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Continuity of Operations Planning (COOP): An internal effort within an organization to assure that the capability exists to continue essential business functions across a wide range of potential emergencies, including localized acts of nature, accidents, and technological and/or attack/terrorist-related emergencies. Accordingly, an effective Emergency Management Program (EMP) not only addresses the four phases of mitigation, preparedness, response and recovery, but includes COOP planning activities to ensure that ancillary, and support functions would continue, with little or no interruption.
Critical Infrastructure: Systems and assets, whether physical or virtual, so vital to the community that the incapacity or destruction of such systems and assets would have a debilitating impact on security, local economic security, local public health or safety, or any combination of those matters.
Department Operations Center: A centralized location for a single department or agency where their internal incident management and response takes place.
Disaster: A sudden and extraordinary misfortune; a calamity which threatens or effects extraordinary loss of life or property.
Disaster Service Worker (DSW): All public employees in California are subject to such emergency or disaster activities as may be assigned by their supervisors or by law.
Emergency: A condition of disaster or of extreme peril to the safety of persons and property within the state caused by such conditions as air pollution, fire, flood, hazardous material incident, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestations or disease, the Governor’s warning of an earthquake or volcanic prediction, or an earthquake or other conditions, other than conditions resulting from a labor controversy.
Emergency Alert System (EAS): An established system to enable the President, federal, state, and local jurisdiction authorities to disseminate emergency information to the public via the Commercial Broadcast System. Composed of amplitude modulation (AM), frequency modulation (FM), television broadcasters, and the cable industry. Formerly known as the Emergency Broadcast System (EBS).
Emergency Management: The discipline and the profession of applying science, technology, planning, and management to deal with extreme events that can injure or kill large numbers of people, do extensive damage to property and disrupt community life. As a process it involves preparing, mitigating, responding and recovering from an emergency. Critical functional components include planning, training, simulating drills (exercises), and coordinating activities.
Emergency Operations Center (EOC): A centralized location where individuals responsible for responding to a large scale emergency can have immediate communication with each other and with emergency management personnel for the purpose of enhancing coordination in exercising direction and control of emergency response and recovery efforts.
Emergency Operations Plan (EOP): The EOP is the document that describes strategies for managing emergency situations.
Emergency Response Agency: Any organization responding to an emergency, whether in the field, at the scene of an incident, or to an EOC, in response to an emergency, or providing mutual aid support to such an organization.
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Emergency Response Personnel: The personnel involved with an agency’s response to an emergency.
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 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.
Evacuation: The process of moving persons out of an area affected or potentially affected by a disaster situation.
Federal Coordinating Officer (FCO): The individual appointed by the Federal Emergency Management Agency Director (by delegation of authority from the President) to coordinate assistance in a federally-declared disaster.
Federal Disaster Area: An area of a state (oftentimes defined by counties) that is declared eligible for federal disaster relief under the Stafford Act. These declarations are made by the President usually as a result of a request made by the Governor of the affected state.
Federal Emergency Management Agency (FEMA): An agency created in 1979 to provide a single point of account-ability for all federal activities related to disaster mitigation, preparedness, response, and recovery. FEMA manages the President’s Disaster Relief Fund, and coordinates the disaster assistance activities of all federal agencies in the event of a presidential disaster declaration.
Federal Emergency Response Team: An interagency team, consisting of the lead representative from each federal department or agency assigned primary responsibility for an Emergency Support Function and key members of the Federal Coordinating Officer’s staff, formed to assist the Federal Coordinating Officer in carrying out his/her coordination responsibilities. The Emergency Response Team provides a forum for coordinating the overall federal response, reporting on the conduct of specific operations, exchanging information, and resolving issues related to Emergency Support Functions and other response requirements.
Emergency Response Team members respond to and meet as requested by the Federal Coordinating Officer. The Emergency Response Team may be expanded by the Federal Coordinating Officer to include designated representatives of other Federal departments and agencies as needed.
Full-Scale Exercise: An activity intended to evaluate the operational capability of emergency management systems in an interactive manner over a substantial period of time. It involves the testing of a major portion of the emergency plan and organizations in a highly stressful environment. It includes the mobilization of personnel and resources to demonstrate coordination and response capabilities. The EOC is activated and field command posts may be established. A full-scale exercise is always formally evaluated.
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Functional Annex: A document that supplements the Emergency Operations Plan, which provides further planning information for a specific aspect of emergency management.
Functional Exercise: An activity designed to test or evaluate the capability of individual or multiple emergency management functions. It is more complex than a tabletop exercise in that activities are usually under time constraints and are followed by an evaluation or critique. It usually takes place in some type of coordination or operating center. The use of outside resources is often simulated. No field units are used.
Governor’s Authorized Representative (GAR): An individual authorized by the Governor to sign amendments to the Federal-State Agreement and to verify the grant applications from the state and local jurisdictions.
Hazardous Materials Team: A term used to describe a team of highly skilled professionals who specialize in dealing with hazardous material incidents.
Hazard Mitigation Grant Program: A program authorized under Section 404 of the Stafford Act, which provides funding for hazard mitigation projects that are cost effective and complement existing post-disaster mitigation programs and activities by providing funding for beneficial mitigation measures that are not funded through other programs.
Incident: An occurrence or event, either human-caused or by natural phenomena, which requires action by emergency response personnel to prevent or minimize loss of life or damage to property and/or natural resources.
Incident Action Plan: The plan developed at the field response level which contains objectives reflecting the overall incident strategy and specific tactical actions and supporting information for the next operational period. The plan may be oral or written.
Incident Commander: The individual responsible for the command of all functions at the field response level.
Incident Command System (ICS): A nationally used standardized on-scene emergency management concept specifically designed to allow its user(s) to adopt an integrated organizational structure equal to the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS is the field level component of SEMS. It is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, with responsibility for the management of resources to effectively accomplish stated objectives pertinent to an incident.
Individual Assistance: A supplementary federal assistance available under the Stafford Act to individuals, families, and businesses which includes disaster housing assistance, unemployment assistance, grants, loans, legal services, crisis counseling, tax relief, and other services or relief programs.
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 de-signed to provide consistent, coordinated, accurate, accessible, timely
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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 interagency 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.
Key Resources: Any publicly or privately controlled resources essential to the minimal operations of the economy and government.
Local Government: Local agencies as defined in Government Code §8680.2 and special districts as defined in California Code of Regulations, Title19, Division 2, Chapter 5, CDAA, §2900(y).
Major Disaster: As defined in federal law, is “ any hurricane, tornado, storm, flood, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, drought, fire, explosion, or other technological or human caused catastrophe in any part of the United States which, in the determination of the President, causes damage of sufficient severity and magnitude to warrant major disaster assistance in alleviating the damage, loss, hardship, or suffering caused thereby.”
Master Mutual Aid Agreement: The California Disaster and Civil Defense Master Mutual Aid Agreement made and entered into by and among the State of California, its various departments and agencies, and the various political sub-divisions of the State. The agreement provides for support of one jurisdiction by another.
Mitigation: Activities taken to eliminate or reduce the degree of risk to life and property from hazards, either prior to or following a disaster or emergency.
Mobilization: A process of activating resources including personnel, equipment and supplies.
The process would include notification, reporting, and setup to attain full or partial readiness to initiate response and recovery actions.
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: Voluntary aid and assistance in the event that a disaster should occur, by the interchange of services and facilities, including, but not limited to fire, police, medical and health, communication, and transportation services and facilities, to cope with the problems of rescue, relief, evacuation, rehabilitation, and reconstruction which would arise in the event of a disaster.
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.
Mutual Aid Region: A subdivision of the state emergency services organization, established to facilitate the coordination of mutual aid and other emergency operations within an area of the state, consisting of two or more county Operational Areas.
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National Response Framework (NRF): A national level plan developed by the Federal Emergency Management Agency (FEMA) in coordination with 26 federal departments and agencies plus the American Red Cross.
National Warning System (NAWAS): The federal portion of the Civil Defense Warning System, used for the dissemination of warnings and other emergency information from the FEMA National or Regional Warning Centers to Warning Points in each state. Also used by the State Warning Points to disseminate information to local Primary Warning Points. Provides warning information to state and local jurisdictions concerning severe weather, earthquake, flooding, and other activities which affect public safety.
Operational Area: An intermediate level of the state emergency services organization, consisting of a County and all political subdivisions within the county area. The Operational Area is a special purpose organization created to prepare for and coordinate the response to emergencies within a county area. Each county is designated as an Operational Area. An Operational Area may be used by the county and the political subdivisions comprising the Operational Area for the coordination of emergency activities and to serve as a link in the system of communications and coordination between the state’s emergency operating centers and the operating centers of the political subdivisions comprising the operational area. The Operational Area augments, but does not replace any member jurisdiction.
Preliminary Damage Assessment (PDA): The joint local, state, and federal analysis of damage that has occurred during a disaster and which may result in a Presidential declaration of disaster. The Preliminary Damage Assessment is documented through surveys, photographs, and other written information.
Preliminary Damage Assessment Team: An ad hoc group that comes together after a disaster whose main purpose is to determine the level of disaster declaration that is warranted.
The team usually consists of federal, state, and local representatives to do an initial damage evaluation to sites damaged.
Preparedness: Actions taken in advance of an emergency to develop operational capabilities and facilitate an effective response in the event an emergency occurs. Preparedness measures include continuity of government, emergency communications, emergency operations centers, emergency operations plans, emergency public information materials, public education programs, exercise of plans, mutual aid agreements, stocking of disaster supplies, training of emergency response personnel, and warning systems.
Presidential Declaration: A formal declaration by the President that an Emergency or Major Disaster exists based upon the request for such a declaration by the Governor and with the verification of FEMA preliminary damage assessments.
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.
Political Subdivision: Any city, city and county, county, district, or other local governmental agency or public agency authorized by law.
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Public Assistance (PA): A supplementary federal assistance provided under the Stafford Act to state and local juris-dictions, special purpose districts, Native Americans, or eligible private, nonprofit organizations.
Public Assistance Officer (PAO): A member of the FEMA Regional Director’s staff who is responsible for management of the Public Assistance Program.
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: An activity to return vital life support systems to minimum operating standards and long-term activity designed to return life to normal or improved levels, including some form of economic viability. Recovery measures include, but are not limited to crisis counseling, damage assessment, debris clearance, disaster loans and grants, disaster unemployment assistance, public information, reassessment of emergency plans, reconstruction, temporary housing and business resumption full scale.
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: Actions taken immediately before, during, or directly after an emergency occurs, to save lives, minimize damage to property and the environment, and enhance the effectiveness of recovery. Response measures include, but are not limited to, emergency plan activation, emergency alert system activation, emergency instructions to the public, emergency medical assistance, staffing the emergency operations center, public official alerting, reception and care, shelter and evacuation, search and rescue, resource mobilization, and warning systems activation.
Robert T. Stafford Disaster Relief and Emergency Assistance Act: (Public Law 93-288, as amended by Public Law 100-707) - The act that authorizes the greatest single source of federal disaster assistance. It authorizes coordination of the activities of federal, state, and volunteer agencies operating under their own authorities in providing disaster assistance, provision of direct federal assistance as necessary, and provision of financial grants to individuals and families. This act is commonly referred to as the Stafford Act.
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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: The organizational level having responsibility for a major functional area of incident or EOC Management, (e.g. Operations, Planning, Logistics, Finance/Administration).
Situation Report: Often contains 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.
Standardized Emergency Management System (SEMS): That consistent set of rules and procedures governing the overall operational control or coordination of emergency operations specified in CCR Title 19, Division 2, §2400 et sec. It identifies at each level of the statewide emergency organization the direction of field forces and the coordination of joint efforts of government and private agencies. The Incident Command System (ICS) is the field level component of SEMS.
State of Emergency: A governmental declaration that may suspend some normal functions of government, alert citizens to change their normal behaviors, or order government agencies to implement emergency operations plans.
Tabletop Exercise: An activity in which officials and key staff or others with emergency responsibilities are gathered together informally to discuss simulated emergency situations. It is designed to elicit constructive discussion by the participants without time constraints.
Participants evaluate plans and procedures and resolve questions of coordination and assignment of responsibilities in a non-threatening format under minimum stress.
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.
Windshield Survey: A quick visual overview of the affected disaster area performed within the first 24 hours after the disaster.
City of Atwater EOC Annex April 2025 1 | P a g e
Emergency
Operations
Center (EOC)
Annex
An Annex to the
City Emergency Plan
City of Atwater
April 2025
City of Atwater EOC Annex- 2025 2 | P a g e
Contents
PLAN VERSION HISTORY ............................................................................................................................. 4 SECTION 1.0 INTRODUCTION ...................................................................................................................... 7 CITY OF ATWATER EMERGENCY MANAGEMENT ORGANIZATION ........................................................ 7 City of Atwater SEMS Organization ............................................................................................................. 7 CONCEPT OF OPERATIONS ........................................................................................................................ 9 EOC Purpose ............................................................................................................................................... 9 EOC Facility Location .................................................................................................................................. 9 EOC Activation Policy ................................................................................................................................ 10 EOC Activation Responsibility ................................................................................................................... 10 Security and Access Control .................................................................................................................. 12 EOC Staffing .............................................................................................................................................. 12 Communications ..................................................................................................................................... 12 EOC Reporting ........................................................................................................................................... 13 Preliminary Reports ................................................................................................................................ 13 Situations Reports .................................................................................................................................. 13 Documentation ....................................................................................................................................... 13 Status Boards ......................................................................................................................................... 13 EOC Reporting Systems ............................................................................................................................ 13 EOC Briefings ............................................................................................................................................ 13 Management and General Staff ............................................................................................................. 14 Section Briefings .................................................................................................................................... 14 Incoming Briefing .................................................................................................................................... 14 Update Briefings ..................................................................................................................................... 15 Shift Change Briefing ............................................................................................................................. 15 Deactivation Briefing .............................................................................................................................. 15 EOC Deactivation ...................................................................................................................................... 15 Deactivation Triggers ............................................................................................................................. 15 Procedure for Deactivation ..................................................................................................................... 15 Deactivation Notifications ....................................................................................................................... 16 EOC ACTION PLANNING ............................................................................................................................. 16 Introduction ................................................................................................................................................ 16 Planning Requirements .............................................................................................................................. 16 Plan Elements ............................................................................................................................................ 16 Planning Responsibilities ........................................................................................................................... 17 Planning Process ....................................................................................................................................... 18 Planning Considerations ............................................................................................................................ 19 Planning Cycle ........................................................................................................................................... 20 Documentation and Distribution ................................................................................................................. 20 CITY ROLES AND RESPONSIBILITIES ...................................................................................................... 20
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Policy Group .............................................................................................................................................. 20 Management Section ................................................................................................................................. 20 Management Staff .................................................................................................................................. 20 Operations Section .................................................................................................................................... 21 Planning/Intelligence Section ..................................................................................................................... 22 Logistics Section ........................................................................................................................................ 22 Finance/Administration Section ................................................................................................................. 23 ANNEX MAINTENANCE ............................................................................................................................... 23
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PLAN VERSION HISTORY
Version
Number
Implemented
By
Revision Date Approved By Approval Date Description of
Change
1.0 Merced County
OES
04/07/25 Rev. of 2017
EOP
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SECTION 1.0 INTRODUCTION
The City of Atwater has a municipal code (Chapter 2.44 of the City Municipal Code) that establishes an emergency organization and local disaster council. The municipal code provides for the development of an emergency plan, establishing responsibilities for emergency management operations and specifying the officials authorized to proclaim a local emergency. When there is an immediate threat or actual emergency, The City of Atwater will implement emergency plans and take actions to mitigate or reduce the emergency threat. Actions may include deploying field-level emergency response personnel and activating the Emergency Operations Center and issuing orders to protect the public. All accessible and applicable local, state and federal resources will be committed to protect lives, property and the environment. This annex is dedicated to the overall Direction and Control of the emergency or disaster as it pertains to the Emergency Operations Center (EOC).
CITY OF ATWATER EMERGENCY MANAGEMENT ORGANIZATION
City of Atwater SEMS Organization
The City of Atwater operates an EOC staffed by personnel from City departments and allied agencies. The EOC team is organized around the five functions (Management, Operations, Planning/Intelligence, Logistics, Finance/Administration) of the Standardized Emergency Management System (SEMS). City personnel staff the positions to ensure coordination. Please see Figure 1 – City of Atwater EOC SEMS Organizational Chart.
Consistent with SEMS, the city EOC organizational structure develops in a modular fashion, based upon the type and size of the incident:
The EOC staff builds from the top down.
As the need arises, five separate sections can be activated, each with several sub-units that may be established as needed.
The specific organizational structure established for any given incident will be based on the management and resource needs of the incident in is detailed in Figure 1 – City of Atwater EOC SEMS Organizational Chart.
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City of Atwater EOC SEMS Organization
Figure 1 – City of Atwater EOC Organization
Management
Section
EOC Director
Operations
Section
Law Enforcement
Branch
Law
Evacuation
Search & Rescue
Fire and Rescue
Branch
Fire Unit
Emergency Medical
Services
HazMat
USAR
Public Works
Branch
Roads, Bridges &
Transportation
Flood Management
Debris & Water
Building Inspection
Utilities
Care & Shelter
Branch
General Shelters
Animals
Planning/Intelligence
Section
Situation/Status
Unit
Action Planning Unit
Resources Unit
Advance Planning
Unit
Technical
Speciallists Unit
Geographic
Information
Systems
Demobilization
Documentation
Logistics
Section
Communications
and Information
Technology
Branch
Transportation
Branch
Facilities Branch
Procurement Branch
Personnel Branch
Finance/Administ
ration Section
Cost Recovery
Unit
Compensation &
Claims Unit
Fiscal Unit
Public Information Officer
Legal Affairs Officer
Liaison Officer
Safety Officer
Security Officer
EOC
Coordinator
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CONCEPT OF OPERATIONS
During a disaster or emergency, the City of Atwater Emergency Operations Center (EOC) will support field response operations within the City. The EOC will operate using the Standardized Emergency Management System (SEMS) functions, principles, and components. It will implement the action planning process, identifying and implementing specific objectives for each operational period.
EOC Purpose
Within the City of Atwater, the various departments and agencies throughout the city are responsible for conducting normal day-to-day operations. When a major emergency or disaster strikes, the EOC is the location from which centralized emergency management will be performed. The EOC facilitates a coordinated response by all the departments and agencies that are assigned emergency management responsibilities. The level of EOC staffing will vary with the specific emergency situation. Departments with critical response functions may activate their own Department Operation Centers (DOC) which act as conduits of information between field operations and the EOC. The DOC is the location from which individual departments coordinate and control their own resources and response actions specific to that department.
The EOC provides a central location of authority and information, and allows for face-to-face coordination among personnel who must make emergency decisions. The following functions are performed in the City of Atwater 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, from the city departments, county, state, and federal agencies. • Preparing intelligence/information summaries, situation reports, operational reports, and other reports as required.
• Maintaining general and specific 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 logistical support of departmental resources committed to the emergency and requesting resources from outside of the city.
• Maintaining contact and coordination with support DOCs, other local government EOCs, and the Atwater Operational Area Emergency Operations Center (OA/EOC). • Providing emergency information and instructions to the public, making official releases to the news media and scheduling of press conferences as necessary.
EOC Facility Location
The Primary EOC is located at the City of Atwater Fire Station 42, 2006 Avenue 2, Atwater, CA 95301. The Primary EOC offers the following facilities for use during major emergencies:
Electronic display processing capabilities
Radio communications capabilities
Office support facilities
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Dedicated task work areas
Auxiliary power generator capability
Adequate parking for personnel
Adequate restroom/kitchen facilities
Joint Information Center/Media Briefing Room
Geographic Information Systems Planning Area
The alternate City of Atwater Emergency Operations Center (EOC) is located at the City of Atwater Council Chambers, 750 Bellevue Road, Atwater, CA 95301.
EOC Activation Policy
The City of Atwater has adopted the criteria (developed by CalOES) that identify the events/situations which may require EOC activation. This criteria, is shown in Figure 2 – SEMS EOC Activation Requirements.
EOC Activation Responsibility
The Director of Emergency Services administers and directs the city Emergency Managment Organization.
During an emergency when the EOC is activated or there is the potential for activation, the Director of Emergency Services manages and directs all aspects of the city’s response and recovery operations.
Atwater City OES will be responsible for facilitating the overall physical set-up, functionality and close-out of the EOC.
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SEMS EOC ACTIVATION REQUIREMENTS
Shaded areas = not applicable to
SEMS levels SEMS LEVELS
Situation identified in SEMS
Regulations Field Level
Local
Government
Operational
Area Region State
Emergency involving two or more
emergency response agencies
§2407(a)(1)
Use ICS
Local Emergency Proclaimed*
§2407(a)(2) Use ICS Use SEMS
Local Government EOC Activated
§2407(a)(1) Use ICS Use SEMS
Local Government activates EOC and
requests Operational Area EOC
activation §2407(a)(1)
Use ICS Use SEMS Activate OA
EOC Activate REOC Activate
SOC
Two or more cities within an
Operational Area proclaim a local
emergency §2409 (f)(2)
Use ICS Use SEMS Activate OA
EOC Activate REOC Activate
SOC
County and one or more cities
proclaim a local emergency
§2409 (f)(3)
Use ICS Use SEMS Activate OA
EOC Activate REOC Activate SOC
City, city and county, or county
requests Governor’s State of
Emergency proclamation
§2409 (f)(4)
Use ICS Use SEMS Activate OA
EOC Activate REOC Activate SOC
Governor proclaims a State of
Emergency for county or two or
more cities §2409 (f)(5)
Use ICS Use SEMS Activate OA
EOC Activate REOC Activate SOC
Operational Area requests resources
from outside it boundaries**§2409
(f)(6)
Use ICS Use SEMS Activate OA
EOC Activate REOC Activate SOC
Operational Area receives resource
requests from outside it
boundaries**§2409 (f)(7)
Use ICS Use SEMS Activate OA
EOC Activate REOC Activate SOC
An Operational Area EOC is activated
§2411 (a) Use ICS Use SEMS Activate OA
EOC Activate REOC Activate
SOC
A Regional EOC is activated
§2413 (a)(1) Use ICS Use SEMS Activate OA EOC Activate REOC Activate SOC Governor proclaims a State of
Emergency §2413 (a)(2) Use ICS Use SEMS Activate OA EOC Activate REOC Activate SOC Governor proclaims and earthquake
or volcanic prediction §2413 (a)(3) Use ICS Use SEMS Activate OA EOC Activate REOC Activate
SOC
This matrix highlights the flow of SEMS activation requirements. Activation of an Operational Area EOC triggers activation of the Regional EOC which, in turn, triggers activation of the State level EOC. * The EOC is usually activated, but in some circumstances, such as agricultural emergencies or drought, a local emergency may be proclaimed without the need for EOC activation.
** Does not apply for requests for resources used in normal day-to-day operations which are obtained through existing mutual aid agreements providing for the exchange or furnishing of certain types of facilities and services as provided for under the California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA). § Indicates sections in the California Code of Regulations (CCR) Title 19, Division 2, Chapter 1 (SEMS) Figure 2 - SEMS EOC Activation Requirements
If EOC activation is warranted, the first EOC staff member to arrive begins set-up procedures. The Director of Emergency Services or designee makes all decisions regarding the level and scope of EOC
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operations. The scope and nature of the emergency, current conditions, and potential concerns dictate the level of EOC operations and staffing requirements.
Security and Access Control
Upon activation, only authorized personnel are permitted in the EOC. Access shall be granted to all personnel identified as EOC staff or city officials, and those persons having legitimate business in the EOC.
Authorized EOC staff and visitors shall be issued identification for EOC access. The identification shall distinguish the bearer as a member of the EOC team or as a visitor.
EOC Staffing
The City of Atwater Emergency Operations Plan (EOP) will be activated when an emergency occurs or threatens to exceed capabilities to adequately respond to and mitigate an incident(s). The scope of an emergency, rather than the type, will largely determine whether the EOP and EOC will be activated, and to what level.
For planning purposes, the California Office of Emergency Services (CalOES) has established three "levels" of response to emergencies. The City of Atwater also employs this system to guide local response to emergencies. Emergency Response includes the following three levels:
Level Three EOC Activation: Level Three is a minimum activation. This level may be used for situations which initially only require a few people, e.g., a short term earthquake prediction at level one or two; alerts of storms, tsunamis; or monitoring of a low risk planned event. At a minimum, Level Three staffing consists of the EOC Director. Section Coordinators and a situation assessment activity in the Planning and Intelligence Section may be included in this level. Other members of the organization could also be part of this level of activation e.g., the Communications Unit, from the Logistics Section, or an Information Officer. Level Two EOC Activation: Level Two activation is normally achieved as an increase from Level Three or a decrease from Level One. This activation level is used for emergencies or planned events that would require more than a minimum staff but would not call for a full activation of all organization elements, or less than full staffing. The EOC Director, in conjunction with the General Staff, will determine the required level of continued activation under Level Two, and demobilize functions or add additional staff to functions as necessary based upon event considerations.
Representatives to the EOC from other agencies or jurisdictions may be required under Level Two to support functional area activations.
Level One EOC Activation: Level One activation involves a complete and full activation of all organizational elements at full staffing and all Emergency Support Functions. Level One would normally be the initial activation during any major emergency requiring extreme State level help.
Communications
Communications within the EOC are accomplished using the most expedient and appropriate means possible (usually in person). Each EOC position has a telephone available for communicating directly with EOC staff members, outside agencies, or field forces. Radios may also be used for direct communications with field forces or outside agencies. Key decision-makers and certain EOC staff will be issued portable radios. Regardless of the medium used, all significant communications shall be recorded on the EOC unit/activity log.
City of Atwater EOC Annex- 2025 11 | P a g e
EOC Reporting
Information may be sent to City departments, EOC personnel, the and other key agencies using the radio, telephone, email, internet, EOC Forms or fax. Regardless of the method of communication, all data should be verified prior to transmission. If unverified data must be transmitted, it should be clearly designated as unconfirmed information. The Atwater EOC should transmit the following reports with DOCs, other EOCs and the OA EOC:
Preliminary Reports
Preliminary Reports are used during the first two hours of an emergency to:
Provide an initial picture of the scope and magnitude of the situation.
Situations Reports
Situation Reports are brief narratives that present a concise picture of the emergency situation and are prepared for specific time periods.
At the beginning of an emergency response, the EOC Management and Planning staff will determine appropriate times for submitting data and issuing Situation Reports. The Situation Report is intended for use after the first two hours of an emergency and can be updated as requested or needed.
The Situation Reports contain the information presented on the Situation Report form located in Supporting Documents section of the Basic Plan. The information may be transmitted via the Internet or fax.
Documentation
Unit/activity logs are used to record significant events, communications and actions associated with an emergency for a given operational period (shift). Each EOC staff position is responsible for maintaining a unit/activity Log.
All copies of reports, SEMS forms, and logs must be submitted to the Planning/Intelligence Section, Documentation Unit, prior to the close of each operational period (or prior to EOC deactivation if operations do not require multiple shifts).
Status Boards
Status Boards are erasable boards located around the EOC. The Status Boards provide decision-makers and EOC staff with essential information such as road closures, shelter location information, river gauge levels etc., at a glance.
EOC Reporting Systems
The City has EOC Forms for use to transmit EOC reporting information to Merced County OES. These forms will be utilized as there is no available electronic EOC Reporting system to the City level in Merced County.
EOC Briefings
The purpose of briefings is to familiarize or update EOC staff on the current emergency situation. Briefings provide an opportunity for the Section Chiefs, the Emergency Operations Center (EOC) Director and all
City of Atwater EOC Annex- 2025 12 | P a g e
EOC staff to exchange information on the incident, create and evaluate an Action Plan, and make any revisions deemed necessary to the response strategy and/or priorities. Regular briefings provide a forum away from the high level of activity in the EOC for ensuring that each of the five essential SEMS functions are coordinated (Management, Operations, Planning, Logistics and Finance) and that the EOC staff have the same information from which to base individual and collective actions and decisions.
Management and General Staff
The Management and General Staff conduct regular briefings to receive updated information, evaluate the effectiveness of the response strategy, identify and solve problems, and revise objectives, response strategy and priorities as necessary. These briefings do not replace the Action Planning Sessions, which are required for each operational period. The General Staff briefings should be conducted outside the activity of the EOC. Each Section Chief will appoint someone in the section to assume his/her role in the EOC for the duration of the briefing.
During the briefing, the EOC Director asks each Section Chief for a thorough, but concise status report.
Only information relevant to the entire EOC should be discussed in the group briefing. Function-specific issues and questions should be discussed one-on-one between the EOC Director and the involved Section Chief.
At the conclusion of each briefing, the time for the next General Staff briefing is set. Section Chiefs leave each General Staff briefing with a clear understanding of the objectives to be accomplished and the specific information to be collected before the next briefing.
Section Briefings
Following each Management and General Staff briefing, Section Chiefs provide their respective Section staff with a briefing. Overall situation status and response objectives, strategy and priorities should be reviewed. Each Section member must have a clear understanding of the activities they are expected to perform, including any coordination requirements with other EOC staff or external agencies.
Incoming Briefing
Upon arrival at the EOC, Section Chiefs are briefed by the EOC Director to obtain an overall perspective on the current situation. Section Chiefs provide a similar briefing to the personnel assigned to their respective Sections. Incoming briefings include:
Current situation assessment
Summary of the significant actions taken or in process Initial incident objectives and priorities
Any limitations on available communications or personnel/equipment resources Any directives on specific actions to be taken
In addition to the above information, Section Chiefs review the following information with assigned staff:
Responsibilities of the assigned function
Any specific actions to be taken
Appropriate flow/sharing of information within and between Sections Work shifts
Eating and sleeping arrangements, if necessary
Time of next briefing
City of Atwater EOC Annex- 2025 13 | P a g e
Update Briefings
Throughout EOC activation, General Staff and individual Section briefings are conducted on a regular, predetermined basis, and whenever a major change in incident status has occurred. Update briefings should include a review of the following information:
Current situation assessment
Current and potential problems
Actions being taken, including staff assigned
Weather forecast, if applicable
Time for next scheduled briefing
Shift Change Briefing
Shift change briefings are a component of the EOC Action Planning Process. At these briefings the current Action Plan is “handed off” and a briefing on assignments for the operational period which is about to begin, is presented. Facilitated by the Planning/Intelligence Section Chief, this briefing is approved by the EOC Director and attended by the General staff as appropriate. Shift change briefings should include the following:
Current situation assessment
Current and potential problems
Review of the Action Plan
Weather forecast, if applicable
Time for next scheduled briefing
Deactivation Briefing
Immediately following deactivation of the EOC, the EOC Director, with all EOC staff, conducts a deactivation briefing. The purpose of this briefing is to advise all EOC staff of the specific contacts and/or referrals to be made for any incident-related questions or concerns that may arise.
EOC Deactivation
Once the critical aspects of an emergency or disaster have been secured, EOC operations may begin to scale down as conditions warrant. The purpose of this procedure is to outline the process to be followed whenever it is determined that the EOC can be deactivated. The EOC Director, with input from the Section Chiefs, may decide to deactivate the EOC.
Deactivation Triggers
Once the emergency response phase has been terminated and system operations are stabilized, the EOC Director may determine that the EOC can be deactivated. Triggers for determining deactivation may include:
The emergency response phase has been terminated and recovery operations are underway. No further city, OA, state, media or public information dissemination is needed.
Procedure for Deactivation
The EOC Director will:
Establish the time period for deactivation
Advise EOC staff of the actions to be taken, including time
City of Atwater EOC Annex- 2025 14 | P a g e
Identify EOC staff to be on-call if stand down is implemented Direct the liaison or other EOC staff to make notifications Deactivation Notifications
All internal and external individuals, groups and agencies that were notified of activation will be notified of stand down and/or deactivation. At a minimum, all department managers, elected officials, neighboring jurisdictions, responding agencies will be notified. The person making the notifications, documents the date, time, name and contact method for all persons/organizations notified. Notifications will include:
Date and time of stand down period or deactivation
A 24-hour contact number for further information
EOC ACTION PLANNING
Introduction
The use of Action Plans in the City of Atwater EOC provides a clear and measurable process for identifying objectives and priorities for a given event. Action Planning is an important management tool that involves:
Process for identifying priorities and objectives for emergency response or recovery efforts. Plans which document the priorities and objectives, and the tasks and personnel assignments associated with meeting the objectives.
The Action Planning process should involve the EOC Director and Section Chiefs (one from each Section), along with other EOC staff, as needed, such as special districts, and other agency representatives.
Planning Requirements
The initial EOC Action Plan may be a verbal plan that is developed during the first hour or two following EOC activation. A verbal plan may also be utilized for incidents involving a limited scope, short duration (less than 12 hours) and a limited number of response personnel. An EOC Action Plan shall be developed whenever the EOC is activated, either partially or fully. A written EOC Action Plan is required whenever:
Two or more agencies are involved in the response
The incident overlaps more than one operational period All EOC functions are fully staffed
The EOC Action Plan addresses a specific operational period (not to exceed 24 hours). The plan should be regularly reviewed and evaluated throughout the operational period and revised or updated as warranted.
Plan Elements
The elements to be included in the EOC Action Plan are also indicated on the Action Plan form located in the Supporting Documents section of the Basic Plan and include:
Operational period covered by the plan
City of Atwater EOC Annex- 2025 15 | P a g e
Identify parts of EOC organization that have been activated on an organization chart Assignment of primary and support personnel and material resources to specific tasks and locations
Describe any logistical or technical support to be provided and by whom State the objectives (attainable, measurable and flexible) to be accomplished Establish the current priorities to meet the objectives Describe the strategy to be utilized to achieve the objectives In addition to the required elements listed above, the Action Plan may also include:
Specific departmental mission assignments
Policy and/or cost constraints
Any inter-agency considerations
Planning Responsibilities
Primary responsibility for developing the EOC Action Plan rests with the Planning/Intelligence Section.
However, development of the plan requires the active participation of the EOC Director and the General Staff. The Operations Section, in particular, must work closely with the Planning/Intelligence Section during Action Plan development. When indicated, the Planning/Intelligence Section Chief will request specific technical experts to provide input to the plan. The EOC Director is responsible for approving the plan.
For incidents requiring close coordination with external agencies, (e.g., local OES, State field response agencies, special districts, etc.), input from the involved agencies should also be included in the Action Planning process.
Specific EOC staff responsibilities associated with the Action Plan include the following:
Management and General Staff
Provide general incident objectives and strategy
Provide direction and overall management
Ensure incident safety
Approve the completed Action Plan
Operations Section Chief
Determine the tactics necessary to achieve objectives Determine associated resource requirements
Communicate Action Plan to EOC staff and Incident Commanders, as appropriate Conduct Operations Shift Briefing
Planning/Intelligence Section Chief
Conduct the Action-Planning meeting
Establish planning timelines
Coordinate preparation of the Action Plan
Manage planning process
Logistics Section Chief
City of Atwater EOC Annex- 2025 16 | P a g e
Establish/confirm procedure for off-incident resource ordering Ensure that resource ordering process is in place
Ensure that Logistics Section can support the Action Plan Finance Section Chief
Provide cost assessment of incident objectives
Ensure that adequate finance approvals are in place for implementation of the Action Plan Planning Process
The Planning/Intelligence Section staff will maintain the EOC Major Incident Status Board and will develop short-and long-term planning scenarios based upon the situation and its impacts on facilities and operations, as reported. Utilizing these planning scenarios, the Planning/Intelligence Section Chief will conduct an Action Planning meeting with the EOC Director, General Staff and appropriate technical experts. The Operations Section Chief will immediately report any significant changes in information verbally to the Planning/Intelligence Section Chief.
PLANNING/INTELLIGENCE SECTION PLANNING PROCESS SCHEDULE Time Event
0700 – 0800
Shift Change.
0800 – 0900
Prepare for Planning Meeting. Purpose: To review accomplishments, identify new issues, identify resource needs, and determine assignments for next operational period.
0900 – 1000
Planning Meetings (with Management and General Staff, Resources Status Unit Leader, Supply Unit Leader, Communications Unit Leader, and Technical Specialists). 1000 – 1400 Prepare EOC Action Plan.
1400 – 1600 Finalize EOC Action Plan.
1600 Complete EOC Action Plan.
1600 – 1700
Prepare for Operations Briefing. Purpose: To review EOC Action Plan for next operational period.
1700 – 1800
Operations briefing (Management, General Staff, and identified Operations staff and Technical Specialists).
1800 – 1900 Finalize Reports (including Situation Status Report for the Operational Area EOC). 1900 – 2000 Shift Change.
City of Atwater EOC Annex- 2025 17 | P a g e
PLANNING/INTELLIGENCE SECTION PLANNING PROCESS SCHEDULE Time Event
2000 – 2100
Prepare for Planning Meeting. Purpose: To review accomplishments, identify new issues, identify resource needs, and determine assignments for next operational period.
2100 – 2200
Planning Meetings (with Management and General Staff, Resources Status Unit Leader, Supply Unit Leader, Communications Unit Leader, and Technical Specialists). 2200 – 0200 Prepare EOC Action Plan.
0200 – 0400 Finalize EOC Action Plan.
0400 Complete EOC Action Plan.
0400 – 0500
Prepare for Operations Briefing. Purpose: To review EOC Action Plan for next operational period.
0500 – 0600
Operations briefing (Management, General Staff, and identified Operations staff and Technical Specialists).
0600 – 0700 Finalize Reports (including Situation Status Report for the Operational Area EOC).
Figure 3 - Planning Process Schedule
Planning Considerations
In developing the Action Plan, a number of issues should be considered, as outlined in the table below.
Applicable issues should be addressed in each iteration of the Action Plan.
ISSUE CONSIDERATIONS RESPONSIBILITY
Inter-Agency Coordination Use of resources
Contact information and frequency
Communications methods
Liaison
Public Information Constraints on information to be
disseminated
Special instructions
Target areas/audiences
Public Information Officer
EOC Director
Safety Special precautions to be taken
Personal protective gear required
Safety Officer
Technical Resources System maps and schematics
Technical expert input
Planning/Intelligence
Section Chief
Operations Special skills required
Mutual aid needs
Staging Area needs
Progress in resolving major incident
objectives
Operations Section Chief
Policy Legal/political issues EOC Director
City of Atwater EOC Annex- 2025 18 | P a g e
ISSUE CONSIDERATIONS RESPONSIBILITY
Fiscal constraints
Special Needs Contingency Plans Planning/Intelligence Section Chief
Special Resources Availability of special supplies and equipment
Transportation support
Logistics Section Chief
Figure 4 - Planning Considerations
Planning Cycle
The Planning Chief, with input from the EOC Director and the Operations Section Chief, establishes the schedule and cycle for action planning. Initially, meetings may be conducted every few hours or several times each day. Over time, meetings may be held twice each day, and then daily.
Documentation and Distribution
Written EOC Action Plans will be documented on the Action Planning form. The Planning/Intelligence Section Situation Status function is responsible for:
Posting a copy of the current Action Plan in the EOC
Maintaining a copy of each Action Plan as part of the permanent incident record Distributing copies of the current Action Plan to all involved agencies and other personnel as directed by the Planning/Intelligence Section Chief
The Operations Section Chief will ensure that the current EOC Action Plan is distributed to all Operations Section personnel.
CITY ROLES AND RESPONSIBILITIES
Policy Group
The Policy Group function is responsible to address the economic, social and political impacts of an emergency. In the City of Atwater EOC, the Policy function is the responsibility of the City Council, Disaster Council, and the City Manager and/or their designee.
Management Section
The Director of Emergency Services leads the Management Section and is responsible for the overall management of EOC operations to address the impacts of an emergency directly upon the city and assessing conditions outside the city, which have the potential for affecting local resources. Additionally, the Director of Emergency Services is responsible for directing the creation of an EOC Action Plan and the overall strategic direction of response, including appropriate mutual aid liaison activities.
Management Staff
Assisting the Director of Emergency Services is the Management Staff. The Management Staff is responsible for providing direct administrative and executive-level support to the Director, as well as for providing additional emergency support functions within selected areas of responsibility. When fully activated the EOC Management Staff includes the following:
City of Atwater EOC Annex- 2025 19 | P a g e
Public Information Officer (PIO)
The PIO is directly responsible for managing Emergency Public Information activities within the EOC and in support of all city Emergency Public Information operations. The PIO may be assisted by additional staff who will conduct assorted Emergency Public Information tasks and duties (Rumor Control and activation of the Atwater Information Center) within the EOC or a Joint Information Center (JIC) if established, or at a field incident command post. The responsible city department staffing this position is the City Manager’s Office/Public Information Officer and other PIOs in various city departments.
Legal Affairs Officer
The Legal Affairs Officer is responsible for providing legal advice and guidance to the Director and the Council on all emergency management issues and concerns. The responsible city department staffing this position is the City Attorney.
Liaison Officer
The Liaison Officer functions as the primary point of contact for all allied agencies and jurisdictional representatives not directly assigned to the city EOC. All agency and jurisdictional representatives will coordinate with the Liaison Officer, as needed. The responsible individuals/agencies staffing this position are designated by the EOC Director based on the incident.
Safety & Security Officers
The Safety & Security Officers are responsible for ensuring that the EOC is secure when activated, that hazards are identified and mitigated, and that the EOC environment is suitable for conducting operations in a safe and healthful manner. The responsible city departments staffing these positions are the Police Department for security and the Fire Department for safety.
Operations Section
The Operations Section, an element of the EOC General Staff is responsible for coordinating the deployment of response resources in support of field operations. Such coordination activities will normally include:
Manage operational elements of approved Emergency Action Plan (EAP). Support Department Operations Centers (DOC) and field incident commands (if DOCs not activated) and associated response activities.
Coordinate and liaison with DOCs for reporting status information to the EOC for action planning and situation reporting purposes.
Liaise with designated Mutual Aid Coordinators.
Coordinate incident response assets (in accordance with the approved Action Plan) regardless of agency affiliation or type of asset (e.g., law enforcement, fire suppression, medical, etc.). Assess the emergency within the city or in nearby jurisdictions that affect local government’s response organizations.
This section is composed of several functional groups, each with its own functional coordinator. Some or all of the functions may be involved in an incident response. An Operations Section Chief will be identified between fire, law enforcement, public works or other staff as designated by the EOC Director.
The Operations Section Chief will activate those functions deemed appropriate. When fully activated, the Operations Section could be comprised of the following branches, with each position being staffed with city or allied-agency personnel.
City of Atwater EOC Annex- 2025 20 | P a g e
Law Enforcement Branch – Police Department
Fire and Rescue Branch – Fire Department
Public Works Branch – Public Works Department
Mass Care & Shelter Branch – Parks and Community Services, Animal Control Planning/Intelligence Section
The Planning/Intelligence Section, an element of the EOC General Staff, collects and analyzes incident data relating to hazards, damage, operations, and other problems. This section becomes the organizational focus for all information or intelligence analysis and advanced planning relative to the incident or emergency.
The Planning/Intelligence Section is divided into several units. Within those units, the following emergency support functions are organized and performed as part of the Planning/Intelligence Section. Situation Status Unit
Action Planning Unit
Resource Status Unit
Documentation Unit
Advanced Planning Unit
Technical Specialists Unit
Demobilization Unit
This section will be staffed by the Fire Department, Development Services Department and other departments as directed by the EOC Director as needed to perform the various functions required to support emergency management operations within the activated EOC. Additional branches or units may be established as needed to meet operational needs.
Logistics Section
The Logistics Section is responsible for coordinating the provision of a broad assortment of procurement, service, maintenance, communication, and information technology services in support of the city’s emergency management activities during a disaster.
The Logistics Section is divided into several branches. Within those branches, the following emergency support functions are organized and performed as part of the Logistics Section. IT and Communications Branch
Facilities Branch
Personnel Branch
Procurement Branch
Transportation Branch
The section will be staffed by Parks and Community Services, Finance/Human Resources, City Manager’s Office and Public Works, as needed to perform the various functions required to support emergency management operations within the activated EOC. Additional branches or units may be established as needed to meet operational needs.
City of Atwater EOC Annex- 2025 21 | P a g e
Finance/Administration Section
This section is responsible for the financial management of an operation, including payment for equipment, supplies, and services. It is also responsible for maintaining and monitoring response costs, personnel time-keeping records, and for providing administrative support to the EOC. The following functions are the responsibility of the Finance Section. Cost Recovery Unit
Compensation and Claims Unit
Fiscal Unit
The section will be staffed by the City Finance and other city departments as directed by the EOC Director as needed to perform the various functions required to support emergency management operations within the activated EOC. Additional branches or units may be established as needed to meet operational needs.
ANNEX MAINTENANCE
The City of Atwater Fire Department will coordinate with the various City Departments on any updates and revisions of this Direction and Control Annex.
Those agencies and organizations listed as having anticipated roles and responsibilities under this annex shall inform the Director of Emergency Services when they are aware that changes need to be made.
CITY COUNCIL
AGENDA REPORT
MEETING
DATE:
August 25, 2025
TO: Mayor and City Council
FROM: Janell Martin, Assistant City Clerk/Records Coordinator
PREPARED
BY:
Janell Martin, Assistant City Clerk/Records Coordinator SUBJECT: Approving Fee Waiver Requested by Merced County Registrar of Voters to Use Atwater Community Center as a Voting Assistance Center for the 2025 Statewide Special Election (City Clerk Billings & Merced County Registrar of Voters)
RECOMMENDED COUNCIL ACTION
Approval of a fee waiver requested by the Merced County Registrar of Voters to use the Atwater Community Center from October 24, 2025 to November 4, 2025 for the Election; and authorizes and directs the City Manager, or designee, to execute any and all documents necessary to waive the facility rental fees associated with Merced County Registrar of Voters using the Atwater Community Center as a Voting Assistance Center.
I. BACKGROUND/ANALYSIS:
Merced County has requested use of the Atwater Community Center as a Voting Assistance Center for the upcoming Statewide Special Election on November 4, 2025. This request will be confirmed tomorrow. The requested use period is for an 11- day vote center, beginning Friday, October 24, 2025, 7:00 AM – 4:00 PM through Tuesday, November 4, 2025, 6:00 AM – 9:00 PM.
In previous elections, Merced County has used the Community Center for Voting Assistance Centers. The City of Atwater and Merced County routinely collaborate to ensure residents have access to local voting services.
Previous Use:
• June 7, 2022 – Statewide Direct Primary Election
• November 8, 2022 – Midterm Election
• March 5, 2024 – Presidential Primary Election
CITY COUNCIL
Mike Nelson, Mayor
Danny Ambriz Brian Raymond
John Cale Kalisa Rochester
Agenda Report - Approving Fee Waiver Requested by Merced County Registrar of Voters to Use Atwater Community Center as a Voting Assistance Center for the 2025 Statewide Special Election (City Clerk Billings & Merced County Registrar of Voters) Page 2
• November 5, 2024 – Presidential General Election
During these elections, the Multi-Purpose and Jessie Frago Rooms were used. The Registrar of Voters’ Office is responsible for setup, cleanup, delivery of equipment, and proof of insurance.
Request Details for 2025 Special Election:
• Setup Date: Thursday, October 23 or Friday, October 24, 2025, estimated 1 hour around 11:00 AM
• Vote Center Operation: Saturday, October 25 through Tuesday, November 4, 2025, 7:00 AM – 5:00 PM daily
• Election Day: Tuesday, November 4, 2025, 6:00 AM – 9:00 PM • Pickup Date: Wednesday, November 5 or Thursday, November 6, 2025, estimated 1 hour around 11:00 AM
Fee Waiver:
Merced County has requested a waiver of all facility rental fees, except for Facility Attendant Fees of $35 per hour for hours outside normal business hours (Monday through Friday, 8:00 AM – 5:00 PM). If approved, this waiver would apply according to the City’s Fiscal Year 2025-26 Miscellaneous Fee Schedule.
II. FISCAL IMPACTS:
The City of Atwater typically charges fees for the rental of the Multi-Purpose and Jessie Frago Rooms at the Atwater Community Center, including additional fees for facility attendants outside normal business hours.
For the Statewide Special Election on November 4, 2025, Merced County has requested to use these rooms as a Voting Assistance Center. If approved, the City would waive the standard facility rental fees and deposits.
The Registrar of Voters is responsible for all facility attendant fees outside of normal business hours, including early mornings, evenings, and weekend hours, so the City would not incur those costs.
Overall, the fee waiver allows the City to continue its long-standing partnership with Merced County to provide accessible local voting facilities while minimizing any direct costs to the City.
III. LEGAL REVIEW:
This item has been reviewed by the City Attorney's Office.
Agenda Report - Approving Fee Waiver Requested by Merced County Registrar of Voters to Use Atwater Community Center as a Voting Assistance Center for the 2025 Statewide Special Election (City Clerk Billings & Merced County Registrar of Voters) Page 3
IV. EXISTING POLICY:
This item is consistent with goal number three (3) of the City of Atwater's 2026-2030 Strategic Plan:
Promote transparency through Communication.
V. ALTERNATIVES:
The City Council could decide not to approve the fee waiver request and require the Merced County Registrar of Voters to pay all applicable facility rental fees to utilize the Atwater Community Center as a Voting Assistance Center.
VI. INTERDEPARTMENTAL COORDINATION:
The City Administration Department and Recreation Department collaborated and coordinated efforts to work with the Merced County Registrar of Voters to reserve the Atwater Community Center as a Voting Assistance Center.
VII. PUBLIC PARTICIPATION:
The public will have an opportunity to provide comments on this item prior to City Council action.
VIII. ENVIRONMENTAL REVIEW:
This item is not a “project” under the California Environmental Quality Act (CEQA) as this activity does not cause either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, pursuant to Public Resources Code section 21065.
IX. STEPS FOLLOWING APPROVAL:
Upon City Council's approval of Merced County's fee waiver request, staff will work with the Merced County Registrar of Voters to complete the necessary application and documents to use the Atwater Community Center as a Voting Assistance Center and to waive all applicable fees.
Submitted by:
Kory J. Billings, City Clerk
Approved by:
Chris Hoem, City Manager
Attachments:
Agenda Report - Approving Fee Waiver Requested by Merced County Registrar of Voters to Use Atwater Community Center as a Voting Assistance Center for the 2025 Statewide Special Election (City Clerk Billings & Merced County Registrar of Voters) Page 4
1. Atwater Community Center Partnership Letter 2025
CITY COUNCIL
AGENDA REPORT
MEETING
DATE:
August 25, 2025
TO: Mayor and City Council
FROM:
PREPARED
BY:
SUBJECT: 2025 City Council Reorganization / Mayor’s Committee Assignments – Committee Assignment Updates and
Appointments
RECOMMENDED COUNCIL ACTION
Receive the Mayor's 2025 Committee Assignments; approve updates to existing committee assignments and appointments as presented.
I. BACKGROUND/ANALYSIS:
Each year, following the City Council’s annual reorganization, the Mayor reviews and assigns City Council members to various standing committees and boards. These assignments ensure appropriate representation and participation in matters important to City operations, policy development, and intergovernmental coordination.
For 2025, the Mayor has reviewed the existing committee assignments and recommends updates to better balance responsibilities among Council Members.
Updates include a change to the alternate position for the Merced Irrigation-Urban Groundwater Sustainability Agency (MIUGSA). Established in 2017 under California’s Sustainable Groundwater Management Act, MIUGSA is tasked with developing and implementing a groundwater sustainability plan to achieve basin sustainability by 2040.
Its seven-member Board consists of diverse regional interests, including public agencies.
In addition, the Mayor recommends making appointments to the Rules Committee. The Rules Committee serves as the body responsible for reviewing and recommending updates to City Council policies, investigating complaints, rules of procedure, and governance guidelines. The Committee formalizes practices referenced in the City’s adopted handbook and provides a clear framework for addressing procedural matters in a consistent and transparent manner.
CITY COUNCIL
Mike Nelson, Mayor
Danny Ambriz Brian Raymond
John Cale Kalisa Rochester
Agenda Report - 2025 City Council Reorganization / Mayor’s Committee Assignments – Committee Assignment Updates and Appointments Page 2
II. FISCAL IMPACTS:
None
III. LEGAL REVIEW:
This item has been reviewed by the City Attorney.
IV. EXISTING POLICY:
N/A
V. ALTERNATIVES:
N/A
VI. INTERDEPARTMENTAL COORDINATION:
N/A
VII. PUBLIC PARTICIPATION:
The public will have an opportunity to speak on this item prior to City Council action.
VIII. ENVIRONMENTAL REVIEW:
This item is not a “project” under the California Environmental Quality Act (CEQA) as this activity does not cause either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, pursuant to Public Resources Code section 21065.
IX. STEPS FOLLOWING APPROVAL:
Approving the updated committee assignments will strengthen Council governance and support efficient, transparent operations.
Attachments:
1. CITY COUNCIL COMMITTEE ASSIGNMENTS 2025 8.25.25
2025 CITY COUNCIL COMMITTEE ASSIGNMENTS:
Mayor’s Committee Assignments
Mayor Pro Tem – Cale
Merced County Association of Governments (MCAG) – Cale and Nelson (Alternate) (1 representative and 1 alternate)
League of California Cities Central Valley Division – Cale & Rochester City Audit & Finance Committee – Ambriz & Rochester
(2 representatives)
LAFCO – Raymond
(1 representative)
USP/Atwater Community Liaison Group – Cale & Rochester (Alternate) (1 representative and 1 alternate)
Atwater Community Services/Neighborhood Watch – Rochester (1 representative)
4 th of July Committee – Cale
(1 representative)
San Joaquin Valley Air Pollution Control District – Ambriz & Nelson (Alternate) (1 representative and 1 alternate)
MIUGSA – Justin Vinson & Jon O’Connor (Alternate)
(1 representative and 1 alternate)
MIRWMA - Raymond & Nelson (Alternate)
(1 representative and 1 alternate)
ACE Train – Raymond & Nelson (Alternate)
(1 representative and 1 alternate)
One Voice – Cale & Nelson (Alternate)
(1 representative and 1 alternate)
Atwater Historical Society – Rochester & Nelson
(2 representatives)
Christmas Parade – Cale & Ambriz
Rules Committee – Nelson, Cale, Ambriz
Last updated: 8/25/25
CITY COUNCIL
AGENDA REPORT
MEETING
DATE:
August 25, 2025
TO: Mayor and City Council
FROM: Christopher Hoem, City Manager
PREPARED
BY:
Jim Vang, Civil Engineering Assistant
SUBJECT: Accepting the Fruitland Avenue Reconstruction Phase 3 as Complete (City Manager Hoem)
RECOMMENDED COUNCIL ACTION
Motion to accept work done under the contract for Fruitland Avenue Reconstruction Phase 3, City Project 16-2-3; and authorizes and directs the City Manager to sign a Notice of Completion and have it recorded on behalf of the City; or Motion to approve staff's recommendation as presented.
I. BACKGROUND/ANALYSIS:
At their regular meeting of June 10, 2024, the City Council awarded a contract to George Reed Inc. of Modesto, CA for the Fruitland Avenue Reconstruction Project Phase 3. Improvements are on Fruitland Avenue between Capitola Avenue and Orchard Park Avenue. The work consisted of repavement and installation of sidewalk, curb, gutter, storm drain facilities, street lighting, sewer lateral installation, and water service installation, and removing and replacing the sewer force main.
The work was satisfactorily completed in accordance with the plans and specifications.
The total amount of contract is $7,725,994.55. Staff have inspected the work and find it acceptable.
The Notice of Completion has been prepared (EXHIBIT “A”) for this project.
II. FISCAL IMPACTS:
Sufficient funding to pay the retention amount is contained in the project retention liability account.
This item has been reviewed by the Finance Department.
III. LEGAL REVIEW:
This item was reviewed by the City Attorney’s office.
CITY COUNCIL
Mike Nelson, Mayor
Danny Ambriz Brian Raymond
John Cale Kalisa Rochester
Agenda Report - Accepting the Fruitland Avenue Reconstruction Phase 3 as Complete (City Manager Hoem) Page 2
IV. EXISTING POLICY:
This item is consistent with goal two (2) of the City's Strategic Plan: to promote safety, stability, and quality of life.
V. ALTERNATIVES:
N/A
VI. INTERDEPARTMENTAL COORDINATION:
This item has been reviewed by all relevant departments.
VII. PUBLIC PARTICIPATION:
The public will have an opportunity to provide comments on this item prior to City Council action.
VIII. ENVIRONMENTAL REVIEW:
At the regular City Council meeting on January 22, 2024, the City Council exempted this project under the provisions of the California Environmental Quality Act (CEQA). The project is categorically exempt under the provisions of CEQA and the State CEQA Guidelines. The project involves the operation, maintenance, leasing, licensing or minor alteration of existing public facilities, with construction of minor appurtenant structures involving negligible or no expansion of use and no possibility of significantly impacting the physical environment. Accordingly, the project qualifies under Class 1 and Class 3 Categorical Exemptions (Sections 15301 and 15303 of the State CEQA Guidelines).
Importantly, the project did not include additional vehicular travel lanes.
Below are excerpts of the relevant sections of CEQA:
15301 - Existing Facilities
Class 1 consists of the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of existing or former use.
The types of “existing facilities” itemized below are not intended to be all-inclusive of the types of projects which might fall within Class 1. The key consideration is whether the project involves negligible or no expansion of use.
Examples include but are not limited to:
(b) Existing facilities of both investor and publicly owned utilities used to provide electric power, natural gas, sewerage, or other public utility services; (c) Existing highways and streets, sidewalks, gutters, bicycle and pedestrian trails, and similar facilities (this includes road grading for the purpose of public safety), and other alterations such as the addition of bicycle facilities, including but not limited to bicycle parking, bicycle-share facilities and bicycle lanes, transit improvements such as bus lanes, pedestrian crossings, street trees, and other similar alterations that do not create additional automobile lanes);
Agenda Report - Accepting the Fruitland Avenue Reconstruction Phase 3 as Complete (City Manager Hoem) Page 3
Section 15303 - New Construction or Conversion of Small Structures Class 3 consists of construction and location of limited numbers of new, small facilities or structures; installation of small new equipment and facilities in small structures; and the conversion of existing small structures from one use to another where only minor modifications are made in the exterior of the structure. The numbers of structures described in this section are the maximum allowable on any legal parcel. Examples of this exemption include but are not limited to:
(d) Water main, sewage, electrical, gas, and other utility extensions, including street improvements, of reasonable length to serve such construction.
IX. STEPS FOLLOWING APPROVAL:
Upon City Council approval, the City Manager will execute the Notice of Completion and the City Clerk’s office will record the Notice. Acceptance of the Contract begins the 1 year guarantee period, during which staff monitors the completed improvements for any required corrective work. Contract bonds remain in place for 1 year or until the completion of any required corrective work.
Submitted and Approved by:
Chris Hoem, City Manager
Attachments:
1. Exhibit A - Notice of Completion Fruitland Avenue Phase 3
Recorded at the request of:
CITY CLERK
Return to
CITY OF ATWATER
1160 FIFTH STREET
ATWATER, CA 95301
NOTICE OF COMPLETION
(INDIVIDUAL OR CORPORATION)
Notice is Hereby Given That:
1. The work of improvement as a whole was completed upon the hereinafter described real property on: August 11,2025.
2. The name and address of the owner giving and filing this notice:
Name Street and No. City State
CITY OF ATWATER 1160 FIFTH STREET ATWATER CALIFORNIA
The interest of said owner was acquired subsequent to the commencement of the work of improvement from:
Name Street and No. City State
N/A
The names and addresses of all other co-owners, if any, who own an estate or interest in said real property, whether as joint tenants or tenants in common, or otherwise, are:
Name Street and No. City State
N/A
3. That the nature of the interest or estate of the owner in and to said real property is in fee: _______yes________
4. That the name of the original contractor for the work of improvement referred to above is: George Reed Inc. of Modesto, CA
5. That the street address of said property is Fruitland Avenue between Capitola Avenue and Orchard Park Avenue, CA 95301.
6. That the real property herein referred to is situated in the City of Atwater, County of Merced, State of California, and particularly described as follows:
Fruitland Avenue Reconstruction Project Phase 3
City Project No. 16-2-3
Verification for CORPORATE owner: _______________________________________
CHRIS HOEM, CITY MANAGER
STATE OF CALIFORNIA
} ss
County of Merced
On before me, Janell A. Martin, Notary Public, personally appeared Chris Hoem, who proved to me on the basis of satisfactory evidence to be the person whose name is subscribed to the within instrument and acknowledged to me that he executed the same in his authorized capacity, and that by his signature on the instrument the person, or the entity upon behalf of which the person acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.
WITNESS my hand and official seal.
___________________________________
Janell A. Martin, NOTARY PUBLIC