We have many great accomplishments to report and one of the primary reasons for such success is teamwork. Teamwork between the firefighters, City staff, our elected officials, and most importantly, our community members is what makes us a highly successful fire department.
Accomplishments of 2021:
The Fire Department placed its sixth fire company in service to serve the growth in the Southeast.
This unit is being housed at Station 5 until the completion of Station 6 in April 2022.
The Fire Department replaced four command vehicles as well as two fire engines which had been in service since 1996.
The Fire Department added a second Training Captain to the Training Division to provide support to the 13 newly hired firefighters.
I am exceptionally proud of the men and women that serve in all areas of the Clovis Fire Department. I hope their commitment to our mission and values provide you with the same pride and satisfaction I enjoy each day as their Fire Chief.
John Binaski, Fire Chief
Fire Engineer
Brad Couchman
2021 ANNUAL REPORT
CLOVIS FIRE DEPARTMENT
Message from the Fire Chief
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Response Performance
90th Percentile Response Goals and Response Time Performance Administration
CLOVIS FIRE DEPARTMENT
Response First unit arrival, total response time – EMS
Goal 1
Goal: 6 minutes, 30 seconds
Actual Performance: 8 minutes
Response First unit arrival, total response time – MVA/Rescue Goal 2
Goal: 7 minutes
Actual Performance: 8 minutes
Response First unit arrival, total response time – Fire Goal 3
Goal: 7 minutes
Actual Performance: 7 minutes, 43 seconds
Response Effective response force (daily staffing of 16 firefighters) – Fire Goal 4
Goal: 10 minutes, 30 seconds
Actual Performance: 11 minutes, 53 seconds
Response Contain fire to room of origin
Goal 6
Goal: 70 percent of all fire calls for service
Actual Performance: 61 percent of all fire calls for service Response Turnout time for all priority responses
Goal 5
Goal: 1 minute, 30 seconds
Actual Performance: 1 minute, 34 seconds
8:00
8:00
7:43
11:53
61%
1:34
This Annual Report is the Clovis Fire Department’s method of communicating with our elected officials, cooperating fire agencies, and, most importantly, our community about the quality and quantity of services provided in 2021. This report also serves as a record of our activities and accomplishments for future reference and comparison. The illustration below shows the high-level indicators that the Department uses to determine effectiveness and efficiency in a number of service delivery categories. This shows that, in 2021, the Fire Department did not meet or exceed its response-time goals, as it has a record of in past years. This fact is explained by the significant residential growth in all areas of the City over the past 15 years. As Fire Station #6 is slated to open in Spring 2022, and additional staff was added in 2021, 2022 performance should improve and meet performance goals.
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Administration
CLOVIS FIRE DEPARTMENT
Strategic Goals
Strategic Initiative Goals and Actual Results
1A Cost per capita (CAFER annual fire budget - OES rev/exp ÷ population served = cost per capita) Below $170 City comparisons: Chico, Davis, Lodi, Manteca, Merced, Roseville, Turlock, Visalia 1C ISO rating
Class 3 or better
2B Property loss — below $2.3 million
Keep property loss due to fire below 5-year average ($2.3 million) 3A Citizen Satisfaction Survey score
90% or better
6A Firefighter injury rate
Less than 14 reportable injuries (less than 20% of personnel) 6B Total injury claim costs
$150,000 or lower (3% or less of total fire-suppression personnel salaries) 1B Accreditation status through the Center for Public Safety Excellence Maintain accreditation status
Fire and Life Safety Strategic Initiative Goals and Actual Results Prevention Actual Result
90%
90%
90%
96%
100%
100%
Goal Actual Result
$167
Class 2
$2,936,340
93%
5 injuries
$40,351
Maintained
accreditation
status
5A
Timing of permits and inspections
Return 100% of all fire-protection system and building plans for permit issuance within 10 days of submittal and provide inspections within 24 hours of request. 5A-1 Plan checks
Complete plan checks within 10 days, 90% of the time.
5A-2 Project approval
Approve 90% of projects within three (3) plan checks.
5A-3 State-mandated inspections
Complete 90% of State-mandated inspections (E, R-2, R2.1, H). 5C Fire investigations
Investigate 100% of all fires reported.
5C-1 Clearance of fire investigations
Clear 90% of all fire investigations cases within one year. 647
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Call Volume by Type, 2019-2021
Incident Type 2019 2020 2021 3-Year Average
Emergency Medical 6,599 6,566 7,134 6,766
Good Intent/Service Call 2,253 2,097 2,082 2,144
Fire 351 386 386 374
Hazardous Materials/Explosion 193 178 130 167
Rescues & Vehicle Accidents 467 397 427 430
False Alarm & False Call 799 647 613 686
TOTAL 10,662 10,274 10,772 10,569
Administration
CLOVIS FIRE DEPARTMENT
Calls for Service
When citizens encounter a problem they do not inherently know how to solve, and they do not know who else to call, they often call 9-1-1/dispatch. Good intent/service calls are minor emergencies that require a response to investigate or mitigate before becoming significant emergencies. Examples of these call types include a burst water pipe, smoke mistaken to be a structure fire, trees and/or power lines down due to storm damage, vehicle locked with a child inside, and a citizen who needs help getting up after a fall. The numbers of good intent/service calls and calls of other types are outlined in the table below.
2021 Call Volume by Type
Emergency Medical
66%
Good Intent/
Service Call
19%
Fire
4%
Hazardous Materials/Explosion
1%
Rescues & Vehicle Accidents
4%
False Alarm & False Call
6%
Total Response Time Performance
The graphic on the next page shows total
response time performance in the Department’s
service area, color coded to show the 90th
percentile performance of first-arriving units
to priority calls. The times indicate the period
from call pick-up to unit arrival. Areas in red
and purple are those in which response times
are the longest, which is primarily due to the
travel distance from a fire station. The outlying
peripheral areas are the most significant challenge
in terms of response time performance over
time. Almost all fire agencies have peripheral
areas with longer response times; as such, the
presence of red and purple areas is not uncommon.
Longer response times, as noted in the graphic,
are well above industry norms and continue to
grow based on projected development.
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First-Arriving Unit, Priority Calls, 90th Percentile Performance 0:01 - 6:30 6:31 - 7:00 7:01 - 7:30 7:31 - 8:00 8:01 +
Total Response Time Performance
CLOVIS FIRE DEPARTMENT
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First-Arriving Unit, Priority Calls, 90th Percentile Performance in Southeast Service Area The graphic to the left shows total response time
performance in the southeast area, color coded to show
the 90th percentile performance of first-arriving units to priority calls. The times indicate the period from call pick-up to unit arrival.
Station 6
CLOVIS FIRE DEPARTMENT
Southeast Area Statistics, 2016-2020
Statistic 2016 2017 2018 2019 2020 2021
Single Family Homes 2,791 3,349 5,059 7,474 8,056 8,140 Calls for Service 326 371 410 731 948 902
Total Response Time 8:04 9:46 9:48 10:17 9:49 11:14
With continued growth in the Southeast, the service area for Station 4 continues to rise in geography, population density, and call volume. In this area, single family homes have increased 289% and calls for service have risen 291% since 2015. Using these statistics, along with the actual response times, the Department has developed a first-due response area for Station 6. The table above illustrates how the number of single-family residences has increased over the last five years, which correlates to an increase in call volume. Construction will be completed in the Spring of 2022 and the personnel and apparatus has already been set in place so that the new station can open immediately.
This will ensure residents continue to receive the service levels adopted by Council. 650
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Operations
CLOVIS FIRE DEPARTMENT
On February 15, 2021, at approximately 2:23 a.m., a vehicle fire was reported at 1665 Tollhouse Rd, Anlin Windows & Doors. When the first unit arrived, a tractor trailer was on fire extending to the connected trailer and threatening surrounding structures. Additional resources were requested, and the fire was contained to the tractor trailer and prevented any damage to surrounding buildings.
Fire loss for this incident was estimated at $350,000.
On February 2, 2021, at approximately 9:54 a.m., an apartment fire occurred at 115 W. Santa Ana significantly damaging the apartment of origin displacing the residents and causing minor damage to an adjoining apartment.
Fire loss for this incident was estimated at $115,000.
On Jun 3, 2021, at approximately 1:27 p.m. two houses were damaged by a fire that was reported behind a house at 676 Harvard Ave. Upon arrival, first units reported a fire in between two houses that had extended to both residences. Additional units from Fresno Fire and Fresno County Fire were requested to contain the fire, which extended to the backyard of a third house but did not damage the house. There were no injuries reported and two dogs were saved from one of the involved houses.
Fire loss for this incident was estimated at $350,000.
Significant Events
The most common property type for fire loss within the City of Clovis continues to be due to fires in single and multi-family residences.
Number of Mutual Aid Incidents, 2018 – 2020
2017 2018 2019 2020 2021 5-Year
Average
Fresno County - Received 272 265 322 234 313 281
Fresno County - Received 285 239 283 217 280 261
Fresno City - Received 250 233 310 205 208 241
Fresno City - Provided 650 592 707 605 881 687
OES- Provided 74 49 34 65 44 53
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The Clovis Fire Department continues to focus on providing high-quality, up-to-date, and essential training to all personnel, including numerous required and recurring firefighting-related training programs mandated by multiple sources. State and national standards require a minimum of 240 training hours per employee, annually. Various regulations, mandates, and consensus standards are utilized to develop training curricula to ensure compliance with National Fire Protection Association, CAL-OSHA, the Insurance Services Office, and other state and national organizations.
In 2021 over 22,000 hours of training were completed, averaging about 328 hours per personnel. Multi-company and multiagency trainings were able to take place with COVID safety measures in place. Training topics included service training for our new OES Type 3 engine and our two new Pierce Velocity PUC engines, Acting Engineer Evaluations, Advanced Fire Control First-In Operations, along with multiple specialty team floor trainings. A multi-agency training included an Active Threat Drill in conjunction with Clovis Police Department, Clovis Emergency Response Team, and Clovis Unified ROP Fire Program, Clovis Explorer Post 330, and American Ambulance.
There were two firefighter recruit academies that took place at the Training Center and utilized the newly formed Firefighter Skills Cadre. The first being a group of 10 firefighters and the second with 3 firefighters for a total of 13 new safety personnel. Completion of task book overhauls to align with State standards was completed on the Firefighter, Driver Operator, and Captain task books.
The upcoming year will focus on a new training classroom facility that will include two classrooms and offices for the training captains, the formation of a new Driver/Operator Cadre, Acting Captain Evaluations, Driver/Operator Academy, and an Aerial Driver Operator Academy for the new recruits. The Training Center will also be a site for the Fresno Training Symposium in 2022.
Training Bureau
CLOVIS FIRE DEPARTMENT
2021 Training Hours by Category
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All Fire facilities are inspected monthly for compliance with all regulations as outlined by the City’s Risk Management Division. We also participate in the voluntary CalOSHA program, which allows for an annual compliance inspection of one fire facility.
Rating Description
A Meets current needs of the organization and complies with current applicable codes and regulations (UBC, UFC, ADA, OSHA, etc.).
B Meets the needs of the organization, but the building needs some ongoing repairs and/or improvements to comply with industry best practices or applicable regulations.
C Meets the basic needs of the organization, but the building either lacks features needed by assigned personnel or needs significant repairs/improvements to comply with industry best practices or applicable regulations.
D Sub-standard; facility does not meet the needs of the organization, the structure needs significant upgrades, and it is out of compliance with current building codes or applicable regulations.
F Facility has major structural issues; emergency crews cannot be assigned.
Ratings
Station Analysis
Facilities
CLOVIS FIRE DEPARTMENT
Facility Age Needs Grade
Station 2 43
· The fire station is approximately 40 years old without any major interior remodeling or upgrades.
· Many areas of the fire station are not ADA compliant. · Only one bathroom and not private.
· Illegal bedroom configuration with only one exit
· No fire sprinklers
F
Training
Center
· The bathrooms are not ADA compliant and showers need to be added for proper personnel decon after training.
· Breakroom needs to be reconfigured for ADA compliance and reduced in size to expand office area.
· Bathroom to be accessible from the exterior for when personnel are dirty from live fire training.
D
Station 3 33
· The station was never designed with a workout room, a dining area, or proper storage.
· Low-water landscaping retrofit.
B
Station 4 22 · Kitchen remodeling to add a dining area. · Bathroom update. B
Station 5 15 · Low-water landscaping retrofit. A
Station 1 14 A
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The Clovis Fire Department’s front-line apparatus, comprised of five fire engines and one ladder truck, are part of the City’s emergency response infrastructure and are positioned throughout the service area. The Department also owns three reserve vehicles and two specialty vehicles. All apparatus are graded in the table below, according to the American Public Work Association (APWA) Fleet Replacement Guide.
Vehicle Life Measurements
Grading Score:
Points associated
with each
Age:
Department goal is
10 year average
Hours:
Total engine runtime
during lifespan
Maintenance Percentage:
Repairs compared to current
market replacement costs
1 0-5 years 0-3,500 0-20%
2 6-10 years 3,501-6,500 21-35%
3 11-15 years 65,001-10,000 36-50%
4 >16 years >10,001 >51%
Fire Apparatus
CLOVIS FIRE DEPARTMENT
Grading Score Outcomes Based on Total Points
A
3-4
B
5-6
C
7-8
D
9-10
F
11-12
Vehicle Type Unit Year Age Hours Maintenance Grade
Engine E-40* 2003 19 12,835 48% F
Engine E-243 2006 16 8,447 40% D
Engine E-41 2011 11 8,298 34% C
Aerial Truck T-241 2008 14 9,276 32% C
Engine-Wildland BE-40 2004 18 4,008 14% C
Engine E-42 2014 8 8,662 20% B
Engine E-46 2021 1 80 0% A
Engine E-44 2020 2 793 0.5% A
Engine E-45 2020 2 463 0.7% A
Aerial Truck T-41 2019 3 1,087 2% A
Engine E-43 2018 4 2,488 5% A
*E-40 is slated for replacement with the order of E-42.
Year and Number of Apparatus in Service
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Public Education
Public Education serves as the behavioral change component of community risk reduction efforts. While inspections and plan checking provide for the necessary safety elements of the built-out community, training and public outreach provide a foundation for actions citizens can take to further reduce property/life loss in their homes or workplace.
Beginning with our youngest residents, Clovis Firefighters, in conjunction with the Alisa Ann Ruch Burn Foundation, conduct annual assemblies in 15 Clovis elementary schools. Firefighters In Safety Education (FISE) use props and an interactive format allowing students to learn core concepts such as stop/drop/roll, stay low under smoke, and how to develop and execute a home escape plan. As in prior years, post testing of students shows a 40% improvement of lifesaving concepts that reduce life and property loss within the community. With in-classroom learning curtailed, FISE personnel and administrative staff have relied on social media outreach efforts to push seasonal safety messages and provide the public information regarding home hazard reduction throughout the year.
Inspection Statistics
Inspection Type Total Number
of Occupancies
Completed
Inspections
Percentage
Completed
Biennial Inspections-Crews 774 773 97%
Biennial Inspections-Prevention 954 505 53%*
Annual State Mandated 342 327 96%
Community Risk Reduction
CLOVIS FIRE DEPARTMENT
Prevention
Inspections of new businesses and existing occupancies are an integral component to ensure the economic vibrancy of the community while reducing community risk for residents. Recurring inspections maintain a connection of citizens to the Fire Department and reduce potential threats to customers, occupants, and first responders alike. Continuing from 2020, Clovis Fire Department has continued to progress in achieving compliance with SB-1205 which requires schools, hotels, hospitals, nursing facilities, and apartments be inspected annually. There are 2,864 occupancies in Clovis that qualify for inspection. Of these, 342 are required to be inspected annually by the State Fire Marshal’s Office. The Department has a goal of inspecting the remaining occupancies on a biennial basis. Fire Prevention personnel and engine companies prioritize inspections based on risk. The number of occupancies fluctuates annually as new businesses are built and old businesses are redeveloped. In addition to existing occupancies, inspections of new commercial buildings are completed at various stages of construction prior to occupancy to ensure fire protection and supply systems are within code.
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Emergency Preparedness
As a shared responsibility led by the Clovis Fire Department, 2021 continued to require staff at all levels to take an active role in COVID-19 response efforts. Since March of 2020, personnel from all City departments continue to support logistics, continuity of operations, and local business support as COVID-19 evolved along with changes in mitigation and mandates. An event of local significance occurred at Woods Mobile Home Park in December when a power outage impacted all residents. With low temperatures and COVID protocols limiting residents’ ability to sustain alternative housing or secure groceries, personnel conducted a quick needs assessment and coordinated support for Woods that included food delivery, improved communications with PG&E to assist in addressing the outage and offered residents the use of the Senior Center in the event that temperatures dropped further requiring alternative overnight sleeping arrangements.
Clovis Community Emergency Response Team
This past year, Clovis CERT training was curtailed once again due to COVID-19 restrictions on in-person meetings.
While training was paused, CERT members did play a valuable role in local events as mask and vaccine mandates were lifted. CERT members provided critical assistance at the Clovis Rodeo by staffing the first aid booth. Over the course of the weekend, 10 volunteers bandaged simple scrapes and also provided water and cooling to event attendees. CERT volunteers also worked with Clovis Fire and Clovis Police Department as part of an active shooter drill. During the single day event, CERT volunteers role-played survivors of a shooting at a large community event. CERT members were able to see how the agencies worked collaboratively and understand the importance of run, hide, fight as a survival technique taught during CERT basic. Finally, CERT was activated in support of the Woods Mobile Home Park support.
Along with City staff, CERT was able to canvass the complex, conduct needs assessments and deliver food to residents unable to secure meals on their own.
Community Risk Reduction
CLOVIS FIRE DEPARTMENT
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EMS Calls
Time Interval Benchmark Metric Average 2017 2018 2019 2020 2021 Call Processing 0:01:30 Count 5,940 4,654 4,387 5,285 5,309 5,079 90th Percentile 0:0:1:53 0:01:43 0:01:39 0:01:42 0:01:58 0:02:12 Turnout 0:01:30 Count 5,065 4,707 4,447 5,360 5,434 5,378 90th Percentile 0:01:27 0:01:27 0:01:25 0:01:25 0:01:28 0:01:29 Travel 0:04:00 Count 6,085 4,723 4,448 5,362 5,431 5,377 90th Percentile 0:04:59 0:04:49 0:04:45 0:04:55 0:05:02 0:05:12 Total Response 0:07:00 Count 5,079 4,737 4,453 5,371 5,445 5,388 90th Percentile 0:07:29 0:07:17 0:07:01 0:07:12 0:07:32 0:08:00 Fire Calls
Time Interval Benchmark Metric Average 2017 2018 2019 2020 2021 Call Processing 0:01:30 Count 187 203 155 190 182 206
90th Percentile 0:01:52 0:01:51 0:01:48 0:01:48 0:01:53 0:01:52 Turnout 0:01:30 Count 199 218 157 204 202 214
90th Percentile 0:01:41 0:01:41 0:01:36 0:01:37 0:01:40 0:01:43 Travel 0:04:00 Count 199 221 156 199 201 216
90th Percentile 0:05:39 0:06:07 0:05:28 0:05:27 0:05:51 0:05:18 Total Response 0:07:00 Count 191 208 157 192 189 208
90th Percentile 0:08:03 0:08:13 0:07:41 0:07:41 0:08:24 0:08:00 Rescue and Vehicle Accidents
Time Interval Benchmark Metric Average 2017 2018 2019 2020 2021 Call Processing 0:01:30 Count 577 696 528 555 539 569
90th Percentile 0:01:46 0:01:40 0:01:44 0:01:44 0:01:46 0:01:58 Turnout 0:01:30 Count 591 714 545 567 546 583
90th Percentile 00:01:31 0:01:32 0:01:30 0:01:26 0:01:29 0:01:34 Travel 0:04:00 Count 591 713 546 566 546 583
90th Percentile 0:04:55 0:04:56 0:04:49 0:04:43 0:04:45 0:05:10 Total Response 0:07:00 Count 589 708 544 564 546 582
90th Percentile 0:07:26 0:07:24 0:07:26 0:07:13 0:07:08 0:07:43 Community Risk Reduction
CLOVIS FIRE DEPARTMENT
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Appendix
City Population and CFD Sworn Staff Comparison
Clovis General Fund and CFD Budget
CLOVIS FIRE DEPARTMENT
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Appendix
CLOVIS FIRE DEPARTMENT
3-Year Workload by 1st Due Area
Number
Unit 2017 2018 2019 2020 2021 5-Year
Average
T41 1,758 1,731 2,150 1,639 2,081 1,817
E42 3,221 3,374 3,402 3,230 3,191 3,299
E43 1,843 1,846 2,219 1,922 2,095 1,938
E44 2,048 2,059 2,211 2,519 2,462 2,176
E45 1,248 1,304 1,452 1,410 1,455 1,318
TOTAL 10,118 10,314 11,434 10,720 11,284 10,549
Number of Calls by First-Due Unit, 2017-2021
4,000
3,000
2,000
1,000
0 Sta 1 Sta 2 Sta 3 Sta 4 Sta 5
2017 2018 2019 2020 2021
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Appendix
CLOVIS FIRE DEPARTMENT
Unit Reliability
Unit Hour Utilization by Year
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FOREWORD
This Emergency Operations Plan (EOP) addresses the City of Clovis, CA planned response to emergency/disaster situations associated with natural disasters, technological incidents, and national security emergencies. The operational concepts reflected in this plan focus on largescale events.
This plan is a preparedness document – designed to be read, understood, and exercised prior to an emergency/disaster. The plan incorporates the concepts and principles of the California Standardized Emergency Management System (SEMS), National Incident Management System (NIMS), and the Incident Command System (ICS) into the emergency operations of the City of Clovis. This plan is flexible enough to use in all emergencies and will facilitate response and short-term recovery activities.
This plan provides basic planning information. City departments should prepare standard operating procedures (SOPs) and, in most cases, more detailed checklists that will describe their internal operations under emergency/disaster conditions.
This Plan is flexible enough to use in all emergencies and will facilitate response and short-term recovery activities (NIMS EOP Element).
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PLAN CONCURRENCE
Department/Agency Title Name Signature of
Representative Date
City Council City Manager John Holt
City Council
Assistant City
Manager/City
Clerk
Andrew
Haussler
Fire Department Fire Chief John Bianski
Police Police Chief Curt
Fleming
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LETTER OF PROMULGATION
City Council Resolution
RESOLUTION NO: XXXX
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVIS
ADOPTING THE CITY OF CLOVIS EMERGENCY OPERATIONS PLAN (EOP) AND APPROVING
SUBMITTAL OF THE CLOVIS EOP TO THE STATE OF CALIFORNIA OFFICE OF EMERGENCY
SERVICES BY ADD DATE
WHEREAS, the City of Clovis EOP meets all federal and state criteria as described in the Federal Emergency Management Agency (FEMA) National Incident Management System (NIMS) and Standardized Emergency Management System (SEMS) developed by the State Office of Emergency Services (OES): and
Whereas, the City of Clovis EOP describes how the City of Clovis will manage and respond to major emergency incidents, including a system of organization consisting of clear designations of distinct functions which must be conducted during a disaster: assignment of each distinct function which must be conducted during a disaster; assignment of each distinct function to City departments; and guidelines for performance of the distinct functions by the departments; and
The City of Clovis EOP describes the method of requesting mutual aid resources from the County, State and Federal Governments when needed and is one of the eligibility requirements for Federal funding of Emergency Services staff positions is submittal of the City of Clovis EOP to the State of California OES by
ADD DATE; and
Whereas, the original City of Clovis EOP was written by City representatives from each department and coordinated by the Assistant City Manager. It has been reviewed and approved by all City department heads.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Clovis does hereby approve and adopt the Clovis EOP dated ADD DATE.
Approved and Adopted on the ADD DATE
ADD SIGNATURE
Robert Woolley, City Manager
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PLAN DISTRIBUTION
Agency / Department Copies
Fire Department 2
City Council 1
Police Department 1
Finance Department 1
General Services 1
Public Utilities 1
Fresno County Office of Emergency Services 1
Planning and Development Services 1
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PLAN REVISIONS
Date Section Description
Aug
2016
Throughout Updated and reformatted plan to be consistent with FEMA CPG 101 and CalOES Crosswalk
Aug
2016
Annex C Attached table “Hazard Categories” within the community risk assessment portion of the EOP
Aug
2016
Part 1 Included City of Clovis Map
Aug
2016
Annex A Inserted EOC Staffing Chart that reflects respective functions within each section Aug
2016
Appendix 1 Added description and function for the recovery phase Aug
2016
Tab 1 EOC checklists for the respective sections added as tabs Aug
2016
Annex A Included language similar to the “Administrative Section” attachment to provide a basic overview of EOC operations
Aug
2016
Annex A Eliminated Figure 4 EOC Messaging
Sep
2016
Annex A Revised Figure 2-EOC Organizational Chart
Sep
2016
Annex A Revised Level 1-3 Staffing Charts
Sep
2016
Annex A Revised Org Charts for EOC Sections and added specific departments Sep
2016
Appendix 2 Prepared and inserted Clovis Transit Emergency Plan Sep
2016
Appendix 3 Added Emergency Flood Control Procedures
Sep
2016
Appendix 4 Added Extreme Heat Contingency Plan
Sep
2016
Throughout Addressed all comments from first draft review and Clovis Conference Call (7 Sep) Sep
2016
Cover Revised Cover using Clovis unique images
August
2022
Appendix
5 Added Pandemic IAP and Critical Tasking by Department 666
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TABLE OF CONTENTS
BASIC PLAN.............................................................................................................. 1 Purpose ...................................................................................................................................... 1 Scope ......................................................................................................................................... 1 Authorities and References......................................................................................................... 2 General ................................................................................................................................................... 2 Emergency Proclamations Local Emergency......................................................................................... 2 State of Emergency ................................................................................................................................ 3 Situation and Assumptions.......................................................................................................... 5 Situation.................................................................................................................................................. 5 Assumptions ........................................................................................................................................... 6 Organization and Assignment of Responsibilities........................................................................ 7 Responsibilities....................................................................................................................................... 8 Standardized Emergency management System (SEMS)/National Incident Management System (NIMS) ........................................................................................................................................ 9 General ................................................................................................................................................... 9 Local Government Level in SEMS.......................................................................................................... 9 SEMS Requirements for Local Governments ...................................................................................... 10 City of Clovis Responsibilities Under SEMS ........................................................................................ 10 SEMS EOC Organization ..................................................................................................................... 12 EOC Incident Action Plans ................................................................................................................... 12 Multi-Agency/Inter-Agency Coordination at Local Government Level.................................................. 13 Coordination with Fresno County Operational Area Level ................................................................... 14 Special District Involvement ................................................................................................................. 14 Coordination with Volunteer and Private Agencies .............................................................................. 15 Concept of Operations ..............................................................................................................16 Mutual Aid............................................................................................................................................. 16 Plan Maintenance .....................................................................................................................17 Training and Exercises..............................................................................................................17 FUNCTIONAL ANNEXES.........................................................................................19 ANNEX A. Emergency Operations Center Functions ................................................................19 667
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EOC Purpose........................................................................................................................................ 19 EOC Primary Functions........................................................................................................................ 20 EOC Basic Organizational Structure .................................................................................................... 21 EOC Emergency Activation Levels....................................................................................................... 22 Potential EOC Activation Triggers ........................................................................................................ 24 EOC Activation and Deactivation ......................................................................................................... 26 EOC SECTION OrganizationS............................................................................................................. 27 Common Operating Picture .................................................................................................................. 35 Information Management System......................................................................................................... 36 Manual Display Operations .................................................................................................................. 37 Resource Management ........................................................................................................................ 38 EOC Incident Action Planning .............................................................................................................. 40 Emergency Personnel Assignments .................................................................................................... 46 EOC Facility and Communications Systems........................................................................................ 49 EOC ACTIVATION Checklists ..................................................................................................................... 51 All EOC Responders Standardized Activation Phase List ................................................................... 55 ANNEX B: Hazards and Specific Threats..................................................................................57 Drought ................................................................................................................................................. 57 Earthquake ........................................................................................................................................... 57 Flood..................................................................................................................................................... 58 Civil Disorder ........................................................................................................................................ 58 Dam Failure .......................................................................................................................................... 58 Hazardous Material Incident................................................................................................................. 58 Nuclear Attack ...................................................................................................................................... 58 Power Failure........................................................................................................................................ 59 Radiological Incident ............................................................................................................................ 59 Urban Fire............................................................................................................................................. 59 Aircraft Crash........................................................................................................................................ 59 Excessive Heat..................................................................................................................................... 59 Terrorism .............................................................................................................................................. 59 Epidemic ............................................................................................................................................... 60 668
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APPENDICES...........................................................................................................61 APPENDIX 1 Recovery Activities...........................................................................................61 APPENDIX 2 Transit Emergecy Plan .....................................................................................65 APPENDIX 3 Emergency Flood Control Procedures..............................................................70 APPENDIX 4 Heat Emergency Contingency Plan................................................................103 APPENDIX 5 Pandemic Response IAP ...............................................................................112 APPENDIX 6 Glossary of Terms..........................................................................................113 APPENDIX 7 Acronyms .......................................................................................................126 TABS
TAB 1. EOC Position Checklists ............................................................................................................... 128
LIST OF FIGURES
Figure 1. City of Clovis .................................................................................................................................. 5 Figure 2. EOC ORGANIZATION................................................................................................................. 21 Figure 3. Level 1 EOC Staffing ................................................................................................................... 22 Figure 4. Level 2 EOC Staffing ................................................................................................................... 23 Figure 5.-Level 3 EOC Staffing ................................................................................................................... 25 Figure 6. Management Section Staff .......................................................................................................... 28 Figure 7. Operations Section Staff.............................................................................................................. 31 Figure 8. Planning/Intelligence Section Staff .............................................................................................. 32 Figure 9. Logistics Section Staff ................................................................................................................. 33 Figure 10. Finance and Administration Section Staff.................................................................................. 34 Figure 11. EOC Planning “P” ...................................................................................................................... 43 Figure 12. EOC Setup................................................................................................................................. 53 Figure 13. Recovery Organization .............................................................................................................. 62
LIST OF TABLES
Table 1. City of Clovis SEMS Function ....................................................................................................... 11 Table 2. Common Operating Picture Responsibilities ................................................................................ 35 Table 3. Incident Action Plan Responsibilities ............................................................................................ 42 Table 4. Planning “P” Steps ........................................................................................................................ 44 Table 5.-City of Clovis-Hazard Summaries................................................................................................. 60 669
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1 BASIC PLAN
PURPOSE
The Basic Plan addresses the planned response for the City of Clovis to emergencies associated with disasters, technological incidents or other dangerous conditions created by either man or nature. It provides an overview of operational concepts, identifies components of the City Emergency Management Organization, and describes the overall responsibilities of Local, State and Federal entities. It provides an overview of operational concepts, identifies components of the City’s emergency/disaster management organization within the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). It describes the overall responsibilities of the City of Clovis hence forth referred to as “City” for protecting life and property and assuring the overall well-being of the population.
Note: This EOP is intended for use and to be implemented by the City Emergency Operations Center (EOC). Field specific responses are accomplished by the various responding agencies and organizations per their own internal Standard Operating Procedures (SOP).
SCOPE
This Emergency Operations Plan (EOP):
• Defines the scope of preparedness and incident management activities. • Describes the organizational structures, roles and responsibilities, policies and protocols for providing emergency support.
• Facilitates response and short-term recovery activities. • Is flexible enough for use in all emergencies/disasters. • Describes the purpose, situation and assumptions, concept of operations, organization, and assignment of responsibilities, administration and logistics, plan development and maintenance and authorities and references.
• Pre-designates jurisdictional and/or functional area representatives to the Incident Command, Unified Command, and the Emergency Operations Center (EOC) whenever possible to facilitate responsive and collaborative incident management. • Includes pre-incident and post-incident public awareness, education and communications plans, and protocols.
• Pre-designates jurisdictional and/or functional area representatives to the Incident. 670
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2 AUTHORITIES AND REFERENCES
GENERAL
The California Emergency Services Act (Chapter 7, Division 1, Title 2, California Government Code), hereafter referred to as the Act, provides the basic authorities for conducting emergency operations following a proclamation of Local Emergency, State of Emergency, or State of War Emergency by the Governor and/or appropriate local authorities, consistent with the provisions of the Act.
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 subdivision shall take such action as may be necessary to carry out the provisions thereof.” Local emergency plans are, therefore, considered to be extensions of the California Emergency Plan.
California Civil Code, Chapter 9, Section 1799.102 provides for “Good Samaritan Liability” for those providing emergency care at the scene of an emergency: “No person, who, in good faith and not for compensation, renders emergency care at the scene of an emergency shall be liable for any civil damages resulting from any act or omission. The scene of an emergency shall not include emergency department and other places where medical care is usually offered.”
EMERGENCY PROCLAMATIONS LOCAL EMERGENCY
A local Emergency may be proclaimed by the City Council or by the City Manager as specified by ordinance adopted by the City Council. A local Emergency declared by the City Manager must be ratified by the City Council within seven days. The governing body must review the need to continue the declaration at least every fourteen days until the local emergency is terminated.
The Local Emergency must be terminated by resolution as soon as conditions warrant.
Declarations are normally made when there is an actual or threat of disaster or of extreme peril to the safety of persons and property within the city, caused by natural or man-made situations.
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3 The declaration of a Local Emergency provides the governing body with the legal authority to:
• If necessary, request that the Governor proclaim a State of Emergency. • Promulgate or suspend orders and regulations necessary to provide for the protection of life and property, including issuing orders or regulations imposing a curfew within designated boundaries.
• Exercise full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans, or agreements. • Request state agencies and other jurisdictions to provide mutual aid. • Require the emergency services of any local official or employee. • Requisition necessary personnel and materials from any local department or agency. • Obtain vital supplies and equipment and, if required, immediately commandeer the same for public use.
• Impose penalties for violation of lawful orders.
• Conduct emergency operations without incurring legal liability for performance, or failure of performance. (Note: Article 17 of the Emergency Services Act provides for certain privileges and immunities.)
STATE OF EMERGENCY
A State of Emergency may be proclaimed by the Governor when:
• Conditions of disaster or extreme peril exist which threaten the safety of persons and property within the state caused by natural or man-made incidents. • He/she is required to do so by local authorities.
• He/she finds that local authorities are unable to adequately cope with the emergency. • Whenever the Governor proclaims a State of Emergency:
• Mutual aid shall be rendered in accordance with approved emergency plans when the need arises in any county, city and county, or city for outside assistance. • The Governor shall, to the extent he/she deems necessary, have the right to exercise all police power vested in the state by the Constitution and the laws of the State of California within the designated area.
• Jurisdictions may command the aid of citizens as deemed necessary to cope with an emergency.
• The Governor may suspend the provisions of orders, rules or regulation of any state agency, any regulatory statute, or statute prescribing the procedure for conducting state business.
• The Governor may commandeer or make use of any private property or persons (other than the media) in carrying out the responsibilities of his/her office. • The Governor may promulgate, issue, and enforce orders and regulations deemed necessary.
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4 The following provides emergency authorities for conducting and/or supporting emergency operations:
Federal
• 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)
• Homeland Security Act, Public Law 107-296, as amended (6 U.S.C. §101-557) • Homeland Security Presidential Directive
• Robert T. Stafford Disaster Relief and Emergency Assistance Act State
• 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, Cal 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 Natural 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
• 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
• 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 Clovis
• Clovis Municipal Code 4.2
• NIMS Adoption Resolution 06-127
• Emergency Services Ordinance No 76-26
• Resolution to participate in SEMS. Resolution No 96-33 673
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5 SITUATION AND ASSUMPTIONS
SITUATION
Clovis is a city in Fresno County, California, United States. The 2014 population was estimated to be 102,189. According to the United States Census Bureau, the city has a total area of
23.28 square miles (60.29 km2), all of it land. Clovis is situated midway between Los Angeles and San Francisco, bordering Fresno, in the agriculturally rich San Joaquin Valley. Lying at the foot of the Sierra Nevada Mountain Range, which includes Yosemite, Kings Canyon, and Sequoia National Parks, Clovis has been known as "Gateway to the Sierras" since its incorporation in 1912. The formation of alluvial fans in this part of the San Joaquin Valley has led to a rather flat regional geography. The Clovis area has active and potentially active seismic fault zones. The elevation of Clovis is approximately 355 feet (108 m) above mean sea datum.
According to the Flood Hazard Boundary Map produced by the U.S. Department of Housing and Urban Development, part of Clovis is within the 100-year flood zone, such as some of the area near the Clovis Towne Center. The groundwater flow in Clovis is generally to the southwest.
FIGURE 1. CITY OF CLOVIS
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6 The City of Clovis is subject, in varying degrees, to the effects of the following:
• Drought
• Earthquake
• Flood
• Civil Disorder
• Dam Failure
• Hazardous Material Incident
• Nuclear Attack
• Power Failure
• Radiological Incident
• Urban Fire
• Aircraft Crash
• Excessive Heat
• Terrorism
• Epidemic
Note: More detailed hazard descriptions are contained in Part II Annex C Hazard Specific Threats.
ASSUMPTIONS
• The City is responsible for emergency/disaster actions and will commit available resources to save lives, minimize injury to persons, minimize damage to property, and preserve the environment
• The City will utilize SEMS and NIMS in emergency/disaster response operations • The City will use the Incident Command System (ICS) and the Multi-agency Coordination System (MACS) at all incidents and events
• Mutual aid assistance will be requested when disaster response and relief requirements exceed the City’s ability to meet them
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7 The following systems may be damaged and temporarily out of service:
• Telephone systems, including cell phones
• Electrical power
• Communications systems including police, fire, and municipal radio systems • Computers, including computer aided dispatch for Police Department • Transportation systems including roads, highways, bridges and traffic signals • Water systems
• Sewer and sanitation systems
• Natural gas
ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES
The City Manager has overall responsibility for:
• Organizing, staffing, and operating the EOC
• All 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 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 Operational Area This EOP may be implemented on the order of the following individuals who will direct the emergency response and recovery operations for the City of Clovis:
• City Manager, Director of Emergency Services
• Assistant City Manager
• Any Department Head (fire, PD, PDS, Public Utilities, etc.) NOTE: Refer to ANNEX A. Emergency Operations Center Functions for specific details for organization and assignment of responsibilities
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8 RESPONSIBILITIES
Local Jurisdiction (City of Clovis)
• Develop and maintain current emergency plans which are compatible with the California Office of Emergency Services (OES) EOP, the California Master Mutual Aid Agreement, and plans of neighboring jurisdictions.
• Negotiate, coordinate, and/or prepare mutual aid agreements. • Maintain liaison with the appropriate OES Mutual Aid Region Office and neighboring jurisdictions.
• Designate staging areas to provide rally points for incoming mutual aid and supporting and recovery activities.
• Respond to mutual aid requests outside your jurisdiction. • Dispatch situation reports to the operational area coordinator and OES mutual aid region as the emergency situation develops and changes. • Request assistance from neighboring jurisdictions and the operational area. • Use resources received from neighboring jurisdictions from the state, federal, and private agencies appropriately.
• Respond to emergency regulations issued by the Governor.
Operational Area (Fresno County)
• Coordinate mutual aid within the county.
• Maintain liaison with the appropriate OES mutual aid region coordinator or local jurisdictions within the county.
• Identify multipurpose staging areas for support of recovery activities. • Channel local mutual aid request which cannot be satisfied from within the county to the State OES Mutual Aid Region Coordinator.
• Provide situation reports and damage assessment to OES region to aid in Identification, coordination and allocation of resources.
• Make use of resources provided by other counties, state, federal, and private agencies appropriately.
• Respond to emergency regulations issued by the Governor.
State Office of Emergency Services
• Perform executive functions assigned by the Governor. • Coordinate emergency activities of all state agencies. • Receive, evaluate, and disseminate information on emergency operations. • Prepare emergency proclamations and orders for the Governor and disseminate to all concerned.
• Receive and allocate resources supplies by federal agencies and other states. 677
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9 • Coordinate the flow of state mutual aid resources to local; jurisdictions. • Maintain liaison with state, federal, and private agencies. • Coordinate emergency operations with bordering states. • Maintain the State Operations Center (SOC).
STANDARDIZED EMERGENCY MANAGEMENT SYSTEM
(SEMS)/NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS)
GENERAL
The Standardized Emergency Management Systems (SEMS) is an emergency management systems mandated by Government Code 8607(a) for managing response to multi-agency and multi-jurisdiction emergencies in California. SEMS consists of five organizational levels with are activated as necessary: field response, local government, operational area, regional and state.
SEMS incorporates the use of the Incident Command Systems (ICS), the Master Mutual Aid Agreement, existing mutual aid systems, and the Operational Area Concept, and the MultiAgency or Inter-Agency coordination.
LOCAL GOVERNMENT LEVEL IN SEMS
Local Government is one of the five levels of SEMS. A local government under SEMS is a city, county, city and county, school district or special district. Cities generally are responsible for emergency response within their boundaries. Some cities contract for some municipal services from other agencies. The basic role of a local government is to manage and coordinate the overall emergency response and recovery activities within its jurisdiction.
Special districts are primarily responsible in emergencies for restoration of services that they normally provide. They may also be responsible for safety of people at their facilities or on their property and for warning of hazards from their facilities or operations. Some special districts may assist other local governments in the emergency response.
All local governments are responsible for coordinating with other local governments, the field response level and the operational area. Local governments are also responsible for providing mutual aid within their capabilities.
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10 SEMS REQUIREMENTS FOR LOCAL GOVERNMENTS
The City of Clovis will comply with SEMS regulations in order to be eligible for state funding for response related personnel cost and will:
1) Use SEMS when:
• The local government EOC is activated or
• A local emergency is declared or proclaimed
2) Establish coordination and communications with Incident Commanders either • Directly to the EOC when activated, or
• Through Departmental Operating Centers (DOCs) to the EOC, when activated. 3) Use existing mutual aid systems for coordinating fire and law enforcement resources. 4) Establish coordination and communication between the City of Clovis EOC when activated and any state or local emergency response agency having jurisdiction at an incident within the City’s boundaries.
5) Use multi-agency or inter-agency coordination to facilitate decisions for overall local government response activities.
CITY OF CLOVIS RESPONSIBILITIES UNDER SEMS
• The City of Clovis has formally adopted the use of SEMS during emergency situations. • (Resolution No. 96-33)
• The development of SEMS will be a cooperative effort of all departments and agencies within the City of Clovis having a role in emergency response. The Emergency Services Coordinator has the lead staff responsibility for SEMS development and planning with responsibilities for:
• Disseminating information within the City of Clovis on SEMS requirements and guidelines.
• Identification of all departments and agencies involved in field level response. • Identification of departments and agencies with Department Operations Center (DOCs) • Coordinating with other local governments, the operational area and volunteer and private agencies on developments of SEMS.
• Incorporating SEMS into the City of Clovis Emergency Operations Plan. • Identification of special districts that operate or provide services within the boundaries of City of Clovis. The emergency role of these special districts should be determined and provisions made for coordination during emergencies.
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11 • The City of Clovis will participate in the development of the Fresno County Operational Area organization and system for coordination and communication within OA. • All local government staff that may participate in emergencies in the EOC or Department Operations Centers (DOCs) or at the field level should receive appropriate. • SEMS training as required by SEMS regulations. New personnel should be trained as they are hired.
• The City should develop an exercise program that provides periodic exercises for EOC and DOC personnel under SEMS.
TABLE 1. CITY OF CLOVIS SEMS FUNCTION
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12 SEMS EOC ORGANIZATION
There are five (5) functions within SEMS (from ICS) which will be used by the City of Clovis. They are:
1. Management/Command is responsible for overall emergency policy and coordination through the joint efforts of governmental agencies and private organizations; it is called Management in the EOCs and Command in the field.
2. Operations are responsible for coordinating all jurisdictional operations in support of the response to the emergency through implementation of the organizational level's action plan.
3. Planning/Intelligence is responsible for collecting, evaluating, and disseminating information, developing the organizational level's action plan in coordination with the other functions, and maintaining documentation.
4. Logistics is responsible for providing facilities, services, personnel, equipment, and materials.
5. Finance is responsible for financial activities and administrative aspects not assigned to other functions.
The five essential SEMS functions will be established as sections within the EOC, with other functions included as branches, groups or units. The position title “Director “refers to the lead persons of each organizational element in the EOC. The term “Branch Director” or “Unit Leader” is used as position titles for group leaders under the supervision of a Director.
Directors for Operations, Planning, Logistics and Finance constitute the General Staff of the EOC. The EOC Director and General Staff functions as an EOC management team. The General Staff is responsible for:
Overseeing the internal functioning of their sections, and Interacting with each other, the EOC Director, and other entities within the EOC to ensure the effective functioning of the EOC organization.
The EOC organization should include liaison representatives from special districts, volunteer agencies, and private agencies with significant response roles.
EOC INCIDENT ACTION PLANS
At local, operational area, regional and state levels, the use of EOC IAPs provide designated personnel with knowledge of the objectives to be achieved and the steps required for achievement. IAPs not only provide direction, but they also serve to provide the basis for measuring achievement of objectives and overall system performance. IAPs can be extremely effective tools during all phases of a disaster.
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13 The action planning process should involve the EOC Director and General Staff along with other representatives as needed, such as special district liaisons, other agency liaisons, and Policy Group members. The Planning Section is normally responsible for development of the action plan.
IAPs 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 IAPs needed not be complex, but should be sufficiently detailed to guide EOC elements in implementing the priority actions.
MULTI-AGENCY/INTER-AGENCY COORDINATION AT LOCAL GOVERNMENT LEVEL 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.
• Facilitating communications.
Multi-Agency or Inter-Agency Coordination in the EOC
• Emergency response is coordinated at the EOC by:
o Representatives for the City of Clovis departments and agencies o Liaison representatives from outside agencies including special districts, volunteer agencies and private organizations.
• Coordination with agencies not represented in the EOC may be accomplished by telecommunications.
• Involvement in the EOC action planning process is essential for effective emergency management.
Multi-Agency or Inter-Agency Coordination Group
• May be established formally.
• Should develop consensus on priorities, resource allocations, and response strategies.
• May function within the EOC at another location or through conference calls (should remain connected to the EOC).
• EOC Incident Action Plans should incorporate group(s) priorities and objectives. • Group(s) objectives should be implemented through the EOC. 682
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14 • The City of Clovis may participate with other local governments and agencies in a multiagency coordination group organized by another local government, operational area or regional level.
COORDINATION WITH THE FIELD RESPONSE LEVEL
Coordination among SEMS levels is clearly necessary for effective emergency response. In a major emergency the City of Clovis’ 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 departmental staff in the Operations Section. When the EOC is directly overseeing Incident Command teams, the EOC is operating in a centralized coordination and direction mode.
It is also possible for Area Commands to be established between the Incident Command teams and the EOC. During a major city-wide disaster, the city may be divided into areas, with an Area Command overseeing the Incident Command teams with each area. The Area Commands would report to the EOC.
Another scenario for EOC-Area Commands interaction would be the occurrence of several similar type incidents located in closed 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 FRESNO COUNTY OPERATIONAL AREA LEVEL
Coordination and communication should be established between activated local government EOCs and the Operational Area. For the City of Clovis, this channel is through the Fresno County Operational Area Emergency Operations Center. The Fresno County EOCs primary location is the third floor of the Fresno County Health Department Building.
SPECIAL DISTRICT INVOLVEMENT
Special districts are defined as local governments in SEMS. The emergency response role of special districts is generally focused on their normal services or functional area of responsibility.
During disasters, some types of special districts will be more extensively involved in the emergency response by assisting other local governments.
Coordination and communication should be established among special districts who are involved with the emergency response, other local governments and the operational area.
Relationships among special districts, cities, county governments, and the operational areas are complicated by overlapping boundaries and by the multiplicity of special districts. Special 683
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15 districts need to work with the local governments in their service areas to determine how best to establish coordination and communications in emergencies.
Typically, special district boundaries cross municipal boundary lines. A special district may serve several cities and unincorporated county areas. Some special districts serve more than one county. In such a situation, the special district may wish to provide a liaison representative to the Operational Area EOC to facilitate coordination and communicate with the various entities it serves.
When there are many special districts within a city, it may not be feasible for the jurisdiction to accommodate liaison representatives from all special districts at the City EOC in area-wide disasters. In such a case, the jurisdiction should work with the special districts to develop alternate coordination and communication methods.
COORDINATION WITH VOLUNTEER AND PRIVATE AGENCIES
The City EOC will generally be a focal point for coordination of response activities with many non-governmental agencies. The City of Clovis’ EOC will establish coordination with private and volunteer agencies providing services with the city.
Agencies that play a key role in the response should have representatives at the EOC. If an agency supports several functions and has only one representative at the EOC, the agency representative should be located at the liaison area. If an agency is supporting one function only, its representative may be located with the functional elements. Some agencies may have a role in staffing organizational elements in the EOC; e.g. American Red Cross personnel may be part of the staffing for the Care and Shelter element of the EOC.
Agencies that may have county-wide response roles and cannot respond to the City EOC should be represented at the operational area level.
The City is served by a large number of private and volunteer agencies and may not be able to accommodate liaison representatives in the EOC from all agencies that have important response roles. The City should be prepared to conduct alternate means of coordination with these agencies when liaison representation is not practical.
Coordination with volunteer and private agencies that do not have representatives at the EOC may be accomplished through telecommunications, liaison with community councils that represent several agencies, or involvement of agencies in special multi-agency groups on specific issues.
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16 CONCEPT OF OPERATIONS
Operations during peacetime and national security emergencies involve a full spectrum of activities from a minor hazardous materials incident, to a major earthquake, to a nuclear detonation. There are a number of similarities in operational concepts for peacetime and national security emergencies. Some emergencies will be preceded by a build-up or warning period, providing sufficient time to warn the population and implement mitigation measures designed to reduce the loss of life and property damage. Other emergencies occur with little or no advance warning, thus requiring immediate activation of the emergency operations plan and commitment of resources. All departments must be prepared to respond promptly and effectively to any foreseeable emergency, including the provision and utilization of mutual aid.
State OES may also activate the State Operations Center (SOC) in Sacramento to support State OES Regions in the affected areas. The State’s Regional EOC will support the Fresno County Operational Area if needed.
Depending on the severity of the emergency, a Local Emergency may be proclaimed, the local Emergency Operations Center (EOC) will be activated, and the Fresno County Operational Area as well as State OES will be advised.
If the Governor requests and receives a Presidential declaration of an Emergency of a Major Disaster under Public Law 93-288, he will appoint a State Coordinating Officer (SCO). The SCO and an appointed Federal Coordinating Officer (FCO) will coordinate and control state and federal efforts in supporting local operations.
When local resources are committed to the maximum and additional resources are required, requests for mutual aid will be initiated through the proper channels. Fire and law enforcement agencies will request or render mutual aid directly through established channels. Any action which involves financial outlay by the city, or a request for military assistance must be authorized by the appropriate local official. If required, State OES may coordinate the establishment of one or more Disaster Support Areas (DSAs) where resources and supplies can be received, stockpiled, allocated, and dispatched to support operations in the affected area(s).
MUTUAL AID
The foundation of California’s emergency planning and response is a statewide mutual aid system which is designed to ensure that adequate resources, facilities, and other support is provided to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation(s). This agreement was developed in 1950 and has been adopted by all counties and most incorporated cities in the State of 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. State government is obligated to provide available resources to assist local jurisdictions in emergencies.
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17 To facilitate the coordination of mutual aid, the state has been divided into six OES Mutual Aid Regions. Fire, Rescue and Law Enforcement Coordinators are assigned to the Operational Area (County) level. All fire and law requests go through their respective channels. Non-fire and nonlaw enforcement requests are made through OES via the Fresno County Operational Area.
Operations involve a full spectrum of response activities, from a minor incident, to a major earthquake, to a nuclear detonation. There are a number of similarities in operational concepts for responding to natural and man-made disasters. Some emergencies/disasters will be preceded by a build-up or warning period, providing sufficient 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, thus requiring immediate activation of this EOP and commitment of resources. All agencies must be prepared to respond promptly and effectively to any emergency/disaster, including the provision and utilization of mutual aid.
PLAN MAINTENANCE
This EOP will be reviewed annually to ensure that plan elements are valid and current. Each organization will review and upgrade its portion of the EOP and its standard operating procedures (SOPs) as required by SEMS and NIMS regulations. Changes in government structure and emergency response organizations will also be considered in the EOP revisions.
The City Manager is responsible for making revisions to the EOP and will prepare, coordinate, publish and distribute any necessary changes to the plan to all City departments and other agencies as shown on the distribution list on page nine of this EOP. The City Manager will also review documents that provide the legal basis for emergency planning to ensure conformance to SEMS/NIMS requirements and modify the EOP as necessary. Revisions to the plan will be forwarded to the City Manager who will make changes to the original plan and then forward revisions using the Plan Revision Form to all plan holders. The plan should be reviewed and updated annually.
TRAINING AND EXERCISES
The City should conduct regular training and exercising of city staff in the use of this plan and other specific training as required for compliance with both SEMS and NIMS. The objective is to train and educate public officials, emergency/disaster response personnel, and volunteers. Both training and exercises are important components to prepare personnel for managing disaster operations. Training includes classroom instruction and drills. All staff who may participate in emergency response in the EOC, in department operating centers (DOCs) or at the field level must receive appropriate SEMS/NIMS/ICS training. Refer to California Office of Emergency Services (Cal OES) Emergency Management Training for specific SEMS/NIMS/ICS classes and target audiences (http://www.caloes.ca.gov/).
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18 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 which will be used in a disaster. Annual exercises are required by both SEMS and NIMS. There are several forms of exercises:
• Tabletop Exercises provide a convenient and low-cost method designed to evaluate policies, plans, and procedures and resolve coordination and responsibility issues. • Functional Exercises usually take place in the EOC and simulate an emergency in the most realistic manner possible, without field activities.
• Full-scale exercises simulate an actual emergency, typically involving personnel in both the field and EOC levels and are designed to evaluate operational capabilities.
After an exercise or actual event, After Action and Corrective Action Reports must be written and submitted to the Operational Area within ninety days. 687
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19 FUNCTIONAL ANNEXES
ANNEX A. EMERGENCY OPERATIONS CENTER FUNCTIONS
The Emergency Operations Center (EOC) is the central physical location where key City of Clovis staff gathers to coordinate the response to an emergency. The EOC is responsible for multiagency/multi-jurisdictional coordination, policy implementation, information management and resource coordination to support Incident Commanders in the field.
The following are priorities when conducting and coordinating disaster operations:
• Addressing rescue, evacuation, medical care, food, shelter, and the immediate public health and safety needs of the residents of Clovis.
• Restoring the infrastructure including sanitation, water, electricity, gas, streets, or highways, essential to the health, safety, and welfare of residents. • Meeting the recovery needs of people including temporary housing, food stamps, employment, etc.
• Providing for the recovery of the community to its pre-disaster state to the greatest extent possible.
EOC PURPOSE
The EOC does not directly manage or command incidents. Field level emergency responders, such as the Police, Fire, and Public Works departments are managed by on-scene incident commander(s). The role of the EOC is to collect, validate and organize emergency information and to provide for the overall coordination of resources required during response and recovery operations.
The EOC may serve as a Multi-Agency Coordination Center (MACC) from which local governments can provide interagency coordination and executive decision making in support of incident response and recovery operations.
The EOC is staffed by City personnel that are specially trained to perform the centralized coordination of emergency activities, e.g., emergency management, support to Department Operations Centers (DOCs), public information and warning, communications, and resource coordination. The EOC facility has specialized equipment, information systems, and various tools that aid in restoring critical functions.
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20 EOC PRIMARY FUNCTIONS
The EOC has three primary functions during an emergency:
1. Develop and maintain a Common Operating Picture of the incident.
2. Identify and secure additional resources for emergency operations.
3. Perform accounting and recordkeeping to track disaster costs.
The EOC performs these tasks by communicating across departments, agencies and jurisdictions to relieve on-scene command of the burden of external coordination, resource allocation, and information collection, verification, and dissemination. The decisions made through the EOC are designed to be broad in scope and offer guidance on overall priorities.
Information is disseminated through the EOC Director and tactical decisions are coordinated from field response personnel.
Day-to-day operations are conducted from departments and agencies dispersed throughout the City of Clovis. When a major event or disaster occurs, centralized management is needed to facilitate a coordinated response through the City Manager or designee. The Director of Emergency Services may serve as the EOC Director, or select a qualified department director to serve in that position. Field Incident Command Posts (ICPs) must establish communications with the EOC, either directly or through parent organization DOCs. Additionally, the EOC must be capable of communicating appropriately with other EOCs during incidents, including county, state, federal, military, and private organizations. The effective coordination between EOCs and ICPs is a key enabler in the successful execution of emergency response operations.
The EOC may need to coordinate with special districts, volunteer and civic organizations, churches, and other non-governmental organizations, e.g., Red Cross, to meet disaster needs by connecting available resources within the community with the requests for assistance. Local communities may identify services and resource capabilities that may be coordinated by the EOC. The local organizations may also provide the EOC with a situational awareness within the community, including ongoing monitoring of resource shortfalls and service needs.
The following additional tasks are also performed in Clovis’ EOC:
• Preparing situation reports and other reports as required; developing emergency policies and procedures; continuing analysis and evaluation of all data pertaining to emergency operations in order to maintain a common operating picture • Collecting intelligence from, and disseminating information to, the various EOC representatives, and as appropriate, to Operational Area (OA) and state agencies; receiving and disseminating warning information.
• Controlling and coordinating the operational and logistical support of department resources committed to the emergency; coordinating resource allocation priorities. • Coordination of emergency management activities for the City of Clovis. 689
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21 • Providing emergency information and instructions to the public, making official releases to the news media and scheduling press conferences as necessary.
EOC BASIC ORGANIZATIONAL STRUCTURE
The basic EOC organizational structure consists of five Sections (functions) which normally would be activated for a major incident: Management, Operations, Planning, Logistics, and Finance. Checklists are provided for Section Chiefs and each individual position in the organization chart. Section Chiefs should hand out the checklists to their staff upon arrival in the EOC. Section Chiefs are responsible for ensuring all responders read and follow their position checklists (refer to Tab 1 of this EOP).
FIGURE 2. EOC ORGANIZATION
Management
(Command)
Section
Operations
Section
Operations
branches
Operations
divisions
Resources, strike
teams, or task
forces
Operations
groups
Resources, strike
teams, or task
forces
Planning Section
Planning units
Logistics Section
Logistics
branches
Logistics units
Finance and
Administration
Section
Finance and
administration
units
Command staff
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AGENDA ITEM NO. 21.
22 EOC EMERGENCY ACTIVATION LEVELS
The magnitude of the emergency will dictate Clovis’ response level. Response levels are used to describe the type of event, extent of coordination or assistance needed, and degree of participation from City departments. The EOC will be activated when at the discretion of • City Manager
• Any Department Head (Fire, PD, PDS, Public Utilities, etc.) The City Manager or official activating the EOC will determine the level of activation and request notification of Level 1, Level II, or Level III staff.
Level 1 – Minor Emergency – No EOC Activation Required
Level 1 is a minor incident that can be managed by first responders and resources from within the City. The EOC may be activated with one or a few people to monitor a situation or assist a department with coordination. Off-duty personnel may be recalled to back fill personnel assigned to the incident. City and/or mutual aid police, fire, public works, or medical responders will use ICS procedures and may work in a Unified Command.
FIGURE 3. LEVEL 1 EOC STAFFING
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23 Level 2 – Moderate Emergency – Potential EOC Activation Level 2 is a moderate to severe emergency in which Clovis resources are not adequate and mutual aid is required. Key management personnel from the involved departments will colocate to provide jurisdiction coordination. The Clovis EOC may be partially or fully activated based on the severity of the situation. Off-duty personnel will likely be recalled. A local emergency may be requested wherein Fresno County Operational Area (OA) would be notified.
Indications that the EOC should be activated include:
• If the incident has escalated due to the number of jurisdiction departments or agencies involved, or personnel and resources required where the coordination of the incident is not efficiently accomplished at the scene or at another location. • Coordination of the response/recovery would be enhanced by multi- department or multiagency coordination in the EOC.
• When the level of request for varied resources from the City are received from adjacent cities or special districts, the county, or the state to respond outside the City and coordination of these requests are better facilitated at one central point.
FIGURE 4. LEVEL 2 EOC STAFFING
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AGENDA ITEM NO. 21.
24 Level 3 – Major Emergency - Full EOC Activation
Level 3 is a major local or regional disaster wherein resources in or near the impacted area are overwhelmed and extensive county, state and/or federal resources are required. A proclamation of emergency will be made and communications and coordination with the Fresno County OA EOC will be maintained. The overall response and early recovery activities will be managed from the Clovis EOC. Off-duty personnel will be recalled and long-term planning for human resources will be conducted.
POTENTIAL EOC ACTIVATION TRIGGERS
EOC activation is likely when one of the following events take place:
• When an earthquake of a significant magnitude occurs that would cause damage in the City or other neighboring jurisdictions.
• An emergency situation that has occurred or is likely to 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 – i.e., a sudden, severe and widespread energy shortage, explosion, fire, or police action (hostage situation, bombing, or other event). • An impending or a Declared State of War Emergency, national security emergency, or any event that warrants activation (e.g., terrorism event in the greater Fresno County area).
• Other examples include a major hazardous materials incident, civil disturbance, aircraft disaster, structure fire or severe weather conditions.
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25 FIGURE 5.-LEVEL 3 EOC STAFFING
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26 EOC ACTIVATION AND DEACTIVATION
The City Manager, any Department Head (Fire, PD, PDS, Public Utilities, etc.), or the Policy Group/City Council have the authority to activate the EOC during an emergency greatly affecting the City of Clovis. The Emergency Services Coordinator shall be immediately notified to initiate affected Departments to notify their employees. Each Department will be required to notify staff of the emergency or disaster, the immediate situation, and recall of or reporting of EOC staff for activation.
Departments are responsible upon notification to contact all appropriate support personnel within their oversight and direct them to their assignment, whether in the EOC or at the field level. Each City department shall develop and maintain a current duty staff roster to be used to recall staff during off-time emergencies.
The EOC Director (City Manager) also determines when it is appropriate to deactivate the EOC.
EOC Location
Primary EOC location:
Clovis Fire Department
1233 Fifth Street
Clovis, CA 93612
Alternate EOC location:
Corporation Yard/Public Utilities
155 Sunnyside Ave.
Clovis, CA 93611
The Alternate EOC will be activated only when the primary EOC is damaged, inaccessible, and/or evacuation of EOC staff members becomes necessary. If the primary EOC is unusable before its activation, staff members will be asked to report to the alternate EOC site. The EOC Logistics Section will arrange for relocation of EOC staff members to the alternate EOC. All field Incident Commanders will be notified of the transition to the alternate EOC. 695
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27 EOC SECTION ORGANIZATIONS
Clovis operates under the NIMS/SEMS emergency management structure based on the Incident Command System. The Clovis Emergency Operations Plan complies with the legal stipulations of the Federal Homeland Security Presidential Directive (HSPD-5) and State of California Code of Regulations, Title 19, Division 2, which contain provisions relevant to emergency response. The basic Clovis EOC organizational structure consists of five functional sections including Management, Operations, Planning & Intelligence, Logistics, and Finance & Administration.
The Clovis EOC reports information to the state emergency management level at the California Office of Emergency Services (Cal OES) Inland Region through the Fresno County OA. SEMS regulations require an operational area EOC to be activated when:
1. A local government within the operational area has activated its EOC and requested activation of the operational area EOC to support their emergency operations.
2. Two or more cities within the operational area have declared or proclaimed a local emergency.
3. The county and one or more cities have declared or proclaimed a local emergency.
4. A city and/or county have requested a governor's proclamation of a State of Emergency.
5. A State of Emergency is proclaimed by the governor for the county or two or more cities within the operational area.
6. The operational area is requesting resources from outside its boundaries. This does not include resources used in normal day-to-day operations that are obtained through existing mutual aid agreements.
7. 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.
The EOC Director (or designee) has overall responsibility for coordinating and supporting emergency operations within the City. The EOC will also be the focal point for information transfer and mutual aid requests by the departments within the City.
If the Fresno County Operational Area is activated, the Fresno County Health Director will be the Director of Emergency Operations (Operational Area Coordinator) for the Operational Area and will have the overall responsibility for coordinating and supporting emergency operations within the county. The Area Coordinator and supporting staff will constitute the Operational Area Emergency Management Staff. The Fresno County EOC will fulfill the role of Operational Area EOC.
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AGENDA ITEM NO. 21.
28 EOC MANAGEMENT SECTION
The overall objective of the Management/Command Section is to ensure the effective management of response and recovery activities and resources in preparing for and responding to situations associated with all hazards. To carry out its responsibilities, the section will accomplish the following objectives during a disaster or emergency:
• Provide overall management and coordination of emergency response and recovery operations, including coordination of on-scene incident management as required. • Coordinate and liaison with appropriate federal, state, and other local government agencies, as well as private sector entities and volunteer agencies. • Establish priorities and resolve any conflicting demands for support • Prepare/disseminate emergency public information to inform, alert, and warn the public • Disseminate damage information and other essential data. • Ensure that all EOC sections are aware of and follow documentation procedures to recover all eligible disaster response and recovery costs.
FIGURE 6. MANAGEMENT SECTION STAFF
EOC Director
(City Manager)
Emergency Services Coordinator
(Fire-Life Safety Enforcement Mgr.)
EOC Security Officer
(Police)
Operations Section Planning Section Logistics Section Finance and Administration Section
Public Information
Officer
(Police-PIO)
Safety Officer
(Risk Manager)
Liaison Officer
(Economic Development
Director)
Legal Officer
(City Attorney)
Policy Unit
(Mayor/City Council)
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AGENDA ITEM NO. 21.
29 EOC MANAGEMENT SECTION STAFF
The Management role is filled by the EOC Director and is the position that is established at every EOC activation to coordinate EOC operations. The City Manager will fill this position while serving as the Director of Emergency Services during an emergency/disaster. The Assistant City Manager shall serve as first alternate and the Fire Chief shall serve as second alternate to the Director of Emergency Services. Management also includes certain staff functions required to support the Management functions:
• Emergency Services Coordinator
• Public Information Officer
• Liaison Officer
• Safety Officer
• Security Officer
• Policy Group/City Council*
• Legal Advisor/Officer
(* = Authorized to activate EOC when extreme conditions dictate immediate activation and above personnel are not immediately available)
EOC Management Team
The EOC Director, the General Staff (Section Directors) and others as designated make up the EOC Management Team. The team is responsible for advising the EOC Director on procedure and policy matters. They shall assist the EOC Director in the development of overall strategy and tactics to mitigate the incident, and advise him/her regarding rules and regulations, proclamations and orders.
Public Information Officer
The Public Information Officer (PIO) ensures that information support is provided on request; that information releases are consistent, accurate and timely; that appropriate information is being provided to all required agencies and media.
After receiving a briefing from the EOC Director, the PIO will establish an area for the media away from the EOC and Command Post at City Hall (or a location designated). The PIO will provide news releases, answer questions the media may have, arrange for tours or photo opportunities of the incident. The PIO will coordinate all information releases and media contacts with the EOC Director.
Liaison Officer
The Liaison Officer serves as the point of contact for Agency Representatives from assisting organizations and agencies outside our city government structure. The Liaison Officer aids in 698
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30 coordinating the efforts of these outside agencies to reduce the risk of their operating independently. This ensures each agency is doing what is does best and maximizes the effectiveness of available resources. The Operations Director will fill this position unless properly appointed.
The Liaison Officer also serves as the multi-agency or inter-agency representative for the City of Clovis. Multi-agency or inter-agency coordination is defined as 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.
Safety Officer
The Safety Officer is responsible for identifying and mitigating safety hazards and situations of potential City liability during EOC operations. The EOC Director will fulfill this position until properly appointed.
Security Officer
The Security Officer is responsible for security of all facilities and personnel access. The Police Department will fill this position.
Policy Group/City Council
Proclaim and /or ratify emergency/disaster declarations, approve emergency orders and serve as City Official. Provide policy direction to EOC Director when needed.
Emergency Services Coordinator
The Emergency Services Coordinator will act as a resource to the EOC Director and assist with the overall function of the EOC.
Legal Advisor/Officer
The Legal Advisor is the City Attorney and provides legal advice to the EOC Director on all legal matters relative to the emergency and assists in the declaration of an emergency. 699
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31 OPERATIONS SECTION
The Operations Section is responsible for coordination of all response elements applied to the disaster or emergency. The EOC Operations Section carries out the objectives of the EOC Action Plan and requests additional resources as requested.
FIGURE 7. OPERATIONS SECTION STAFF
GENERAL DUTIES
• Ensure that the EOC Operations function is carried out, including the coordination of response for all operational functions assigned to the EOC, such as Fire, Law, Health, Care and Shelter, and Public Works
• Ensure Fresno County Fire Authority personnel respond to the EOC to serve as Fire and Rescue Branch Director as needed
• Ensure that operational objectives and assignments identified in the EOC Action Plan are carried out effectively
• Establish the appropriate level of branch and unit organization within the EOC Operations Section, continuously monitoring effectiveness and modifying accordingly • Ensure that the EOC Planning and Intelligence Section is provided with status reports and major incident reports with current information
• Conduct periodic EOC Operations Section briefings for the EOC Director as required or requested
• Provide overall supervision of the EOC Operations Section Management
Section
Operations
Section
(Police/Fire/Public
Utilities Director)
Shelter
Services
(Red Cross)
Fire Branch
(Fire Chief)
Police Branch
(Police Chief)
Public Utilities
Branch
(Public Utilities
Director)
Building Safety
Branch
(Engineering
Services
Director)
Medical Health
Branch
(Fresno County
Public Health
Director)
Planning
Section
Logistics
Section
Finance and
Administration
Section
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AGENDA ITEM NO. 21.
32 PLANNING AND INTELLIGENCE SECTION
The EOC Planning and Intelligence Section is responsible for overall supervision of collecting, verifying and analyzing, and displaying situation information; preparing periodic situation reports; preparing and distributing the City EOC Action Plan and facilitating the action planning meeting; conducting advanced/recovery planning activities; providing technical support services to the various EOC sections, branches, and units; and documenting and maintaining files on all EOC activities. The information gathered needs to be reported in an expeditious manner to the various EOC sections, City departments, and the Fresno County OA. The EOC Planning and Intelligence Section is also responsible for the detailed recording of the response effort and the preservation of these records during and following a disaster.
FIGURE 8. PLANNING/INTELLIGENCE SECTION STAFF
GENERAL DUTIES
• Ensure that the Planning and Intelligence function is performed, including:
• Collecting, analyzing, and displaying situation information • Preparing periodic situation reports
• Initiating and documenting the City’s Action Plan and After-Action Report • Planning for long-term response and advance planning
• Coordinate the provision of geographic information system and other technical support services to the various organizational elements within the EOC • Establish the appropriate level of organization within the section and continuously monitor the effectiveness of that organization. Make changes as required. Exercise overall responsibility for the coordination of branch/unit activities within the section • Report to the EOC Director on all matters pertaining to section activities Management Section
Operations Section
Planning/Intel
Section
(Planning/Development
Services Director)
Situation and
Documentation Unit
(Planning/Developement
Divison)
Resources Status Unit
(Finance)
Technical Specialists
Unit
(Personnel Division)
Logistics Section Finance and
Administration Section
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AGENDA ITEM NO. 21.
33 LOGISTICS SECTION
The EOC Logistics Section’s primary responsibility is to provide all necessary personnel, supplies, equipment, support, transportation, and mobilization of resources to support the response effort at the disaster sites, public shelters, and EOC, etc. Methods for obtaining and using facilities, equipment, supplies, services, and other resources to support emergency response at all operational sites during emergency/disaster conditions will be according to established disaster accounting procedures developed by the Finance and Administration Section in the EOC, unless authorized by the EOC Director or emergency orders of the City Council.
FIGURE 9. LOGISTICS SECTION STAFF
Management
Section
Operations Section Planning Section
Logistics
Section
(General Services
Director)
Facilities/
Transportation
Unit
(Engineering)
Division Director)
Human Resources
Unit
(Personnel Division
Director)
Communications
Unit
(Police Dispatcher)
Supply Unit
(Purchasing
Division Director)
Staging Unit
(Public Utilities)
Check-In Unit
(City Clerk Dept.)
Assignment Unit
(Personnel
Division)
Finance and
Administration
Section
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AGENDA ITEM NO. 21.
34 EOC FINANCE AND ADMINISTRATION SECTION
The EOC Finance and Administration Section’s primary responsibility is to maintain to the greatest extent possible the financial systems necessary to keep the City functioning during a disaster or emergency. These systems include:
• Payroll payments
• Revenue collection
• Claim processing
• Cost analysis and recovery documentation
• Revenue collection
• Documentation, timekeeping, and tracking
The section also supervises the negotiation and administration of vendor and supply contracts and procedures. The extent of the disaster or emergency will determine the extent to which the EOC Finance and Administration Section will mobilize.
FIGURE 10. FINANCE AND ADMINISTRATION SECTION STAFF
GENERAL DUTIES
• Implement a Disaster Accounting System
• Maintain financial records of the emergency
• Track and record all agency staff time
• Process purchase orders and contracts in coordination with the EOC Logistics Section • Process workers compensation claims received at the EOC • Handle travel and expense claims
• Provide administrative support to the OA EOC
Management
Section
Operations
Section
Planning
Section
Logistics
Section
Finance/Admin
Section
(Finance Director)
Accounting and Cost
Unit
(Finance)
Payroll and
Time Keeping
Unit
(Finance)
Disbursement
Unit
(Finance)
Contracts and
Proclamations Unit
(Finace)
Purchasing Unit
(Finance)
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AGENDA ITEM NO. 21.
35 COMMON OPERATING PICTURE
Development of a common operating picture facilitates collaborative planning and assists all levels of the emergency organization to achieve situational awareness. The common operating picture is used to make policy decisions, develop the EOC Incident Action Plan, prioritize use of resources, approve purchase requests, etc., all of which are vital to the effective coordination of support for responders in the field. The collection and organization of the incident situation and status information and the evaluation, analysis and display of that information is critical for use by all sections in the EOC. The Situation Analysis Unit in the Planning / Intelligence Section is the lead for collecting, validating and consolidating the situation analysis, but each section is responsible to contribute to this task:
TABLE 2. COMMON OPERATING PICTURE RESPONSIBILITIES
Management Section
Staff
Provides overall guidance, coordination and direction for intelligence collection; provides status reportsto the OA EOC and other agencies on the status of the overall emergency operations.
Operations
Section
Providesinformation on the status of field operations,
updates on the nature and scope of the disaster, and requests for resources from on-scene command.
Planning/ Intelligence
Section
Collects, verifies and combinesinput from other sections and agenciesinto the situation analysis; Develops GIS products when possible and disseminates Situation Reports via networked digital systems or hard-copy as required.
Logistics Section Providesinformation on the status of available, committed and ordered resources; Relays status of support facilities and communicationssystems.
The IT Division coordinates information technology systems within the EOC. May assist Public Information Officer with dissemination of information over website. Responsible for ensuring that technology (computer hardware/software and GIS capacity) in EOC is inspected periodically and operational.
Finance/Administration
Section
Providesinformation on costs, claims and damage assessments related to the emergency.
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AGENDA ITEM NO. 21.
36 The Planning & Intelligence Section’s Situation Analysis Unit, Resource Status Unit, and City Geographic Information Systems (GIS) are primarily responsible for collecting, validating, and consolidating emergency-related information into the common operating picture. • The Situation Analysis Unit is the lead for compiling information regarding incidentrelated events and current emergency response operations in the EOC. The Situation Analysis Unit will work with the Operations Section to capture and present field operations to the EOC.
• The Resource Status Unit is the lead for compiling information regarding resource requests, allocation, and status in the EOC. The Resource Status Unit will work with the Logistics Section to capture and present resource allocation activities for the EOC. o GIS is necessary for producing maps and imagery of the incident, identifying locations suitable for staging areas and incident command posts, and analyzing critical infrastructure (facilities essential for the operation and sustainability of health services, food services, and government operations) to help decision makers understand the scope of the damage.
All EOC staff should be aware of the proper procedures for relaying information for inclusion in the common operating picture. The Planning/Intelligence Section will also post procedures for developing the common operating picture for reference during the process.
INFORMATION MANAGEMENT SYSTEM
Each section in the EOC will be provided with a laptop computer. Posting of information, such as the status of the situation, use of resources and significant events during emergency response operations will be done through MS Outlook Profiles established for each position unless there is degradation of power or connectivity, and then information posting will be completed manually.
Development of the common operating picture is a continuous process during the emergency response. The EOC Director and Planning/Intelligence Section Chief will develop and post procedures for information collection and dissemination for all EOC staff. Situation briefings will be conducted during the shift change and at regular intervals during the operational period.
EOC staff will coordinate information updates through their Section Chiefs to the Situation Analysis Unit and Resource Status Unit at regular intervals. The Situation Analysis Unit and Resource Status Unit will collect, validate and combine this information into a single-source document with the Planning /Intelligence Section Chief. Validated information is then released by the Planning/Intelligence Section Chief for dissemination to all users on boards in the EOC.
The EOC Director has final approval authority for the release of all situation report documents to the EOC for incorporation into the common operating picture. 705
AGENDA ITEM NO. 21.
37 MANUAL DISPLAY OPERATIONS
Situation and resource status will also be done using display boards and various charts mounted on the walls in the EOC which may vary based on incident needs. The information provided on the display boards and charts will track the situation status, resource status and other emergency activities so that all EOC responders can see the current situation. All EOC sections 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 Situation Analysis Unit will coordinate the display and dissemination of information to include, but not limited to:
• Personnel status information
• Relevant maps
• Records of situation information
• Current location and status of resources
The Situation Analysis Unit must ensure that all displays are frequently and accurately updated to ensure information conflicts do not arise.
Messages sent from section to section in the EOC will be done using Outlook and the user groups. Hard copy message forms may be used as backup if computer systems are temporarily not operational. . The Documentation Unit in the Planning/Intelligence Section is responsible to run the operations of a Message Center in the EOC. Messages will be sent and received in the following manner:
• The sender will transcribe information onto an EOC Messaging Form. • The sender will then forward a copy of the EOC Messaging Form to the appropriate EOC staff (receiver) and the Documentation Unit.
• The receiver will relay the message and a verbal update about the actions taken to his or her EOC supervisor.
• The receiver will follow up with the sender on the status of the message and send an updated EOC Messaging Form to the Documentation Unit.
• The EOC Supervisor will forward a copy of the original EOC Messaging Form with the information about actions taken to the Situation Analysis Unit. • Situation Analysis Unit will file the completed EOC Messaging Form according to the established procedure and update status boards accordingly.
EOC messages can also be sent outside of the EOC as follows:
• Time and date the message was received must always be indicated. • Priority must be indicated (Immediate, High, or Routine). • Messages coming from outside the EOC will most likely be via telephone. Any Clovis EOC staff person transcribing an incoming message must indicate their EOC section and from where the message came.
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38 RESOURCE MANAGEMENT
When activated, the Clovis EOC establishes priorities for resource allocation during the emergency. All City resources may be allocated by the EOC to fulfill priority missions. Each department retains control of its non-assigned resources until released for an emergency assignment by the EOC.
Resource requests will be made through one of the following processes:
• Discipline-specific (usually Fire and Law) mutual aid systems: requests for resources that are normally within the inventories of the mutual aid system will go from local coordinator to OA Mutual Aid Coordinator to the Regional Mutual Aid Coordinator. • All other resource requests will be made through the logistics function at each level (field and EOC).
Resource requests will be verbally requested from the ICP(s) through the DOCs and then documented on a hard copy form to capture what logistics requests have been made, or what resources have been requested, or tracking of assignments.
Available resources will be allocated to the requesting department or jurisdiction. If requests for a specific resource exceed the supply, the available resources will be allocated consistent with the priorities established through the action planning process. The EOC Section Chiefs are responsible for ensuring that priorities are followed.
Resource Requests
During the incident response phase, the real-time tracking of incidents and response resources is critical. Resources may be in short supply, and multiple requests for services can occur.
Resource requests from the field will be coordinated to determine if the resource is available or needs to be purchased, rented, or requested from other agencies or sources within the EOC through the established mutual aid system, when appropriate. The Logistics Section will attempt to fill the requests by procuring the necessary services or supplies first from within existing City of Clovis resources, and then from OA member cities, the private sector, or other non-governmental sources. The Operations Section Chief will be kept informed of the status of resource requests and allocations through the EOC.
Resources that are not available within the OA will be requested through the Fresno County OES. The Resource Status Unit in the Planning Section, in coordination with various Operations Branches, is responsible for tracking resource requests.
Discipline-specific mutual aid (e.g., fire service and rescue, law enforcement, and medical health) will be handled through the designated discipline based Mutual Aid Coordinator. 707
AGENDA ITEM NO. 21.
39 Resource Ordering Process
All resource requests to the EOC will be directed to the Operations Section to be verified. The Operations Section is responsible for assessing the resource request to determine:
• What is needed and why
• How much is needed – quantity
• Who needs it and relevant contact information
• Where is it needed – specific location(s) and recommended routes • When is it needed
• Duration of need if known
• Any special resource support requirements such as setup, operators, fuel, housing, feeding, maintenance, etc.
Once the resource has been assessed and prioritized, the request is forwarded to the Logistics Section for acquisition.
Resource Tracking
The Resource Status Unit in the Planning Section of the EOC is assigned the responsibility for tracking the status of all incident resources under the control of the EOC, including those reporting to a field Incident Command. This status should include:
• Required Resources
• Ordered Resources
• Enroute Resources
• Available Resources
• Assigned Resources
• Demobilized Resources
The EOC Operations Section, Logistics Section, and Finance & Administration Section are responsible for closely coordinating with the Resource Status Unit to provide updated resource status information. Incident Command Posts are responsible for ensuring the EOC Operations Section is kept apprised of the status of resources under their control.
Fiscal Tracking
The EOC Cost Unit in the Finance & Administration Section is responsible for documenting the cost of all resources committed to the event. The Cost Unit will coordinate closely with the Operations Section, Planning & Intelligence Section, and Logistics Section to track and document costs.
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40 EOC INCIDENT ACTION PLANNING
The EOC Incident Action Plan is the foundation for all operations conducted in the EOC, and is the vehicle through which the EOC coordinates and executes emergency management functions. EOC action planning is the structured process and method used to develop the priorities, objectives, and course of action for the EOC Incident Action Plan.
EOC Incident Action Plans
At local, regional and state levels, the use of EOC Incident Action Plans (IAP) provide designated personnel with knowledge of the objectives to be achieved and the steps required for achievement. IAPs not only provide direction, but they also serve to provide a basis for measuring achievement of objectives and overall system performance. IAPs can be extremely effective tools during all phases of a disaster.
EOC action planning is done through collaboration and development of a consensus of the Policy Group (City Council), the EOC Management Staff, and all EOC sections to develop the EOC priorities. These priorities serve as guidance for the allocation of resources and enable the EOC to sufficiently coordinate requests for support from DOCs using the Multi-Agency Coordination Center concept.
EOC IAPs provide designated EOC staff with knowledge of the objectives to be achieved and the steps required for their achievement. EOC IAPs also provide a basis for measuring achievement of objectives and overall system performance. Action planning is an important management tool that involves:
1. Identification of emergency response priorities and objectives based on situational awareness.
2. Documentation of established priorities and objectives as well as the associated tasks and personnel assignments.
The Planning Section is responsible for developing the EOC IAPs and facilitating action planning meetings. EOC IAPs are developed for a specified operational period, which may range from a few hours up to 24 hours. A reasonable timeframe is then determined for the accomplishment of those actions. EOC IAPs should be sufficiently detailed to guide EOC elements in implementing the priority actions, but do not need to be complex.
Essential elements of the planning process include: EOC action planning processes, and planning meeting procedures. The EOC action planning process provides a measurable method for setting objectives, strategies, tactics, managing resources, setting priorities, maintaining situational awareness; status and communications with relevant agencies and organizations for a given event.
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41 The Incident Action Planning process should involve the EOC Director and EOC Section Chiefs, along with other EOC staff, as needed, and representatives from special districts or other agency representatives as appropriate. The initial EOC Incident 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, but an EOC Incident Action Plan must be developed whenever the EOC is activated, either partially or fully.
An ICS 201 Form or other customized template can serve as the EOC IAP format. A written EOC Incident 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 Incident 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. The elements to be included in the EOC Incident Action Plan include:
• Operational period covered by the plan.
• 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. • Specific departmental mission assignments.
• Policy and/or cost constraints.
• Any inter-agency considerations.
Information from the field level IAPs will also be used to develop the EOC IAPs, including a current situation analysis and information regarding incident communications, safety, and any other significant details. The situation status report is the single most important document used to develop, update, and prepare the EOC IAP. The situation status report provides incidentspecific background that provides the basis to develop the objectives and priorities in the EOC Incident Action Plan.
The Planning Section facilitates the EOC action planning process and develops the EOC IAP with the active participation of the EOC Director, the Management Staff, and the Operations Section.
When necessary, the Planning Section Chief will request specific technical experts to provide input to the plan.
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42 The EOC Director is responsible for approving the IAP. Specific EOC IAP responsibilities include the following:
TABLE 3. INCIDENT ACTION PLAN RESPONSIBILITIES
EOC Director and
Management Staff
• Ensures that EOC Incident Action Planning is accomplished by the EOC
• Develops objectives, strategies, tactics, and policies • Defines the operational period to be covered by the EOC Incident Action Plan
• Assigns objectives to specific Section Chiefs
• Provides legal advice as necessary
• Approves the completed EOC Incident Action Plan
Planning & Intelligence
Section Chief
• Facilitation of the EOC action planning process
• Establishes planning timelines
• Coordinates preparation, review, revising and distribution of the EOC Incident Action Plan
• Conducts the EOC Operational Briefings
Operations Section Chief • Provides situational status on DOC operations • Facilitates information and resources requests from DOCs, Logistics Section Chief • Anticipates supply, equipment and personnel needs • Establishes/confirms procedures for resource ordering and tracking
• Ensures that resource ordering procedures are
communicated to EOC Responders
• Ensures the Logistics Section can support the EOC Incident Action Plan
Finance & Administration
Section Chief
• Provides cost assessment of incident objectives
• Establishes cost tracking, emergency contracting procedures, and appropriate records management for reimbursement
consideration, fiscal accountability and incident/event history • Ensures adequate financial approvals are in place for implementation of the EOC Incident Action Plan
• Coordinates all required official policy documentation in support of EOC objectives such as Proclamations, curfews, and Council Motions as applicable
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43 EOC Incident Action Planning
In developing the EOC IAP a number of issues should be considered, as outlined in the table below. The process and steps involved in planning for an incident have been summarized in a guide called the EOC Planning P.
FIGURE 11. EOC PLANNING “P”
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44 The Planning P illustrates the NIMS/ICS planning process used in the EOC. The process begins with the leg of the P and then follows a clockwise sequence.
The steps in the Planning P are as follows:
TABLE 4. PLANNING “P” STEPS
Incident Occurs: An emergency or disaster occurs and emergency responders anticipate the activation of the EOC will be necessary. A request for EOC activation is made.
EOC Notifications: The notification process will begin as field responders continue to assess the incident and begin response activities. The EOC Director is notified as well as additional stakeholders, as necessary. The Emergency Services Coordinator makes notifications to the EOC Team of the EOC activation.
EOC Activation: The EOC is activated and Emergency Services Coordinator sets up the EOC according to the type and level of incident. The EOC Director will verify and validate the initial incident information from the notification phase, confirms the required EOC staffing level, sets initial EOC objectives, and develops an Incident Briefing (manual form, such as an ICS 201 form).
EOC Incident Briefing: An initial briefing is conducted by the EOC Director to ensure EOC Management Staff has a clear understanding of the incident.
EOC Objectives
Meeting:
A meeting is held to formulate and prioritize objectives for the EOC Incident Action Plan. The EOC Director, Management Staff, and the planning section attend this meeting. In assessing current EOC objectives, the following questions should be considered:
• Is the incident stable, or increasing in size and complexity? • Are there any safety issues with the current objectives? • Are the objectives effective and achieving progress?
• Is a change of course needed?
• How long will it be until the objectives are completed? • What is the current status of resources?
• Are there sufficient resources to support the objectives? EOC objectives provide direction for the EOC’s overall support and coordination activities, and are not intended to direct the field level operations. The objectives will be posted on a status board or on a manual form, such as an ICS 202 form, and an announcement will be made to inform all EOC staff that the objectives have been set.
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45 Strategies and Tactics
Meeting:
A meeting is held to develop appropriate strategies and tactics to fulfill the objectives that have been developed. Strategies should be:
• Sensible, feasible, practical, and suitable
• Within acceptable safety norms
• Cost effective
• Consistent with sustaining a healthy community
• Within political considerations
Operations, Planning and Logistics should attend this meeting. The Situation Status board will be updated with the outcome of the meeting, or on a manual form, such as ICS 215 form.
Planning Meeting
Preparation:
Each section or unit prepares their input to the draft EOC Incident Action Plan. The Planning & Intelligence Section should be prepared to provide an overall situation status report.
Management Staff and Section Chief level positions should be prepared to address:
• The status of coordination activities in progress
• Known challenges / issues with coordination
• Methods to quickly overcome identified challenges or
issues
EOC Planning Meeting: All sections and units provide their input to the draft and the EOC Incident Action Plan is finalized. The EOC Director, management and Section Chiefs attend this meeting.
EOC Incident Action
Plan Preparation and
Approval:
The final EOC Incident Action Plan is typically in the form of the a Situation Report, and if hard copies are necessary, the plan will be formatted, collated, and prepared to be distributed. The plan will include:
• Incident Objectives
• Organization Assignment List
• Incident Communications Plan
• Operational Planning Worksheet
• Safety Analysis Worksheet
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46 EOC Operations
Briefing:
The EOC Director or Planning Section Chief delivers an oral briefing on the EOC Incident Action Plan. The action plan will be reviewed one final time in relation to recent incident developments and any adjustments will be made as necessary. These topics are delivered during the meeting as follows:
• Situation Update – Planning/Intel Section Chief
• EOC Objectives – EOC Director
• Update of Current Operations – Operations Section Chief • Update of Resource Status – Logistics Section Chief
• EOC Policies and Operational Concerns – EOC Director
• Planning Timeline and Meeting Adjournment – Planning/ Intel Section Chief
Execute the EOC
Incident Action Plan
and Initiate Planning for
Next operational
period:
The EOC IAP will be implemented once the Operations Briefing and shift change are complete. The EOC staff will execute the EOC IAP. The IAP will be assessed continually throughout the operational period to ensure it is meeting the objectives in the developed timeline.
Assess On-scene
Progress:
Progress will be continually monitored to ensure the EOC IAP aligns with the incident status and Incident IAPs.
ICS forms will be used in the Clovis EOC, and are available in the EOC as needed. The next step is to begin the planning process over again for the following operational period. An EOC IAP is executed at the beginning of each new operational period. Throughout the operational period, the EOC Director, Management Staff, and Section Chiefs constantly monitor progress or lack of progress. As required, the EOC Director may adjust the objectives and strategies based on the current situation status report from the field level.
EMERGENCY PERSONNEL ASSIGNMENTS
It is the responsibility of department directors and supervisors to assign employees to one of three emergency categories: essential, back-up, or stand-by. This applies, in particular, to those departments that do not have day to day emergency response roles or responsibilities.
Considerations to be made when assigning personnel to one of the three categories should be based on the assigned role during an emergency, miles traveled to work, and family care.
Essential personnel are those employees who are needed at work to provide City emergency services and support immediately after a major emergency or disaster. Personnel should be assigned specific reporting locations and roles in advance, if possible. Essential personnel 715
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47 should report to work immediately following an emergency or as soon as the situation at home allows. Work shifts will fall within an Operational Period that is determined in the EOC IAP. The Operational Period is typically 12 hours in length, but may be as many hours as necessary to complete the objectives in the EOC IAP.
Back-up personnel are those employees specifically assigned to fill in for an essential person who is unable to report to work or to relieve an essential person. They should be assigned specific work locations and roles in advance, and be prepared to report to work as soon as possible after being notified they are needed. Staff assigned to this category may require extra time for traveling to work.
Stand-by employees are those who are not needed immediately at work to provide emergency services, but may be needed to continue the day to day operations of the department. Stand-by employees may be used to work in the EOC or support other departments in their emergency operations. If they are at work when disaster strikes, they may be released to go home, when conditions permit and there is no work for them to perform. Stand-by employees may not be required to report to work immediately, but should report for duty as scheduled.
Emergency Reporting Procedures
Staff will be notified of emergencies according to their level of authority and responsibility during an emergency or disaster. The Emergency Services Coordinator, or designee, will ensure the appropriate notifications are made once authorized to do so by the City Manager or an official. Communications personnel may initiate immediate notifications, if needed. The Emergency Services Coordinator shall also be alerted to cancel any previously scheduled meetings in the facility coinciding with the EOC activation.
If a disaster occurs during the regular work day, all staff should contact their immediate supervisor for instructions or return to the office and await further instructions.
It is the responsibility of each City department to develop specific procedures for notifying employees when they are to report for work following a disaster. Before an emergency occurs, employees should be informed of when and where they should report for duty following a disaster. Employees reporting for duty from outside the City should be aware that routes through disaster areas may be closed and be prepared to show proper City identification and explain the purpose for gaining entry to the area upon request by any law enforcement official.
Employees recalled for duty following a disaster should report immediately to their normal department or alternate location as designated for emergency instructions. Employees with assignments in the EOC should report to the EOC or alternate EOC, whichever is activated.
If telephones are not operating, employees should listen to the radio for emergency information to determine the extent of damage. If reports indicate extensive damage within the City of Clovis, employees should report to work. Generally, during these situations, an 716
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48 employee will be contacted by a supervisor or an assigned member of their department who will provide emergency instructions. The City of Clovis will attempt to establish a recorded message line, if phones are functioning.
Self-Deployment Procedures
Previous emergencies have led to the recognition that there are certain conditions requiring EOC designated personnel to self-deploy to the EOC. While this is contrary to the conventional emergency management practice to not self-deploy during a disaster, in the absence of an automated notification system or functioning communications systems (landline phones, cell phones, internet, etc.), experience has shown that some emergencies warrant self-deployment to the EOC.
Self-deployment conditions would include an incident or event that renders alerting and warning communication methods inoperative or severely degraded. In the Clovis area, this could include an earthquake with extended power outage, or other disaster accompanied by a large-area or regional loss of power, or severely degraded infrastructure conditions with a wide-area internet failure, major telephone infrastructure damage or destruction, or regional radio, television and cable services outage. In this type of circumstance, primary EOC staff should self-deploy to the EOC, unless it is known that the facility or area is severely impacted by the incident, and then to the alternate EOC.
Emergency Work Provisions
The City may provide accommodations for employees required to report to the EOC following a disaster. Meals may be provided on a limited basis, and sleep areas may be designated for employees that need to rest. Special provisions required by emergency workers should be requested through supervisors in the EOC.
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49 EOC FACILITY AND COMMUNICATIONS SYSTEMS
The Primary EOC (Fire Department) and Alternate EOC (Corporation Yard/Public Utilities) both have a diesel-powered back-up generator, should the power fail at either location. The generator starts automatically and will provide sufficient power to operate either location. The generator provides power to wall receptacles and designated lighting.
EOC Communications Systems
The City of Clovis has the following communications systems for use in the EOC:
Telephones
The Clovis EOC has analog phones for each section in the EOC. There is an EOC phone directory with the numbers of the EOC dedicated phone lines, along with additional agency and stakeholder phone numbers that may be needed in an emergency. Additional contact numbers for the ICP(s), EOC, assisting agencies, and public hotline will be provided by the Communications Unit upon EOC activation. Employees may also use cell phones in an EOC activation.
Computers
There are computers for each EOC Section in the EOC. The EOC computers are a part of the City’s computer system. Wi-Fi is available throughout City Hall and provides internet connectivity in the EOC.
Fax
The Records copier machine outside of the EOC has a FAX available to send information via facsimile.
Two Way Radio
This system provides radio communications services to city and county law enforcement, fire services, and public works departments in Fresno County. It also allows for interoperability among the various disciplines. This system will be used in the EOC via handheld two-way radio.
Email
EOC staff can use their City email accounts while in the EOC.
Degraded Operations
Degraded modes of operation occur when technological systems fail to meet the levels of service that are expected by staff and managers under normal conditions. An emergency or 718
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50 disaster may result in the failure of telephone service, electrical power, and other utilities, breaking the communications link between the EOC and City departments, DOCs, the OA EOC, and state and federal agencies. During a major disaster where the communications infrastructure is severely degraded, EOC staff must quickly develop a communications capability with the DOCs and EOC. It is imperative that EOC staff utilize manual document procedures to maintain an accurate record of EOC activities.
Catastrophic events such as a major earthquake could disable telephone, email and cellular communications. In this scenario, the primary means of communications will be via line-of-sight two way radios from the EOC. Field personnel carry narrow banded radios that include both UHF/VHF frequencies allowing multi-agency communication. The Communications Unit will develop a communications plan to maintain contact with required agencies until a primary system is functioning. The Situation Analysis Unit and Resource Status Units will track the emergency response and resource allocations for use by EOC staff.
The following options are available:
• The portable two-way public safety radios can be used in the EOC to contact Fire and Rescue, Emergency Medical Services, local city police departments, and the Sheriff’s Department.
• Messages can be delivered between DOCs, the EOC, and City departments through the use of runners.
• Additional two-way radios are available through mutual aid within the region. • The OA EOC is linked to the Operational Area Satellite Information System (OASIS) to communicate with the Cal EOC. Clovis can send a message to Cal OES through the OA. 719
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51 EOC ACTIVATION CHECKLISTS
The Clovis EOC is compliant with the Standardized Emergency Management System (SEMS) as required by Government Code Section 8607(a). The SEMS functions represented in the EOC are Management, Operations, Planning/ Intelligence, Logistics, and Finance/Administration. The checklists in this section of the EOP includes instructions for setting up the EOC, a standardized position set up checklist for staff setting up the EOC, and an EOC checklist for all positions within the EOC.
EOC Activation/Setup Procedures
The following checklist is to be used for implementing and setting up the primary EOC:
Confirm proper authority is delegated to activate the EOC Ensure the Safety/Security Officer position has been activated The Safety/Security Officer shall conduct a safety/damage assessment of the facility (depending on the type/severity of the situation) and document the following:
• Structure checked for visible damage
• Utilities checked for any damage, leaks, downed wires, etc. • If power failure, check that the generator is functioning Obtain a briefing on the situation and the level of activation necessary Use the EOC notification procedures to notify the necessary management personnel from City departments
Ensure the Emergency Services Coordinator has been notified of the activation and is responding to the EOC
Ensure staff is available and assigned to assist in setting up the room used for the EOC All staff will sign in at the check-in location (kiosk in the front lobby area of the Police Department). All EOC responders must sign in to register and document their response, position worked, and hours of their shift
Each section will locate their dedicated cache of EOC supplies and equipment Set up the room using the existing tables and chairs, which should be configured according to the level of activation, expected number of EOC responders, and layout in Figure 4 Plug in the EOC phones in the receptacles on the floor and ensure they are functioning. The phone extension will be displayed on the front of the phone 720
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52 Open up the white boards mounted on the walls of the EOC which will be used to visually display the situation status and resource status during the incident Once the EOC is set up, and the phones are tested, a television(s) should be turned on to a news channel covering the emergency or disaster
The various supplies for the EOC can be set up at each work station. These include note pads, phone rosters, pens and pencils, ICS forms, etc., and the specific position checklist from Part II of the EOP
Understand that it may take time for employees to respond to the EOC and the first person to arrive must begin set up procedures and registration of EOC responders Once the order to deactivate the EOC has been given, ensure that all EOC personnel have been informed of the deactivation, and EOC Sections are cleaned up and supplies put away Unplug all telephones and collect clerical supplies to place into storage. Ensure any forms or documents left over from the EOC activation are forwarded to the Documentation Unit. Reconfigure the room to the state it was in before the emergency 721
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53 FIGURE 12. EOC SETUP
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54 Voice Data
1. V107 D087
2. V112 D082
3. V115 D095
4. V122 D105
5. V127 D107
6. V131 D111
7. V126 D106
8. V121 D101
9. V116 D096
10. V111 D091
11. V106 D086
12. V105 D085
13. V108 D088
14. V117 D097
15. V120 D100
16. V125 D105
17. V130 D110
18. V129 D109
19. V124 D104
20. V119 D009
21. V114 D094
22. V110 D090
23. V104 D084
24. V103 D093
25. V109 D089
26. V113 D093
27. V118 D098
28. V123 D103
29. V128 D108
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55 ALL EOC RESPONDERS STANDARDIZED ACTIVATION PHASE LIST The following standard tasks are performed by all EOC responders at the onset of the EOC activation, throughout the assigned shift, and when the position is demobilized. This standardized checklist has been developed for the Activation, General Operations, and Demobilization phases to be conducted during each shift worked according to the EOC position assignment in the EOC. This list will also be included in the checklist notebooks at each position within the EOC:
Activation Phase Tasks
Check-in by signing the EOC roster. Confirm your assigned EOC position with the EOC Director or appropriate EOC Section Chief and report to your designated Supervisor. Obtain your approximate shift length, shift change times, briefing / meeting timelines and general EOC policies from your Supervisor.
Report to your workstation and put on the appropriate EOC position vest. Start a position log that chronologically describes actions taken during your shift. Review your EOC Position Checklist; clarify any issues regarding your authority and assignment with your Supervisor.
Ensure that all required supplies for your workstation are available and equipment is working properly, e.g. phones, radios, forms, lists, maps, computer, etc. Obtain initial incident briefing.
Obtain contact information for counterparts in the EOC, at DOCs, and other relevant agencies. Establish lines of communications.
General Operations Phase Tasks
Refer all media inquiries or contacts to the EOC PIO. Attend all meetings and briefings for your position.
Maintain current status reports and displays for your position. Advise your Supervisor of any status/situation updates. Provide input to and review the EOC Incident Action Plan; execute the tasks of your section and monitor progress with the EOC Director’s stated objectives. 724
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56 Maintain accurate records of personnel, equipment, and materials. Record all expenditures and forward to the Finance and Administration Section. Deposit all paper documents with the Planning and Intelligence Section’s Documentation/Message Center at the end of your shift.
Brief your relief at shift-change time. Ensure that activities in progress are identified and follow-up requirements are communicated and fully understood.
Demobilization Phase Tasks
Begin demobilizing when authorized by your Supervisor. Ensure that any open actions are completed or transferred to other EOC elements, as appropriate.
Ensure that all required forms and reports are completed; close out activity logs, return all checked out equipment, and provide all documentation to the Planning and Intelligence Section’s Documentation Unit prior to your release and departure from the EOC.
Inform counterparts at the EOC, any DOCs, and other relevant agencies that your position is being demobilized.
Leave forwarding information, including cell numbers and email with the Planning and Intelligence Section’s Documentation Unit.
Participate in all scheduled debriefings and critiques of the emergency response. Be prepared to provide input to the After-Action Report.
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57 ANNEX B: HAZARDS AND SPECIFIC THREATS
The City of Clovis is subject, in varying degrees, to the effects of the following:
• Drought
• Earthquake
• Flood
• Civil Disorder
• Dam Failure
• Hazardous Material Incident
• Nuclear Attack
• Power Failure
• Radiological Incident
• Urban Fire
• Aircraft Crash
• Excessive Heat
• Terrorism
• Epidemic
Additional Information can also be found in the Fresno County Multi-Hazard Mitigation Plan January 2009.
Actions to be accomplished in response to these incidents are contained in Part Two - Position Checklists of this plan and where appropriate, City and County departmental SOPs.
A synopsis of each hazard and its potential effects follows:
DROUGHT
Drought cycles appear to recur approximately every 11-12 years. Response actions include coordination with State and County authorities, water conservation measures, and adoption of land use regulations designed to enhance watershed management.
EARTHQUAKE
Earthquake is considered to be one of the most potentially destructive threats to life and property in Clovis. According to the California Division of Mines and Geology, no active faults exist in the City of Clovis, however, a moderate to severe seismic incident on any of several fault zones in relative close proximity to the city is expected to cause:
• Extensive property damage, particularly to pre-1930s un-reinforced masonry structures. • Significant numbers of fatalities and injuries.
• Damage to water and sewage systems.
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58 • Disruption of communication systems.
• Broken gas mains and petroleum pipelines, resulting in numerous fires. • Disruption of surface transportation arteries.
• Competing requests for scarce mutual aid response resources.
FLOOD
Considered one of the more frequently occurring hazards, flooding accounts for the most damage sustained by a disaster during the past 5 years. Projected inundated areas and the severity of inundation are contained in the Flood Insurance Study and the Flood Insurance Rate Map (FIRM), compiled by FEMA and maintained in the office of the City Planning Department.
CIVIL DISORDER
Not considered a recurring threat. Response activities are contained in the departmental SOPs of the City Police Department.
DAM FAILURE
There are two main water detention basins within the city’s sphere of influence. • Pup Creek Detention Basin
• Alluvial Drain Detention Basin
HAZARDOUS MATERIAL INCIDENT
Hazardous materials likely to be involved in a spill or release within the City include herbicides, pesticides, chemicals in gas, liquid, solid, or slurry form; flammables; explosives; petroleum products; toxic wastes; and radioactive substances. The County Health Department is the designated administering agency for the Fresno County area hazardous material monitoring program. In the event of a spill or release, this agency should be notified immediately.
Response actions are to follow Fire Department - Standard Operating Procedures.
NUCLEAR ATTACK
Federal and State studies indicate that Clovis is located in a high risk area with respect to the indirect effects of nuclear weapons, and low risk area with the respect to the direct effects of nuclear weapons. Response actions consist of in-place protection, upgrading of homes and existing shelters, construction of new shelters, expedient shelters and spontaneous evacuation (absent government coercion or direction).
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59 POWER FAILURE
Power failure can cause a number of problems within the city, the most dangerous being a loss of water pressure. Water pressure/supply is essential to firefighting operations as well as human consumption. Backup power/systems are necessary to ensure an adequate water supply.
RADIOLOGICAL INCIDENT
Clovis is not located within the mandated planning zones of any nuclear power plant.
Therefore, it is anticipated that a peacetime radiological incident would be the result of a transportation accident involving low level material used by hospitals, or in a more remote case, nuclear weapons.
URBAN FIRE
Not considered a recurrent problem. Most likely to occur as a result of some other major event (Earthquake, Explosion, etc.). Response actions would follow City Fire Department SOPs.
AIRCRAFT CRASH
The Fresno Yosemite International Air Terminal is located to the southwest of the City with flight patterns directly over the City of Clovis. Because of the airport’s location and flight patterns, there is potential for an aircraft accident to occur within the City of Clovis. Response actions would follow City Fire Department SOPs.
EXCESSIVE HEAT
North American summers are hot; most summers see heat waves in one or more parts of the United States. Heat is one of the leading weather-related killers in the United States, resulting in hundreds of fatalities each year and even more heat-related illnesses. The City of Clovis begins to experience hot weather in May or June of each year and this heat continues throughout the summer months. For more information refer to the City of Clovis Heat Emergency Contingency Plan
TERRORISM
Terrorist attacks can occur anywhere, although high-profile locations and events are more likely to be targets. There is no template for a “typical” terrorist attack. Major incidents such as the attacks on the World Trade Center and the Pentagon on September 11, 2001, or the bombing of the Alfred P. Murrah Federal Building in Oklahoma City on April 19, 1995, are a reminder of our nation's vulnerability to these attacks, and highlight California's risk of similar attacks against its public officials, private and multi-national corporations, public infrastructure, and government facilities.
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60 EPIDEMIC
An epidemic is when more than the expected level or number of cases of a disease in a particular location over a specified time period. Epidemics can be the result of human error, the introduction of a new microorganism into a susceptible population, evolution or change in a microorganism, changes in population that increase the number of changes in food production, sources of food, changes in where people live and their interactions with animal vectors, bioterrorism, or a confluence of multiple events.
TABLE 5.-CITY OF CLOVIS-HAZARD SUMMARIES
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61 APPENDICES
APPENDIX 1 RECOVERY ACTIVITIES
The Post-Emergency Period has at least six prime objectives, which may overlap. These objectives are:
• Reinstatement of family autonomy
• Provision of essential public services
• Permanent restoration of public and private property
• Identification of residual hazards
• Plans to mitigate future hazards
• Recovery of costs associated with response and recovery efforts Recovery Overview
Recovery operations are all actions that will return systems (facilities, infrastructure, social services, etc.) to normal levels of service. There is no clearly defined separation between response and recovery activities, as recovery operations should begin as soon as response operations commence (ideally at the time the disaster occurs). Recovery personnel will continue to use the principles and procedures contained in the ICS/SEMS/NIMS framework. It can be helpful to establish a “Recovery Organization” to identify necessary resources as well as sources of personnel, equipment, and supplies before a disaster occurs. While response operations rely heavily on the Operations and Logistics Sections, recovery operations require greater activity in the Planning and Finance and Administration Sections. The Fresno County Operational Area (OA) may continue to act as an informational and coordination point for Clovis and other Fresno County jurisdictions, but local jurisdictions work directly with State and Federal programs during recovery operations rather than going through the Fresno County OA.
All City departments will be responsible for some recovery and reconstruction duties. Any City department may be called on to provide recovery assistance as needed, and all City departments and staff are expected to comply with reasonable requests for assistance from staff in the Recovery Organization. If a request interferes with the department’s or staff’s ability to meet regular primary and non-deferrable responsibilities, the department or staff shall coordinate with the Coordinator of Emergency Services, who will make the final decision on the request. Departments and staff may also be responsible for coordinating recovery functions between departments and/or external agencies and partners.
SEMS/NIMS regulations require any local jurisdiction that issues a local emergency proclamation, affirmed by the governor declaring a state of emergency, to complete and transmit an After-Action and Corrective Action Report to Cal OES within 90 days after the end of the incident. This report must specify the emergency response actions taken, necessary modifications to existing plans and procedures, any applications or suggested modifications to 730
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62 the ICS/SEMS/NIMS framework, identified training needs, and any recovery actions taken to date. The Planning Section of the EOC/RCC develops the After-Action and Corrective Action Report and transmits it to the Fresno County OA, which will forward it to Cal OES within the necessary 90-day window. The After-Action and Corrective Action Report should provide a broad perspective of the emergency situation. It should include all documents that were generated by the response activities and contain data gathered from interviews with emergency response staff. Although it does not encompass the post-disaster hazard mitigation plan, Planning Section staff should coordinate the two documents to ensure consistency.
Hazard mitigation efforts may be included in the After-Action and Corrective Action Report as part of the discussion of recovery actions taken to date.
If activated for the emergency situation, the City of Clovis’s EOC will generally remain active during recovery operations; however, it is not always advantageous for the EOC to remain at the site of recovery operations, as these operations may persist for months or years and the EOC may be needed for future emergency situations. Depending on the size and time frame of the recovery effort, the Coordinator of Emergency Services may shift recovery operations to a Recovery Coordination Center (RCC). Regardless of whether recovery operations are housed in the EOC or in a separate RCC, the organizations are structured similarly to an EOC during emergency response operations, including a Management Section that oversees four other sections (Operations, Logistics, Planning, and Finance and Administration). A Recovery Officer responsible for setting priorities and determining staffing. The EOC Director will determine who will serve as the Recovery Officer during recovery operations once lifesaving and immediate property protection actions are over. The Clovis recover organization is organized as depicted in the diagram below, with the command staff and individual sections staffed as needed:
FIGURE 13. RECOVERY ORGANIZATION
Emergency
Services
Coordinator
Recovery Officer
Operations
Section Planning Section Logistics Section
Finance &
Administration
Section
Command staff
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63 Assistance Efforts
If the president issues a declaration of emergency or major disaster, FEMA may provide federal disaster relief funding, in coordination with CalOES. The disaster assistance funds provided by FEMA are not intended to fully replace individual losses, but to return living conditions to a “safe and habitable” state. Depending on the disaster, federal agencies may only provide certain types of assistance. There are three general categories of federal disaster assistance funds: individual assistance, public assistance, and hazard mitigation assistance. Most federal disaster assistance consists of loans from the US Small Business Administration, not grants, regardless of whether businesses are the applicants.
A soon as possible, the State OES Coordinator, operating through the State of California Emergency Operations Center (SOC), will bring together representatives of federal, state, Operational Area, and city agencies, as well as representatives of the American Red Cross (ARC), for the purpose of coordinating the implementation of assistance programs and establishment of support priorities.
Individual Assistance
Individual assistance is intended for private individuals, including residents, businesses owners, and families. All victims of a disaster wishing to obtain this assistance must register to establish their eligibility. FEMA or other applicable federal agencies will verify eligibility and determine the need before offering assistance. Individual assistance includes the following:
• Home repair assistance to repair damage or rebuild destroyed homes not covered by insurance.
• Individual and family grants for necessary expenses and to meet serious needs not filled by insurance or other forms of aid. These costs may include medical costs, clothing, household items, heating fuels, moving and storage expenses, or other costs that impacted individuals may incur.
• Mortgage and rental assistance.
• US Small Business Administration disaster loans to repair or replace disaster-related damages to homes or personal property, to repair or replace disaster-related damages to business properties (including inventories and supplies), or to provide capital to small businesses and small agricultural cooperatives to help them through the recovery process.
• Temporary housing assistance.
Other individual assistance programs include free legal assistance, crisis counseling through FEMA’s Crisis Counseling Assistance & Training Program, unemployment benefits and reemployment services, and support from nonprofit volunteer charities. 732
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64 Public Assistance
Public assistance is intended to repair, restore, rebuild, or replace public facilities or pieces of public infrastructure that have been damaged or destroyed. This assistance is enabled by the Robert T. Stafford Disaster Relief and Emergency Assistance Act, also known as the Stafford Act.
Applications for public assistance must be submitted to the state within 30 days after the area has been designated as eligible for assistance.
Applications are reviewed by FEMA; if approved, FEMA will provide 75 percent of the necessary costs to the state, which distributes the assistance to the local community. The state decides how to split the remaining 25 percent of the costs between the state and the local community.
California’s cost share, which is generally up to 75 percent of the remaining costs, is authorized under the Natural Disaster Assistance Act. It also covers any overtime and supplies used in the response, and is managed through CalOES.
Staff in the local Recovery Organization will be responsible for gathering information and submitting claims for reimbursement to CalOES and FEMA. CalOES and FEMA will host a postdisaster applicant briefing to describe the program, eligibility rules, filing procedures, and associated deadlines. It is very important for Recovery Organization staff to participate in this briefing, allowing for maximum participation and potentially minimizing future appeals proceedings.
Hazard Mitigation Assistance
FEMA’s hazard mitigation assistance grants provide funding for activities that reduce loss of life and property from future disasters. FEMA currently offers three types of hazard mitigation assistance programs:
• The Hazard Mitigation Grant Program, which is open to state and local governments, tribal organizations, and private nonprofit organizations (individuals and businesses may apply through eligible entities). It is intended to fund hazard mitigation activities as part of a disaster recovery effort.
• The Pre-Disaster Mitigation Grant Program is open to state, territory, and tribal governments (local communities, individuals, and businesses may apply through eligible entities). It helps to fund mitigation activities prior to a disaster occurring. • The Flood Mitigation Assistance Program provides funding for projects that reduce the risk of flood damage to buildings insured under the National Flood Insurance Program.
State, local, and tribal governments are eligible to apply Recovery documentation
Recovery documentation shall be a description of the emergency situation; any disaster declaration or proclamation; lists of recovery teams and resources, disaster recovery training documents; and other documentation as needed to ensure an effective submission. The Finance and Administration Section shall transmit this information to FEMA and Cal OES as appropriate.
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65 APPENDIX 2 TRANSIT EMERGENCY PLAN
Situation
The evacuations of New Orleans and Houston in 2005 due to hurricanes Katrina and Rita were two of the largest evacuations in U.S. history and indicated a number of shortcomings such as the lack of planning to evacuate carless residents, particularly minority, low-income, elderly, and persons with disabilities. In most cases, methods for communicating evacuation options by modes other than personal vehicles were not well developed. Nationally, a number of jurisdictions may indicate locations where public transportation may be accessed, but many have no specific services identified to assist persons in getting to those designated locations.
Additionally, emergency transport for low-mobility populations is a persistent and common problem. Despite this attention, relatively little has been done to improve the situation.
Although some plans call for the use of local resources for the movement of these populations during times of emergency, the strategies remain questionable.
Local and regional transportation planners, emergency managers, and non-profit organizations face a range of challenges when designing a successful evacuation strategy for the general public and Transportation Needs Populations.
Clovis Transit Emergency Evacuation Database
In the event of a mass disaster, Clovis Transit will make available its Emergency Evacuation Database to Clovis Fire Department to assist in evacuation planning for residents who may require transportation assistance.
Any Clovis resident who may need transportation assistance in the event of an emergency requiring evacuation can call Clovis Transit at (559)324-2770 for more information. The information in the database will be used by emergency responders to determine what type, if any, of transportation is needed.
Public Communications and Preparedness
Successful evacuations hinge on effective communication between the Clovis departments responding to the emergency and the people directly affected by the emergency, particularly those being evacuated. In this case, communication with Transportation Needs Populations is critically important. The term Transportation Needs Populations covers a wide variety of individuals, with potentially very different transportation needs. As a result, communication 734
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66 strategies vary. It is clear that just one communication method will not successfully reach each of these groups. Examples of various Transportation Needs Populations groups are:
• Low income, do not own a vehicle;
• Visitors to the area without access to a vehicle;
• Language barriers; in the Clovis area includes Hispanic or Latino, Asian, and Pacific Islander
• Physical or medical conditions affecting mobility but not ambulation (visually impaired, mental health, oxygen or other medical device dependent, etc.); • Individuals who use a wheelchair;
• Individuals that are confined to a bed;
• Able-bodied individuals that own a vehicle but choose to not self-evacuate (based on fear or other reasons);
• Other able-bodied individuals who may not be able to self-evacuate; and • Other carless individuals who do not need any support other than directions to the transfer/pick-up point (transit stop).
Assumptions
• During an emergency, the majority of people requested to evacuate will cooperate.
However, some Transportation Needs Populations will refuse to evacuate even though they are at risk; this may include individuals without vehicles, tourists, and those who are homeless, etc.
• Because some Transportation Needs Populations suffer from mobility or sensory impairment, they will require specialized assistance in order to evacuate. • Language barriers within the Hispanic or Latino, Asian, and Pacific Islander communities will hamper evacuation.
• Schools in the Clovis area have evacuation protocols that enable them to communicate effectively with both students and parents, and to utilize their available resources to evacuate students.
• Functional care facilities based in the area that serve unique populations, (e.g., hospitals, nursing homes, etc.) typically develop internal emergency response procedures. This includes evacuation procedures, protocols to communicate effectively with residents and families, and the ability to utilize available resources to evacuate residents.
• Persons commuting by private vehicle within the Clovis area are expected to evacuate in their own vehicles unless it is not possible due to the nature of the disaster. Similarly, persons commuting via transit are expected to evacuate via the same transit means. • The Clovis Transit Service can take the lead during an evacuation to serve the Transportation Needs Populations. Their roles include:
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67 • Evacuating individuals from transfer/pick-up locations to the designated drop-off locations. (Drop-off locations are designated areas that accommodate evacuees awaiting further instructions for sheltering. These are typically larger gathering areas that provide protection from inclement weather for four to eight hours). • Notifying their paratransit services and any additional paratransit service providers about the evacuation. The paratransit agencies will coordinate the transportation of transportation needs evacuees from the designated drop-off locations to mass care facility shelters.
• Coordinating the routing, transfer/pick-up, and drop-off locations with regional transit agencies.
• Providing secondary routing for transportation needs evacuees from drop-off locations along established routes either back to the vicinity of their residence or to long-term shelters.
CONSIDERATIONS
Transportation Needs Populations within Functional Care Facilities Hospitals, health care facilities, and senior care facilities located within the Clovis area will be evacuated in accordance with their own pre-planned internal procedures. In most cases, they will utilize their own available transportation resources. However, these plans are often inadequate when responding to an evacuation order that is more geographically widespread.
Multiple institutions may be relying on the same set of transportation resources and, if coordination or pre-planning is lacking, some institutions may not be able to utilize the resources included in their plans. In addition to those residing in functional care facilities, there are persons with special needs who are otherwise independent in their daily living. Examples include individuals with significant immobility and those with sensory or cognitive/developmental impairments who may be assisted in their daily living by visiting nurses, home health aides, personal care attendants, medical equipment providers, or similar services.
Reentry for the Transportation Needs Populations
Reentry for the Transportation Needs Populations will be initiated by the Clovis Emergency Services Coordinator on clearance from the Incident Commander (IC). The clearance shall be based on a thorough assessment of the affected area and the conclusion that the affected area is sufficiently safe to permit reentry of residents and property owners. The Clovis Emergency Services Coordinator will appoint a Reentry Coordinator. The Reentry Coordinator is responsible for coordinating the reentry procedures with all involved agencies and ensuring effective communication. The IC, emergency management officials, and other relevant authorities must evaluate the factors identified above to determine if they meet prerequisite standards for reentry.
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68 In order to meet such standards, the assessment of conditions preceding clearance for reentry shall include but is not limited to:
• Ensuring that the threat that caused the evacuation is over. • Ensuring that hazardous conditions, including damaged structures, trees, infrastructure, roadways, and utilities, have been secured and no longer present danger. • Determining that county services such as transit bus providers are sufficient to support the returning population.
• Coordinating the care of residents with disabilities who may need additional assistance in order to return home, particularly if the disaster impacted the area immediately surrounding their residence.
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69 Checklist-Transit Emergency Evacuation
The following checklist covers operational tasks, duties, and responsibilities. This checklist supplements ICS Position Checklists covered in the EOP Part Two Annex. This checklist provides memory joggers for those operating within the EOC to assist/ensure the completion of critical transit evacuation tasks and is not necessarily in sequential order. This checklist does not supplant existing evacuation procedures or protocols.
Task Oversight Provider Yes/No
1. Acquire/provide Emergency Evacuation Database to
assist in evacuation planning for residents who may
require transportation assistance.
Fire/Clovis Transit
2. Identify and select type and number of vehicles needed to meet emergency evacuation needs for the Transportation
Needs Populations. Note: Hospitals, Nursing Homes, and
like institutions must procure their own transportation resources and cannot rely on city-wide assets.
Fire
3. Determine and mobilize qualified volunteers drivers to transport Transportation Needs Populations.
Clovis Transit
4. Activate ramp equipped van/bus service for people with disabilities, elderly, and other populations with special needs.
Clovis Transit
5. Mobilize on-duty bus drivers. Institute call-back for offduty operators.Clovis Transit
6. Identify hospitals, assisted living facilities, senior living facilities, and nursing homes throughout the affected area and coordinate evacuation.
Emergency Services
Coordinator
7. Direct Transportation Needs Populations individuals to bus stop locations serving as transfer/pick-up and dropoff locations.
Police
8. Instruct bus operators to immediately return to the
affected area once Transportation Needs Populations
evacuees are discharged at drop-off locations and to
avoid picking up passengers attempting to travel inbound.
Clovis Transit
9. Dispatch vehicles to return Transportation Needs
Populations evacuees from drop-off points to take them
as near as possible to their final destinations. Note: This service will continue until all evacuees are disbursed from drop-off points.
Clovis Transit
10. Provide service to Transportation Needs Populations residents or other individuals to return to the impacted area as needed once the evacuation order has been
lifted.
Clovis Transit
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Appendix 3
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APPENDIX 4 HEAT EMERGENCY CONTINGENCY PLAN
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APPENDIX 5 PANDEMIC RESPONSE PLAN
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City of Clovis | EOC ACTION PLAN
Event Name: COVID19
Operational Period: 3/19/20 – 3/23/20
Jurisdiction Type: City
Date Prepared: 03/19/20
Time Prepared: 12:19pm
MAP SKETCH:
Prepared By: Emergency Services Coordinator, Chad Fitzgerald Approved By: EOC Director, Luke Serpa 789
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City of Clovis | EOC ACTION PLAN
SUMMARY OF PRIORITIES, OBJECTIVES AND ACTIONS
Overall Event Priorities
1. Continuity of Essential Operations
2. Public Safety
3. Maintain Level 2 Continuity of Operations Plan protocols by Department
4. Enforce Order 2020-01 and 2020-02
5. Continue Internal and External Messaging regarding applicable COVID19 protocols
Management Section Objectives
1. Establish personnel policies and procedures that maintain essential services while providing consistent application of time off from work
2. Continue messaging to employees and general public regarding COVID-19
3. Coordinate with event coordinators and business community regarding enforcement of CDC recommendations
4. Identify Essential Services and necessary staffing in the event Level 3 is implemented.
Operations Section Objectives
1. Maintain Level 2 Continuity of Operations Plan protocols by Department
2. Provide department listing of essential services and necessary staff Planning Section Objectives
1. Circulate current EOC IAP and begin planning cycle for the next operational period based on new conditions, Federal, State and County guidelines or mandates Finance/Administration Section Objectives
1. Maintain and collect event specific (COVID-19) costs for personnel overtime and logistic purchases.
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City of Clovis | EOC ACTION PLAN
Organizational Chart:
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City of Clovis | EOC ACTION PLAN
Weather Impacts on Operations:
None are forecasted.
Additional Attachments:
Emergency Proclamation 20-20
Order 2020-01 – Closing bars and restaurants including media release Order 2020-02 – Closing gyms, theaters and places of entertainment including media release Essential Services by Department
EOC Briefing 03/19/20
Citywide email update (3/19/20)
City Event Status
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www.cityofclovis.com
News Release Contact: Chad McCollum, Public Affairs & Information Supervisor March 18, 2020 (559) 324-2436, [email protected]
Enforcement of State guidelines on gyms, trampoline parks, theaters Effective immediately, the City of Clovis will begin enforcing California Department of Public Health’s guidelines directing the closure of the following:
Gyms and health clubs
Amusement parks, arcades, laser tag, trampoline parks and bounce houses Theaters
These actions are in line with the COVID-19 guidelines provided by the State of California and follows the actions of multiple cities across the country.
Enforcement will remain in effect until such time that the guidance from the State changes.
The City of Clovis continues to work with our community partners to provide guidance on scheduled events.
To view the order in its entirety: https://cityofclovis.com/enforcement-of-state-guidelines-on-gymstrampoline-parks-theaters/ For additional actions taken by the City of Clovis in response to COVID-19 please go to:
https://cityofclovis.com/covidinfo/
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Essential Services by Department
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City Hall
City Manager (1)
Assistant City Manager (1)
Public Affairs and Information Supervisor (1)
Executive Assistant/Deputy City Clerk/Management Analyst (1) - Rotational 801
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Fire Essential Service/Staffing
Fire Operational Essential Services
Fire/EMS/HazMat Response
o 21 Firefighters
o 15 Engineers
o 15 Captains
o 3 Battalion Chiefs
o 1 Deputy Chief
Fire Emergency Management
o 1 Fire Chief
o 1 Life Safety Enforcement Manager
o 1 Management Analyst
Fire Prevention
Plan reviews and inspections for fire access and fire/life safety systems o 1 Code Enforcement Officer
o 1 Deputy Fire Marshal (work from home option due to high risk categorization) 802
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.
To: Curt Fleming, Police Chief
From: Katy Benham, Police Captain
Subject: Essential Personnel for PD coverage related to COVID 19 Date: March 18, 2020
Police Chiefs Office:
1-Adminsitrative Assistant
Payroll
Accounts payable
Administrative Staff:
3/4 Command Staff Members including Police Chief
Records Division:
2-Principal Office Assistant (POA) or (1) Administration Assistant & (1) POA Receive Officer Subpoenas
Impound releases
Report releases
Payable batches
Process Civil or Criminal Subpoenas
Receive Officer Subpoenas
Case report filings
Scan documents
Background checks
1-PT Employee for facilities cleaning
Dispatch:
4/5 Dispatchers at all-times/alternate site
POLICE DEPARTMENT
1233 FIFTH STREET • CLOVIS, CA 93612
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Investigations:
1-Management Analyst
Payroll for Patrol function
Cell Phone connectivity/department equipment
Accounts payable
1-CSO assigned to Detectives
Patrol/Detectives:
All Patrol Sworn Personnel
Crime Analyst:
1-on call
Both on call for Dispatch
Animal Services:
1-Police Service Manager
Supervision and oversight of all of the above operations 1-Principal Office Assistant
Dispatch calls for service
Communicate with the public about what to do with stray animals Payroll/bills
Data entry
2-Animal Services Supervisors
Management of Animal Shelter and Miss Winkles Pet Adoption Center 4-Full time Animal Control Officer (2) each location
Respond to urgent and emergency animal related calls
Stray animals
Pick-up dead animals
Feed/clean/care
2-Part Time Animal Control Officer
Feed/clean/care
2-Part Time Adoption Technician- Miss Winkles
Feed/clean/care for animals
Youth Services:
1-Community Service Officer
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Parental guidance for youth who are committing criminal offenses and out of control.
1-Administrative Analyst
Payroll, bills, coordination of graffiti abatement
2-Part Time Community Service Work Program
Graffiti Abatement
Property/Evidence:
1-Evidence Technician
Jail:
3/4- Jail Officers- shift coverage/transport
Systems Video Technician:
1-on call
Digital Forensic Analyst:
1-Analyst
Police Chaplain:
1-Chaplain
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COVID-19 – Public Utilities Dept. Essential Tasks/Persons Solid Waste
1 Solid Waste Manager (Vacant) – Covered by Assistant Director
TASKS/PERSONNEL
Residential collection (5 days/week)
1 Leadworker
9 Senior Sanitation Operators [commercial license required] Commercial collection (6 days/week)
1 Leadworker
6 Senior Sanitation Operators [commercial license required] 6 Utility Workers [swampers]
CCU and Sweeping Operations
1 Leadworker
4 Senior Sanitation Operators
3 Utility Workers
4 Sweeper Operators
Landfill operation
1 Leadworker
2 Equipment Operators
1 Maintenance Worker
Water & Sewer
1 Utilities Manager (D4 Required)
Water Service
1. Respond to water main/service leaks
2. Fire hydrant repair
3. Repair water main valves
4. Repair water service valves
5. Emergency temporary water connections
6. Material hauling
7. Setting large meters
Personnel
1 Leadworker
4 Senior Maintenance Workers
2 Utility Workers
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Valves
1. USA locating
2. Water tie-ins
Personnel
1 Leadworker
2 Senior Maintenance Workers
1 Maintenance Worker
Wastewater
1. Lift station maintenance
2. Line cleaning
3. Customer complaint responses
Personnel
1 Leadworker
3 Senior Maintenance Workers
1 Maintenance Workers
2 Utility Workers
Meters
1. Meter reading
2. Work orders from City Hall
3. New meter installation
4. Customer complaint responses
Personnel
1 Leadworker
3 Meter Readers
1 Maintenance Worker
Water Production/SWTP
1 Water Production Manager (T5 required)
SWTP
1. SWTP monitoring (12 hours/day minimum)
2. Enterprise Canal patrol (6 days/week)
3. Material hauling
Personnel
2 Water Treatment Plant Operator
1 Senior Maintenance Worker
1 Utility Worker
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Water Production
1. Well site checks (1x per week)
2. Site sampling (wells, distribution system)
(system: 1x/week; wells: 1x/month)
3. Customer complaint response
4. Back up to SWTP operations
Personnel
1 Leadworker (Water Systems Technician)
4 Assistant Water Systems Technicians
1 Maintenance Worker (shares time with water services) Fleet
1 Fleet Manager
TASKS
58% scheduled work orders, 42% unscheduled
1. Preventative maintenance of vehicles
2. DOT safety inspections
3. Major repair
PERSONNEL
DAY SHIFT (6 am – 2:30 pm current)
1 Leadworker
3 Mechanics
1 Mechanic Assistant
1 Parts Clerk
NIGHT SHIFT (2 pm – 10:30 pm)
1 Leadworker
3 Mechanics
1 Mechanic Assistant
3 Service Workers
1 Parts Clerk
Traffic Signals & Street Lighting
TASKS
1. Emergency outage / accident response
2. Street light outages
3. USA marking
PERSONNEL
2 Electrician
Administration and Technical
1 Administration/Technical Group Manager
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Administration
TASKS
1. Response to customer complaints / inquiries
2. Payroll
3. Accounts payable
4. Fleet administration
PERSONNEL
2 Management Analysts
2 Principal Office Assistants
1 Fleet Admin.
1 Solid Waste/Water Admin.
Technical
TASKS
1. Regulatory reporting and compliance (water, solid waste)
2. Coordinating & taking samples (water, sewer, solid waste)
3. Recording & analyzing system data (water, sewer)
4. Construction inspection and assisting in emergency maintenance operations
5. IT support for SCADA
PERSONNEL
1 Engineer
1 Engineering Technician
1 Senior Engineering Inspector
1 Senior IT Analyst
Parks
1 Parks Manager
TASKS
1. Bathroom cleaning (as long as bathrooms remain open)
2. Irrigation crew
3. Emergency tree response / removal
4. Trash receptacle dumping, playground inspection, picnic site cleaning
5. Corporation Yard cleaning
PERSONNEL
3 Senior Maintenance Worker and/or Leadworker [commercial license needed] 7 Maintenance Workers
4 Utility Workers
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Streets
1 Street Maintenance Manager
TASKS
1. Respond to sign knockdowns
2. Sidewalk repair painting
3. Pothole response
4. Traffic control/emergency repairs
5. Water main pavement repairs
PERSONNEL
2 Leadworker [commercial license needed]
1 Senior Maintenance Worker
1 Utility Worker
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General Services Essential Services Staffing
Personnel
Two staff people to work in the office to answer phones. Balance can work from home.
Facilities Maintenance
All technicians work on-call from home for immediate building repairs. Come into yard to get truck and needed equipment.
Senior Center
Two staff people to answer phones and provide resources to seniors.
Recreation
One staff person to answer phone. Can be forwarded to another line.
Transit
Need varies depending upon ridership. However, a minimum includes:
o Two dispatchers
o One incoming phone person
o 10-15 daily bus/van drivers
o One Supervisor
o Two Lead Drivers
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Finance Essential Service/Staffing
Payroll
‐ Accounting Sys Tech ‐ Payroll Primary, has school age children and husband employed with Clovis in PD
‐ Accounting Sys Tech ‐ Current Backup
‐ Management Analyst ‐ Last line of processing ‐ employed in Personnel AP
‐ Principal Account Clerk ‐ Primary, but at home due at risk ‐ Accounting Sys Tech = Backup acting as primary and also backup for Payroll. Current single point of failure risk
‐ POA ‐ currently shadowing for limited processing ability if backup fails AR
‐ Accounting Sys Tech ‐ AR Primary
‐ Principal Account Clerk ‐ Reassigned to Cashier but backup to AR currently ‐ Accounting Supervisor ‐ Last line of minimal processing ‐ Manager Managers
Jay
Gina
Jeff
Susan
All functions rely on a manager to be able to complete processing Budget
Budget can't be completed in current form without accountants being part of essential services in addition to manager
Utility Billing
– Accounting System Tech, Current single point of failure risk as is at home due to risk and each would bill half the city. is doing both with no full backup left. – Senior Account Clerk
r – Senior Account Clerk
– Senior Account Clerk (may be transferred to Accounts Payable) – Senior Account Clerk – AR Primary but may be reassigned to support utility billing/customer support.
Accountant class
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PDS Essential Service/Staffing
Planning Essential Services
Process/intake/review development plans and applications received in hardcopy format Process/intake/review development plans and applications received in electronic format Review and approve building permits received by the Building Division Respond to phone and email inquiries
Prepare environmental analyses, staff reports, and related documents for projects requiring approval by the Planning Commission and/or City Council
Review and maintain progress on planning programs including VMT Guide and RHNA Overlay Planning Skeleton Staff (In Office)
1 Member from Planning Division Management group [City Planner, Deputy City Planner, Senior Planner]
1 Member from Professional Planner group [Associate Planner, Assistant Planner] 1 Member from Support Staff group [Planning Technician II, Contract Planner, Planning Intern) Rotate members from each group
PDS Administration
1 x Supervisor
1 x GIS Staff
1 x Business Workflow Staff
1 x Principal Office Assistant (POA)
Building
1 Building Official
1 Sr Inspector
1‐5 inspectors depending on work‐load
1‐2 Commercial Plans Examiners depending on work load 1‐2 Residential Plans Examiners depending on work load 1 Permit Technician
1 Business Workflow specialist
Engineering
To support “Essential Services” for Engineering, summarized as maintaining the support of building and construction industries and basic citizen service, the following is recommended:
1 City Engineer
1 DRU Manager
1 CIP Manager
2‐4 Engineering Inspectors (based on workload)
2 DRU Engineers
1‐2 CIP Engineers
1 POA (Department wide?)
This list addresses minimum office staffing. It is anticipated that, what would be considered “non‐essential” services will continue through staff working from home.
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AGENDA ITEM NO. 21.
CITY OF CLOVIS CORONAVIRUS19 BRIEFING 3/19/20
Sit/Stat
1. Clovis still at ‘Level’ 2 for current operations
2. Added Order to close gyms, theaters, health clubs amusement parks and theaters (Order 2020‐02)
3. Currently not in a ‘shelter‐in‐place’ status with communication going out to community and employees.
4. Most Departments submitted essential services and staffing in preparation for ‘Level 3’ activation
5. Bars and restaurants complying with Order 2020‐02
EOC IAP (031620) Completed Objectives
1. Proclaim local emergency and enact supporting orders
2. Continued messaging to employees and general public on COVID‐19
3. Coordinated with event coordinators and business community
4. Established account codes in Finance and distributed to Departments EOC IAP (031620) Outstanding Objectives
1. Personnel policies/procedures
Change in conditions
1. Fresno issued ‘Shelter in Place’ order
2. 3rd confirmed ‘travel’ based case in Fresno County
**Supporting Attachments**
Essential Services by Department
Briefing notes of 3/18/20
Order 2020‐02 and media release
Fresno City Emergency Order 2020‐02 ‘Shelter‐in‐Place’ City of Clovis employee email and media release regarding Fresno’s Order 815
AGENDA ITEM NO. 21.
1 Chad Fitzgerald
From: Luke Serpa
Sent: Thursday, March 19, 2020 12:52 PM
To: The Entire City
Subject: Daily COVID-19 Briefing
With the uncertainty happening related to the COVID‐19 health issue I wanted to send a note to all employees to share a few thoughts.
First off, please know that you are appreciated for the work you are doing during these challenging times. It’s is commendable, but not surprising. The City of Clovis has, hands‐down, the best employees in the region.
Second, I know that many of you have questions about what your work and life will look like in the days and weeks to come. With developments happening sometimes by the minute, it is impossible to predict the future. It also makes communication all the more crucial.
To help in that effort, please watch for a Daily Briefing email from me on each scheduled workday which will update you on ways we are responding to COVID‐19 as a City. A couple of items for today’s Briefing:
The Fresno County Health Department is the lead agency in the County on all health related issues. They have the latest data regarding the disease and the professional experts that are best qualified to make decisions with that data. We will continue to follow their guidance on all matters COVID‐19 related. Today we launched a new City of Clovis app called “Go Clovis” which replaces our “Go Request” app. Residents and employees can use the free app to find information on COVID‐19 related impacts to City meetings, programs and services. You can find the app in the App store. A web page dedicated to the same content can be found on our City of Clovis website at:
https://cityofclovis.com/covidinfo/
If you have specific questions‐ please direct them to your immediate supervisor.
Again, thank you for the work you do!
Luke
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AGENDA ITEM NO. 21.
CANCELLED NOT CONTACTED
Agency/Group Event Date Event Name Location Event Status California Health Sciences University 3/20/2020 Scholarship Gala CVMD Contacted, Delayed City of Clovis Senior Center 3/21/2020 Imperial Dove Court Clovis Senior Center Contacted, cancelled City of Clovis Senior Center 3/26/2020 Tribute to Veterans Clovis Senior Center Contacted, delayedCity of Clovis Senior Center 3/27/2020 Birthday Celebration Clovis Senior Center Contacted,delayedCity of Clovis Senior Center 3/28/2020 Senior Prom Clovis Senior Center Contacted, delayed Sierra Vista Mall 3/28/2020 Spring Fest Sierra Vista Contacted, canceled BOOT 3/29/2020 Antique & Collectable Fair Old Town Streets Contacted, delayedCalifornia Health Sciences University 3/31/2020 VIP Reception Alluvial/Temperance Contacted, Delayed California Health Sciences University 4/1/2020 Ribbon Cutting Alluvial/Temperance Contacted, Delayed City of Clovis Recreation 4/4/2020 Egg‐stravaganza Sierra Bicentennial Contacted, cancelled City of Clovis Senior Center 4/4/2020 Private Party Clovis Senior Center Contacted, cancelledClovis Chamber of Commerce 4/4/2020 Big Hat Days Old Town Streets Contacted ‐ Rescheduled to 6/20 City of Clovis Senior Center 4/4/2020 Private Party Clovis Senior Center Contacted, assessing risk Clovis Chamber of Commerce 4/5/2020 Big Hat Days Old Town Streets Contacted ‐ Rescheduled to 6/20 City of Clovis Public Utilities 4/11/2020 City‐wide Yard Sale City Delayed Until mayCity of Clovis Senior Center 4/12/2020 Easter Luncheon Clovis Senior Center Contacte, cancelled City of Clovis Senior Center 4/14/2020 Volunteer Banquet Clovis Senior Center Conctacted, delayedCity of Clovis 4/15/2020 New Employee Orientation Clovis Community Room Conctacted, delayed BOOT 4/19/2020 Old Town Car Show Old Town Streets Contacted, assessing risk Clovis Rodeo 4/22/2020 Rodeo Rodeo Grounds Contacted, assessing risk Clovis Rodeo 4/23/2020 Rodeo Rodeo Grounds Contacted, assessing riskClovis Rodeo 4/24/2020 Rodeo Rodeo Grounds Contacted, assessing riskClovis Rodeo 4/25/2020 Rodeo Parade Old Town Streets Contacted, assessing risk Clovis Rodeo 4/25/2020 Rodeo Rodeo Grounds Contacted, assessing risk Clovis Rodeo 4/26/2020 Rodeo Rodeo Grounds Contacted, assessing riskCty of Clovis 5/1/2020 Employee Banquet CVMD Contacted, will be moved/cancelled Cty of Clovis 5/1/2020 Trail Fest City Trails Contacted, will be moved/cancelled Cty of Clovis 5/1/2020 Mayors Breakfast CVMD Contacted, will be moved/cancelledBOOT 5/2/2020 Wine Walk Old Town StreetsCity of Clovis Senior Center 5/7/2020 Rummage Sale Clovis Senior Center Contacted, will be moved/cancelledOld Town Flea 5/9/2020 Old Town Flea Rodeo GroundsOld Town Flea 5/10/2020 Old Town Flea Rodeo Grounds City of Clovis 5/12/2020 Shred Fest Old Town
CUSD 5/15/2020 CIF Swim/Dive ClovisWestCUSD 5/16/2020 CIF Swim/Dive ClovisWestCar Show 5/16/2020 Car Show Treasure‐Ingmire ParkCity of Clovis Senior Center 5/23/2020 Memorial Run Clovis Senior CenterBOOT 5/24/2020 Glorious Junk Days Old Town StreetsCUSD 5/29/2020 CIF Track/Field BuchannanCUSD 5/30/2020 CIF Track/Field BuchannanCar Show 6/20/2020 Car Show Treasure‐Ingmire ParkSan joaquin College of Law None Contacted, no events City of Clovis Senior Center Ongoing Jolly Times Clovis Senior Center Contacted, cancelled BOOT Ongoing Saturday Morning Farmers Market Old Town Streets Contacted, cancelledClovis Babe Ruth Ongoing Little League Baseball CUSD fields Contacted, cancelled Clovis Veterans Memorial District Ongoing Contacted, cancelling march and april events & assessing riskBOOT Ongoing (May‐October Friday Farmers Market Old Town Streets Contacted, assessing riskRegency Event Center Ongoing Contact, cancelled events through early mayNo Surrender Ongoing CLOSEDUpdated 3/19/2020 Public Event Tracking
CONTACTED ‐ ASSESSING RISK
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AGENDA ITEM NO. 21.
City of Clovis Continuity of Operations By Department
COVID19 03/19/20
Changes: 3/19/20 - Level 3 Activation now includes Trigger of State and/or Fresno County Department of Public Health issuing Mandatory Quarantine or Shelter In Place 818 AGENDA ITEM NO. 21.
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COVID-19 – Public Utilities Dept. Continuation of Operations Plan Protocols Based on Information as of March 13, 2020
LEVEL 1
TRIGGER POINT – Virus detected throughout the State or Country.
Steps Taken:
1. Daily disinfecting of workspace and common areas for Administrative Staff.
2. Section offices (Utilities, Parks, Solid Waste, etc.) cleaned and disinfected daily.
3. Review basic preventative measures (hand washing, covering of coughs, etc.) with all staff.
4. Stairwell and common doors propped to prevent unnecessary surface contact.
5. Inventory and acquisition of needed containment products (disinfectants, PPE, paper products, etc.).
6. Identification of essential tasks, functions, and staff for all section operations, as well as identification of activities that could be postponed or rescheduled.
7. Restriction of work-related travel to essential instances only.
8. Move meetings to larger spaces to allow for better social distancing between staff.
9. Temporarily suspend fitness classes in PUD gym & Leonardo Room.
10. Temporarily suspend reservations of picnic sites at parks.
LEVEL 2
TRIGGER POINT – The virus has been confirmed with community spread within Fresno/Clovis area.
Steps Taken:
1. Review participation in public events such as Rodeo parade, school site visits, etc. for possible withdrawal.
2. Cancel unnecessary meetings/contact with vendors and consultants. a. Use of masks/gloves for essential contact with vendors and consultants.
3. Rescheduling of Department trainings to a later date, or assigning remote training via Target Solutions.
4. Release of individuals in Adult Offender (AO) program.
5. Release of individuals who are in at-risk categories (age, medical condition).
6. Work with I.T. to develop work-from-home capabilities for employees (network access, etc.).
7. Provide additional PPE for employees who must work with possibility of public contact (e.g. Parks crews cleaning bathrooms, etc.).
LEVEL 3
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TRIGGER POINT – PUD employee becomes infected or multiple exposures.
Steps Taken:
1. Non-essential employees assigned to work from home.
2. Employee shifts broken up to minimize exposure to other employees.
3. Reduce services to essential functions and emergency response. Move qualified employees from sections with non-essential functions to sections with essential functions in order to address potential gaps in staffing.
4. Quarantine exposed personnel.
5. Possible closure of front office to public in form of in-person visits (while maintaining phone/online responsiveness to address emergency issues). 824
AGENDA ITEM NO. 21.
COVID-19 – PDS Department Continuation of Operations Plan Protocols Based on Information as of March 13, 2020
CITYWIDE:
1. Departments need to identify their critical services-choke points. Prioritize work categories (must happen-inspections, could be delayed-plan reviews, unessential-scanning).
2. General Services / legal working on emergency policies and procedures impacting personnel related items.
3. Group meetings on-hold: Pinnacle Workouts, Toastmasters, etc.
4. Regular updates coming from City Administration / all correspondence vetted through Chad McCollum.
5. Telecommuting not directed or allowed as of now.
LEVEL 1
TRIGGER POINT – Virus detected throughout the State or Country.
Steps Taken:
1. Clean daily and disinfect workspace for all staff. Follow designated area map/rotation schedule.
2. Daily clean and disinfect general common areas in the Department-front counter, copy room, conference rooms, breakrooms, door handles, and bathrooms. Follow designated area map/rotation schedule.
3. Clean daily handles, wheel, main touch points of inspection vehicles.
4. Purchase additional disinfectants, sanitizer, wipes, sprays (see PD).
5. Adjust work spaces to provide social distancing, limit the amount of staff for meetings, when possible maintain 6 feet personal space.
6. Limit department travel to necessary meetings only.
7. Consult Fresno Co. Health regarding personnel returning from international travel for a possible quarantine.
8. Any employee deemed “sick” must go home, using their accrued time.
9. Discourage large group employee congregations.
PLANNING & DEVELOPMENT SERVICES
1033 FIFTH STREET • CLOVIS, CA 93612
City Manager 559.324.2060 • Community Services 559.324.2095 • Engineering 559.324.2350 Finance 559.324.2130 • Fire 559.324.2200 • General Services 559.324.2060 • Personnel/Risk Management 559.324.2725 Planning & Development Services 559.324.2340 • Police 559.324.2400 • Public Utilities 559.324.2600 • TTY-711 www.cityofclovis.com
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AGENDA ITEM NO. 21.
LEVEL 2
TRIGGER POINT – The virus has been confirmed with community spread within Fresno/Clovis area.
Steps Taken:
1. Conference rooms closed for public use.
2. Limit staff meetings and number of staffing attending meetings to a bare minimum.
3. Restrict front counter contact with the public by a minimum of six feet (tape off, table, signs).
4. Cross train staff / plan for staffing shortages.
Planning Division:
1. Stop attending non-essential meetings and public gatherings. Such as neighborhood meetings, community gatherings.
2. Where possible, use electronic tools in place of in-person meetings. Such as DRC, current applications.
3. If attendance at meetings and public gatherings is essential, send minimum number of staff to accomplish core mission.
4. Cancel all travel.
Building Division:
1. Inspection staff to stagger their activity in the building to eliminate employee congestion and have inspectors work from their vehicle.
2. Plan Review staff to stagger their activity in the building to eliminate employee congestion.
3. Prioritize inspections - inquire about health of residents before performing in home/occupied inspection areas.
Engineering Division:
1. Stop attending non-essential meetings and public gatherings.
2. Where possible, use electronic tools in place of in-person meetings. Such as pre-submittal meetings, BIA, FCOG, FCTA.
3. Where attendance at meetings and public gatherings is essential, send minimum number of staff to accomplish core mission.
4. Cancel travel.
LEVEL 3
TRIGGER POINT – PDS employee becomes infected or multiple exposures.
Steps Taken:
1. Cancel formal in person management meetings. Communicate email, phone.
2. Extra help, interns, contract employees may be sent home without pay / may be reassigned to help other Divisions / Departments.
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3. Technical staff may be required to cross train to assist in areas where personnel shortages area occurring.
4. Close downstairs gym to all staff.
Question: If staff office hours are modified (prior to 8, after 5 we may need IT support.
Planning Division:
1. Implement temporary staffing plan to include management employee, counterservice employee, and planner. Rotate staff as appropriate.
2. Discontinue weekly Planning staff meeting.
3. Discontinue attendance at public meetings where 6’ separation between individuals cannot be maintained.
Building Division:
1. Discontinue weekly building staff meeting.
2. Inspection staff to stagger their activity in the building to eliminate employee congestion and have inspectors work from their vehicle.
3. Plan Review staff to stagger there activity in the building to eliminate employee congestion and have some plan reviewers work from home several days each week.
Engineering Division:
1. Discontinue weekly/monthly Engineering staff meetings.
2. Implement temporary staffing plan to be ½ staffing of each section (Admin, CIP, SPS, DRU, CM). Rotate staff as appropriate.
3. Discontinue attendance at public meetings where 6’ separation between individuals cannot be maintained.
LEVEL 3.5 – Building Closed to Public
Steps Taken:
1. Direct staff to work from home per City Management direction.
2. Cancel public meetings. Hold virtual meetings if possible.
Building Division:
1. Permit technicians and office clerical will have less work therefore can stagger work hours, assist in other areas, or be sent home.
2. Inspection staff to stagger their activity in the building to eliminate employee congestion and have inspectors work from their vehicle.
3. Plan Review staff to stagger their activity in the building to eliminate employee congestion and have some plan reviewers work from home several days each week.
4. Matrix will be devised on what inspections have priority if inspection staff becomes unavailable due to illness.
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AGENDA ITEM NO. 21.
City Manager 559.324.2060 • Community Services 559.324.2095 • Engineering 559.324.2350 Finance 559.324.2130 • Fire 559.324.2200 • General Services 559.324.2060 • Personnel/Risk Management 559.324.2725 Planning & Development Services 559.324.2340 • Police 559.324.2400 • Public Utilities 559.324.2600 • TTY-711 COVID-19 – Information Technology Division
Continuation of Operations Plan
Protocols Based on Information as of March 13, 2020
LEVEL 1
TRIGGER POINT – Virus detected throughout the State or Country.
Steps Taken:
1. Daily disinfecting and cleaning of workspace, door handles and common areas.
2. Personal hygiene reminders to wash hands often, avoid touching face, etc.
3. Adjusting workspaces and meetings to provide social distancing, limit the amount of staff for meetings, allow when possible for 6 feet personal space.
4. Using Remote Desktop sessions for end user support instead of onsite / inperson visits. Onsite visits only when necessary.
5. Wiping of keyboard and mouse for onsite / in-person support visits
6. Acquisition of cleaning supplies (Clorox spray, sponges, keyboard / screen cleaning wipes, regular cleaning wipes, etc.)
7. Limiting sub-division / team in-person interaction
8. Consulting Fresno Co. Health regarding personnel returning from travel for a possible quarantine.
LEVEL 2
TRIGGER POINT – The virus has been confirmed with community spread within Fresno/Clovis area.
Steps Taken:
1. IT Team Meetings – use MS Teams collaboration or conference calls.
2. Cancel all out of County Work-Related Travel/Training.
3. Postpone / Reschedule / Cancel Online training.
4. Establish contacts for escalation services and agreement(s) for network, communications, bandwidth support services.
5. Review calendar of events to decide on what should be canceled or reduced commitment by IT personnel for the safety of employees.
6. Sick employees are to stay home until they are fever-free for 24 hours and/or are released from the doctor to return to work.
Information Technology
1033 FIFTH STREET • CLOVIS, CA 93612
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AGENDA ITEM NO. 21.
City Manager 559.324.2060 • Community Services 559.324.2095 • Engineering 559.324.2350 Finance 559.324.2130 • Fire 559.324.2200 • General Services 559.324.2060 • Personnel/Risk Management 559.324.2725 Planning & Development Services 559.324.2340 • Police 559.324.2400 • Public Utilities 559.324.2600 • TTY-711 LEVEL 3
TRIGGER POINT – IT employee becomes infected or multiple exposures.
Steps Taken:
1. Preventative maintenance activities will be stopped and rescheduled. Only automated processes will continue.
2. PC Replacements and Windows 10 Upgrades will be stopped and rescheduled.
3. Quarantine affected personnel. Follow Fresno County Health requirements for return to work.
4. Disinfecting of front door handles will occur after every visitor leaves.
5. Implement shift schedules for key IT personnel
6. On-call support limited to emergency call back and PD / Fire Mobile Data Computer (MDC) support services; staff will disinfect Mobile Data Computers and other equipment before commencing work. Limit in-person interaction with PD or Fire staff (pick-up and drop off at mutually agreed to site). 832
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APPENDIX 6 GLOSSARY OF TERMS
A
Incident Action Plan
The plan prepared in the EOC containing the emergency response objectives of that SEMS level reflecting overall priorities and supporting activities for a designated period. The plan is shared with supporting agencies. Also see Incident Action Plan.
After Action Report
A report covering 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 which requires a declaration of emergency. Reports are required within 90 days.
Agency Representative
An individual assigned to an incident or to an EOC from an assisting or cooperating agency that has been delegated authority to make decisions on matters affecting that agency's participation at the incident or at the EOC. Agency Representatives report to the Liaison Officer at the incident or to the Liaison Coordinator at SEMS EOC levels.
Allocated Resources
Resources dispatched to an incident.
Area Command
An organization established to: (1) oversee the management of multiple incidents that are each being handled by an Incident Command System organization or (2) to oversee the management of a very large incident that has multiple Incident Management Teams assigned to it. Area Command has the responsibility to set overall strategy and priorities, allocate critical resources based on priorities, ensure that incidents are properly managed, and ensure that objectives are met and strategies followed.
B
Base
The location at an incident at which primary logistics 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 collocated with the Base.
Branch
The organizational level at the SEMS Field Level having functional or geographic responsibility for major parts of incident operations. The Branch level is organizationally between Section and Division/Group in the Operations Section, and between Section and Units in the Logistics Section. Branches are identified 833
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by the use of Roman Numerals or by functional name (e.g., medical, security, etc.). Branches are also used in the same sequence at the SEMS EOC Levels.
Branch Director
The ICS title for individuals responsible for supervision of a Branch at the Field Level. At SEMS EOC levels, the title Branch Coordinator is preferred.
C
Cache
A pre-determined complement of tools, equipment, and/or supplies stored in a designated location, available for incident use.
Camp
A geographical site, within the general incident area, separate from the Incident Base, equipped and staffed to provide sleeping, food, water, and sanitary services to incident personnel.
Chain of Command
A series of management positions in order of authority.
Check-in
The process whereby resources first report to an incident or into an EOC. Check-in locations at the SEMS Field level include: Incident Command Post (Resources Unit), Incident Base, Camps, Staging Areas, Helibases, Helispots, and Division Supervisors (for direct line assignments).
Community Emergency Response Team (CERT)
A fire program for training neighborhoods, schools and businesses in disaster preparedness. CERT volunteers who complete eight classes, totaling 32 hours in: Disaster Preparedness, First Aid, CPR, Fire Extinguisher Use, Search & Rescue, Care & Shelter, Communications, Damage Assessment, Security Issues, and Command Post Operations. They are trained to lead all emergency volunteers.
They will care for: (1) their families and homes, (2) their neighborhood, school, and/or business, and (3) report to the City to assist others.
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. 834
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Cost Unit
Functional unit within the Finance/Administration Section responsible for tracking costs, analyzing cost data, making cost estimates, and recommending cost-saving measures.
Command Post
The location at which the primary field command functions are executed, collocated with the incident base or other incident facilities.
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 functions may also be found at the EOC levels in SEMS. At the EOC, they would report to the EOC Director but may be designated as Coordinators. At EOCs, the functions may also be established as Sections or Branches to accommodate subsequent expansion.
Communications Unit
An organizational unit in the Logistics Section responsible for providing communication services at an incident or an EOC. A Communications Unit may also be a facility (e.g., a trailer or mobile van) used to provide the major part of an Incident Communications Center.
Compensation Unit/Claims Unit
Functional unit within the Finance/Administration Section responsible for financial concerns resulting from property damage, injuries, or fatalities at the incident or within an EOC.
D
Delegation of Authority
A statement provided to the Incident Commander by the Agency Executive delegating authority and assigning responsibility. The Delegation of Authority can include objectives, priorities, expectations, constraints, and other considerations or guidelines as needed. Many agencies require written Delegation of Authority to be given to Incident Commanders prior to their assuming command on larger incidents.
Demobilization Unit
Functional unit within the Planning Section responsible for assuring orderly, safe, and efficient demobilization of incident or EOC assigned resources.
Department Operations Center (DOC)
A facility used by a distinct discipline, such as flood operations, fire, medical, hazardous material; or a unit, such as Department of Public Works, or Department of Health. Department Operations Centers may be used at all SEMS levels above the field response level depending upon the needs of the emergency.
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Disaster Service Worker
Includes public employees and any unregistered person impressed into service during a State of War Emergency, a State of Emergency, or a Local Emergency by a person having authority to command the aid of citizens in the execution of their duties.
Dispatch
The implementation of a command decision to move a resource or resources from one place to another.
Division
Divisions are used to divide an incident into geographical areas of operation. Divisions are identified by alphabetic characters for horizontal applications and, often, by numbers when used in buildings.
Divisions are also used at SEMS EOC levels and are found organizationally between Branches and Units.
Division or Group Supervisor
The position title for individuals responsible for command of a Division or Group at an Incident. At the EOC level, the title is Division Coordinator.
Documentation Unit
Functional unit within the Planning Section responsible for collecting, recording, and safeguarding all documents relevant to an incident or within an EOC.
E
Emergency Alert System (EAS)
Enables the President and Federal, State, and Local Governments to communicate with the general public through commercial broadcast stations in the event of a large natural disaster or war-related event.
Emergency Management Coordinator
The individual within each jurisdiction that is delegated the day to day responsibility for the development and maintenance of all emergency management coordination efforts.
Emergency Management Director (Emergency Services Coordinator) The individual within each political subdivision that has overall responsibility for jurisdiction emergency management. For cities and counties, this responsibility is commonly assigned by local ordinance.
Emergency Medical Services
A local government (County) agency with the primary responsibility of coordinating the medical response to a disaster and facilitating the acquisition of additional resources to carry out the medical recovery mission.
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Emergency Medical Services Authority - State of California That agency within the State Health and Welfare Agency which is devoted to the coordination of policy and practice relative to emergency medical services throughout the State of California. This includes disaster mitigation and planning efforts.
Emergency Operations Center (EOC)
A centralized location where resources and personnel are managed and coordination between departments takes place in a disaster situation.
Emergency Operations Plan
The plan that each jurisdiction has and maintains for responding to appropriate hazards.
Emergency Response Personnel
Personnel involved with an agency's response to an emergency.
EOC Incident Action Plan
The plan developed at SEMS EOC levels which contains objectives, actions to be taken, assignments and supporting information for the nest operational mode simplex radio system dedicated to provide emergency communications among County and municipal EOCs in Fresno County.
F
Finance/Administration Section:
One of the five primary functions found at all SEMS levels which is responsible for all costs and financial considerations. At the incident the Section can include the Time Unit, Procurement Unit, Compensation/Claims Unit and the Cost Unit.
Function
In ICS, function refers to the five major activities in the ICS, i.e., Command, Operations, Planning, Logistics and Finance/Administration. The same five functions also are 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." Functional Element
Refers to a part of the incident, EOC or DOC organization such as section, branch, group or unit.
G
General Staff
The group of emergency management positions comprised of the Incident Commander and Sections Chiefs, including the Operations Section Chief, Planning and Intelligence Section Chief, Logistics Section Chief and Finance and Administration Section Chief. 837
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Groups
Groups are established to divide the incident into functional areas of operations. They are composed of resources assembled to perform a special function not necessarily in a single geographic division. Groups are located between Branches (when activated) and Resources in the Operations Section.
H
Hazard
Any natural source of danger or element of risk identified following a Major Disaster or Emergency.
I
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
In the EOC, the City Incident Commander works under the direction of the Director of Emergency Services, and is responsible for overall management of all activities related to the emergency. At the field level, the Incident Commander is the first officer on scene in charge of the overall incident.
Incident Command Post (ICP)
The location at which the primary command functions are executed. The ICP may be collocated with the incident base or other incident facilities.
Incident Command System (ICS)
ICS is a system for managing large-scale emergencies. It is one of the requirements under the Standardized Emergency Management System (SEMS) for all public agencies. Public agencies must use ICS to manage large-scale emergencies as well as for their field personnel during emergency responses.
Incident Communications Center
The location of the Communications Unit and the Message Center.
Incident Management Team
The Incident Commander and appropriate General and Command Staff personnel assigned to an incident.
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Incident Objectives
Statements of guidance and direction necessary for the selection of appropriate strategy(s) and the tactical direction of resources. Incident objectives are based on realistic expectations of what can be accomplished when all allocated resources have been effectively deployed.
Incident objectives must be achievable and measurable, yet flexible enough to allow for strategic and tactical alternatives.
Information Officer
A member of the Command Staff responsible for interfacing with the public and media or with other agencies requiring information directly from the incident. There is only one Information Officer per incident. The Information Officer may have assistants. This position is also referred to as Public Affairs or Public Information Officer in some disciplines. At SEMS EOC levels, the information function may be established as a Coordinator or as a Section or Branch reporting directly to the EOC Director.
Initial Action
The actions taken by resources which are the first to arrive at an incident.
Initial Response
Resources initially committed to an incident.
L
Liaison Officer
A member of the Command Staff at the Field SEMS level responsible for coordinating with representatives from cooperating and assisting agencies. At SEMS EOC levels, the function may be done by a Coordinator and/or within a Section or Branch reporting directly to the EOC Director.
Local Government
Means Local agencies per Article 3 of the SEMS regulations. The Government Code 8680.2 defines Local agencies as any City, City and County, County, School District or Special District.
Local Emergency
The duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within the territorial limits of a county, City and county, or City, caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, or earthquake or other conditions.
Logistics Section
One of the five primary functions found at all SEMS levels. The Section responsible for providing facilities, services, and materials for the incident or at an EOC. 839
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M
MACS
Multi-Agency Coordination System (MACS) is the combination of facilities, equipment, personnel, procedures, and communications integrated into a common system with responsibility for coordination of assisting agency resources and support to agency emergency operations.
Master Mutual Aid Agreement
An agreement, entered into by and between the State of California, its various departments and agencies, and the various political subdivisions, municipal corporations, and other 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 to prevent and combat any type of disaster or emergency.
Message Center
The Message Center is part of the Incident or EOC Communications Center and is collocated or placed adjacent to it. It receives, records, and routes information to appropriate locations at an incident or within an EOC
Mitigation
To alleviate by softening and making less severe the effects of a Major Disaster or Emergency and of future disasters in the affected areas, including reduction or avoidance.
Mobilization
The process and procedures used by all organizations, Federal, State and Local, for activating, assembling, and transporting all resources that have been requested to respond to or support an incident.
Multi-Agency Incident
An incident where one or more agencies assist a jurisdictional agency or agencies. The incident may be managed under a single or unified command.
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.
Multi-Agency Coordination System (MACS)
The combination of personnel, facilities, equipment, procedures, and communications integrated into a common system. When activated, MACS has the responsibility for 840
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coordination of assisting agency resources and support in a multi-agency or multi-jurisdictional environment. A Group functions within the MACS. MACS organizations are used within the California Fire Services.
Multijurisdictional Incident
An incident requiring action from multiple agencies that have a statutory responsibility for incident mitigation. In ICS these incidents will be managed under Unified Command.
Mutual Aid Agreement
Written agreement between agencies and/or jurisdictions in which they agree to assist one another upon request, by furnishing personnel and equipment.
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 State OES established to assist in the coordination of mutual aid and other emergency operations without a geographical area of the State, consisting of two or more county (operational) areas.
O
OASIS
The Operational Area Satellite Information System forms a key means of communication between Operational Area (County) EOCs and State Regional EOCs. OASIS consists of a communications satellite, a communications hub which controls the system, and remote sites which include operational area EOCs, Regional EOCs, the State Operations Center, and other selected sites. OASIS provides a disaster-resistant method of communications between the Operational Area and regional levels.
Office of Emergency Services (OES)
The Governor's Office of Emergency Services.
Operational Area
An intermediate level of the State emergency organization, consisting of a county and all political subdivisions within the county area.
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Operational Period
The period of time scheduled for execution of a given set of operation actions as specified in the Incident or EOC Incident Action Plan. Operational Periods can be of various lengths, although usually not over 24 hours.
Operations Section
One of the five primary functions found at all SEMS levels. The Section responsible for all tactical operations at the incident, or for the coordination of operational activities at an EOC.
The Operations Section at the SEMS Field Response Level can include Branches, Divisions and/or Groups, Task Forces, Teams, Single Resources, and Staging Areas. At the EOC levels, the Operations Section would contain Branches or Divisions as necessary because of span of control considerations.
P
Planning/Intelligence Section
One of the five primary functions found at all SEMS levels. Responsible for the collection, evaluation, and dissemination of information related to the incident or an emergency, and for the preparation and documentation of Incident or EOC Incident Action Plans. The section also maintains information on the current and forecasted situation, and on the status of resources assigned to the incident. At the SEMS Field Response level, the Section will include the Situation, Resource, Documentation, and Demobilization Units, as well as Technical Specialists.
Other units may be added at the EOC level.
Planning Meeting
A meeting held as needed throughout the duration of an incident to select specific strategies and tactics for incident control operations and for service and support planning. On larger incidents, the planning meeting is a major element in the development of the Incident Action Plan. Planning meetings are also an essential activity at all SEMS EOC levels.
Procurement Unit
Functional unit within the Finance/Administration Section responsible for financial matters involving vendor contracts.
Public Information Officer (PIO)
The individual in the ICS responsible for communicating information to the public, the media, and outside organizations is the PIO. The PIO is part of the General Staff and works directly for the Incident Commander.
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R
Recorders
Individuals within the ICS or EOC organizational units who are responsible for recording information. Recorders may be found in Planning, Logistics and Finance/Administration Units.
Region Emergency Operations Center (REOC)
Facilities found at State OES Administrative Regions. REOCs are used to coordinate information and resources among operational areas and between the operational areas and the state level.
Reporting Locations
Specific locations or facilities where incoming resources can check-in at the incident.
Resources
Personnel and equipment available, or potentially available, for assignment to incidents or to EOCs. Resources are described by kind and type, and may be used in tactical support or supervisory capacities at an incident or at EOCs.
S
Safety Officer
A member of the Command Staff at the incident or within an EOC responsible for monitoring and assessing safety hazards or unsafe situations, and for developing measures for ensuring personnel safety. The Safety Officer may have assistants.
Section Chief
The ICS title for individuals responsible for command of functional sections: Operations, Planning, Logistics, and Administration/Finance. At the EOC level, the position title will be Section Coordinator.
Situation Status Unit
Functional unit within the Planning Section responsible for the collection, organization, and analysis of incident status information, and for analysis of the situation as it progresses. Reports to the Planning Section.
Span of Control
The supervisory ratio maintained within an ICS or EOC organization. A span of control of five positions reporting to one supervisor is considered optimum. 843
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Staging Area
Staging Areas are locations set up at an incident where resources can be placed while awaiting a tactical assignment. Staging Areas are managed by the Operations Section.
Standardized Emergency Management System (SEMS)
A system required by California Government Code for managing response to multi-agency and multi-jurisdiction emergencies in California. SEMS consists of five organizational levels which are activated as necessary: Field, Local Government, Operational Area, Regional, and State.
State of Emergency
The duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within the State which conditions, by reason of their magnitude, are or are likely to be beyond the control of personnel, equipment, and facilities of any single Operational Area, City, or and require combined forces of mutual aid region or regions.
T
Task Force
A combination of single resources assembled for a particular tactical need, with common communications and a leader.
Technical Specialists
Personnel with special skills that can be used anywhere within the ICS or EOC organization.
Time Unit
Functional unit within the Finance/Administration Section responsible for recording time for incident or EOC personnel and hired equipment.
U
Unified Area Command
A Unified Area Command is established when incidents under an Area Command are multijurisdictional. (See Area Command and Unified Command) Unified Command
In ICS, Unified Command is a unified team effort which allows all agencies with responsibility for the incident, either geographical or functional, to manage an incident by establishing a common set of incident objectives and strategies. This is accomplished without losing or abdicating agency authority, responsibility, or accountability. 844
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Unit
An organizational element having functional responsibility. Units are commonly used in incident Planning, Logistics, or Finance/Administration sections and can be used in operations for some applications. Units are also found in EOC organizations.
Unity of Command
The concept by which each person within an organization reports to one and only one designated person.
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APPENDIX 7 ACRONYMS
ADA: Americans with Disabilities Act
ARC: American Red Cross
Caltrans: California Department of Transportation
CCCS: Countywide Coordinated Communications System
CERT: Community Emergency Response Team
DAC: Disaster Assistance Center
DHS: Department of Health Services
DOC: Department Operations Center
EAS: Emergency Alert System
EMS: Emergency medical services
EOC: Emergency Operations Center
EOP: Emergency Operations Plan
FEMA: Federal Emergency Management Agency
GIS: Geographic Information System
IAP: Incident Action Plan
ICP: Incident Command Post
ICS: Incident Command System
JIC: Joint Information Center
JIS: Joint Information System
MACC: Multi-Agency Coordination Center
MACS: Multi-Agency Coordination System
NIMS: National Incident Management System
OA: Operational Area
OASIS: Operational Area Satellite Information System
OES: California Office of Emergency Services
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PIO: Public Information Officer
REOC: Region Emergency Operations Center
SEMS: Standardized Emergency Management System
SOC: State of California Emergency Operations Center
SOP: Standard Operating Procedure
WEA: Wireless Emergency Alert
WMD: Weapon of mass destruction
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TAB 1. EOC POSITION CHECKLISTS
The following EOC Position Checklists cover operational EOC tasks, duties, and responsibilities.
These checklist provides memory joggers for those operating within the EOC to assist/ensure the completion of critical tasks and is not necessarily in sequential order. These checklists do not supplant training, education, and experience.
MANAGEMENT
EOC DIRECTOR
PRIMARY: City Manager
ALTERNATE: Assistant City Manager
SUPERVISOR: Policy Group (City Council)
GENERAL DUTIES:
• Serve as the Clovis Director of Emergency Services for the City of Clovis. • Make executive decisions based on policies of the City Council. • Develop and issue rules, regulations, proclamations and orders. • Establish the appropriate level of organization, and continuously monitor the effectiveness of that organization. Make changes as required. • Exercise overall management responsibility for the coordination of the response efforts within the affected area. In conjunction with the General Staff, set priorities for response efforts and ensure completion. • Ensure that multi-agency or inter-agency coordination is accomplished effectively within the EOC.
RESPONSIBILITY:
Overall management of the City of Clovis’ emergency response and recovery effort.
Action Taken: Time/Date/Comments
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Activation:
Determine operational status and appropriate level of
activation based on situation as known.
As appropriate, respond to EOC.
Mobilize appropriate personnel for EOC initial activation Obtain briefing from whatever sources are available.
Start-up Actions Using activity log (ICS Form 214), maintain all required records and documentation to support the After-Action
Report and the history of the emergency/disaster.
Document the following:
o Messages received
o Action taken
o Decision justification and documentation
o Requests filled
o EOC personnel and time on duty
Precise information is essential to meet requirements for reimbursement by the State and Federal Governments.
Notify the Fresno County Operational Area that the City EOC is activated via the Fresno County Health Services
Agency (County EOC activated) or Fresno County Sheriff’s Department (County EOC not activated).
Identify yourself as the EOC Director by putting on the vest with your title. Print your name on the EOC organizational chart next to your assignment.
Initiate check-in list using ICS Form 211 Incident Check-In Ensure that the EOC organization and staffing chart is
posted and that arriving team members are assigned by
name.
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Ensure that EOC is properly set up and ready for
operations.
Appoint and ensure that General Staff are in place as soon as possible and are staffing their respective sections. • Operations Director
• Planning Director
• Logistics Director
• Finance Director
Ensure that the Management functions are staffed as soon as possible at the level needed.
o Public Information Officer
o Assistant EOC Director
o Emergency Services Coordinator
o Safety
o Liaison
o EOC Security
Ensure that the field agency representatives have been
assigned to other facilities as needed.
Ensure that telephone and/or radio communications with
other facilities are established and tested.
Ensure that all Departments account for personnel and work assignments.
Schedule the first planning meeting.
Confer with the Operations Director and other EOC
Management Team members to determine what
representation is needed at the EOC from other agencies. (Clovis Unified, Fresno Irrigation, Military, Red Cross, etc.) Request additional personnel support as needed for the
organization.
Establish the frequency of briefing sessions.
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Operational Duties:
Assess situation, work in progress, resources and estimate incident duration.
Confirm Level Two or Level Three EOC activation and
ensure that EOC positions and ICS field positions are filled.
Direct the implementation of the City of Clovis- Emergency Operations Plan.
Develop overall strategy with the EOC Management Team.
Develop and issue appropriate rules, regulations,
proclamations and orders.
Initiate Emergency Proclamations as needed.
Conduct periodic briefing sessions with the entire EOC
Management Team to update the overall situation.
Conduct periodic briefing sessions with the Policy Group (City Council) to update the overall situation.
Monitor performance of EOC personnel for signs of stress Establish and maintain contact with adjacent
jurisdictions/agencies and with other organizational levels In conjunction with the Public Information Officer,
coordinate news conferences and review media releases as required.
Ensure Liaison Officer is providing for and maintaining positive and effective interagency coordination.
Approve and authorize EOC Incident Action Plan
Authorized release of information to the media.
Thoroughly brief relief upon shift change.
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Deactivation:
Authorized deactivation of sections, branches or units when they are no longer required.
Deactivate the EOC and close out logs, when emergency
situation no longer requires activation.
Notify Fresno County Operational Area via appropriate
channels, adjacent facilities and other EOC’s as necessary of planned time for deactivation.
Ensure that any open actions not yet completed will be
taken care of after deactivation.
Ensure that all required forms or reports are completed prior to deactivation.
Proclaim termination of the emergency and proceed with
recovery operations.
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MANAGEMENT
ASSISTANT EOC DIRECTOR
PRIMARY: Assistant City Manager
ALTERNATE: City Department Head
SUPERVISOR: EOC Director
GENERAL DUTIES:
• Serve as the Assistant Director of Emergency Services for the City of Clovis. • Make executive decisions based on policies of the Policy Group/City Council. • Develop and issue rules, regulations, proclamations and orders. • Establish the appropriate level of organization, and continuously monitor effectiveness of that organization. Make changes as required.
• Assist with overall management and coordination of the response efforts within the affected area. In conjunction with the General Staff, set priorities for response efforts, and ensure that all agency actions are accomplished within the priorities established. • Ensure that multi-agency or inter-agency coordination is accomplished effectively within the EOC.
RESPONSIBILITY:
Assistant management of the City of Clovis’ emergency response and recovery effort.
Action Taken: Time/Date/Comments
Activation:
Determine operational status and appropriate level of
activation based on situation as known.
As appropriate, respond to EOC.
Obtain briefing from EOC Director.
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Start-up Actions Using activity log (ICS Form 214), maintain all required records and documentation to support the After-Action Report the history of the emergency/disaster.
Document the following:
o Messages received
o Action taken
o Decision justification and documentation
o Requests filled
o EOC personnel and time on duty
Precise information is essential to meet requirements for reimbursement by the State and Federal Governments.
Identify yourself as the Assistant EOC Director by putting on the vest with your title. Print your name on the EOC organizational chart next to your assignment.
Ensure that the EOC organization and staffing chart is
posted and that arriving team members are assigned by
name.
Coordinate the following EOC Management functions:
• Security and Safety
• Liaison
• Emergency Services Coordinator
Ensure that the field agency representatives have been
assigned to other facilities as needed.
Ensure that telephone and/or radio communications with
other facilities are established and tested.
Ensure that all Departments account for personnel and work assignments.
Request additional personnel support as needed for the
organization.
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Operational Duties:
Assess situation, work in progress, resources and estimate incident duration.
Confirm Level Two or Level Three EOC activation and
ensure that EOC positions and ICS field positions are filled as needed.
Assist with the implementation of the City of ClovisEmergency Operations Plan.
Develop overall strategy with the EOC Management Team.
Develop and issue appropriate rules, regulations,
proclamations and orders.
Initiate Emergency Proclamations as needed.
Monitor performance of EOC personnel for signs of stress or under-performance; initiate Critical Incident Stress Debriefing as appropriate.
Establish and maintain contracts with adjacent
jurisdictions/agencies and with other organizational levels as appropriate.
Ensure Liaison Officer is providing for and maintaining positive and effective interagency coordination.
Assist with the implementation of the EOC Incident Action Plan developed and prepared by the Planning Section and EOC Management Team.
Thoroughly brief relief upon shift change.
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Deactivation:
Authorize deactivation of sections, branches or units when they are no longer required.
Ensure that any open actions not yet completed will be
taken care of after deactivation.
Ensure that all required forms or reports are completed prior to deactivation.
Proclaim termination of the emergency and proceed with
recovery operations.
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MANAGEMENT
LEGAL OFFICER
PRIMARY: City Attorney
ALTERNATE: Deputy City Attorney
SUPERVISOR: EOC Director
GENERAL DUTIES:
• Prepare proclamations, emergency ordinances and other legal documents and provide legal services as required.
• Maintain legal information, records and reports relative to the emergency. • Commence legal proceedings as needed.
• Participate as a member of the EOC Management Team when requested by EOC Director.
RESPONSIBILITY:
Advise the EOC Director on the legal requirements of the City of Clovis during an emergency/disaster.
Action Taken: Time/Date/Comments
Start-up Actions
Check-in upon arrival at EOC.
Report to EOC Director.
Obtain briefing on the situation.
Identify yourself as the Legal Officer by putting on a vest or I.D. badge. Print your name on the EOC organization
chart next to your assignment.
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Using activity log (ICS Form 214), maintain all required records and documentation to support the After-Action
Report and the history of the emergency/disaster.
Document the following:
o Messages received
o Action taken
o Decision justification and documentation
o Requests filled
o EOC personnel and time on duty
Precise information is essential to meet requirements for reimbursement by the State and Federal Governments.
Review position responsibilities.
Determine personal operating location and set up.
Clarify any issues regarding your authority and
assignments.
Operational Duties:
Prepare proclamations, emergency ordinances and other
legal documents required by City Council and EOC Director.
Develop rules, regulations and laws required for the
acquisition and/or control of critical resources.
Develop emergency ordinances and regulations to provide a legal basis for evacuation and/or population control.
Commence civil and criminal proceedings as necessary and appropriate to implement and enforce emergency actions.
Advise EOC Director on areas of legal responsibility and identify potential liabilities.
Advise the City Council, EOC Director and management
personnel of the legality and/or legal implications of
contemplated emergency actions and/or policies.
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Prepare documents relative to the demolition of hazardous structures or conditions.
Deactivation:
Deactivate the Legal Officer position and close out logs when authorized by the EOC Director.
Ensure that any required forms or reports are completed prior to your release and departure.
Determine any follow up assignments.
Leave forwarding phone numbers where you can be
reached.
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MANAGEMENT
EMERGENCY OPERATIONS CENTER
COORDINATOR
PRIMARY: Emergency Services Coordinator
ALTERNATE: Battalion Chief
SUPERVISOR: EOC Director
GENERAL DUTIES:
• Coordinate Emergency Operations Center internal management system. • Assist and serve as advisor to EOC Director and General Staff. • Ensure function ability of EOC; before, during and after incident.
RESPONSIBILITY:
Ensure that all EOC sections and functions are actively functioning; ensure compliance with all state and local requirements; assist the EOC Director in all aspects of emergency response and recovery; maintain contact with the Liaison Officer of the Fresno County Operational Area; provide guidance as needed to all members of the EOC Management Staff; ensure EOC is well supplied with any material needs before, during and after an incident.
Action Taken: Time/Date/Comments
Start-up Actions
Check-in upon arrival at EOC.
Report to EOC Director.
Obtain briefing on the situation.
Identify yourself as the Emergency Services Coordinator by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
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Using activity log (ICS Form 214), maintain all required records and documentation to support the After-Action
Report and the history of the emergency/disaster.
Document the following:
o Messages received
o Action taken
o Decision justification and documentation
o Requests filled
o EOC personnel and time on duty
Precise information is essential to meet requirements for reimbursement by the State and Federal Governments.
Review position responsibilities.
Assess emergency impacts and provide advice to the EOC
Director as to the extent of EOC activation.
Assist the EOC Director in filling needed workstation
assignments.
Provide assistance and information to General Staff as
required.
Clarify any issues regarding your authority and
assignments.
Operational Duties:
Working with the General Staff, assist the EOC Director in Development of overall strategy as follows:
o Assess the situation.
o Define the problem.
o Establish priorities.
o Estimate the incident duration.
o Determine if there is a need to make an “Emergency
o Declaration”.
Assist in preparing proclamations, emergency
ordinances and other legal documents required
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by the City Council and the EOC Director.
Assist the Planning Section in the development, continuous updating and execution of the EOC Incident Action Plan.
Ensure that all documentation is being properly maintained
Facilitate and attend periodic briefing sessions conducted by the EOC Director.
Liaison with other agencies (County, State, FEMA) as
assigned. Ensure that all notifications are made to Fresno County Operational Area.
Assist in shift change issues.
Ensure that EOC facility has necessary compliment of
supplies (food, water, stationary supplies, resource information).
Deactivation:
Deactivate the Emergency Services Coordinator position
and close out logs when authorized by the EOC Director.
Make sure EOC is stocked and ready for any future
activation.
Ensure that any required forms or reports are completed prior to your release and departure.
Determine any follow up assignments.
Leave forwarding phone numbers where you can be
reached.
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MANAGEMENT
LIAISON OFFICER
PRIMARY: Economic Development Director
ALTERNATE: Assistant City Department Head
SUPERVISOR: EOC Director
GENERAL DUTIES:
• Coordinate with Clovis Agency Representatives assigned to the EOC as well as handle requests from other agencies for sending liaison personnel to other EOCs • Function as a central location for incoming Agency Representatives, provide space and arrange for support personnel as necessary.
• Interact with other Sections and Branches within the EOC to obtain information, assist in coordination, and ensure the proper flow of information. • Ensure that all developed guidelines, directives, Incident Action Plans (IAP) and appropriate situation information is disseminated to Agency Representatives. • Ensure proper deactivation is accomplished when called for by the EOC Director.
RESPONSIBILITY:
The Liaison Officer is responsible for overseeing the communication and coordination with outside agency or special district representatives.
POSITION CHECKLIST
Action Taken: Time/Date/Comments
Start-up Actions
Check-in upon arrival at EOC.
Report to EOC Director.
Obtain briefing on the situation.
Identify yourself as the Liaison Officer by putting on the vest with your title. Print your name on the EOC
organization chart next to your assignment.
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Using activity log (ICS Form 214), maintain all required records and documentation to support the After-Action
Report and the history of the emergency/disaster.
Document the following:
o Messages received
o Action taken
o Decision justification and documentation
o Requests filled
o EOC personnel and time on duty
Precise information is essential to meet requirements for reimbursement by the State and Federal Governments.
Review position responsibilities.
Determine personal operating location and set-up.
Clarify any issues regarding your authority and assignment and what others in the organization do.
Determine 24 hour staffing requirements and request
additional support as required.
Operational Duties:
Arrange and coordinate VIP tours with PIO, City Council Members and EOC Director.
Contact all on-site Agency Representatives. Agency and
Special Districts with City of Clovis include:
o Clovis Unified School District
o Clovis Memorial District
o Fresno Metropolitan Flood Control
o Fresno Irrigation District
o Cemetery District
Ensure:
o They have signed into the EOC
o They understand their assigned function
o They know their work location
o They understand EOC organization and floor plan
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Determine if outside liaison is required with other agencies such as:
o Local/county/state/federal agencies
o Volunteer organizations
o Private sector organizations
o Utilities
Determine status and resource needs and availability of other agencies.
Brief Agency Representatives on current situation,
priorities and Incident Action Plan.
Request Agency Representatives contact their agency,
determine level of activation of agency facilities, and obtain any intelligence or situation information that may be useful to the EOC.
Notify and coordinate with adjacent jurisdictions on
facilities and/or dangerous releases which may impose
risk across boundaries.
Compile list of Agency Representatives (agency name,
EOC phone, location, etc.) and make available to all
Sections.
Provide periodic update briefings to Agency Reps as
necessary.
Deactivation:
Release Agency Representatives no longer required in
the EOC after coordinating with the EOC Director and
rest of General Staff.
Deactivate the Liaison Officer position and close out logs when authorized by the EOC Director.
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MANAGEMENT
POLICY GROUP
PRIMARY: Mayor and City Council Members
ALTERNATE: Mayor Pro-Tem and City Council Members
SUPERVISOR: Electorate
GENERAL DUTIES:
• Proclaim and/or ratify emergency/disaster declarations. • Establish executive level policies for management of emergency. • Obtain briefings from EOC Director and provide information to the public and media. • Host and accompany VIPs and government officials on tours of the emergency/disaster.
RESPONSIBILITY:
Proclaim and/or ratify emergency/disaster declarations, approve emergency orders and serve as City Official.
POSITION CHECKLIST
Action Taken: Time/Date/Comments
Start-up Actions
Check-in at the Clovis Fire Department Headquarters
Conference Room.
Receive incident briefing from the EOC Director.
Using activity log (ICS Form 214), maintain all required records and documentation to support the After-Action
Report and the history of the emergency/disaster.
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Document the following:
o Messages received
o Action taken
o Decision justification and documentation
o Requests filled
o EOC personnel and time on duty
Precise information is essential to meet requirements for reimbursement by the State and Federal Governments.
Call emergency meeting of the City Council to proclaim
and/or ratify emergency/disaster declarations and approve emergency orders as needed.
• Three (3) members of the City Council are needed for an official quorum.
• Emergency/disaster proclamations must be ratified within (7) days of declaration.
In consultation with the EOC Director and General
Staff, develop temporary emergency policies for managing the strategic aspects of the emergency.
Upon request of Liaison Officer, host and accompany VIPs and government officials on tours of the emergency/
disaster area. Coordinate all tours with PIO.
Provide interviews to the media as arranged by the Public Information Officer.
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MANAGEMENT
SAFETY OFFICER
PRIMARY: Risk Manager
ALTERNATE: City Department Head/Assistant
SUPERVISOR: EOC Director
GENERAL DUTIES:
• Ensure that all facilities used in support of EOC operations have safe operating conditions.
• Monitor all EOC and related facility activities to ensure that they are being conducted in as safe a manner as possible under the circumstances that exist. • Stop or modify all unsafe operations.
• Investigates and Documents all employee related deaths and injuries.
RESPONSIBILITY:
Ensure a safe working environment for EOC operations.
POSITION CHECKLIST
Action Taken: Time/Date/Comments
Start-up Actions
Check-in upon arrival at EOC.
Report to EOC Director or Assistant EOC Director if
staffed.
Obtain briefing on the situation.
Identify yourself as the Safety Officer by putting on the vest with your title. Print your name on the EOC
organization chart next to your assignment.
Using activity log (ICS Form 214), maintain all required records and documentation to support the After-Action
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Report and the history of the emergency/disaster.
Document the following:
o Messages received
o Action taken
o Decision justification and documentation
o Requests filled
o EOC personnel and time on duty
Precise information is essential to meet requirements for reimbursement by the State and Federal Governments.
Review position responsibilities.
Determine personal operating location and set-up.
Clarify any issues regarding your authority and assignment and what others in the organization do.
Determine 24 hour staffing requirements and request
additional support as required.
Operational Duties:
Ensure all personnel provided working conditions as safe as possible given the situation.
Investigate all employee related deaths and injuries.
Notify and coordinate with adjacent jurisdictions on
facilities and/or dangerous releases which may impose
risk across boundaries.
Coordinate with assigned safety monitors from each unit in the Operations Section if necessary.
Deactivation:
Deactivate the Safety Officer position and close out logs when authorized by the EOC Director.
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prior to your release and departure.
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MANAGEMENT
EOC SECURITY OFFICER
PRIMARY: Police Officer
ALTERNATE: Community Service Officer
SUPERVISOR: EOC Director
GENERAL DUTIES:
• Provide 24 hour a day security for the EOC facility.
• Control personnel access to facilities in accordance with policies established by the EOC Director.
RESPONSIBILITY:
Provide security for the EOC facility and personnel. Control access to facility.
POSITION CHECKLIST
Action Taken: Time/Date/Comments
Start-up Actions
Check-in upon arrival at EOC.
Report to EOC Director.
Obtain briefing on the situation.
Identify yourself as the Security Officer by wearing
appropriate department uniform. Print your name on
the EOC organization chart next to your assignment.
Using activity log (ICS Form 214), maintain all required records and documentation to support the After-Action
Report and the history of the emergency/disaster.
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Document the following:
o Messages received
o Action taken
o Decision justification and documentation
o Requests filled
o EOC personnel and time on duty
Precise information is essential to meet requirements for reimbursement by the State and Federal Governments.
Review position responsibilities.
Determine personal operating location and set-up.
Clarify any issues regarding your authority and assignment and what others in the organization do.
Determine 24 hour staffing requirements and request
additional support as required.
Operational Duties:
Determine what security requirements currently are, and establish staffing as needed.
Complete a radio or communications check with all on-duty security personnel as appropriate.
Provide executive security for key personnel as appropriate.
Provide security recommendations and conditions as
appropriate to EOC Director.
Deactivation:
Deactivate the Security Officer position and close out logs when authorized by the EOC Director.
Ensure that any required forms or reports are completed prior to your release and departure.
Determine any follow up assignments.
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MANAGEMENT
PUBLIC INFORMATION OFFICER
PRIMARY: Public Information Officer (Police Department) ALTERNATE: Assistant City Manager
SUPERVISOR: EOC Director
GENERAL DUTIES:
• Serve as the dissemination point for all media releases within the affected area. Other agencies wishing to release information to the public should coordinate through the Public Information function.
• Coordinate as necessary to ensure that the public within the affected area receives complete, accurate, timely, and consistent information about lifesaving procedures, health preservation instructions, emergency status and other information, and relief programs and services.
• Review and coordinate all related information releases. • Maintain a relationship with the media representatives and hold periodic press conferences as required.
RESPONSIBILITY:
The Public Information Officer (PIO) ensures that information support is provided on request; that information released is consistent, accurate, and timely; that appropriate information is being provided to all required agencies.
Action Taken: Time/Date/Comments
Start-up Actions
Check-in upon arrival at EOC.
Report to EOC Director.
Obtain briefing on the situation.
Identify yourself as the PIO by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
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Using activity log (ICS Form 214), maintain all required records and documentation to support the After-Action
Report and the history of the emergency/disaster.
Document the following:
o Messages received
o Action taken
o Decision justification and documentation
o Requests filled
o EOC personnel and time on duty
Precise information is essential to meet requirements for reimbursement by the State and Federal Governments.
Review position responsibilities.
Determine personal operating location and set-up.
Clarify any issues regarding your authority and assignment and what others in the organization do.
Determine 24 hour staffing requirements and request
additional support as required.
Operational Duties:
Secure guidance from the Director regarding the
information available and proper procedure for release
under the initial conditions.
Interact with other sections to provide and obtain
information relative to PIO operations.
Coordinate with the Situation Status Unit and define areas of special interest for PIO action. Identify means for
securing the information as it is developing.
Develop an information release program.
Contact other Public Information Officers and ascertain any pertinent information.
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Establish a Media Information Center at a site away from the EOC, Command Post and incident for media use and
dissemination of information. Provide necessary work
space, materials, telephones and staffing.
Announce safe access routes to MIC for media.
Schedule and post times and locations of news briefings in the EOC, Media Information Center and other appropriate areas.
Maintain an up-to-date picture of the situation for
presentation to media.
Ensure that all departments, agencies and response
organizations in the jurisdiction are aware that they must coordinate the release of emergency information through the PIO and that all press releases must be cleared with the EOC Director before releasing information to the media.
Coordinate all media events with the EOC Director.
Coordinate news releases about a particular organization/ agency with their PIO.
If requested, establish content for state Emergency
Broadcast System (EBS) or Emergency Alert System
(EAS) releases. Provide this information through
appropriate EBS or EAS links. Monitor releases.
As required, periodically prepare briefings for the
jurisdictional executives or elected officials.
Ensure rumor control function is established as necessary, and has the means for identifying false or erroneous
information. Develop procedure to be used to squelch
such information.
Arrange for meetings between media and city officials or incident personnel. Escort media and VIPs; arrange for tours and photo opportunities. Coordinate VIP tours with Liaison Officer, City Council and EOC Director.
Respond to information request from the EOC Director
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Ensure that, if necessary, announcements, information and materials are translated and prepared for special
populations (non-English speaking, non-readers, elderly, the hearing, sight and mobility impaired; etc.).
Prepare materials that describe the health risks associated with each hazard, the appropriate self-help or first aid actions and other appropriate survival measures.
Prepare instructions for people who must evacuate from
a high-risk area, including the following information for each threat: evacuation routes; suggestions on types and quantities of clothing, food, medical items, etc.
Issue timely and consistent advisories and instructions for life safety, health and assistance which may include:
o What to do and why.
o What not to do and why.
o Hazard areas and structures to stay away from.
o Evacuation routes, instructions and arrangements
for persons without transportation or functional needs
o Location of mass care shelters, first aid stations, food and water distribution points, etc.
o Location where volunteers can register and be given
assignments.
o Instructions from the coroner and public health officials pertaining to dead bodies, potable water, human waste,
and spoiled food disposal.
o Weather hazards when appropriate.
o Public information hotline numbers.
o Status of Local Declaration, Governor’s Proclamation, or Presidential Declaration.
o Local, state and federal assistance available; location and times to apply.
o Disaster Application Center (DAC) locations, opening
dates and times.
o How and where people can obtain information about
relatives/friends in the emergency/disaster area.
(Coordinate with Red Cross on release of
information)
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Ensure that file copies are maintained of all information released.
Provide copies of all releases to the EOC Director.
Keep the EOC Director advised of all unusual requests for information and of all major, critical or unfavorable media comments. Provide an estimate of the impact and severity and make recommendations as appropriate.
Conduct shift change briefings in detail. Ensure that in- progress activities are identified and follow-up
requirements are known.
Prepare final news releases and advise media
representatives of points of contact for follow-up stories.
Deactivation:
Deactivate the Emergency Public Information Officer
position and close out logs when authorized by the EOC
Director.
Ensure that any required forms or reports are completed prior to your release and departure.
Determine any follow up assignments.
Leave forwarding phone numbers where you can be
reached.
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PLANNING
PLANNING DIRECTOR
PRIMARY: Planning and Development Services Director
ALTERNATE: City Engineer, City Planner, Chief Building Official SUPERVISOR: EOC Director
GENERAL DUTIES:
• Coordinate all Planning activities in the EOC.
• Coordinate Documentation, Situation Status and Resource Status Units. • Maintain communications with EOC Director and other Operational Branches (Fire, Police, Public Utilities).
RESPONSIBILITY:
The Planning Director is responsible for the coordination of Planning Section. The Planning Section collects, evaluates, processes, and disseminates information for use by the Command Staff within the EOC.
Action Taken: Time/Date/Comments
Start-up Actions
Check-in upon arrival at EOC.
Report to EOC Director.
Obtain briefing on the situation.
Identify yourself as the Planning Director by
putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
Using activity log (ICS Form 214), maintain all required records and documentation to support the After-Action
Report and the history of the emergency/disaster.
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Document the following:
o Messages received
o Action taken
o Decision justification and documentation
o Requests filled
o EOC personnel and time on duty
Precise information is essential to meet requirements for reimbursement by the State and Federal Governments.
Review position responsibilities.
Determine personal operating location and set-up.
Clarify any issues regarding your authority and assignment and what others in the organization do.
Determine 24 hour staffing requirements and request
additional support as required.
Operational Duties:
Assess the impact of the disaster/emergency.
Contact the Fresno County Operational Area, Planning
Section Chief at the County EOC if necessary.
Review intelligence information, determine credibility of data, and analyze its influence on the emergency.
Assign and brief unit leaders that include:
o Documentation Unit
o Situation Status Unit
o Resource Status Unit
o Message Unit
Supervise preparation of Incident Action Plan.
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Incident Action Plan Considerations:
o Report information regarding significant events, activities, and occurrences to the EOC Director.
o Assemble information on alternative strategies.
o Provide periodic predictions on incident potential.
o Prepare summary situation reports of incident for transmission to Fresno County EOC, if necessary.
o Document all Situation Status and Resource Status information on EOC Status Boards.
Establish special information collection activities as necessary, e.g., weather, environmental, toxics, etc.
o If there is little or no damage in the city of Clovis, be prepared to provide assistance to other mutual-aid jurisdictions.
Conduct shift change briefings in detail. Ensure that in- progress activities are identified and follow-up
requirements are known.
Deactivation:
Deactivate the Planning Director position and
close out logs when authorized by the EOC Director.
Ensure that any required forms or reports are completed prior to your release and departure.
Determine any follow up assignments.
Leave forwarding phone numbers where you can be
reached.
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OPERATIONS
OPERATIONS DIRECTOR
PRIMARY: Police, Fire or Public Utilities Administrative Staff ALTERNATE: Police, Fire or Public Utilities Administrative Staff SUPERVISOR: EOC Director
GENERAL DUTIES:
• Coordinate all Operational activities in the EOC.
• Coordinate Police, Fire/EMS and Public Utilities Branches. • Coordinate all operational responsibilities involving: Alerting & Warning, • Fire & Rescue, Access Control, Law Enforcement, Medical, Public Health, Coroner, Care & Shelter, Evacuation, Building & Engineering Safety, Utilities, Hazardous Materials, Communications.
• Maintain communication with EOC Director, Department Operations Centers (DOC/Dispatch) and other Operational Branches (Fire, Police, Public Utilities).
RESPONSIBILITY:
The Operations Director is responsible for the coordination of the Police, Fire/EMS and Public Utilities Branch operations. Protect lives and property. Restore city services.
Action Taken: Time/Date/Comments
Start-up Actions
Check-in upon arrival at EOC.
Report to EOC Director.
Obtain briefing on the situation.
Identify yourself as the Operations Director by
putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
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Using activity log (ICS Form 214), maintain all required records and documentation to support the After-Action
Report and the history of the emergency/disaster.
Document the following:
o Messages received
o Action taken
o Decision justification and documentation
o Requests filled
o EOC personnel and time on duty
Precise information is essential to meet requirements for Reimbursement by the State and Federal Governments.
Review position responsibilities.
Determine personal operating location and set-up.
Clarify any issues regarding your authority and assignment and what others in the organization do.
Determine 24 hour staffing requirements and request
additional support as required.
Operational Duties:
Assess the impact of the disaster on the City’s
operational capability.
Contact the Fresno County Operational Area, Operations
Section Chief at the County EOC if necessary.
Coordinate with the Situation Status Unit to determine
progression of emergency.
Develop an action plan. Set operational priorities
based on the nature and severity of the disaster/emergency.
Incident Action Plan Considerations:
o Coordinate operational priorities with Branch Directors. o Review Incident Action Plan Considerations of Operational Branch positions that are not filled.
o Coordinate resource needs with Logistics Section.
o Maintain liaison with special districts, county, state, military, and federal agencies. 882
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o If there is little or no damage in the city of Clovis, be prepared to provide assistance to other mutual-aid jurisdictions.
Conduct shift change briefings in detail. Ensure that in- progress activities are identified and follow-up
requirements are known.
Deactivation:
Deactivate the Operations Director position and
close out logs when authorized by the EOC Director.
Ensure that any required forms or reports are completed prior to your release and departure.
Determine any follow up assignments.
Leave forwarding phone numbers where you can be
reached.
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OPERATIONS
FIRE BRANCH DIRECTOR
PRIMARY: Fire Chief
ALTERNATE: Chief Officer
SUPERVISOR: Operations Director
GENERAL DUTIES:
• Coordinate all Clovis Fire Department activities in the EOC. • Maintain liaison with County EMS.
• Coordinate all operational responsibilities involving: Fire, Rescue, Medical and Hazardous Materials.
• Maintain communications with Operations Director, Department Operations Center (DOC/Dispatch) and other Operational Branches (Police, Public Utilities).
RESPONSIBILITY:
The Fire Branch Director is responsible for all operational activities required to; protect lives and property, coordinate fire field forces in providing firefighting, hazardous material response, and rescue. Provide liaison between city EOC and County EMS.
Action Taken: Time/Date/Comments
Start-up Actions
Check-in upon arrival at EOC.
Report to Operations Director.
Obtain briefing on the situation.
Identify yourself as the Fire Branch Director by putting on the vest with your title. Print your name on the EOC
organization chart next to your assignment.
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Using activity log (ICS Form 214), maintain all required records and documentation to support the After-Action
Report and the history of the emergency/disaster.
Document the following:
o Messages received
o Action taken
o Decision justification and documentation
o Requests filled
o EOC personnel and time on duty
Precise information is essential to meet requirements for reimbursement by the State and Federal Governments.
Review position responsibilities.
Determine personal operating location and set-up.
Clarify any issues regarding your authority and assignment and what others in the organization do.
Determine 24 hour staffing requirements and request
additional support as required.
Operational Duties:
Assess the impact of the disaster on the Fire Department’s operational capability.
Contact the Operational Area - Fire/Rescue Operations
Coordinator at the County EOC if necessary.
Coordinate with the Situation Status Unit to determine
progression of emergency.
Develop an action plan. Set Fire Department priorities
based on the nature and severity of the disaster/emergency.
Incident Action Plan Considerations:
o Develop staffing needs for emergency response and rehab. o Use existing Mutual Aid agreements to augment response. o Hazardous Materials-Heavy Rescue Teams.
o Water supply.
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o Response routes.
o Develop 12 hour shift schedule.
o Advise fire/rescue field commanders of any operational plans. o Relay any employee death or injury information to EOC Safety Officer. o Conduct selective and voluntary evacuations if necessary. o Coordinate evacuations with Care and Shelter Unit.
o If there is little or no damage in the city of Clovis, be prepared to provide assistance to other mutual-aid jurisdictions.
Conduct shift change briefings in detail. Ensure that in- progress activities are identified and follow-up
requirements are known.
Deactivation:
Deactivate the Fire Branch Director position and close
out logs when authorized by the Operations Director.
Ensure that any required forms or reports are completed prior to your release and departure.
Determine any follow up assignments.
Leave forwarding phone numbers where you can be
reached.
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OPERATIONS
POLICE BRANCH DIRECTOR
PRIMARY: Police Chief
ALTERNATE: Police Officer
SUPERVISOR: Operations Director
GENERAL DUTIES:
• Coordinate all Police Department activities in the EOC. • Maintain liaison with Fresno County Coroner’s Office. • Coordinate all operational responsibilities involving: Alerting & Warning, Access Control, Communication, Evacuation, Law Enforcement and Animal Control. • Maintain communications with Operations Director, Department Operations Center (DOC/Dispatch) and other Operational Branches (Fire, Public Utilities).
RESPONSIBILITY:
The Police Branch Director is responsible for all operational activities required to; protect lives and property, enforce laws and proclaimed orders, control traffic, combat crime, coordinate population movement/evacuation.
Action Taken: Time/Date/Comments
Start-up Actions
Check-in upon arrival at EOC.
Report to Operations Director.
Obtain briefing on the situation.
Identify yourself as the Police Branch Director by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
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Using activity log (ICS Form 214), maintain all required records and documentation to support the After-Action
Report and the history of the emergency/disaster.
Document the following:
o Messages received
o Action taken
o Decision justification and documentation
o Requests filled
o EOC personnel and time on duty
Precise information is essential to meet requirements for reimbursement by the State and Federal Governments.
Review position responsibilities.
Determine personal operating location and set-up.
Clarify any issues regarding your authority and assignment and what others in the organization do.
Determine 24 hour staffing requirements and request
additional support as required.
Operational Duties:
Assess the impact of disaster on the Police Department’s operational capability.
Contact the Operational Area Law Enforcement
Coordinator at the County EOC if necessary.
Coordinate with the Situation Status Unit to determine
progression of emergency.
Develop an action plan. Set Police Department priorities based on the nature and severity of the disaster/emergency.
Incident Action Plan Considerations:
o Consider release or transfer of any prisoners in jail facility. o Advise law enforcement field commanders of any operational plans. o Relay any employee death or injury information to EOC Safety Officer. 888
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o Consider unmarked field units to assist with disaster survey. o Conduct selective and voluntary evacuations if necessary. o Prepare to screen traffic coming into the city or dangerous areas. o Coordinate evacuations with Care and Shelter Unit.
o Provide security in evacuated areas.
o Coordinate removal of dead bodies with Coroner.
o Initiate Animal Control measures as necessary.
o If there is little or no damage in the city of Clovis, be prepared to provide assistance to other mutual-aid jurisdictions.
Conduct shift change briefings in detail. Ensure that in- progress activities are identified and follow-up
requirements are known.
Deactivation:
Deactivate the Police Branch Director position and close out logs when authorized by the Operations Director.
Ensure that any required forms or reports are completed prior to your release and departure.
Determine any follow up assignments.
Leave forwarding phone numbers where you can be
reached.
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OPERATIONS
PUBLIC UTILITIES BRANCH DIRECTOR
PRIMARY: Public Utilities Director
ALTERNATE: Assistant Public Utilities Director
SUPERVISOR: Operations Director
GENERAL DUTIES:
• Coordinate all Public Utilities activities in the EOC. • Maintain liaison with Pacific Gas & Electric Co., Fresno Metropolitan Flood • Control District, Fresno Irrigation District.
• Coordinate all operational responsibilities involving: Water, Power, Streets, Storm Drains and Sewer.
• Maintain communications with Operations Director, Department Operations Center (DOC/Dispatch) and other Operational Branches (Fire, Police).
RESPONSIBILITY:
The Public Utilities Branch Director is responsible for all operational activities required to restore and maintain essential city services.
Action Taken: Time/Date/Comments
Start-up Actions
Check-in upon arrival at EOC.
Report to Operations Director.
Obtain briefing on the situation.
Identify yourself as the Public Utilities Branch Director by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
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Using activity log (ICS Form 214), maintain all required records and documentation to support the After-Action
Report and the history of the emergency/disaster.
Document the following:
o Messages received
o Action taken
o Decision justification and documentation
o Requests filled
o EOC personnel and time on duty
Precise information is essential to meet requirements for reimbursement by the State and Federal Governments.
Review position responsibilities.
Determine personal operating location and set-up.
Clarify any issues regarding your authority and assignment and what others in the organization do.
Determine 24 hour staffing requirements and request
additional support as required.
Operational Duties:
Assess the impact of the disaster on the Public Utilities Department operational capability.
Contact the Operational Area Public Works
Coordinator at the County EOC if necessary.
Coordinate with the Situation Status Unit to determine
progression of emergency.
Develop an action plan. Set Public Utilities Department priorities based on the nature and severity of the
disaster/emergency.
Incident Action Plan Considerations:
o Establish priority list for reestablishing utility services and beginning necessary repairs. o Provide updated information on road availability and closures to the Planning Section. 891
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o Relay any employee death or injury information to EOC Safety Officer. o Provide teams of personnel with equipment to accomplish heavy rescue and other operations as needed. Coordinate with Fire/EMS Branch.
o Ensure an adequate supply of water for firefighting operations. Check with Fire/EMS branch for priorities.
o Provide adequate supply of water. If necessary, coordinate with private sector. o Provide emergency power, such as mobile generators.
o Construct emergency detours and access roads.
o Establish liaison with private heavy equipment operators for assistance. Coordinate with Logistics Section.
o Assist Police Branch with barricades.
o Remove, haul and dispose of debris that hampers emergency response. o Repair or reinforce bridges and patch, clear, or reinforce repairable roads. o Arrange for the distribution and installation of chemical toilets, as needed. Coordinate with Logistics Section.
o If there is little or no damage in the city of Clovis, be prepared to provide assistance to other mutual-aid jurisdictions.
o Provide and set up pumps in flooded areas.
o Clear clogged drains.
o Provide sand bags to residents before and during flooding.
Conduct shift change briefings in detail. Ensure that in- progress activities are identified and follow-up
requirements are known.
Deactivation:
Deactivate the Public Utilities Branch Director position and close out logs when authorized by the Operations Director.
Ensure that any required forms or reports are completed prior to your release and departure.
Determine any follow up assignments.
Leave forwarding phone numbers where you can be
reached.
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FINANCE
FINANCE DIRECTOR
PRIMARY: Finance Director
ALTERNATE: Deputy Finance Director
SUPERVISOR: EOC Director
GENERAL DUTIES:
• Coordinate all Finance activities in the EOC.
• Responsible for; Cost Recovery, Time Recording, Compensation & Claims, and DSR Record Keeping.
• Maintain communication with EOC Director.
RESPONSIBILITY:
The Finance Director is responsible for the coordination of all financial and cost analysis aspects of the disaster/emergency and the supervision of the Finance Section within the EOC.
Action Taken: Time/Date/Comments
Start-up Actions
Check-in upon arrival at EOC.
Report to EOC Director.
Obtain briefing on the situation.
Identify yourself as the Finance Director by
putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
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Using activity log (ICS Form 214), maintain all required records and documentation to support the After-Action
Report and the history of the emergency/disaster.
Document the following:
o Messages received
o Action taken
o Decision justification and documentation
o Requests filled
o EOC personnel and time on duty
Precise information is essential to meet requirements for reimbursement by the State and Federal Governments.
Review position responsibilities.
Determine personal operating location and set-up.
Clarify any issues regarding your authority and assignment and what others in the organization do.
Determine 24 hour staffing requirements and request
additional support as required.
Operational Duties:
Assess the impact of the disaster/emergency.
Contact the Fresno County Operational Area, Finance
Section Chief at the County EOC if necessary.
Assign and brief unit leaders as follows:
o Time Keeping
o Compensation & Claims
o Cost Recovery
o DSR Record Keeping
Assist with preparation of Incident Action Plan.
Conduct shift change briefings in detail. Ensure that inprogress activities are identified and follow-up requirements are known.
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Deactivation:
Deactivate the Finance Director position and
close out logs when authorized by the EOC Director.
Ensure that any required forms or reports are completed 895
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LOGISTICS
LOGISTICS DIRECTOR
PRIMARY: General Services Director
ALTERNATE: General Services Manager
SUPERVISOR: EOC Director
GENERAL DUTIES:
• Coordinate all Clovis logistical activities in the EOC. • Responsible for; Transportation, Supply & Procurement, EOC Support and Personnel. • Procures and provides people, material, and facilities. • Maintain communications with EOC Director and other Operational Branches (Fire, Police, and Public Utilities).
RESPONSIBILITY:
The Logistics Director is responsible for the coordination of Logistics Section. The Logistics Section provides for all incident material and support needs.
Action Taken: Time/Date/Comments
Start-up Actions
Check-in upon arrival at EOC.
Report to EOC Director.
Obtain briefing on the situation.
Identify yourself as the Logistics Director by
putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
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Using activity log (ICS Form 214), maintain all required records and documentation to support the After-Action
Report and the history of the emergency/disaster.
Document the following:
o Messages received
o Action taken
o Decision justification and documentation
o Requests filled
o EOC personnel and time on duty
Precise information is essential to meet requirements for reimbursement by the State and Federal Governments.
Review position responsibilities.
Determine personal operating location and set-up.
Clarify any issues regarding your authority and assignment and what others in the organization do.
Determine 24 hour staffing requirements and request
additional support as required.
Operational Duties:
Assess the impact of the disaster/emergency.
Contact the Fresno County Operational Area, Logistics
Section Chief at the County EOC if necessary.
Assign and brief unit leaders as follows:
o Personnel Unit
o Transportation Unit
o Supply/Procurement Unit
o EOC Support Unit
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Assist with preparation of Incident Action Plan.
Incident Action Plan Considerations:
o Report information regarding significant events,
activities, and occurrences to the EOC Director.
o If there is little or no damage in the city of Clovis, be prepared to provide assistance to other mutual-aid
jurisdictions.
Conduct shift change briefings in detail. Ensure that inprogress activities are identified and follow-up requirements are known.
Deactivation:
Deactivate the Logistics Director position and
close out logs when authorized by the EOC Director.
Ensure that any required forms or reports are completed prior to your release and departure.
Determine any follow up assignments.
Leave forwarding phone numbers where you can be
reached.
898
AGENDA ITEM NO. 21.
TO: Mayor and City Council
FROM: General Services
DATE: August 1, 2022
SUBJECT: Consider Approval – Res. 22-___, Adopting Amendments to the Executive Management Salary Schedule.
Staff: Shonna Halterman, General Services Director
Recommendation: Approve
ATTACHMENTS: 1. Resolution 22-___, Salary Schedule
CONFLICT OF INTEREST
None
RECOMMENDATION
For City Council to approve a resolution adopting amendments to the Executive Management Salary Schedule.
EXECUTIVE SUMMARY
Recent adjustments to salaries in accordance with the compensation and salary survey have resulted in compaction, equity, and parity issues within the executive management classifications. Revisions to the executive management salary schedule are recommended.
BACKGROUND
Following the standards of the compensation and salary survey, recent changes to some salaries has resulted in equity, compaction, or parity issues within the executive management team. As a solution, adjustments to the monthly salary schedules of five classifications is recommended by adding a new Step 5, at 5% above the current step 5, and dropping the current Step 1.
The recommended changes include making all steps of the City Manager’s classification higher than all steps of subordinate department heads. As a result, the new Step 1 of the City Manager classification will increase from the current Step 1 of $19,158.00 to the new Step 1 of $20,116.00 (which was previously the Step 2 salary). The salary for the City Manager will be effective 899
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immediately in accordance with the terms of the City Manager Employment Agreement, which has City Manager Holt currently placed at Step 1 of the City Manager classification.
The Assistant City Manager classification salary schedule will be increased and brought into parity with the Public Utilities Director. The Planning and Development Services Director, General Services Director, and Finance Director classifications will also be increased by dropping the current Step 1 and adding a new Step 5. The current Assistant City Manager and the current employees in three other classifications, Director of Planning and Development Services, General Services Director, and Finance Director will be eligible for a performancebased merit increase to a higher step following an annual performance evaluation on the anniversary date of their position.
The proposed salary matrix for all executive management classifications can be found in Attachment A of Attachment 1.
FISCAL IMPACT
The changes result in approximately $31,000 in increased costs for fiscal year 2022-2023 for the increase to the City Manager’s position and potential merit increases for other eligible department heads. There are sufficient funds for the additional costs in the various budgets impacted.
REASON FOR RECOMMENDATION
Recent revisions to some salaries have resulted in equity and parity issues within the executive management classifications. These adjustments will result in more equitable salary levels within the executive management classifications
ACTIONS FOLLOWING APPROVAL
The City’s salary schedules will be adjusted to reflect changes to executive management classifications.
Prepared by: Shonna Halterman, General Services Director Reviewed by: City Manager JH
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Attachment 1
RESOLUTION 22-
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVIS APPROVING AMENDMENTS TO THE CITY’S SALARY SCHEDULE FOR EXECUTIVE
MANAGEMENT CLASSIFICATIONS
WHEREAS, it has been determined that amendments to the salary schedule for some executive management classifications are needed; and WHEREAS, amendments to the classifications are necessary to solve compaction issues and to provide equity and parity within the executive management classifications; and
WHEREAS, modification of the executive management salary schedules requires authorization by City Council.
NOW THEREFORE, BE IT RESOLVED that the City of Clovis shall modify City’s executive management salary schedules as specified in Attachment A. * * * * * *
The foregoing Resolution was introduced and adopted at a regular meeting of the City Council of the City of Clovis held on August 1, 2022, by the following vote to wit:
AYES:
NOES:
ABSENT:
ABSTAIN:
DATED: August 1, 2022
___________________________ __________________________
Mayor City Clerk
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Attachment A
Current as of 6-30-22
Position Step 1 Step 2 Step 3 Step 4 Step 5
City Manager $ 18,246 $ 19,158 $ 20,116 $ 21,122 $ 22,178 Assistant City Manager $ 13,899 $ 14,594 $ 15,324 $ 16,090 $ 16,895 Police Chief $ 13,899 $ 14,594 $ 15,324 $ 16,090 $ 16,895 Public Utilities Director $ 13,654 $ 14,337 $ 15,054 $ 15,807 $ 16,597 Fire Chief $ 13,090 $ 13,745 $ 14,432 $ 15,154 $ 15,912 Director of Planning & Development Services $ 13,037 $ 13,689 $ 14,373 $ 15,092 $ 15,847 General Services Director $ 13,037 $ 13,689 $ 14,373 $ 15,092 $ 15,847 Finance Director $ 13,037 $ 13,689 $ 14,373 $ 15,092 $ 15,847 Community and Economic Development Director $ 13,037 $ 13,689 $ 14,373 $ 15,092 $ 15,847 Position Step 1 Step 2 Step 3 Step 4 Step 5
City Manager $ 19,158 $ 20,116 $ 21,122 $ 22,178 $ 23,287 Assistant City Manager $ 14,594 $ 15,324 $ 16,090 $ 16,895 $ 17,740 Police Chief $ 15,809 $ 16,599 $ 17,429 $ 18,300 $ 19,215 Public Utilities Director $ 15,324 $ 16,090 $ 16,895 $ 17,740 $ 18,626 Fire Chief $ 15,101 $ 15,856 $ 16,649 $ 17,481 $ 18,355 Director of Planning & Development Services $ 13,689 $ 14,373 $ 15,092 $ 15,847 $ 16,639 General Services Director $ 13,689 $ 14,373 $ 15,092 $ 15,847 $ 16,639 Finance Director $ 13,689 $ 14,373 $ 15,092 $ 15,847 $ 16,639 Community and Economic Development Director $ 13,689 $ 14,373 $ 15,092 $ 15,847 $ 16,639 Position Step 1 Step 2 Step 3 Step 4 Step 5
City Manager $ 20,116 $ 21,122 $ 22,178 $ 23,287 $ 24,451 Assistant City Manager $ 15,324 $ 16,090 $ 16,895 $ 17,740 $ 18,627 Police Chief $ 15,809 $ 16,599 $ 17,429 $ 18,300 $ 19,215 Public Utilities Director $ 15,324 $ 16,090 $ 16,895 $ 17,740 $ 18,626 Fire Chief $ 15,101 $ 15,856 $ 16,649 $ 17,481 $ 18,355 Director of Planning & Development Services $ 14,373 $ 15,092 $ 15,847 $ 16,639 $ 17,471 General Services Director $ 14,373 $ 15,092 $ 15,847 $ 16,639 $ 17,471 Finance Director $ 14,373 $ 15,092 $ 15,847 $ 16,639 $ 17,471 Community and Economic Development Director* $ 13,689 $ 14,373 $ 15,092 $ 15,847 $ 16,639 Yellow indicates the current and proposed actual salary for the incumbent in that position.
Current as of 7-1-22 - Includes 5% Cost of Living Adjustment and increases to Police Chief, Public Utilities Director and Fire Chief approved by Council on July 5, 2022 Proposed Effective 8-1-22 - Inlcudes adding a new Step 5 and dropping current Step 1 to City Manager, Assistant City Manager, Director of Planning & Development Services, General Services Director, and Finance Director
* This title is pending retitling to Economic Development, Housing and Communications Director per Council's approval on 8-1-22
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AGENDA ITEM NO. 22.
TO: Mayor and City Council
FROM: Administration
DATE: August 1, 2022
SUBJECT: Consider Approval – Designation of Voting Delegate and Alternate for the League of California Cities’ Annual Conference and Business Meeting on September 7-9, 2022.
Staff: John Holt, City Manager
Recommendation: Approve
ATTACHMENTS: 1. Annual Conference Voting Procedures Report
2. Summary of Propositions 26 and 27
CONFLICT OF INTEREST
None.
RECOMMENDATION
That the City Council take action to designate a Councilmember as the City’s voting delegate for the League of California Cities’ Annual Conference for transacting business at the Annual Business Meeting, and that an alternate voting delegate also be designated.
EXECUTIVE SUMMARY
The Annual Business Meeting of the League of California Cities will be conducted in conjunction with the Annual League Conference held on September 9, 2022. In order for the City to cast votes on policy matters coming before the League, it must take action to designate a voting delegate and an alternate voting delegate who will be issued credentials for voting purposes.
This authority may not be transferred unofficially and must be accomplished only by action of the City Council.
In years past Cal Cities would provide a number of resolutions for the City Council to consider and weigh in on to provide guidance to the voting member and alternate at the Annual Business Meeting. In 2022, there were no resolutions that were submitted. It is anticipated that positions on Propositions 26 and 27 may be considered. Attachment 2 was developed to provide some background on both initiatives. If considered at the Annual Business Meeting, staff is recommending the City voting delegate oppose both initiatives. 903
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BACKGROUND
Voting on official business and policy matters of the League of California Cities occurs each year at the Annual Business Meeting, held in conjunction with the Annual League Conference. This year the Annual Business Meeting will be on Friday, September 9, 2022. The voting process for the Annual Business Meeting requires that a voting delegate be designated from each member city by action of the City Council. The attached report from the League of California Cities outlines the procedure to ensure integrity of the voting process.
FISCAL IMPACT
None.
REASON FOR RECOMMENDATION
In order for the City to exercise its membership responsibility for policy direction of the League of California Cities, it is necessary to vote on such matters at the Annual Business Meeting.
ACTIONS FOLLOWING APPROVAL
The League of California Cities will be advised in writing of the City Councilmember designated as the voting delegate, and the alternate voting delegate for the City of Clovis.
Prepared by: Rebecca Simonian, Executive Assistant
Reviewed by: City Manager JH
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Attachment 1
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Propositions 26 and 27: Legalizing sports gambling, two ways: After the U.S. Supreme Court struck down a federal law banning state-regulated sports betting, two big-spending interests stepped up with California legalization proposals.
Proposition 26
AUTHORIZES NEW TYPES OF GAMBLING. INITIATIVE CONSTITUTIONAL AND STATUTORY AMENDMENT.
Allows federally recognized Native American tribes to operate roulette, dice games, and sports wagering on tribal lands, subject to compacts negotiated by the Governor and ratified by the Legislature.
Beginning in 2022, allows on-site sports wagering at only privately operated horse-racing tracks in four specified counties for persons 21 years or older. Imposes 10% tax on sports-wagering profits at horseracing tracks; directs portion of revenues to enforcement and problem-gambling programs. Prohibits marketing of sports wagering to persons under 21. Authorizes private lawsuits to enforce other gambling laws. Summary of estimate by Legislative Analyst and Director of Finance of fiscal impact on state and local governments: Increased state revenues, potentially reaching the tens of millions of dollars annually, from payments made by facilities offering sports wagering and new civil penalties authorized by this measure. Some portion of these revenues would reflect a shift from other existing state and local revenues. Increased state regulatory costs, potentially reaching the low tens of millions of dollars annually. Some or all of these costs would be offset by the increased revenue or reimbursements to the state. Increased state enforcement costs, not likely to exceed several million dollars annually, related to a new civil enforcement tool for enforcing certain gaming law (19-0029A1.) Proposition 27
ALLOWS ONLINE AND MOBILE SPORTS WAGERING. INITIATIVE CONSTITUTIONAL AMENDMENT AND STATUTE. Legalizes online and mobile sports wagering, which currently is prohibited, for persons 21 years and older. Such wagering may be offered only by federally recognized Indian tribes and eligible businesses that contract with them. Individuals placing bets must be in California and not located on Indian lands. Imposes 10% tax on sports-wagering revenues and licensing fees. Directs tax and licensing revenues first to regulatory costs, then remainder to: 85% to homelessness programs; 15% to nonparticipating tribes. Specifies licensing, regulatory, consumer-protection, and betting-integrity standards for sports wagering. Summary of estimate by Legislative Analyst and Director of Finance of fiscal impact on state and local governments: Increased state revenues, potentially reaching the midhundreds of millions of dollars annually, from online sports wagering-related taxes, licensing fees, and penalties. Some portion of these revenues would reflect a shift from other existing state and local revenues. Increased state regulatory costs, potentially reaching the mid-tens of millions of dollars annually, that would be fully or partially offset by the increased revenues. (21-0017A1.) Proposition 27 specifically includes language that says voters declare the two measures do not conflict, and that if both pass, they both can become law. However, if both pass there would likely be litigation to settle the matter.
Attachment 2
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Ballotpedia:
California Proposition 26, Legalize Sports Betting on American Indian Lands Initiative (2022). California Proposition 26, the Legalize Sports Betting on American Indian Lands Initiative is on the ballot in California as a combined initiated constitutional amendment and state statute on November 8, 2022.
A "yes" vote supports this ballot initiative to (i) legalize sports betting at American Indian gaming casinos and licensed racetracks in California; (ii) tax profits derived from sports betting at racetracks at 10%; and (iii) legalize roulette and dice games, such as craps, at tribal casinos.
A "no" vote opposes this ballot initiative, thus continuing to prohibit sports betting in California and roulette and dice games at tribal casinos.
Overview
What would Proposition 26 change? Proposition 26 would legalize sports betting at American Indian gaming casinos and licensed racetracks in California.[1] The ballot measure would define sports betting as wagering on the results of professional, college, or amateur sport and athletic events, with the exception of high school sports and events featuring a California college team. Individuals would need to be 21 years of age to engage in legal sports betting.[1] The ballot measure would enact a tax of 10 percent on profits derived from sports betting at racetracks.
The state government would be required to distribute the revenue as follows: (a) 15 percent to the California Department of Health for researching, developing, and implementing programs for problem gambling prevention and mental health and providing grants to local governments to address problem gambling and mental health; (b) 15 percent to the Bureau of Gambling Control for enforcing and implementing sports wagering and other forms of gaming within the state; and (c) 70 percent to the General Fund.[1]
The ballot measure would also legalize roulette and dice games, such as craps, at tribal casinos; however, tribal-state compacts would need to be amended before these games can be offered.[1] Who is behind the campaigns surrounding the ballot initiative? See also: Campaign finance
The Coalition to Authorize Regulated Sports Wagering is leading the campaign in support of the ballot initiative. The coalition is supported by several American Indian tribes, including the top donors to the campaign—the Pechanga Band of Luiseno Indians, Yocha Dehe Wintun Nation, Federated Indians of Graton Rancheria, San Manuel Band of Mission Indians, and Agua Caliente Band of Cahuilla Indians. The campaign had raised $30.58 million.
Taxpayers Against Special Interest Monopolies is leading the campaign against the proposal. The campaign, along with a terminated PAC No on the Gambling Power Grab, raised $25.54 million. The top donors to the opposition were gambling-related companies, including the California Commerce Club, 910
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Hawaiian Gardens Casino, Park West Casinos, The Bicycle Hotel & Casino, PT Gaming LLC, and Knighted Ventures LLC.
Where else is sports betting legal?
See also: States with sports betting
As of April 15, 2022, sports betting was legal, or laws to legalize had been approved, in 30 states and D.C. Five of the states—New Jersey (2011), Arkansas (2018), Colorado (2019), Maryland (2020), and South Dakota (2020)—legalized sports betting through a ballot measure.[2] Ballot title
The official ballot title is as follows:[3]
“ Authorizes New Types of Gambling. Initiative Constitutional and Statutory Amendment.[4]” Petition summary
The summary provided for inclusion on signature petition sheets is as follows:[3] “ Allows federally recognized Native American tribes to operate roulette, dice games, and sports wagering on tribal lands, subject to compacts negotiated by the Governor and ratified by the Legislature. Beginning in 2022, allows on-site sports wagering at only privately operated horse-racing tracks in four specified counties for persons 21 years or older. Imposes 10% tax on sports-wagering profits at horse-racing tracks; directs portion of revenues to enforcement and problem-gambling programs. Prohibits marketing of sports wagering to persons under 21. Authorizes private lawsuits to enforce other gambling laws.[4]” Fiscal impact
The fiscal impact statement is as follows:[3]
“ Increased state revenues, potentially reaching the tens of millions of dollars annually, from payments made by facilities offering sports wagering and new civil penalties authorized by this measure. Some portion of these revenues would reflect a shift from other existing state and local revenues. Increased state regulatory costs, potentially reaching the low tens of millions of dollars annually. Some or all of these costs would be offset by the increased revenue or reimbursements to the state. Increased state enforcement costs, not likely to exceed several million dollars annually, related to a new civil enforcement tool for enforcing certain gaming laws.[4]”
Support
The Coalition for Safe, Responsible Gaming is leading the campaign in support of the ballot initiative.[5][6]
Supporters
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American Indian Tribes
Agua Caliente Band of Cahuilla Indians
Barona Band of Mission Indians
Big Valley Band of Pomo Indians
Bishop Paiute Tribe
Chemehuevi Indian Tribe
Dry Creek Rancheria Band of Pomo Indians
Federated Indians of Graton Rancheria
Mechoopda Indian Tribe of Chico Rancheria
Middletown Rancheria of Pomo Indians of California
Morongo Band of Mission Indians
Pala Band of Mission Indians
Pechanga Band of Luiseño Indians
Rincon Band of Luiseño Indians
San Manuel Band of Mission Indians
San Pasqual Band of Mission Indians
Santa Rosa Rancheria Tachi-Yokut Tribe
Santa Ynez Band of Chumash Indians
Shingle Springs Band of Miwok Indians
Sycuan Band of the Kumeyaay Nation
The Bear River Band of the Rohnerville Rancheria
Twenty-Nine Palms Band of Mission Indians
Viejas Band of Kumeyaay Indians
Wilton Rancheria
Yocha Dehe Wintun Nation
Unions
California Nations Indian Gaming Association
Deputy Sheriff’s Association of San Diego County
San Diego Police Officers Association
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Organizations
AYPAL: Building API Community Power
Baptist Ministers Conference of Los Angeles and Southern California California Hawaii State Conference NAACP
California Thoroughbred Breeders Association
California Young Democrats
El Dorado County Chamber of Commerce
La Raza Roundtable of California
Los Angeles Urban League
National Action Network - Los Angeles
Rural SURJ of Northern California
SURJ North San Diego County
SURJ Sacramento
SURJ Santa Barbara
Santa Clarita Branch NAACP
Showing Up for Racial Justice - San Francisco
Urban League of San Diego County
Western Regional Advocacy Project
Arguments
Mark Macarro, chairman of Pechanga Band of Luiseño Indians: "Californians should have the choice to participate in sports wagering at highly regulated, safe and experienced gaming locations. We are very proud to see tribes from across California come together for this effort, which represents an incremental but important step toward giving Californians the freedom to participate in this new activity in a responsible manner." Steve Stallings, chairman of the California Nations Indian Gaming Association: "A strong, wellregulated gaming industry is of utmost importance to California’s tribal governments and the public. This initiative allows sports wagering in a responsible manner and provides for transparency and strict regulation."
Opposition
Taxpayers Against Special Interest Monopolies is registered to oppose the ballot initiative.[7] Opponents
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Corporations
Bicycle Casino
Elevation Entertainment Group
Hawaiian Gardens Casino
Hollywood Park Casino
Knighted Ventures LLC
PT Gaming LLC
Parkwest Casinos
Unions
California Contract Cities Association
Arguments
Marcel Rodarte, executive director of the California Contract Cities Association: "The California Contract Cities Association overwhelmingly voted to oppose the qualified tribal gaming initiative as it will not benefit our residents or communities. The proposed initiative also exploits the Private Attorneys General Act, opening the floodgates for frivolous lawsuits that will harm city revenues that fund vital city services such as roads, schools, homelessness services and fire protection."
Leonard Mendoza, mayor of the City of Commerce: "During the pandemic, California cities that depend on the revenues generated through legal gaming at cardrooms have seen the devastating impacts cardroom closures have had on municipal budgets and the vital services they fund. Hundreds of millions of dollars in local revenues are on the line, money needed to invest in the safety and well-being of our residents."
Kyle Kirkland, president of the California Gaming Association: "This initiative does nothing to advance sports wagering, and instead expands the tribal casinos’ tax-free monopoly on gaming and rewards those operators for prioritizing their own wealth over public health and safety." 914
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California Proposition 27, Legalize Sports Betting and Revenue for Homelessness Prevention Fund Initiative (2022). California Proposition 27, the Legalize Sports Betting and Revenue for Homelessness Prevention Fund Initiative is on the ballot in California as a combined initiated constitutional amendment and state statute on November 8, 2022.
[1]
A "yes" vote supports legalizing online and mobile sports betting for persons 21 years of age or older, establishing regulations for the mobile sports betting industry, imposing a 10% tax on sports betting revenues and licensing fees, and allocating tax revenue to an account for homelessness programs and an account for tribes not operating sports betting.
A "no" vote opposes this ballot initiative, thus continuing to prohibit sports betting in California.
Overview
What would Proposition 27 do?
See also: Measure design
Proposition 27 proposes a constitutional amendment and statute to authorize a gaming tribe, an online sports betting platform with an operating agreement with a gaming tribe, or a qualified gaming company with a market access agreement with a gaming tribe may operate online sports betting for individuals 21 years of age or older in the state but outside of Indian lands. The amendment would prohibit online sports betting on youth sports. The proposed law would create the Division of Online Sports Betting Control within the Department of Justice. The initiative would give the division authority to regulate the online sports betting industry and investigate illegal sports betting activities. The amendment would take effect on January 1, 2023.[1]
The proposed law would establish the California Online Sports Betting Trust Fund. The revenue from licensing fees, renewals, and the sports wagering tax would be deposited into the fund. After deducting regulatory costs, 85% of the fund's revenues would be allocated to California Solutions to Homelessness and Mental Health Support Account for permanent and interim housing and 15% of revenues to the Tribal Economic Development Account, which would be established by the initiative to provide funds to Indian tribes for expanding tribal government, public health, education, infrastructure, and economic development.[1]
Currently, mobile and in-person sports betting is illegal in California.
Who supports and opposes Proposition 27?
See also: Support and Opposition
Californians for Solutions to Homelessness and Mental Health Support is leading the campaign in support of Proposition 27. As of June 30, the campaign had raised over $100 million. Its top three donors include BetMGM LLC, Betfair Interactive US LLC (FanDuel Sportsbook), and Crown Gaming, Inc. (DraftKings). Nathan Click, a spokesman for the campaign, said, "Our measure is the only one that would 915
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guarantee hundreds of millions each year in solutions to homelessness and mental health support. We have found Californians are enthusiastic about it and the housing and mental health solutions it would provide the state."[2]
Californians for Tribal Sovereignty and Safe Gaming and Coalition for Safe, Responsible Gaming are leading campaigns in opposition to the initiative. Together the committees have raised $114.13 million.
The top three donors include the San Manuel Band of Mission Indians, the Pechanga Band of Luiseno Indians, and the Yocha Dehe Wintun Nation. Chairman James Siva of the California Nations Indian Gaming Association said, "Don’t be fooled. These measures are not a fix to homelessness, but rather a massive explosion of gaming that will directly undercut tribal sovereignty and self-sufficiency."[3] Where else is sports betting legal?
See also: States with sports betting
As of June 28, 2022, sports betting was legal, or laws to legalize had been approved, in 35 states and D.C. Five of the states—New Jersey (2011), Arkansas (2018), Colorado (2019), Maryland (2020), and South Dakota (2020)—legalized sports betting through a ballot measure.[4] Measure design
See also: Text of measure
Click on the arrows (▼) below for summaries of the different provisions of the initiative.
Sports Betting Legalization: Authorizes online and mobile sports wagering California Online Sports Betting Trust Fund: Revenue sources and fund distribution Division of Online Sports Betting Control: The establishment of the division Violations of the proposed law: Fines and penalties for violating the proposed law Text of measure
Ballot title
The ballot title is as follows:[5]
“ Allows Online and Mobile Sports Wagering. Initiative Constitutional Amendment and Statute.[6]”
Petition summary
The summary provided for inclusion on signature petition sheets is as follows:[5] “ Legalizes online and mobile sports wagering, which currently is prohibited, for persons 21 years and older. Such wagering may be offered only by federally recognized Indian tribes and eligible businesses that contract with them. Individuals placing bets must be in California and not located on Indian lands. Imposes 10% tax on sports-wagering revenues and licensing fees. ”
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Directs tax and licensing revenues first to regulatory costs, then remainder to: 85% to homelessness programs; 15% to nonparticipating tribes. Specifies licensing, regulatory, consumer-protection, and betting-integrity standards for sports wagering.[6] Fiscal impact
The fiscal impact statement is as follows:[5]
“ Increased state revenues, potentially reaching the mid-hundreds of millions of dollars annually, from online sports wagering-related taxes, licensing fees, and penalties. Some portion of these revenues would reflect a shift from other existing state and local revenues.
Increased state regulatory costs, potentially reaching the mid-tens of millions of dollars annually, that would be fully or partially offset by the increased revenues.[6]” Support
Californians for Solutions to Homelessness and Mental Health Support is leading the campaign in support of Proposition 27.[7]
Supporters
Officials
Fresno Mayor Jerry Dyer (Nonpartisan)
Long Beach Mayor Robert Garcia (D)
Oakland Mayor Libby Schaaf
Sacramento Mayor Darrell Steinberg (Nonpartisan)
Arguments
Nathan Click, a spokesman for the campaign: "Our measure is the only one that would guarantee hundreds of millions each year in solutions to homelessness and mental health support. We have found Californians are enthusiastic about it and the housing and mental health solutions it would provide the state."
Tamera Kohler, CEO of the Regional Task Force on Homelessness for the San Diego Area: "This initiative is a critical step forward, dedicating revenue to the issue of homelessness is a win-win for our state. It would provide an ongoing funding source of hundreds of millions of dollars each year to fight homelessness and provide mental health services to those most in need. We are excited to partner with the coalition to pass this important measure in November 2022." Long Beach Mayor Robert Garcia (D): "I’m joining my fellow mayors in endorsing this important initiative because this is an all-hands on deck moment in our fight against homelessness. To solve California’s homelessness crisis over the long-term, we need sustainable sources of funding to house those experiencing homelessness and provide them the medical and mental health services they need. That’s what this measure provides." 917
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Tomiquia Moss, CEO of All Home: "If we permit and regulate online sports betting, California residents should benefit from it. Twenty-one other states have already made this decision, our state should be next. When all people have a safe and decent place to call home, it benefits entire communities. The funding this measure provides would provide a huge lift for efforts to deliver housing and support to people experiencing homelessness and make us all better off." Californians for Tribal Sovereignty and Safe Gaming and Coalition for Safe, Responsible Gaming are leading campaigns in opposition to Proposition 27.[8][9] Opponents
Coalition for Safe, Responsible Gaming provides a list of endorsements on the campaign’s website, which is available here.
American Indian Tribes
Agua Caliente Band of Cahuilla Indians
Barona Band of Mission Indians
Rincon Band of Luiseño Indians
San Manuel Band of Mission Indians
Yocha Dehe Wintun Nation
Unions
California Teachers Association
Communications Workers of America
Organizations
AYPAL: Building API Community Power
American Indian Chamber of Commerce of California
California Asian Pacific Chamber of Commerce
California Black Chamber of Commerce
California Coalition for Rural Housing
California Hawaii State Conference NAACP
California Hispanic Chambers of Commerce
California League of United Latin American Citizens
La Raza Roundtable of California
Los Angeles Urban League
Western Regional Advocacy Project
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Arguments
Pat Fong Kushida, president and CEO of the California Asian Pacific Chamber of Commerce: "The Corporate Online Gambling Proposition was written for the sole benefit of outof-state gambling corporations. This measure would give online gambling corporations near total control over the sports wagering market, effectively hijacking any local economic benefits for our small businesses, while sending 90% of profits from sports gambling out-of-state and even out of country."
Doug Terfher, vice president of marketing for MaximBet: MaximBet is a sports betting company launched in 2021 that would not be able to operate in California under the proposed initiative. Terfher said, "We want (California) to be as open and available to as many operators as possible with where we are in our growth journey."
Raymond Welch, chairman of the Barona Band of Mission Indians in San Diego County, and Greg Sarris, tribal chairman of the Federated Indians of Graton Rancheria in Sonoma County: "Their measure would authorize the largest expansion of gambling in state history – allowing virtually anyone, anywhere, anytime to gamble. Studies show this unprecedented access would lead to more problem gambling, addiction and crime. In fact, the National Council on Problem Gambling reports online sports bettors are up to five times more likely to develop problem gambling than other types of gamblers."
Chairman James Siva of the California Nations Indian Gaming Association: "Don’t be fooled.
These measures are not a fix to homelessness, but rather a massive explosion of gaming that will directly undercut tribal sovereignty and self-sufficiency." Californians for Tribal Sovereignty and Safe Gaming website: "If it passes, the promise of gaming exclusivity between California voters and our Native American Tribes will be broken, threatening the $23.2 billion in economic activity and 181,532 California jobs Tribal gaming provides. This measure is a direct attack on tribal sovereignty." 919
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