goal: Draft a modern, user-friendly, and legally compli- ant Municipal Code and Zoning Map that implements
the City's vision and preserve's Indian Wells' aesthetic legacy through objective design standards.

Task 4.1: Administrative Draft Code and Map
De Novo will prepare the comprehensive Administrative
Draft Code Updates and Map. This draft will reflect the direction provided in the Phase 3 Outline and will in-
clude the following key components:
»User-Friendly Formatting: Improvement of the
organization of permit requirements, utilizing
tables for permitted uses and development
standards in residential and commercial districts.
»Definitions & Uses: Revision of definitions to
reflect modern land uses and removal of defunct
or duplicative uses.
»Housing Implementation: Updates to the Density
Bonus Ordinance and Emergency Shelter Zoning
Ordinance to align with State law.
»Telecom & Overlays: Specific updates to the
Antenna Ordinance and Telecommunications
Overlay Zone to streamline approvals , and
clarification of the purpose and regulations of all
other overlay zones (e.g., Golf Course Overlay).
»Objective Standards: Development of objective
design standards (ODS) for multifamily and
mixed-use projects with a residential component
for compliance with SB 35/330 and to protect
viewsheds, privacy, and resort aesthetics.
»Graphics: Inclusion of diagrams and graphics
to illustrate setbacks, heights, and other
development standards.

Deliverables: Administrative Draft Code Sections
(in Word/PDF for staff review), Administrative Draft
Zoning Map
Task 4.2: Screencheck Draft and Public
Review Draft Code and Map
Following the City staff’s review of the Administrative Drafts, De Novo will prepare a Screencheck Draft that
incorporates all staff comments. Once the Screencheck
Draft is approved by the City, we will produce the Public Review Draft Code and Map.
»Distribution: These documents will be formatted
for public distribution, including posting on the
project website.
»Presentation: De Novo will present the Public
Review Drafts at a community workshop and/
or study sessions with the Planning Commission
and City Council to explain the intent, structure,
and key changes to decision-makers and the
public.

Deliverables: Screencheck Draft Code & Map, Public
Review Draft Code & Map, GIS Shapefiles of the Zoning
Map in the City's preferred format, Web-ready files
prepared for integration into the City's eCode system
De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update

2 22 2
PHASE 5: ADOPTION &

IMPLEMENTATION
Goal: Successful adoption and seamless handover to
City staff.

Task 5.1: Public Hearings
De Novo will present the Code and Map in-person at up
to two (2) public hearings (Planning Commission and
City Council). We will prepare all staff reports, resolutions, and presentation materials.
»Deliverables: Facilitation of two public hearings
Task 5.2: Final Documents and Codification
We will prepare the Final Code and Map in PDF and
Word. We will format all final deliverables to match the specific hierarchy and formatting requirements of the
City's eCode vendor (e.g., Municode/CivicPlus) to ensure a seamless and error-free codification process. We will also provide final GIS shapefiles of the Zoning Map.
»Deliverables: Final Code in PDF and Microsoft
Word, including coordination for integration
into eCode, Final Map and GIS files
Task 5.3: Training & Implementation
De Novo will provide a "User Guide" and conduct a virtual training session for City staff to ensure a smooth transi- tion to the new regulations.
»Deliverables: Implementation list and training
material, virtual training for City staff
PHASE 6: ENVIRONMENTAL REVIEW
Goal: Efficient environmental clearance leveraging prior investments.

Task 6.1: Addendum to General Plan EIR
Because the Code Update is implementing the recently
adopted General Plan 2040, De Novo anticipates that
an Addendum to the General Plan 2040 Final EIR (FEIR)
will be the appropriate CEQA pathway. As the firm that
worked on the General Plan Update, we possess the
data and models necessary to prepare this Addendum
efficiently, saving the City the cost and time associated with a new Initial Study or Negative Declaration.
»Deliverables: Draft and Final Addendum
De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update



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2 3De Novo Planning Group
Year 1 Year 2
Task
PHASE 1: PROJECT INITIATION & MANAGEMENT

1.1: Kickoff Meeting

1.2: Project Management
PHASE 2: COMMUNITY ENGAGEMENT

2.1: Engagement Plan and Branding

2.2: Digital and Direct Outreach

2.3: Workshops (3) and Stakeholder Interviews 1 IN RT 2 3

2.4: Study Sessions 1 2 3 4
PHASE 3: ASSESSMENT

3.1: Technical Review & Issues Summary

3.2: Process Streamlining Review
PHASE 4: DRAFTING THE COMPREHENSIVE UPDATE

4.1: Administrative Draft Code and Map

4.2:  Screencheck Draft and Public Review Draft Code and Map PHASE 5: ADOPTION & IMPLEMENTATION

5.1: Public Hearings

5.2: Final Documents and Codification

5.3: Training & Implementation
PHASE 6: ENVIRONMENTAL REVIEW

6.1 Addendum
18 19 20 21 2214 15 16 175 61234 7 8 9 10 11 12 13
Staff Review
Staff Review
Staff Review
Public Hearings
Public Review
Indian Wells: Comprehensive Zoning and Municipal Code Update

6. PROPOSED COST FILE
2 4
Indian Wells: Comprehensive Zoning Code Update
De Novo Planning Group
Indian Wells ‐ Comprehensive Zoning and Municipal Code Update Design Direct Costs
Hours $185 Hours $150 Hours $125 Hours $115 Hours $95 Hours Fee Fee

1.1: Kickoff Meeting 6 $1,110 6 $900 16 $2,000 8 $920 4 $380 40 $5,310 $4,480 $9,790

1.2: Project Management 24 $4,440 12 $1,800 18 $2,250 0 $0 0 $0 54 $8,490 $15,400 $23,890 TASK 1 SUBTOTAL 30 $5,550 18 $2,700 34 $4,250 8 $920 4 $380 94 $13,800 $19,880 $0 $33,680

2.1: Engagement Plan and Branding 8 $1,480 0 $0 6 $750 20 $2,300 0 $0 34 $4,530 $4,530

2.2: Digital and Direct Outreach 12 $2,220 8 $1,200 40 $5,000 52 $5,980 32 $3,040 144 $17,440 $3,500 $20,940

2.3: Workshops and Stakeholder Interviews 48 $8,880 16 $2,400 40 $5,000 68 $7,820 50 $4,750 222 $28,850 $4,750 $1,500 $35,100

2.4: Study Sessions 16 $2,960 0 $0 16 $2,000 20 $2,300 0 $0 52 $7,260 $6,020 $13,280 TASK 2 SUBTOTAL 84 $15,540 24 $3,600 102 $12,750 160 $18,400 82 $7,790 452 $58,080 $10,770 $5,000 $73,850

3.1: Technical Review & Issues Summary 12 $2,220 24 $3,600 40 $5,000 82 $9,430 44 $4,180 202 $24,430 $9,360 $33,790

3.2: Process Streamlining Review 4 $740 0 $0 12 $1,500 30 $3,450 0 $0 46 $5,690 $3,620 $9,310 TASK 3 SUBTOTAL 16 $2,960 24 $3,600 52 $6,500 112 $12,880 44 $4,180 248 $30,120 $12,980 $0 $43,100

4.1: Administrative Draft Code and Map 60 $11,100 40 $6,000 200 $25,000 160 $18,400 200 $19,000 660 $79,500 $20,290 $99,790

4.2:  Screencheck Draft and Public Review Draft Code and Map 14 $2,590 16 $2,400 40 $5,000 60 $6,900 110 $10,450 240 $27,340 $12,803 $40,143 TASK 4 SUBTOTAL 74 $13,690 56 $8,400 240 $30,000 220 $25,300 310 $29,450 900 $106,840 $33,093 $0 $139,933

5.1: Public Hearings 18 $3,330 6 $900 30 $3,750 15 $1,725 0 $0 69 $9,705 $6,020 $15,725

5.2: Final Documents and Codification 8 $1,480 12 $1,800 16 $2,000 40 $4,600 24 $2,280 100 $12,160 $5,487 $17,647

5.3: Training & Implementation 12 $2,220 4 $600 18 $2,250 40 $4,600 12 $1,140 86 $10,810 $10,810 TASK 5 SUBTOTAL 38 $7,030 22 $3,300 64 $8,000 95 $10,925 36 $3,420 255 $32,675 $11,507 $0 $44,182

6.1 Addendum 4 $740 8 $1,200 36 $4,500 40 $4,600 20 $1,900 108 $12,940 $12,940 TASK 6 SUBTOTAL 4 $740 8 $1,200 36 $4,500 40 $4,600 20 $1,900 108 $12,940 $0 $0 $12,940 Subtotals 246 45,510$    152 22,800$    528 66,000$    635 73,025$    496 47,120$    2,057 254,455$  88,230$    5,000$      347,685$ TOTAL FEE (NOT TO EXCEED)$347,685
Contingency 15%$52,153
TOTAL FEE (NOT TO EXCEED) INCLUDING CONTINGENCY $399,838

ACTIVITY
JKA
PHASE 4: DRAFTING THE COMPREHENSIVE UPDATE
PHASE 2: COMMUNITY ENGAGEMENT
Associate Planner
PHASE 6: ENVIRONMENTAL REVIEW
Principal Principal Planner TOTALSSenior Planner De Novo SubtotalsAssistant Planner/

GIS TOTALS
PHASE 3: ASSESSMENT
PHASE 5: ADOPTION & IMPLEMENTATION
PHASE 1: PROJECT INITIATION & MANAGEMENT
Printing/
Mailing/
TranslationTASK/ACTIVITY

APPENDIX B: REQUIRED
FORMS

2 6

QUALIFICATIONS SUBMITTAL CHECKLIST

1.Acknowledge Insurance Requirements
Bidder acknowledges the review of, and agreement to comply with the City’s insurance requirements.

Authorized Signature

2.Acknowledge Workers’ Compensation Insurance Requirements Bidder acknowledges the review of, and agreement to comply with the statutory Workers’ Compensation insurance requirements.

Authorized Signature

3.Acknowledge City Business License Requirement
Bidder agrees to comply with the City’s business license requirement.

Authorized Signature
Amanda Tropiano Digitally signed by Amanda
Tropiano
Date: 2025.11.20 13:35:44 -08'00'
Amanda Tropiano Digitally signed by Amanda
Tropiano
Date: 2025.11.20 13:35:52 -08'00'
Amanda
Tropiano
Digitally signed by Amanda
Tropiano
Date: 2025.11.20 13:36:00
-08'00'
De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update

2 7

VENDOR INFORMATION FORM
Legal Contractual Name:

Mailing Address:

Contact Person & Title:

E-mail Address:

Phone:

Your Firm is: (check one)
Corporation Limited Liability Partnership
Partnership Sole Proprietorship
Individual Joint Venture
If corporation, incorporated under laws of the State of:

Names of Individuals with Authorization to sign contracts (Corporations and Partnership require at least two signatures):

Federal Tax Identification Number:

City of Indian Wells Business License Number:
(Indian Wells business license will be required of the successful Proposer) De Novo Planning Group
180 E Main Street,Suite 108,Tustin,CA 92780
Amanda Tropiano,Principal
[email protected]
714-453-7711
California
26-2962235
BL-5643 (Renewal Pending)
Ben Ritchie,CEO
Steve McMurtry,CFO
De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update

2 8
26529.00000\41023838.1

BB&K (2021) -36- 00 41 43 – BID FORMS

NON-COLLUSION DECLARATION
The undersigned declares:

I am the ___________________ of ______________________________, the party making the foregoing Bid.

The Bid is not made in the interest of, or on behalf of, any undisclosed person, partnership, company, association, organization, or corporation. The Bid is genuine and not collusive or sham.

The Bidder has not directly or indirectly induced or solicited any other Bidder to put in a false or sham bid. The Bidder has not directly or indirectly colluded, conspired, connived, or agreed with any Bidder or anyone else to put in a sham bid, or to refrain from bidding. The Bidder has not in any manner, directly or indirectly, sought by agreement, communication, or conference with anyone to fix the Bid Price of the Bidder or any other Bidder, or to fix any overhead, profit, or cost element of the Bid Price, or of that of any other Bidder. All statements contained in the Bid are true. The Bidder has not, directly or indirectly, submitted his or her Bid Price or any breakdown thereof, or the contents thereof, or divulged information or data relative thereto, to any corporation, partnership, company, association, organization, bid depository, or to any member or agent thereof to effectuate a collusive or sham bid, and has not paid, and will not pay, any person or entity for such purpose.

Any person executing this declaration on behalf of a Bidder that is a corporation, partnership, joint venture, limited liability company, limited liability partnership, or any other entity, hereby represents that he or she has full power to execute, and does execute, this declaration on behalf of the Bidder.

I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct and that this declaration is executed on __________ [date], at ___________________ [city], ___________________ [state].

Name of Bidder
Signature
Name
Title

Principal De Novo Planning Group
Tustin
November 20,2025
California
De Novo Planning Group
Amanda Tropiano Digitally signed by Amanda Tropiano
Date: 2025.11.20 13:40:21 -08'00'
Amanda Tropiano
Principal
De Novo Planning Group
Indian Wells: Comprehensive Zoning and Municipal Code Update

APPENDIX A: RESUMES
APage 320 of 391

.

EDUCATION
MA, Urban and Regional Planning,
University of California, Irvine
BA, Urban Studies and Planning,
University of California, San Diego
BA, Political Science: Comparative
Politics,
University of California, San Diego
Study Abroad Program,
University of Sussex

ORGANIZATIONS
Urban Land Institute
International Association for Public
Participation (IAP2)
American Planning Association

Amanda Tropiano is responsible for leading the firm’s Southern California practice.

Amanda has successfully managed a wide variety of land use and environmental planning projects for public and private sector clients, including numerous General Plans, specific plans, corridor plans, strategic plans, sustainability programs, visioning projects, transit-oriented development plans, zoning documents, outreach programs, and CEQA projects. Amanda is also an IAP2 trained public outreach practitioner and has completed project management training with PSMJ. Amanda consistently brings to the table her passion, creativity, and strategic thinking to make sure every project exceeds her client's expectations. Amanda brings a unique project management style to her clients, where she relies on collaboration, communication, and creativity to identify and proactively address potential opportunities and challenges. She is a skilled public speaker and enjoys working with members of the public, stakeholders, and elected and appointed officials throughout the planning process.

Amanda Tropiano

PRINCIPAL
General Plan Update, Housing
Element, and EIR,
City of Indian Wells
Comprehensive Development Code
Update,
City of Laguna Beach
General Plan Update, Development
Code Update, and EIR,
City of San Jacinto
General Plan Update, Rezoning, ODS,
and EIR,
City of Lomita
General Plan Update, Hawthorne Blvd
Specific Plan Update, Development
Code Update, and EIR,
City of Lawndale
Objective Design Standards,
City of Palos Verdes Estates
Housing Element, Rezoning Program,
ODS, and CEQA Compliance,
City of Laguna Hills
Housing Element Update,
Comprehensive Zoning Code, Mixed-
Use Implementation Program,
City of Westminster
Focus General Plan Update, Brea
Core Specific Plan, and EIR,
City of Brea

General Plan Update and EIR,
City of Lake Forest
General Plan Update and EIR,
City of Laguna Niguel
General Plan Update and EIR,
County of Orange
General Plan Update and EIR,
City of La Verne
General Plan Update, Zoning Update,
and EIR,
City of San Marcos
Focus General Plan Update and EIR,
City of Glendale
Housing Element Updates,
Cities of Avalon, Hawthorne, Indian
Wells, Glendale, La Verne, Lake Forest,
Lawndale, Laguna Hills, Laguna Niguel,
San Jacinto, San Marcos, Stanton,
Temecula
Environmental Justice Element,
City of Goleta
Springs Specific Plan and EIR,
Sonoma County
Irvine Neighborhood Plan,
City of Irvine

RELEVANT PROJECT EXPERIENCE

EDUCATION
BA, English Literature,
University of Washington, Seattle,
Washington
Master of Urban and Regional
Planning,
Cal Poly Pomona, Pomona, California

ORGANIZATIONS
Association of Environmental
Professionals
Ashley Brodkin brings a range of planning experience for public and private sector clients, including specific plans, general plans, land-use planning, policy development, outreach, zoning ordinance updates and CEQA projects. She is responsible for the preparation and management of environmental documents, as well as a wide variety of planning projects. Ashley has prepared and managed a variety of CEQA and NEPA documents for capital improvements, new developments, redevelopment and urban infill, warehouse/logistics, and public policy document projects, and a variety of planning projects including General Plans, Housing Elements, Specific Plans, Development Ordinance Updates, and entitlements.

With experience as both a private consultant and in public service, as well as experience in both policy and environmental planning, Ashley provides a holistic approach to projects and proactively problem solves.

Ashley Brodkin

SENIOR PLANNER
General Plan Update and EIR,
County of Orange
General Plan Update and EIR,
City of La Verne
General Plan Update, Zoning Update,
and EIR
City of San Jacinto
General Plan Update, Hawthorne Blvd
Specific Plan Update, Zoning Update
and EIR
City of Lawndale
General Plan Update and EIR,
City of Laguna Niguel
Comprehensive Zoning Code Update
City of Laguna Beach
Comprehensive Zoning Code Update
Glenn County
Downtown Core EIR
City of Fontana
General Plan Land Use and Zoning
Amendments EIR
City of Gardena
Ceanothus Drive Program EIR
City of Laguna Beach
749 Marlin Dr Road Extension IS/ND
City of Laguna Beach
2354 San Clemente St Project IS/MND
City of Laguna Beach
820 Gainsborough Dr Project IS/MND
City of Laguna Beach
1901 Via Burton §15183 Exemption
City of Fullerton
General Plan Land Use and Zoning
Amendments EIR
City of Gardena
Pilot Travel Center Project EIR
City of Perris
9001-9019 Long Beach Blvd
Residential Project IS/MND/EA
City of South Gate
2501 Rosecrans Project CERT
City of Gardena
Applied Medical Expansion IS/MND
City of Lake Forest
Circulation Element Update IS/ND
City of Bell Gardens
Shepherd North Project EIR
City of Clovis
Housing Element Update (6th Cycle)
IS/ND
City of Hawthorne
Sustainability Implementation
Program
City of Lake Forest
Housing Element Update (6th Cycle)
Cities of Glendale, Avalon, Indian Wells,
Rancho Santa Margarita, Stanton,
Westminster, Lake Forest, and
Temecula
Housing Ordinances Zoning Update
City of San Marcos
Accessory Dwelling Unit Ordinance
City of Ventura

RELEVANT PROJECT EXPERIENCE



EDUCATION
Masters, Urban and Regional
Planning, California State Polytechnic
University, Pomona
BA, Business Economics, University
of California, Riverside

ORGANIZATIONS
American Planning Association

LICENSES/CERTIFICATIONS
American institute of Certified
Planners, 2009, No. 024079

Starla Barker, AICP, is a principal planner with De Novo Planning Group whose primary responsibilities are the management and preparation of environmental documents (Initial Studies, Negative Declaration, Environmental Impact Reports, and Environmental Assessments), as well as other planning documents including General Plans and Specific Plans. With over 20 years of professional planning experience Starla has successfully managed a wide range of projects with particular emphasis in General Plans, urban infill, downtown, and redevelopment projects. Utilizing her experience in community planning, Starla is regularly involved in land use and policy planning, including the development and implementation of community outreach programs, and frequently manages and prepares environmental clearance documents for citywide policy planning and redevelopment projects. Through her extensive experience in both policy and environmental planning, Starla is keenly aware of the interaction between the two and consistently takes a proactive and comprehensive approach to understanding planning and environmental issues and developing solutions.

General Plan Update and Rezoning EIR,
City of Lomita
Housing Element, Rezoning Program,
and ODS CEQA Compliance,
City of Laguna Hills
Housing and Safety Element Update
CEQA Compliance
City of Rancho Santa Margarita
Land Use Element, Zoning Code, and
Zoning Map Amendment CEQA
Compliance
City of Rancho Santa Margarita
General Plan and Zoning Update EIR
City of San Jacinto
Downtown Core EIR
City of Fontana
General Plan Land Use and Zoning
Amendments EIR
City of Gardena
General Plan Update EIR
City of La Verne
General Plan Update EIR
City of Lawndale
The Commons at Aliso Viejo IS/MND
City of Aliso Viejo
2500 North Hollywood Way Hotel EIR
City of Burbank
The Harper Mixed Use Project EIR
City of West Hollywood
385 Nyes Place IS/MND
City of Laguna Beach
Marlin Drive IS/ND
City of Laguna Beach
2354 San Clemente IS/MND
City of Laguna Beach
820 Gainsborough IS/MND
City of Laguna Beach
Hotel Development Standards GPA &
Zone Change IS/MND
City of Gardena
1500 Raymond Ave Industrial IS/MND
City of Fullerton
1901 Via Burton Industrial CEQA
City of Fullerton
General Plan Transportation &
Mobility Element Update ND
City of Bell Gardens
Applied Medical Expansion IS/MND
City of Lake Forest
Lock & Leave Self Storage IS/MND
City of Lake Forest
Melia Evergreen Residential IS/MND
City of Gardena
Olson Townhomes IS/MND
City of Gardena
2550 Orange Industrial IS/MND
City of Signal Hill
Paradise Chevrolet IS/MND
City of Temecula
Bedford Court IS/MND
City of Temecula

RELEVANT PROJECT EXPERIENCE

EDUCATION
BA, Economics
University of Western Ontario, London,
Canada
Diploma, Urban and Regional
Planning Technology
Fanshawe College, London, Canada
Ross Minority Program in Real
Estate
University of Southern California, Los
Angeles

ORGANIZATIONS
American Planning Association
Congress for New Urbanism
Perry Banner brings a combined 20 years of experience in local government and private practice planning to the firm with work in both the United States and Canada. Perry possesses a diverse range of skills, including project management, land use analysis, and policy development. His capabilities also include economic development and real estate development.

Perry has successfully managed a wide variety of urban planning projects, including general plans, community plans, specific plans, transit-oriented development plans, zoning documents, and public outreach programs. His passion lies in helping communities, neighborhoods, and their residents visualize the future and giving them the tools to make well-informed decisions. He believes in questioning conventional wisdom and always looking at problems from multiple angles and viewpoints to find effective and innovative solutions to develop plans that create results. Perry also supports private sector clients in navigating public agency approval processes.

Perry A. Banner

PRINCIPAL PLANNER
General Plan Update, Zoning Code
Update and EIR
City of Lomita
General Plan Update and EIR
City of San Marcos
General Plan Update and EIR
City of San Jacinto
General Plan Update and EIR
City of Lawndale
General Plan Update and EIR
City of Rolling Hills Estates*
Community Plans Continuum Project
County of San Bernardino*
Housing Element Update (6th Cycle)
City of Stanton
Housing Element Update (6th Cycle)
City of Hawthorne
Housing Element Update (6th Cycle)
City of Westminster
Housing Element Update (6th Cycle)
City of Sausalito
Housing Element Update (6th Cycle)
City of Sonoma
Housing Element Update (6th Cycle)
City of Matinez
Local Hazard Mitigation Plan, Safety
Element Update and EJ Element
City of Glendora

Local Hazard Mitigation Plan and
Safety Element Update
City of Lawndale*
Meredith International Centre Specific
Plan Amendment
Craig Development Corp/City of Ontario*
Pueblo Viejo Implementation Strategy
Plan and Design Guidelines
City of Coachella*
One Metro West Specific Plan and
EIR (Peer Review)
City of Costa Mesa*
Small Lot Subdivision Ordinance
City of Orange
TOD Overlay – Marine Avenue Green
Line Station
Cities of Lawndale, Hawthorne and
Redondo Beach*
Commercial Cannabis Program
City of Pasadena*
Short-term Rental Program
City of Pasadena*
SOMO Village Development Project
City of Rohnert Park
Pilot Travel Center (Palmdale)
Pilot Company
141st and Normandie Townhomes
Project IS/MND
The Olson Company

RELEVANT PROJECT EXPERIENCE
* Project was completed by Mr. Banner while he was employed at another agency or planning firm.

EDUCATION
MCP, City Planning, Urban Design
Concentration
University of Pennsylvania,
Philadelphia
BS, Urban, Rural, and
Environmental Planning,
Brigham Young University, Provo

Research,
Cambridge University (UK), Pembroke
College

ORGANIZATIONS
Urban Land Institute

AICP Certified, American Planning
Association
AICP Certification # 35377
U.S. Green Building Council
LEED AP BD+C,
Credential Id # 10433552-AP-BD+C
Megan Thorne is a senior planner and project manager with De Novo Planning Group. With over 15 years of professional planning experience, Megan has worked on a wide variety of planning projects for public and private sector clients, including numerous specific plans, general plans, corridor plans, site plans, design guidelines, strategic plans, sustainability programs, visioning projects, transit- oriented development plans, zoning documents, outreach programs, and 3D visualizations. Megan possesses the ability to think creatively and envision change while keeping projects grounded with achievable benchmarks and implementable policy goals. She excels at communicating complex information and policy ideas in a compelling and simple manner. As a designer, Megan has differentiated herself with her hand-drawing abilities as well as her technical skills. Her technical expertise includes 3D modeling, graphic design, and web design. She continues to pioneer ways new technology can improve old processes from community outreach approaches to the web-publication of planning documents.

Megan Thorne, AICP, LEED AP BD+C
SENIOR PLANNER + DESIGNER
Burbank Media District Specific Plan
City of Burbank*
Rialto Specific Plan Update
City of Rialto*
River Walk Specific Plan
Stanislaus County
Downtown Bellflower Transit-
Oriented Development Specific Plan
City of Bellflower*
West Carson Transit-Oriented
Development Specific Plan
City of West Carson*
Morena Corridor Specific Plan
City of San Diego*
Long Beach Southeast Area (SEASP)
Specific Plan
City of Long Beach*
Stanton Plaza Specific Plan
Amendment and EIR Addendum
City of Stanton*
Airport Gateway Specific Plan
Inland Valley Development Agency*
Harmony Specific Plan
Lewis Companies, City of Highland*
De Anza Revitalization Plan
City of San Diego*
Fontana Downtown Design
Guidelines
City of Fontana
Irvine Neighborhood Plan
City of Irvine
General Plan Update and EIR
City of San Jacinto
General Plan Update and EIR
City of La Verne
General Plan Update and EIR
City of Lake Forest
General Plan Update and EIR
City of Westminster*
General Plan Update and EIR
City of San Marcos
South El Monte Zoning Code Update
City of South El Monte*
Hemet Zoning Code Update
City of Hemet*
ADU Ordinance and Guidebook
City of Ione
City of Bellflower Sign Code Update
City of Bellflower
Temecula CAP Baseline Study
City of Temecula*
OCCOG Geospatial Solutions
Orange County Council of
Governments*
Housing Policy Leadership Academy
Southern California Association of
Governments*
Livermore Downtown Visioning & Site
Planning
City of Livermore*

RELEVANT PROJECT EXPERIENCE
* Project was completed by Ms. Thorne while she was employed at another planning firm

EDUCATION
Master of City and Regional
Planning,
Cal Poly, San Luis Obispo
BA, Political Science,
University of California, Los Angeles

ORGANIZATIONS
American Planning Association
Association of Environmental
Professionals
Congress for the New Urbanism

LICENSES/CERTIFICATIONS
American Institute of Certified
Planners, 2023, No. 343661
Erik has worked on a diverse range of projects for public and private sector clients, with a focus on land-use planning, policy development, and environmental and sustainability planning. Erik provides project support in the preparation of CEQA documentation and long-range planning documents, including General Plans, Zoning updates, and Local Hazard Mitigation Plans. His background experience includes grassroots lobbying with a non-profit environmental organization and work in the legal field. Erik is passionate about serving communities and creating innovative work through place-based development strategies.

Erik Anderson, AICP

ASSOCIATE PLANNER
General Plan Update, Zoning Update,
and EIR
City of Lomita
General Plan Update and EIR
City of Laguna Niguel
General Plan Update, Zoning Update,
and EIR
City of San Jacinto
General Plan Update, Hawthorne Blvd
Specific Plan Update, and EIR
City of Lawndale
Zoning Update and Addendum to
General Plan EIR
City of Westminster
General Plan Land Use and Zoning
Amendments EIR
City of Gardena
Focused General Plan Update & EIR
City of Glendale
General Plan Update and EIR
City of Red Bluff
Downtown Core EIR
City of Fontana
Mountain House Incorporation IS/ND
San Joaquin County
SR-120 Interchange IS/MND
City of Lathrop/Caltrans
Circulation Element Update IS/ND
City of Bell Gardens
U-Haul Expansion IS/MND
City of Gardena

2354 San Clemente IS/MND
City of Laguna Beach
16800 Magnolia Addendum
City of Fountain Valley
1500 Raymond Ave Industrial IS/MND
City of Fullerton
1901 Via Burton Industrial CEQA
City of Fullerton
1941 White Avenue Mixed-Use CEQA
Exemption
City of La Verne
Grevillea-Imperial Hotel CE
City of Hawthorne
1105 East Valley Boulevard CE
City of San Gabriel
2500 North Hollywood Way Hotel EIR
City of Burbank
The Harper Mixed Use Project EIR
City of West Hollywood
168000 Magnolia Addendum
City of Fountain Valley
Paradise Chevrolet IS/MND
City of Temecula
Local Hazard Mitigation Plan
Cities of Laguna Hills, Rancho Santa
Margarita, and Glendora
Housing and Safety Element Update
City of Rancho Santa Margarita
Housing Element, Rezoning Program,
and ODS CEQA Compliance
City of Laguna Hills

RELEVANT PROJECT EXPERIENCE

EDUCATION
Master of Urban and Regional
Planning,
University of California, Irvine
BA, Urban Studies,
University of California, Irvine

ORGANIZATIONS
American Planning Association
AWARDS
2024 Emerging Planning Leader
Award, American Planning Association
- Orange Section
2024 MURP Community Builder
Award, University of California, Irvine

Mia earned a Master’s Degree in Urban and Regional Planning from the University of California, Irvine. Prior to joining De Novo, Mia gained experience in the public sector at the City of Rancho Santa Margarita. At De Novo, Mia provides project support including preparation of zoning code updates and research and policy development for General Plans and Local Hazard Mitigation Plans. She also prepares environmental analysis in support of CEQA documentation for a variety of policy and development projects. Mia is passionate about community engagement, equity, and facilitating sustainable cities. Mia currently serves as the Marketing Chair for the APA Orange Section and has been involved with the APA since 2021.

Mia Yuen

ASSISTANT PLANNER
* Ms. Yuen was involved with these projects while enrolled as a Graduate Student in Urban and Regional Planning at the University of California, Irvine

Comprehensive Zoning Code Update
City of Laguna Beach
Subsequent EIR for General Plan Land
Use, Zoning Code, and Zoning Map
Amendment Project
City of Westminster
Safety Element and Local Hazard
Mitigation Plan Update
City of San Dimas
Municipal Service Reviews and
Sphere of Influence Updates for
Multiple Cities
Local Agency Formation Commission for
the County of Los Angeles
General Plan Update
City of Temecula
General Plan Update
City of Mountain House
General Plan Update, Development
Code Update
County of Glenn
General Plan Update, Zoning Code
Update
City of La Verne
General Plan Update and EIR
City of Laguna Niguel
General Plan Update and EIR
City of Glendale

General Plan Update
County of Orange
General Plan Update
City of Brea
1404 Royal Oaks IS/MND
City of Duarte
Grevillea-Imperial Hotel CE
City of Hawthorne
2500 N Hollywood Way EIR
City of Burbank
Vineyard One EIR
City of Saratoga
Seraphina Residential CEQA
City of Temecula
Local Hazard Mitigation Plan
City of Laguna Hills
Local Hazard Mitigation Plan
City of Rancho Santa Margarita*

Comprehensive Zoning Code Update
City of Eastvale*

RELEVANT PROJECT EXPERIENCE

JOHN KALISKI, FAIA, NCARB

MANAGING PRINCIPAL
John Kaliski is an architect, urban designer, and author who focuses his practice on the design of public and private sector housing projects and community-based design outcomes. After graduation from Yale Architecture School in 1982, he worked first as a designer at Skidmore, Owings and Merrill in Houston and Los Angeles. This was followed by five years as Principal Architect of the Community Redevelopment Agency of the City of Los Angeles. He began a private practice in 1993 as a principal of AIJK. In 1994, he was recognized by TIME as one of fifty leaders who will shape the twenty-first century. Four times a Fellow of The Mayor’s Institute on City Design, he served as President in 2009 of the Los Angeles Chapter of the American Institute of Architects (AIA). His writings on cities and architecture have appeared in Design Book Review, the Harvard Graduate School of Design Magazine, ARCA, California Architect, Log and Cite, as well as the co-authored book, Everyday Urbanism, published in 1999 and 2009. He has taught history, theory, and studios at UCLA, USC, Cal Poly Pomona, SCI-Arc, The University of Houston, and The University of Michigan.

Since founding John Kaliski Architects in 2000, John’s work has included design guidelines for the Hollywood Boulevard District, a vision plan for Los Angeles’ Crenshaw community, the Ocean Park Boulevard Complete Green Street, design of affordable small lot subdivision townhomes for Enterprise Foundation, design of non-profit medical clinics for Mission City Community Network, the urban design of Metro’s East San Fernando Valley Transit Corridor project, private homes, and over 1,000 units of multifamily housing including three transitional and permanent supportive housing projects. His design work and writings have been recognized with awards from the AIA and the American Planning Association.

On both urban design and architecture projects, John seeks to critically integrate client as well as public concerns and aspirations into practicable design outcomes. With three decades of experience working with and for clients and communities, John has developed the insight to bring together multiple viewpoints into constructible architecture and urban design that celebrates enduring community making.

SELECTED PROJECT EXPERIENCE
Temple City Mixed Use and High Density Residential Objective Design Standards, Temple City, CA. (2025–Ongoing)
Principal / Preparing objective design standards for R-3, MU-L, and MU-M zones to align with legislation and maintain high-quality architecture that is sensitive and compatible with existing development, streetscape, architecture, and neighborhoods in Temple City.

Calabasas Multi-Family and Mixed-Use Objective Design Standards, Calabasas, CA. (2025–Ongoing)
Principal / Developing objective design standards to implement streamlined and ministerial review processes for qualifying projects, maintain the character of Calabasas, and establish an objective framework for projects to be evaluated.

Palm Desert Downtown and Hillside Objective Design Standards, Palm Desert, California. (2024–Ongoing)
Principal / Producing measurable and quantifiable design standards for multi-family and mixed-use developments that preserve views while enhancing the existing character of downtown Palm Desert.

EDUCATION
Master of Architecture
Bachelor of Arts, Architecture
Yale University
New Haven, Connecticut

REGISTRATIONS
Professional Architect
California #C17945

PROFESSIONAL AFFILIATIONS
Fellow, American Institute of Architects,
Los Angeles
Member, National Council of
Architectural Registration Boards
Member, Southern California Association
of Non-Profit Housing
Past Member, Windsor Village Historic
Preservation Overlay District Advisory
Board

YEARS OF EXPERIENCE
43 AWARDS
American Planning Association
California, Urban Design Award of Merit
for City of Signal Hill Civic Center Master
Plan, 2025.

American Planning Association Los
Angeles, Urban Design Award of Merit
for City of Signal Hill Civic Center Master
Plan, 2025.

Palos Verdes Estates Objective Design Standards, Palos Verdes, California. (2024–2025)
Principal / Producing form-based multi-family and mixed-use design standards that reflect the existing architectural styles of Palos Verdes Estates.

Palm Desert Residential & Mixed-Use Objective Design Standards, Palm Desert, California. (2023–2024)
Principal / Produced measurable and quantifiable design standards in Palm Desert that reflect the desert landscape through community engagement occurring throughout the project timeline.

El Segundo Multi-Family Housing Design Standards, El Segundo, California. (2023– 2024)
Principal / Analyzed built-form character of existing single family neighborhoods and prepared through an accelerated eight week schedule text amendments to the existing zoning code.

El Segundo SB 9 Unit Study and Design Recommendations, El Segundo, California. (2021)
Principal / Analyzed built-form character of existing single family neighborhoods and prepare through an accelerated eight week schedule text amendments to the existing zoning code.

Downey Single-Family Residential Design Guidelines, Downey, California. (2018–2021) Principal / Based on community engagement and public workshop feedback, created new single-family zone text amendments and design guidelines to reduce building bulk and relate new construction and second floor additions to prevailing conditions in this 1950’s suburban town.

Culver City Single-Family Residential Development Standards and Guidelines, Culver City, California. (2020)
Principal / Recommendations for R1 development standards and development of design guidelines address single-family mass, bulk, and character to conserve single-family neighborhoods in Culver City.

Culver Crest Single-Family Neighborhood Hillside Development Standards, Culver City, California. (2017–2018)
Principal / Single-family bulk, mass, and architectural character study, geotechnical review and recommendations, comparative hillside zoning analysis, community outreach, development standards, and educational design guidelines.

Burbank Single-Family Neighborhood Compatibility Review and Design Guidelines, Burbank, California. (2015–2016)
Principal / Working as a subconsultant to Dyett and Bhatia, JKA updated R1 zoning code standards and introduced new design guidelines to address the “mansionization” of residences, as well as drafted a “Neighborhood Compatibility Review“ process and developed a Design Guideline Checklist.

Beverly Hills Single-Family Mass and Bulk Study, Beverly Hills, California. (2013) Principal / Working as a subconsultant to Dyett and Bhatia, JKA reviewed existing conditions and developed recommendations for standards and guidelines that address excessive single-family mass and bulk to conserve the Central Area’s residential garden charm.

Santa Monica Multi-Family and Mixed-Use Land Use Designation Design Guidelines, Santa Monica, California. (2011–2016)
Principal / JKA was asked by the City of Santa Monica to develop design guidelines for multi-family and mixed-use corridor districts.

JOHN KALISKI | SELECTED PROJECT EXPERIENCE (CONTINUED)AWARDS American Planning Association Inland
Empire, Urban Design Award of Merit for
City of Palm Desert Multifamily and
Mixed Use Objective Design Standards,
2025.

American Planning Association Los
Angeles, Urban Design Award of Merit
for City of Downey Single-Family
Residential Design Guidelines, 2022
(with City of Downey).

American Institute of Architects
Cincinnati, Certificate of Appreciation,
February 2005.

Progressive Architecture Award, MTA
Pedestrian Bridge, 2000 (with
Morphosis).

American Planning Association Houston
Section Highest Honor for Journalism,
“The Main Idea: A Competition for
Remaking Main Street”, 1999.

American Planning Association Houston
Section Highest Honor for Strategic
Planning, The Houston Framework, 1998.

Time Magazine’s “50 For the Future:

Roster of America’s most promising
leaders age 40 and under”, December 5,
1994.

National Endowment for the Arts
Individual Project Grant, “An Urban
Design Manual for Los Angeles
Boulevard Corridors”, 1992.

Christopher Tunnard Memorial
Scholarship, Yale University (presented
for outstanding academic performance
in planning), 1982.

SELECTED PUBLISHED WRITINGS
“Your Next Front Yard” with Takako
Tajima, Hancock Park Garden Club, 2017.
“Nine in ‘09 for Los Angeles Architecture
and Urban Design” FORM Magazine:

Pioneering Design, January/February
2009.
“Everyday Urban Design” Writing
Urbanism: A Design Reader, edited by
Douglas Kelbaugh and Kit McCullough,
Routledge, 2008.

EDUCATION
Master of Architecture
Bachelor of Science, Architecture
University of Michigan
Ann Arbor, Michigan

REGISTRATIONS
American Institute of Certified Planners
(AICP, #36723)
LEED AP Neighborhood Development

PROFESSIONAL AFFILIATIONS
Member, American Planning Association

YEARS OF EXPERIENCE
8 AWARDS
American Planning Association
California, Urban Design Award of Merit
for City of Signal Hill Civic Center Master
Plan, 2025.

American Planning Association Los
Angeles, Urban Design Award of Merit
for City of Signal Hill Civic Center Master
Plan, 2025.

American Planning Association Inland
Empire, Urban Design Award of Merit for
City of Palm Desert Multifamily and
Mixed Use Objective Design Standards,
2025.

Amee Bhatt has eight years of experience in architecture, urban design, and planning. At JKA, she manages all urban design projects. Since joining JKA in 2021, Amee has authored multifamily and mixed-use objective design standards that reflect the local desert landscapes in Palmdale and Palm Desert, comply with Senate Bill 9 and maintain the character of single-family neighborhoods in El Segundo, and preserve the existing architectural styles in Palos Verdes Estates. For the East San Gabriel Valley Area Plan, she worked on the Community Character and Design Element, which involved an analysis of residential, commercial and public realm patterns of 24 unincorporated communities and the creation of goals, policies, and actions to enhance the evolving landscape.

Amee has also generated building massing prototypes on sites in Los Angeles, Glendora, and Beverly Hills to test existing and proposed City zoning parameters and explore housing alternatives for economic feasibility studies. To develop the Signal Hill Civic Center Master Plan, Amee managed a multidisciplinary team and facilitated a series of community outreach events, including organizing a three-day design charrette with the project team, City staff, decision-makers, and stakeholders, to ensure that the preferred master plan concept reflected the needs and voices of the Signal Hill community.

In her previous roles, Amee made key contributions to complete streets plans, commu- nity plans, corridor plans, and specific plans in southern California as an Urban Designer, and as an Architectural Designer, she prepared construction drawings for the construc- tion and renovation of commercial and industrial buildings in metro Detroit.

Amee places a special emphasis on the quality of the public realm and pedestrian experience and strives to create active, engaging, and sustainable places.

SELECTED PROJECT EXPERIENCE
Temple City Mixed Use and High Density Residential Objective Design Standards, Temple City, CA. (2025–Ongoing)
Director of Urban Design / Preparing objective design standards for R-3, MU-L, and MU-M zones to align with legislation and maintain high-quality architecture that is sensitive and compatible with existing development, streetscape, architecture, and neighborhoods in Temple City.

Calabasas Multi-Family and Mixed-Use Objective Design Standards, Calabasas, CA. (2025–Ongoing)
Director of Urban Design / Developing objective design standards to implement stream- lined and ministerial review processes for qualifying projects, maintain the character of Calabasas, and establish an objective framework for projects to be evaluated.

Palm Desert Downtown and Hillside Objective Design Standards, Palm Desert, California. (2024–Ongoing)
Director of Urban Design / Producing measurable and quantifiable design standards for multi-family and mixed-use developments that preserve views while enhancing the existing character of downtown Palm Desert.

Palos Verdes Estates Objective Design Standards, Palos Verdes, California. (2024–2025)
Director of Urban Design / Producing form-based multi-family and mixed-use design standards that reflect the existing architectural styles of Palos Verdes Estates.

AMEE BHATT, AICP, LEED AP

DIRECTOR, URBAN DESIGN

Palm Desert Residential & Mixed-Use Objective Design Standards, Palm Desert, California. (2023–2024) Urban Design Senior Project Manager / Produced measurable and quantifiable design standards in Palm Desert that reflect the desert landscape through community engagement occurring throughout the project timeline.

Signal Hill Civic Center Master Plan, Signal Hill, California. (2023–2024) Urban Design Senior Project Manager / Developed alternatives for future enhancement to the City of Signal Hill’s Civic Center. JKA held a 3 day workshop to design three alternatives in which the visions and goals for architecture and urban design were generated.

El Segundo Multi-Family Housing Design Standards, El Segundo, California. (2023–2024) Urban Design Senior Project Manager / Analyzed built-form character of existing single family neighborhoods and prepare through an accelerated eight week schedule text amendments to the existing zoning code.

East Palmdale Boulevard & 40th Street East Masterplan, Palmdale, California. (2023) Urban Design Project Manager / Provided a conceptual master plan for an approximately 32-acre corner site in Palmdale which included a mix of uses from commercial to residential.

Santa Ana Urban Design & Architectural Consulting Services, Santa Ana, California. (2021–2023) Urban Design Project Manager / Provided various on call architectural and urban design support including projects such as billboard design.

Metro Joint Development Housing Accelerator Strategic Planning, Los Angeles, California. (2022-2023) Urban Design Project Manager / Identified ten priority sites based on an established criteria of site attributes and readiness to under- stand what can be built along with the physical housing unit capacity.

Beverly Hills Unified School District Feasibility Study, Beverly Hills, California. (2022) Urban Design Project Manager / Conducted site analysis and context study by to come up with three design alternatives for multi-family housing that included different densities.

El Segundo SB 9 Unit Study and Design Recommendations, El Segundo, California. (2021) Urban Design Project Manager / Analyzed built-form character of existing single family neighborhoods and prepare through an acceler- ated eight week schedule text amendments to the existing zoning code.

Santa Barbara Economic Feasibility Study, Santa Barbara, California. (2021) Urban Design Project Manager / Developed 12 three dimensional diagrammatic prototypes to examine the impact to multi-unit produc- tion by shifting from a density-based zoning standard to a Floor Area Ratio (FAR) standard.

East San Gabriel Valley Area Plan, Los Angeles County, California. (2021–2022) Urban Design Project Manager / Observed the built form conditions of single family neighborhoods and put together policies that focused on building orientation, landscape enhancement, connectivity and enhanced gathering.

Palmdale Multi-Family and Mixed-Use Design Standards, Palmdale, California. (2021–2022) Urban Design Project Manager / Developed measurable criteria that residents, applicants and City Staff can utilize to facilitate a commonly understood and consistent design approval process that also address Palmdale’s high desert setting.

Burbank Citywide Complete Streets Plan, City of Burbank, Burbank, California. (2019-2020) * Urban Designer / Preparation of the “Complete Our Streets Plan.” With a strong focus on urban design and the City of Burbank’s built form, the plan analyzes the entirety of Burbank’s 280 centerline miles of streets and proposes improvements through prioritized projects.

South Colton Livable Corridor Plan, Southern California Association of Governments, Colton, California. (2019) * Urban Designer / Livable Corridor Plan that aims to strengthen grassroots tactical urbanist approaches and create guidelines and policies that will provide a regulatory framework for formalizing a do-it-yourself approach to neighborhood amenities and improvements.

Mira Mesa Community Plan Update, City of San Diego, San Diego, California. (2019-2021) * Urban Designer / Corridor planning and conceptual urban design studies for four focus areas within the community that test and illustrate new approaches to land use, development standards, and mobility improvements to revitalize the focus areas and retrofit suburban shopping malls with transit-supportive uses and development typologies.

AMEE BHATT | SELECTED PROJECT EXPERIENCE (CONTINUED)
* Work completed at previous firm.

INDIAN WELLS CITY COUNCIL
March 5, 2026

To: City Council
From: Finance Department
Prepared by: Kevin McCarthy, City Finance Director
Subject: Ordering the Levy and Collection of Assessments for the Special Fire Tax Standby and Availability Charges

RECOMMENDED ACTIONS:

Council OPENS the Public Hearing, takes any public testimony, CLOSES the Public Hearing; and

ADOPTS Resolution approving the annual levy of the Special Fire Tax Standby and Availability Charges for the Fiscal Year 2026-27; and

ORDERS the Special Fire Tax levy to be placed on the fiscal year 202 6-27 Riverside County tax roll; and

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

BACKGROUND:

Annually, the City Council is obligated to conduct a Public Hearing, receive public comments, and enact a Resolution pertaining to the annual collection of levies for the Special Fire Tax Stand By and Availability charges for each upcoming fiscal year. These levy collections are crucial in enhancing Fire Safety services within the City. Notably, the Fiscal Year 2026-27 Special Fire Tax Assessment will remain unchanged.

The City has entered into a contractual arrangement with the Riverside County Fire Department to secure fire services. The Fire Station is operational around the clock, 365 days a year, with a dedicated team of five full-time personnel, including two firefighter paramedics trained in advanced life support. Indian Wells benefits from specialized fire services teams and rescue equipment, addressing needs such as vehicle accidents, hazardous materials services, confined space rescues, and swift water/flood rescues.

In 1980, Indian Wells voters endorsed a special tax of $120 per home annually. This special tax is earmarked for fire suppression, paramedic services and equipment, and ladder truck services. The revenues generated from the Special Fire Tax play a pivotal role in sustaining

the City's emergency services program, contributing approximately $600,000 to the overall $6.4 million annual fire services budget.

Calculations of the Special Fire Tax Standby and Availability charges

For residential parcels with structures (e.g., single-family homes), the annual charge is $120.00 per dwelling unit. Therefore, a parcel with a single house would incur a yearly fee of $120.00, while a duplex unit would be charged $240.00 annually.

For residential parcels without structures (subdivided but undeveloped), the annual charge is $60.00 per dwelling unit. This applies to parcels earmarked for residential use yet to be developed. In such cases, the cost is $60.00 per year for each home that could be built on the parcel.

For vacant land parcels not subdivided, the annual charge is a minimum of $39.00 for the first acre or portion thereof. The charge for parcels over 1 acre through 50 acres is $39.00 for the first acre plus $6.50 per acre, prorated for any portion over one acre. Parcels over 50 acres through 100 acres incur a charge of $39.00 for the first acre plus $6.50 per acre for acres 2 through 50 and $2.60 per acre, prorated for any portion over 50 acres. Parcels over 100 acres are charged $39.00 for the first acre plus $6.50 per acre for acres 2 through 50, $2.60 per acre for acres over 50 through 100, and $0.65 per acre, prorated for any portion over 100 acres.

Furthermore, in alignment with City Ordinance No. 170, non-residential land is subject to levies based on property improvements and usage. This is determined by estimated fire flow requirements, following the formula outlined in the Fire Prevention and Control Master Planning Guide distributed by the United States Department of Commerce.

FISCAL IMPACT:

There is no financial impact on the City. The voter-approved annual levy rate will remain consistent since this special tax is not subject to a CPI index. The levy collection in the fiscal year 2026-27 is $600,000.

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.

ATTACHMENT:

1. Resolution

RESOLUTION NO. 2026-__

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

CALIFORNIA, ORDERING THE LEVY AND COLLECTION OF

ASSESSMENTS FOR THE CITY OF INDIAN WELLS FIRE TAX STANDBY AND AVAILABILITY CHARGES PURSUANT TO CITY ORDINANCE NO. 170
WHEREAS, the City Council of the City of Indian Wells, California (the “City Council”) has prepared the annual assessment against parcels of land within the City of Indian Wells for the Fire Tax Standby and Availability Charges for the Fiscal Year commencing July 1, 2026, and ending June 30, 2027, pursuant to City Ordinance No. 170 to pay for the described standby costs; and
WHEREAS, the City Council has retained Willdan Financial (the “Engineer”) for the purpose of assisting the City with the preparation of the annual assessment and collection of the Fire Tax Standby and Availability Charges; and
WHEREAS, the Engineer has prepared the proposed charge and collection upon eligible parcels of land within the City, and the City Council has approved such assessments; and WHEREAS, the City Council desires to levy and collect assessments against parcels of land within the District for the Fiscal Year commencing July 1, 2026, and ending June 30, 2027, to pay for the Fire Tax Standby and Availability Charges; and WHEREAS, A Public Hearing Notice was published in a newspaper of general circulation once at least fifteen (15) days before the public hearing on annual levies; a copy of the Public Hearing Notice was posted in three (3) public places within the City.

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

SECTION 1. That the Special Fire Tax Standby and Availability charges be paid by the property owners to the City for the Fiscal Year commencing July 1, 2026, and ending June 30, 2027, and shall be as follows:

Land Use Assessment
Residential Improved Lot $120.00 per dwelling unit per year Residential Subdivided Vacant Lot $ 60.00 per equivalent dwelling unit per year Vacant Acreage:

Up to and including 1 acre $ 36.00 per year
For sizes over 1 acre up to and
including 50 acres
$ 36.00 for the first acre plus $6.50 per each
additional acre or a prorated portion of an acre per
year
ATTACHMENT #1

City of Indian Wells
Resolution No. 2026-__

Land Use Assessment

For sizes over 50 acres up to and
including 100 acres

$ 36.00 for the first acre plus $6.50 per each
additional acre up to & including 50 acres plus
$2.60 per acre or prorated portion of an acre over
50 acres per year

For size over 100 acres $ 36.00 for the first acre plus $6.50 per each additional acre up to & including 50 acres plus
$2.60 per acre over 50 acres up to & including 100
acres plus $0.65 per acre or prorated portion of an
acre over 100 acres, per year

SECTION 2. In accordance with City Ordinance No. 170, non-residential land shall be levied upon the class of improvements to property and the use of property basis utilizing estimated fire flow requirements determined in accordance with the formula contained in the Insurance Services Office guidelines in the Fire Prevention and Control Master Planning Guide distributed by the United States Department of Commerce.

SECTION 3. The document referenced in Section 2 is no longer in production and has been replaced by County of Riverside regulations for fire flow requirements. The City of Indian Wells has adopted those County regulations through Ordinance Nos. 370 and 451. The rates for non-residential land will not exceed the maximum allowable charge.

SECTION 4. The above rates shall be effective July 1, 2026, through June 30, 2027.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Indian Wells, California, at a special meeting held on this 5th day of March 2026.

___________________________________
DR. TOPER TAYLOR
MAYOR

City of Indian Wells
Resolution No. 2026-__

CERTIFICATION FOR RESOLUTION NO. 2026-__

I, Angelica Avila, City Clerk of the City Council of the City of Indian Wells, California, DO HEREBY CERTIFY that the whole number of the members of the City Council is five (5); that the above and foregoing resolution was duly and regularly passed and adopted at a special meeting of the City Council of the City of Indian Wells the 5th day of March 2026, by the following vote:

AYES:

NOES:

ATTEST: APPROVED AS TO FORM:

______________________________ ____________________________

ANGELICA AVILA TODD LEISHMAN FOR

CITY CLERK BEST BEST & KRIEGER LLP

CITY ATTORNEY

INDIAN WELLS CITY COUNCIL
March 5, 2026

To: City Council
From: Finance Department
Prepared by: Kevin McCarthy, City Finance Director
Subject: Ordering the Levy and Collection of Assessments in the Fire Access Maintenance District No. 1 for Fiscal Year 2026-27

RECOMMENDED ACTIONS:

Council OPENS the Public Hearing, takes any public testimony, CLOSES the Public Hearing; and

ADOPTS Resolution No. 2026approving the annual levy of the Special Parcel Tax for Fire Access Maintenance District No. 1 for the Fiscal Year 2026-27; and

ORDERS the Fire Access Maintenance District No. 1 levy of the Special Parcel Tax on the Fiscal Year 2026-27 Riverside County tax roll; and

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

BACKGROUND:

In accordance with annual procedural requirements, the City Council must conduct a duly noticed Public Hearing to receive comments from the public and subsequently adopt a Resolution authorizing the annual tax levy of the Fire Access Maintenance District (FAMD) Special Parcel Tax. Upon adoption, the Resolution instructs the City’s Finance Director to transmit the approved levy to the County for inclusion on the property tax roll.

In 1973, the City Council was petitioned to consider converting public streets within the Indian Wells Country Club area to private roads. The Council approved the proposal by formally abandoning the public streets and incorporating them into a newly formed maintenance district – the Indian Wells Fire Access Maintenance District No.1 (FAMD). This action granted the City authority to impose a parcel tax to fund the District’s upkeep.

The FAMD is responsible for maintaining and operating access roadways, rights-of-way, and easements necessary for fire protection. Maintenance activities may include grading, paving, planking, macadamizing, graveling, oiling or re-oiling, and the upkeep of barriers, gates, and other related infrastructure to ensure use is maintained for emergency access.

The FAMD was established solely for the benefit of residents living within the gated community of the Indian Wells Country Club. In recognition of the specific nature of this benefit, it was determined that the authority to direct spending of District funds should rest with those residing within its boundaries. Governance of the FAMD is maintained through the election of a Board by residents of the District; however, the City Council remains responsible for adopting the annual Resolution to place the tax levy on the County tax roll, acting on behalf of the FAMD Board.

The funds collected through this levy support services within the FAMD, including private security, street maintenance, landscaping, and capital improvements.

FISCAL IMPACT:

The FAMD is supported by two primary revenue sources: (1) general property taxes, which generate approximately $465,000 annually, and (2) a voter-approved Special Parcel Tax, which yields approximately $1,839,000 annually. This rate of the Special Parcel Tax was recently increased with the approval of 2/3 of FAMD voters voting on a ballot measure at a duly-called Special Municipal Election conducted on May 6, 2025. These funds are deposited into a designated special revenue fund, ensuring expenditures are strictly limited to purposes consistent with the District’s mandate.

The Fire Access Maintenance District special parcel tax includes an annual escalation factor equal to the greater of 3.0 percent or the year-over-year percentage change in the Consumer Price Index (CPI) for All Urban Consumers in the Riverside–San Bernardino– Ontario metropolitan area, measured from January of the prior year to January of the current year. Based on data published by the U.S. Bureau of Labor Statistics, the applicable CPI change for this period is 2.9 percent. Accordingly, the minimum escalation factor of 3.0 percent will be applied to the Fiscal Year 2026–27 levy.

The FAMD special parcel tax is as follows:

CALIFORNIA ENVIRONMENT QUALITY ACT:

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 Approved
Land Use Annual Tax
Residential Improved 1,559$
Residential Vacant Lot 1 Acre or less 1,060
Vacant Land greater than 1 acre 833
Golf Club / Golf Course 287,679$

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. Resolution

RESOLUTION NO. 2026-

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

CALIFORNIA, ORDERING THE LEVY AND COLLECTION OF A SPECIAL

PARCEL TAX FOR THE CITY OF INDIAN WELLS FIRE ACCESS
MAINTENANCE DISTRICT NO. 1
WHEREAS, the City Council of the City of Indian Wells, California (the “City Council”), by Ordinance No. 572 and previous Resolutions, has established procedures to replace in its entirety the parcel tax which has been levied annually against parcels of land within the Indian Wells Fire Access Maintenance District No. 1 (the “FAMD”) to finance security, street maintenance and repair, and entrance landscape services within the District; and WHEREAS, the City Council, by Resolution No. 2025-25 and pursuant to the requirements of the laws of the State of California, held a Special Municipal Election on May 6, 2025, at which time 2/3 of the qualified electors of the District voting on the ballot measure approved the parcel tax rates stated in Ordinance No. 572 to finance security, street maintenance, and repair, and entrance landscape services within the FAMD; and
WHEREAS, the City Council has retained Willdan Financial (the “Engineer”) to assist the City with the preparation of the annual levy and collection of special taxes by the FAMD; and WHEREAS, the Engineer has prepared the proposed levy and collection of special parcel taxes upon eligible parcels of land within the FAMD, and the City Council has approved such special taxes; and
WHEREAS, the City Council desires to levy and collect special taxes against parcels of land within the FAMD for the Fiscal Year commencing July 1, 2026, and ending June 30, 2027, to finance security, street maintenance and repair, and entrance landscape services within the FAMD; and
WHEREAS, a Public Hearing Notice was published in a newspaper of general circulation once at least fifteen (15) days before the public hearing on annual levies; a copy of the Public Hearing Notice was posted in three (3) public places within the City.

NOW, THEREFORE, BE IT RESOLVED, DETERMINED, AND ORDERED BY THE CITY COUNCIL FOR THE DISTRICT AS FOLLOWS:

SECTION 1. The Fire Access Maintenance District special parcel tax includes an annual escalation factor equal to the greater of 3.0 percent or the year-over-year percentage change in the Consumer Price Index (CPI) for All Urban Consumers in the Riverside–San Bernardino– Ontario metropolitan area, measured from January of the prior year to January of the current year.

SECTION 2. The Fire Access Maintenance District No. 1 special parcel tax shall be paid by the property owners to the City for the Fiscal Year commencing July 1, 2026, and ending June 30, 2027, shall be placed on the tax rolls for the County of Riverside and shall be as follows:

ATTACHMENT #1

City of Indian Wells
Resolution No. 2026-

Residential

Land Use Assessment

Residential Improved $1,559 per unit per year
Residential Vacant Lot 1 acre or less $1,060 per unit per year Vacant Land greater than 1 acre $833 per acre per year

Golf Club / Golf Course

The amount of the tax imposed for Fiscal Year 2026-2027 for the Golf Club / Golf Course shall be $287,679.

SECTION 3. The above rates shall be effective July 1, 2026, through June 30, 2027.

SECTION 4. The County Auditor of the County of Riverside shall enter on the County Assessment Roll opposite each eligible parcel of land the amount of levy set forth herein, and such levies shall be collected at the same time and in the same manner as the County taxes are collected. After collection by the County, the net amount of the levy shall be paid to the City Treasurer.

PASSED, APPROVED AND ADOPTED by the City Council of the City of Indian Wells, California, at a special meeting held on this 5th day of March 2026.

________________________________
DR. TOPER TAYLOR
MAYOR

CERTIFICATION FOR RESOLUTION NO. 2026-

I, Angelica Avila, City Clerk of the City Council of the City of Indian Wells, California, DO HEREBY CERTIFY that the whole number of the members of the City Council is five (5); that the above and foregoing resolution was duly and regularly passed and adopted at a special meeting of the City Council of the City of Indian Wells the 5th day of March 2026, by the following vote:

AYES:

NOES:

ATTEST: APPROVED AS TO FORM:

_________________ ___________________________

ANGELICA AVILA TODD LEISHMAN FOR

CITY CLERK BEST BEST & KRIEGER

CITY ATTORNEY

INDIAN WELLS CITY COUNCIL
March 5, 2026

To: City Council
From: Finance Department
Prepared by: Kevin McCarthy, Finance Director
Subject: Community Assistance 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

APPROVES, Ad Hoc Committee’s recommendation allocating funding from General Fund surpluses and distributing it evenly between Fiscal Years 2025-26 and 2026-27; and

APPROVES, Ad Hoc Committee’s recommendation to approve Naming Rights Opportunity with Eisenhower Health within the Emergency Department; 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 Community Assistance funding to support capital, staffing, and operational enhancements necessary to elevate its trauma designation from Level IV to Level III. Eisenhower Health expects to complete the transition to a Level III trauma center by mid-summer 2026. Once the transition to Level III is complete, Eisenhower Health will begin the transition to Level II. If approved, City funding will be used in both transitions.

Advancement to Level III status would significantly expand Eisenhower’s ability to treat more severe traumatic injuries locally, including head injuries, major falls, internal bleeding, and complex orthopedic trauma. Currently, many patients experiencing these higher-acuity events must be transported to regional trauma centers such as Desert Regional Medical Center in Palm Springs or John F. Kennedy Memorial Hospital in Indio.

Upgrading to Level III would allow more critically injured residents to receive definitive trauma care at Eisenhower without transfer, potentially reducing transport times by an

estimated 15 to 25 minutes, depending on incident location. In trauma medicine, minutes are critical. Reduced transport time may improve patient outcomes and accelerate access to life-saving surgical intervention.

Consistent with the City’s Policy on Community Assistance Funding Requests Exceeding $200,000, this request has undergone enhanced review and City-led community engagement prior to Council consideration.

Following its review, the Ad Hoc Committee recommends approval of the $1.0 million contribution, structured evenly across two fiscal years and funded from available General Fund surpluses. As part of its negotiations with Eisenhower Health, the Committee also secured agreement for a Naming Rights Opportunity within the Emergency Department to formally recognize the City of Indian Wells’ contribution and partnership in supporting enhanced trauma services.

BACKGROUND:

In September 2025, Eisenhower Health submitted a formal request to the City of Indian Wells seeking $1.0 million in Community Assistance funding to support enhancements necessary to elevate its trauma designation from Level IV to Level III. The proposed funding would support capital, staffing, and operational enhancements necessary to elevate the hospital’s trauma designation.

Eisenhower Health operates as a not-for-profit, federally tax-exempt charitable organization under Section 501(c)(3) of the Internal Revenue Code. As the only not-for- profit hospital in the Coachella Valley, Eisenhower is structured to reinvest all revenues into patient care, community health services, facilities, technology, and programs that support its mission of serving regional healthcare needs rather than generating profit for private owners or shareholders. Unlike for-profit health systems, Eisenhower does not issue dividends or distribute earnings to individuals; any financial margins are retained within the organization to expand services, improve quality, and support community benefit initiatives, including charity care, education, and economic assistance programs

Trauma center designation levels reflect increasing requirements for physician availability, specialty coverage, equipment, and facility capacity, as summarized below.

Trauma 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: Requires 24/7 immediate coverage by trauma surgeons, anesthesia, and emergency physicians. Capable of performing urgent trauma operations and stabilizing critical patients without transfer in many cases.

 Level II: Requires 24/7 trauma surgeon coverage and most surgical subspecialties, including orthopedics, neurosurgery, and vascular surgery, along 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 the proposed upgrade, Eisenhower Health must invest in expanded trauma surgeon coverage, specialty staffing, advanced imaging and surgical technology, and additional trauma bay and operating room readiness to accommodate multiple critical patients simultaneously.

DISCUSSION:

Policy Compliance

The City’s Policy on Community Assistance Funding Requests Exceeding $200,000 establishes an enhanced review and public engagement framework for funding proposals that represent a significant financial commitment by the City of Indian Wells. Requests exceeding this threshold are evaluated independently from standard program requirements and are subject to additional procedural steps prior to City Council approval.

The policy requires review by a Council-appointed Committee, preparation of a comprehensive staff report, formal consideration at a publicly noticed City Council meeting, and completion of City-led community engagement before a final decision is made. The purpose of this framework is to promote fiscal accountability, ensure transparency in the use of public funds, maintain public trust, and provide residents with a meaningful opportunity to understand and comment on substantial funding proposals.

This funding request has followed all required steps.

Ad Hoc Committee Review and Direction

On October 16, 2025, the City Council voted to advance consideration of the request and appointed a two-member Ad Hoc Committee consisting of Council Member Reed and Council Member Whitman. The Committee was tasked with conducting a thorough review of the proposal, meeting directly with hospital leadership, evaluating fiscal and operational implications, and reporting its findings and recommendations to the full Council.

During the course of its review, the Committee requested detailed information from Eisenhower Health regarding capital investments, staffing expansions required for 24/7 trauma surgeon coverage, equipment upgrades, regulatory requirements associated with the Level III designation, anticipated implementation timelines, and long-term operational sustainability. The Committee also discussed the regional healthcare landscape and how an upgraded trauma designation would integrate into existing emergency response systems.

Importantly, during discussions with hospital leadership, the City of Indian Wells specifically requested that any potential financial contribution be directed toward strengthening trauma services to better meet community emergency response needs.

The proposal now before the Council reflects that request and focuses on trauma program enhancements rather than general hospital operations.

The Ad Hoc Committee met on February 3, 2026, to conclude its review. After evaluating the information presented, assessing fiscal considerations, and discussing community benefit, the Committee directed staff to place the item on the March 5, 2026, City Council agenda and to conduct the required City-led community engagement process prior to final deliberation.

In addition, as part of its discussions with Eisenhower Health, the Ad Hoc Committee negotiated and received confirmation that the City of Indian Wells would be provided a Naming Rights Opportunity within the Emergency Department in recognition of its contribution. The Committee determined that formal recognition within the Emergency Department appropriately reflects the City’s investment in trauma services and strengthens the visibility of the City’s partnership in advancing regional emergency care.

Community Engagement Process

Consistent with City policy, a citywide informational mailer was reviewed, approved by the Ad Hoc Committee, and distributed to all Indian Wells households during the week of February 16, 2026. The mailer summarized the funding request, described the proposed trauma designation upgrade, outlined potential fiscal considerations, and invited public participation.

In addition to mailed notification, the City utilized its established electronic communication channels to provide notice of the proposal and upcoming Council meeting. Reminder notifications were distributed to maximize public awareness. Residents were encouraged to attend the meeting or submit written comments to the City Clerk for inclusion in the official record. All comments received were provided to the City Council in advance of consideration.

This process ensured transparency and provided residents with a structured and meaningful opportunity to understand the proposal and provide input before a final funding decision.

Trauma Designation and Community Benefit

Eisenhower Health currently operates as a Level IV Trauma Center, which provides 24/7 emergency physician coverage and the ability to stabilize trauma patients prior to transfer. Under this designation, patients experiencing more severe traumatic injuries — such as traumatic brain injuries, significant internal bleeding, or complex orthopedic trauma — are often transported to regional facilities, including Desert Regional Medical Center or John F. Kennedy Memorial Hospital, for definitive care.

Elevation to Level III status would require 24/7 immediate coverage by trauma surgeons and anesthesia, expanded specialty support, and enhanced facility capacity. With this designation, Eisenhower would be able to perform urgent trauma operations and treat a broader range of critical injuries locally, reducing the need for interfacility transfers in many cases.

For Indian Wells residents, this improvement would mean that in the event of a serious injury, treatment could begin and, in many cases, be completed locally rather than requiring transport to another city. Depending on location and traffic conditions, this may reduce transport times by approximately 15 to 25 minutes. In trauma care, earlier access to surgical intervention and advanced stabilization can be life saving. To achieve this upgrade, Eisenhower must invest in expanded trauma staffing, specialized equipment, and additional trauma bay and operating room readiness. These investments are intended to ensure that more critically injured patients can be treated locally, reducing transfer dependency and strengthening regional emergency response capacity.

Summary of Contributions from Other Cities

Eisenhower Health has received financial support from multiple Coachella Valley cities in recognition of its role as a regional healthcare provider serving residents across jurisdictional boundaries. Municipal contributions have supported emergency department operations, construction of the Annenberg Pavilion, acquisition of advanced cardiac and telemetry technology, patient monitoring systems, and components of the hospital’s current capital campaign.

It is important for residents to understand this broader regional context. Eisenhower Health functions as a shared regional asset, and neighboring cities have historically participated in funding major capital and service enhancements to support healthcare access for their communities.

Providing this information allows residents to evaluate whether Indian Wells’ participation aligns with regional practice, whether the proposed contribution is proportional, and how shared regional institutions are collectively supported. Transparency regarding regional contributions ensures that the Council’s decision is made within the context of Valley - wide partnership and shared responsibility.

The table below outlines the contributions of various cities, the amounts funded, the project or projects funded, the funding year, and the time required to fund the pledge.

City

Amount Gifted

Project Funded

Year
Pledge
Years
City of Palm Desert

$ 2,500,00.00
Passion for
Excellence
Campaign -
Eisenhower
Child Care
Center
2023 Paid in full
over 3 years

$10,000,000.00
Construction of
the 232-bed
Annenberg
Pavilion
2007 Paid in full
over 3 years
City of Rancho Mirage

$ 2,000,000.00
Passion for
Excellence
Campaign -
Eisenhower
Child Care
Center
2025
Paid in full
in 1
payment

$ 2,500,00.00
Cath lab,
telemetry system
and patient
monitoring
system
2020
Paid in full
in 1
payment

$ 1,000,000.00
Construction of
the 232-bed
Annenberg
Pavilion
2018 Paid in full
over 5 years

$ 5,000,000.00
Emergency
Operations 2004
Paid in full
in 1
payment
City of Palm Springs

$ 500,000.00
Furniture, fixture
and equipment
for the Tahquitz
Infusion Center
and
Cardiovascular
Clinic
2025
2 payments
within 12-
months
starting in
December
2025
City of Indian Wells
$ 1,000,000.00 Trauma
technology 2026 Request

$ 2,500,000.00
Passion for
Excellence
Campaign –
Cardiovascular
Institute
2021
Paid in full
in 1
payment
$ 5,000,000.00 Indian Wells
Urgent Care 2005 Paid in full
over 2 years

OPTIONS:

The City Council may consider the following alternatives:

1.Approve the Ad Hoc Committee recommendation.

2.Deny the request.

3.Provide an alternative direction.

FISCAL IMPACT:

If approved, a supplemental appropriation would be required. To mitigate fiscal impact, the Ad Hoc Committee recommends allocating funding from General Fund surpluses and distributing it evenly between Fiscal Years 2025-26 and 2026-27. Eisenhower Health has indicated that this funding schedule would not affect project implementation.

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.Eisenhower Health Funding Request

2.Sponsorship and Community Assistance Funding Policy

3.Eisenhower Health Trauma Center Mailer

4.Community Comments

1 Angelica Avila
From:Barbara Brown >
Sent:Monday, March 2, 2026 11:10 AM
To:City Clerk
Subject:Re: Eisenhower Health Funding Proposal
CAUTION: This email originated outside our organization. Be cautious with any links or attachments.

Hello IW Councilmembers,
I am fully behind the proposal to fund Eisenhower's Trauma Center here in the Valley. Regards, Barbara Brown
Barbara Sedgwick Brown
Indian Wells, CA 92210
From: City of Indian Wells
Sent: Monday, March 2, 2026 10:03 AM
To:

Subject: Eisenhower Health Funding Proposal
To help protect you r priv acy, Microsoft Office prevented automatic download of this picture from the Internet.

Eisenhower Health Funding Proposal
Hello Barbara S.,
This e-blast is being distributed as part of the City of Indian Wells Community Assistance Funding Program, which provides a structured process for evaluating large funding requests and soliciting resident input before any City Council decision is made.

The City of Indian Wells is seeking resident feedback regarding a $1 million funding request from Eisenhower Health. The proposed investment would Special City Council Meeting:

March 5, 2026 - Public Comment
General Business Item I.1

1 Angelica Avila
From:Bruce Sherman <
Sent:Monday, March 2, 2026 4:46 PM
To:City Clerk
Subject:Eisenhower Proposal
CAUTION: This email originated outside our organization. Be cautious with any links or attachments. ________________________________

I am a big fan of Eisenhower Medical Center but do not support our city contributing $1 million to their Trauma Center proposal. That’s a lot of money for us, as a municipality, to contribute.

They already have an immense reserve fund and I believe they should build it as a service to our community without the City contributing.

Bruce Sherman

Sent from my iPhone

1 Angelica Avila
From:Angelica Avila
Sent:Tuesday, March 3, 2026 12:34 PM
To:City Clerk
Subject:FW: Eisenhower Health Funding Proposal
From: Chuck Frias
Sent: Monday, March 2, 2026 10:21 AM
To: Community
Subject: RE: Eisenhower Health Funding Proposal

CAUTION: This email originated outside our organization. Be cautious with any links or attachments.

I am totally against this as I heard from a reliable source that the Eisenhauer fund raising arm took in $ 290 million last year.

Chuck Frias
Managing Partner

From: City of Indian Wells
Sent: Monday, March 2, 2026 10:03 AM
To: Chuck Frias <>
Subject: Eisenhower Health Funding Proposal

Attend the City Council Meeting this T hursday to learn m ore!

1 Angelica Avila
From:Christine Harris <>
Sent:Monday, March 2, 2026 10:09 AM
To:City Clerk
Subject:Trauma Center feed back
CAUTION: This email originated outside our organization. Be cautious with any links or attachments.

I vote NO

Our property taxes go up $1000 every year and have doubled since we moved here

Eisenhower can fund raise with out using our TAX DOLLARS

Christine Harris

Indian Wells, CA 92210

1 Angelica Avila
From:carol kent >
Sent:Tuesday, March 3, 2026 7:58 AM
To:City Clerk
Subject:Eisenhower Funding Proposal
CAUTION: This email originated outside our organization. Be cautious with any links or attachments.

Honorable Mayor, City Council, and City Manager

Jim and I are unable to attend the March 5th meeting and wanted you to know that we are in favor of the funding request for the trauma center at Eisenhower.

Thank you for reaching out to the community for input.

Carol and Jim Kent

Sent from Yahoo Mail for iPad

1 Angelica Avila
From:

Sent:Monday, March 2, 2026 7:52 PM
To:City Clerk
Subject:Eisenhower
CAUTION: This email originated outside our organization. Be cautious with any links or attachments.

Please answer

will this make Eisenhower a #1 Traumatic center
I believe right now that they are a Traumatic #4
Dorothy Hamilton

1 Angelica Avila
From:Sweeney, Dianne L.

Sent:Monday, March 2, 2026 10:08 AM
To:City Clerk
Subject:FW: Eisenhower Health Funding Proposal
CAUTION: This email originated outside our organization. Be cautious with any links or attachments.

Yes, strongly support Eisenhower funding request and continuing to improve our local hospital/services.

Thanks, Dianne

From: City of Indian Wells
Sent: Monday, March 2, 2026 10:03 AM
To: Sweeney, Dianne L. >
Subject: Eisenhower Health Funding Proposal

Attend the City Council Meeting this T hursday to learn m ore! To help protect you r priv acy, Microsoft Office prevented automatic download of this picture from the Internet.

Eisenhower Health Funding Proposal

1 Angelica Avila
From:Angelica Avila
Sent:Tuesday, March 3, 2026 12:44 PM
To:City Clerk
Subject:FW: Eisenhower request for 1 million funding
From: >
Sent: Monday, March 2, 2026 9:32 PM
To: Community
Subject: Eisenhower request for 1 million funding

CAUTION: This email originated outside our organization. Be cautious with any links or attachments. ________________________________

Sorry I am unable to attend the 3/5 meeting, as I will be on my way to the BNP Open.

What are the other cities contributing? Surely the 24/7 trauma surgeon availability and expanded surgical capabilities and the new CT scanner and advanced coordination with EMS will be used for all the cities Eisenhower serves, and not just IW?
1 million is a lot, and that if IW contributes, it should be in line with that of the other cities contributing. I certainly do not think IW should contribute the entire 1 million, maybe 1/4-1/2 of that.

Meanwhile what is the cost of this new surgeon and scanner?

Jean Hussey
Club Terrace Drive
IW

1 Angelica Avila
From:Angelica Avila
Sent:Tuesday, March 3, 2026 12:33 PM
To:City Clerk
Subject:FW: Eisenhower Health Funding Proposal
From: Jim Krick >
Sent: Monday, March 2, 2026 10:10 AM
To: Community
Subject: Re: Eisenhower Health Funding Proposal

CAUTION: This email originated outside our organization. Be cautious with any links or attachments. $1M initial funding? Who’s responsible to pay the trauma surgeon year-to-year? What happens to the CT scanner when it’s out-dated in 5-7 years? It looks like we have information on the initial funding but I can’t see anything about future requests.

Jim Krick

Indian Wells, CA. 92210

On Mar 2, 2026, at 12:03 PM, City of Indian Wells wrote:

1 Angelica Avila
From:M
Sent:Friday, February 20, 2026 11:48 AM
To:Toper Taylor; Brian Penna; Dana Reed; Greg Sanders; Bruce Whitman Cc:Chris Freeland; Angelica Avila
Subject:March 5, 2026 Eisenhower Hospital Funding Request for Trauma Center Upgrade CAUTION: This email originated outside our organization. Be cautious with any links or attachments.

Dear Mayor and Members of the Council:

I have taken the time to study the October 2025 staff report and materials regarding Eisenhower Health’s request to move from a Level IV Trauma Center to Level III, and ultimately to Level II. What stands out to me is not just the designation levels or the equipment. What stands out is what those levels mean when someone you love, G-d forbid, needs help, and needs it immediately.

As a 30+ year full-time resident, I raised three children in our City. I remember bringing newborns home and feeling secure knowing high-quality medical care was nearby. Over the years, our family has relied on Eisenhower in many seasons of life: for childhood issues, for unexpected emergencies, and for something much heavier, walking through cancer treatment with my spouse. Now, as I move from middle age into older years myself, the thought of having immediate access to trauma surgeons, advanced imaging, and better trauma care close to home is peace of mind.

This proposal is not about any one person or group. It is about readiness, 24 hours a day, 7 days a week. It is about whether a trauma surgeon is present at 2:00 a.m. It is about whether a CT scan happens immediately instead of after a drive that feels endless, when minutes can mean the difference between recovery and tragedy. Time is critical.

Staff reports that Eisenhower has treated more than 5,000 trauma patients since becoming a Level IV center in 2022, and nearly 100,000 people pass through its Emergency Department each year. More than 65 percent of trauma patients are age 65 or older. That is us. That is you and me, our neighbors, our friends, and our visitors. That is Indian Wells.

Even those who may never walk through the doors of the Trauma Center benefit from knowing it stands ready. Advanced medical care is not just a service; it is part of the foundation of what makes Indian Wells what it is. We prioritize quality of life. We protect not only our own families, but our neighbors and the many visitors who come to our area.

Indian Wells has a special and longstanding relationship with Eisenhower. This hospital did not simply appear; it was built through vision, philanthropy, and partnership. Supporting this upgrade advances that legacy. It reflects who we are as a community; one that values safety, preparedness, and dignity of care at every stage of life.

2 I appreciate that the City is following its policy and conducting community engagement before making a final decision. That transparency matters. I believe this is a responsible and meaningful investment.

For me, this is not just about numbers. It is not just about the comfort of knowing that when something unthinkable happens, the best possible care is close to home. It is about it being here when you get to those doors in dire need.

Thank you for your leadership and for considering this important investment in our community’s safety and well-being.

Regards,

This communication and any attachments are confidential, protected and privileged. If you receive this communication in error, please immediately notify the sender.

1 Angelica Avila
From:Robert Barna >
Sent:Monday, March 2, 2026 11:29 AM
To:City Clerk
Subject:Eisenhower Health Financing Proposal
CAUTION: This email originated outside our organization. Be cautious with any links or attachments. ________________________________

Dear City Council,
I wholeheartedly support the city’s funding of the Eisenhower Health proposal. Eisenhower Health is an invaluable part of our Desert Community.

In the linked proposal, I noticed the other desert cities were not being asked to fund the Trauma project. Are the other cities being asked to participate or only Indian Wells? The answer doesn’t change my support, but I hope they will participate in a meaningful way.

Best regards,

Robert Barna

Sent from my iPhone

1 Angelica Avila
From:Simon <>
Sent:Monday, March 2, 2026 5:53 PM
To:City Clerk
Subject:Re: Eisenhower Health Funding Proposal
Signed By:

I agree in principal to the concept. Not as keen if there will be an assessment to cover the additional cost, but if it is truly just the City putting back into the community, the concept seems good.

Other items which would be just as desirable (if we are looking for ways to spend $1m) would be:

1. Water conservation - there seems to be a LOT of water on City paths and roadways several times a day that could be rectified with more accurate watering techniques.

2. Much as we love the green lawns everywhere, has there been any discussion about either switching to clover + drought-resistant grasses (more pest resistant/ less water requirements), and/or desert-type landscapes via xeriscaping - in both public and private spaces. Can the City retroactively ban private lawns, or at very least ban any new lawn installations as a first step, and convert City lawns to more water-friendly alternatives?

3. Banning pesticides and fertilizers within City limits.

4. There seems to still be water in the washes - is Indian Wells collecting rain water and this run off for irrigation purposes?

5. Is the City actively promoting solar panel installation by its residents? Or any other “green” incentives?

6. Addressing homelessness - what else can we do to improve the situation. Setting up low-cost interim housing? Supporting job creation initiatives? Supporting food banks to try to keep people in their homes to begin with? Subsidizing property taxes/ etc. for low income individuals and families?

That is all.

Many thanks for the excellent work you do for our community every day.

Simon Robarts

On Mar 2, 2026, at 10:03 AM, City of Indian Wells wrote:

To help protect you r priv acy, Microsoft Office prevented automatic download of this picture from the Internet.

1 Angelica Avila
From:

Sent:Tuesday, March 3, 2026 8:05 PM
To:City Clerk
Subject:Eisenhower Health Funding Proposal--My Opinion
CAUTION: This email originated outside our organization. Be cautious with any links or attachments.

Here are my thoughts on the idea of giving $1,000,000 to Eisenhower.

The demographics of Indian Wells really don't support the need for a trauma center as compared to all the other remaining Valley cities. I note only 24 Indian Wells' residents went to the Trauma Center last year.

Not to say that they don't happen to the older generation, but trauma injuries mainly occur in younger people--people working high risk jobs . .firefighters, police, maintenance workers, electricians, landscapers. Unfortunately, vehicle accidents happen to everybody in all age groups, but the other cities in the Valley have a high number of these occupations.

Although stating the facts above, it undoubtedly would be reassuring to have a trauma center on the Rancho Mirage campus, closer than north Palm Springs.

But how about La Quinta, Indio chipping in and doing their part? . .those cities have many younger residents who are more apt to need a trauma center closer to home. And I don't see in your chart, where La Quinta or Indio have ever given contributions to Eisenhower.

Because Indian Wells gave $2,500,000 just a few years ago, I propose we contribute $500,000 and Eisenhower can ask La Quinta and/or Indio, to contribute the other $500,000. I don't want Indian Wells to pay full asking of $1,000,000 . .because they will undoubtedly be back for more in short order.

Indian Wells Homeowner
Trish Nelson

1 Angelica Avila
From:Vija Lochridge >
Sent:Monday, March 2, 2026 11:30 PM
To:City Clerk
Subject:Donation
CAUTION: This email originated outside our organization. Be cautious with any links or attachments.

NO ……on $1,000,000 donation to
Eisenhower!!

Lochridge

Sent from my iPad

Funding Proposal to the City of Indian Wells
Advancing the Eisenhower Health Trauma Center
Eisenhower Health respectfully requests funding support from the City of Indian Wells to advance the Eisenhower Health Trauma Center as part of a strategic, phased roadmap to higher trauma designation. This initiative strengthens emergency preparedness, improves access to life-saving care close to home, and reinforces Eisenhower’s role as a regional healthcare anchor serving Indian Wells residents and visitors alike.

Overview: Trauma Center Levels Explained
Trauma center designation reflects a hospital’s ability to treat increasingly complex injuries. Advancement occurs in defined stages:
•Level IV (Eisenhower’s Current Designation) COMPLETED
Provides 24/7 Emergency physician coverage with Advanced Trauma Life Support (ATLS) protocols and training. Provides resuscitation and stabilization and surgical and intensive care services.
•Level III (Next Milestone for Eisenhower to be completed in Spring of 2026) REQUEST Offers 24/7 trauma surgeon availability, expanded surgical capability, and enhanced coordination with EMS—allowing many serious injuries to be treated without transfer. Need for a new CT scan with advanced capabilities •Level II (Next Goal for Eisenhower to be achieved three years after Level III designation) Provides comprehensive trauma care, including specialized surgical services, trauma ICU support, and advanced diagnostics. Most trauma patients can complete their care journey at one facility.
•Level I (Similar to Level II in terms of clinical service; for academic hospitals) The highest designation, with added academic responsibilities to support research, education, and system leadership. Eisenhower Health will not seek this Trauma level
Eisenhower Health’s roadmap advances responsibly from Level IV to Level III by 2026, with future progression to Levels II, ensuring that even the most complex trauma cases can be treated at Eisenhower Health. Reducing transfers and keeping patients close to their families and support system.

ATTACHMENT #1

Use of City of Indian Wells Funds
Funds provided by the City of Indian Wells would be directed specifically toward advancing the Trauma Center capability, including:

• Infrastructure and equipment upgrades required for higher-level designation, new CT scan machine (95% of traumas require a CT scan)

City funding would complement philanthropic investments and health system resources already committed to this initiative.

Why This Initiative Matters to Indian Wells Residents
This initiative is directly aligned with the interests of Indian Wells residents for several key reasons:

Access to Life-Saving Care Close to Home
Residents rely on Eisenhower Health as their primary health care provider, including emergency situations. Advancing trauma designation reduces the need for transfers to distant facilities, improving outcomes when minutes matter.

Indian Wells Residents Patient Visits to Eisenhower Health in 2025 Type of Service Total # of Indian Wells
Patient Visits
Eisenhower Desert Orthopedic Center 1,079
Eisenhower Desert Cardiology Center 1,063
Oncology 1,091
Primary Care Traditional 818
Eisenhower 365 Primary Care 912
Urgent Care 703
Family Birth Center 2
Eisenhower Emergency Department 513

Public Safety and Emergency Preparedness
A higher-level trauma center strengthens the region’s ability to respond to medical emergencies, large-scale events, and seasonal population increases— enabling first responders and emergency clinical staff to care for more patients Protection for Residents and Visitors
Indian Wells is home to year-round residents and seasonal visitors. A robust trauma system centered at our Rancho Mirage campus ensures comprehensive care for anyone injured within or near the city.

Indian Wells Residents Using Eisenhower Trauma Center Services Number of Patients from Indian Wells Year
4 2022
45 2023
34 2024
24 2025

Summary of Contributions from Other Cities (Past Five Years) Over the past five years, Eisenhower Health has received financial support from multiple Coachella Valley cities in recognition of its role as a regional healthcare provider. Municipal contributions have supported:

• Emergency department operations
• Construction of new Annenberg Pavilion
• Technology: cath lab, telemetry system and patient monitoring system • Current Capital Campaign for the construction of Child Care Center and Cardio Vascular Institute

City

Amount Gifted

Project Funded

Year
Pledge
Years
City of Palm Desert

$ 2,500,00.00
Passion for
Excellence
Campaign -
Eisenhower
Child Care
Center
2023 Paid in full
over 3 years

$10,000,000.00
Construction of
the 232-bed
Annenberg
Pavilion
2007 Paid in full
over 3 years
City of Rancho Mirage

$ 2,000,000.00
Passion for
Excellence
Campaign -
Eisenhower
Child Care
Center
2025
Paid in full
in 1
payment

$ 2,500,00.00
Cath lab,
telemetry system
and patient
monitoring
system
2020
Paid in full
in 1
payment

$ 1,000,000.00
Construction of
the 232-bed
Annenberg
Pavilion
2018 Paid in full
over 5 years

$ 5,000,000.00
Emergency
Operations 2004
Paid in full
in 1
payment
City of Palm Springs

$ 500,000.00
Furniture, fixture
and equipment
for the Tahquitz
Infusion Center
and
Cardiovascular
Clinic
2025
2 payments
within 12-
months
starting in
December
2025
City of Indian Wells
$ 1,000,000.00 Trauma
technology 2026 Request

$ 2,500,000.00
Passion for
Excellence
Campaign –
Cardiovascular
Institute
2021
Paid in full
in 1
payment
$ 5,000,000.00 Indian Wells
Urgent Care 2005 Paid in full
over 2 years

The City of Indian Wells has long been a trusted and valued partner in advancing healthcare services that benefit the entire region. Investment in the Eisenhower Health Trauma Center represents an investment in public safety, emergency preparedness, and the well-being of Indian Wells residents and visitors.

In support of the next phase of the Trauma Center advancement, Eisenhower Health respectfully requests $1 million investment from the City of Indian Wells. This funding will directly support the trauma technology needed to purchase a new CT scan and upgrade any software necessary for the equipment in place.

We would be honored to continue this partnership as we advance trauma care through a clearly defined, responsible roadmap. Eisenhower Health welcomes any additional questions and looks forward to working collaboratively with the City of Indian Wells.

City of Indian Wells
Sponsorship and Community
Assistance Funding Policy
Amended by the Council on September 4, 2025
ATTACHMENT #2

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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:
• Clearly define the intended benefits to the City.

• Include a detailed budget and funding allocation plan.

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• 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
• 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.

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• 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 engagement activities directly. This process is intended to:

• Solicit meaningful resident feedback