CERTIFICATION
STATE OF CALIFORNIA )
COUNTY OF RIVERSIDE ) ss.
CITY OF PALM SPRINGS )
I, BRENDA PREE , City Clerk of the City of Palm Springs, h ereby certify that Resolution No. ____ is a full, true and correct copy, and was duly adopted at a regular meeting of the City Council of the City of Palm Springs on _____________, 2025, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of Palm Springs, California, this ______ day of ______________, _________.
BRENDA PREE
CITY CLERK
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ATTACHMENT B
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REV. APRIL 2025 | | JDD
CITY OF PALM SPRINGS
EME RGENCY OPE RATIONS P LAN -20 25
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City of Palm Springs Emergency Operations Plan 2025 2
Rev. 4/2025
TABLE OF CONTENTS
Promulgation Statement .............................................................................................................. 4 Enabling Resolution .................................................................................................................... 5 Plan Concurrence ....................................................................................................................... 7 Distribution List ........................................................................................................................... 9 Record of Revisions .................................................................................................................. 11 Introduction:
Introduction ............................................................................................................................ 13 Purpose ................................................................................................................................. 13 Scope ..................................................................................................................................... 13 Mission ................................................................................................................................... 14 Authority and Promulgation .................................................................................................... 14 Employees as Disaster Service Workers ................................................................................ 14 Basic Plan:
Concept of Operations ........................................................................................................... 15 Four Phases of Emergency Management .............................................................................. 15 I. Preparedness Phase ............................................................................................ 15 II. Response Phase .................................................................................................. 15 III. Recovery Phase ................................................................................................... 17 IV. Mitigation Phase ................................................................................................... 17 Public Awareness and Education ........................................................................................... 18 Access & Functional Needs (AFN) Considerations ................................................................. 18 Training and Exercises ........................................................................................................... 18 Alerts and Warnings ............................................................................................................... 19 Standardized Emergency Management System (SEMS):
I. General ................................................................................................................. 20 II. SEMS Levels ........................................................................................................ 20 III. SEMS Requirements for Local Governments ........................................................ 23 IV. City of Palm Springs’s Responsibilities Under SEMS ............................................ 23 V. SEMS EOC Organization ...................................................................................... 24 VI. Major SEMS Components .................................................................................... 24 VII. SEMS Coordination .............................................................................................. 25 National Incident Management System (NIMS):
I. General ................................................................................................................. 28 II. NIMS Components ............................................................................................... 28 III. NIMS Compliance ................................................................................................. 30 Incident Command System (ICS):
I. Func
tions of ICS ................................................................................................... 31 II. Principles of ICS ................................................................................................... 32 III. Unified Command ................................................................................................. 32 Item 1F - Page 9
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City of Palm Springs Emergency Operations Plan 2025 3
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TABLE OF CONTENTS (Continued)
City of Palm Springs Emergency Management Organization:
I. General ................................................................................................................. 33 II. Emergency Management Organization & Responsibilities .................................... 34 III. City of Palm Springs Emergency Operations Center (EOC) .................................. 35 IV. Palm Springs EOC Activation Policy ..................................................................... 37 V. Department Operations Center (DOC) ................................................................. 41 Palm Springs Continuity of Government:
I. Purpose ................................................................................................................ 43 II. Responsibilities ..................................................................................................... 43 III. Preservation of Local Government ........................................................................ 43 IV. Lines of Succession for Officials ........................................................................... 43 V. Temporary Council Meeting & Alternate Location ................................................. 44 VI. Preservation of Vital Records ................................................................................ 45 Mutual Aid:
I. Introduction ........................................................................................................... 46 II. Mutual Aid System ................................................................................................ 46 III. Mutual Aid Regions ............................................................................................... 46 IV. Mutual Aid Coordinators ....................................................................................... 46 V. Participation of Volunteer and Private Agencies .................................................... 48 VI. Policies and Procedures ....................................................................................... 48 VII. Authorities and References ................................................................................... 49 Authorities and References:
I. General ................................................................................................................. 52 II. Authorities ............................................................................................................. 53 III. References ........................................................................................................... 54 City of Palm Springs Threat Assessment & Summary ......................................................... 56
1. Major Earthquake ................................................................................................. 60
2. Major Fire/Wildland Fire ........................................................................................ 69
3. Flooding ................................................................................................................ 73
4. Dam Failure .......................................................................................................... 76
5. Hazardous Materials Incident ................................................................................ 78
6. Transportation Incident ......................................................................................... 80
7. Civil Unrest ........................................................................................................... 82
8. Terrorism .............................................................................................................. 83
9. Lands lide .............................................................................................................. 85
10. Public Health Emergencies ................................................................................... 86
11. Severe Heat Emergencies .................................................................................... 90
12. Severe Wind Emergencies.................................................................................... 92 Glossary of Key Terms .............................................................................................................. 93 Item 1F - Page 10
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City of Palm Springs Emergency Operations Plan 2025 4
Rev. 4/2025
PROMULGATION STATEMENT
The preservation of life and property is an inherent responsibility of Local, State, and F ederal Government. This document is the revised City of Palm Springs Emergency Operations Plan (EOP). This plan supersedes any previous plan(s) promulgated for this purpose. It provides a framework for the City of Palm Springs to use in performing emergency functions before, during, and after an emergency event, natural disaster, or technological incident. This EOP supports the National Incident Management System (NIMS) and the Standardized Emergency Management System (SEMS). The City of Palm Springs shall work together with Local, Tribal, Regional, State, and Federal agencies to effectively and efficiently prevent, prepare for, respond to, and recover from incidents regardless of cause, size, or complexity. The EOP supports the overall mission of the City of Palm Springs, and the Palm Springs City Council endorses and promulgates this document as the Palm Springs EOP. While no plan can prevent death and destruction, good plans carried out by knowledgeable and well-trained personnel can and will minimize losses.
The City Emergency Management Coordinator (EMC) is responsible for the development , maintenance, and exercise of the Palm Springs EOP. This plan is intended to be in accordance with all existing Federal, State and local statutes. All Federal, State, and Local laws supersede the policies and procedures listed in this plan. It will be tested, revised, and updated as required.
All recipients are requested to advise the EMC regarding any recommendations for improvement.
Concurrence of this promulgation letter constitutes the adoption of the Standardized Emergency Management System, the National Incident Management System and the EOP by the City of Palm Springs. The revised EOP for the City of Palm Springs has been reviewed and is hereby approved.
________________
Mayor, City of Palm Springs
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City of Palm Springs Emergency Operations Plan 2025 5
Rev. 4/2025
ENABLING RESOLUTION
RESOLUTION NO. _______-_______
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PALM SPRINGS ADOPTING THE PALM SPRINGS EMERGENCY OPERATIONS PLAN.
WHEREAS, the City of Palm Springs is required by State law to review its Emergency Operations Plan (the Plan) every five years; and
WHEREAS, the County of Riverside Emergency Management Division and various Cities of the County worked jointly to revise their Emergency Operations Plans; and
WHEREAS, the California Office of Emergency Services has reviewed the Plan and accepted it subject to some minor changes; and
WHEREAS, the City Council has reviewed the Plan.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Palm Springs hereby adopts the City of Palm Springs Emergency Operations Plan as presented.
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Palm Springs this _______ day of ________________, 20____.
______________________________________________
Scott Stiles, City Manager
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City of Palm Springs Emergency Operations Plan 2025 6
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City of Palm Springs Emergency Operations Plan 2025 7
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PLAN CONCURRENCE
The following list of signatures documents each department’s concurrence with this E mergency Operations Plan.
The City Manager concurs with the City of Palm Springs Emergency Operations Plan. As needed, revisions will be submitted.
Signed __________________________________________________________ (City Manager's Signature)
The Fire Department concurs with the City of Palm Springs Emergency Operations Plan. As needed, revisions will be submitted to the City Manager.
Signed __________________________________________________________ (Fire Chief’s Signature)
The Police Department concurs with the City of Palm Springs Emergency Operations Plan. As needed, revisions will be submitted to the City Manager.
Signed __________________________________________________________ (Police Chief’s Signature)
The Finance Department concurs with the City of Palm Springs Emergency Operations Plan. As needed, revisions will be submitted to the City Manager.
Signed __________________________________________________________ (Finance Director’s Signature)
The Human Resources Department concurs with the City of Palm Springs Emergency Operations Plan. As needed, revisions will be submitted to the City Manager.
Signed __________________________________________________________ (Human Resources Director’s Signature)
The Aviation Department concurs with the City of Palm Springs Emergency Operations Plan. As needed, revisions will be submitted to the City Manager.
Signed __________________________________________________________ (Aviation Director’s Signature)
The Public Works Department concurs with the City of Palm Springs Emergency Operations Plan.
As needed, revisions will be submitted to the City Manager.
Signed __________________________________________________________ (Public Works Director’s Signature)
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The Information Technology Department concurs with the City of Palm Springs Emergency Operations Plan. As needed, revisions will be submitted to the City Manager.
Signed __________________________________________________________ (Information Technology Director’s Signature)
The Parks and Recreation Department concurs with the City of Palm Springs Emergency Operations Plan. As needed, revisions will be submitted to the City Manager.
Signed __________________________________________________________ (Parks & Recreation Director’s Signature)
The Development Services Department concurs with the City of Palm Springs Emergency Operations Plan. As needed, revisions will be submitted to the City Manager.
Signed __________________________________________________________ (Development Services Director’s Signature)
The City Engineer concurs with the City of Palm Springs Emergency Operations Plan. As needed, revisions will be submitted to the City Manager.
Signed __________________________________________________________ (City Engineer’s Signature)
The City Clerk concurs with the City of Palm Springs Emergency Operations Plan. As needed, revisions will be submitted to the City Manager.
Signed __________________________________________________________ (City Clerk’s Signature)
The City Attorney concurs with the City of Palm Springs Emergency Operations Plan. As needed, revisions will be submitted to the City Manager.
Signed __________________________________________________________ (City Attorney’s Signature)
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DISTRIBUTION LIST
NAME: DEPARTMENT / DIVISION: Number of
copies:
Mayor Policy Group 1
City Council Policy Group 4
City Manager /
Director of Emergency Services Policy Group 1
Assistant/Deputy City Managers Policy Group 3
City Clerk Management 1
City Attorney Legal / Policy Group 1
Emergency Management Coordinator Management 2
Fire Chief Fire / Operations 1
Police Chief Police / Operations 1
Airport Director Aviation / Operations 2
Planning Department Planning 1
Public Works Department Operations / Planning / Logistics 1 Engineering Department Operations / Planning
Finance Department Administration and Finance 1
Procurement and Contracting Logistics / Administration 1 Human Resources Department Administration and Finance 1 Building Department Planning 1
Information Technology Department Operations / Planning 1 Community and Economic Development
Director Planning 1
Public Information Officer Management 1
Parks and Recreation Director Operations / Logistics 1
City Library Planning 1
California Emergency Management
Agency California 1
County EOC Administrator Riverside Operational Area EOC 1
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RECORD OF REVISIONS
The EOP will be reviewed annually in July to ensure that Plan elements are valid and current.
Each responsible organization or agency will review and upgrade its portion of the EOP and/or modify its SOP/EOP as required based on identified deficiencies experienced in drills, exercises or actual occurrences.
Date Section Page Numbers Entered By
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INTRODUCTION
The City of Palm Springs Emergency Operations Plan (EOP) is a flexible, multi-hazard document that addresses the City of Palm Springs planned response and recovery to extraordinary emergency situations associated with large scale disasters and emergencies. The Plan does not address normal day-to-day emergencies. Instead, the operational concepts reflected in this plan focus on potential largescale disasters that can generate unique situations requiring unusual responses and describes the roles and operations of the departments and personnel of the City of Palm Springs during a major emergency. The P lan sets forth standard operating procedures (SOP) for managing public emergencies resulting from floods, storms, earthquakes, fires, hazardous material incidents , and other natural or man -made disasters. The EOP defines and describes the emergency management organization which shall be used during emergencies.
The Plan also addresses the integration and coordination with other local, regional, state, federal, and tribal governmental organizations when required. The EOP is based on the functional elements of California’s Standardized Emergency Management Systems (SEMS) which was adopted in 1993. It outlines and uses the Firefighting Resources of California Organized for Potential Emergencies (FIRESCOPE) Incident Command System (ICS). The EOP identifies how Palms Springs fits into local, regional, state, tribal, and federal emergency response structures.
This framework conforms to the requirements of the National Incident Management System (NIMS) as mandated by the Federal Department of Homeland Security (DHS) and the Federal Emergency Management Agency (FEMA) . This EOP is not a static document and needs to be reviewed and exercised on a regular basis.
PURPOSE
The City of Palm Springs EOP addresses the city’s planned response and recovery to emergencies or major disasters. It provides an overview of operational concepts, identifies components of the city’s emergency management organization within the SEMS and NIMS, and describes the overall responsibilities of the federal, state and county entities and the City for protecting life and property and assuring the overall wellbeing of the population. Palm Springs plans for and responds to emergency events in accordance with the Riverside County Operational Area (OA) Memorandum of Understanding (MOU). This MOU ratifies local government agreements to follow the SEMS as mandated under California law.
SEMS is comprised of the emergency management organizations of cities, operational areas, OES regions, and state agencies. Within this context, local jurisdictions are responsible for directing and coordinating emergency response and recovery operations within their respective jurisdictions, while the other agencies serve primarily as support elements.
SCOPE
The EOP is a department level plan which focuses the response of appropriate personnel resources of the City of Palm Springs to a major emergency. The intent of the EOP is to provide guidance for extraordinary emergency situations. Departmental responsibilities are identified Item 1F - Page 20
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based on the hazard or threat. The EOP and organization shall be subordinate to the Riverside OA. Special Districts, i.e. school districts and tribal partners, serving the City of Palm Springs are responsible for following the plan and developing plans and standard operating procedures to fulfill their responsibilities.
MISSION
It shall be the mission of the City of Palm Springs and the emergency management organizations to respond to emergency situations in a safe and timely manner. The protection of lives, preservation of property, and protection of the environment shall be the principal goals which underscore each activity undertaken in the name of the City of Palm Springs Emergency Operations Plan.
AUTHORITY AND PROMULGATION
This shall be the official Emergency Operations Plan for the City of Palm Springs and shall supersede previous plans and shall preclude employee actions not in concert with the intent of this plan. Nothing in this plan shall be construed in a manner that limits the use of good judgment and common sense in matters not foreseen or covered by the elements of the Plan. The Plan is promulgated under the authority of the City Council and/or City Manager and is an official publication and directive of the City of Palm Springs under provisions of applicable law.
EMPLOYEES AS DISASTER SERVICE WORKERS
By State law (Government Code Section 3100), G overnment employees are Disaster Service Workers. When a disaster occurs, each employee will be expected to perform certain duties to assist the community in returning to normal as soon as possible. This plan shall be read by, and its stipulations considered binding upon, all City employees.
BASIC PLAN - CONCEPT OF OPERATIONS
Operations during peacetime and national security emergencies involve a full spectrum of activities from a minor incident, to a major earthquake, to a nuclear detonation. There are many similarities in operational concepts for peacetime and national security emergencies. Some emergencies will be preceded by a buildup or warning period, providing adequate time to warn the population and implement mitigation measures designed to reduce loss of life and property damage. Other emergencies occur with little or no advance warning and require the immediate activation of the Emergency Operations Plan and commitment of resources. All agencies must be prepared to respond promptly and effectively to any foreseeable emergency, including the provision and utilization of mutual aid.
Emergency management activities during peacetime and national security emergencies are often associated with the four emergency management phases: PREPAREDNESS, RESPONSE, RECOVERY, and MITIGATION. Not every disaster will include all four phases.
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FOUR PHASES OF EMERGENCY MANAGEMENT
I. Preparedness Phase:
The preparedness phase involves activities taken in advance of an emergency. These activities develop operational capabilities and effective responses to a disaster. These actions might include mitigation activities, emergency/disaster planning, training, exercises, and public education. Those identified in this plan as having either a primary or support mission relative to response and recovery should prepare Standard Operating Procedures (SOPs) or Emergency Operating Procedures (EOPs) and checklists detailing personnel assignments, policies, notification rosters, and resource lists. Personnel should familiarize themselves with these SOPs/EOPs and checklists through periodic training.
Increased Readiness:
Increased readiness actions will be initiated by the receipt of a warning or the observation that an emergency is imminent or likely to occur soon. Actions to be accomplished include, but are not limited to:
• Review and update of emergency plans, SOPs/EOPs, and resource listings. • Dissemination of accurate and timely emergency public information. • Accelerated training of permanent and auxiliary staff. • Inspection of critical facilities.
• Recruitment of additional staff and Disaster Services Workers. • Mobilization of resources.
• Testing warning and communications systems.
II. Response Phase:
Pre-Emergency:
When a disaster is inevitable, actions are precautionary and emphasize protection of life and property. Typical responses include:
• Evacuation of threatened populations to safe areas.
• Advising threatened populations of the emergency and apprising them of safety measures. • Advising the Riverside County Operational Area of the emergency. • Identifying the need for mutual aid and requesting such through the appropriate channels. • Proclamation of a Local Emergency by local authorities.
Emergency Response:
During this phase, emphasis is placed on saving lives and property, control of the situation, and minimizing further effects due to the disaster. Immediate response is accomplished within the affected area by local government agencies and segments of the private sector. One of the following conditions will apply to the City during this phase:
• City is either minimally impacted or not impacted at all.
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• The city is requested to provide mutual aid to another jurisdictions. • Situation can be controlled without mutual aid assistance from outside the City. • Mutual aid from outside the City is required.
• Evacuations of portions of the City are required due to the threat.
The emergency management organization will give priority to the following operations:
• Dissemination of accurate and timely emergency information and warning to the public. • Situation analysis.
• Resource allocation and control.
• Evacuation and rescue operations.
• Medical care operations.
• Coroner operations.
• Care and shelter operations.
• Access and perimeter control.
• Public health operations.
• Restoration of vital services and utilities.
When local resources are committed and additional resources are required, requests for mutual aid will be initiated through the Riverside County Operational Area. Fire and law enforcement agencies will request or render mutual aid directly through established channels. Any action which involves financial commitment by the city or a request for military assistance must be authorized by the appropriate local official.
Depending on the severity of the emergency, a l ocal emergency may be proclaimed, the local Emergency Operating Center (EOC) may be activated, and Riverside County Operational Area may be advised. The California Office of Emergency Services (Cal OES) may request a gubernatorial proclamation of a State of Emergency . Should a State of Emergency be proclaimed, state agencies will, to the extent possible, respond to requests for assistance.
These activities will be coordinated with Cal OES and Riverside EMD.
Cal OES may also activate the State Operations Center (SOC) in Sacramento to support Cal OES Regions, state agencies , and other entities in the affected areas and to ensure the effectiveness of California’s SEMS. The State Regional EOC (REOC) in Los Alamitos, or an alternate location, will support the Riverside County Operational Area.
If the Governor requests and receives a Presidential declaration of an Emergency or a Major Disaster under Public Law 93- 288, they will appoint a State Coordinating Officer (SCO). The SCO and an appointed Federal Coordinating Officer (FCO) will coordinate and control state and federal recovery efforts in support of local operations. All emergency response efforts and initial recovery support will be coordinated by the REOC.
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Sustained Emergency:
In addition to ongoing protection or life and property, mass care, relocation, registration of displaced persons, and damage assessment operations will be initiated.
III. Recovery Phase:
As soon as possible, Cal OES operating through the SCO, will bring together representatives of Federal, State, County, and City agencies, as well as representatives of the American Red Cross and other non-governmental agencies, to coordinate the implementation of assistance programs and establishment of support priorities. Local Assistance Centers (LACs) , Disaster Assistance Centers (DACs), or telephonic centers may also be established, providing a "one-stop" service to initiate the process of receiving federal, state and local recovery assistance.
The recovery period has major objectives that include:
• Reinstatement of family autonomy.
• Access to essential public services.
• Permanent restoration of private and public property. • Identification of residual hazards.
• Plans to identify and mitigate future hazards.
• Recovery of costs associated with response and recovery efforts.
IV. Mitigation Phase:
Mitigation includes activities that provide a critical foundation in the effort to reduce the loss of life and property from natural or manmade disasters . Mitigation is accomplished by avoiding or lessening the impact of a disaster. Mitigation seeks to break the cycle of disaster damage, reconstruction, and repeated damage. Mitigation efforts occur both before and following disaster events. Post disaster mitigation is part of the recovery process. Mitigation tools include:
• Local ordinances and statutes. (Zoning Ordinance, Building Codes and Enforcement, etc.) • Structural measures. (Levees, Embankments etc.)
• Tax levy or abatements.
• Public information and community relations.
• Land use planning.
• Professional training.
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PUBLIC AWARENESS AND EDUCATION
The public's response to an emergency is based on an understanding of the nature of the emergency, its potential hazards, the likely response of emergency responders, and knowledge of what individuals and groups should do to increase their chances of survival and recovery. Pre- disaster awareness and education programs must be viewed as important. These programs help citizens help themselves in an emergency. The programs the City currently has are the Community Emergency Response Team (CERT) training and presentations available upon request.
ACCESS & FUNCTIONAL NEEDS (AFN) CONSIDERATIONS
FOR LOCAL GOVERNMENT
Emergency preparedness, response, and recovery programs must be made accessible to people with disabilities and is required by the Americans with Disabilities Act of 1990 (ADA). Disabilities include, but are not limited to mobility, vision, hearing, cognitive disorders, mental illnesses, and language barriers.
Included in the City’s planning efforts for those with disabilities are:
• Notification and warning procedures.
• Evacuation considerations.
• Emergency transportation issues.
• Sheltering requirements.
• Accessibility to medications, refrigeration and backup power. • Accessibility to mobility devices or service animals while in transit or at shelter. • Accessibility to information.
TRAINING AND EXERCISES
The Palm Springs emergency management organization will conduct regular training and exercises with the city staff in the use of this plan and other specific training as required for compliance with both SEMS and NIMS. The Emergency Management Coordinator is responsible for coordinating, scheduling, and documenting the training and exercises. The objective is to train and educate public officials, emergency response personnel, and volunteers. Both training and exercises are important components to prepare personnel for managing disaster operations.
Training includes classroom instruction, drills, and exercises. All staff who may operate in the EOC during emergency response must receive appropriate SEMS/NIMS/ICS training. Cal OES maintains a matrix for specific SEMS/NIMS/ICS classes and target audiences. Regular exercises are necessary to maintain the readiness of operational procedures. Exercises provide personnel with an opportunity to become thoroughly familiar with the procedures, facilities, and systems that will be used in an emergency. Annual exercises are required by both SEMS and NIMS. There are Item 1F - Page 25
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several forms of exercises to include seminars, workshops, tabletop exercises, drills, functional exercises, and full-scale exercises.
ALERTS AND WARNINGS
Warning is the process of alerting Government agencies and the general public to a threat or hazard. Depending on the nature of the threat and the population groups at risk, warnings can originate at any level of Government. Success in saving lives and property depends on the timely dissemination of warning and emergency information to persons in threatened areas. Local Government is responsible for warning its citizens.
The City of Palm Springs currently utilizes Everbridge as its mass notification system for disseminating information to the public as well as for internal emergency notifications. Requests for notifications can be found on the city’s emergency management website. The City also has an AM radio station, AM 1690, that broadcasts information and messaging on a loop. This AM radio can be used to broadcast emergency information such as notices of evacuation, shelter in place, or anything the City deems appropriat e for the particular disaster at the direction of the City Manager or designee. The AM station can be broadcast live through a specific set of dial in instructions.
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STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS)
I. GENERAL:
In an emergency, governmental response is an extraordinary extension of responsibility and action, coupled with normal day -to-day activity. Normal governmental duties will be maintained, with emergency operations carried out by those agencies assigned specific emergency functions.
The Standardized Emergency Management System (SEMS) was adopted by resolution number 6715, July 16, 1996 by the City of Palm Springs for managing response to multi-agency and multi- jurisdiction emergencies and to facilitate communications and coordination between all levels of the system and among all responding agencies. Chapter 1 of Division 2 of Title 19 of the California Code of Regulations establishes the standard response structure and basic protocols to be used in emergency response and recovery. SEMS incorporates the use of the Incident Command System (ICS), the Master Mutual Aid Agreement and existing mutual aid systems, the Operational Area Concept, and multi -agency or inter -agency coordination. Local Governments must use SEMS to be eligible for funding of their personnel -related costs under state disaster assistance programs.
The National Incident Management System (NIMS) was adopted by the State of California and is integrated into the existing SEMS. NIMS is further discussed in the next section. SEMS consists of five levels: Field Response, Local Government, Operational Areas (countywide), Cal OES Mutual Aid Regions, and State Government.
II. SEMS LEVELS:
Field Response Level:
The field response level is where emergency response personnel and resources, under the command of an appropriate authority, carry out tactical decisions and activities in direct response to an incident or threat. SEMS regulations require the use of the Incident Command System (ICS) at the field response level of an incident. The ICS field functions to be used for emergency management are C ommand, Operations, Planning/Intelligence, Logistics, and Finance/Administration.
Local Government Level:
Local Governments include cities, counties, and special districts. Local G overnments manage and coordinate the overall emergency response and recovery activities within their jurisdiction.
Local Governments are required to use SEMS when their emergency operations center is activated, or a local emergency is proclaimed in order to be eligible for state funding of response-related personnel costs.
Local Governmental Levels shall provide the following functions: Management, Operations, Planning/Intelligence, Logistics, and Finance/Administration. Local jurisdictions are responsible for overall direction of personnel and equipment provided for emergency operations through mutual aid (Government Code Section 8618).
All Local Governments are responsible for coordinating with other Local Governments, the Field Response Level and the Operational Area. Local G overnments are also responsible for providing mutual aid within their capabilities.
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Operational Area:
Under SEMS, the Operational Area is defined in the Emergency Services Act as an intermediate level of the state's emergency services organization consisting of a county and all political subdivisions within the county area. Political subdivisions include cities, a city and county, counties, district or other local governmental agency, or public agency as authorized by law.
The Operational Area is responsible for:
• Coordinating information, resources and priorities among local governments within the Operational Area.
• Coordinating information, resources and priorities between the R egional Level and the Local Government Level.
• Using multi- agency or inter -agency coordination to facilitate decisions for overall Operational Area Level emergency response activities.
SEMS regulations specify that all local governments within a county geographic area be organized into a single Operational Area and that the county board of supervisors is responsible for its establishment. On July 5, 1995, the Riverside County Board of Supervisors adopted a formal resolution establishing the Riverside County Operational Area, which includes the City of Palm Sp rings. County Ordinance #533.5 (revised 9/22/2005) is the current document describing disaster related processes within Riverside County. The Riverside County Emergency Management Division (EMD) is the coordinating agency for the Riverside County Operational Area. The cities and districts within Riverside County are represented on the Operational Area Planning Committee (OAPC) which meets quarterly.
When the Riverside County Operational Area EOC is activated, the Riverside County EMD is designated by County Ordinance; it is the Operational Area Coordinator and has the overall responsibility for coordinating and supporting emergency/disaster operations within the County.
The Operational Area is the focal point for information sharing and support requests by cities within the County. The Operational Area Coordinator and supporting staff constitutes the Operational Area Emergency Management S taff. The Operational Area staff submits all requests for support that cannot be obtained within the County, and other relevant information, to Cal OES Southern Region, Mutual Aid Region VI. The Riverside County EOC will fulfill the role of the Operational Area EOC. Activation of the Operational Area EOC during a State of Emergency or a Local Emergency occurs under SEMS regulations under the following conditions:
• A local government within the O perational Area has activated its EOC and requested activation of the Operational Area EOC to support their emergency operations. • Two or more cities within the Operational Area have proclaimed a local emergency. • The county and one or more cities have proclaimed a local emergency. • A city or the county has requested a governor's proclamation of a state of emergency, as defined in the Government Code Section 8558(b).
• A state of emergency is proclaimed by the governor for the county or two or more cities within an Operational Area.
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• The Operational Area is requesting resources from outside its boundaries. This does not include resources used in normal day -to-day operations which are obtained through existing mutual aid agreements.
• The Operational Area has received resource requests from outside its boundaries. This does not include resources used in normal day -to-day operations which are obtained through existing mutual aid agreements.
Regional Level:
Because of its size and geography, the state has been divided into six mutual aid regions. The purpose of a mutual aid region is to provide for the more effective application and coordination of mutual aid and other emergency related activities. Cal OES has also established three Administrative Regions: Coastal, Inland and Southern. These Administrative Regions are the means by which Cal OES maintains day-to-day contact with emergency services organizations at lower levels . Each Cal OES Administrative Regio n is then subdivided into Mut ual Aid Regions. In SEMS, the Regional Level manages and coordinates information and resources among Operational Areas within the mutual aid region and between the Operational Areas and the State Level. The Regional Level also coordinates overall state agency support for emergency response activities within the region.
The City of Palm Springs is within Cal OES Southern Administrative Region and for Mutual Aid is in Region VI.
State Level:
The State Level of SEMS manages state resources in response to the emergency needs of the other levels and coordinates mutual aid among the mutual aid regions and between the Regional and State Levels. The State Level also serves as the coordination and communication link between the State and Federal Disaster Response System.
Federal Level:
Department of Homeland Security:
The Homeland Security Act of 2002 established the Department of Homeland Security (DHS) to prevent terrorist attacks with the United States; reduce the vulnerability of the United States to terrorism, natural disasters, and other emergencies; and minimize the damage and assist in the recovery from terrorist attacks, natural disasters, and other emergencies.
Federal Emergency Management Agency:
The Federal Emergency Management Agency (FEMA) serves as the main Federal Government contact during disasters and national security emergencies. In a disaster, different Federal agencies may be involved in the response and recovery operations.
Federal Disaster A ssistance is organized under the concept of the Emergency Support Functions (ESFs) as defined in the National Response Framework. All contact with FEMA and other Federal agencies must be made through the Operational Area during the response phase. During the recovery phase, there may be direct city contact with FEMA and other Federal agencies.
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III. SEMS REQUIREMENTS FOR LOCAL GOVERNMENTS:
The City of Palm Springs will comply with SEMS regulations in order to be eligible for state funding of response-related personnel costs and will:
• Use SEMS when a local emergency is declared or proclaimed, or the Local Government EOC is activated.
• Establish coordination and communications with Incident Commanders directly to the EOC, when activated.
• Use existing mutual aid systems for coordinating fire and law enforcement resources. • Establish coordination and communications between the City of Palm Springs’s EOC when activated, and any state or local emergency response agency having jurisdiction at an incident within the city's boundaries.
• Use multi- agency or inter -agency coordination to facilitate decisions for overall L ocal Government Level Disaster/Emergency Response activities.
The requirement to use SEMS includes:
• Fulfilling management and coordination role of Local Government. • Providing for the five essential SEMS functions of Management, Operations, Planning/Intelligence, Logistics, and Finance/Administration.
IV. CITY OF PALM SPRINGS’S RESPONSIBILITIES UNDER SEMS:
The development of SEMS will be a cooperative effort of all departments and agencies within the City of Palm Springs with an emergency response role. The Emergency Management Coordinator has the lead staff responsibility for SEMS development, compliance, and planning with responsibilities for:
• Communicating information within the City of Palm Springs on SEMS requirements and guidelines.
• Coordinating SEMS development and implementation among departments and agencies. • Incorporating SEMS into the City of Palm Springs’s plans and procedures. • Incorporating SEMS into the City of Palm Springs’s emergency ordinances, agreements, memorandum of understandings, etc.
• Identification of special districts that operate or provide services within the boundaries of the City of Palm Springs. The disaster/emergency role of these special districts should be determined, and provisions made for coordination during emergencies. • Identification of local volunteer and private agencies that have an emergency response role.
The City of Palm Springs will participate in the Riverside County Operational Area organization and system for coordination and communication within the Operational Area. All city staff who may participate in emergencies in the EOC must receive appropriate SEMS training as required Item 1F - Page 30
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by SEMS regulations. In addition to the training, the City of Palm Springs ensures that EOC staff participates regularly in emergency management exercises to improve preparedness, response and recovery activities.
V. SEMS EOC ORGANIZATION:
SEMS regulations require Local Governments to provide five essential SEMS functions of Management, Operations, Planning/Intelligence, Logistics, and Finance/Administration. These functions are the basis for structuring the EOC organization.
• Management is responsible for overall emergency policy and coordination through the joint efforts of governmental agencies and private organizations. • Operations is responsible for coordinating all jurisdictional operations in support of the emergency response through implementation of the Local Government’s EOC Action Plan.
• Planning/Intelligence is r esponsible for collecting, evaluating and disseminating information; developing the City of Palm Springs’s EOC Action Plan and After Action/Corrective Action Report in coordination with other functions; and maintaining documentation.
• Logistics is responsible for providing facilities, services, personnel, equipment and materials.
• Finance/Administration is r esponsible for financial activities and other administrative aspects.
The EOC organization should include representatives from special districts, volunteer agencies, and private agencies with significant response roles.
VI. MAJOR SEMS COMPONENTS:
Organization Flexibility - Modular Organization:
The five essential SEMS functions will be established as “sections” within the EOC, and all other functions will be organized as branches, groups, or units within sections. The types of activated functions and their relationship to one another will depend upon the size and nature of the incident. Only those functional elements that are required to meet current objectives will be activated. Those functions which are needed but not staffed will be the responsibility of the next higher element in the organization.
Management of Personnel - Hierarchy of Command and Span-of-Control:
The position title "coordinator" refers to the lead person of each organizational element in the EOC. The term coordinator is used because the role of EOC elements is to coordinate. Each activated function will have a person in charge of it, but a supervis or may oversee more than one functional element. Every individual will have a supervisor and each supervisor will generally be responsible for no more than seven employees, with the ideal span-of-control being three to five persons. To assist with maintaining proper span-of-control, the EOC Director, and Item 1F - Page 31
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General Staff positions may assign Deputies. Deputies have the same authorities as the position that assigns them.
Coordinators for Operations, Planning/Intelligence, Logistics and Finance/Administration constitute the EOC General Staff. The General Staff are responsible for:
• Overseeing the internal functioning of their section. • Interacting with each other, management, and other entities within the EOC ensure the effective functioning of the EOC organization.
EOC Action Plans:
At Local, Operational Area, Regional, and State Levels, the use of EOC Action Plans provide designated personnel with knowledge of the objectives to be achieved and the steps required for achievement.
Action Plans not only provide direction, but they also serve to provide a basis for measuring achievement of objectives and overall system performance. Action planning is an important management tool that involves:
• A process for identifying priorities and objectives for emergency response or recovery efforts.
• Documentation of the priorities and objectives, the tasks and personnel assignments associated with meeting them.
The action planning process should involve Management and General Staff along with other EOC elements, special district representatives , and other agency representatives as needed.
The Planning/Intelligence Section is responsible for coordinating the development of the Action Plan and for facilitation of action planning meetings.
Action Plans are developed for a specified operational period which may range from a few hours to 24 hours. The operational period is determined by first establishing a set of priority actions that need to be performed. A reasonable time frame is then established for accomplishing those actions. The Action Plans need not be complex but should be sufficiently detailed to guide EOC elements in implementing the priority actions.
VII. SEMS COORDINATION:
Multi-Agency or Inter-Agency Coordination at the Local Government Level:
Emergency response is coordinated at the EOC through representatives from city departments and agencies, outside agencies, volunteer agencies and private organizations.
Multi-agency or inter-agency coordination is important for:
• Establishing priorities for response.
• Allocating critical resources.
• Developing strategies for handling multi-agency response problems. • Sharing information.
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• Facilitating communications.
Coordination with the Field Response Level:
Coordination among SEMS levels is clearly necessary for effective emergency response. In a major disaster/emergency, the City of Palm Springs’s EOC may be activated to coordinate the overall response while the Incident Command System is used by field responders. Incident Commanders may report to department operations centers (DOCs) which in turn will coordinate with the EOC. In some jurisdictions Incident Commanders may report directly to the EOC, usually to their counterpart in the Operations Section. When the EOC is directly overseeing Incident Command teams, the EOC is operating in a centralized coordination and direction mode. Another scenario for the EOC Area Command interaction would be the occurrence of several similar type incidents located in proximity but in different jurisdictions. A Unified Area Command may be established to oversee Incident Commands operating in general proximity to each other. The Unified Area Command would coordinate with activated Local Government EOCs.
Coordination with Riverside County Operational Area Level:
Coordination and communications should be established between The Palm Springs EOC and the Operational Area EOC. The communications form of communication may change based on type of incident but includes radio, phone, email, satellite communication, runner etc. Riverside County uses an Operational Area Multi -Agency Coordinating System (MACS) concept when developing response and recovery operations. When and where possible, the County will include jurisdictional representatives in planning for jurisdictional support.
Coordination with Special Districts:
Special districts are defined as L ocal Governments in SEMS. The E mergency Response role of Special Districts is generally focused on normal services. During disasters, some types of Special Districts will be more extensively involved in the Disaster/E mergency Response by assisting other L ocal Governments. Coordination and communications should be established among Special Districts who are involved in D isaster/Emergency Response, other L ocal Governments and the Operational Area.
Coordination with Volunteer and Private Agencies:
Depending upon the circumstances of the incident, either the Palm Springs EOC or the Riverside County Operational Area EOC will be the focal point for coordination of response activities with many non -governmental agencies. The City of Palm Springs’s EOC should establish communications with private and volunteer agencies providing services to the City . (American Red Cross, the Gas Company, Southern California Edison, Disaster Communications Services, etc.)
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NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS)
I. GENERAL:
In addition to SEMS, the City of Palm Springs adopted the National Incident Management System (NIMS) (Resolution 21683, July 19, 2006) and has incorporated the NIMS concepts into the city’s EOP, training and exercises. The NIMS integrates existing best practices into a consistent, nationwide approach to domestic incident management that is applicable at all jurisdictional levels and across functional disciplines in an all -hazards context. The NIMS is a system that was mandated by Homeland Security Presidential Directive-5 (HSPD-5). NIMS provides a consistent, nationwide approach for f ederal, state, local, tribal governments, the private sector, and n on- governmental organizations to work effectively and efficiently together to prepare for, respond to, and recover from domestic incidents, regardless of cause, size or complexity. To provide for interoperability and compatibility among federal, state, local, and tribal capabilities, the NIMS includes a core set of concepts, principles, and terminology. HSPD-5 identifies these as the ICS, multi-agency coordination systems; training, identification and management of resources, qualification and certification, and the collection, tracking, and reporting of incident information and incident resources.
II. NIMS COMPONENTS:
Six major components make up this systems approach. The following discussion provides a synopsis of each major component of the NIMS, as well as how these components work together as a system to provide the national framework for preparing for, preventing, responding to, and recovering from domestic incidents, regardless of cause, size, or complexity.
Command and Management:
NIMS standard Incident Command structures are based on three key organizational systems:
• Incident Command System (ICS) is a standardized, on scene , all- hazard incident management concept. Its organizational structure allows its users to match the complexities and demands of single or multiple incidents without being hinders by jurisdictional boundaries.
• Multi-Agency Coordination Systems (MACS) provides coordination for incident prioritization, critical resource allocation, communications systems integration and information coordination. These systems include facilities, equipment, emergency operation centers (EOCs), personnel, procedures and communications. • Public Information Systems refer to processes, procedures, and systems for communicating timely and accurate information to the public during crisis or emergency situations.
Preparedness:
Effective incident management begins with a host of preparedness activities conducted on a "steady-state" basis, well in advance of any potential incident. Preparedness involves an integrated combination of planning, training, exercises, personnel qualification and certification standards, equipment acquisition, mutual aid, and publication management processes and activities.
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• Planning - Plans describe how personnel, equipment, and other resources are used to support incident management and emergency response activities. Plans provide mechanisms and systems for setting priorities, integrating multiple entities and functions, and ensuring that communications and other systems are available and integrated in support of a full spectrum of incident management requirements. • Training - Training includes standard courses on multi-agency Incident Command and Management, organizational structure, and operational procedures, discipline specific and agency specific incident management courses, and courses on the integration and use of supporting technologies.
• Exercises - Incident management organizations and personnel must participate in realistic exercises including multi -disciplinary, multi -jurisdictional, and multi- sector interaction to improve integration and interoperability and optimize resource utilization during incident operations.
• Personnel Qualification and Certification Standards - Qualification and certification activities are undertaken to identify and publish national level standards and measure performance against these standards to ensure that incident management and emergency responder personnel are appropriately qualified and officially certified to perform NIMS related functions.
• Equipment Acquisition - Incident management organizations and emergency responders at all levels rely on various types of equipment to perform mission essential tasks. A critical component of operational preparedness is the acquisition of equipment that will perform to certain standards, including the capability to be interoperable with similar equipment used by other jurisdictions.
• Mutual Aid – Mutual aid agreements are the means for one jurisdiction to provide resources, facilities, services, and other required support to another jurisdiction during an incident. Each jurisdiction should be party to a mutual aid agreement with appropriate jurisdictions from which they expect to receive or to which they expect to aid during an incident.
• Publications Management - Publications management refers to forms and forms standardization, developing publication materials, administering publications, managing the publication and promulgation of documents, and exercising control over sensitive documents, and revising publications when necessary.
Resource Management:
The NIMS defines standardized mechanisms and establishes requirements for processes to describe, inventory, mobilize, dispatch, track, and recover resources over the life cycle of an incident.
Communications and Information Management:
The NIMS identifies the requirement for a standardized framework for communications, information management (collection, analysis, and dissemination), and information sharing at all levels of incident management.
• Incident Management Communications - Incident management organizations must ensure that effective, interoperable communications processes, procedures, and systems exist to support a wide variety of incident management activities across agencies and jurisdictions.
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• Information Management - Information management processes, procedures, and systems help ensure that information, including communications and data, flows efficiently through a commonly accepted architecture supporting numerous agencies and jurisdictions responsible for managing or directing domestic incidents, those impacted by the incident, and those contributing resources to the incident management effort. Effective information management enhances incident management and response and helps ensure that crisis decision making is better informed.
Supporting Technologies:
Technology and technological systems provide supporting capabilities essential to implementing and continuously refining the NIMS. These include voice and data communications systems, information management systems (i.e., record keeping and resource tracking), and data display systems. Also included are specialized technologies that facilitate ongoing operations and incident management activities in situations that call for unique technology-based capabilities.
Ongoing Management and Maintenance:
This component establishes an activity to provide strategic direction for and oversight of the NIMS, supporting both routine review and the continuous refinement of the system and its components over the long term.
III. NIMS COMPLIANCE:
The State of California’s NIMS Advisory Committee issued “California Implementation Guidelines for the National Incident Management System, 2006” to assist state agencies, local governments, tribes, and special districts to incorporate NIMS into already existing programs, plans, training, and exercises. The City of Palm Springs is following this document in addition to the NIMS Implementation and Compliance Guidance issued by FEMA to ensure NIMS compliance.
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INCIDENT COMMAND SYSTEM (ICS)
The Incident Command System (ICS) is the practice used in the field response to emergencies.
It has its roots in the handling of California wildfires. It evolved through several names and procedures to what it is today. When the California legislature adopted the Standardized Emergency Management System (SEMS), it wisely incorporated ICS as an integral part. Years later when FEMA was designing the National Incident Management System (NIMS), they drew heavily on SEMS and incorporated ICS. The System is adaptable to all types of emergency situations as well as non- emergencies. Some governmental agencies use ICS for such preplanned activities as parades, Sports tournaments and political rallies.
I. FUNCTIONS OF ICS:
There are five function of the Incident Command System organization: Command, Operations, Planning, Logistics, and Finance:
• Command is responsible for directing, and/or controlling resources by virtue of explicit legal, agency, or delegated authority. It includes the Incident Commander (IC) who is responsible for the overall management of the incident. The C ommand function also includes the Information Officer, Liaison Officer and Safety Officer. • Operations is responsible for the coordinated tactical response of all field operations directly applicable to or in support of the mission(s) in accordance with the Incident Action Plan. Operations develops the operations Portion of the Incident Action Plan, reques ts resources to support tactical operations, maintains close communications with the Incident Commander and ensures safer tactical operations. The O perational function includes branches, divisions, groups and air operations personnel. • Planning is responsible for the collection, evaluation, documentation and use of information about the development of the incident. The planning function includes the resource unit, situation unit, documentation unit, and demobilization unit. • Logistics is responsible for providing facilities, services, personnel, equipment and tracking the status of resources and materials in support of the incident. The logistics function includes the supply unit, ground support unit, Communications unit, food unit, and medical unit.
• Finance is responsible for all financial and cost analysis aspects of the incident, and/or any administrative aspects not handled by the other functions. The Finance function includes the time unit, procurement unit, compensation/claims unit and the cost unit.
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II. COMPONENTS OF ICS:
The System’s organizational structure adapts to any emergency or incident to which emergency response agencies would expect to respond. Components of ICS are:
• Common Terminology
• Modular Organization
• Unified Command Structure
• Consolidated Action Plans
• Manageable Span of Control
• Predesigned Incident Facilities
• Comprehensive Resource Management
• Integrated Communications
Common titles for organizational functions, resources and facilities within ICS are used. The organizational structure is developed based on the type and size of an incident. Staff builds from the top down as the incident grows, with responsibility and performance placed initially with the Incident Commander (IC). All incidents will have the five functions. In the initial stages, the IC may be performing all five. Then, as the incident grows, each function may be established as a section with several units under them.
III. UNIFIED COMMAND:
Unified Command structure is a unified team that allows all agencies with responsibility to manage an incident by establishing a common set of objectives and strategies. In some incidents, several organizations may share response authority. ICS has the advantage of combining local, county, regional, state and federal agencies into the same organizational system, maximizing coordination of response activities and avoiding duplication of effort. A structure called Unified Command (UC) allows the IC position to be shared among several agencies and organizations that maintain jurisdiction. UC members retain their original authority but work to resolve issues in a cooperative fashion to enable a more efficient response and recovery. In a large incident involving multiple jurisdictions and/or regional, state and f ederal response partners, a UC may replace a single organization IC. Each of the four primary ICS sections may be further subdivided, as needed. In smaller situations, where additional persons are not required, the IC will directly manage all aspects of the incident organization.
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CITY OF PALM SPRINGS EMERGENCY MANAGEMENT
ORGANIZATION
I. GENERAL:
The city of Palm Springs conducts all emergency management functions in accordance with Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). This section establishes policies and procedures and assigns responsibilities to ensure the effective management of emergency operations. It provides information on the City of Palm Springs’s emergency management structure. During an emergency, the City has the responsibility to manage and coordinate the overall emergency response and recovery activities.
The Emergency Management Coordinator along with each department head is responsible for ensuring critical staff are identified and trained at a level enabling effective execution of existing response policies, plans and procedures.
Concept of Operations:
The City’s emergency management organization (emergency response and recovery) will be directed by the City Manager who serves as the Director of Emergency Services/EOC Director.
The Director of Emergency Services is responsible to the City Council. The Di rector of Emergency Services has the overall responsibility for the implementation of this Emergency Operations Plan (EOP) including activation and deactivation of the EOC. Palm Springs will respond to an emergency or disaster incident in one of three ways: decentralized coordination and direction, centralized coordination and decentralized direction, or centralized coordination and direction.
Decentralized Coordination and Direction:
This method will most likely be used for a minor to moderate incident where local resources are adequate and available. A Local Emergency may or may not be proclaimed. The City EOC may or may not be activated. Off-duty personnel may be recalled.
Centralized Coordination and Decentralized Direction:
This method will most likely be used for a moderate to severe emergency where local resources may not be adequate and mutual aid may be required on a regional or even statewide basis.
Key management level personnel from the principal involved agencies will co-locate in a central location to provide jurisdictional or multi -jurisdictional coordination. The EOC should be activated. Off-duty personnel may be recalled. A Local Emergency will be declared, and a State of Emergency may be proclaimed.
Centralized Coordination and Direction:
This method will most likely be used for a major local or regional disaster where resources in or near the impacted area are overwhelmed and extensive state and/or federal resources are required. A Local Emergency and a State of Emergency will be proclaimed, and a Presidential Declaration of an Emergency or Major Disaster will be requested. All response and early recovery activities will be conducted from the EOC. All off-duty personnel will be recalled.
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II. EMERGENCY MANAGEMENT ORGANIZATION AND RESPONSIBILITIES:
The City of Palm Springs operates under the SEMS and NIMS. The City of Palm Springs emergency response will be directed by the City Manager who serves as the Director of Emergency Services/EOC Director. The Director is responsible to the City Council and Disaster Council per Chapter 2.20 of Palm Springs’s Municipal Code. The Director is responsible for implementing the Emergency Operations Plan (EOP). While serving as the Director during an actual emergency, this position will be referred to as the EOC Director.
The Director of Emergency Services/EOC Director is supported by the emergency management organization and has overall responsibility for:
• Organizing, staffing, and operating the Emergency Operations Center (EOC). • Operating communications and warning systems.
• Providing information and guidance to the public.
• Maintaining information on the status of resources, services, and operations. • Directing overall operations.
• Obtaining support for the City of Palm Springs and providing support to other jurisdictions as required.
• Identifying and analyzing potential hazards and recommending appropriate countermeasures.
• Collecting, evaluating, and disseminating damage assessment and other essential information.
• Providing status and other reports to the Riverside County Operational Area via City EOC (City EOC activated) or Police/Fire Communications Center (City EOC not activated).
Riverside County Operational Area Provision of Assistance to Cities:
When a disaster or emergency occurs, a city will normally use its own internal assets to provide emergency services. If a city’s internal assets are not adequate to provide required services, the city will normally make a request to an adjoining jurisdiction for prearranged mutual aid. If mutual aid is not available due to a lack of communications, lack of an existing system, or the city has been so devastated that managers are not sure of what steps to take, a request for Operational Area support will be made to the Operational Area via the City Emergency Management Coordinator, On-Duty Battalion Chief or On-Duty Watch Commander.
Riverside Emergency Management Division ( EMD) will enter the request into Resource Information Management System (RIMS) and forward it to the appropriate agency or the County Emergency Operations Center (CEOC) Planning/Intelligence Section if there is a question about which agency should get the request.
CEOC staff will analyze the request and the appropriate lead department CEOC representative will forward the request over EMIS to the departmental EOC. Final resolution of the request may be handled by a lead or support department or may require that the Operational Area Mutual Aid Coordinator to go to other Operational Areas for assistance.
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The furnishing department will directly inform the requesting city of the status of the request and provide update information to the CEOC in a periodic Situation Report. Existing mutual aid agreements and financial protocols will be followed.
Mutual Aid Region Emergency Management Organization:
The City of Palm Springs is within Cal OES Mutual Aid Region VI and the Cal OES Southern Administrative Region. The primary mission of Southern Region's emergency management organization is to support Operational Area response and recovery operations, to coordinate non-law and non- fire Mutual Aid Regional response, and recovery operations through the Regional EOC (REOC).
State Emergency Management:
The Governor, through Cal OES and its Mutual Aid Regions, will coordinate statewide operations to include the provision of mutual aid and other support to local jurisdictions and the redirection of essential supplies and other resources as required. The OES Director, assisted by State agency directors and their staffs and identified volunteer agency staff, will constitute the State Emergency Management Staff.
Palm Springs requests for Mutual Aid:
The City of Palm Springs requests all mutual aid (except fire and law) through the Riverside County Operational Area via the City EOC (City EOC activated) or Police/Fire Communications Center (City EOC not activated). The Riverside County Operational Area then requests law enforcement, public works, emergency managers or other mutual aid through its regular channels. Fire mutual aid is coordinated through the designated Regional Fire Coordinator via the City’s Fire Chief , Deputy Chief, On-Duty Battalion Chief , or Logistics Officer at Station 2 during a widescale incident. Mutual aid during local emergencies will be requested by the Fire Department Incident Commander.
III. CITY OF PALM SPRINGS EMERGENCY OPERATIONS CENTER (EOC):
Day-to-day operations are conducted from the departments and agencies that are widely dispersed throughout the City. The EOC is a location from which centralized emergency management can be performed during a major emergency or disaster. This facilitates a coordinated response by the Director of Emergency Services, Emergency Management Staff and representatives from organizations who are assigned emergency management responsibilities.
The level of EOC staffing will vary with the specific emergency. The following functions are performed in the City of Palm Springs’s EOC:
• Managing and coordinating emergency operations.
• Receiving and disseminating warning information.
• Developing emergency policies and procedures.
• Collecting intelligence from, and disseminating information to, the various EOC representatives, and, as appropriate, to County and State agencies, military, and F ederal agencies.
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• Preparing intelligence/information summaries, situation reports, operational reports, and other reports as required.
• Maintaining maps, information display boards, and other data pertaining to emergency operations.
• Continuing analysis and evaluation of all data pertaining to emergency operations. • Controlling and coordinating, within established policy, the Operational and L ogistical support of departmental resources committed to the emergency. • Maintaining contact and coordination with field units, support DOCs, other L ocal Government EOCs, and the Riverside County Operational Area. • Providing emergency information and instructions to the public, making official releases to the news media, and the scheduling of press conferences as necessary.
Primary EOC – Emergency Management, Community Risk Reduction, City Human Resources building 3111 East Tahquitz Canyon Way:
The EOC totals 1 ,000 square feet and includes a management room, operations area, communications room, kitchen, conference rooms, bathrooms and office areas. Emergency power will be provided by a diesel generator. Resupply of emergency fuel will be obtained through facilities maintenance. The Primary EOC has the capability to house and feed staff for 48 consecutive hours.
The Alternate EOC - Fire Station #2:
The alternate EOC will be activated only when the primary EOC is damaged, inaccessible, and/or evacuation of EOC staff members becomes necessary. The alternate EOC is used routinely as the Fire Department Operating Center. If the primary EOC is unusable before its activation, staff members will be asked to report to the alternate EOC site. All Section Coordinators will advise their emergency response field forces of the transition to the alternate EOC. The operational capabilities of the alternate EOC will be similar to the primary EOC. The alternate EOC is located at 300 N. El Cielo Rd. Palm Springs (Fire Department Headquarters).
Displays:
The primary purpose of the EOC is accumulating and sharing information to ensure coordinated and timely emergency response. Status boards for tracking emergency activities will be made available for use in both the primary and alternate EOCs. All EOC S ections must maintain display devices so that other sections can quickly comprehend what actions have been taken, what resources are available, and to track the damage in the city resulting from the disaster.
The Planning/Intelligence Section is responsible for coordinating display of information. All display charts, boards, and materials are stored in the back room of the EOC.
At the onset of any emergency, a significant events log should also be compiled for the duration of the emergency. Key emergency related information will be recorded in the log; i.e., casualty information, health concerns, property damage, fire status, size of risk area, scope of the hazard to the public, number of evacuees, etc. The posting of the significant events log is the responsibility of the Planning/Intelligence Section. Positions assigned to the EOC will advise/brief city decision makers of the emergency and recommend actions to protect the Item 1F - Page 43
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public, i.e., alerting and warning the public, evacuation of risk area, activation of shelters, request for State/Federal assistance, etc.
The Director will have the primary responsibility for ensuring that the City Council is kept appraised of the situation and will bring all major policy issues to the Council for review and decision.
IV. PALM SPRINGS EOC ACTIVATION POLICY:
The Palm Springs EOC is activated when field response agencies need support, a citywide perspective is needed, or multiple departments need to coordinate. Activated EOCs may be partially or fully staffed to meet the demands of the situation. The Riverside County Operational Area should be notified via the City EOC or the Police/Fire Communications Center when the City of Palm Springs's EOC is activated.
EOC Activation Requirements per SEMS Regulations
Situation Field
Response
Local
Government
Operation
Area (EMD)
Regional
EOC State EOC
Incident involving two or more
response agencies. §2405(x),
2405(b)
Utilize ICS
Local emergency declared.
§2407(a)(2)
Activate EOC
Local government EOC activated.
§2405(a)(1)
Activate EOC
OA requests local government
support.
Activate EOC Activate
EOC
Activate
EOC
Activate
EOC
Local government activates EOC
and requests OA EOC support.
§2405(a)(1)
Activate EOC Activate
EOC
Activate
EOC
Activate
EOC
Two or more cities declare local
emergency. §2409(f)(2)
Activate EOC Activate
EOC
Activate
EOC
Activate
EOC
County declares local emergency. Activate EOC Activate EOC
Activate
EOC
Activate
EOC
City and County request
Governor’s state of emergency
declaration. §2409
Activate
EOC
Activate
EOC
Activate
EOC
Governor declares local
emergency for County or two or
more cities. §2409
Activate
EOC
Activate
EOC
Activate
EOC
OA requests support from outside
of OA. §2409
Activate
EOC
Activate
EOC
Activate
EOC
OA EOC is activated. §2411(a) Activate
EOC
Activate
EOC
Activate
EOC
Regional EOC is activated.
§2413(a)(1)
Activate
EOC
Activate
EOC
Activate
EOC
Governor proclaims a state of
emergency. §2413(a)(2)
Activate
EOC
Activate
EOC
Activate
EOC
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Activation Levels:
Level 1 – Standby/Alert/Management Watch
Level 1 is characterized as a minor incident or a watch status. Local resources are considered generally adequate to resolve the situation. The City Manager and/or designee initiate the Emergency Operations Plan for impending problems such as storms or potential for other emergency. Level 1 activation necessitates briefings of key departments, EOC functional staff, and other key stakeholders. Management watch is a posture the City may assume in anticipation of an incident. Some examples of events where management watch may be appropriate are anticipated sustained heavy rains with probable flooding, excessive and prolonged heat waves; prolonged periods of sustained heavy winds, fire red flag warning conditions; in preparation for a major event etc.
Level 2 – Partial Activation
Level 2 indicates a moderate to severe emergency situation that may require mutual aid from external resources. A local emergency may be declared at this level. The Incident Command System (ICS) goes into effect.
• The EOC is activated at the direction of the City Manager and/or designee (Emergency Manager, Fire Chief, Police Chief, Director of Public Works, Director of Aviation).
• Positions on the EOC staffing roster are filled by the EOC Manager through staff recall under the general direction of the City Manager/Director of Emergency Services.
• Liaison is established with the Operational Area (County EMD). • Certain EOC section level activities are initiated and may include operations, planning, finance/administration, and/or logistics.
Level 3 – Full Activation
Level 3 signifies a major disaster requiring area-wide mutual aid, state, and/or federal assistance. The EOC is activated and positions are filled as needed under the general direction of the City Manager/Director of Emergency Services. Escalating incident criteria will indicate the declaration of a Level 3 response as determined by the Director of Emergency Services and/or designee.
When to Activate:
• An emergency has occurred or might occur of such a magnitude that it will require a large commitment of resources from two or more city departments over an extended period of time. Examples include: an earthquake, brush fire, bombing, flooding, major hazardous material incident, civil disturbance, aircraft disaster, large complex structure fire, severe weather conditions, act of terrorism, largescale school incident and special events.
• On the order of the City Manager or designee, provided that the existence or threatened existence of a Local Emergency has been proclaimed.
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• When the Governor has proclaimed a State of Emergency in an area which includes the City of Palm Springs.
• Automatically upon the proclamation of a "State of War Emergency" as defined by the California Emergency Services Act.
• By a Presidential Declaration of a National Emergency.
Who Can Activate:
The following individuals, either acting as the EOC Director or on behalf of the EOC Director, or their appointed representatives are authorized to activate the EOC: City Manager (EOC Director/Director of Emergency Services) , Assistant City Manager (s), Fire Chief , Police Chief, Director of Aviation, Director of Public Works/City Engineer, Director of Building and Safety, and Emergency Management Coordinator.
How to Activate:
The activation process is accomplished by communicating with Palm Springs city departments that an emergency has or will occur and that the EOC is being activated. One of the above listed individuals will then contact the Police/Fire Department Communications Center to describe the emergency causing this request and notify the Riverside County EOC that the City EOC has been activated.
Employee Response:
Ultimately, all exempt and nonexempt employees must be prepared to report to the EOC if requested. If the telephone system has failed and no other means of communication is available, employees shall report to the EOC, if in their judgment, the emergency requires their assistance. Additionally, employees are encouraged to listen to the radio, as the City will utilize the designated Emergency Alert System (EAS) radio stations for Riverside County (KDES 98.5 FM and KFGR 95.1 FM) to broadcast information relative to Palm Springs City employees. The City also has its own radio station where information can be broadcasted to citizens, 1690 AM.
Departmental Responsibilities:
City Council:
• Proclaim a local emergency.
• Communicate with other elected officials.
• Consult with the Director of Emergency Services and assist in making important decisions that may affect overall policy direction.
• Assist with the dissemination of public information.
City Clerk/Human Resources:
• Provide for a secure and safe place for all vital records of the City. • Attend City Council Meetings and record minutes.
• Assist with Local Emergency Proclamation Process.
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• Set up an Employee Message Center where employees and their families may call in or receive status reports
• Handle questions and solve problem in the area of health benefits. • Process claims for injuries to emergency responders including DSWs. • Act as liaison with contracted third-party administrator for workers compensation.
Community & Economic Development / Building & Safety / Code Enforcement:
• Assign an employee to the Planning and Intelligence position in the EOC. • Inspect and post as necessary all damaged buildings, both public and private, determine if they are safe or will have to be evacuated. • Estimate the extent of damage/cost of repair for structures. • Assist in the Preliminary Damage Assessment (PDA) with local, state and federal organizations to determine losses and recovery needs.
• Coordinate the City Damage Assessment Response Team assignments for City facilities, possible shelter sites and structures throughout the community . Initial Damage Estimates must be submitted within 10 days of any incident to be eligible for disaster public assistance.
• Assist with the review and permit process of the repair and replacement of damaged structures, both public and private.
• Assist with inspections and/or liaison with utility companies.
Finance:
• Assure that the EOC positions for Finance/Administration and Logistics are manned.
• Secure financial support for the response and recovery operations of the emergency.
• Support the response effort and the acquisition, transportation and mobilization of resources.
• Oversee the procurement and allocation of supplies and materials not normally provided through mutual aid channels.
• Ensure the payroll, accounts payable and revenue collection process continues. • Collect, sort, track and distribute donations.
Police/Fire Departments:
• Protect lives, property, and the environment.
• Coordinate emergency response with all departments and agencies involved with the event.
• Ensure that the Operations Section of the EOC is manned. • Monitor EOC access and control perimeter.
• Perform a windshield survey and report significant injuries, damage or dangerous conditions to the EOC.
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• Evacuate threatened populations to safe areas.
• Disseminate accurate and timely emergency public information and warnings.
Community Services:
• Community services employees will take a lead role in shelter operations as first responders in the opening and operation of the shelters. • Coordinate with the American Red Cross (ARC) to arrange for and conduct food and shelter for the DSWs and their families.
• Assist in procuring any transportation needs (buses, vans, cars and trucks). • Process unaffiliated volunteers as shelter workers after they have been processed by Human Resources.
• Assess and advise the EOC as the need for addition shelters and food becomes known.
Public Works:
• Eliminate or isolate any immediate threats to life, health and safety. • Ensure that the Operations Section of the EOC is manned. • Coordinate emergency response with all departments and agencies involved with the event.
• Provide assistance with barricades, sandbags, road closures, debris removal, emergency road repair and assessments of roadways.
• Take protective measures to minimize damage to private and public facilities. • Demolish and remove public and private buildings and structures that pose an immediate threat to the safety of the general public.
• Keep journals or lists to document all activities undertaken during the emergency. • Provide technical assistance and/or equipment as available for the City and other jurisdictions within the county or the state in accordance with the Public Works Mutual Aid Agreement.
Deactivation:
Section Coordinators and the EOC Director will authorize EOC deactivation by position and function.
V. CITY OF PALM SPRINGS DEPARTMENT OPERATIONS CENTER (DOC):
The EOC is the location where staff from multiple departments come together to address imminent threats and hazards and to provide coordinated support to incident command, on-scene personnel, and/or other EOCs. A Department Operations Center (DOC), is a department specific operations center . Departmental operations center (DOC) staff coordinate their department’s activities and communicate information and needs with the EOC. DOC staff are primarily inward looking, focusing on directing their own assets and operations.
A DOC is an operations or coordination center dedicated to a single, specific department . The focus of a DOC is on internal agency incident management and response. When activated, the Item 1F - Page 48
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DOC serves as a coordination point for specific department al issues during an incident or when the need exceeds day -to-day operations. A DOC is the ideal location from which a department can oversee and coordinate their own response to an incident. This facilitates a coordinated response by the impacted department to the City EOC. The most likely departments to stand up a DOC are airport, information technology, public works, police, and fire. A DOC may be activated with or without the City’s EOC being activated and will be determined by the specific department in coordination with City EOC staff. However, any time two or more DOCs are active, the City’s EOC will activate to at least management watch. The level of DOC staffing will vary with the specific emergency. The following functions are performed in the DOC:
• Provide situational updates to City EOC, City executive staff, and other departments that may be impacted by the specific incident.
• Develop specific plans that provide emergency preparedness and response information specific to the department.
• Coordinate and manage the assignment of resources specific to the department. • Maintain coordination and communication with the City EOC. • Serve as the central coordination point for gathering, analyzing, and disseminating emergency information specific to the department.
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City of Palm Springs Emergency Operations Plan 2025 43
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PALM SPRINGS CONTINUITY OF GOVERNMENT
I. PURPOSE:
A major disaster or national security emergency could result in the death or injury of key government officials and/or the partial or complete destruction of established seats of government, and public and private records essential to continued operations of government and industry. Government at all levels is responsible for providing continuity of effective leadership, authority, and adequate direction of emergency and recovery operations. The California Government Code Section 8643(b) and the Constitution of California provide the authority for State and Local Government to reconstitute itself in the event incumbents are unable to serve.
The City maintains a separate Continuity of Operations Plan (COOP) the thoroughly identifies how the City plans to maintain continuity of governance following a disaster.
II. RESPONSIBILITIES:
Government at all levels is responsible for providing continuity of effective leadership, authority and adequate direction of emergency and recovery operations (preparedness, response, recovery, and mitigation). Under California's concept of mutual aid, local officials remain in control of their jurisdiction's emergency operations while other jurisdictions may provide additional resources upon request. A key aspect of this control is to be able to communicate official requests, situation reports, and emergency information during any disaster a community might face.
III. PRESERVATION OF LOCAL GOVERNMENT:
The California Government Code Section 8643(b) and the Constitution of California provide the authority for State and Local Government to reconstitute itself in the event incumbents are unable to serve. Article 15 of the California Emergency Services Act (CESA, Chapter 7 of Division 1 of Title 2 of the Government Code) provides the authority, as well as the procedures to be employed, to ensure continued functioning of political subdivisions within the State of California. Generally, Article 15 permits the appointment of up to three standby officers for each member of the governing body, and up to three standby officers for the chief executive, if not a member of the governing body. Article 15 provides for the succession of officers who head departments responsible for maintaining law and order, or in furnishing public services relating to health and safety. Article 15 also outlines procedures to assure continued functioning of political subdivisions in the event the governing body, including standby officers, is unavailable to serve. The CESA provides for the preservation of city government in the event of a peacetime or national security emergency.
IV. LINES OF SUCCESSION FOR OFFICIALS CHARGED WITH DISCHARGING EMERGENCY RESPONSIBILITIES:
The first step in assuring continuity of government is to have personnel who are authorized and prepared to carry out emergency actions for government in the event of a natural, technological, or national security disaster. Article 15, Section 8638 of the CESA authorizes governing bodies to designate and appoint three standby officers for each member of the governing body and for the chief executive, if they are not a member of the governing body. Standby officers may be residents or officers of a political subdivision other than that to which they are appointed. Standby officers take the same oath as regular officers and are predesignated by code. A successor to the position of Director of Emergency Services is appointed by the City Council. The succession Item 1F - Page 50
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occurs should the director be unable to serve. Should these positions be unavailable or unable to serve, the individuals who hold permanent appointments to the following positions in the city will automatically serve as acting director in the order shown. The individual who serves as acting director shall have the authority and powers of the director and will serve until the director is again able to serve, or until a successor has been appointed by the City Council. First Alternate: Assistant City Manager
Second Alternate: Deputy City Manager(s)
Third Alternate: Police/Fire Chief
Notification of any successor changes shall be made through the established chain of command.
Article 15, Section 8637 of the CESA authorizes political subdivisions to provide for the succession of officers (department heads) having duties related to law and order and/or health and safety. Article 15, Section 8644 of the CESA establishes a method for reconstituting the governing body. It authorizes that, should all members, including all standbys be unavailable, temporary officers shall be appointed as follows:
• By the chairman of the board of the county in which the political subdivision is located; or • By the chairman of the board of any other county within 150 miles (nearest and most populated down to farthest and least populated); or
• By the mayor of any city within 150 miles (nearest and most populated down to farthest and least populated).
Article 15, Section 8642 CESA authorizes local governing bodies to convene as soon as possible whenever a State of War Emergency, State of Emergency, or Local Emergency exists, and at a place not necessarily within the political subdivision. Article 15, Section 8643 CESA describes the duties of a governing body during emergencies as follows: Ascertain the damage to the jurisdiction and its personnel and property; reconstitute itself and its subdivisions; and perform functions in preserving law and order and furnishing local services.
V. TEMPORARY COUNCIL MEETING LOCATION AND ALTERNATE CITY GOVERNMENT LOCATION:
Section 8642 of the CESA authorizes the City Council to meet at a place not necessarily within the City in the event of state of war, state of emergency, or local emergency. Section 54954 of the Brown Act provides that if a fire, flood, earthquake, or other emergency makes it unsafe to meet in the place designated for holding regular City Council meetings, the presiding officer of the City Council, or his or her designee, can designate the place that regular meetings will be held for the duration of the emergency. The presiding officer’s designation of a meeting place under those circumstances must be:
• Made in a notice to the local media that have requested notice pursuant to Section 54956 of the Government Code; and
• By the most rapid means of communication available at the time. (Section 54954(e)).
In the event City Hall is not usable because of emergency conditions, the temporary office of City Government will be as follows:
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1st Alternate: Palm Springs Convention Center
2nd Alternate: Palm Springs Corporate Yard
3rd Alternate: Palm Springs Library
VI. PRESERVATION OF VITAL RECORDS:
In the City of Palm Springs, the City Clerk is responsible for the preservation of vital records. If the City Clerk is unavailable, the Assistant City Clerk will be responsible for the preservation of vital records. Vital records are defined as those records that are essential to:
• Protect and preserve the rights and interests of individuals, governments, corporations, and other entities. Examples include statistics, land and tax records, and articles of incorporation.
• Conduct emergency response and recovery operations. Records of this type include utility system maps, emergency operations plans and procedures, personnel rosters, etc. • Reestablish normal governmental functions and protect the rights and interests of government. Constitutions and charters, statutes and ordinances, court records, official proceedings and financial records would be included here.
Vital records of the City of Palm Springs are routinely stored in City Clerk's vault or as otherwise designated by City Department Directors located in the City Hall and ancillary city government buildings. Computer backup data systems are stored offsite at the Police Department (Civic Drive). Each department within the city identifies, maintains and protects its own essential records.
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MUTUAL AID
I. INTRODUCTION:
Mutual aid is designed to ensure that adequate resources, facilities and other support are provided to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation. The basis for the system is the California Disaster and Civil Defense Master Mutual Aid Agreement, as provided for in the California Emergency Services Act. This Agreement was developed in 1950 and has been adopted by the state, all 58 counties, and most incorporated cities in California. The Master Mutual Aid Agreement creates a formal structure wherein each jurisdiction retains control of its own facilities, personnel, and resources, but may also receive or render assistance to other jurisdictions within the state. The state government is obligated to provide available resources to assist local jurisdictions in emergencies. It is the responsibility of Palm Springs to negotiate, coordinate, and prepare mutual aid agreements. Mutual aid agreements exist in law enforcement, fire services, building and safety, medical and public works, and emergency management (EMMA). In addition to the Mutual Aid agreements that are in place within the state of California, in 2005, the Governor signed the Emergency Management Assistance Compact (EMAC) which allows the state of California to participate with all other states in a nationwide mutual aid system.
II. MUTUAL AID SYSTEM:
A statewide mutual aid system, operating within the framework of the Master Mutual Aid Agreement, allows for the progressive mobilization of resources to and from Emergency Response Agencies, Local Governments, Operational Areas, Regions, and the State with the intent to provide requesting agencies with adequate resources. The statewide mutual aid system includes several discipline specific mutual aid systems, such as fire and rescue, law, medical, and public works. The adoption of SEMS does not alter existing mutual aid systems. These systems work through Local Government, Operational Area, Regional, and State Levels consistent with SEMS. Mutual aid may also be obtained from other states via the EMAC.
III. MUTUAL AID REGIONS:
Mutual aid regions are established under the Emergency Services Act. Six mutual aid regions numbered I-VI have been established within California. The City of Palm Springs is within Region VI of the Cal OES Southern Administrative Region.
IV. MUTUAL AID COORDINATORS:
To facilitate mutual aid, discipline specific mutual aid systems work through designated M utual Aid Coordinators at the Operational Area, Regional, and State Levels. The basic role of a Mutual Aid Coordinator is to receive mutual aid requests, coordinate the provision of resources from within the coordinator's geographic area of responsibility, and pass on unfilled requests to the next level. Mutual aid requests that do not fall into one of the discipline specific mutual aid systems are handled through the emergency services mutual aid system by Emergency Management Staff at the Local Government, Operational Area, Regional, and State Levels.
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Item 1F - Page 54
STATE
t
REGION
MUTUAL AID CONCEPT:
Flow of Resource Reguests
I----T~-----~~
1 STATE
' AGENCIES
UNAFFECTED LOCAL
OPERATIONAL ~ GOVERNMENTS
AREAS in
WITHIN THE
REGION
UNAFFECTE D
OPERATIONAL
AREA
OPERATIONAL
AREA
UNAFFECTED
LOCAL and ST A TE
AGENCIES
AFFECTE D
LOCAL
GOVERNMENTS
in
OPERATIONAL
AREA
-----,----- Resource Requests
--•)la• Resource
OTHER
REGIONS
'
OPERATIONAL
AREAS
in
OTHER REGIONS
'
LOCAL
GOVERNMENTS
in
OPERA Tl ON AL
AREA
CI TY O F P ALM SPR INGS – E MERGENCY OP ERATIONS PL AN 2025
City of Palm Springs Emergency Operations Plan 2025 48
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Mutual Aid Coordinators may function from an EOC, their normal departmental location, or other locations depending on the incident. Some incidents require mutual aid but do not necessitate activation of the affected Local Government or Operational Area EOCs because of the incident's limited impacts. When EOCs are activated, all activated discipline specific mutual aid systems should establish coordination and communications with the EOC:
• When an Operational Area EOC is activated, O perational Area mutual aid system representatives should be at the Operational Area EOC to facilitate coordination and information flow.
• When a Cal OES Regional EOC (REOC) is activated, R egional Mutual Aid Coordinators should have representatives in the REOC unless it is mutually agreed that effective coordination can be accomplished through telecommunications. State agencies may be requested to send representatives to the REOC to assist Cal EMA regional staf f in handling mutual aid requests for disciplines or functions that do not have designated Mutual Aid Coordinators.
• When the State Operations Center (SOC) is activated, state agencies with M utual Aid Coordination responsibilities will be requested to send representatives to the SOC.
Mutual aid system representatives at an EOC may be in various functional elements (sections, branches, groups or units) or serve as an agency representative, depending on how the EOC is organized and the extent to which it is activated.
V. PARTICIPATION OF VOLUNTEER AND PRIVATE AGENCIES:
Volunteer agencies and private agencies may participate in the mutual aid system along with governmental agencies. For example, the disaster medical mutual aid system relies heavily on private sector involvement for medical and health resources. Some volunteer agencies such as the American Red Cross, Salvation Army, Radio Amateur Civil Emergency Services (RACES), Community Emergency Response Teams (CERT), faith-based organizations, and others are an essential element of the statewide emergency response to meet the needs of disaster survivors.
Volunteer agencies mobilize volunteers and other resources through their own systems. They also may identify resource needs that are not met within their own systems that would be requested through the mutual aid system. Volunteer agencies with extensive involvement in the emergency response should be represented in EOCs.
Some private agencies have established mutual aid arrangements to assist other private agencies within their functional area. For example, electric and gas utilities have mutual aid agreements within their industry and established procedures for coordinating with governmental EOCs. In some functional areas, services are provided by a mix of special district, municipal, and private agencies. Mutual aid arrangements may include both governmental and private agencies. Liaison should be established between activated EOCs and private agencies involved in a response.
Where there is a need for extensive coordination and information exchange, private agencies should be represented in activated EOCs at the appropriate SEMS level.
VI. POLICIES AND PROCEDURES:
Mutual aid resources will be provided and utilized in accordance with the California Master Mutual Aid Agreement. During a proclaimed emergency, inter -jurisdictional mutual aid will be coordinated at the County, Operational Area, or Mutual Aid Regional Level. Because different Item 1F - Page 55
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City of Palm Springs Emergency Operations Plan 2025 49
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radio frequencies are in use among most agencies, local agencies should provide incoming mutual aid forces with portable radios having local frequencies. The City of Palm Springs will make mutual aid requests through the Riverside County Operational Area via the City EOC or the Police/Fire Communications Center. Requests should specify, at a minimum:
• Number and type of personnel needed.
• Type and amount of equipment needed.
• Reporting time and location.
• Authority to whom forces should report.
• Access routes.
• Estimated duration of operations.
• Risks and hazards.
VII. AUTHORITIES AND REFERENCES:
Mutual aid assistance may be provided under one or more of the following authorities:
• California Master Mutual Aid Agreement, March 23, 1965, also known as California Disaster and Civil Defense Master Mutual Aid Agreement. • California Fire and Rescue Emergency Plan.
• California Fire Assistance Agreement.
• California Law Enforcement Mutual Aid Plan.
• Emergency Management Assistance Compact, September 2005. • Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 93-288, as amended) provides federal support to state and local disaster activities. • California Emergency Managers Mutual Aid Agreement, November 1997. • Area E - Inter-Agency Cooperation in Major National and Manmade Disasters. • Multi-County Public Works Mutual Aid Agreement, May 8, 1990.
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Item 1F - Page 57
SEMS
LEVEL
STATE
REGIONAL
OPERATIO. "AL
AREA
LOCAL
GOVER~JENT
lVI TUAL AID CHANNELS:
Discipline Specific l\tl utual Aid Systems
Emergency
Services
OES
Director
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OES
Regional
Administrator
j'
Emergency
Management
Staff
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Emergency
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Staff
Fire & Rescue
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11 Chief,
Fire &. Rescue
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11 I I ' •
11 Fire & Rescue
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11 11 J •
11 Fire &. Rescue
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11 j
11 Fire Chief
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Law
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11 j '
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II l
II
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Medical/Health
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II
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Medical/Heal h
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II II , ..
II
Disaster
Medic.al/HeaUh
Coordinator
II
II H
II
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Medical/Health
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II l
II
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* Includes Mental Health Mutual Aid System
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CI TY O F P ALM SPR INGS – E MERGENCY OP ERATIONS PL AN 2025
City of Palm Springs Emergency Operations Plan 2025 51
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AUTHORITIES AND REFERENCES
I. GENERAL:
The California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code), hereafter referred to as the Act, provides the basic authorities for conducting emergency operations following a proclamation of Local Emergency, State of Em ergency or State of War Emergency by the Governor and/or appropriate local authorities, consistent with the provisions of the Act.
The Standardized Emergency Management System (SEMS) Regulations (Chapter 1 of Division 2 of Title 19 of the California Code of Regulations), hereafter referred to as SEMS, establishes the SEMS to provide an effective response to multi-agency and multi-jurisdiction emergencies in California. SEMS is based on the Incident Command System (ICS) adapted from the system originally developed by the Firefighting Resources of California Organized for Potential Emergencies (FIRESCOPE) program. SEMS incorporates the use of ICS, the Master Mutual Aid Agreement and existing mutual aid systems, the Operational Area concept, and multi -agency or inter-agency.
The California Emergency Plan, which is promulgated by the Governor, is published in accordance with the Act and provides overall statewide authorities and responsibilities and describes the functions and Operations of Government at all levels during extraordinary emergencies, including wartime. Section 8568 of the Act states, in part, that "the State Emergency Plan shall be in effect in each political subdivision of the state, and the governing body of each political sub division shall take such action as may be necessary to carry out the provisions thereof". Local E mergency Plans are, therefore, considered to be extensions of the California Emergency Plan.
The National Incident Management Section, hereafter referred to as NIMS, was mandated by Homeland Security Presidential Directive No. 5 and is also based on the Incident Command System and the multi-agency coordination system.
The National Response Framework (NRF) establishes a comprehensive all-hazards approach to enhance the ability of the United States to manage domestic incidents and specifies how the Federal Government coordinates with State, Local and Tribal Governments and the private sector to respond more effectively to any type of incident. The NRF is based on the premise that incidents are typically managed at the lowest possible geographic, organizational and jurisdictional level.
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II. AUTHORITIES:
The following lists provide emergency authorities for conducting and supporting emergency operations:
Federal:
• Americans with Disabilities Act of 1990 (ADA).
• Emergency Planning and Community Right -To-Know Act of 1986, also known as the Superfund Amendments and Reauthorization Act of 1986, Title III (42 U.S.C. §§ 11001 - 11050).
• Federal Civil Defense Act of 1950, Public Law 920, as amended. • Homeland Security Act, Public Law 107-296, as amended (6 U.S.C. §101-557). • Homeland Security Presidential Directive #5, February 28, 2003. • Homeland Security Presidential Directive #8, December 17, 2005. • Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, Public Law 93- 288, as amended.
• Volunteer Protection Act of 1997, Public Law 105-19 (42 U.S.C. §§ 14501-14505). • Pets Evacuation and Transportation Standards Act of 2006.
State:
• California Constitution.
• California Emergency Services Act, Chapter 7 of Division 1 of Title 2 of the Government Code.
• California Government Code, Title 19, Public Safety, Div. 1, OES, Chapter 2, Emergency and Major Disasters, Subchapter 3, Disaster Services Worker Volunteer Program. • California Health and Safety Code, Division 20, Chapter 6.5, Sections 25115 and 25117, Chapter 6.95, Sections 2550 et seq., Chapter 7, Sections 25600 through 25610, dealing with hazardous materials.
• California Disaster Assistance Act, Chapter 7.5 of Division 1 of Title 2 of the Government Code.
• Executive Order S-2-05, National Incident Management System Integration into the State of California.
• “Good Samaritan” Liability.
• California Penal Code §409, §409.5, §409.6.
• Orders and Regulations Promulgated by the Governor to Take Effect upon the Existence of a State of War Emergency.
• Orders and Regulations which may be Selectively Promulgated by the Governor during a State of Emergency.
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• Standardized Emergency Management System (SEMS) Guidelines. • Standardized Emergency Management System (SEMS) Regulations, Chapter 1 of Division 2 of Title 19 of the California Code of Regulations and Government Code Section 8607(a).
Local:
• City of Palm Springs's Emergency Services Ordinance No. 2.20 , adopted June 1984, by the City Council.
• City of Palm Springs Resolution No. 23236 adopting the City of Palm Springs Emergency Operations Plan, 2020.
• Resolution No. 20378 adopting Worker’s Compensation Benefits for Disaster Service Workers adopted June 19, 2002.
• City of Palm Springs Resolution No. 16499, Palm Springs Fire Department Wildland Fire Resource Authorization, June 15, 1988.
• City of Palm Springs and City of Cathedral City Automatic Aid, Minute Order 4143, March 16, 1988.
• City of Palm Springs and the Bureau of Indian Affairs Assistance Agreement, Minute Order 4044 and Minute Order 5036, dated October 21, 1987, and July 15, 1992, respectively. • City of Palm Springs and the USDI Bureau of Land Management Agreement 2506, dated October 21, 1987, Minute Order 4044.
• City of Palm Springs and the United States Forest Service Cooperative Agreement dated April 4, 1984, Resolution No. 14990.
• City of Palm Springs and Riverside County Fire Department Automatic Aid adopted September 6,1978, Resolution No. 12757.
• Riverside County Operational Area Organization Agreement adopted December 1995. • Riverside County Emergency Operations Plan, 2006.
Other:
• Act 58-4-1905 American National Red Cross Statement of Understanding, December 30, 1985.
• Mennonite Disaster Services – Agreement with FDAA 194. • Salvation Army Charter, May 12, 1974.
III. REFERENCES:
Federal:
• Hazardous Materials Emergency Planning Guide, NRT- 1 and Plan Review Guide, NRT- 1A: Environmental Protection Agency's National Response Team.
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• National Fire Protection Association (NFPA) Standard 1600. • National Incident Management System (NIMS): U.S. Department of Homeland Security. • National Response Framework: U.S. Department of Homeland Security. • NIMS Emergency Operations Plan (EOP) Compliance Checklist. • U.S. Dept. of Homeland Security: Local and Tribal NIMS Integration.
State:
• California EMA Disaster Assistance Procedure Manual.
• California Emergency Plan adopted June 23, 2009.
• California (OES) Emergency Planning Guidance for Local Government and Crosswalk (Checklist for Reviewing Emergency Plans).
• California Emergency Resources Management Plan.
• California Fire and Rescue Operations Plan.
• California Hazardous Materials Incident Contingency Plan. • California (OES) Implementation Guidelines for the National Incident Management System (NIMS).
• California Law Enforcement Mutual Aid Plan.
Local:
• City of Palm Springs, SEMS Emergency Operations Plan, 2020. • City of Palm Springs, General Plan, 2007.
• Riverside County Operational Area Multi -Jurisdictional Local Hazard Mitigation Plan, August 2017.
• Riverside County, Hazardous Materials Release Response Plan. • Riverside County, Emergency Operations Plan, 2006.
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CITY OF PALM SPRINGS THREAT ASSESSMENT & SUMMARY
This section of the Emergency Operations Plan (EOP) consists of a series of threat summaries based on the City of Palm Springs hazard analysis and Local Hazard Mitigation Plan (LHMP) 2017. This hazard analysis study is based on the Safety Element of the General Plan adopted in 2007. The purpose is to describe the area at risk and the anticipated nature of the situation.
The City of Palm Springs is located within Riverside County Region VI Southern Administrative Region of the California Office of Emergency Services (Cal OES). The City is nestled at the base of the San Jacinto and Santa Rosa Mountains approximately 60 miles east of the city of Riverside.
Palm Springs serves as the “gateway city” for the Coachella Valley and comprises an incorporated area that encompasses nearly 95 square miles. Palm Springs has a residential population of approximately 50,000 and a seasonal population of over 100,000 residents and guests. The City has a major hospital, Desert Regional Medical Center. The Medical Center is a 393 -bed full service, acute care facility that includes a Level I trauma center. There are four full service elementary schools, one Middle School, one High School, and one alternative school within the City of Palm Springs that are administered by the Palm Springs Unified School District. The city has a regional international airport, Palm Springs International that services over 2,000,000 passengers per year. Palm Springs also has numerous large and small hotels, shopping centers, and commercial and industrial zones. Interstate 10 and State Highway 111 traverse the city as well as several main arterial roadways.
Some of the incidents that could impact Palm Springs include:
• An earthquake could impact the city and its population. • A major hazardous material incident could occur based on proximity to major transportation ways and pipelines. The City has industry and faces the potential for hazardous materials incidents from the stationary hazardous materials as well. • Many areas of the city are subject to flooding, due to flash flooding, urban flooding (storm drain or levee failure or infrastructure breakdown), river channel overflow, downstream flooding, etc.
• The city historically is prone to major wind events and other severe weather. • A transportation incident such as a major air crash, train derailment or trucking incident could impact areas within the City.
• A civil unrest incident could impact areas within the city based on some of the demographic of Palm Springs.
• Palm Springs is considered an at-risk area for a nuclear event or an act of terrorism due to proximity to a major military installation.
Any single incident or a combination of events could require evacuation and/or sheltering of the population. The City of Palm Springs has its own police and fire departments and relies on local volunteer organizations for assistance in emergency response, communications, and other necessary emergency services. Although City personnel have been designated to coordinate all SEMS functions, City staff may be insufficient to conduct the tasks, and the City will therefore rely on assistance from volunteers. During the response phase, the City EOC or Police/Fire Communications Center is the coordination and communication point to the Riverside County Operational Area.
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The following threat assessments identify and summarize the hazards that could impact the City of Palm Springs. This list is not based on likelihood or priority. For a more detailed review of the hazards of the Palm Springs area, please refer to the LHMP on the Palm Springs Emergency Management webpage.
• Threat Assessment 1 - Major Earthquake
• Threat Assessment 2 - Major Fire / Wildland Fire
• Threat Assessment 3 - Flooding
• Threat Assessment 4 - Dam Failure
• Threat Assessment 5 - Hazardous Materials
• Threat Assessment 6 – Transportation:
° Major Air Crash
° Train Derailment
° Major Highway Incident
• Threat Assessment 7 - Civil Unrest
• Threat Assessment 8 - Terrorism
• Threat Assessment 9 - Landslide
• Threat Assessment 10 – Public Health Emergencies
• Threat Assessment 11 – Extreme Heat Emergencies
• Threat Assessment 12 - Severe Wind Emergencies
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Threat Assessment – MAJOR EARTHQUAKE
The City of Palm Springs is in the vicinity of several known active and potentially active earthquake faults. Palm Springs is in proximity to three major fault lines: The San Andreas, San Gorgonio Pass, and San Jacinto which have the potential to produce severe earthquakes. At least two active faults, the Banning and Garnet Hill faults extend through portions of the City. Both fault zones can cause damage to the City. Historically, major earthquakes have struck the Coachella Valley every 150 years. A major earthquake occurring in or near this jurisdiction may cause many deaths and casualties, extensive property damage, fires, hazardous material spills, and other hazards. The effects could be aggravated by aftershocks and by the secondary effects of fire, hazardous material accidents, and possible failure of the waterways and dams. The time of day and season of the year would have a profound effect on the number of dead and injured and the amount of property damage sustained. Such an earthquake would be catastrophic in its affect upon the population and could exceed the response capabilities of the individual cities, Riverside County Operational Area and the State of California Office of Emergency Services. Damage control and disaster relief support would be required from other L ocal, State, and F ederal Governmental Agencies in addition to Non-Governmental Agencies.
Extensive search and rescue operations would be required to assist trapped or injured people.
Emergency medical care, food, and temporary shelter could be required by injured or displaced persons. Identification and burial of many dead people could pose di fficult problems and public health would be a major concern. Mass evacuation could be essential to save lives. Many families could be separated, and a personal inquiry or locator system would be essential for reunification.
Emergency operations could be seriously hampered by the loss of communications and damage to transportation routes within, and to and from, the disaster area and by the disruption of public utilities and services. The economic impact on the City of Palm Springs from a major earthquake would be considerable.
The San Andreas Fault represents the greatest threat to Palm Springs. However, the San Jacinto Fault also represents a significant threat to the City and should not be discounted. Recently, the U.S. Geological Survey and the California Geological Survey teamed up to develop The Shake- Out Scenario which describes how a magnitude 7.8 Southern earthquake on San Andreas Fault would impact the region, causing loss of lives and massive damage to infrastructure, including critical transportation, power, and water systems. It could be aggravated by aftershocks, landslides, fires, hazardous material spills and explosions. An earthquake of this magnitude could directly affect all Riverside County and most of southern California, causing a critical demand on mutual aid resources and competition for national relief.
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Ground Shaking:
The most significant earthquake action in terms of potential structural damage and loss of life is ground shaking. Ground shaking is the movement of the earth's surface in response to a seismic event. The intensity of the ground shaking and the resultant damages are determined by the magnitude of the earthquake, distance from the epicenter, and characteristics of surface geology. This hazard is the primary cause of the collapse of buildings and other structures. It is generally understood that an earthquake does not in itself present a seismic hazard, but that it becomes a hazard when it occurs in a highly urbanized area. Therefore, the significance of an earthquake's ground shaking action is directly related to the density and type of buildings and number of people exposed to its effect. The Hazards U.S database for the 7.8 Shake- Out Scenario estimates for the City of Palm Springs that the long duration ground shaking will moderately or completely damage nearly 25% of the total building structures in the city.
Liquefaction:
Many areas may have buildings destroyed or unusable due to the phenomenon of liquefaction.
Liquefaction involves the loss of shear strength of a soil. The shear strength loss results from the increase of poor water pressure caused by the rearrangement of soil particles induced by shaking or vibration. Liquefaction has been observed in many earthquakes, usually in soft, poorly graded granular materials (i.e., loose sands), with high water tables. Liquefaction usually occurs in the soil during or shortly after a large earthquake. In effect, the liquefaction soil strata behave as a heavy fluid. Buried tanks may float to the surface and objects above the liquefaction strata may sink. Pipelines passing through liquefaction materials typically sustain a relatively large number of breaks in an earthquake. In Palm Springs the Spa Hotel and some areas downtown may be susceptible to the effects of liquefaction.
Bed Loss in Hospitals:
Palm Springs only has one major medical facility, Desert Regional Medical Center. Public service agencies and volunteer personnel would be used to assist in the care of the injured. The Hospital Status Report that accompanies the Shake-Out Scenario identifies the Desert Regional Medical Center as having to evacuate and needing outside assistance due to the severe building damage. Several of the acute care hospitals in Riverside County may be lost due to structural damage. This will impact the number of beds available and create the need for several field hospitals. Although a percentage of the remaining beds could be made available by discharging or transferring non-emergency patients, it will be necessary to receive an immediate influx of emergency medical aid and/or export some of the seriously injured to other facilities.
Telephone System:
Telephone communication systems may fail due to physical damage of equipment, facilities, and support utilities. Circuits could be overloaded by telephone receivers being knocked off their cradles and/or individuals trying to call in and out of the area. There may be an immediate telephone communications blackout following the earthquake, with partial communications being restored after the first 24 to 72 hours. 9-1- 1 may also be disrupted. The commercial carriers will institute network control procedures to regain control of the situation as quickly as possible. Priorities have been assigned to all critical circuits transiting the key facilities, based on established criteria. Through the EOC staff, Verizon has granted "priority" restoration of phone service to key city phone systems.
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Radio Systems:
Most two-way radio communications systems consist of a source of power, an antenna, and a radio. Emergency power failures have been the primary cause of communications shortfalls in past disasters. Frequent maintenance of equipment in installations according to approved seismic specifications could reduce the failure potential. Developing alternate power sources such as wind, solar, or battery banks could extend operating capabilities with a reduction in fuel consumption. Earthquake movement has little effect on properly installed antenna systems.
Most failures are due to the failure of the building or structure supporting the antenna.
Repeaters, used to extend the antenna's range, are positioned on mountain tops. Antennas and related structures are expected to remain about 70% viable.
Commercial Broadcasters:
Palm Springs has commercial TV and commercial radio broadcasters within its city limits. These broadcasters provide the majority of the Coachella Valley with television and radio services.
Following an earthquake, local media will be limited in broadcasting capabilities due to the disruption of public utilities and damage to their facilities. Radio broadcasts from structurally intact stations may be transmitted using tapes and scripts prepared in advance. Subsequent transmission of information will be done using the Emergency Alert System (EAS) which will play a key role in disseminating information.
Dam and Flood Control Channels:
Palm Springs has two flood control structures within its city limits, the Tachevah Creek Detention Basin and the Tahquitz Creek Debris Basin. In addition, seasonal flooding with failure of the Whitewater Channel could cause flooding of golf courses, hotels, and homes located adjacent to the flood channels. With major disruptions in power and communications systems, warning may not be received to initiate an organized evacuation.
Landslides:
Landslides may constitute a life and safety hazard on or near the base of the San Jacinto Mountain and in the southern hills and canyons south of Palm Springs. Landslides may also occur during aftershocks in areas already weakened by the first shock. Large boulders and/or soft soil could be jarred loose. Secondary, health problems due to high concentrations of dust could cause problems for survivors and rescue workers.
Electrical Power:
Major power plants are expected to sustain some damage due to liquefaction and the intensity of the earthquake. Up to 60% of the system load may be interrupted immediately following the initial shock. According to representatives of Southern California Edison Company, the electrical power will not be rerouted and will be lost for an undefined period. In some areas it should be anticipated that some of the distribution lines, both underground and surface, will be damaged.
Much of the affected area may have service restored in days . However, damaged areas with underground distribution may require a longer time. Loss of Southern California Edison transmission lines is possible.
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Fire Operations:
Although total collapse of fire stations is not expected, possible disruption of utilities, twisted doors, and loss of power can create major problems. Numerous fires due to disruption of power and natural gas networks can be expected. The area’s water supply may be greatly impacted.
Connections to major water sources, water mains , and storage facilities may be damaged resulting in an unstable water supply for Fire and Rescue Operations. In addition, Fire and Rescue Operations may take days because of the disruption to the transportation corridors. The movement of personnel and equipment may be very difficult.
Secondary responses by the fire service will be to conduct search and rescue of trapped people.
Major problems the Fire Service should expect are loss of power and water, jammed doors, restricted mobility due to debris, possible loss of primary dispatch capability , and delays in reaching maximum effectiveness due to personnel shortages.
Highways and Bridges:
Palm Springs is primarily located south of Interstate 10, the principal east -west freeway that extends from the Arizona border to the San Bernardino County line northwest of Beaumont.
This 150-mile stretch consists of primarily divided multi -lane traffic with many overpasses and bridges. The San Andreas fault crosses I-10 just east of Indio in the Coachella Valley and could severely limit access to the City.
Most of the lengths of I -10 are unpopulated with bridge and overpass collapses capable of isolating vehicle occupants in the arid desert regions of the Coachella Valley. Road buckling could cause traffic accidents, including vehicles transporting hazardous materials. Freeway ramps remaining intact may provide limited access and egress to portions of the system.
Other major transport routes and streets in Palm Springs are vulnerable to minor and moderate structural damage. Flooding and sewage discharge could cause some streets and Highway 111 to be impassable. Falling rocks along Highway 111, trees, utility lines and poles, could not only block traffic, but damage vehicles and injure occupants.
Effectiveness of road clearance operations will be determined by the access and availability of equipment to the problem areas, the availability of and access to fuel and maintenance, and the ability to communicate with and mobilize crews to staging locations. Palm Springs lacks enough resources to clear anything other than most minor road blockages.
Natural Gas:
Natural gas is supplied to Palm Springs through facilities of the Southern California Gas Company. Analysis of the natural gas supply system can be considered in two phases: bulk supply lines from out of state and local distribution via a network of underground storage and pumping stations. Imported supplies could be interrupted by damage where two 30 inch in diameter lines cross the San Andreas in the San Gorgonio Pass. These transmission lines, running the entire width of Riverside County and crossing all three major fault traces, provide 40% of the natural gas distributed throughout Southern California. Damage to these pipelines will necessitate temporary dependence upon underground storage. Many portable LPG tanks are not properly secured and even a minor tremor could dislodge them. Once their connections are severed or if they become damaged, the potential for fire and explosion are very high.
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Petroleum Fuels:
Most major pipelines cross the San Andreas Fault with pipeline breakage expected. There is a possibility of fire where pipeline failures occur. Ruptures of numerous lines due to fault breaks on the San Andreas are most likely. Fire is a serious threat if leaking products are ignited and a considerable environmental concern if leaked into the ground. Two high pressure liquid gas lines run near the City's northern boundary parallel to the railroad tracks. These lines are parallel to the San Andreas Fault. A rupture in these lines could release up to 900,000 gallons of fuel.
Railroads:
Major rail transport lines near Palm Springs include the Southern Pacific and Union Pacific Railway Companies. Rails, cars, supporting bridges, overpasses, and electrically operated switching mechanisms are susceptible to damage. The Southern Pacific enter s the Coachella Valley from Imperial County along the eastern shore of the Salton Sea. It follows Highway 111 and then Interstate 10 through the Coachella Valley. The rail lines running parallel with the length of the San Andreas Fault, particularly in the area near the Palm Springs, can expect extensive damage to occur.
Airports:
There is one major airport in the Coachella Valley, Palm Springs International Airport. The primary hazards at this site are damage to the terminal, runways, air traffic control tower, hangars, and fuel storage facilities. Palm Springs International Airpor t runway is expected to remain operational, with potential minor to moderate damage. Emergency actions may need to be taken to control air space, prioritize use of available air transport, and restrict access to the facility. In addition to Palm Springs International Airport, the area hosts other smaller airfields:
Thermal, Bermuda Dunes, Desert Center and Blythe Airports. Thermal Airport is in a high potential liquefaction area. Desert Center Airport is relatively isolated in an area of sparse population to the east of the fault. Bermuda Dunes Airfield is located close to the fault rupture zone but is not within the liquefaction area. Blythe Airport is not likely to experience any damage.
Sanitation Systems:
Palm Springs sanitation services are provided by the city's wastewater treatment facility located within the city. This facility may be damaged and operate in a limited capacity following a disaster. Wastewater supply and sewage lines, storage reservoirs pumping plants, treatment ponds, treatment plants, and solid and liquid waste disposal sites will sustain varying degrees of damage depending on their location relative to the affected fault, soil conditions, and adequate facility design to withstand shaking. Disruption of the sewage system will result in sewage flowing in some streets and streams where human contact can result. Public notice in such cases will be important. Overflow of sewage through manholes and from ponds can be expected due to breaks in mains and loss of power. Gas mains will be broken, causing natural gas to migrate into sewers. Rupture of underground gasoline storage tanks will result in infiltration of gas into sewers. Consequently, there is the possible danger of the collection of explosive gas in sewers and the flow of untreated sewage in some street gutters. Many house connection sewers will break and plug, causing them to become inoperative. Although extensive damage may affect the sewage collection system, the damage will not be enough in most areas to significantly impair the system's ability to convey wastewater.
Water Supply:
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In the event of a major earthquake, most water systems within Palm Springs will suffer some damage. Water distribution pipelines vary from 2 inches to 54 inches or more in diameter. Pipe materials vary from cast iron to welded steel and asbestos cement to a variety of plastic materials. The damage to distribution pipelines is expected to vary with pipe material, soil type, degree of corrosion, design and installation practices, and joint type. In local distribution lines of under twelve inches in diameter, there will be hundreds of breaks and thousands of leaks.
Breaks in house service connections will be common. The Desert Water Agency has been proactive in installing "Earthquake" valves on its larger reservoirs to prevent an uncontrolled flow of water following a major earthquake. Large pumping plants will suffer damage closely related to ground acceleration and to the soils on which they were constructed. Damage is anticipated to be primarily related to pipeline rupture and transformer damage.
Residential Buildings:
Single family homes are expected to suffer some structural damage and loss of contents, although not general collapse. Wood frame structures which have natural flexibility will probably sustain less damage than brick and masonry. Mobile homes in Palm Springs could be subject to shifting off their foundation supports. Attached awnings, porches and skirting could be subject to separation and utilities could be sheared off where they enter the coach. Multistory residential units are generally more vulnerable to higher shaking intensities and therefore pose a greater life safety hazard. The HAZUS database for the 7.8 Shake-Out Scenario estimates that 39% of residential structures will be moderately to severely damaged as a result of the shaking and approximately 397 people will be requiring short term sheltering.
Schools and Churches:
There are many schools and churches in Palm Springs which will sustain varying degrees of damage. During the Coachella Valley quake, magnitude 5.9 Richter scale, schools sustained light damage totaling $32,000 in 1986 dollars loss numbers. Schools in general are earthquake resistant and may withstand intensities of up to VIII on the Modified Mercalli scale although general panic and fright will result. Poorly built or designed churches or perhaps day care centers may experience partial collapse and interiors will experience heavy damage.
Business and Industrial Facilities:
There are many licensed businesses operating in Palm Springs. Retail shops, light industrial, and hotel operations are the primary businesses. Many businesses will suffer major financial losses due to damaged stock, interruption of business, and damage to structures. Some of the older brick and wood joist structures may suffer moderate to severe damage. Well-built ordinary structures will likely suffer slight to moderate damage. Hazardous materials facilities may cause long term significant problems including health implications.
Medical and Custodial Care Facilities:
The primary provider of medical services is Desert Regional Medical Center. This facility is a 393 bed, fully licensed and accredited general/acute care hospital and Level I Trauma Center.
Upon receiving notification of a medical emergency, Desert Hospital External Disaster Plan 091- 00 will be put into effect by the appropriate hospital authority. Referral of patients or victims will be made to other emergency facilities which may be used for the treatment of casualties as determined by this Plan. In addition to the hospital, there are many immediate care facilities and nursing facilities in Palm Springs. These facilities are more difficult because of the non- ambulatory nature of some of the occupants. Specific planning is imperative to deal with the Item 1F - Page 72
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probability of evacuation and relocation of persons involved. Critical care facilities may suffer loss of power, telephones, and sanitation.
Government Buildings:
Palm Springs Government buildings vary in criticality and structural design to a great degree. It is critical that certain branches of C ity Government continue to function after the initial earthquake. Because of the structural design and construction, the City EOC is expected to withstand a significant shock, and damage is anticipated to remain minimal. Fire stations are generally not earthquake resistant, but because of the redundancy of stations, the fire protection system will remain intact. Stations 44 1 and 443 may be hardest hit due to their location and construction and could suffer major damage due to ground shaking and settling. Fire Station 443 at 590 E. Racquet Club Road has had a seismic retrofit to its apparatus room following the Landers earthquake.
Grocery Stores:
There are several major grocery stores in Palm Springs. Following a major earthquake, that source will be severely interrupted. Structural damage notwithstanding, most stores will suffer major damage and disruption inside because of inventory damage. Shelves are not designed to contain products subjected to shaking. Clean up will be a major problem before the public can use the facility. Also, since most stores receive deliveries daily, resupply will be a serious concern requiring an overall logistical effort.
Hardware Stores:
Following a major earthquake, rescuing people from damaged structures will the priority.
Hardware stores should be secured in order to procure emergency supplies. Long term, reconstruction work will also rely heavily on the supplies available through local hardware stores.
Gas Stations:
With a limited amount of gas stations in Palm Springs, fuel sources are going to become critical.
Special attention will have to be paid to gas stations to ensure that their hazard potential is kept low (from fire or a hazardous materials incident through leakage) and at the same time they remain a viable source of fuel to aid in the response and recovery operation.
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City of Palm Springs Emergency Operations Plan 2025 68
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Item 1F - Page 75
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Threat Assessment – MAJOR FIRE / WILDLAND FIRE
I. GENERAL:
Fire and wildland fire are continuous threats in Palm Springs. The California State Fire Marshal’s Office has created Fire Hazard Severity Zones to identify local major fire hazards/ The City of Palm Springs has several zones that have been identified as a “Moderate” Fire Hazard Severity Zone (FHSZ). This zone predominantly stretches along the southern and western boundaries of the city, nestled against the slopes of the San Jacinto Mountains. Although the FHSZ encompasses a substantial area, the vegetation primarily consists of light, flashy fuels, which are less dense compared to the more substantial bush found in the neighboring mountainous regions.
The major areas of concern are wildland and urban interfaces. With over 1,154 individual properties situated within this high-risk zone, the potential for wildfire outbreaks is considerable.
A significant factor contributing to this risk is human activity, which can inadvertently ignite fires and exacerbate the threat to both homes and natural habitats. The dry seasons are a major time for an increase in the number of wildland fires and structure fires. During strong winds, fire danger is particularly high. The increase of industrial complexes and transportation and utility networks pose an additional threat. Associated with industry and transportation networks is the ever - present problem of hazardous materials. Although not necessarily a wildland threat, a fire occurring in an urban area involving hazardous materials could have serious consequences.
II. SPECIFIC SITUATION:
Since Palm Springs is mostly urban with some desert areas, fire problems vary in degree.
Reaction times is a factor as is equipment availability, personnel requirements, strategy, and tactics. The San Jacinto Mountains are extremely difficult to traverse, and many times are totally inaccessible except for aircraft. Winds in these areas sometimes exceed 80 miles per hour.
Transportation fires involving hazardous materials are of growing concern. The main area of concern to the city is Interstate 10 and the rail lines through Palm Springs.
Additionally, the City is home to over 700 multifamily dwellings, including hotels, motels, apartments, and condominiums. Fires in these types of buildings pose significant dangers due to their potential for rapid spread. In just 30 seconds, a small fire can escalate into a life-threatening emergency, jeopardizing the safety of all occupants. One of the critical hazards associated with multifamily dwellings is the production of toxic smoke. When a fire occurs, the smoke can permeate walls, insulation, and furniture, leading to discoloration and staining of materials. This toxic smoke not only damages belongings but can also permanently tarnish metals and create hazardous conditions for residents. Additionally, in multistory buildings, victims may find themselves directly above the fire source. This proximity can exacerbate the situation, as the fire can spread quickly and obstruct escape routes, making evacuation challenging and increasing the risk of injury or loss of life.
Addressing this ongoing challenge requires a concerted effort in fire prevention, community awareness, and effective land management strategies to protect the residents and the unique environment of Palm Springs.
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III. EVACUATIONS:
If a fire occurs that necessitates evacuations, the City will notify residents using its mass notification system, reverse 9-1- 1, and through city staff using direct communication such as police doing neighborhood verbal warnings. It is expected that most major streets (Palm Canyon, Ramon Road, Tahquitz Way, Dinah Shore, and Sunrise) will be open. However, based on historical weather such as rain and/or blow sand, it is unknown if all evacuation routes will be viable.
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Item 1F - Page 78
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City of Palm Springs Emergency Operations Plan 2025 72
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Threat Assessment – FLOODING
I. GENERAL:
The size and frequency of a flood in a particular area depends on a complex combination of conditions, including the amount, intensity and distribution of rainfall, previous moisture condition and drainage patterns. The magnitude of a flood is measured in terms of its peak discharge, which is the maximum volume of water passing a point along a channel. Floods are usually referred to in terms of their frequency of occurrence, 50 or 100 years. The primary effect of flooding is the threat to life and property. Floods may also create health hazards due to the discharge of raw sewage from damaged septic tank leach fields, sewer lines, and sewage treatment plants and due to flammable, explosive, or toxic materials carried off by flood waters. In addition, vital public services may be disrupted.
Floods are generally classified as either slow rise or flash floods. Slow rise floods may be preceded by a warning time lasting from hours, to days, or possibly weeks. Evacuation and sand bagging for a slow rise flood may lessen flood related damage. Conversely, flash floods are the most difficult to prepare for due to the extremely short warning time, if available at all. Flash flood warnings usually require immediate evacuation within the hour. On some occasions adequate warning may be impossible. Palm Springs is more likely to receive flash floods. Once flooding begins, personnel will be needed to assist in rescuing persons trapped by flood waters, securing utilities, cordoning off flood areas, and controlling traffic. These actions may overtax local agencies, and additional personnel and resources may be required. It is anticipated that existing mutual aid resources would be used to augment local resources.
II. COUNTY RESPONSE:
The Department of Public Works Emergency Response Plan involves numerous stages of response for affected county departments, cities, and agencies. Prioritized warning and alerting stages will be activated according to established procedures. Some of the agencies to be contacted include the County’s Emergency Operations Center and all Riverside County Departments, U.S. Army Corps of Engineers, Office of Emergency Services and the cities that lie within the 100-year flood inundation area.
III. SPECIFIC SITUATION:
Although the City of Palm Springs has taken significant steps to reduce or eliminate flooding within the City such as building levee systems, it is still subject to flooding. The topography of the city varies from above sea level to areas below sea level. Areas subject to flooding drain either naturally into flood controls, washes, or creeks. Most can handle normal flows. Areas subject to flooding are located throughout Palm Springs, although low lying areas of the city are particularly susceptible. Flooding can be rapid and quite severe during the summer. Winter rains are generally widespread, but flash flood potential is less due to steady rainfall. However, there is a danger to motorists who may attempt to drive through flooded washes on N. Indian Avenue, Vista Chino, Golf Club Drive and Araby Road. During times of heavy rainfall and reservoir water release, flood control channels, Tahquitz Creek levee, and basins are at risk of overflowing their banks. This includes, but is not limited to the Whitewater Channel, the Coachella Valley Water District Flood Channel, Tahquitz Creek, and Palm Canyon Wash. The Tahquitz Creek runs west to east through the length of City, the Whitewater River runs along the north to east side of the City, and the Palm Canyon Wash runs west to east through the southern section of the city. Specific flood Item 1F - Page 80
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characteristics are depicted in a flood insurance study developed by the Federal Insurance Administration and Riverside County flood control documents. According to the existing FEMA flood plain maps that show the 100- year flood boundaries and flood depths, the City of Palm Springs is within the overflow area. Health hazards could present themselves to residential dwellings and businesses in the affected areas if proper flood clean up actions are not conducted immediately. Contamination due to flooded sewage systems poses the greatest risk to health and safety of persons in the affected areas.
IV. FLOOD READINESS STAGES:
Flood in the special risk areas can occur rapidly or slowly depending on the heaviness and severity of rainfall. Emergency preparedness will be based on three stages of response actions.
Stage I (Flood Watch):
Light to Moderate rain. Monitor storm to establish precise nature of flood risk. Alert key personnel. Ensure availability of Shelters (if it is later necessary to evacuate and look after local people). Ensure availability of sandbags at predesignated locations.
Stage II (Flood Warning or Urban and Small Stream Advisory):
Moderate to heavy rain. Monitor storm constantly to establish precise nature of flood risk and evolving situation. Establish liaison with all emergency services agencies and consider whether to set up Emergency Operations Center. Deploy staff to risk areas to monitor river levels. If needed alert staff to open shelters. Deploy reserve sand bags. Post flood warnings in affected areas.
Stage III (Flood Statement):
Continuation of heavy rain. Threat to private property and persons. Areas should be evacuated. In addition to the Flood Warning activities, open shelters, assist with evacuations of flooded areas, deploy staff to assist in spreading flood warnings, liaison with media to pass on important information.
V. EVACUATION ROUTES:
It is expected that most major streets (Palm Canyon, Ramon Road, Tahquitz Way, Dinah Shore, and Sunrise) will be open. However, based on experience from 2019, it is unknown what, if any, evacuation routes will be viable. All roads that cross major washes (Vista Chino, Indian Canyon, and Araby), are subject to frequent flooding and subsequent closure. The Hwy 111, Ramon Road and Mid-Valley Parkway bridges will allow east/west evacuations.
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CI TY O F P ALM SPR INGS – E MERGENCY OP ERATIONS PL AN 2025
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Threat Assessment – DAM FAILURE
I. GENERAL:
Dam inundation is defined as flooding which occurs as the result of structural failure of a dam.
Structural failure could also be caused by seismic activity. Seismic activity may also cause inundation by the action of a seismically induced wave which overtops the dam without also causing dam failure. Landslides flowing into a reservoir are also a source of potential dam failure or overtopping. A dam failure could cause loss of life, damage to property, and other ensuing hazards, as well as the displacement of persons residing in the inundation zone. A catastrophic dam failure could exceed the response capability of local communities. Damage control and disaster relief support would be required from other Local, Regional, State, and Federal agencies.
Mass evacuation of the inundation areas would be essential to save lives. Extensive search and rescue operations may be required to assist trapped or injured persons. Emergency medical care, food, and temporary shelter would be required for injured or di splaced persons. Public health would be a major concern and identification and burial of many dead persons would pose difficult problems. These and other emergency operations could be seriously hampered by the loss of communications, damage to transportation routes, and the disruption of public utilities, and other essential services. Actions would be required to remove debris and clear roadways, demolish unsafe structures, assist in the reestablishment of public services and utilities, and provide continuing care and welfare for the affected population including temporary housing for displaced persons.
II. SPECIFIC:
Flooding resulting from dam failure is a potential hazard for Palm Springs. The Tachevah Creek Detention Reservoir and the Tahquitz Creek Debris Basin are two flood control structures in the Palm Springs area required by the California State Water Code to be monitored for structural safety and that have the potential to pose a flooding risk to the City. The Tachevah Creek Detention Reservoir, about 1,200 feet downstream from the mouth of Tachevah Canyon, is formed by a 42-foot-high embankment constructed of compacted earth fill and has a capacity of approximately 650 million gallons. This dam was built in 1964 and protects the highly urbanized central part of the city from floods and debris flows. The Tahquitz Creek Debris Basin, which is a considerably smaller structure, was designed and constructed to reduce the risk of flooding that the Tahquitz Creek has historically posed to Palm Springs. Completed in 1991 by the U.S. Army Corps of Engineers, the basin consists of a natural channel and dam with a debris storage capacity of about 33 million gallons and a two mile stretch of grass lined channel used as a golf course and trails. An inundation pathway for this dam is not available.
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Threat Assessment – HAZARDOUS MATERIALS INCIDENT
I. GENERAL:
Due to Palm Springs proximity to Interstate 10 and Highway 111, the release of a hazardous material to the environment could cause a multitude of problems. The significance of the problems to the environment, property, or human health is dependent on the type, location, and quantity of the hazardous material released. Although hazardous material incidents can happen almost anywhere, certain areas are at higher risk. Jurisdictions near roadways that are frequently used for transporting hazardous materials and jurisdictions with industrial facilities that use, store, or dispose of such materials all have an increasing potential for major mishaps, as do jurisdictions crossed by certain railways, waterways, airways and pipelines.
Releases of explosive and highly flammable materials have caused fatalities and injuries, necessitated largescale evacuations and caused millions of dollars’ worth of property damage.
Toxic chemicals in gaseous form have caused injuries and fatalities among emergency response teams and passersby. When toxic materials have entered either surface or ground water supplies, serious health effects have resulted. Releases of hazardous chemicals have been especially damaging when they have occurred in highly populated areas and/or along heavily traveled transportation routes.
II. SPECIFIC SITUATION:
Many forms of hazardous materials are present in Palm Springs. They are present in permanent storage locations, roadway and railway transport medium, long distance pipelines, and at various industrial and agricultural sites. Palm Springs' proximity to its rail and highway transportation routes, and various light industries, has a growing potential for serious hazardous materials incidents. Interstate 10 and Highway 111 are heavily traveled by trucks. They carry every conceivable type of hazardous material i ncluding gasoline, pesticides and compressed chlorine materials. The railroad lines traveling north of Palm Springs also carries hazardous cargos.
Transportation of chlorine is a major concern. The local water district consumes large quantities of compressed chlorine and that product is transported and delivered daily in and around the city.
With the recent hazardous materials disclosure legislation, we have a growing knowledge of where they are used or stored.
III. TRANSPORTATION ACCIDENTS:
The amount of hazardous materials transported over rail and roadways daily is unknown but estimated to be steadily increasing as our economy grows. There is the potential for a hazardous materials incident almost anywhere on the highways and roads throughout Palm Springs. The greatest concern focuses on Interstate 10. The most vulnerable areas along these routes are the on/off ramps and interchanges near the City. A major concern with the trucking industry is the safe operation of the trucks. With the deregulation of the trucking industry, spot checks of trucks in many states, including California, have shown that 25 percent or greater of these trucks currently in service are not in safe enough condition to be operated on public highways. Besides the immediate effect of a hazardous materials incident on scene, there are also ancillary effects.
For instance, the impact on waterways and drainage systems, and the evacuation of schools, business districts, and residential areas. Traffic on railroads is not as prevalent as on truck routes but poses a much greater problem when an accident is involved due to the volumes of hazardous materials on board.
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IV. PIPELINES:
There are many pipeline distribution systems near Palm Springs. Although water in and of itself is not considered a hazardous material, a rupture of a main line with a major release could have serious side effects. A major pipeline carrying natural gas parallels Interstate 10 north of the city.
This pipeline brings gas from the southwestern states into Southern California.
V. INDUSTRY SUPPORT:
Some light industries are moving into areas near Palm Springs. To support these industries, the city may realize an increase in the transportation of highly toxic and corrosive materials into and out of the city. Along with the use of hazardous materials come the problems of hazardous waste management and disposal. With many hazardous waste disposal sites closing, this means more transportation of these materials.
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Threat Assessment – TRANSPORTATION INCIDENT
I. AVIATION:
A major air crash that occurs in a heavily populated residential area can result in considerable loss of life and property. The impact of a disabled aircraft as it strikes the ground creates the likely potential for multiple explosions, resulting in intense fires. Regardless of where the crash occurs, the resulting explosions and fires have the potential to cause injuries, fatalities , and the destruction of property at and adjacent to the impact point. Damage assessment and disaster relief efforts associated with an air crash incident will require support from other local, regional, state, federal, and private organizations. It can be expected that few, if any, airline passengers will survive a major air crash. The intense fires, until controlled, will limit search and rescue operations. Police barricades will be needed to block off the impacted area. Investigators from the National Transportation and Safety Board and the Riverside County Coroner’s Office will have short term jurisdiction over the crash area and investigations will be completed before the area is released for cleanup. The cleanup operation may consist of the removal of large debris, clearing of roadways, demolishing unsafe structures, and towing of demolished vehicles. It is impossible to totally prepare for the aftermath of a major air crash. Palm Springs is home to Palm Springs International Airport (PSP) which is located two miles east of the central business district. PSP has two runways and is served by major airlines offering daily nonstops to dozens of destinations.
PSP processes over 2 million passengers each year. The skies above Palm Springs are occupied by aircraft originating and departing from PSP and other airports located in Southern California.
II. ROADWAY:
A major truck incident that occurs in a populated industrial area or residential area can result in considerable loss of life and property. These hazards encompass many threats, such as hazardous materials incident, fire, severe damage to either adjacent buildings or vehicles, and loss of life of pedestrians or those in either the adjacent buildings or vehicles. The City of Palm Springs is located within the eastern section of Riverside County. It is served by one major freeway, several major north-south truck routes and contains one truck stop terminal located at the northern end of the city. Highway 111 is also a major east -west route that serves Palm Springs. Both roads have considerable vehicle traffic that poses a significant threat.
III. RAILWAY:
A major train derailment that occurs in the local area can result in loss of life and property. As a train leaves its track, there is no longer any control as to the direction it will travel. Potential hazards could be overturned rail cars, impact into traffic, and the release of its contents. Each of these hazards encompasses many threats, such as a hazardous materials incident, fire, severe damage to either adjacent buildings or vehicles and loss of life of those in either adjacent buildings or vehicles and pedestrians. There is only one vehicular train track crossing in the City of Palm Springs. It is located at Tipton Road and Highway 111 in the far northwest portion of the city.
There is currently no residential population within that location. Both North Indian Avenue and Palm Drive have bridges that cross the rail tracks. The Palm Springs rail station is located off North Indian Avenue and could be the site of a railway incident. Within the southside easement of the train tracks, there is currently two 20-inch-high pressure liquid petroleum pipeline. A train derailment could cause this pipeline to rupture resulting in a catastrophic fire.
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Threat Assessment – CIVIL UNREST
I. G ENERAL:
The spontaneous disruption of normal, orderly conduct and activities in urban areas, or outbreak of rioting or violence that is of a large nature is referred to as civil unrest. Civil unrest can be spurred by many factors. Civil unrest is usually noted by the fact that normal on- duty police and safety forces cannot adequately deal with the situation until additional resources can be acquired.
Palm Springs has a large Lesbian, Gay, Bisexual, and Transgender (LGBT) population and is considered at a much higher risk for incidents involving civil unrest. Palm Springs host numerous LGBT events annually and must plan for potential civil unrest. Additionally, Palm Springs and the greater Coachella Valley have a large veteran population which can also be a target for civil unrest.
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Threat Assessment – TERRORISM
I. G ENERAL:
The September 11, 2001 attacks on the World Trade Center and the Pentagon has elevated our concern about terrorism to a level we never imagined and requires us to be prepared to respond to situations that go beyond the terrorist incident scenarios that we are familiar with. Ter rorism has become a serious concern for emergency management, emergency responders, and the general public. Terrorism is defined as the use of fear for intimidation, usually political goals.
Terrorism is a crime where the threat of violence is often as effective as the commission of the violent act itself. Terrorism affects us through fear, physical injuries, economic losses, psychological trauma, and erosion of faith in government. Terrorism is not an ideology. Terrorism is a strategy used by individuals or groups to achieve their political goals. Terrorists espouse a wide range of causes from religious ideology to socio political agendas. Because of the tremendous variety of causes supported by terrorists and the wide variety of potential targets, there is no place that is truly safe from terrorism. Throughout California there is nearly limitless number of potential targets, depending on the perspective of the terrorist. Some of these targets include: government offices, pregnancy centers, religious facilities, public places (such as shopping centers), schools, power plants, refineries, utility infrastructures, water storage facilities, dams, private homes, prominent individuals, financial institutions and other businesses. Terrorists may use various types of weapons from bladed weapons and handguns to explosives and even chemical, biological, radiological, and nuclear (CBRN) weapons. Terrorists are also capable of attacking computer networks and infrastructure or utility networks.
HSPD-5 says to prevent, prepare for, respond to, and recover from terrorist attacks, major disasters, and other emergencies, the United States Government shall establish a single, comprehensive approach to domestic incident management. The objective of the United States Government is to ensure that all levels of Government across the Nation have the capability to work efficiently and effectively together, using a national approach to domestic incident management. In these efforts, with regard to domestic incidents, the United States Government treats crisis management and consequence management as a single, integrated function, rather than as two separate functions.
On March 2002 Presidential Directive- 3 established a Homeland Security Advisory System to provide a comprehensive and effective means to disseminate information regarding the risk of terrorist acts to Federal, State, and Local authorities and private people. The system provides warnings in the form of a set of graduated “Threat Conditions” that would increase as the risk of the threat increases. The system was changed in April 20, 2011 to the National Terrorism Advisory System (NTAS). The change was implemented to better alert the public to specific and creditable threats. The system still seeks to inform and facilitate decisions appropriate to different levels of Government and to private citizens at home and at work.
DHS will coordinate with other Federal entities to issue detailed NTAS Alerts which will be based on the nature of the threat: in some cases, alerts will be sent directly to law enforcement or affected areas of the private sector, while in others, alerts will be issued more broadly to the American people through both official and media channels. NTAS alerts provide a concise summary of the potential threat including geographic region, mode of transportation, or critical infrastructure potentially affected by the threat, actions being taken to ensure public safety, as well as recommended steps that individuals, communities, business and governments can take Item 1F - Page 90
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to help prevent, mitigate or respond to a threat. NTAS Alerts will include a clear statement on the nature of the threat, which will be defined in one of two ways:
• “Elevated Threat”: Warns of a credible terrorist threat against the United States. • “Imminent Threat”: Warns of a credible, specific, and impending terrorist threat against the United States.
NTAS Alerts contain a sunset provision indicating a specific date when the alert expires. If threat information changes for an alert, the Secretary of Homeland Security may announce an updated NTAS Alert. All changes, including the announcement that cancel s an NTAS Alert, will be distributed the same way as the original alert.
The Federal Bureau of Investigation (FBI) is the lead F ederal agency for all terrorist activities within the United States. The FBI coordinates this activity with local law enforcement through the Joint Regional Intelligence Center (JRIC). Palm Springs Police Department (PSPD) participates in the JRIC, which assesses potential threats to determine if they are credible. The JRIC is a multi-agency, multi-jurisdictional group and is working with key F ederal and State agencies and other counties. These agencies have developed a broad threat assessment of potential terrorist targets, threat elements, and local response capabilities. This assessment is contained in a restricted use planning document maintained by the PSPD. The information contained in this document will be used as necessary during a threat situation or actual event.
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Threat Assessment – LANDSLIDE
Landslide is a general term for a falling mass of soil or rocks and the vertical movement of small pieces of soil. “Mudslide” (mudflow) is a flow of very wet rock and soil. The size of a landslide usually depends on the geology and the initial cause of the landslide. Landslides vary greatly in their volume of rock and soil, the length, width, and depth of the area affected, frequency of occurrence, and speed of movement. Some characteristics that determine the type of landslide are slope of the hillside, moisture content, and the nature of the underlying materials. Landslides are given different names, depending on the type of failure and their composition and characteristics. Slides move in contact with the underlying surface. These movements include rotational slides where sliding material moves along a curved surface and translational slides where movement occurs along a flat surface. These slides are generally slow moving and can be deep. Slumps are small rotational slides that are generally shallow. Slow moving landslides can occur on relatively gentle slopes and can cause significant property damage but are far less likely to result in serious injuries than rapidly moving landslides. Palm Springs is at risk for slides due to proximity to the mountains. Catalysts that ultimately allow slope failures to occur in vulnerable terrain are most often water (heavy and prolonged rainfall), erosion and undercutting by streams, manmade alterations to the slope, and seismic shaking. Seismic shaking is the predominant trigger of slope failure in the Palm Springs area, as evidenced by the 1986 North Palm Springs earthquake. Landslides can affect utility services, transportation systems, and critical lifelines. Communities may suffer immediate damages and loss of service. Disruption of infrastructure, roads, and critical facilities may also have a long-term effect on the economy.
Utilities, including potable water, wastewater, telecommunications, natural gas, and electric power are all essential to service community needs. Loss of electricity has the most widespread impact on other utilities and on the whole community. Natural gas pipes may also be at risk of breakage from landslide movements as small as an inch or two. Most of the developed portions of the City of Palm Springs are relatively flat and are not subject to a significant landslide hazard.
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Threat Assessment – PUBLIC HEALTH EMERGENCIES
I. G ENERAL:
Public health emergencies can take many forms: disease epidemics, largescale incidents of food or water contamination, or extended periods without adequate water and sewer services. There can also be harmful exposure to chemical, biological, radiological, nuclear or explosive (CBRNE) agents and largescale infestations of disease carrying insects or rodents. Public health emergencies can occur as primary events by themselves, or they may be secondary to another disaster or emergency, such as flood, or hazardous material incident. The common characteristic of most public health emergencies is that they adversely impact, or have the potential to adversely impact, a large number of people such as the Spanish Flu epidemic of 1918-1919. Public health emergencies can be localized or worldwide in scope and magnitude.
II. SPECIFIC SITUATION:
Compared to other natural infectious health threats, pandemic influenzas or similar virus has the greatest potential to cause largescale social disruption. If a novel (new strain) and highly contagious disease emerges, the resulting pandemic could lead to wide -ranging illness, death, and severe social and economic disruption worldwide. Because of the county’s large, multicultural, and diverse population, and its high population density, the potential consequences of a pandemic in Riverside County and Palm Springs require s special actions for public health preparedness. Public Health agencies and authority rests at the Riverside County level and above. The essential components of the Riverside County Department of Health Services Pandemic Plan are: surveillance, laboratory testing, vaccine delivery, antiviral medication distribution, and strategies to minimize transmission (quarantine and isolation). One of the biggest keys to success is accurate and timely communication. The foundation for effective communication is a set of key messages that can be used consistently to instill public confidence and generate an appropriate response to minimize risk and ensure a strong and rapid response.
There are multiple risk communication audiences and communication channels that are vital for pandemic preparedness including: the general public, vulnerable population groups, hospitals, healthcare providers, policy makers, and public health officials.
SURVEILLANCE – The Acute Communicable Disease Control program (ACDC) regularly monitors flu and flu-like illness activity through a wide array of surveillance methods. If there is a flu outbreak or pandemic flu in Riverside County, enhanced surveillance, notification, and response will be carried out dependent on the phase of the pandemic.
LABORATORY – Communicable disease surveillance information and diagnostic testing by private laboratories, state and local health departments, and the Centers for Disease Control and Prevention (CDC) provide critical information regarding the presence of various viruses in the community. Laboratory -based surveillance will identify the predominant circulating types, subtypes, and strains of disease, aid clinical judgment, and help guide treatment decisions.
VACCINE DELIVERY – An effective vaccine against a pandemic virus may not be available in the early stages of a pandemic. The Federal Department of Health and Human Services (DHHS) guidelines for Pandemic Influenza indicate that there will likely be federal control over the distribution of vaccine according to pre-determined grouping and risks. Riverside County’s Item 1F - Page 93
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Pandemic Plan will be implemented, and, when appropriate, local jurisdictions may adapt these guidelines.
ANTIVIRAL MEDICATIONS – Currently, the Centers of Disease Control (CDC) recommendations for the priority use of limited supplies of antiviral medications are primarily for treatment, although WHO considers there may be a role for their use in preventing a pandemic under certain situations. The Riverside County Department of Health Services has stockpiled some antiviral medications for immediate use in the event of a flu pandemic.
However, these antivirals would provide limited to no support for a not influenza pandemic.
LIMITING TRANSMISSION – Isolation and quarantine may have limited use in a pandemic due to the short incubation period and potential transmission before the onset of symptoms. There may, however, be a role for these public health measures upon the initial identification of the first cases and outbreaks. Thereafter, the most effective tool for reducing disease and controlling transmission in a pandemic will be an aggressive public information campaign emphasizing containment measures such as hand washing, cough and sneeze etiquette, social distancing and reduced social interactions, and guidelines for those being cared for at home. Additional voluntary isolation and quarantine measures may be recommended in a pandemic as follows:
- Home isolation of cases for a minimum of seven days after disease onset. - Monitoring of contacts for fever and respiratory symptoms for five days after exposure. - Asking health care workers with a fever and have been previously exposed to not go to work.
- Closure of schools and workplaces with high incidence of influenza–like illness (ILI). - Community-wide suspension of large public gatherings.
COMMUNICATIONS – The foundation for effective communication is a set of key messages that can be used consistently to instill public confidence and generate an appropriate response to minimize risk and ensure a strong and rapid response. There are multiple risk communication audiences and communication channels that are vital for pandemic flu preparedness including: the general public, vulnerable population groups, hospitals, healthcare providers, policy makers, and public health officials. Community leaders representing multicultural and socio- economic backgrounds in Riverside County will be informed and included in these communication efforts.
III. P ANDEMIC:
A pandemic occurs when a new virus emerges for which people have little or no immunity and for which there is no vaccine. The disease spreads easily person-to-person, causes serious illness, and can sweep across the country and around the world in very short time.
Phases of a Pandemic:
• Interpandemic Period:
° World Health Organization (WHO) Phase 1 -
No new influenza virus subtypes have been detected in humans. An influenza virus subtype that has caused human infection may be present in animals. If present in animals, the risk of human infection or disease is considered to be low.
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° WHO Phase 2 -
No new influenza virus subtypes have been detected in humans. However, a circulating animal influenza virus subtype poses a substantial risk of human disease.
• Pandemic Alert Period:
° WHO Phase 3 -
There are human infection(s) with a new subtype but no human-to-human spread or at most rare instances of spread to a close contact. ° WHO Phase 4 -
Small cluster(s) with limited human -to-human transmission but spread is highly localized, suggesting that the virus is not well adapted to humans. ° WHO Phase 5 -
Larger cluster(s) but human-to-human spread is still localized, suggesting that the virus is becoming increasingly better adapted to humans but may not yet be fully transmissible (substantial pandemic risk).
• Pandemic Period:
° WHO Phase 6 -
Pandemic phase : increased and sustained transmission in the general population.
• Post-pandemic Period:
Return to the Interpandemic Period.
IV. EMERGENCY RESPONSE:
A pandemic affects and involves a variety of public and private agencies and organizations at the local, state, and federal levels. These agencies must coordinate their activities and resources and share information in real time. To sustain coordinated efforts to control a pandemic at the local level, the following actions will be taken by Riverside County Department of Health Services:
• The Health Officer will be notified when a novel (new strain) virus or other disease with pandemic potential has reached Riverside County. Once the novel virus has been identified in the local area, the Health Officer, in collaboration with Emergency Medical Services (EMS), may call upon County/City agencies and others to assist with the management of the public health response. This may include law enforcement, fire departments, social service and mental health agencies, local governments, non- governmental agencies, businesses etc.
• Hospital Surge Capacity – During a pandemic, the need for hospital beds will exceed the number of beds available. All hospitals are required to have a Surge Capacity Plan to be used in the event of an emergency. In addition, the Riverside County Department of Health Services Plan identifies key components of surge capacity and the ability to meet an increased demand. Increased capacity can be generated by early discharge of patients, transferring patients to lower levels of care, canceling elective procedures, and redirecting staff to the inpatient units most affected. Redirecting staff from areas in the hospital where elective procedures/surgeries have been cancelled, possibly suspending nurse staffing ratios, and extending work hours will also assist in meeting the staffing demands.
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Threat Assessment – SEVERE HEAT EMERGENCIES
From 1979 through 2022, nearly 20,000 people died from the effects of heat and solar radiation in the U.S. In a typical year,over 1,000 Americans die due to extreme heat and heat related issues with spikes occurring in certain years. The elderly, young children, and those who are sick or overweight are more likely to become victims. Special consideration should also be given to pets in extreme heat. The homeless are especially susceptible to heat related illness.
When Palm Springs becomes aware that the National Weather Service has initiated an Excessive Heat Warning, the city will consider:
1. Initial Actions/Notifications:
• City Manager, Public Works Department, Parks and Recreation, Fire, Police, and other department staff informed of the advisory.
• Determine the potential impact to city and required level of city response. • Continue monitoring weather advisories/information.
• Document all actions taken in response to alert/advisory notification.
2. Employee Issues:
• Notify employees of the advisory and the impact it may have on their departmental activities.
• Commit additional personnel and equipment, as necessary, to handle increased response activity when weather conditions threaten the health and wellbeing of citizens. • Ensure that the health and safety needs of field crews/first responders are taken care of.
3. Public Education/Information Issues:
• Public Information Officer p repares and disseminates Public Service Announcements (PSAs) as needed (i.e., shelter locations, cooling stations, and hours of operations). • Coordinate any health/safety tips with the Operational Area to ensure consistent public health messages.
4. Community Issues:
• When necessary, open cooling stations for community members that do not have or cannot afford air conditioning at home.
• Expand information, referral, and outreach services to at risk populations to provide specialized assistance as a result of the heat wave (i.e., location of cool shelters and hours of operation, transportation to shelters, distribution of fans, etc.). • Consider animal care and safety issues in conjunction with the City of Palm Springs Animal Shelter and/or Riverside County Animal Care and Control.
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Threat Assessment – SEVERE WIND EMERGENCIES
I. G ENERAL:
Wind erosion damages land and natural vegetation by removing soil from one place and depositing it in another. Since high winds blow down the axis of the Coachella Valley, recreational and resort communities that first developed in the upper Coachella Valley were generally located in areas sheltered from these winds, tucked in coves at the base of the mountains. However, as the area has grown, development has had to move into the central axis of the valley and into the high wind areas. Most of the urban development in the City of Palm Springs lies within an area of high susceptibility to wind erosion. Recreational land uses especially use of off-road vehicles, can also accelerate erosion in the area. Wind and windblown sand pose an environmental hazard throughout the Coachella Valley. Buildings, fences, roads, crops, automobiles, trees, and shrubs can all be damaged by abrasive blowing sand. Strong winds are endemic to the Palm Springs area, due to the tunneling effect of air through the narrow San Gorgonio Pass. Wind can damage land and vegetation, and in this region, where surface sediments are predominantly dry and granular, windblown sand and dust can impact surface improvements, air quality (creating health hazards), and visibility. In Palm Springs, windblown sand has repeatedly caused the closure of several roads, costing the city tens of thousands of dollars in cleanup. The roads with the most frequent closures include Indian Canyon Drive, Gene Autry Trail, and Vista Chino.
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GLOSSARY OF KEY TERMS
Action Plan (AP): See EOC Action Plan and Incident Action Plan.
Activation: 1) Initial activation of an EOC may be accomplished by a designated official of the emergency response agency that implements SEMS as appropriate to accomplish the agency's role in response to the emergency. 2) An event in the sequence of events normally experienced during most emergencies.
After-Action Report (AAR): A report that examines response actions, application of SEMS, modifications to plans and procedures, training needs and recovery activities. After action reports are required under SEMS after any emergency that requires a declaration of an emergency.
Reports must be submitted within 90 days to Cal EMA.
Agency: A division of government with a specific function offering a specific kind of assistance.
In the Incident Command System (ICS), agencies are defined either as jurisdictional (having statutory responsibility for incident management) or as assisting or cooperating (providing resources or other assistance). Governmental Organizations are most often in charge of an incident, though in certain circumstances private sector organizations may be included.
Additionally, Non-Governmental Organizations (NGOs) may be included to provide support.
All-Hazards: Any incident, natural or manmade, that warrants action to protect life, property, environment, public health or safety and minimize disruptions of government, social, or economic activities.
California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA): An agreement entered into by and between the State of California, its various departments and agencies and the various political subdivisions, municipal corporations and public agencies of the State of California to assist each other by providing resources during an emergency. Mutual Aid occurs when two or more parties agree to furnish resources and facilities and to render services to each other in response to any type of disaster or emergency.
California Emergency Functions (CA-EF): The California Emergency Functions are a grouping of state agencies, departments and other stakeholders with similar functional activities/responsibilities whose responsibilities lend to improving the state’s ability to collaboratively prepare for, effectively mitigate, cohesively respond to and rapidly recover from any emergency. California Emergency Functions unify a broad spectrum of stakeholders with various capabilities, resources and authorities to improve collaboration and coordination for a particular discipline. They also provide a framework for the State Government to support regional and community stakeholder collaboration and coordination at all levels of Government and across overlapping jurisdictional boundaries.
California Emergency Services Act (ESA): An Act within the California Government Code to ensure that preparations within the state will be adequate to deal with natural, manmade, or war caused emergencies which result in conditions of disaster or in extreme peril to life, property and the natural resources of the state and generally to protect the health and safety and preserve the lives and property of the people of the state.
Catastrophe: Any natural or manmade incident, including terrorism that results in extraordinary levels of mass casualties, damage, or disruption severely affecting the population, infrastructure, environment, economy, national morale, and/or government functions.
Command: The act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority.
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Command Post: See Incident Command Post.
Command Staff: The Command Staff at the SEMS Field Level consists of the Information Officer, Safety Officer and Liaison Officer. They report directly to the Incident Commander. They may have an assistant or assistants, as needed. These officers are also found at the EO C Levels in SEMS and they report directly to the EOC Director and comprise the m anagement staff. They may have an assistant or assistants, as needed.
Command/Management: Command is responsible for the directing, ordering, and/or controlling of resources at the field response level. Management is responsible for overall emergency policy and coordination at the SEMS EOC Levels.
Common Terminology: Normally used words and phrases avoids the use of different words/phrases for same concepts, consistency, to allow diverse incident management and support organizations to work together across a wide variety of incident management functions and hazard scenarios.
Communications: Process of transmission of information through verbal, written, or symbolic means.
Continuity of Government (COG): Activities that address the continuance of constitutional governance. COG planning aims to preserve and/or reconstitute the institution of government and ensure that a department or agency’s constitutional, legislative, and/or administrative responsibilities are maintained. This is accomplished through succession of leadership, the pre delegation of emergency authority and active command and control during response and recovery operations.
Continuity of Operations (COOP): Planning should be instituted (including all levels of Government) across the private sector and N on-Governmental Organizations as appropriate, to ensure the continued performance of core capabilities and/or critical Government operations during any potential incident.
Coordination: The process of systematically analyzing a situation, developing relevant information and informing appropriate command authority of viable alternatives for selection of the most effective combination of available resources to meet specific objectives. The coordination process (which can be either intra or inter-agency) does not involve dispatch actions.
However, personnel responsible for coordination may perform command or dispatch functions within the limits established by specific agency delegations, procedures, legal authority, etc. Multi- agency or inter-agency coordination is found at all SEMS levels.
Coordination Center: Term used to describe any facility that is used for the coordination of agency or jurisdictional resources in support of one or more incidents.
Corrective Actions: Implementing procedures that are based on lessons learned from actual incidents or from training and exercises.
Cost Unit: Functional unit within the Finance/Administration Section responsible for tracking costs, analyzing cost data, making cost estimates and recommending cost saving measures.
Critical Infrastructure: Systems and assets, whether physical or virtual, so vital to the United States that the incapacity or destruction of such systems and assets would have a debilitating impact on security, national economic security, national public health or safety, or any combination of those matters.
Cyber Security: The protection of data and systems in networks that are connected to the internet, including measures to protect critical infrastructure services. These services may include essential communications such as voice, email and internet connectivity.
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Cyber Threat: An act or threat that poses potentially devastating disruptions to critical infrastructure, including essential communications such as voice, email and Internet connectivity.
Demobilization: The orderly, safe and efficient return of an incident resource to its original location and status.
Department Operations Center (DOC): An Emergency Operations Center (EOC), specific to a single department or agency. Their focus is on internal agency incident management and response. They are often linked to and, in most cases, are physically represented in a combined agency EOC by authorized agent(s) for the department or agency.
Disaster: A sudden calamitous emergency event bringing great damage loss or destruction.
Division: The partition of an incident into geographical areas of operation. Divisions are established when the number of resources exceeds the manageable span of control of the Operations Section Chief. A Division is located within the ICS organization between the Branch and resources in the Operations Section.
Documentation Unit: Functional unit within the Planning/Intelligence Section responsible for collecting, distributing, recording and safeguarding all documents relevant to an incident or within an EOC.
Emergency: Any incident(s), whether natural or manmade, that requires responsive action to protect life or property. Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an emergency means any occasion or instance for which, in the determination of the President, Federal assistance is needed to supplement state and local efforts and capabilities to save lives and to protect property and public health and safety, or to lessen or avert the threat of a catastrophe in any part of the United States.
Emergency Management Assistance Compact (EMAC): A congressionally ratified organization that provides form and structure to interstate mutual aid. Through EMAC, a disaster affected state can request and receive assistance from other member states quickly and efficiently, resolving two key issues upfront: liability and reimbursement.
Emergency Management Community: The stakeholders in emergency response in California including the residents of California, the private sector and F ederal, State, Local and T ribal Governments.
Emergency Operations Center (EOC): The physical location at which the coordination of information and resources to support incident management (on scene operations) activities normally takes place. An EOC may be a temporary facility or may be located in a more central or permanently established facility, perhaps at a higher level of organization within a jurisdiction.
EOC may be organized by major funct ional disciplines (e.g., fire, law enforcement and medical services), by jurisdiction (e.g., federal, state, regional, tribal, city, county), or some combination thereof.
Emergency Operations Plan: The ongoing plan maintained by various jurisdictional levels for responding to a wide variety of potential hazards.
Emergency Resource Directory (ERD): A directory containing information on agency or organization personnel emergency certifications and qualifications and vendor and support organization supplies, equipment, etc. that may be needed during an emergency. Supplies and equipment can include such items as; potable water tenders, portable toilets, heavy equipment, prepared meals, bulk foodstuffs, cots, rental office trailers, etc. To the extent possible and when appropriate, equipment should be typed by capability according to a common and accepted typing schematic. Emergency resource directories should only include those items likely to be needed Item 1F - Page 102
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by the preparing agency or organization in the performance of their duties and should not attempt to include everything that may be needed in any emergency.
Emergency Response Agency: Any organization responding to an emergency, or providing mutual aid support to such an organization, whether in the field, at the scene of an incident, or to an operations center.
Emergency Response Personnel: Personnel affiliated with or sponsored by emergency response agencies.
EOC Action Plan: The plan developed at SEMS EOC Levels, which contains objectives, actions to be taken, assignments and supporting information for the next operational period.
Essential Facilities: Police, fire, emergency operations centers, schools, medical facilities and other resources that have a role in an effective and coordinated emergency response.
Evacuation: Organized, phased and supervised withdrawal, dispersal, or removal of civilians from dangerous or potentially dangerous areas and their reception and care in safe areas.
Federal: Of or pertaining to the Federal Government of the United States of America.
Finance/Administration Section: The section responsible for all administrative and financial considerations surrounding an incident or EOC activation.
Function: Function refers to the five major activities in ICS: Command, Operations, Planning, Logistics and Finance/Administration. The same five functions are also found at all SEMS EOC Levels. At the EOC, the term Management replaces Command. The term function is also used when describing the activity involved, (e.g. the Planning function). A sixth function, Intelligence/Investigations, may be established, if required, to meet emergency management needs.
Group: Established to divide the incident management structure into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division. Groups, when activated, are located between branches and resources in the Operations Section. See Division.
Hazard: Something that is potentially dangerous or harmful, often the root cause of an unwanted outcome.
Incident: An occurrence or event, natural or manmade that requires a response to protect life or property. Incidents can, for example, include major disasters, emergencies, terrorist attacks, terrorist threats, civil unrest, wildland and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, tsunamis, war related disasters, public health and medical emergencies and other occurrences requiring an emergency response.
Incident Action Plan (IAP): An oral or written plan containing general objective reflecting the overall strategy for managing an incident. It may include the identification of operational resources and assignments. It may also include attachments that provide direction and important information for management of the incident during one or more operational periods. At the SEMS EOC Level it is called the EOC Action Plan.
Incident Base: The location at which primary l ogistics functions for an incident are coordinated and administered. There is only one base per incident. (Incident name or other designator will be added to the term base.) The Incident Command Post may be co-located with the Base.
Incident Command: Responsible for overall management of the incident and consists of the Incident Commander, either single or unified command and any assigned supporting staff.
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Incident Command Post (ICP): The field location where the primary functions are performed.
The ICP may be co-located with the incident base or other incident facilities.
Incident Command System (ICS): A standardized on scene emergency management construct specifically designed to provide for the adoption of an integrated organizational structure that reflects the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures and communications operating within a common organizational structure, designed to aid in the management of resources during incidents. It is used for all kinds of emergencies and is applicable to small as well as large and complex incidents. ICS is used by various jurisdictions and functional agencies, both public and private, to organize field level incident management operations.
Incident Commander (IC): The individual responsible for all incident activities, including the development of strategies and tactics and the ordering and the release of resources. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site.
Information: Pieces of raw, unanalyzed data that identifies persons, evidence, events; or illustrates processes that specify the occurrence of an event. May be objective or subjective and is intended for both internal analysis and external (news media) application. Information is the “currency” that produces intelligence.
Intelligence: Product of an analytical process that evaluates information collected from diverse sources, integrates the relevant information into a cohesive package and produces a conclusion or estimate. Information must be real, accurate and verified before it becomes intelligence for planning purposes. Intelligence relates to the specific details involving the activities of an incident or EOC and current and expected conditions and how they affect the actions taken to achieve operational period objectives. Intelligence is an aspect of information. Intelligence is primarily intended for internal use and not for public dissemination.
Intelligence/Investigations: Intelligence gathered within the Intelligence /Investigations function is information that either leads to the detection, prevention, apprehension and prosecution of criminal activities (or the individual(s) involved) including terrorist incidents or information that leads to determination of the cause of a given incident (regardless of the source) such as public health events or fires with unknown origins. This is different from the normal operational and situational intelligence gathered and reported by the Planning Section.
Interoperability: Allows emergency management/response personnel and their affiliated organizations to communicate within and across agencies and jurisdictions via voice, data, or video-on-demand, in real-time, when needed and when authorized.
Joint Information Center (JIC): A facility established to coordinate all incident related public information activities. It is the central point of contact for all news media. Public information officials from all participating agencies should co-locate at the JIC.
Joint Information System (JIS): Integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, accurate, accessible, timely and complete information during crisis or incident operations. The mission of the JIS is to provide a structure and system for developing and delivering coordinated inter -agency messages; developing, recommending and executing public information plans and strategies on behalf of the IC; advising the IC concerning public affairs issues that could affect a response effort; and controlling rumors and inaccurate information that could undermine public confidence in the emergency response effort.
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Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority. Jurisdictional authority at an incident can be political or geographical (e.g., federal, state, tribal and local boundary lines) or functional (e.g., law enforcement, public health).
Key Resources: Any publicly or privately controlled resources essential to the minimal operations of the economy and government.
Liaison: A form of communication for establishing and maintaining mutual understanding and cooperation.
Liaison Officer: A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for coordinating with representatives from cooperating and assisting agencies or organizations. At SEMS EOC Levels, reports directly to the EOC Director and coordinates the initial entry of Agency Representatives into the Operations Center and also provides guidance and support for them as required.
Local Government: According to Federal Code 30 a county, municipality, city, town, township, local public authority, school district, special district, intrastate district, council of governments (regardless of whether the council of governments is incorporated as a nonprofit corporation under state law), regional or interstate government entity, or agency or instrumentality of a local government; an Indian tribe or authorized tribal entity, or in Alaska a Native village or Alaska Regional Native Corporation; a rural community, unincorporated town or village, or other public entity.
Logistics: Providing resources and other services to support incident management.
Logistics Section: The section responsible for providing facilities, services and material support for an incident or EOC activation.
Management Staff: See Command Staff.
Mitigation: Provides a critical foundation in the effort to reduce the loss of life and property from natural and/or manmade disasters by avoiding or lessening the impact of a disaster and providing value to the public by creating safer communities. Mitigation seeks to fix the cycle of disaster damage, reconstruction and repeated damage. These activities or actions, in most cases, will have a long-term sustained effect.
Mobilization: The process and procedures used by all organizations —federal, state, tribal and local, for activating, assembling and transporting all resources that have been requested to respond to or support an incident.
Mobilization Center: An off -emergency location where emergency services personnel and equipment may be temporarily located, pending assignment to emergencies, release, or reassignment.
Multi-Agency Coordination Group (MAC Group): Typically, administrators /executives, or their appointed representatives, who are authorized to commit agency resources and funds, are brought together and form MAC Groups. MAC Groups may also be known as multi -agency committees, emergency management committees, or as otherwise defined by the System. It can provide coordinated decision making and resource allocation among cooperating agencies and may establish the priorities among incidents, harmonize agency policies and provide strategic guidance and direction to support incident management activities.
Multi-Agency Coordination System(s) (MACS): Multi-agency coordination systems provide the architecture to support coordination for incident prioritization, critical resource allocation, communications systems integration and information coordination. The elements of multi-agency Item 1F - Page 105
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coordination systems include facilities, equipment, personnel, procedures and communications.
Two of the most commonly used elements are EOC and MAC Groups. These systems assist agencies and organizations responding to an incident.
Multi-Agency or Inter -Agency Coordination: The participation of agencies and disciplines involved at any level of the SEMS organization working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.
Mutual Aid Agreements and/or Assistance Agreements: Written or oral agreements between and among agencies/organizations and/or jurisdictions that provide a mechanism to quickly obtain emergency assistance in the form of personnel, equipment, materials and other associated services. The primary objective is to facilitate rapid, short-term deployment of emergency support prior to, during, and/or after an incident.
Mutual Aid Coordinator: An individual at Local Government, Operational Area, Region or State Level that is responsible to coordinate the process of requesting, obtaining, processing and using mutual aid resources. Mutual Aid Coordinator duties will vary depending upon the mutual aid system.
Mutual Aid Region: A mutual aid region is a subdivision of Cal EMA established to assist in the coordination of mutual aid and other emergency operations within a geographical area of the state, consisting of two or more Operational Areas.
National Incident Management System (NIMS): Provides a systematic, proactive approach guiding Government agencies at all levels, the private sector and non-governmental organizations to work seamlessly to prevent, protect against, respond to, recover from and mitigate the effects of incidents, regardless of cause, size, location, or complexity, in order to reduce the loss of life or property and harm to the environment.
National Response Framework (NRF): A guide to how the nation conducts all-hazards incident management.
Non-Governmental Organization (NGO): An entity with an association that is based on the interests of its members, individuals, or institutions. It is not created by a Government, but it may work cooperatively with the Government. Such organizations serve a public purpose, not a private benefit. Examples of NGO include faith-based charity organizations and the American Red Cross.
Officer: 1) The ICS title for the personnel responsible for the Command Staff (Management Staff at EOC) positions of Safety, Liaison and Public Information. 2) One who holds an office or post; especially one elected or appointed to a position of authority or trust in a corporation, government, institution, etc.
Operational Area (OA): An intermediate level of the state emergency organization, consisting of a county and all other political subdivisions within the geographical boundaries of the county.
Operational Period: The time scheduled for executing a given set of operation actions, as specified in the Incident Action Plan. Operational periods can be of various lengths, although usually they last 12-24 hours.
Operations Section: The section responsible for all tactical incident operations and implementation of the Incident Action Plan. In ICS, it normally includes subordinate branches, divisions, and/or groups. At the SEMS EOC Levels the section is responsible for the coordination of operational activities. The Operations Section at an EOC contains branches, groups or units necessary to maintain appropriate span of control.
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Organization: Any association or group of persons with like objectives. Examples include, but are not limited to, governmental departments and agencies, private sector, and/or non- governmental organizations.
Planning Section: The section responsible for the collection, evaluation and dissemination of operational information related to the incident or EOC activities and for the preparation and documentation of the IAP or EOC Action Plan respectively. This section also maintains information on the current and forecasted situation and on the status of resources assigned to the incident or EOC activation.
Political Subdivisions: Includes any city, city and county, county, tax or assessment district, or other legally authorized local governmental entity with jurisdictional boundaries.
Preparedness: A continuous cycle of planning, organizing, training, equipping, exercising, evaluating and taking corrective action to ensure effective coordination during incident response.
Within NIMS, preparedness focuses on the following elements: planning, procedures and protocols, training and exercises, personnel qualification and certification and equipment certification.
Prevention: Actions to avoid an incident or to intervene to stop an incident from occurring.
Prevention involves actions to protect lives and property. It involves applying intelligence and other information to a range of activities that may include such countermeasures as deterrence operations; heightened inspections; improved surveillance and security operations; investigations to determine the full nature and source of the threat; public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting, or disrupting illegal activity and apprehending potential perpetrators and bringing them to justice.
Private Sector: Organizations and entities that are not part of any governmental structure. The private sector includes for -profit and not-for-profit organizations, formal and informal structures, commerce and industry.
Protocols: Sets of established guidelines for actions (which may be designated by individuals, teams, functions, or capabilities) under various specified conditions.
Public Information: Processes, procedures and systems for communicating timely, accurate and accessible information on the incident’s cause, size and current situation; resources committed; and other matters of general interest to the public, responders and additional stakeholders (both directly affected and indirectly affected).
Public Information Officer (PIO): A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for interfacing with the public and media and/or with other agencies with incident related information requirements.
Recovery: The development, coordination and execution of service and site restoration plans; the reconstitution of government operations and services; individual, private– sector, non- governmental and public assistance programs to provide housing and to promote restoration; long-term care and treatment of affected persons; additional measures for social, political, environmental and economic restoration; evaluation of the incident to identify lessons learned; post incident reporting; and development of initiatives to mitigate the effects of future incidents.
Recovery Plan: A plan developed to restore the affected area or community.
Region Emergency Operations Center (REOC): Facilities found at Cal EMA Administrative Regions. REOC provide centralized coordination of resources among Operational Areas within their respective regions and between the Operational Areas and the State Level.
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Reimbursement: Provides a mechanism to recoup funds expended for incident specific activities.
Resource Management: Efficient emergency management and incident response requires a system for identifying available resources at all jurisdictional levels to enable timely and unimpeded access to resources needed to prepare for, respond to, or recover from an incident.
Resource management under NIMS includes mutual aid agreements and assistance agreements; the use of special federal, state, tribal and local teams; and resource mobilization protocols.
Resources: Personnel and major items of equipment, supplies and facilities available or potentially available for assignment to incident operations and for which status is maintained.
Resources are described by kind and type and may be used in operational support or supervisory capacities at an incident or at an EOC.
Response: Activities that address the short-term, direct effects of an incident. Response includes immediate actions to save lives, protect property and meet basic human needs. Response also includes the execution of EOP and of mitigation activities designed to limit the loss of life, personal injury, property damage and other unfavorable outcomes. As indicated by the situation, response activities include applying intelligence and other information to lessen the effects or consequences of an incident; increased security operations; continuing investigations into nature and source of the threat; ongoing public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and specific law enforcement operations aimed at preempting, interdicting, or disrupting illegal activity and apprehending actual perpetrators and bringing them to justice.
Response Personnel: Includes Federal, State, Territorial, Tribal, Sub-State Regional and Local Governments, private sector organizations, critical infrastructure owners and operators, NGO and all other organizations and individuals who assume an Emergency Management role. Also known as an Emergency Responder.
Safety Officer: A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for monitoring incident operations and advising the IC on all matters relating to operational safety, including the health and safety of emergency responder personnel. The Safety Officer may have assistants.
Section: 1) The organizational level having responsibility for a major functional area of I ncident or EOC Management, (e.g. Operations, Planning, Logistics, Finance/Administration) and Intelligence/ Investigations (if established). The section is organizationally situated between the branch and the Incident Command. 2) A separate part or division as: a. ) A portion of a book, treatise, or writing; b.) A subdivision of a chapter; c.) A division of law.
Situation Report: Often contain confirmed or verified information regarding the specific details relating to the incident.
Span of Control: The number of resources for which a supervisor is responsible, usually expressed as the ratio of supervisors to individuals. (Under NIMS, an appropriate span of control is between 1:3 and 1:7, with optimal being 1:5.)
Special District: A unit of Local Government (other than a city, county, or city and county) with authority or responsibility to own, operate and maintain systems, programs, services, or projects (as defined in California Code of Regulations (CCR) Section 2900(s) for purposes of natural disaster assistance. This may include a joint powers authority established under Section 6500 et. seq. of the Code.
Stafford Act: The Robert T. Stafford Disaster Relief and Emergency Assistance Act establishes the programs and processes for the F ederal Government to provide disaster and emergency assistance to states, local governments, tribal nations, individuals and qualified private nonprofit Item 1F - Page 108
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organizations. The provisions of the Stafford Act cover all-hazards including natural disasters and terrorist events. Relevant provisions of the Stafford Act include a process for Governors to request Federal disaster and e mergency assistance from the President. The President may declare a major disaster or emergency.
Staging Area: Established on an incident for the temporary location of available resources. A Staging Area can be any location on an incident in which personnel, supplies and equipment can be temporarily housed or parked while awaiting operational assignment.
Standard Operating Procedure (SOP): Complete reference document or an operations manual that provides the purpose, authorities, duration and details for the preferred method of performing a single function or a number of interrelated functions in a uniform manner.
Standardized Emergency Management System (SEMS): A system required by California Government Code and established by regulations for managing response to multi -agency and multi-jurisdictional emergencies in California. SEMS consists of five organizational levels, which are activated as necessary: Field Response, Local Government, Operational Area, Regional and State Levels.
State: When capitalized, refers to any State of the United States, the District of Columbia, the Commonwealth of Puerto Rico, the Virgin Islands, Guam, American Samoa, the Commonwealth of the Northern Mariana Islands and any possession of the United States. See Section 2 (14), Homeland Security Act of 2002, Public Law 107−296, 116 Stat. 2135 (2002).
State Operations Center (SOC): The SOC is operated by the California Emergency Management Agency at the State Level in SEMS. It is responsible for centralized coordination of state resources in support of the three Cal EMA Administrative Regional Emergency Operations Centers (REOCs). It is also responsible for providing updated situation reports to the Governor and legislature.
Strategy: The general plan or direction selected to accomplish incident objectives.
System: An integrated combination of people, equipment and processes that work in a coordinated manner to achieve a specific desired output under specific conditions.
Technical Assistance: Support provided to state, tribal and local jurisdictions when they have the resources but lack the complete knowledge and skills needed to perform a required activity (such as mobile home park design or hazardous material assessments).
Technical Specialists: Personnel with special skills that can be used anywhere within the SEMS organization. No minimum qualifications are prescribed, as technical specialists normally perform the same duties during an incident that they perform in their everyday jobs and they are typically certified in their fields or professions.
Terrorism: Under the Homeland Security Act of 2002, terrorism is defined as activity that involves an act dangerous to human life or potentially destructive of critical infrastructure or key resources; is a violation of the criminal laws of the United States or of any state or other subdivision of the United States in which it occurs; and is intended to intimidate or coerce the civilian population, or influence or affect the conduct of a government by mass destruction, assassination, or kidnapping. See Section 2 (15), Homeland Security Act of 2002, Public Law 107−296, 116 Stat. 2135 (2002).
Threat: An indication of possible violence, harm, or danger.
Tools: Those instruments and capabilities that allow for the professional performance of tasks, such as information systems, agreements, doctrine, capabilities and legislative authorities.
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Tribal: Any Indian tribe, band, nation, or other organized group or community, including any Alaskan Native Village as defined in or established pursuant to the Alaskan Native Claims Settlement Act (85 stat. 688) [43 U.S.C.A. and 1601 et seq.].
Unified Command: An ICS application used when more than one agency has incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the designated members of the UC, often the senior person from agencies and/or disciplines participating in the UC, to establish a common set of objectives and strategies and a single IAP.
Unit: The organizational element with functional responsibility for a specific incident planning, logistics, or finance/administration activity.
Vital Records: The essential agency records that are needed to meet operational responsibilities under national security emergencies or other emergency or disaster conditions (emergency operating records), or to protect the legal and financial rights of the Government and those affected by government activities (legal and financial rights records).
Volunteer: For purposes of NIMS, a volunteer is any individual accepted to perform services by the lead agency (which has authority to accept volunteer services) when the individual performs services without promise, expectation, or receipt of compensation for services performed. See 16 U.S.C. 742f(c) and 29 CFR 553.101.
[END OF EOP 2025]
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ATTACHMENT C
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JANUARY 2025 | | JDD
CITY OF PALM SPRINGS
ANIMAL EMERGENCY EVACUATION
AND SHELTERING PLAN - 2025
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City of Palm Springs Animal
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TABLE OF CONTENTS
INTRODUCTION ........................................................................................................................ 6 MISSION STATEMENT ....................................................................................................... 6 PURPOSE ........................................................................................................................... 6 AUTHORITY ........................................................................................................................ 6 SITUATION AND ASSUMPTIONS ...................................................................................... 6 CONCEPT OF OPERATIONS .................................................................................................... 7
1. PREPAREDNESS (PRE-INCIDENT) ................................................................................. 8
1.1 ANIMAL CARE PLANNING .......................................................................................... 8
1.2 ANIMAL IDENTIFICATION ........................................................................................... 8
1.3 GUIDELINES FOR EVENTS REQUIRING EVACTUATION ......................................... 8
1.4 PUBLIC EDUCATION ................................................................................................... 9
1.5 COMMUNITY INVOLVEMENT ..................................................................................... 9
1.6 VOLUNTEERS ............................................................................................................. 9
2. RESPONSE (DURING INCIDENT)10
2.1 PLAN ACTIVATION .................................................................................................... 10
2.2 RESCUE / EVACUATION ........................................................................................... 10
3. RECOVER (POST-INCIDENT) ........................................................................................ 11 SHELTER OPERATIONS ......................................................................................................... 13
1. TEMPORARY EMERGENCY SHELTERS ....................................................................... 13
2. PET FRIENDLY SHELTERS ........................................................................................... 14
3. SHELTER CONSIDERATIONS ....................................................................................... 14
4. EMERGENCY VETERINARY CARE ............................................................................... 14
5. RECORD KEEPING ........................................................................................................ 14
6. PUBLIC HEALTH AND SAFETY ..................................................................................... 15 RESOURCES ........................................................................................................................... 16
1. VETERINARY CARE FACILITIES ................................................................................... 16
2. ANIMAL BOARD FACILITIES .......................................................................................... 17
3. PET FRIENDLY LODGING .............................................................................................. 18
4. COCHELLA VALLEY ANIMAL SHELTERS ..................................................................... 19
5. INJURED LARGE ANIMALS............................................................................................ 20
6. PALM SPRINGS ANIMAL SHELTER CONTACT LIST .................................................... 20
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RECORD OF REVISIONS
The Animal Shelter Operations Plan will be reviewed annually in December to ensure that Plan elements are valid and current. Each responsible organization or agency will review and upgrade its portion of the Plan and/or modify it as required based on identified deficiencies.
Date Section Page Numbers Entered By
2025 N/A Animal Shelter Plan Emergency Manager
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INTRODUCTION
1. MISSION STATEMENT
The City of Palm Springs provides vital services to its residents, visitors, and businesses. One such service is the Palm Springs Animal Shelter to provide a safe, loving, and healthy environment for lost, stray, or unwanted animals. The shelter provides ongoing care and attention to those animals until they are reunited with their owners or adopted to new homes.
The animal shelter provides public education regarding the importance of proper pet care, sterilization, vaccinations, licensing and laws pertaining to animals and their welfare. It is the City of Palm Springs goal to provide protection for all creatures domestic or wild and create community awareness regarding their individual responsibility to respect, protect and preserve our animals.
2. PURPOSE
The purpose of this plan is to establish guidance and procedures to facilitate the basic safety and care of domestic pets and farm animals during a disaster. The primary responsibility for the proper evacuation and sheltering of these animals belongs to their owner.
3. AUTHORITY
H.R. 3858, the Pets Evacuation and Transportation Standards Act of 2006, was enacted by the Senate and the House of Representatives on January 3, 2006. This Bill amends the Robert T.
Stafford Disaster Relief and Emergency Assistance Act to ensure that State and local emergency preparedness plans address the needs of individuals with household pets and service animals following a major disaster or emergency. H.R. 3858 further designates that “The Director may make financial contributions, on the basis of programs or projects approved by the Director, to the States and local authorities for animal emergency preparedness purposes, including procurement, construction, leasing, or renovating of emergency shelter facilities and materials that will accommodate people with pets and service animals.” This plan is an attachment to the City of Palm Springs Emergency Operation Plan (EOP.) The EOP outlines the procedures and guidelines for addressing the City’s planned response to emergencies associated with natural disasters and man-made incidents.
4. SITUATION AND ASSUMPTIONS
Through community education and outreach, Palm Springs citizens are encouraged to pre- arrange pet care with relatives and friends prior to a disaster. When emergencies occur that require residents to evacuate their homes, care must also be provided for their pets and domestic animals. In this case, pre-planning is essential to proper animal evacuation and sheltering.
It is estimated that the City of Palm Springs is home to over 40,000 of the four primary types of domestic pets (dogs, cats, birds, and rodents). This number does not include the many exotic animals and livestock. However, the city is also home to many horse properties and farms that will need to be accounted for. In large scale emergencies or a declared disaster animals are Item 1F - Page 117
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often affected in ways that similar to humans. Therefore, when catastrophes occur, animals can become a major problem for a community and those responding to the incident or disaster and in the recovery phase of any response.
The following assumptions apply to this plan:
• National statistics show that almost 90.5 million families own at least one pet. • There are on average 1.5 pets per household.
• The city is home to many horse properties.
• Pet and farm animal owners are responsible for their evacuation and sheltering. (Federal and state disaster relief does not provide this funding.). • Shelters for citizens may not permit pets other than special needs assistance. • Many evacuees may not bring their pets with them.
• During an emergency unattended pets and large animals may be at risk to themselves and the general population.
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CONCEPT OF OPERATIONS
It may be necessary for the City of Palm Springs to help with the evacuation and sheltering of household pets and large animals. However, if time and circumstances permit, these animals should be taken to boarding facilities, shelters, or veterinary clinics by their owners. If this is not possible, responsibility may fall on the city. This will require the development of animal evacuation and sheltering capabilities and procedures. This planning can be organized in the following time frames.
1. PREPAREDNESS PHASE (PRE INCIDENT)
Prior to an incident, residents should plan for animal care during a disaster.
1.1 ANIMAL CARE PLANNING
Residents should register their pets and animals through the animal shelter. This will provide valuable education opportunities for residents on the proper care of their animals. It will also provide valuable information to the City of Palm Springs on the number and type of animals within the City to establish a population of pet and large animals. The City will coordinate public education and outreach and engage with pet groups.
1.2 ANIMAL IDENTIFICATION
Residents pet identification should be a part of every family’s plan. All animals should have identification tags that include owner’s name, address, and phone number.
Emergency contact numbers out of the area are also useful. The address is helpful for people that find pets and wish to post signs about the animal’s whereabouts when the owners have been evacuated. Rabies tags are not adequate because the records may only be kept in the veterinarian’s office. Micro-chipping is an identification system for recovery of pets. A microchip is implanted under the pet’s skin via a simple procedure performed by a veterinarian. The microchip is then registered and information about the animal is kept forever. The microchip can be read by a universal scanner which traces the pet back to its owners.
1.3 GUIDELINES FOR EVENTS REQUIRING EVACUATION
It is critical that a safe location to shelter animals is pre-determined. Planning should be done on how the evacuation is conducted. In the case of large animals, consideration should be given to vehicles and staff to move the animals. Are large animals used to or comfortable being loaded in trailers and are there enough trailers? Are there proper cages for smaller animals? Is there enough space to move feed and supplies with the animals? Local authorities should be notified when the evacuation is complete.
Arrangements should also be made for a back-up facility in case the first site is also affected by the disaster.
Before the event, owners should plan to evacuate and care for their animals if the need for evacuation presents itself. History has shown that all areas of the State of California are prone to damage due to floods, fires, earthquakes, and winter storms that could require evacuation from homes and areas as large as municipalities.
Owners should make arrangements to stay with family, friends, or other accommodations some distance away that will accept owners and their pets. Though California’s multiple hazards can cause widespread damage, more than half the state is rarely affected to the degree that shelter cannot be found, usually within 200 miles.
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Owners should have their pets tagged, tattooed, or micro chipped (by Veterinarians) to aid in the identification of their animals should the owner and animal be separated.
Owners should keep a copy of the animals shot records and keep their vets phone number with their pet carrier.
Owners should plan how they will transport their animals, taking into consideration that traffic and delays may mean longer than expected travel times. Travel kennels, pet carriers, trailers, etc. should be used to safely confine animals while traveling. Birds and many dogs travel better in darkened carriers. Cats however may become more active in the dark. Sufficient food and water should be carried to cover an evacuation time of at least one week. Cats will need a small litter box.
1.4 PUBLIC EDUCATION
Public education about the need to include animals in disaster planning should be a major focus. This education is important because every whose owner plans and cares for him is one less animal that has to be cared for by the city after a disaster. This education can be accomplished in many ways:
• Brochures and flyers with tips on evacuation and sheltering of pets can be distributed with utility bills, via veterinarians, animal shelters, community meeting, pet supply stores and booths at public events. Speaker bureaus can also be used for presentation.
• There should also be information for owners of large animals. • Working with news media is one of the best ways to develop public education.
1.5 COMMUNITY INVOLVEMENT
An effective animal evacuation and sheltering plan will depend on individuals and organizations that participate together to develop, maintain, and implement the plans.
The effective outcome of this process depends on a good working relationship between city Emergency services, law enforcement, humane society, animal control, and other organizations involved in animal support services, animal care professions, and private individuals that care about the well-being of animals. An inclusive community animal disaster planning committee should be formed including emergency services, animal services, humane society, animal shelter staff, and veterinarians.
1.6 VOLUNTEERS
A sufficient community volunteer program is essential to a successful animal disaster plan. While well-trained volunteers can be a large asset in an emergency, spontaneous help may cause problems during such an event. Well-trained volunteers should already know the animal evacuation and sheltering plan, and the organization is in place to implement it. An excellent resource for local support is a volunteer center. This is a database of city residents who wish to volunteer their skills and time to helping animals.
Spontaneous volunteers can be utilized in a disaster by performing simple tasks that don’t require extensive training. Such tasks may include running errands, providing food and drinks for trained workers, office work such as organizing files, clean-up, and providing public information. This allows trained volunteers to be more fully utilized in the overall disaster operation. All volunteers should be provided with identification to distinguish them from the public.
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2. RESPONSE PHASE (DURING INCIDENT)
The primary purpose of this plan is to have a safe, organized, and effective response to a general disaster. Responses to incidents will vary depending on the amount of warning time.
Response to a sudden earthquake will look different than the response to a slowly developing storm causing flooding. may be necessary
2.1 PLAN ACTIVATION
1. The activation of this plan will occur in extreme incidents involving the evacuation of major portions of the City. Preliminary steps should include:
2. Having appropriate contact names and number, as well as a secondary means of making contact.
3. Knowing when emergency notification should be given to shelter workers.
4. Pre-assigning responsibilities of on-site personnel in the event of a disaster.
5. Having an organized structure that identifies responsibilities for plan implementation.
6. Have the proper emergency infrastructure in place at the shelter including:
a. Generators for emergency lighting, cooling, and heating. b. Semi-truck refrigerator trailer to stored deceased animals. c. Stockpiles of water
d. Immediate arrangement for additional water to be brought in. A large water tank truck may be required to supply water.
e. Provisions for proper sanitation and other precautions to limit the spread of disease.
7. Assure that the Animal Shelter:
a. Coordinate response and public information activities with the Palm Springs EOC, adjacent cities, the Riverside County Animal Shelter and appropriate support organizations to provide resources and mutual aid for animal evacuation and sheltering.
b. Follow the approved procedures for emergency response actions for animal evacuation and sheltering.
c. Shelter supervisor will report to the city EOC to coordinate appropriate animal rescue activities.
2.2 RESCUE AND EVACUATION
Owned or stray animals may need to be rescued from affected areas. These animals must be given the opportunity to be reunited with their owners. To facilitate reunification, individuals or groups performing rescue must comply with the following guidelines under the supervision of Palm Springs Police Animal Control:
1. Animal Rescue Teams:
The team responsible for conducting animal rescues should have training in animal handling, first aid for animals, disaster response, and knowledge of the areas and state laws regarding animal rescue. They should also have training on the kinds of risks that affect the Item 1F - Page 121
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city, types of animals in the area and their locations, and the emergency response system.
The Animal Rescue Team needs to have the equipment and safety gear, clothing, vehicles (including four-wheel drive,) boats, and trailers.
The team may operate independently or part of a larger mutual-aid operation. They may also accompany human rescue teams to take custody of animals recovered in their searches. To coordinate such aid effectively, local team members should be familiar with location of animal facilities, available local resources such as veterinary clinics and hospitals, local rescue resources, and city geography/road systems. They should also know police, fire, and emergency management contacts.
Finally, teams must keep good records and evacuation of found animals that are taken to animal shelter facilities and animal relief facilities. Information should also be recorded on when and where the animal was found, by whom, and the condition of the animal.
2. Lost and Injured Animals:
These animals should be treated with great care because they may be dangerous to handle.
In an emergency, animal control officers and rescue team members should be responsible for pick-up of these animals. The public should be discouraged from attempting to rescue these animals. Should a member of the public pick up an animal, they should be asked to give as much information as possible on the time and place they found the animal.
3. Animal Evacuation:
In the process of assessing the animal populations of the City and documenting the existing support facilities it should be possible to determine which locations and types of facilities will need evacuation assistance. Based on this projection, the type and number of vehicles, drivers, animal handlers, kinds of containers, and evacuation sites should be arranged.
Section III (Resources) of this plan lists some of the resources available to help with this planning. Since some temporary facilities can take on only certain kinds of animals it is important to make this determination in advance. With the rapid onset types of disasters we are susceptible to (earthquakes, wildfires, hazardous material spills, etc.) a contact list of animal facilities should be maintained and updated. Since Animal Team members may be busy with their own families, homes, and pets, mutual aid agreements are also important.
3. RECOVERY PHASE (POST INCIDENT)
During the recovery phase, certain steps must be taken by all agencies supporting animal evacuation and sheltering.
3.1 Unclaimed Animal Adoption.
All animals must be scanned for microchips and examined for any form of identifications prior to adoption.
3.2 Reuniting Animals with Owners.
When owners arrive to reunite with their animals, verify the owner’s identity and complete the animals impound card and have the owner sign the card in the spot indicated on the impound card. For animals with unknown owners, all attempts shall be made to determine where the animal came from. The animal operations coordinator and the shelter services coordinator shall decide how best to locate the animal’s rightful owner and the continued housing of the animal.
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3.3 Removal/Disposal of Animal Carcasses.
Guidelines should be developed for disposal of animal carcasses in a safe and timely manner. Some disposal methods have negative environmental impacts. Check with the Riverside County Department of Environmental Health for specific restrictions. It may be helpful to develop a MOU with a local rendering company or crematoria to ensure their services following a disaster.
3.4 Collection of Data
In the recovery stage, data should be collected on all response activities. This data should include financial information about the response effort as well as damage assessment information for use in public assistance reimbursements.
3.5 Shelter Closure
It is important that guidelines be developed to decide when closure is appropriate and how it will be done. This is often coordinated with the closure of human shelters. Animal shelters can usually be closed 48 hours following the closure of human shelters. Owners who need to make special arrangements can do so on a case-by-case basis. All responding groups should agree upon guidelines on distribution of remaining supplies.
3.6 Transition to Normal Operations
Working in coordination with shelter providers, identify the status and location of sheltered animals. Notify stakeholders of the termination of shelter operations. Provide an opportunity for animal control services and animal shelter operations to conduct after action review and lessons learned for the improvement of this plan and future operations.
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SHELTER OPERATIONS
The information in this section addresses the planning and operation phase of a temporary emergency animal shelter. The Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS) is critical to the success of emergency operations such as this. All managerial and volunteer personnel involved in an emergency animal shelter should be familiar with SEMS and NIMS.
The following are some considerations for planning and operations of these shelters:
1. TEMPORARY EMERGENCY SHELTERS
During a disaster it may become necessary to relocate the city animal shelter or set up a temporary field shelter. If animals are housed in the same building as people, the facility is called a “Public Shelter” or a “Pet-friendly Shelter.” A “Red Cross Shelter” is where humans only are sheltered and is operated by the American Red Cross. A facility that houses animals only is an “Emergency Animal Housing Facility.” Alternative temporary housing for pets other than a public shelter or Emergency Animal Housing Facility should be identified in the community.
Examples include humane (animal) shelters, veterinary practices, boarding and grooming facilities, dog and cat breeding facilities, and local fairgrounds or large parks areas. Only when alternative housing for pets has been exhausted should a public shelter or Emergency Animal Housing Facility accept pets. Public Shelters must meet public health regulations and shelter operator guidelines. Specific public health requirements that need to be met should be discussed with Riverside County Public Health Department. The following conditions should be met.
The owner of a shelter should agree to admit pets before the facility is needed. These agreements should be made in writing and before the facility is needed to shelter people and house pets. Examples of suitable animal housing areas within churches and schools include basements, laundry rooms, and garages.
The following facilities within the City of Palm Springs may shelter animals during an emergency:
Demuth Park and Ruth Hardy Park
Animals that are not accompanied by their owners (stray pets) fall under the jurisdiction of the Department of Animal Control where the animal was found. The Department of Animal Control will determine how to deal with animals that are not accompanied by their owners (stray animals.) The care of stray animals should not be referred to groups or persons without jurisdiction in that local community for stray animals.
A licensed professional health care provider (veterinarian, humane shelter, Animal Control Supervisor (ACS,) or veterinary technician) should supervise the housing of pets at shelter facilities. This person is the Animal Care Supervisor. Persons who meet the requirements for this position should be identified as part of planning for the care of animals in disasters.
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CI TY O F P ALM SPR INGS – ANIMAL SHELTERING AND EVACUATION PLAN
2025
City of Palm Springs Animal
Sheltering and Evacuation Plan 2025 14 Rev. 1/2025
2. PET FRIENDLY SHELTERS
While temporary shelters meet the need of providing a safe place for animals in a disaster, some owners do not like to be separated from their pets and some pets do not adjust to being in a temporary shelter without their owners. If this is a possibility owners should look for motels/hotels, family or friends that would allow them to keep their pets. Since not all owners do this type of pre-planning, consideration should be given to providing community run pet friendly shelters that allow temporary shelters of owners and their pets in close proximity. In this way owners can provide the majority of the care for their animals. There are three basic types of pet friendly shelters.
• Owners and their pets in the same room.
• Owners and their pets in the same building but separated. • Owners and their pets located in different buildings, but in close proximity.
3. SHELTER CONSIDERATIONS
Co-Located shelters may allow or require owners to participate in the care of their animals in these shelters according to shelter policy. If available, County or Regional Emergency Plans may designate co-located shelter sites or animal only shelter sites. Owners can find information about shelter locations by contacting their county Emergency Management Offices either before or during an event. Owners, if they choose to use a co-located shelter, should bring to the shelter a travel kennel of appropriate cage to house their animals while staying the shelter.
Other necessities for their pets include:
• Collar with ID tag, leash, food, and water for 7 days • Documentation of Rabies and other vaccinations
• Medications and health records including microchip identification information
4. EMERGENCY VETERINARY CARE
Most veterinarians belong to local or area associations. These associations can provide assistance to communities that have been affected by a disaster. They can facilitate the transfer of medical personnel and supplies from non-affected areas. They can match up veterinarian facilities in disaster areas with facilities in areas. Local veterinarians should be members of the local evacuation and sheltering teams. Ideally, they should be located close to emergency animal sheltering facilities. Additional veterinarian supplies and medicine should be stockpiled at their facilities.
5. RECORD KEEPING
Proper records are vital to returning animals to their owners and when temporary facilities are utilized to house animals separated from their owners. Records should include the following:
• Description of the animal and photo.
Item 1F - Page 125
CI TY O F P ALM SPR INGS – ANIMAL SHELTERING AND EVACUATION PLAN
2025
City of Palm Springs Animal
Sheltering and Evacuation Plan 2025 15 Rev. 1/2025
• Information on where the animal was found.
• Date of rescue.
• Information on dead animals.
6. PUBLIC HEALTH AND SAFETY
Along with all the normal precautions that are taken during a disaster, animal rescue personnel should ensure that all their immunizations are up to date. These can include the following childhood immunizations:
• Diphtheria
• Tetanus
• Measles
• Mumps
• Chicken Pox
• Rubella
• Poliomyelitis
• Influenza
Other current/ adult vaccines can include:
• Tetanus Boosters
• Rabies Pre-Exposure
• Rabies Post-Exposure
• Hepatitis Viral A
• Plague
Contacts at public health, agriculture, and environmental agencies to determine the safest methods of disposing dead animals should also be maintained.
Item 1F - Page 126
CI TY O F P ALM SPR INGS – ANIMAL SHELTERING AND EVACUATION PLAN
2025
City of Palm Springs Animal
Sheltering and Evacuation Plan 2025 16 Rev. 1/2025
RESOURCES
1. VETERINARY CARE FACILITIES
The City of Palm Springs and surrounding area has numerous veterinary care facilities. The below list is comprehensive but may not include all veterinary care facilities. Animal owners are encouraged to identify care facilities that work with their situation.
VCA Desert Animal Hospital
4299 E Ramon Road
Palm Springs, CA 92264
(760) 778-9999
Palm Springs Animal Hospital
4771 E Palm Canyon Drive, Ste E
Palm Springs, CA 92264
(760) 324-0450
PetSmart Veterinary Services
5601 E Ramon Road
Palm Springs, CA 92264
(760) 517-7081
Ridgeline Veterinary Clinic
68100 Ramon Road, Ste A7/8
Cathedral City, CA 92234
(760) 507-1500
Carter Animal Hospital
36701 Date Palm Drive
Cathedral City, CA 92234
(760) 324-8811
Paws and Claws
72895 Fred Waring Drive
Palm Desert, CA 92260
(760) 610-2454
Veterinary Urgent Care of the Desert
36955 Cook Street, Bldg. N, Ste 14A
Palm Desert, CA 92211
(760) 851-0668
Veterinary Emergency Center of Redlands
1422 Industrial Park Avenue
Redlands, CA 92374
(909) 793-5999
VCA California Veterinary Specialists Ontario
2409 S Vineyard Avenue, Suite O
Ontario, CA 91761
(909) 947-3600
Yucaipa Animal Hospital
32161 Yucaipa Blvd
Yucaipa
(909) 794-3118
Google “Veterinarian Near Me”
Item 1F - Page 127
CI TY O F P ALM SPR INGS – ANIMAL SHELTERING AND EVACUATION PLAN
2025
City of Palm Springs Animal
Sheltering and Evacuation Plan 2025 17 Rev. 1/2025
2. ANIMAL BOARD FACILITIES
The City of Palm Springs and surrounding area has numerous animal boarding facilities including, but not limited to:
Doggie’s Day Out
740 Vella Road, Ste 770
Palm Springs, CA 92264
(760) 422-6259
Kamp Kelly
13038 Julian Drive
Desert Hot Springs, CA 92240
(760) 660-9539
VCA Rancho Mirage Animal Hospital
71075 Highway 111
Rancho Mirage, CA 92270
(760) 346-6103
Barkingham Pet Hotel
73650 Dinah Shore Drive
Palm Desert, CA 92211
(760) 699-8328
The Village Pup
42620 Caroline Court
Palm Desert, CA 92211
(760) 340-0354
The Village Pup
78050 Cadiz
La Quinta, CA 92253
(760) 564-1600
The Grand Paw
51750 Jackson Street
Indio, CA 92236
(760) 398-9901
Joshua Tree Pet Resort
63381 Quail Springs Road
Joshua Tree, CA 92252
(760) 219-8801
Renaissance Pet Resort & Spa
1346 E Ramsey Street
Banning, CA 92220
(951) 849-5020
Yucaipa Kennel and Boarding
32161 Yucaipa Blvd
Yucaipa
(909) 794-3118
Google “Animal Boarding Near Me”
Item 1F - Page 128
CI TY O F P ALM SPR INGS – ANIMAL SHELTERING AND EVACUATION PLAN
2025
City of Palm Springs Animal
Sheltering and Evacuation Plan 2025 18 Rev. 1/2025
3. PET FRIENDLY LODGING
The City of Palm Springs and surrounding area has numerous pet friendly hotels including, but not limited to:
Travelodge by Wyndham
1269 E Palm Canyon Drive
Palm Springs, CA 92264
(760) 507-4431
Motel 6
(Well-behaved & Service animals stay free)
660 S Palm Canyon Drive
Palm Springs, CA 92264
(760) 327-4200
Hilton Palm Springs
($75 non-refundable fee, 75 lbs. maximum, 2
pets max. & cannot be left unattended.)
400 E Tahquitz Canyon Way
Palm Springs, CA 92262
(760) 320-6868
Del Marcos Hotel, a Kirkwood Collection
Hotel
($50 charge per dog, per night)
225 W Baristo Road
Palm Springs, CA 92262
(760) 325-6902
Casa Cody
($100 per dog per stay. 2 dogs max)
175 South Cahuilla Road
Palm Springs, CA 92262
(760) 320-9346
The Rowan
(No additional charge, no deposit, no
size, weight or breed restrictions)
100 W Tahquitz Canyon Way
Palm Springs, CA 92262
(760) 904-5015 / (800) 532-7320
Double Tree by Hilton
($75 non-refundable fee, 50 lbs. maximum)
67967 Vista Chino
Cathedral City, CA 92234
(760) 322-7000
Grand Hyatt Indian Wells Resort & Villas
(1 - 6 nights: $175 / 1 STAY)
44600 Indian Wells Lane
Indian wells, CA 92210
(760) 776-1234
Hampton Inn & Suites
(Non-refundable fee: $75,
Max weight: 75 lbs.)
6071 Johsua Palmer Way
Banning, CA 92220
(951) 922-1000
Ayres Hotel Redlands
($50 daily non-refundable fee)
1015 W Colton Avenue
Redlands, CA 92374
(909) 335-9024
Google “Pet Friendly Hotels Near Me”
Item 1F - Page 129
CI TY O F P ALM SPR INGS – ANIMAL SHELTERING AND EVACUATION PLAN
2025
City of Palm Springs Animal
Sheltering and Evacuation Plan 2025 19 Rev. 1/2025
4. COACHELLA VALLEY AND SURROUNDING AREA ANIMAL SHELTERS The City of Palm Springs and surrounding area has numerous animal shelters including, but not limited to:
Palm Springs Animal Shelter
4575 E Mesquite Avenue
Palm Springs, CA92264
(760) 416-5718
Humane Society of the Desert
17825 Indian Avenue
North Palm Springs, CA 92258
(760) 329-0203
Animal Samaritans
72-120 Pet Land Place
Thousand Palms, CA 92276
(760)343-3477
Coachella Valley Animal Campus
72-050 Pet Land Place
Thousand Palms, CA 92276
(760) 343-3644 / 1(888) 636-7387
City of Desert Hot Springs Animal Care &
Control
65810 Hacienda Avenue
Desert Hot Springs, CA 92240
(760) 329-6411
Kittyland Cat & Kitten Rescue
7600 18th Avenue
Desert Hot Springs, CA 92241
(760) 251-2700
Loving All Animals
83496 Avenue 51
Coachella, CA 92236
(760) 834-7000
Mary S Roberts Pet Adoption Center
6165 Industrial Avenue
Riverside, CA 92504
(951) 688-4340
Yucca Valley Animal Shelter
4755 Malin Way
Yucca Valley, CA 92284
(760) 365-3111
Haven Pet Center
Banning/Calimesa/Beaumont
650 Humane Way
San Jacinto, 92582
(951) 654-8002
Google “Animal Shelter Near Me”
Item 1F - Page 130
CI TY O F P ALM SPR INGS – ANIMAL SHELTERING AND EVACUATION PLAN
2025
City of Palm Springs Animal
Sheltering and Evacuation Plan 2025 20 Rev. 1/2025
5. INJURED LARGE ANIMALS
For injured or dead large animals, determine if an owner/responsible party is available, if so, they will need to contact their own veterinarian. If no known owner/responsible party can be located, contact Palm Springs Animal Control if not already present.
6. PALM SPRINGS ANIMAL SHELTER CONTACT LIST
The City of Palm Springs animal shelter primary points of contact are:
Animal Control Officer
(760) 645-8002
Johnny Be Good Volunteer (760) 413-3790
Additional Contact Information
American Society for the Prevention of Cruelty to Animals (ASPCA) www.aspca.org American Veterinary Medical Association (AVMA) www.avma.org Animal Control, City of Palm Springs https://www.palmspringsca.gov/services/animal- services/animal-control
Association of American Veterinary Medical Colleges www.aavmc.org/ California Department of Food and Agriculture (CDFA) www.cdfa.ca.gov/ahfss California Animals Response Emergency System (CARES) http://www.caloes.ca.gov/for- individuals-families/california-animal-response-emergency-system Humane Society of the United States www.humanesociety.org National Animal Poison Control Center www.aspca.org/pet-care/animal-poison-control National Volunteer Organizations Active in Disasters www.nvoad.org Noah’s Wish www.noahswish.org
City of Palm Springs Police Department
https://www.palmspringsca.gov/government/departments/police City of Palm Springs Animal Shelter https://psanimalshelter.org/ United States Public Health Service (USPHS) www.usphs.gov
[END OF COOP 2025.]
Item 1F - Page 131
CITY COUNCIL STAFF REPORT
05/14/2025
SUBJECT:
APPROVE COOPERATIVE PURCHASE AGREEMENT NO. 25C102 WITH PALM SPRINGS MOTORS, INC., FOR AUTOMOTIVE PARTS AND SUPPLIES RECOMMENDATION:
Approve Cooperative Purchase Agreement No. 25C102 with Palm Springs Motors, Inc., to provide automotive parts and supplies in the amount not to exceed $375,000, for an initial three-year term beginning May 19, 2025, and ending on May 18, 2028, with two one-year extension options at the City’s sole discretion;
1. Authorize the City Manager or designee to execute all necessary documents.2.
Attachments
Item 1G
CITY COUNCIL STAFF REPORT
DATE: MAY 14, 2025 CONSENT CALENDAR
SUBJECT: APPROVE COOPERATIVE PURCHASE AGREEMENT NO. 25C102 WITH PALM SPRINGS MOTORS, INC., FOR AUTOMOTIVE PARTS AND
SUPPLIES
FROM: Scott C. Stiles, City Manager
BY: David McAbee, Director of Public Works
SUMMARY:
Approval of this action will approve Cooperative Purchase Agreement No. 25C102 with Palm Springs Motors, Inc., for automotive parts and supplies in an amount not to exceed $375,000, for an initial three-year term, with the option to extend for up to two additional one-year periods, ensuring continued support for fleet operations as needed.
RECOMMENDATION:
1. Approve Cooperative Purchase Agreement No. 25C102 ( Attachment A ) with Palm Springs Motors, Inc., to provide automotive parts and supplies in the amount not to exceed $375,000, for an initial three-year term beginning May 19, 2025, and ending on May 18, 2028, with two one- year extension options at the City’s sole discretion;
2. Authorize the City Manager or designee to execute all necessary documents.
BUSINESS PRINCIPAL DISCLOSURE:
According to the Public Integrity Disclosure form (Attachment B), Palm Springs Motors, Inc., is a California corporation and registered in the state of California.
BACKGROUND:
The Public Works Department requires the services of an automotive parts and supplies company to support the ongoing operations and maintenance of its fleet. To meet this need efficiently and cost -effectively, the City utilized the provisions of Palm Springs Municipal Code Section 7.0 3.09, “Special Procurement Methods” , Section 5, “Cooperative Purchasing Programs.” This section allows the City Council to authorize the Item 1G - Page 1
City Council Staff Report
May 14, 2025 -- Page 2
Approve Palm Springs Motors Contract Services Agreement
acquisition of supplies or services through cooperative purchasing agreements with other public entities or associations, provided that the selected vendor has been chosen through a competitive process that protects the public interest and offers favorable pricing due to economies of scale.
By leveraging this authority, the City was able to obtain automotive parts and supplies through Palm Springs Motors, Inc., under Sourcewell Contract No. 080124- FMC. This cooperative purchasing arrangement ensures that the City benefits from competitive pricing and streamlined procurement processes, while also supporting the operational needs of the Fleet Operation Division.
STAFF ANALYSIS:
Staff are seeking approval for Cooperative Purchase Agreement No. 25C102, with a not- to-exceed amount of $375,000, to provide automotive parts and supplies.
This agreement functions as an on- call contract, allowing Fleet Operations to order automotive parts and supplies as needed for vehicle maintenance and repairs. Based on current usage, Fleet Operations anticipates an annual expenditure of approximately $125,000 for these items. By setting the contract limit at $375,000, the City will be able to meet both current and future needs for automotive parts and supplies over the contract term. This ensures continued operational efficiency and mi nimizes service interruptions due to parts shortages.
ENVIRONMENTAL ASSESSMENT
:
The requested City Council action is not a “Project” as defined by the California Environmental Quality Act (CEQA). Pursuant to Section 15378(a), a “Project” means the whole of an action, which has a potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment. The requested action is to approve contracts for the above- mentioned services, and is exempt from CEQA pursuant to Section 15378(b), in that a “Project” does not include: (5) Organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment.
ALIGNMENT WITH STRATEGIC PLANNING:
Approval of this action supports City Council strategic plan to provide quality, well maintained infrastructure and facilities.
Item 1G - Page 2
City Council Staff Report
May 14, 2025 -- Page 3
Approve Palm Springs Motors Contract Services Agreement
FISCAL IMPACT:
Sufficient funds are budgeted and available in the current Fiscal Year 2024-25 Fleet account: 5106560-40105 and will be budgeted in subsequent fiscal years.
REVIEWED BY:
Director of Public Works: David McAbee
Assistant Director of Public Works: Daniel Martinez
Acting Procurement and Contracting Manager: Tabitha Richards Assistant City Manager: Teresa Gallavan
City Manager: Scott Stiles
ATTACHMENTS:
A. Cooperative Purchase Agreement No. 25C102
B. Public Integrity Disclosure
Item 1G - Page 3
ATTACHMENT A
Item 1G - Page 4
5.14.2025
COOPERATIVE PURCHASE OF AUTOMOTIVE PARTS AND SUPPLIES
AGREEMENT NO. 25C102 SOURCEWELL CONTRACT 080124-FMC
This Cooperative Purchase of Automotive Parts and Supplies Agreement (“Agreement”) is entered into by and between the City of Palm Springs, a California charter city and municipal corporation (“City”) and a Ford Motor Company, a Delaware corporation, doing business through its approved dealer, Palm Springs Motors, Inc., a California corporation located at 69200 Highway 111, Cathedral City, CA 92234, (“Contractor”). City and Contractor are sometimes individually referred to as “Party” or collectively as “Parties” in this Agreement.
1. Background.
a. This Agreement is made and entered into in reference to the competitively solicited SOURCEWELL 080124-FMR with Contractor (“Cooperative Agreement”).
b. The City desires to purchase Automotive Parts and Supplies attached hereto as Attachment “A”, the content of which is incorporated by reference to this Agreement as if fully set out her in its entirety.
c. Contractor desires to perform said services on the terms and conditions set forth in this Agreement.
2. Term. The term of this Agreement is three (3) years beginning on May 19, 2025, and ending on May 18, 2028. The parties may mutually extend the term of this Agreement for up to 2 additional 1-year periods (“Option Period(s)”), provided, the parties do so in writing prior to the expiration of the original term of the then-current Option Period.
3. Compensation and Payment. This Agreement is for an amount not to exceed $375,000, subject to approved amendments and changes. All pricing must be in accordance with the attached Quote, as shown as Attachment “B” , the content of which is incorporated by reference into this Agreement as if fully set out here in its entirety.
4. Appropriations. This Agreement is subject to, and contingent upon, funds being appropriated by the City Council of City for each fiscal year. If such appropriations are not made, this Agreement shall automatically terminate without penalty to City.
5. Insurance. Contractor shall procure and maintain, at its sole cost and expense, policies of insurance as set forth in the attached Attachment "C", incorporated herein by reference. If no insurance is required Attachment “C” will reflect that there are no requirements.
Item 1G - Page 5
5.14.2025
6. Indemnification. To the fullest extent permitted by law, Contractor shall defend (at Contractor’s sole cost and expense), indemnify, protect, and hold harmless City, its elected officials, officers, employees, agents, and volunteers (collectively the “Indemnified Parties”), from and against any and all liabilities, actions, suits, claims, demands, losses, costs, judgments, arbitration awards, settlements, damages, demands, orders, penalties, and expenses including legal costs and attorney fees (collectively “Claims”), including but not limited to Claims arising from injuries to or death of persons (Contractor’s employees included), for damage to property, including property owned by City, for any violation of any federal, state, or local law or ordinance or in any manner arising out of, pertaining to, or incident to any acts, errors or omissions, or willful misconduct committed by Contractor, its officers, employees, representatives, and agents, that arise out of or relate to Contractor’s performance of Services or this Agreement. This indemnification clause excludes Claims arising from the sole negligence or willful misconduct of the Indemnified Parties. Under no circumstances shall the insurance requirements and limits set forth in this Agreement be construed to limit Contractor’s indemnification obligation or other liability under this Agreement. Contractor’s indemnification obligation shall survive the expiration or earlier termination of this Agreement until all actions against the Indemnified Parties for such matters indemnified are fully and finally barred by the applicable statute of limitations or, if an action is timely filed, until such action is final.
7. Notice. Any notice required under this Agreement must be given by fax, hand delivery, or certified mail, postage prepaid, and is deemed received on the day faxed, or hand delivered or on the third day after postmark if sent by certified mail. Notice must be sent as follows:
IF TO THE CITY: IF TO THE CONTRACTOR:
City of Palm Springs Palm Springs Motors
Attn: City Manager / City Clerk Attn: Rick Rager
Address: 3200 E. Tahquitz Canyon Way Title: Parts Manager Palm Springs, CA 92262 Address: 69200 Highway 111,
Cathedral City, CA 92234
8. Compliance with Law. Contractor shall comply with all applicable federal, state, and local laws, statutes and ordinances and all lawful orders, rules, and regulations when performing the Services. Contractor shall be liable for all violations of such laws and regulations in connection with this Agreement.
9. Changes. In the event any change or changes in the work is requested by City, Parties shall execute a written amendment to this Agreement, specifying all proposed amendments, including, but not limited to, any additional fees. An amendment may be entered into:
Item 1G - Page 6
5.14.2025
A. To provide for revisions or modifications to documents, work product, or Work, when required by the enactment or revision of any subsequent law; or B. To provide for additional work not included in this Agreement or not customarily furnished in accordance with generally accepted practice in Contractor’s profession.
10. Termination Prior to Expiration of Term. City may terminate this Agreement at any time, with or without cause, upon thirty (30) days written notice to Contractor. Where termination is due to the fault of Contractor and constitutes an immediate danger to health, safety, and general welfare, the period of notice shall be such shorter time as may be determined by the City. Upon receipt of the notice of termination, Contractor shall immediately cease all Services except such as may be specifically approved by the Contract Officer. Contractor shall be entitled to compensation for all Services rendered prior to receipt of the notice of termination and for any Services authorized by the Contract Officer after such notice. City shall not be liable for any costs other than the charges or portions thereof which are specified herein. Contractor shall not be entitled to payment for unperformed Services and shall not be entitled to damages or compensation for termination of Work. If the termination is for cause, the City shall have the right to take whatever steps it deems necessary to correct Contractor's deficiencies and charge the cost thereof to Contractor, who shall be liable for the full cost of the City's corrective action. Contractor may not terminate this A greement except for cause, upon 30 days written notice to City.
11. Covenant Against Discrimination . In connection with its performance under this Agreement, Contractor shall not discriminate against any employee or applicant for employment because of actual or perceived race, religion, color, sex, age, marital status, ancestry, national origin ( i.e., place of origin, immigration status, cultural or linguistic characteristics, or ethnicity), sexual orientation, gender identity, gender expression, physical or mental disability, or medical condition (each a “prohibited basis”). Contractor shall ensure that applicants are employed, and that employees are treated during their employment, without regard to any prohibited basis. As a condition precedent to City’s lawful capacity to enter this Agreement, and in executing this Agreement, Contractor certifies that its actions and omissions hereunder shall not incorporate any discrimination arising from or related to any prohibited basis in an y Contractor activity, including but not limited to the following: employment, upgrading, demotion or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship; and further, that Contractor is in full compliance with the provisions of Palm Springs Municipal Code Section 7.09.040, including without limitation the provision of benefits, relating to non-discrimination in city contracting.
12. Compliance with Economic Sanctions in Response to Russia's Actions in Ukraine. When funding for the services is provided, in whole or in part, by an agency controlled of the State of California, Consultant shall fully and adequately comply with California Executive Order N -6-22 (“Russian Sanctions Program”). As part of this compliance process, Consultant shall also certify compliance with the Russian Item 1G - Page 7
5.14.2025
Sanctions Program by completing the form located in Attachment “D” (Russian Sanctions Certification), attached hereto and incorporated herein by reference.
Consultant shall also require any subconsultants to comply with the Russian Sanctions Program and certify compliance pursuant to this Section.
13. Entire Agreement. This Agreement, along with the Cooperative Agreement constitutes the entire agreement between the parties concerning the subject matter of this Agreement and supersedes all prior negotiations, arrangements, agreements and understandings, either oral or written between the parties. In the event of conflict or inconsistency between this Agreement and the Cooperative Agreement, this terms and conditions in this Agreement shall prevail.
[Signature Page Follows]
Item 1G - Page 8
5.14.2025
SIGNATURE PAGE TO COOPERATIVE PURCHASE OF AUTOMOTIVE PARTS AND
SUPPLIES AGREEMENT BETWEEN THE CITY OF PALM SPRINGS AND PALM SPRINGS MOTORS, INC.
IN WITNESS WHEREOF, the Parties have executed this Agreement as of the dates stated below.
CONTRACTOR:
By: _____________________________ By: _____________________________ Signature Signature
(2nd signature required for Corporation)
Date: ___________________________ Date: ___________________________
CITY OF PALM SPRINGS:
APPROVED BY CITY COUNCIL:
Date: Item No. __________
APPROVED AS TO FORM: ATTEST:
By: _____________________________ By: _____________________________ City Attorney City Clerk
APPROVED:
By: _____________________________ Date: ____________________________ City Manager – over $50,000
Deputy/Assistant City Manager – up to $50,000
Director – up to $25,000
Manager – up to $5,000
Item 1G - Page 9
5.14.2025
ATTACHMENT A
SCOPE OF WORK
The Scope of the services will be as outlined in the Sourcewell Contract 080124-FMC. Services include automotive parts and supplies. Prices are as outlined on the sourcewell website:
https://www.sourcewell-mn.gov/cooperative-purchasing/080124-FMC
Item 1G - Page 10
5.14.2025
ATTACHMENT B
QUOTE / PRICING
Pricing is available at
https://parts.ford.com/webapp/wcs/stores/servlet/en/us
Item 1G - Page 11
Sourcewell ~
Ford #08012~FMC
Pricing for contract #080124-FMC offers Sourcewell participat ing agencies t he fol lowing discounts:
• National Fleet Parts Pricing Program provides a "not to exceed" ceiling price t hat represents a significant discount from MSRP for all enrolled fleets. • Sourcewell membe rs part icipating in the Ford Fleet Network (FFN) Incentive Program can earn up to an 8% earn-back on all purchases during a program period, based on their total purchases during that period . FFN enrolled fleets are also eligible for t he Ford Powertrain Private Offer discount off invoice for eligible Ford remanufactu red powert rain purchases.
5.14.2025
ATTACHMENT C
EXECUTIVE ORDER N-6-22 CERTIFICATION
Executive Order N -6-22 issued by Governor Gavin Newsom on March 4, 2022, directs all agencies and departments that are subject to the Governor’s authority to (a) terminate any contracts with any individuals or entities that are determined to be a target of economic sanctions against Russia and Russian entities and individuals; and (b) refrain from entering into any new contracts with such individuals or entities while the aforementioned sanctions are in effect.
Executive Order N-6-22 also requires that any contractor that: (1) currently has a contract with the City of Palm Springs funded through grant funds provided by the State of California; and/or (2) submits a bid or proposal or otherwise proposes to or enter into or renew a contract with the City of Palm Springs with State of California grant funds, certify that the person is not the target of any economic sanctions against Russia and Russian entities and individuals.
The contractor hereby certifies, SUBJECT TO PENALTY FOR PERJURY, that a) the contractor is not a target of any economic sanctions against Russian and Russian entities and individuals as discussed in Executive Order N -6-22 and b) the person signing below is duly authorized to legally bind the Contractor. This certification is made under the laws of the State of California.
Signature:
Printed Name:
Title:
Firm Name:
Date:
Item 1G - Page 12
ATTACHMENT B
Item 1G - Page 13
Item 1I - Page 8
Item 1G - Page 14
1. 2.
3. 4.
PUBLIC INTEGRITY DISCLOSURE
APPLICANT DISCLOSURE FORM
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Local or California Address (if different than #2)
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6. Officers, Directors, Members, Managers, Trustees, Other Fiduciaries (please specify) Note: If any response is not a natural person, please identify all officers, directors, members, managers and other fiduciaries for the member, manager, trust or other entity D Officer D Director D Member D Manager
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CITY OF PALM SPRINGS - PUBLIC INTEGRITY DISCLOSURE
APPLICANT DISCLOSURE FORM