Agenda, regular meeting — Coalinga City Council, February 17, 2022 (part 1 of 3)

AMENDED

CITY COUNCIL/SUCCESSOR

AGENCY/PUBLIC FINANCE AUTHORITY

MEETINGAGENDA
February 17, 2022
6:00 PM
The Mission of the City of Coalinga is to provide for the preservation of the community character by delivering quality, responsive City services, in an efficient and cost-effective manner, and to develop, encourage, and promote a diversified economic base in order to ensure the future financial stability of the City for its citizens.

Notice is hereby given that the City Council will hold a Regular Meeting, on February 17, 2022 in the City Council Chambers, 155 West Durian Avenue, Coalinga, CA.

Persons with disabilities who may need assistance should contact the City Clerk at least 24 hours prior to the meeting at 935-1533 x113. Anyone interested in translation services should contact the City Clerk at least 24 hours prior to the meeting at 935-1533 x113. The Meeting will begin at 6:00 p.m. and the Agenda will be as follows:

1. CALL TO ORDER

1. Pledge of Allegiance

2. Changes to the Agenda

3. Council's Approval of Agenda

2. AWARDS, PRESENTATIONS, APPOINTMENTS AND PROCLAMATIONS

1. Multi-Jurisdictional Local Road Safety Plan

2. Certificate of Appreciation for Kenneth (Kenny) Smith Jr.

3. CITIZEN COMMENTS
This section of the agenda allows members of the public to address the City Council on any item within the jurisdiction of the Council. Members of the public, when recognized by the Mayor, should come forward to the lectern, identify themselves and use the microphone. Comments are normally limited to three (3) minutes. In accordance with State Open Meeting Laws, no action will be taken by the City Council this evening and all items will be referred to staff for follow up and a report.

Citizen Comments submitted in writing to the City Clerk by 5:00pm on the day of the City Council meeting shall be distributed to the City Council and included in the record, however they will not be read.

4. PUBLIC HEARINGS

1. Council Consideration and Adoption of the City of Coalinga 2020 Urban Water Management Plan and Water Shortage Contingency Plan
Larry Miller, Public Works & Utilities Coordinator

2. Public Hearing #1 regarding Public Input on the Redrawing of District Boundaries Marissa Trejo, City Manager

5. CONSENT CALENDAR

1. Approve MINUTES - February 3, 2022

2. Adopt Resolution No. 4062 Approving the Emergency Operations Plan- Updated 2022

3. Approve Municipal Solid Waste Franchise Agreement of Refuse Rates Increase and Adopt Resolution No. 4063 Approving New Refuse Rates effective July 1, 2022

4. Adopt Resolution No. 4064 authorizing the City Manager to submit a grant application to the San Joaquin Valley Air Pollution Control District for Police Vehicles under the Public Benefit Grant Program

5. Adopt Resolution No. 4065 Amending the Police Sergeant Job Description

6. Adopt Resolution No. 4066 Amending the Police Corporal Job Description

7. Approve Contract Renewal with Coalinga State Hospital for Ambulance Services

8. Consider and Award Contract for 7th Street and Mountainview Street Rehabilitation Project

9. Approve Tactical Diversion Task Force Agreement between the Coalinga Police Department and DEA Tactical Diversion Squad

10. Approve Amendment to the Memorandum of Understanding between the City of Coalinga and the Coalinga Police Officers' Association and Approve the February 17, 2022 Side Letter

6. ORDINANCE PRESENTATION, DISCUSSION AND POTENTIAL ACTION ITEMS

1. Discussion, Direction and Potential Action regarding Reserve Police Officer Program and Adopt Resolution No. 4067 Amending the Police Officer (Reserve) Job Description and Adopt Resolution No. 4068 Approving the Reserve Police Pay Scale Jose Garza, (i)Chief of Police

7. ANNOUNCEMENTS

1. City Manager's Announcements

2. Councilmembers' Announcements/Reports

3. Mayor's Announcements

8. FUTURE AGENDA ITEMS

9. CLOSED SESSION

1. CONFERENCE WITH LEGAL COUNSEL—LITIGATION (Gov. Code section 54956.9(d)(4).): One (1) case

10. CLOSED SESSION REPORT
Closed Session: A "Closed" or "Executive" Session of the City Council, Successor Agency, or Public Finance Authority may be held as required for items as follows: personnel matters; labor negotiations; security matters; providing instructions to real property negotiators; legal counsel regarding pending litigation; and protection of records exempt from public disclosure.

Closed session will be held in the Administration Building at 155 W. Durian Avenue and any announcements or discussion will be held at the same location following Closed Session.

11. ADJOURNMENT

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Multi-Jurisdictional Local Road Safety Plan
Meeting Date: February 17, 2022
From: Marissa Trejo, City Manager
Prepared by: Larry Miller, Public Works & Utilities Coordinator I. RECOMMENDATION:

Presentation Only
II. BACKGROUND:

The City of Coalinga and many of its surrounding Central Valley Neighbors have been working together with Kittleson & Associates to complete a cooperative Local Road Safety Plan.

III. DISCUSSION:

The intent of Local Road Safety Plans are to analyze traffic collision data and create a plan that makes a safer roadway experience for both vehicles and pedestrians alike. Kittleson & Associates have analyzed our data, and have some recommendations as wellas potentially HSIP funded projects to improve road safety.

IV. ALTERNATIVES:

None
V. FISCAL IMPACT:

None
ATTACHMENTS:

File Name Description
26012_-_Coalinga_City_Council_Presentation.pptx MJLRSP Presentation MLRSP
Multijurisdictional Local Road Safety PlanCoalinga City Council PresentationFebruary XX, 2022 Overview
• What is a Local Road
Safety Plan?
• Why was the LRSP
created?
• What is in the LRSP?• What happens next?
Source: Federal Highway Administration
What is a Local Road Safety Plan?
Meets federal safety plan guidance and Caltrans LRSP requirementsPrioritizes safety improvements based on crash dataand stakeholder engagementIdentifies engineering, education, emergency response, and enforcement countermeasures and strategies Analyzes historical crash patterns and trends
Why was the LRSP Created?
Builds from the Fresno COG Regional Safety PlanFunded by Caltrans grant program Source: Fresno COG
Why was the LRSP Created?
• To encourage collaboration across the
region and with local safety partners
• To discuss traffic safety issues and
solutions
• To clearly identify priorities and a plan for
implementation
• To enable Coalinga to apply for Highway
Safety Improvement Program (HSIP) grant funding
What is in the LRSP?
• Vision and Goals• Safety Partners• Performance Measures• Data Summary• Existing Roadway Safety Performance• Emphasis Areas• Strategies• Evaluation and Implementation 0 9
30 40
299
Fatal Severe InjuryVisible Injury Complaint of PainProperty Damage Only Enhance the existing
roadway network in a costeffective manner that
promotes traffic safety, meets
the needs of the community
and enriches the lives of
residents.

What is in the LRSP?
Vision:

Crash Data by Severity
What is in the LRSP?
• Coalinga Fire Department• Coalinga Police
Department
• Coalinga-Huron Unified
School District
• Fresno Council of
Governments
• Public Works and Utilities
Safety
Partners
0 20406080
100120
2015 2016 2017 2018 2019
Crash Frequency
Fatal/Severe Injury Other Injury Property Damage Only
What is in the LRSP?
378 reported crashes in 2015-20190 fatal crashes9 severe injury crashes Existing Roadway Safety Performance
Year-over-Year Trends in Crash Data by Severity
Source: SWITRS, TIMS, Kittelson, 2021
0%
5%
10%15%20%25%
Pedestrian Bicycle Motorcycle
Crash Share
Coalinga Statewide Average
What is in the LRSP?
Fatal and Severe Injury Crash Shares by Road User Compared to Statewide Trends
Source: SHSP, SWITRS, TIMS, Kittelson, 2021
Coalinga compared to statewide average:• Higher share of pedestrian crashes
• No bicycle crashes • Lower share of motorcycle
crashes
Existing Roadway Safety Performance
What is in the LRSP?
Primary
Collision
Factors
Improper
Turning
Automobile
Right of Way
Unsafe
Starting or
Backing
Collision Types
Rear End Sideswipe Broadside
Existing Roadway Safety Performance
What is in the LRSP?
High priority
challenge areas
in the California
Strategic
Highway Safety
Plan
Rear End Crashes
Emphasis Pedestrian Crashes
Areas
Intersection Control
and Approach
What is in the LRSP?
Engineering
Geometric/operational changes
to a roadway, intersection, or
pedestrian/bicycle infrastructure
Education
Programs aimed at distributing
educational messages focused
on road user behavior
Emergency Services
Programs/policies that facilitate
coordination with
emergency/first responders
Enforcement
Programs/campaigns focused
on road user behavior through
more visible and active
enforcement
Strategies
• Addresses top fatal and
severe injury collision types and primary collision factors • Utilizes Regional
Countermeasures Toolbox
• Includes roadway,
intersection, and pedestrian/bicycle treatments
• Provides priority intersections
and segments
• Examples: street lighting,
splitter islands, enhanced crossings
What is in the LRSP?
Engineering
Strategies
What is in the LRSP?
Education
Strategies
• Regional campaign - Safe
Roads Save Lives
• Campaign Goals
• Educate all road users on safe
behaviors
• Increase safety for people
walking and biking
• Highlight behaviors that cause
the most crashes in Fresno County – speeding and distracted driving • Guidance and materials in
Regional Safety Plan
What is in the LRSP?
Education
Strategies
• FresnoCOG has the Safe
Roads Save Lives materials to share with local partners • Recommended activity:
• Identify lead staff• Meet with advocacy groups• Work with school districts• Spread materials through social media, print materials, outdoor advertisements, PSAs, websites Emergency
Response
Strategies
What is in the LRSP?
• Involve emergency service
organizations in roadway safety projects
• Consider impact of roadway
projects on response times
• Coordinate to share
observations and identify issues early
What is in the LRSP?
Enforcement
Strategies Crash data can help identify priority locations and times of day Enforcement strategies should be undertaken with due caution to avoid inequitable enforcement activities • Strategic speed enforcement checks • Focused enforcement in locations with high crash rates
• Automatic enforcement, especially in school zone• Speed feedback signs in targeted areas Coalinga currently
conducts heightened
enforcement events and
has found them effective.
• Continue to coordinate with
regional and local safety partners
• Regularly collect and organize
data based on the performance measures
• Update the LRSP every three to
five years
What happens next?
Performance Measures based on:

Number of annual crashes with key characteristicsInvestments made in traffic safety Coordination efforts between stakeholders • Identify countermeasures and
strategies to implement
• Explore funding opportunities• Apply for HSIP funding • Two RRFB locations• Eleven enhanced crosswalks
What happens next?
Questions?

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Council Consideration and Adoption of the City of Coalinga 2020 Urban Water Management Plan and Water Shortage Contingency Plan
Meeting Date: February 17, 2022
From: Marissa Trejo, City Manager
Prepared by: Larry Miller, Public Works & Utilities Coordinator I. RECOMMENDATION:

Recommendation of staff is to hold a public hearing and accept comments on the City’s proposed 2020 Urban Water Management Plan and formally adopt the plan.

II. BACKGROUND:

The City of Coalinga entered a contract with Blackwater Engineering to complete our 2020 Urban Water Management Plan and subsequent Water Shortage Contingency Plan. These plans are important tools for reporting water agencies' long-term planning efforts to meet future demands and tracking progress toward achieving state-mandated water conservation targets. They also support state laws linking approval for large developments to water supply availability.

In 1983, the California Legislature enacted the Urban Water Management Planning Act (Division 6 Part 2.6 of the Water Code §§10610 - 10656). It requires that every urban water supplier that provides water to 3,000 or more customers, or that provides more than 3,000 acre-feet of water annually ensure the appropriate level of reliability to meet the needs of its customers during normal, dry and multiple dry years. The act describes the contents of the UWMP as wellas how urban water suppliers should adopt and implement the plans. Plan updates are required every five years, and updates maintain the Water Authority's eligibility for state grants.

III. DISCUSSION:

Water planning is an essential function of water suppliers but is criticalas California grapples with ongoing drought and expected long-term climate changes.

Urban suppliers provide information on water management specific to their service areas. However, water management does not happen in isolation; there are other planning processes that integrate with the UWMP to accomplish urban planning. Some of these plans include city and county General Plans, Water Master Plans, Recycled Water Master Plans, integrated resource plans, Integrated Regional Water Management Plans, Groundwater Management Plans, and others.

IV. ALTERNATIVES:

Council may reject the 2020 Urban Water Management Plan or request changes.

V. FISCAL IMPACT:

None
ATTACHMENTS:

File Name Description
307_Coalinga_UWMP_2020(Draft).pdf 2020 Urban Water Management Plan (DRAFT) 307_Coalinga_WSCP(Draft).pdf 2020 Water Shortage Contingency Plan City of Coalinga
2020 Urban Water Management Plan
DRAFT
NOVEMBER 2021
Prepared for:

CITY OF COALINGA
155 West Durian
Coalinga, CA 93210
(559) 935-1533
Prepared by:

BLACK WATER CONSULTING ENGINEERS, INC.
602 Lyell Drive
Modesto, CA 95356
(209) 322-1820

City of Coalinga
Draft 2020 Urban Water Management Plan
October 2021
i

CITY OF COALINGA
2020 URBAN WATER MANAGEMENT PLAN

CONTACT SHEET
Date plan adopted:

Sean Brewer, Assistant City Manager
City of Coalinga
Phone: (559) 935-1533, ext. 143
Email: [email protected]
Larry Miller, Public Works & Utilities Coordinator
City of Coalinga
Phone: (559) 935-1533, ext. 131
Email: [email protected]
Aja Verburg, P.E., Project Manager
Black Water Consulting Engineers, Inc.

Phone: (209) 753-0078
Email: [email protected]
Alison Furuya, P.E., Project Engineer
Black Water Consulting Engineers, Inc.

Phone: (209) 322-1815
Email: [email protected]
Christiana Giedd, E.I.T., Staff Engineer
Black Water Consulting Engineers, Inc.

Phone: (209) 733-0555
Email: [email protected]
City of Coalinga
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October 2021
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TABLE OF CONTENTS
1 UWMP Introduction and Lay Description..........................................................................................1-1

1.1 Background and Purpose ...........................................................................................................1-1

1.2 Previous Urban Water Management Plan.................................................................................1-1

1.3 Urban Water Management Planning and the California Water Code.......................................1-1

1.3.1 Urban Water Management Planning Act of 1983 .............................................................1-2

1.3.2 Applicable Changes to the Water Code since 2015 UWMPs.............................................1-2

1.4 UWMPs in Relation to Other Planning Efforts...........................................................................1-3

1.5 UWMP Organization ..................................................................................................................1-4

1.6 Lay Description...........................................................................................................................1-5 2 Plan Preparation ................................................................................................................................2-1

2.1 Basis for Preparing a Plan ..........................................................................................................2-1

2.1.1 Public Water Systems.........................................................................................................2-1

2.2 Individual Planning and Compliance..........................................................................................2-2

2.3 Fiscal or Calendar Year and Units of Measure...........................................................................2-3

2.4 Coordination and Outreach .......................................................................................................2-4

2.4.1 Wholesale and Retail Coordination ...................................................................................2-5

2.4.2 Coordination with Other Agencies and the Community....................................................2-5

2.4.3 Notice to Cities and Counties.............................................................................................2-5 3 System Description ............................................................................................................................3-1

3.1 General Description ...................................................................................................................3-1

3.2 Service Area Boundary Maps.....................................................................................................3-2

3.3 Service Area Climate ..................................................................................................................3-5

3.4 Service Area Population and Demographics..............................................................................3-6

3.4.1 Service Area Population.....................................................................................................3-6

3.4.2 Other Social, Economic, and Demographic Factors...........................................................3-7

3.5 Land Uses within Service Area ...................................................................................................3-7 4 Water Use Characterization...............................................................................................................4-1

4.1 Non-Potable versus Potable Water Use ....................................................................................4-1

4.2 Past, Current, and Projected Water Use by Sector....................................................................4-1

4.2.1 Water Use Sectors Listed in Water Code...........................................................................4-2

4.2.2 Water Use Sectors in Addition to Those Listed in Water Code .........................................4-2

4.2.3 Past Water Use...................................................................................................................4-2

4.2.4 Distribution System Water Loss.........................................................................................4-3

4.2.5 Current Water Use.............................................................................................................4-4

4.2.6 Projected Water Use..........................................................................................................4-6

4.2.7 Characteristic Five-Year Water Use ...................................................................................4-8

4.3 Water Use for Lower Income Households.................................................................................4-9

4.4 Climate Change Considerations...............................................................................................4-11 5 SB X7-7 Baselines, Targets, and 2020 Compliance ............................................................................5-1

5.1 Baseline and Target Calculations for 2020 UWMPs...................................................................5-1

5.2 Methods for Calculating Population and Gross Water Use .......................................................5-2

5.2.1 Service Area Population.....................................................................................................5-2

5.3 Gross Water Use ........................................................................................................................5-2 City of Coalinga
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5.4 2020 Compliance Daily Per-Capita Water Use (GPCD) ..............................................................5-3

5.5 Regional Alliance........................................................................................................................5-4 6 Water Supply Characterization..........................................................................................................6-1

6.1 Narrative Sections for Supplier’s UWMP Water Supply Characterization.................................6-2

6.1.1 Purchased or Imported Water...........................................................................................6-2

6.1.2 Groundwater......................................................................................................................6-2

6.1.3 Surface Water ....................................................................................................................6-3

6.1.4 Stormwater........................................................................................................................6-3

6.1.5 Wastewater and Recycled Water ......................................................................................6-4

6.1.5.1 Recycled Water Coordination..........................................................................6-4

6.1.5.2 Wastewater Collection, Treatment, and Disposal...........................................6-5

6.1.5.3 Recycled Water System Description................................................................6-7

6.1.5.4 Potential, Current, and Projected Recycled Water Uses.................................6-8

6.1.5.5 Actions to Encourage and Optimize Future Recycled Water Use ...................6-9

6.1.6 Desalinated Water Opportunities......................................................................................6-9

6.1.7 Water Exchanges and Transfers.......................................................................................6-10

6.1.7.1 Exchanges......................................................................................................6-10

6.1.7.2 Transfers........................................................................................................6-10

6.1.8 Future Water Projects......................................................................................................6-10

6.1.9 Summary of Existing and Planned Sources of Water.......................................................6-11

6.1.9.1 Description of Supplies..................................................................................6-11

6.1.9.2 Quantification of Supplies.............................................................................6-12

6.1.10 Special Conditions............................................................................................................6-12

6.2 Energy Use ...............................................................................................................................6-13 7 Water Service Reliability and Drought Risk Assessment ...................................................................7-1

7.1 Water Service Reliability Assessment........................................................................................7-1

7.1.1 Service Reliability – Constraints on Water Sources...........................................................7-1

7.1.1.1 Legal.................................................................................................................7-1

7.1.1.2 Environmental .................................................................................................7-2

7.1.1.3 Water Quality ..................................................................................................7-2

7.1.1.4 Climatic Factors ...............................................................................................7-3

7.1.2 Service Reliability – Year Type Characterization................................................................7-3

7.1.3 Service Reliability – Supply and Demand Comparison.......................................................7-5

7.1.3.1 Water Service Reliability – Normal Year..........................................................7-5

7.1.3.2 Water Service Reliability – Single Dry Year......................................................7-5

7.1.3.3 Water Service Reliability – Five-Consecutive-Year Drought............................7-6

7.1.4 Description of Management Tools and Options................................................................7-8

7.2 Drought Risk Assessment...........................................................................................................7-8

7.2.1 DRA Data, Methods, and Basis for Water Shortage Conditions........................................7-8

7.2.2 DRA Water Source Reliability.............................................................................................7-9

7.2.3 DRA Total Water Supply and Use Comparison ..................................................................7-9 8 Water Shortage Contingency Plan.....................................................................................................8-1 9 Demand Management Measures......................................................................................................9-1

9.1 Existing Demand Management Measures for Retail Suppliers..................................................9-1

9.1.1 Water Waste Prohibition Ordinances................................................................................9-1 City of Coalinga
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9.1.2 Metering.............................................................................................................................9-2

9.1.3 Conservation Pricing ..........................................................................................................9-2

9.1.4 Public Education and Outreach..........................................................................................9-4

9.1.5 Programs to Assess and Manage Distribution System Real Loss.......................................9-4

9.1.6 Water Conservation Program Coordination and Staffing Support....................................9-4

9.1.7 Other Demand Management Measures............................................................................9-4

9.1.7.1 Residential Plumbing Retrofit..........................................................................9-5

9.1.7.2 Washing Machine Rebate................................................................................9-5

9.2 Reporting Implementation ........................................................................................................9-5

9.2.1 Implementation over the Past Five Years..........................................................................9-5

9.2.2 Implementation to Achieve Water Use Targets ................................................................9-6 10 Plan Adoption, Submittal, and Implementation..............................................................................10-1

10.1 Inclusion of All 2020 Data ........................................................................................................10-1

10.2 Notice of Public Hearing ..........................................................................................................10-1

10.2.1 Notice to Cities and Counties...........................................................................................10-1

10.2.2 Notice to the Public..........................................................................................................10-2

10.3 Public Hearing and Adoption ...................................................................................................10-3

10.3.1 Public Hearing ..................................................................................................................10-3

10.3.2 Adoption ..........................................................................................................................10-3

10.4 Plan Submittal..........................................................................................................................10-4

10.4.1 Submitting a UWMP and Water Shortage Contingency Plan to DWR.............................10-4

10.4.2 Electronic Data Submittal ................................................................................................10-4

10.4.3 Submitting a UWMP, including WSCP, to the California State Library ............................10-4

10.4.4 Submitting a UWMP to Cities and Counties ....................................................................10-4

10.5 Public Availability .....................................................................................................................10-5

10.6 Notification to Public Utilities Commission .............................................................................10-5

10.7 Amending an Adopted UWMP or Water Shortage Contingency Plan.....................................10-5

10.7.1 Amending a UWMP..........................................................................................................10-5

10.7.2 Amending a Water Shortage Contingency Plan...............................................................10-6 11 References.......................................................................................................................................11-1 City of Coalinga
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LIST OF TABLES
Table 1-1 – Applicable Changes to the CWC Since 2015 ...........................................................................1-3 Table 2-1 – Public Water Systems (DWR Table 2-1) ..................................................................................2-2 Table 2-2 – Plan Identification Type (DWR Table 2-2)...............................................................................2-3 Table 2-3 – Supplier Identification (DWR Table 2-3) .................................................................................2-4 Table 2-4 – Water Supplier Information Exchange (DWR Table 2-4) ........................................................2-5 Table 3-1 – City of Coalinga Climate Data..................................................................................................3-5 Table 3-2 – Population – Current and Projected (DWR Table 3-1)............................................................3-6 Table 4-1 – Past Water Use (2016-2019)...................................................................................................4-3 Table 4-2 – Last Five Years of Water Loss Audit Reporting (DWR Table 4-4)............................................4-4 Table 4-3 – Demands for Potable and Non-Potable Water – Actual (DWR Table 4-1)..............................4-5 Table 4-4 – Use for Potable and Non-Potable Water – Projected (DWR Table 4-2)..................................4-7 Table 4-5 – Total Water Use (Potable and Non-Potable) (DWR Table 4-3)...............................................4-8 Table 4-6 – Characteristic Five-Year Water Use ........................................................................................4-9 Table 4-7 – City of Coalinga Lower Income Household Water Demands................................................4-10 Table 4-8 – Inclusion in Water Use Projections (DWR Table 4‑5)............................................................4-10 Table 5-1 – Baselines and Targets Summary from SB X7-7 Verification Form (DWR Table 5-1)...............5-1 Table 5-2 – 2020 Compliance (DWR Table 5-2) .........................................................................................5-3 Table 6-1 – Wastewater Collected within Service Area in 2020 (DWR Table 6-2) ....................................6-6 Table 6-2 – Wastewater Treatment and Discharge within Service Area in 2020 (DWR Table 6-3)...........6-7 Table 6-3 – Current and Projected Recycled Water Direct Beneficial Uses Within Service Area (DWR Table 6-4).............................................................................................................................................................6-8 Table 6-4 – 2015 UWMP Recycled Water Use Projection Compared to 2020 Actual (DWR Table 6-5)....6-8 Table 6-5 – Methods to Expand Future Recycled Water Use (DWR Table 6-6).........................................6-9 Table 6-6 – Expected Future Water Supply Projects or Program (DWR Table 6-7).................................6-11 Table 6-7 – Water Supplies – Actual (DWR Table 6-8).............................................................................6-12 Table 6-8 – Water Supplies – Projected (DWR Table 6-9) .......................................................................6-12 Table 7-1 – Basis of Water Year Data (DWR Table 7-1) .............................................................................7-4 Table 7-2 – Normal Year Supply and Demand Comparison (DWR Table 7-2) ...........................................7-5 Table 7-3 – Single Dry Year Supply and Demand Comparison (DWR Table 7-3) .......................................7-6 Table 7-4 – Multiple Dry-Year Supply and Demand Comparison (DWR Table 7-4)...................................7-7 Table 7-5 – Five-Year Drought Risk Assessment Tables (DWR Table 7-5) ...............................................7-10 Table 9-1 – Water Rate Schedule...............................................................................................................9-3 Table 10-1 – Notification to Cities and Counties (DWR Table 10-1)........................................................10-2 City of Coalinga
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LIST OF FIGURES
Figure 3-1 – Service Area Map...................................................................................................................3-3 Figure 3-2 – General Plan Land Use ...........................................................................................................3-9

APPENDICES
Appendix A – DWR UWMP Tables
Appendix B – DWR UWMP Checklist
Appendix C – Notice of Preparation and Outreach Documents Appendix D – Water Loss Audits
Appendix E – SB X7-7 2015 Verification Form and 2020 Compliance Form Appendix F – Energy Use Tables
Appendix G – Consumer Confidence Reports
Appendix H – Water Shortage Contingency Plan
Appendix I – Water Conservation Ordinance
Appendix J – Water Rate Schedule
Appendix K – Water Shortage Regulations
Appendix L – UWMP Adoption Resolution
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LIST OF ACRONYMS AND ABBREVIATIONS
AB Assembly Bill
AF Acre-feet
AWWA American Water Works Association
Black Water Black Water Consulting Engineers, Inc.

BMP Best management practice
CCR Consumer Confidence Report
Census U.S. Census Bureau
CIMIS California Irrigation Management Information System City City of Coalinga
County Fresno County
CSH Coalinga State Hospital
CUWCC California Urban Water Conservation Council
CVP Central Valley Project
CWC California Water Code
Delta Sacramento-San Joaquin Delta
DMM Demand management measure
DOF California Department of Finance
DRA Drought Risk Assessment
DWR California Department of Water Resources
ETo Evapotranspiration
Fresno COG Fresno County Council of Governments
General Plan City of Coalinga 2025 General Plan
gpcd Gallons per capita per day
GSP Groundwater Sustainability Plan
HCD California Department of Housing and Community Development LAFCo Local Agency Formation Commission
Legislature State of California Legislature
M&I Municipal and Industrial
MG Million gallons
mgd Million gallons per day
PVSP Pleasant Valley State Prison
Retail Supplier Urban retail water supplier
RWQCB California Regional Water Quality Control Board
SB Senate Bill
SB X7-7 Water Conservation Act of 2009
SOI Sphere of influence
State Water Board State Water Resources Control Board
TDS Total dissolved solids
TG Thousand Gallons
ULF Ultra-low flush
USBR United States Bureau of Reclamation
UWMP Urban Water Management Plan
UWMP Guidebook 2020 Urban Water Management Plan Guidebook for Urban Water Suppliers City of Coalinga
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UWMPA Urban Water Management Plan Act
WDR Waste Discharge Requirements
WSCP Water Shortage Contingency Plan
WTP Water treatment plant
WUEdata Water Use Efficiency Data
WWTP Wastewater treatment plant
City of Coalinga
Draft 2020 Urban Water Management Plan
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1 UWMP Introduction and Lay Description

1.1 Background and Purpose
Legal Requirements:

CWC Section 10615:
“Plan” means an urban water management plan prepared pursuant to this part. A plan shall describe and evaluate sources of supply, reasonable and practical efficient uses, reclamation and demand management activities. The components of the plan may vary according to an individual community or area's characteristics and its capabilities to efficiently use and conserve water. The plan shall address measures for residential, commercial, governmental, and industrial water demand management as set forth in Article 2 (commencing with Section 10630) of Chapter 3. In addition, a strategy and time schedule for implementation shall be included in the plan.

The California Water Code (CWC) requires urban water suppliers within the state to prepare and adopt Urban Water Management Plans (UWMPs) for submission to the California Department of Water Resources (DWR). The UWMPs, which must be filed every five years, must satisfy the requirements of the Urban Water Management Planning Act (UWMPA) of 1983 including amendments that have been made to the Act and other applicable regulations. The UWMPA requires urban water suppliers servicing 3,000 or more connections or supplying more than 3,000 acre-feet (AF) of water annually, to prepare an UWMP.

The purpose of the UWMP is to maintain efficient use of urban water supplies, continue to promote conservation programs and policies, ensure that sufficient water supplies are available for future beneficial use, and provide a mechanism for response during water drought conditions. This plan, which was prepared in compliance with the CWC, and as set forth in the 2020 Urban Water Management Plan Guidebook for Urban Water Suppliers (May 2021) established by DWR (UWMP Guidebook), constitutes the City of Coalinga (City) 2020 UWMP. This 2020 UWMP was prepared in compliance with the UWMPA and the Water Conservation Bill of 2009 (Senate Bill [SB] X7-7) by Black Water Consulting Engineers, Inc. (Black Water) and the City.

1.2 Previous Urban Water Management Plan
The City previously updated their 2015 UWMP in March 2021. Following adoption, the 2015 UWMP was submitted to and approved by DWR. This 2020 UWMP serves as an update to the 2015 UWMP and complies with all new UWMP requirements and regulations.

1.3 Urban Water Management Planning and the California Water Code This section summarizes the CWC sections that are applicable to UWMPs.

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1.3.1 Urban Water Management Planning Act of 1983
In 1983, State Assembly Bill (AB) 797 modified the CWC Division 6, by creating the UWMPA. Several amendments to the original UWMPA, which were introduced since 1983, have increased the data requirements and planning elements to be included in UWMPs. Initial amendments to the UWMPA required that total projected water use be compared to water supply sources over the next 20 years, in 5-year increments. Recent DWR guidelines also suggest projecting through a 25-year planning horizon to maintain a 20-year timeframe until the next UWMP update has been completed. This is merely a guideline and not a requirement of the UWMPA. Therefore, the use of a 25-year planning horizon as opposed to a 20-year planning horizon is left up to the discretion of the agency. The City has opted to use a 20-year planning horizon for the purposes of this UWMP.

1.3.2 Applicable Changes to the Water Code since 2015 UWMPs Since the UWMPA was passed, the CWC has undergone significant expansion and revision since the 2015 UWMP was prepared. Prolonged droughts, groundwater overdraft, regulatory revisions, and changing climatic conditions not only affect each supplier’s water reliability determinations, but also the broad picture of statewide water reliability overseen by DWR, the State Water Resources Control Board (State Water Board), and the State of California Legislature (Legislature). Accordingly, the UWMPA has grown to address changing conditions. Applicable changes to the CWC since the completion of the City’s 2015 UWMP are summarized in Table 1-1.

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Table 1-1 – Applicable Changes to the CWC Since 2015
Topic
CWC
Sections
Legislative
Bill Summary
Five Consecutive DryYear Water Reliability
Assessment
10635(a)
and (b)
SB 606, 2019 The Legislature modified the dry-year water reliability planning from a “multiyear” time
period to a “drought lasting five consecutive
water years” designation.

Drought Risk Assessment 10635(b) SB 606, 2019 The Drought Risk Assessment (DRA) requires a supplier to assess water supply reliability
over a five-year period from 2021 to 2025.

Seismic Risk 10632.5 SB 664, 2016 Requires the UWMP to address seismic risk to various water system facilities and have a
mitigation plan.

Energy Use 10631.2(a) SB 606, 2018 Requires suppliers to include readily obtainable information on estimated
amounts of energy use for their water supply
extraction, treatment, distribution, storage,
conveyance, and other water uses.

Water Loss Reporting for
Five Years
10631(d) AB 1414,
2019
Requires inclusion of the past five years of
water loss audit reports in UWMPs.

Water Shortage
Contingency Plan (WSCP)
10632 SB 606, 2019 Suppliers are required to prepare and adopt a WSCP.

Groundwater Supplies
Coordination
10631 AB 1414,
2019
Requires UWMPs to be consistent with
Groundwater Sustainability Plans (GSPs)
Lay Description 10630.5 SB 606, 2019 Requires inclusion of a simple lay description of how much water the agency has on a
reliable basis, how much it needs for the
foreseeable future, what the agency’s
strategy is for meeting its water needs, the
challenges facing the agency, and any other
information necessary to provide a general
understanding of the agency’s plan.

1.4 UWMPs in Relation to Other Planning Efforts
The City is committed to providing a reliable and high-quality water supply to its customers. To ensure that the City will be able to continue to reliably serve the residents of Coalinga in the future, the City has conducted/participated in several important planning efforts that relate to water supply planning and are related to the UWMP. Some of the most recent water planning efforts are summarized below:
• City of Coalinga General Plan 2005-2025: In June 2009, the City adopted an update to its General Plan that guides land use and development for the Coalinga Planning Department through the year 2025. The General Plan focuses on the preservation and enhancement of the existing land while guiding community growth.
• Fresno Multi-Jurisdictional 2015-2023 Housing Elements: In April 2016, Fresno County (County) along with Coalinga and 11 other cities within the county coordinated to publish the 2015-2023 City of Coalinga
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Housing Elements. The document identifies the community’s housing needs, states the region’s goals and objectives regarding housing production, rehabilitation, conservation to meet those needs, and defines the policies and programs the community will implement to achieve stated goals and objectives.

1.5 UWMP Organization
This 2020 UWMP contains the appropriate sections and tables required per the UWMPA and has been prepared based on guidance provided by the UWMP Guidebook. The required tables are included in the relevant sections and in Appendix A.

DWR’s UWMP Checklist, as provided in the UWMP Guidebook, has been completed to demonstrate the UWMP’s compliance with applicable requirements. A copy of the completed checklist is included in Appendix B. This plan is organized according to the recommended format provided in the UWMP Guidebook. The UWMP contains ten chapters, followed by appendices that provide supporting documentation for the information presented in the plan. The chapters are outlined below:
• Chapter 1 - UWMP Introduction and Lay Description: This chapter provides background information for the 2020 UWMP and provides a description of the purpose of the plan. • Chapter 2 - Plan Preparation: This chapter includes information on the development of the 2020 UWMP and efforts in coordination and outreach.
• Chapter 3 - System Description: This chapter describes the service area, population, and climate; presents an overview of the City’s water distribution system; and describes the City's organizational structure and history.
• Chapter 4 - Water Use Characterization: This chapter describes and quantifies the current and projected water uses within the City’s service area.
• Chapter 5 - SB X7-7 Baseline and Targets, and 2020 Compliance: This chapter describes the methods for calculating baseline and target water use consumption in the City. It also includes a calculation of the City’s 2020 water use and determination of compliance with the 2020 target water use.
• Chapter 6 - Water Supply Characterization: This chapter describes the current and projected sources of water available to the City. A description of potential recycled water use and supply availability is also included in this chapter.
• Chapter 7 - Water Service Reliability and Drought Risk Assessment: This chapter describes the reliability of the City’s current supply and evaluates the reliability for the next 20 years, including normal, single-dry years, and five consecutive dry years. • Chapter 8 - Water Shortage Contingency Plan: This chapter references the City’s Water Shortage Contingency Plan (WSCP) which is provided as an appendix. • Chapter 9 - Demand Management Measures: This chapter describes the City's efforts to promote conservation, reduce water demand, and describes the City's demand management measures. • Chapter 10 - Plan Adoption, Submittal, and Implementation: This chapter describes the steps taken to adopt and submit the 2020 UWMP and make it publicly available. This chapter will also describe the City's plan to implement the UWMP.

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1.6 Lay Description
Legal Requirements:

CWC Section 10630.5:

Each plan shall include a simple lay description of how much water the agency has on a reliable basis, how much it needs for the foreseeable future, what the agency’s strategy is for meeting its water needs, the challenges facing the agency, and any other information necessary to provide a general understanding of the agency’s plan.

The UWMP describes the City’s water system, characterizes water use, describes the water supply sources for the City, and analyzes the reliability of the City’s water service for normal, dry, and 5-year drought conditions for the next 20 years. To further improve the reliability of the City’s water system, the WSCP identifies strategies to implement during water shortages and describes procedures for identifying the potential of a water shortage in the current year.

The City water system receives up to 10,000 AF (14,193 million gallons [MG]) of surface water through the federal Central Valley Project (CVP), which is supervised by the U.S. Bureau of Reclamation (USBR). In 2020, the City supplied 1,373 MG of potable water. Potable water demands are projected to increase to 2,218 MG by 2040 due to increases in the City population. The City’s water supply is projected to sufficiently meet expected demands through 2040 without adding additional supplies.

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2 Plan Preparation
This chapter presents information on the development of the 2020 UWMP, including coordination and outreach efforts.

2.1 Basis for Preparing a Plan
Legal Requirements:

CWC Section 10617:
“Urban water supplier” means a supplier, either publicly or privately owned, providing water for municipal purposes either directly or indirectly to more than 3,000 customers or supplying more than 3,000 acre-feet of water annually. An urban water supplier includes a supplier or contractor for water, regardless of the basis of right, which distributes or sells for ultimate resale to customers. This part applies only to water supplied from public water systems.

CWC Section 10620:
(b) Every person that becomes an urban water supplier shall adopt an urban water management plan within one year after it has become an urban water supplier.

CWC Section 10621:
(a) Each urban water supplier shall update its plan at least once every five years on or before July 1, in years ending in six and one, incorporating updated and new information from the five years preceding each update.

2.1.1 Public Water Systems
The CWC defines an urban water supplier as “a water supplier, either publicly or privately owned, that directly provides potable municipal water to more than 3,000 end users or supplies more than 3,000 AF of potable water annually at retail for municipal purposes.” Table 2-1 (DWR Table 2-1) documents the number of municipal connections and the volume of water supplied in 2020. The City is considered an urban retail water supplier.

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Table 2-1 – Public Water Systems (DWR Table 2-1)
Submittal Table 2-1 Retail Only: Public Water Systems
Public Water System
Number
Public Water System
Name
Number of Municipal
Connections 2020
Volume of
Water Supplied
2020 *
Add additional rows as needed
CA1010004 City of Coalinga 4,027 1,373
TOTAL 4,027 1,373
* Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Table 2-3.

NOTES:

2.2 Individual Planning and Compliance
Water agencies are given the option to develop UWMPs individually or collectively as a regional group.

While efforts to prepare the UWMP were coordinated with appropriate agencies, this UWMP was developed for the City service area only, and the City is not participating in a Regional UWMP (Table 2-2 (DWR Table 2-2)).

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Table 2-2 – Plan Identification Type (DWR Table 2-2)

2.3 Fiscal or Calendar Year and Units of Measure
Legal Requirements:

CWC Section 10608.20:
(a)(1) Urban retail water suppliers…may determine the targets on a fiscal year or calendar year basis.

The City’s 2020 UWMP has been prepared on a calendar year basis and includes planning data for the complete year of 2020. The City’s reporting of water volumes in this 2020 UWMP is reported in MG. Table 2-3 (DWR Table 2-3) summarizes the City’s reporting methods for this 2020 UWMP.

Water Supplier is also a
member of a RUWMP
Water Supplier is also a
member of a Regional Alliance
Regional Urban Water Management
Plan (RUWMP)
Submittal Table 2-2: Plan Identification
NOTES:

Individual UWMP
Name of RUWMP or Regional Alliance
if applicable
(select from drop down list)
Select
Only
One
Type of Plan
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Table 2-3 – Supplier Identification (DWR Table 2-3)

2.4 Coordination and Outreach
Legal Requirements:

CWC Section 10631:
(h) An urban water supplier that relies upon a wholesale agency for a source of water shall provide the wholesale agency with water use projections from that agency for that source of water in five-year increments to 20 years or as far as data is available. The wholesale agency shall provide information to the urban water supplier for inclusion in the urban water supplier’s plan that identifies and quantifies, to the extent practicable, the existing and planned sources of water as required by subdivision (b), available from the wholesale agency to the urban water supplier over the same five-year increments, and during various water-year types in accordance with subdivision (f). An urban water supplier may rely upon water supply information provided by the wholesale agency in fulfilling the plan informational requirements of subdivisions (b) and (f).

The UWMPA requires that the UWMP identify the water agency’s coordination with appropriate nearby agencies. While preparing the 2020 UWMP, the City coordinated its efforts with relevant agencies to ensure that the data and issues are presented accurately.

Supplier is a wholesaler
Supplier is a retailer
UWMP Tables are in calendar years
UWMP Tables are in fiscal years
Unit MG
NOTES:

Submittal Table 2-3: Supplier Identification
Type of Supplier (select one or both)
Fiscal or Calendar Year (select one)
If using fiscal years provide month and date that the
fiscal year begins (mm/dd)
Units of measure used in UWMP *
(select from drop down)
* Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Table 2-3.

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2.4.1 Wholesale and Retail Coordination
The City does not receive wholesale water, nor does it plan to in the future (Table 2-4 (DWR Table 2-4)).

Table 2-4 – Water Supplier Information Exchange (DWR Table 2-4) Submittal Table 2-4 Retail: Water Supplier Information Exchange The retail Supplier has informed the following wholesale supplier(s) of projected water use in accordance with Water Code Section 10631.

Wholesale Water Supplier Name
Add additional rows as needed
Not Applicable
NOTES:

2.4.2 Coordination with Other Agencies and the Community Legal Requirements:

CWC Section 10620:
(d)(3) Each urban water supplier shall coordinate the preparation of its plan with other appropriate agencies in the area, including other water suppliers that share a common source, water management agencies, and relevant public agencies, to the extent practicable.

CWC Section 10642:

Each urban water supplier shall encourage the active involvement of diverse social, cultural, and economic elements of the population within the service area prior to and during the preparation of the plan...

The City has coordinated with other appropriate agencies in the area, to the extent practicable. The following is a list of agencies and organizations that the City has contacted in the preparation of the 2020 UWMP:
• United States Bureau of Reclamation
• Westland’s Water District
• Coalinga-Huron Unified School District
A copy of the letter sent to each of those agencies is in Appendix C.

2.4.3 Notice to Cities and Counties
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Legal Requirements:

CWC Section 10621(b):

Every urban water supplier required to prepare a plan pursuant to this part shall, at least 60 days before the public hearing on the plan required by Section 10642, notify any city or county within which the supplier provides water supplies that the urban water supplier will be reviewing the plan and considering amendments or changes to the plan.

The City provided formal written notification to Fresno County and the public that the City’s UWMP was being updated. In accordance with the UWMPA, this notification was provided at least 60 days prior to the public hearing of the plan. Appendix C contains copies of the outreach documents.

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3 System Description
The UWMPA requires that the UWMP include a description of the water purveyor’s service area and various aspects of the area served including climate, population, and other demographic factors. Unless otherwise noted, this 2020 UWMP uses the term “service area” to refer to the areas which the City provides potable water service.

3.1 General Description
Legal Requirements:

CWC Section 10631:
(a) Describe the service area of the supplier, including current and projected population, climate, and other social, economic, and demographic factors affecting the supplier’s water management planning.

The projected population estimates shall be based upon data from the state, regional, or local service agency population projections within the service area of the urban water supplier and shall be in fiveyear increments to 20 years or as far as data is available. The description shall include the current and projected land uses within the existing or anticipated service area affecting the supplier’s water management planning. Urban water suppliers shall coordinate with local or regional land use authorities to determine the most appropriate land use information, including, where appropriate, land use information obtained from local or regional land use authorities, as developed pursuant to Article 5 (commencing with Section 65300) of Chapter 3 of Division 1 of Title 7 of the Government Code.

The City is located in the Pleasant Valley at the base of the coastal mountain range on the western side of California’s Central Valley within Fresno County. The City is a public agency that provides water and sewer service to all residential, commercial, and industrial customers and for fire protection use. During 2020, the City served a total population of approximately 17,590 through 4,027 active service connections.

Located approximately 60 miles northeast from Coalinga is the city limits of Fresno, the Central Valley’s largest city and the state’s fifth largest city. Interstate 5 runs north to south approximately ten miles east of Coalinga. The County of Monterey lies to the west and Kings County to the east.

According to the U.S. Census Bureau (Census), there were 8,212 people living in Coalinga in 1990, 11,668 in 2000, 13,380 in 2010, and 17,590 in 2020. These population estimates represent an average annual growth rate of approximately 2.57 percent from 1990 through 2020. This increase in population is primarily a reflection of the regional growth pressures that are affecting the Central Valley as people living in more expensive regions look for affordable housing in the Valley and the opening of the California Department of State Hospitals-Coalinga in 2005.

The City is the governing agency and the sole purveyor of water within the City limits. The City adopted the City of Coalinga 2025 General Plan (General Plan) in June 2009 [1]. The General Plan assesses delineated land use areas referred to as the sphere of influence (SOI), which is larger than the City limits.

The SOI includes land over which the City does not have complete jurisdiction; however, the City has the option to annex the land and develop it in the future.

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According to the Fresno Local Agency Formation Commission (LAFCo), the City’s SOI encompasses approximately 9.05 square miles (5,793 acres). Land uses within the City include single-family residential, multi-family residential, mixed use, commercial, manufacturing/business, public facilities, recreation, open space/conservation, agricultural, and street rights-of-way. The SOI is recognized as the ultimate growth boundary over the life of the City’s current General Plan. This 2020 UWMP assumes that the SOI describes the future water system service area.

3.2 Service Area Boundary Maps
The service area map in Figure 3-1 displays the City limits and the potable water service area boundary.

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Figure 3-1 – Service Area Map
In Figures
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3.3 Service Area Climate
Legal Requirements:

CWC Section 10631(a):

A plan shall… Describe the service area of the supplier, including … climate… CWC Section 10630:

It is the intention of the Legislature, in enacting this part, to permit levels of water management planning… while accounting for impacts of climate change.

Climate within the City is typical of that of the Southern San Joaquin Valley, cool and foggy during the winters with little precipitation, and hot and dry summers with little to no rainfall. Coalinga enjoys a very high percentage of sunshine, averaging over 260 sunny days per year. The City’s annual average precipitation is approximately 5.4 inches. Most of the annual precipitation occurs between November and March. The local annual average maximum daily temperature is 78.8°F and the annual average minimum daily temperature is 51.7°F. Table 3-1 summarizes monthly average evapotranspiration (ETo) rates, rainfall, and temperature. ETo is the water lost through evaporation from the soil and surface water bodies, combined with plant transpiration. Local data was obtained from California Irrigation Management Information System (CIMIS) Station #205, located within the City limits.

Table 3-1 – City of Coalinga Climate Data
Average ETo
Average Max
Temperature
Average Min
Temperature
Average
Rainfall
Month inches (a) °F (b) °F (b) inches (b)
January 1.94 59.94 37.86 1.12
February 2.83 69.04 44.1 0.75
March 4.36 82.79 54.09 0.77
April 6.31 98.1 67.57 0.2
May 8.17 91.25 61.85 0.21
June 9.61 67.8 42.97 0.08
July 9.97 60.52 37.92 0.18
August 8.96 69.55 44.18 0.01
September 6.9 82.79 53.96 0.06
October 4.88 98.34 67.55 0.28
November 2.64 91.15 61.46 0.52
December 1.76 68.06 42.86 0.65
Total 68.33 78.28 51.36 4.83
(a) Source: CIMIS Website: wwwcimis.water.ca.gov, Station 205 Coalinga, California, Monthly Average ETo Report, Printed July 2021.
(b) Source: CIMIS Website: wwwcimis.water.ca.gov, Station 205 Coalinga, California, Monthly Average Report, January 2011 – December 2020.

These climate characteristics highly influence the City’s water use. As described in Chapter 4, the City’s water use in the summer months is significantly higher than that in the winter, reflecting increased water use for irrigation purposes during the hot, dry summers.

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3.4 Service Area Population and Demographics

3.4.1 Service Area Population
Legal Requirements:

CWC Section 10631(a):

Describe the service area of the supplier, including current and projected population …The projected population estimates shall be based upon data from the state, regional, or local service agency population projections within the service area of the urban water supplier and shall be in five-year increments to 20 years or as far as data is available.

According to the Census, the City’s population for the year 2020 was 17,590. The City has experienced steady population growth since 2010, and future projections anticipate further growth within the City.

This steady increase in population is primarily a reflection of the regional growth pressures that are affecting the Central Valley as people living in more expensive regions look for affordable housing. The City’s total population includes the urban population of the City, the population of the Pleasant Valley State Prison, and the population of the Coalinga State Hospital. The Pleasant Valley State Prison population fluctuated between 2,753 and 3,233 inmates in 2020 according to the California Department of Corrections and Rehabilitation 2020 Yearly Report. The California Department of State HospitalsCoalinga has 1,286 beds according to the California Department of State Hospitals website.

Anticipating increased demand from population growth and new enterprise are important aspects of the City’s UWMP. This UWMP anticipates the effects of increased demand on water resources arising from sustained population growth. The City’s population in 2020 of 17,590 was up from 13,380 at the 2010 Census, up from 11,668 at the 2000 Census, and up from 8,212 at the 1990 Census. Based on these population figures, the average annual growth rate of from 1990 to 2020 is approximately 2.57 percent.

Table 3-2 (DWR Table 3-1) contains the projected population for the next 25 years, in 5-year increments, assuming a 2.57 percent annual average growth rate through 2040.

Table 3-2 – Population – Current and Projected (DWR Table 3-1) Submittal Table 3-1 Retail: Population - Current and Projected Population
Served
2020 2025 2030 2035 2040 2045(opt)
17,590 19,970 22,671 25,738 29,220 33,172
NOTES:

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3.4.2 Other Social, Economic, and Demographic Factors
Legal Requirements:

CWC Section 10631:
(a) Describe the service area of the supplier, including… other social, economic and demographic factors affecting the supplier’s water management planning.

The City’s median household income is $62,522, and the poverty rate is 20.6%. The median age in the City is 32.1 years old, which is lower than the United States’ median age of 38.1. According to the U.S. Census Bureau, over a third of the population in Coalinga speaks Spanish at home. 70.4% of the population has attained a high school diploma.

3.5 Land Uses within Service Area
Legal Requirements:

CWC Section 10631(a):

The description shall include the current and projected land uses within the existing or anticipated service area affecting the supplier’s water management planning. Urban water suppliers shall coordinate with local or regional land use authorities to determine the most appropriate land use information, including, where appropriate, land use information obtained from local or regional land use authorities…
The City is predominantly comprised of single-family residential land use and public facilities with commercial, industrial, parks/open space/public uses, and multi-family residential land uses comprising the remaining areas. The General Plan serves as a blueprint for growth and development in the City. Figure 3-2 shows the General Plan land use diagram.

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Figure 3-2 – General Plan Land Use
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4 Water Use Characterization
This chapter describes and quantifies the current and projected water demands within the City’s service area.

4.1 Non-Potable versus Potable Water Use
This chapter addresses demands that are met by potable water sources. Recycled water use is described separately in Chapter 6. The City does not use other non-potable water sources.

4.2 Past, Current, and Projected Water Use by Sector
Legal Requirements:

CWC Section 10635:
(a) Every urban water Supplier shall include, as part of its urban water management plan, an assessment of the reliability of its water service to its customers during normal, dry, and multiple dry water years.

This water supply and demand assessment shall compare the total water supply sources available to the water supplier with the long-term total projected water use over the next 20 years, in five-year increments, for a normal water year, a single dry water year, and a drought lasting five consecutive water years. The water service reliability assessment shall be based upon the information compiled pursuant to Section 10631, including available data from state, regional, or local agency population projections within the service area of the urban water supplier.

CWC Section 10631(d):
(1) For an urban retail water supplier, quantify, to the extent records are available, past and current water use, over the same five-year increments described in subdivision (a), and projected water use, based upon information developed pursuant to subdivision (a), identifying the uses among water use sectors, including, but not necessarily limited to, all of the following… (2) The water use projections shall be in the same five-year increments described in subdivision (a). (4)(A) Water use projections, where available, shall display and account for the water savings estimated to result from adopted codes, standards, ordinances, or transportation and land use plans identified by the urban water supplier, as applicable to the service area. (B) To the extent that an urban water supplier reports the information described in subparagraph (A), an urban water supplier shall do both of the following: (i) Provide citations of the various codes, standards, ordinances, or transportation and land use plans utilized in making the projections. (ii) Indicate the extent that the water use projections consider savings from codes, standards, ordinances, or transportation and land use plans. Water use projections that do not account for these water savings shall be noted of that fact.

The following sections describe past, current, and projected water use within the City for each of the ten water use sectors identified in CWC Section 10631(d).

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4.2.1 Water Use Sectors Listed in Water Code
Legal Requirements:

The water use sectors that are served by the water system include single-family residential, multi-family residential, and commercial. These classifications were used to analyze current consumption patterns.

These classifications are defined as follows.
• Single-family residential – A single-family dwelling unit. A lot with a free-standing building containing one dwelling unit that may include an accessory dwelling unit. • Multi-family residential – Multiple dwelling units contained within one building or several buildings within one complex.
• Commercial – A water user that provides or distributes a product or service. Includes water used by retail establishments, office buildings, laundries, schools, prisons, hospitals, dormitories, nursing homes, and hotels.
• Distribution System Water Losses – Water losses which occur due to distribution system leaks and other unmetered water uses (such as firefighting, main flushing, etc.).

The definitions for single-family residential and multi-family residential are consistent with the UWMP Guidebook. The City records for commercial, however, include the category defined as institutional in the 2020 UWMP Guidebook.

4.2.2 Water Use Sectors in Addition to Those Listed in Water Code The water system does not serve additional water use sectors.

4.2.3 Past Water Use
The City’s past water use for 2016-2019 is shown in Table 4-1.

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Table 4-1 – Past Water Use (2016-2019)
Water Use (MG)
Year Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total 2016 65 62 75 93 106 133 145 146 127 107 84 64 1,207
2017 62 56 76 91 118 135 157 153 134 111 86 79 1,258
2018 70 72 75 94 125 130 152 150 138 115 88 68 1,277
2019 63 55 68 98 116 129 149 142 146 141 92 67 1,266

4.2.4 Distribution System Water Loss
Legal Requirements:

CWC Section 10631(d)(1):

For an urban retail water supplier, quantify, to the extent records are available, past and current water use, over the same five-year increments described in subdivision (a), and projected water use, based upon information developed pursuant to subdivision (a), identifying the uses among water use sectors, including, but not necessarily limited to, all of the following… (J) Distribution system water loss….

CWC Section 10631(d)(3):
(A) The distribution system water loss shall be quantified for each of the five years preceding the plan update, in accordance with rules adopted pursuant to Section 10608.34. (B) The distribution system water loss quantification shall be reported in accordance with a worksheet approved or developed by the department through a public process. The water loss quantification worksheet shall be based on the water system balance methodology developed by the American Water Works Association.
(C) In the plan due July 1, 2021, and in each update thereafter, data shall be included to show whether the urban retail water supplier met the distribution loss standards enacted by the board pursuant to Section 10608.34.

The last five years of water loss audit reporting are summarized in Table 4-2 (DWR Table 4-4). The water loss audits for 2016-2020 are in Appendix D.

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Table 4-2 – Last Five Years of Water Loss Audit Reporting (DWR Table 4-4) Submittal Table 4-4 Retail: Last Five Years of Water Loss Audit Reporting
Reporting Period Start Date
(mm/yyyy) Volume of Water Loss 1,2
07/2016 99
07/2017 48
07/2018 147
07/2019 112
07/2020 155
1 Taken from the field "Water Losses" (a combination of apparent losses and real losses) from the AWWA worksheet. 2 Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Table 2-3.

NOTES: Volume of water loss with reporting period start date of 07/2020 was estimated based on available data.

CWC Section 10608.34(i) directs the State Water Board to “adopt rules requiring urban retail water suppliers to meet performance standards for the volume of water losses.” The proposed regulation would require urban water suppliers to meet individual volumetric water loss standards determined through a water system-specific economic model developed by the State Water Board. Pursuant to this law, urban retail water suppliers, such as the City, have annually submitted water loss audits to DWR since October 2017. Pre-rulemaking meetings and workshops were held in 2018-2020 and adoption of the proposed regulation is anticipated to occur in 2021. Once the economic model is finalized, the City can determine their individual volumetric water loss standard.

4.2.5 Current Water Use
Table 4-3 (DWR Table 4-1) shows potable water use for 2020 by water use type.

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Table 4-3 – Demands for Potable and Non-Potable Water – Actual (DWR Table 4-1) Submittal Table 4-1 Retail: Demands for Potable and Non-Potable1 Water - Actual Use Type 2020 Actual
Drop down list
May select each use multiple times
These are the only Use Types that
will be recognized by the WUEdata
online submittal tool
Additional
Description
(as needed)
Level of Treatment
When Delivered
Drop down list
Volume2
Add additional rows as needed
Single Family Drinking Water 561
Multi-Family Drinking Water 46
Commercial includes Institutional Drinking Water 611
Losses Drinking Water 155
TOTAL 1,373
1 Recycled water demands are NOT reported in this table. Recycled water demands are reported in Table 6-4.
2 Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Table 2-3.

NOTES: From 2020 EAR
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4.2.6 Projected Water Use
Legal Requirements:

CWC Section 10635 (a):

Every urban water supplier shall include, as part of its urban water management plan, an assessment of the reliability of its water service to its customers during normal, dry, and multiple dry water years.

Water Code Section 10631:
(h) An urban water supplier that relies upon a wholesale agency for a source of water shall provide the wholesale agency with water use projections from that agency for that source of water in five-year increments to 20 years or as far as data is available… The wholesale agency shall provide information to the urban water supplier for inclusion in the urban water supplier’s plan that identifies and quantifies, to the extent practicable, the existing and planned sources of water as required by subdivision (b), available from the wholesale agency to the urban water supplier over the same five-year increments, and during various water-year types in accordance with subdivision (f). An urban water supplier may rely upon water supply information provided by the wholesale agency in fulfilling the plan informational requirements of subdivisions (b) and (f).

CWC Section 10631(d)(4):
(A) Water use projections, where available, shall display and account for the water savings estimated to result from adopted codes, standards, ordinances, or transportation and land use plans identified by the urban water supplier, as applicable to the service area. (B) To the extent that an urban water supplier reports the information described in subparagraph (A), an urban water supplier shall do both of the following:
(i) Provide citations of the various codes, standards, ordinances, or transportation and land use plans utilized in making the projections.
(ii) Indicate the extent that the water use projections consider savings from codes, standards, ordinances, or transportation and land use plans. Water use projections that do not account for these water savings shall be noted of that fact.

Table 4-4 (DWR Table 4-2) summarizes the projected water use by use type for 2025 through 2040. The water use in Table 4-4 (DWR Table 4-2) was calculated using the following assumptions:
• 2020 Target SB X7-7 of 273 gallons per capita per day, further described in Chapter 5 • Population projections presented in Table 3-2 (DWR Table 3-1) • Percentage water use by use type for future years was the same as for 2020 • 66 gpcd reduction in water use due to implementation of DWR Stage 3 shortage response actions.

Refer to the WSCP.

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The projections are conservative and do not consider potential water use reductions from codes, standards, ordinances, or transportation and land use plans.

Table 4-4 – Use for Potable and Non-Potable Water – Projected (DWR Table 4-2) Submittal Table 4-2 Retail: Use for Potable and Non-Potable1 Water - Projected Use Type
Additional
Description
(as needed)
Projected Water Use2
Report To the Extent that Records are Available
Drop down list
May select each use multiple times
These are the only Use Types that
will be recognized by the WUEdata
online submittal tool
2025 2030 2035 2040 2045
(opt)
Add additional rows as needed
Single Family 616 700 795 902
Multi-Family 51 57 65 74
Commercial 671 762 865 982
Losses 170 193 220 249
TOTAL 1,509 1,713 1,945 2,208 0
1 Recycled water demands are NOT reported in this table. Recycled water demands are reported in Table 6-4. 2
Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Table 2-3.

NOTES: Projected water use based on population projections from Table 3-1, and an assumed water demand of 273 gpcd, equivalent to the SB X7-7 2020 Target. An additional 66 gpcd reduction in demand due to implementation of DWR Stage 3 Shortage Response Actions were included. Projected water uses for each use type were proportionally increased based on their percentage of the total water use for 2020.

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Table 4-5 (DWR Table 4-3)summarizes the total projected potable and non-potable water use in five-year increments from 2020 to 2040. The table includes recycled water demand, which will be further described in Chapter 6.

Table 4-5 – Total Water Use (Potable and Non-Potable) (DWR Table 4-3) Submittal Table 4-3 Retail: Total Water Use (Potable and Non-Potable) 2020 2025 2030 2035 2040 2045
(opt)
Potable Water, Raw, Other
Non-potable
From Tables 4-1R and 4-2 R
1,373 1,509 1,713 1,945 2,208 0
Recycled Water Demand1
From Table 6-4 0 0 0 0 0 0
Optional Deduction of
Recycled Water Put Into
Long-Term Storage2
TOTAL WATER USE 1,373 1,509 1,713 1,945 2,208 0
1 Recycled water demand fields will be blank until Table 6-4 is complete 2 Long term storage means water placed into groundwater or surface storage that is not removed from storage in the same year. Supplier may deduct recycled water placed in longterm storage from their reported demand. This value is manually entered into Table 4-3.

NOTES:

4.2.7 Characteristic Five-Year Water Use
Legal Requirements:

CWC Section 10635(b):

The characteristic five-year water use will be useful for preparing the five-year Drought Risk Assessment (DRA) in Chapter 7. Table 4-6 shows the summarized characteristic five-year water use. The projections assume a straight-line population growth between 2020 and 2025 and a water demand of 208 gallons per City of Coalinga
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capita per day (gpcd). The per capita water demand is based on an unconstrained water demand of 273 gpcd, equivalent to the SB X7-7 2020 target water demand shown in Table 5-1 (DWR Table 5-1). A 66 gpcd reduction due to implementation of standard water conservation alert measures (DWR Stage 3) described in the WSCP is included in the projections. It is expected that water use in the next five years may be even lower than projected since DWR Stage 4 water conservation alert measures have been implemented.

However, this was not included in the five-year characteristic water use because it is unknown how long these measures will be in place.

Table 4-6 – Characteristic Five-Year Water Use
Year
Description 2021 2022 2023 2024 2025
Per capita water use, gpcd a 273 273 273 273 273
Population b 18,066 18,542 19,018 19,494 19,970
Total unconstrained water use, MG 1,800 1,848 1,895 1,942 1,990 Reduction due to Shortage Level 3 measures c 66 66 66 66 66 Total projected water use, MG 1,365 1,401 1,437 1,473 1,509 a Assumes an unconstrained water demand of 273 gpcd, equivalent to the SB X7-7 2020 target demand from Table 5-1 (DWR Table 5-1) b Projections assume a straight line increase in population from the 2020 and 2025 population data presented in Table 3-2 (DWR Table 3-1). c Reduction due to DWR Stage 3 measures assumed to be 66 gpcd.

4.3 Water Use for Lower Income Households
Legal Requirements:

CWC Section 10631.1:
(a) The water use projections required by Section 10631 shall include projected water use for singlefamily and multifamily residential housing needed for lower income households, as defined in Section 50079.5 of the Health and Safety Code, as identified in the housing element of any city, county, or city and county in the service area of the supplier.

California Health and Safety Code Section 50079.5 (a):
“Lower income households” means persons and families whose income does not exceed the qualifying limits for lower income families… In the event the federal standards are discontinued, the department shall, by regulation, establish income limits for lower income households for all geographic areas of the state at 80 percent of area median income, adjusted for family size and revised annually.

Coalinga’s share of regional housing needs originates with the California Department of Housing and Community Development (HCD). HCD first estimates a statewide need for housing, which is broken down into regions, each of which then has an assigned share of estimated housing needs. The Fresno County Council of Governments (Fresno COG) is the local agency mandated by California Government Code §65554(a) to distribute the “Fair Share Allocation” of the regional housing need to each jurisdiction in Fresno County. The “Fair Share Allocation” of housing is a specific number of residential units, in different price ranges, assigned to each local jurisdiction, including the City.

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The Fresno COG’s 2016 Multi-Jurisdictional Housing Element estimates that a total of 41,470 housing units will be needed in the County through the end of year 2023. The City of Coalinga’s share of those units is 589 or approximately 1.42 percent. The 2016 Multi-Jurisdictional Housing Element also estimates that approximately 45 percent of the total housing needs in the City of Coalinga are for low-income households. The needs allocation is further classified as low income, very low income, and extremely low income. Table 4-7 uses the housing projection needs to assume the percentage of homes with income levels 80% or less than the median household income. Using these percentages, the amount of water use for each type of low income household is calculated.

Table 4-7 – City of Coalinga Lower Income Household Water Demands Year
Description 2020 2025 2030 2035 2040
Total water use, MG a 1,373 1,477 1,670 1,888 2,415
Total population b 17,199 19,450 21,995 24,873 28,128
Low-income population c 7,722 8,733 9,876 11,168 12,629 Low-income water demand, MG 272 293 332 375 480
a Total water use is from Table 4-4 (DWR Table 4-2).
b Total population is from Table 3-2 (DWR Table 3-1).
c Low Income Population is estimated at 44.9% based on the Fresno COG Allocation.

As shown in Table 4-8 (DWR Table 4-5), lower income demand projections presented in Table 4-7 are included in the total water use projections provided in Table 4-5.

Table 4-8 – Inclusion in Water Use Projections (DWR Table 4‑5) Submittal Table 4-5 Retail Only: Inclusion in Water Use Projections Are Future Water Savings Included in Projections?
(Refer to Appendix K of UWMP Guidebook)
Drop down list (y/n)
Yes
If "Yes" to above, state the section or page number, in the cell to the right, where citations of the codes, ordinances, or otherwise are utilized in demand projections are found.

Are Lower Income Residential Demands Included In Projections? Drop down list (y/n) Yes
NOTES:

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4.4 Climate Change Considerations
Legal Requirements:

CWC Section 10630:

It is the intention of the Legislature, in enacting this part, to permit levels of water management planning commensurate with the numbers of customers served and the volume of water supplied, while accounting for impacts from climate change.

CWC Section 10635(b):

The climatic conditions of the central San Joaquin Valley demand careful water management practices because of the typically low amount of rainfall and short rainy season and high temperatures experienced in summer months. The average annual precipitation for the Coalinga area from 2011-2020 is 4.83 inches.

The rainy season typically runs from the beginning of November till the end of April. Drought conditions are not uncommon and can last for multiple years. Summer water consumption varies directly with daily temperature maximums and the Coalinga region experiences temperatures over 100 degrees during the summer months.

Systems that rely heavily on surface water are vulnerable to changes in water supply when a shift in precipitation and runoff amounts reduce the amount of surface water available. The City is subject to significant watersupply uncertainties and shortages due to dry hydrologic conditions. The amount of CVP water available each year for the City is based, among other factors, on the storage of winter precipitation and the control of spring runoff in the Sacramento and San Joaquin River basins. The schedule of CVP water conveyed to and diverted from these rivers is determined by state water right permits, judicial decisions, and state and federal obligations to maintain water quality, enhance environmental conditions, and prevent flooding. As a result, the City’s surface water allocation may be decreased.

The City, as a water provider that is solely reliant upon the CVP, is subject to significant water supply uncertainties and shortages due to dry hydrologic conditions, compounded by operational and regulatory constraints both directly and indirectly related to the Endangered Species Act. Much of the previously available yield from the CVP is no longer available to contractors due to regulatory actions and court rulings that mandate reoperation and water releases for environmental purposes. This reallocation of water supply over the last couple of decades with no added storage to offset these impacts potentially means the City will experience shortages more frequently and more severely in the future.

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THIS SHEET INTENTIONALLY LEFT BLANK.

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5 SB X7-7 Baselines, Targets, and 2020 Compliance
With the adoption of the Water Conservation Act of 2009, also known as the SB X7-7, the State of California was required to reduce urban per capita water use by 20 percent by the year 2020 (i.e., “20 by 2020”). CWC Section 10608.16(a) states: “The state shall achieve a 20-percent reduction in urban per capita water use in California on or before December 31, 2020.” To achieve this statewide objective, the California Legislature required each urban retail water supplier (Retail Supplier) subject to the UWMPA to develop an urban water use target to help the state collectively achieve a 20-percent reduction.

This chapter provides a description of the methodology used to calculate the City’s compliance with SB X7-7 requirements. The SB X7-7 Verification Form from the 2015 UWMP and the SB X7-7 Compliance Form are included in Appendix E.

5.1 Baseline and Target Calculations for 2020 UWMPs
Legal Requirements:

CWC Section 10608.20 (g):
(g) An urban retail water supplier may update its 2020 urban water use target in its 2015 urban water management plan required pursuant to Part 2.6 (commencing with Section 10610).

The City calculated their SB X7-7 baselines and targets in their 2015 UWMP and did not have a situation, such as a change to the service area or customer base, to warrant recalculation of the baselines and targets. Table 5-1 (DWR Table 5-1) summarizes the SB X7-7 baseline and confirmed 2020 target from the SB X7-7 Verification Form.

Table 5-1 – Baselines and Targets Summary from SB X7-7 Verification Form (DWR Table 5-1) Submittal Table 5-1 Baselines and Targets Summary
From SB X7-7 Verification Form
Retail Supplier or Regional Alliance Only
Baseline
Period Start Year * End Year *
Average
Baseline
GPCD*
Confirmed
2020
Target*
10-15
year
2001 2010 341
273
5 Year 2006 2010 330
*All cells in this table should be populated manually from the supplier's SBX7-7 Verification Form and reported inGallons per Capita per Day (GPCD)
NOTES:

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5.2 Methods for Calculating Population and Gross Water Use This section describes the methods used for calculating population and gross water use for determining 2020 compliance with the SB X7-7 target.

5.2.1 Service Area Population
Legal Requirements:

CWC Section 10608.20(e):

An urban retail water supplier shall include in its urban water management plan due in 2010…the baseline per capita water use…along with the bases for determining those estimates, including references to supporting data.
(f) When calculating per capita values for the purposes of this chapter, an urban retail water supplier shall determine population using federal, state, and local population reports and projections.

CWC Section 10644:
(a)(2) The plan…shall include any standardized forms, tables or displays specified by the department.

To calculate the compliance year gpcd, the population served in 2020 was estimated using DOF Demographic Research Unit Report E-4 data. U.S. Census 2020 decennial data was not available in time for completion of the 2020 UWMP. The service area boundaries for the City water system correspond by 95 percent or more with the boundaries of the City and, therefore, the DOF data for the City could be used for the service area population according to the 2020 DWR Guidebook. The service area population for 2020 is estimated as 17,199, as shown in Table 3-2 (DWR Table 3-1).

5.3 Gross Water Use
Legal Requirements:

CWC Section 10608.12:
(g) “Gross Water Use” means the total volume of water, whether treated or untreated, entering the distribution system of an urban retail water supplier, excluding all of the following:
(1) Recycled water that is delivered within the service area of an urban retail water supplier or its urban wholesale water supplier
(2) The net volume of water that the urban retail water supplier places into long term storage (3) The volume of water the urban retail water supplier conveys for use by another urban water supplier (4) The volume of water delivered for agricultural use, except as otherwise provided in subdivision (f) of Section 10608.24.

California Code of Regulations Title 23 Division 2 Chapter 5.1 Article Section 596 (a):

An urban retail water supplier that has a substantial percentage of industrial water use in its service area is eligible to exclude the process water use of existing industrial water customers from the calculation of its gross water use to avoid a disproportionate burden on another customer sector.

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Gross water use is defined as the measurable amount of water that enters the distribution system over a 12-month period, minus allowable exclusions. The gross water use for 2020 was 1,373 MG, as reported in Table 4-3 (DWR Table 4-1) and SB X7-7 Table 4 of the SB X7-7 2020 Compliance Form provided in Appendix E.

5.4 2020 Compliance Daily Per-Capita Water Use (GPCD)
Legal Requirements:

CWC Section 10608.12:
(f) “Compliance daily per-capita water use” means the gross water use during the final year of the reporting period…
CWC Section 10608.20:
(e) An urban retail water supplier shall include in its urban water management plan due in 2010 . . . compliance daily per capita water use, along with the bases for determining those estimates, including references to supporting data.

The City has calculated its actual 2020 water use for the 2020 calendar year in accordance with Methodology 3 of DWR’s Methodologies document. As shown in Table 5-2 (DWR Table 5-2), per capita water use in 2020 was 214 gpcd, which is below the 2020 target of 273 gpcd.

Table 5-2 – 2020 Compliance (DWR Table 5-2)
Submittal Table 5-2: 2020 Compliance From SB X7-7 2020 Compliance Form Retail Supplier or Regional Alliance Only
2020 GPCD
2020
Confirmed
Target GPCD*
Did Supplier
Achieve
Targeted
Reduction for
2020? Y/N
Actual
2020
GPCD*
2020 TOTAL
Adjustments*
Adjusted
2020 GPCD*
(Adjusted if
applicable)
214 0 214 273 Yes
*All cells in this table should be populated manually from the supplier's SB X7-7 2020 Compliance Form and reported in Gallons per Capita per Day (GPCD)
NOTES:

As detailed in CWC Section 10608.4, there are allowable adjustments that can be made to an agency’s gross water use in 2020 for differences in evapotranspiration and rainfall, substantial changes to commercial or industrial water use, and/or substantial changes to institutional water use. However, because the City’s per capita water use is in compliance, the City did not elect to include the allowable adjustments.

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5.5 Regional Alliance
The City has chosen to comply with the requirements of SB X7-7 on an individual basis and is, therefore, not a participant in a regional alliance for SB X7-7 compliance.

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6 Water Supply Characterization
Legal Requirements:

CWC Section 10631(b):

Identify and quantify, to the extent practicable, the existing and planned sources of water available to the supplier over the same five-year increments described in subdivision (a), providing supporting and related information, including all of the following:
(1) A detailed discussion of anticipated supply availability under a normal water year, single dry year, and droughts lasting at least five years, as well as more frequent and severe periods of drought, as described in the drought risk assessment. For each source of water supply, consider any information pertinent to the reliability analysis conducted pursuant to Section 10635, including changes in supply due to climate change.
(2) When multiple sources of water supply are identified, a description of the management of each supply in correlation with the other identified supplies. (3) For any planned sources of water supply, a description of the measures that are being undertaken to acquire and develop those water supplies.

CWC 10631 (h):

An urban water supplier that relies upon a wholesale agency for a source of water shall provide the wholesale agency with water use projections from that agency for that source of water in five-year increments to 20 years or as far as data is available. The wholesale agency shall provide information to the urban water supplier for inclusion in the urban water supplier’s plan that identifies and quantifies, to the extent practicable, the existing and planned sources of water as required by subdivision (b), available from the wholesale agency to the urban water supplier over the same five-year increments, and during various water-year types in accordance with subdivision (f). An urban water supplier may rely upon water supply information provided by the wholesale agency in fulfilling the plan informational requirements of subdivisions (b) and (f).

The UWMPA requires that the UWMP include a description of the agency’s existing and future water supply sources for the next 20 years. This chapter will provide the following information:
• Existing and planned sources of water
• Projections of the water supplies over five-year increments through 2040 • Description of anticipated availability under normal, single dry, and five-year droughts • Description of the management of each supply in correlation • Description of information pertinent to the reliability of the supplies, including considerations for climate change effects
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6.1 Narrative Sections for Supplier’s UWMP Water Supply Characterization

6.1.1 Purchased or Imported Water
The City receives its potable water supply through a contract with the USBR. Raw water is conveyed to the City’s water treatment plant (WTP) from the Coalinga Canal, which originates at the California Aqueduct. The City’s agreement with the USBR requires the USBR to furnish the City with up to 10,000 AF of raw water per year through the CVP. The agreement was originally signed in 1968 and was upheld through interim contracts until a new agreement was signed on January 22, 2021.

6.1.2 Groundwater
Legal Requirements:

CWC Section 10631(b)(4):

If groundwater is identified as an existing or planned source of water available to the supplier, all of the following information:
(A) The current version of any groundwater sustainability plan or alternative adopted pursuant to Part

2.74 (commencing with Section 10720), any groundwater management plan adopted by the urban water supplier, including plans adopted pursuant to Part 2.75 (commencing with Section 10750), or any other specific authorization for groundwater management for basins underlying the urban water supplier’s service area.
(B) A description of any groundwater basin or basins from which the urban water supplier pumps groundwater. For basins that a court or the board has adjudicated the rights to pump groundwater, a copy of the order or decree adopted by the court or the board and a description of the amount of groundwater the urban water supplier has the legal right to pump under the order or decree. For a basin that has not been adjudicated, information as to whether the department has identified the basin as a high- or medium-priority basin in the most current official departmental bulletin that characterizes the condition of the groundwater basin, and a detailed description of the efforts being undertaken by the urban water supplier to coordinate with groundwater sustainability agencies or groundwater management agencies listed in subdivision (c) of Section 10723 to maintain or achieve sustainable groundwater conditions in accordance with a groundwater sustainability plan or alternative adopted pursuant to Part 2.74 (commencing with Section 10720).
(C) A detailed description and analysis of the location, amount, and sufficiency of groundwater pumped by the urban water supplier for the past five years. The description and analysis shall be based on information that is reasonably available, including, but not limited to, historic use records. (D) A detailed description and analysis of the amount and location of groundwater that is projected to be pumped by the urban water supplier. The description and analysis shall be based on information that is reasonably available, including, but not limited to, historic use records.

The City's groundwater is of poor quality due to the high concentrations of sodium, sulfates, and total dissolved solids (TDS). This condition occurs at depths between 500 and 1,500 feet; therefore, groundwater is not considered a viable source of potable water within the Coalinga planning area. Even for crop irrigation, groundwater is considered only of “marginal acceptability” because the groundwater tends to increase the concentrations of salts in the soil, further decreasing its agricultural suitability. No groundwater sustainability plan has been adopted by the water supplier.

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6.1.3 Surface Water
Due to the poor groundwater quality in the area, all potable water utilized by the City is imported through the federal CVP supervised by the USBR. On October 28, 1968, the City entered a 40-year contract with the USBR for up to 10,000 AF of CVP water on an annual basis. This contract expired on December 31, 2008 and was succeeded by a series of interim renewal contracts pending completion of site-specific environmental analysis for the long-term contract renewal. On January 22, 2021, a long-term contract was signed between the City and the USBR (Contract No. 14-06-200-4173A-IR1-P) that established new rates and extended the City’s right to pump up to 10,000 AF of water per year.

Raw water for the City flows from the Sacramento-San Joaquin Delta to the south into either the DeltaMendota Canal or the CVP California Aqueduct, which discharges in the O’Neil Forebay. From the O’Neil Forebay, water continues to flow south into the California Aqueduct to the point of origination of the Coalinga Canal, approximately 15 miles northeast of the City where Highway 145 crosses over the California Aqueduct. After leaving the California Aqueduct, water is carried in the Coalinga Canal approximately 12 miles south to the City of Coalinga WTP intake. A raw water pump station then lifts the water from the Coalinga Canal to the City’s conventional surface WTP.

6.1.4 Stormwater
The City’s stormwater collection system consists of several independent networks of storm drain inlets and pipes that either discharge into four permanent storm drain basins or the Warthan or Los Gatos Creeks. The City’s storm drainage system operates as a gravity flow system and does not require the use of pump stations or lift stations. The existing storm drain system consists of pipes up to 48-inches in diameter and 12 drainage zones. Several portions of the storm drain system are severely undersized, and the system relies on aboveground surface flow through street curbs and gutters as a means of stormwater conveyance. The City does not have any existing facilities to recover stormwater for beneficial use such as recharge, irrigation, or reuse.

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6.1.5 Wastewater and Recycled Water
Legal Requirements:

CWC Section 10633:

The plan shall provide, to the extent available, information on recycled water and its potential for use as a water source in the service area of the urban water supplier. The preparation of the plan shall be coordinated with local water, wastewater, groundwater, and planning agencies that operate within the supplier’s service area, and shall include all of the following:
(a) A description of the wastewater collection and treatment systems in the supplier’s service area, including a quantification of the amount of wastewater collected and treated and the methods of wastewater disposal.
(b) A description of the quantity of treated wastewater that meets recycled water standards, is being discharged, and is otherwise available for use in a recycled water project. (c) A description of the recycled water currently being used in the supplier’s service area, including, but not limited to, the type, place, and quantity of use.
(d) A description and quantification of the potential uses of recycled water, including, but not limited to, agricultural irrigation, landscape irrigation, wildlife habitat enhancement, wetlands, industrial reuse, groundwater recharge, indirect potable reuse, and other appropriate uses, and a determination with regard to the technical and economic feasibility of serving those uses. (e) The projected use of recycled water within the supplier’s service area at the end of 5, 10, 15, and 20 years, and a description of the actual use of recycled water in comparison to uses previously projected pursuant to this subdivision.
(f) A description of actions, including financial incentives, which may be taken to encourage the use of recycled water, and the projected results of these actions in terms of acre-feet of recycled water used per year.
(g) A plan for optimizing the use of recycled water in the supplier’s service area, including actions to facilitate the installation of dual distribution systems, to promote recirculating uses, to facilitate the increased use of treated wastewater that meets recycled water standards, and to overcome any obstacles to achieving that increased use.

The UWMPA requires that the UWMP address the opportunities for development of recycled water, including the description of existing recycled water applications, quantities of wastewater currently being treated to recycled water standards, limitations on the use of available recycled water, an estimate of projected recycled water use, the feasibility of said projected uses, and practices to encourage the use of recycled water.

6.1.5.1 Recycled Water Coordination
Legal Requirements:

CWC Section 10633:

6.1.5.2 Wastewater Collection, Treatment, and Disposal
Legal Requirements:

CWC Section 10633(a):

A description of the wastewater collection and treatment systems in the supplier’s service area, including a quantification of the amount of wastewater collected and treated and the methods of wastewater disposal.

The City collects and treats wastewater generated from residential and commercial customers; there are currently no significant industrial users that discharge into the sewer collection system. The City’s existing sewer collection system is comprised of a network of over 42 miles of sewer pipelines with sizes ranging from six to 24-inches in diameter. The system also includes four sewer lift stations located at various locations within the City and their associated force mains. The sewer lift stations raise wastewater flows to higher elevation to continue gravity flow at reasonable slopes and depths.

As described in the City’s General Plan, the backbone of the sewer collection system consists of a series of sewer trunk lines and sewer interceptors. The sewer inceptors typically include larger pipelines, approximately 21-inches or larger, while the sewer trunk lines typically range from 12- to 18-inches. The sewer trunk lines and sewer interceptors function to convey wastewater collected in the sewer system to the City’s wastewater treatment plant (WWTP).

The City owns and operates the WWTP under California Regional Water Quality Control Board (RWQCB) Waste Discharge Requirements (WDR) Order No. 94-184. The WWTP treats and disposes municipal wastewater generated by residences and businesses within the City. The WWTP is located at the confluence of Los Gatos Creek and Warthan Creek, approximately one mile east of the City.

The City's WWTP has undergone two major modifications and additions over the last 40 years. According to WDR Order No. 76-180, the WWTP originally consisted of a primary clarifier followed by three oxidation ponds in series. Final disposal consisted of irrigating land controlled by the City and West Hills Community College for agricultural reclamation. At that time, the WWTP’s treatment capacity was 0.6 MGD.

In 1980, the City submitted a Report of Waste Discharge for the expansion of the existing treatment capacity from 0.6 MGD to 0.93 MGD. The modifications consisted of influent screening followed by aerated facultative lagoons and stabilization ponds. Final effluent disposal was consistent with previous practices on City-owned land and West Hills Community College grounds. These modifications and additions were implemented in 1982. WDR Order No. 80-064 was adopted on May 26, 1980.

In 1991, the City submitted a Report of Waste Discharge in support of a change in operation and an increase in quantity of discharge. The treatment capacity was increased from 0.93 MGD to the current

1.34 MGD. The City completed the rehabilitation of the primary clarifier and aerobic digester, which were removed from service during the previous plant modification. The existing WWTP includes a bar screen, City of Coalinga
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a primary clarifier, an aerobic sludge digester, sludge drying beds, two aerated facultative lagoons each with a surface area of three acres, and three stabilization ponds having a total surface area of 11 acres.

Undisinfected secondary treated effluent is pumped from one of the stabilization ponds to adjacent land for percolation.

Tables 6-1 (DWR Table 6-2) and 6-2 (DWR Table 6-3) summarize information regarding the wastewater collection, treatment, and discharge within the service area in 2020.

Table 6-1 – Wastewater Collected within Service Area in 2020 (DWR Table 6-2) Submittal Table 6-2 Retail: Wastewater Collected Within Service Area in 2020 There is no wastewater collection system. The supplier will not complete the table below.
100%
Percentage of 2020 service area covered by wastewater collection system (optional)
100%
Percentage of 2020 service area population covered by wastewater collection system (optional)
Wastewater Collection Recipient of Collected Wastewater Name of
Wastewater
Collection
Agency
Wastewater
Volume
Metered or
Estimated?
Drop Down
List
Volume of
Wastewater
Collected
from
UWMP
Service
Area 2020 *
Name of
Wastewater
Treatment
Agency
Receiving
Collected
Wastewater
Treatment
Plant
Name
Is WWTP
Located
Within
UWMP
Area?
Drop
Down List
Is WWTP
Operation
Contracted
to a Third
Party?
(optional)
Drop
Down List
City of Coalinga Metered 315 City of
Coalinga
City of
Coalinga Yes No
Total Wastewater Collected
from Service Area in 2020: 315
* Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Table 2-3.

NOTES:

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Table 6-2 – Wastewater Treatment and Discharge within Service Area in 2020 (DWR Table 6-3)

6.1.5.3 Recycled Water System Description
Legal Requirements:

CWC Section 10633 (c):

A description of the recycled water currently being used in the supplier’s service area, including, but not limited to, the type, place, and quantity of use.

The City’s WWTP does not treat any wastewater to disinfected tertiary water standards to allow it to be used as a component of its water supply. Prior to 2003, the City relied on the nearby West Hills Community College Farm (College) for the disposal of its treated wastewater effluent. The College, either on their own land or on land owned by the City, was responsible for the City's wastewater disposal operations.

However, in 2003, the College announced its plans to relocate their facility and develop the land where effluent was being disposed of. Without the College, the City did not have an effluent disposal method and began investigating alternative disposal methods.

While investigating disposal alternatives, the City found a landowner adjacent to the WWTP site who was interested in accepting the City’s treated effluent. HCM Farms owned and operated about 448 acres of agricultural land adjacent to the WWTP and used the treated effluent to irrigate nonhuman consumption crops such as cotton, alfalfa, sudan grass, oat hay, and pasture. The City entered into an agreement with HCM Farms until 2010 when it was sold to Mouren Farms. Mouren Farms continued using recycled water from the City’s WWTP until March 31, 2014.

Currently, treated effluent is pumped form one of the stabilization ponds to adjacent land, where the effluent percolates into the soil.

Wastewater
Treated
Discharged
Treated
Wastewater
Recycled
Within
Service Area
Recycled
Outside of
Service Area
Instream Flow
Permit
Requirement
City of Coalinga City of
Coalinga
Domestic
WWTP WDR100029906 Percolation
ponds No Secondary, Undisinfected 315 253 0 0 N/A
Total 315 253 0 0 0
1 Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Table 2-3. 2 If the Wastewater Discharge ID Number is not available to the UWMP preparer, access the SWRCB CIWQS regulated facility website at https://ciwqs.waterboards.ca.gov/ciwqs/readOnly/CiwqsReportServlet?inCommand=reset&reportName=RegulatedFacility NOTES:

Submittal Table 6-3 Retail: Wastewater Treatment and Discharge Within Service Area in 2020 No wastewater is treated or disposed of within the UWMP service area. The supplier will not complete the table below.

Wastewater
Treatment
Plant Name
Discharge
Location
Name or
Identifier
Discharge
Location
Description
Wastewater
Discharge ID
Number
(optional) 2
Method of
Disposal
Drop down list
Does This
Plant Treat
Wastewater
Generated
Outside the
Service Area?
Drop down list
Treatment
Level
Drop down list
2020 volumes 1
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6.1.5.4 Potential, Current, and Projected Recycled Water Uses Legal Requirements:

CWC Section 10633:
(b) A description of the quantity of treated wastewater that meets recycled water standards, is being discharged, and is otherwise available for use in a recycled water project. (d) A description and quantification of the potential uses of recycled water, including, but not limited to, agricultural irrigation, landscape irrigation, wildlife habitat enhancement, wetlands, industrial reuse, groundwater recharge, indirect potable reuse, and other appropriate uses, and a determination with regard to the technical and economic feasibility of serving those uses. (e) The projected use of recycled water within the supplier’s service area at the end of 5, 10, 15, and 20 years, and a description of the actual use of recycled water in comparison to uses previously projected pursuant to this subdivision.

Table 6-3 (DWR Table 6-4) indicates that no recycled water was used in 2020 nor is any projected for future use. The City’s plan to use recycled water is uncertain and beyond the planning horizon of this document. The City’s 2015 UWMP did not contain recycled water projections over the planning horizon, and Table 6‐4 (DWR Table 6-5) reflects both the current non‐use and 2015 projected no‐use of recycled water by use type.

Table 6-3 – Current and Projected Recycled Water Direct Beneficial Uses Within Service Area (DWR Table 6-4)
Table 6-4 – 2015 UWMP Recycled Water Use Projection Compared to 2020 Actual (DWR Table 6-5) 1 Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Table 2-3.

NOTES:

Submittal Table 6-4 Retail: Recycled Water Direct Beneficial Uses Within Service Area Recycled water is not used and is not planned for use within the service area of the supplier.

The supplier will not complete the table below.

Submittal Table 6-5 Retail: 2015 UWMP Recycled Water Use Projection Compared to 2020 Actual
Recycled water was not used in 2015 nor projected for use in 2020.

The supplier will not complete the table below. If recycled water was not used in 2020, and was not predicted to be in 2015, then check the box and do not complete the table.

NOTE:
1 Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Table 2-3.

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6.1.5.5 Actions to Encourage and Optimize Future Recycled Water Use Legal Requirements:

CWC Section 10633:

The plan shall provide, to the extent available, information on recycled water and its potential for use as a water source in the service area of the urban water supplier… and shall include the following:
(g) A plan for optimizing the use of recycled water in the supplier’s service area, including actions to facilitate the installation of dual distribution systems, to promote recirculating uses, to facilitate the increased use of treated wastewater that meets recycled water standards, and to overcome any obstacles to achieving that increased use.

Water recycling options have been determined by the City to be infeasible or too expensive. Therefore, the City does not have plans to add recycled water to its system. Since recycled water options have been determined to be infeasible, Table 6‐5 (DWR Table 6-6) shows no methods to expand the City’s recycled water use.

Table 6-5 – Methods to Expand Future Recycled Water Use (DWR Table 6-6)

6.1.6 Desalinated Water Opportunities
Legal Requirements:

CWC Section 10631(g):

Describe the opportunities for development of desalinated water, including, but not limited to, ocean water, brackish water, and groundwater, as a long-term supply.

Because the City is not located in a coastal area, seawater desalination is not applicable to the City and is not currently considered technically or economically feasible. In addition, the groundwater that underlies the City is not brackish in nature and does not require desalination. As such, the City does not have any plans to incorporate desalinated or treated brackish water into its supply portfolio.

Name of Action Description
Planned
Implementation
Year
Expected Increase in
Recycled Water Use *

0 NOTES:

Submittal Table 6-6 Retail: Methods to Expand Future Recycled Water Use Supplier does not plan to expand recycled water use in the future. Supplier will not complete the table below but will provide narrative explanation.

Provide page location of narrative in UWMP
Add additional rows as needed
Total
*Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Table 2-3.

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6.1.7 Water Exchanges and Transfers
Legal Requirements:

CWC Section 10631(c):

Describe the opportunities for exchanges or transfers of water on a short-term or long-term basis.

The UWMPA requires that the UWMP address the opportunities for transfers or exchanges.

6.1.7.1 Exchanges
Currently there is no alternative potable water supply sources in the area that would lend itself to exchange opportunities.

6.1.7.2 Transfers
The City has explored dry year water transfers with other agencies locally and statewide. It is estimated that up to 3,000 acre-feet of additional water from other customers within the San Luis Unit could be purchased by the City as emergency water supply in critically dry years. In critically dry years, the most likely source of additional water would be from agricultural customers that would sell their water allocation to the City and fallow their lands to make their allocated water available for transfer. However, this could potentially have a negative economic impact on the individual growers and the region.

6.1.8 Future Water Projects
Legal Requirements:

CWC Section 10631 (f):

Include a description of all water supply projects and water supply programs that may be undertaken by the urban water supplier to meet the total projected water use, as established pursuant to subdivision (a) of Section 10635. The urban water supplier shall include a detailed description of expected future projects and programs that the urban water supplier may implement to increase the amount of the water supply available to the urban water supplier in normal and single dry water years and for a period of drought lasting five consecutive water years. The description shall identify specific projects and include a description of the increase in water supply that is expected to be available from each project.

The description shall include an estimate with regard to the implementation timeline for each project or program.

As shown in Table 6-6 (DWR Table 6-7) below, the City does not have any planned water supply projects or programs that will provide a quantifiable increase to the City’s supply. As previously stated, the City relies solely on surface water for its water supply. The City has evaluated the feasibility of groundwater use; however, due to the high concentrations of sodium, sulfates, and TDS, the groundwater in the Coalinga area is not considered a viable source of potable water. Therefore, the City intends to meet its projected water demands through the continued use of surface water exclusively.

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Table 6-6 – Expected Future Water Supply Projects or Program (DWR Table 6-7)

6.1.9 Summary of Existing and Planned Sources of Water
Legal Requirements:

CWC Section 10631:
(b) Identify and quantify, to the extent practicable, the existing and planned sources of water available to the supplier over the same five-year increments described in subdivision (a), providing supporting and related information, including all of the following…
(b)(2) When multiple sources of water supply are identified, a description of the management of each supply in correlation with the other identified supplies. (h) An urban water supplier that relies upon a wholesale agency for a source of water shall provide the wholesale agency with water use projections from that agency for that source of water in five-year increments to 20 years or as far as data is available. The wholesale agency shall provide information to the urban water supplier for inclusion in the urban water supplier’s plan that identifies and quantifies, to the extent practicable, the existing and planned sources of water as required by subdivision (b), available from the wholesale agency to the urban water supplier over the same five-year increments, and during various water-year types in accordance with subdivision (f). An urban water supplier may rely upon water supply information provided by the wholesale agency in fulfilling the plan informational requirements of subdivisions (b) and (f).

This section describes the types of water that is supplied to the City and the quantity supplied by each water source.

6.1.9.1 Description of Supplies
Currently, the City exclusively uses surface water purchased through the USBR. There are currently no plans for additional water supplies.

Drop Down List (y/n) If Yes, Supplier Name
No expected future water supply projects or programs that provide a quantifiable increase to the agency's water supply. Supplier will not complete the table below.

Some or all of the supplier's future water supply projects or programs are not compatible with this table and are described in a narrative format.

Submittal Table 6-7 Retail: Expected Future Water Supply Projects or Programs Joint Project with other suppliers?
NOTES:

Name of Future
Projects or Programs
Description
(if needed)
Planned
Implementation
Year
Expected
Increase in
Water Supply to
Supplier*
This may be a range
Planned for Use
in Year Type
Drop Down List
Provide page location of narrative in the UWMP
Add additional rows as needed
*Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Table 2-3.

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6.1.9.2 Quantification of Supplies
The actual (2020) water supplies for the City are summarized in Table 6-7 (DWR Table 6-8). The projected water supplies for the City are summarized in Table 6-8 (DWR Table 6-9).

Table 6-7 – Water Supplies – Actual (DWR Table 6-8)
Submittal Table 6-8 Retail: Water Supplies — Actual
Water Supply
Additional Detail on
Water Supply
2020
Drop down list
May use each category multiple times.

These are the only water supply
categories that will be recognized by
the WUEdata online submittal tool
Actual
Volume*
Water
Quality
Drop Down
List
Total Right
or Safe
Yield*
(optional)
Surface water (not desalinated) Purchased from USBR 1,373 Total 1,373 0
*Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Table 2-3.

NOTES: From 2020 EAR
Table 6-8 – Water Supplies – Projected (DWR Table 6-9)

6.1.10 Special Conditions
Numerous special conditions may affect water supplies. The potential impacts of climate change on the City water supplies were discussed in Section 4.4. During drought conditions, the USBR may notify the City to decrease water usage to public health and safety needs only.

Water Supply
Reasonably
Available
Volume
Total Right or
Safe Yield
(optional)
Reasonably
Available
Volume
Total Right or
Safe Yield
(optional)
Reasonably
Available
Volume
Total Right or
Safe Yield
(optional)
Reasonably
Available
Volume
Total Right or
Safe Yield
(optional)
Reasonably
Available
Volume
Total Right or
Safe Yield
(optional)
Surface water (not
desalinated) Purchased from USBR 3,259 3,259 3,259 3,259 3,259 0 3,259 0 3,259 0 3,259 0 0 0
NOTES: Reasonably available volume is the water supplied to the City by USBR. Per the City's water contract, USBR is required to furnish the City with up to 10,000 acre-feet of water per year (approximately 3,259 MGY).

Submittal Table 6-9 Retail: Water Supplies — Projected
Additional Detail on
Water Supply
Projected Water Supply *
Report To the Extent Practicable
2025 2030 2035 2040 2045 (opt)
Total
Drop down list
May use each category multiple
times. These are the only water
supply categories that will be
recognized by the WUEdata
online submittal tool
Add additional rows as needed
*Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Table 2-3.

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6.2 Energy Use
Legal Requirements:

CWC Section 10631.2. (a):

In addition to the requirements of Section 10631, an urban water management plan shall include any of the following information that the urban water supplier can readily obtain:
(1) An estimate of the amount of energy used to extract or divert water supplies. (2) An estimate of the amount of energy used to convey water supplies to the water treatment plants or distribution systems.
(3) An estimate of the amount of energy used to treat water supplies. (4) An estimate of the amount of energy used to distribute water supplies through its distribution systems.
(5) An estimate of the amount of energy used for treated water supplies in comparison to the amount used for nontreated water supplies.
(6) An estimate of the amount of energy used to place water into or withdraw from storage. (7) Any other energy-related information the urban water supplier deems appropriate.

The City uses energy to pump and treat surface water through the City’s WTP and from the WTP into the distribution system. Energy intensity was calculated using the tables provided by DWR. DWR Table O-1B was selected for reporting the water delivery product energy usage. The energy use tables for retail water delivery and wastewater are provided in Appendix F.

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7 Water Service Reliability and Drought Risk Assessment The UWMPA requires that the UWMP address the reliability of the City's long-term water supplies. This includes a description of supply constraints which may impact the supply. Also included is a comparison between the City’s supply and demand for a normal year, single-dry year, and five-consecutive year drought.

7.1 Water Service Reliability Assessment
Legal Requirements:

CWC Section 10635(a):

Expected water service reliability pursuant to Section 10631 of the Water Code is assessed in the following sections.

7.1.1 Service Reliability – Constraints on Water Sources Legal Requirements:

CWC Section 10631 (b)(1):

A detailed discussion of anticipated supply availability under a normal water year, single dry year, and droughts lasting at least five years, as well as more frequent and severe periods of drought, as described in the drought risk assessment. For each source of water supply, consider any information pertinent to the reliability analysis conducted pursuant to Section 10635, including changes in supply due to climate change.

Given there are a variety of circumstances that can render a source inconsistent, determining the supply reliability for the City is difficult because of the complex factors that accompany a water source. These factors include legal issues, environmental constraints, water quality, and climatic variations.

7.1.1.1 Legal
Legal factors, including surface water contracts, can affect the reliability of a water distribution system or water supply. Since 1968, the City has maintained a water service contract with the USBR, under which the USBR has agreed to supply the City with up to 10,000 AF per year. When the original contract expired in 2008, the City maintained a series of interim renewal contracts pending the completion of site-specific environmental analysis for a long-term contract renewal, which was issued January 22, 2021.

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The City’s water contract with the USBR to take water from the Sacramento and San Joaquin River basins is the City’s main source of water. As stated above, the City’s current contract allows the City to divert 10,000 acre-feet of CVP water per year for municipal and industrial (M&I) purposes; however, this supply is subject to shortages due to climate and environmental regulations. In normal years, there are no specific rules on how much of the CVP water must be allocated, but, during dry periods allocations of water supplies for M&I purposes are subject to rules in the USBR’s M&I Shortage Policy. The USBR’s M&I Shortage Policy was developed to:
• Define water shortage terms and conditions applicable to all CVP M&I contractors, as appropriate. • Establish CVP water supply levels that would sustain urban areas during droughts, and during severe or continuing droughts would assist the M&I contractors in their efforts to protect public health and safety.
• Provide information to M&I contractors for development of drought contingency plans.

M&I water supply shortage is the difference between total M&I demands and the sum of the reduced CVP allocation and additional secure sources of supply for M&I purposes. In a severe water supply shortage (including a “Water Shortage Emergency” declared by the governor of the State of California), the USBR could reduce CVP water deliveries to the City to a public health and safety water supply level, provided CVP water is available. In such an event, the City will have to implement water conservation measures to satisfy human consumption, sanitation, and fire protection requirements.

7.1.1.2 Environmental
The status of environmental regulation in California is routinely changing due to new legislation, endangered species statuses, and other factors. Should new environmental legislation come into existence, it could potentially impact the City's available supply. The recent water supply reductions in the Delta are an example of environmental water needs versus community water supplies. The City does not anticipate environmental factors influencing surface water reliability.

7.1.1.3 Water Quality
The City’s Consumer Confidence Reports (CCRs) for 2016 – 2020 (provided in Appendix G) summarize the City’s water quality. The City’s sole water source includes raw surface water obtained from the Sacramento-San Joaquin Delta (Delta). The water quality of the Delta is vulnerable to activities that occur near the source such as metal plating/finishing/fabricating, wood/pulp/paper processing and mills, and drinking water plants. Such activities can produce contaminants that may be detected in the water supply.

In addition, the water quality of the Delta is also vulnerable to activities that are not associated with any detected contaminants such as concentrated aquatic animal production facilities, historic waste dumps/landfills, landfills/dumps, historic mining operations, and wastewater treatment plants and disposal facilities.

Potential water quality issues associated with the Delta could have an impact on water supply reliability in the near and long term. Further restrictions on pumping from the Delta could be imposed on the CVP due to water quality issues or new standards. In this event, the City’s surface water allocation may be decreased; however, it is unknown how these possible future reductions in pumping will impact the City’s surface water allocation.

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Another source of water quality issues is potential contamination of water in the California Aqueduct or Coalinga Canal due to an intentional or unintentional spill of a contaminant. In this event, the emergency water reduction actions that are outlined in the City’s Emergency Response Plan will be implemented.

7.1.1.4 Climatic Factors
Climate change adds uncertainties to water supply planning. Changes to temperatures and precipitation patterns may impact water demands and supply availability. As discussed in Section 4.4, resource management strategies are being implemented to mitigate the effects of the potential impacts due to climate change.

7.1.2 Service Reliability – Year Type Characterization
This section addresses the reliability of the City’s water supply in average, single dry, and multiple dry water years. The City uses the following water year definitions from the DWR 2020 Guidebook:
• Normal Year: a year, or an averaged range of years, that most closely represents the average water supply available to the agency. For the purposes of this UWMP, the terms “normal” and “average” are used interchangeably.
• Single Dry Year: the year that represents the lowest water supply available to the agency. • Five-Consecutive-Year Drought: the driest five-year historical sequence for the supplier (Water Code Section 10612).

The City relies on surface water as its sole source for supply, which is susceptible to annual runoff fluctuations. The single dry year and five-consecutive-year drought supplies are representative of annual groundwater pumping during the recent 2012-2016 drought. Rainfall data indicates that 2012 was the driest year for the City and is considered representative of the single dry year condition. The average year supply was estimated based on rainfall records from 2011 to 2020. From this data, 2017 was determined to be a normal year.

Table 7-1 (DWR Table 7-1) summarizes the base years for the average, single dry, and five-consecutivedry year periods. In addition, the available supply volume, and percent relative to the ten-year average (average year) is listed. Historically, the City’s water service contract with the USBR requires the diversion of 10,000 acre-feet of CVP water per year for M&I purposes. As shown in Table 7-1 (DWR Table 7-1) below, during normal water years, it has been assumed that the City will receive 100 percent of their CVP allocation from the USBR, which is approximately 3,259 MG per year. In the event of a single or multipledry year period, the City’s water allocation is adjusted based on historical water allocations corresponding to the base year listed in the table. The water allocations are calculated using M&I water use for the previous three years. Table 7-2 shows the percentage M&I historic use allocated to the City in 2013-2016.

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Table 7-1 – Basis of Water Year Data (DWR Table 7-1)
Submittal Table 7-1 Retail: Basis of Water Year Data (Reliability Assessment) Year Type
Base Year
If not using a
calendar year,
type in the last
year of the fiscal,
water year, or
range of years, for
example, water
year 2019-2020,
use 2020
Available Supplies if
Year Type Repeats
Quantification of available supplies is
not compatible with this table and is
provided elsewhere in the UWMP.

Location
__________________________
Quantification of available supplies is
provided in this table as either
volume only, percent only, or both.

Volume
Available * % of Average Supply
Average Year 2017 3259 100%
Single-Dry Year 2012 1486 46%
Consecutive Dry Years 1st Year 2012 1486 46%
Consecutive Dry Years 2nd Year 2013 1486 46%
Consecutive Dry Years 3rd Year 2014 1336 41%
Consecutive Dry Years 4th Year 2015 1401 43%
Consecutive Dry Years 5th Year 2016 1215 37%
Supplier may use multiple versions of Table 7-1 if different water sources have different base years and the supplier chooses to report the base years for each water source separately. If a Supplier uses multiple versions of Table 7-1, in the "Note" section of each table, state that multiple versions of Table 7-1 are being used and identify the particular water source that is being reported in each table. *Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Table 2-

3. NOTES: For 2013-2017, volume available is based on USBR allocations to the City for each year. The allocations were calculated as a percentage of the historic municipal and industrial use. 2012 is estimated as equal to the 2013 allocation due to unavailability of 2012 USBR allocation letter.

Table 7-2 – Historic M&I Use Allocated to City in 2013-2016 2013 2014 2015 2016
70% 63% 66% 55%
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7.1.3 Service Reliability – Supply and Demand Comparison Legal Requirements:

CWC Section 10635(a):

7.1.3.1 Water Service Reliability – Normal Year
The availability of the City’s water supplies in normal years are described in Chapter 6 and summarized in Table 7-2 (DWR Table 7-2). As shown in Table 7-2 (DWR Table 7-2), the City’s normal year supplies are adequate to meet projected normal year demands. The information in the table is taken from information presented previously in Tables 4-5 and 6-8 (DWR Tables 4-3 and 6-9).

Table 7-3 – Normal Year Supply and Demand Comparison (DWR Table 7-2) Submittal Table 7-2 Retail: Normal Year Supply and Demand Comparison 2025 2030 2035 2040 2045
(Opt)
Supply totals
(autofill from Table 6-9) 3,259 3,259 3,259 3,259 0
Demand totals
(autofill from Table 4-3) 1,509 1,713 1,945 2,208 0
Difference 1,750 1,546 1,314 1,051 0
NOTES:

7.1.3.2 Water Service Reliability – Single Dry Year
Table 7-3 (DWR Table 7-3) illustrates how the City will deal with the possibility of a reduced water supply in the event of a single-dry year period. During a single-dry year, it has been assumed that the City’s CVP water allocation will be reduced to 70 percent of the City’s M&I use. The projections indicate that the City has adequate water supply for a single-dry year.

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Table 7-4 – Single Dry Year Supply and Demand Comparison (DWR Table 7-3) Submittal Table 7-3 Retail: Single Dry Year Supply and Demand Comparison 2025 2030 2035 2040 2045
(Opt)
Supply totals* 1,779 2,020 2,293 2,603
Demand totals* 1,509 1,713 1,945 2,208
Difference 270 307 348 395 0
*Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Table 2-3.

NOTES: Supply total is based on 2013 USBR allocation adjusted for expected increase in M&I use.

7.1.3.3 Water Service Reliability – Five-Consecutive-Year Drought Per CWC Section 10612, the five-consecutive-year drought is the driest five-year historical sequence for the supplier. The City’s water supply and demand for the five-consecutive-year drought are assumed to follow the pattern presented in Table 7-1 (DWR Table 7-1). During a five-consecutive-year drought, it has been assumed that the City’s CVP water allocation will be reduced to 70 percent of the City’s M&I use during the first two years, 63 percent during the third year, 66 percent during the fourth year, and 55 percent during the fifth year. The projected supply for 2025-2050 is adjusted based on the expected change in M&I use due to population increases. Projected supplies were compared to the projected demands and are presented in Table 7-4 (DWR Table 7-4). The projections indicate that the City will need to implement shortage reduction actions to ensure adequate supply by the fifth dry year.

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Table 7-5 – Multiple Dry-Year Supply and Demand Comparison (DWR Table 7-4) Submittal Table 7-4 Retail: Multiple Dry Years Supply and Demand Comparison 2025* 2030* 2035* 2040* 2045*
(Opt)
First year
Supply totals 1,779 2,020 2,293 2,603
Demand
totals 1,509 1,713 1,945 2,208
Difference 270 307 348 395 0
Second year
Supply totals 1,779 2,020 2,293 2,603
Demand
totals 1,509 1,713 1,945 2,208
Difference 270 307 348 395 0
Third year
Supply totals 1,634 1,855 2,106 2,390
Demand
totals 1,509 1,713 1,945 2,208
Difference 125 142 161 183 0
Fourth year
Supply totals 1,700 1,930 2,191 2,488
Demand
totals 1,509 1,713 1,945 2,208
Difference 192 217 247 280 0
Fifth year
Supply totals 1,467 1,665 1,891 2,146
Demand
totals 1,509 1,713 1,945 2,208
Difference (42) (48) (54) (61) 0
Sixth year
(optional)
Supply totals
Demand
totals
Difference 0 0 0 0 0
*Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Table 2-3.

NOTES: Supply total is based on 2013-2016 USBR allocation adjusted for increase in population.

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7.1.4 Description of Management Tools and Options
Legal Requirements:

CWC Section 10620(f):

An urban water supplier shall describe in the plan water management tools and options used by that entity that will maximize resources and minimize the need to import water from other regions.

The City is implementing water management tools and options that will maximize local resources and minimize the need to import water from other regions. Water use is primarily controlled using demand management measures (DMMs) and implementation of the WSCP. These tools and options are described in other sections of the UWMP.

7.2 Drought Risk Assessment
Legal Requirements:

CWC Section 10635(b):

Every urban water supplier shall include, as part of its urban water management plan, a drought risk assessment for its water service to its customers as part of information considered in developing the demand management measures and water supply projects and programs to be included in the urban water management plan. The urban water supplier may conduct an interim update or updates to this drought risk assessment within the five-year cycle of its urban water management plan update. The drought risk assessment shall include each of the following:
(1) A description of the data, methodology, and basis for one or more supply shortage conditions that are necessary to conduct a drought risk assessment for a drought period that lasts five consecutive water years, starting from the year following when the assessment is conducted. (2) A determination of the reliability of each source of supply under a variety of water shortage conditions. This may include a determination that a particular source of water supply is fully reliable under most, if not all, conditions.
(3) A comparison of the total water supply sources available to the water supplier with the total projected water use for the drought period.
(4) Considerations of the historical drought hydrology, plausible changes on projected supplies and demands under climate change conditions, anticipated regulatory changes, and other locally applicable criteria.

This section provides a DRA based on plausible changes in climate, regulations, and other locally applicable criteria. A description of the data and methods used, basis for the supply shortage conditions, determination of the reliability of each source, and comparison of total water supplies and uses during a drought is provided below.

7.2.1 DRA Data, Methods, and Basis for Water Shortage Conditions The data used for the DRA is the multiple-dry yearsupply assumptions presented in Table 7-4 (DWR Table 7-4) and water demand projections assuming a per capita water use of 273 gpcd with a 66 gpcd reduction due to the assumed implementation of Shortage Level 1 - 3 actions (corresponding to City conservation Stage 1 prohibition and restrictions).

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7.2.2 DRA Water Source Reliability
Refer to Section 7.1.1 for more information on the reliability of the City’s water source. During dry periods allocations of water supplies for M&I purposes are subject to rules in the USBR’s M&I Shortage Policy. In a severe water supply shortage (including a “Water Shortage Emergency” declared by the governor of the State of California), the USBR could reduce CVP water deliveries to the City to a public health and safety water supply level. In such an event, the City will have to implement water conservation measures to satisfy human consumption, sanitation, and fire protection requirements.

7.2.3 DRA Total Water Supply and Use Comparison
The total water supply and use comparison was performed and is shown in Table 7-5 (DWR Table 7-5).

The comparison indicates that the City has sufficient water supply to meet projected demands during a five-year drought if shortage response actions are implemented. The WSCP discusses measures for reducing water demands in case of water shortage conditions.

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Table 7-6 – Five-Year Drought Risk Assessment Tables (DWR Table 7-5) 2021 Total
Total Water Use 1,365
Total Supplies 1,609
Surplus/Shortfall w/o WSCP Action 244
WSCP - supply augmentation benefit
WSCP - use reduction savings benefit
Revised Surplus/(shortfall) 244
Resulting % Use Reduction from WSCP action 0%
2022 Total
Total Water Use 1,401
Total Supplies 1,652
Surplus/Shortfall w/o WSCP Action 251
WSCP - supply augmentation benefit
WSCP - use reduction savings benefit
Revised Surplus/(shortfall) 251
Resulting % Use Reduction from WSCP action 0%
2023 Total
Total Water Use 1,437
Total Supplies 1,556
Surplus/Shortfall w/o WSCP Action 119
WSCP - supply augmentation benefit
WSCP - use reduction savings benefit
Revised Surplus/(shortfall) 119
Resulting % Use Reduction from WSCP action 0%
2024 Total
Total Water Use 1,473
Total Supplies 1,660
Surplus/Shortfall w/o WSCP Action 187
WSCP - supply augmentation benefit
WSCP - use reduction savings benefit
Revised Surplus/(shortfall) 187
Resulting % Use Reduction from WSCP action 0%
2025 Total
Total Water Use 1,509
Total Supplies 1,467
Surplus/Shortfall w/o WSCP Action (42)
WSCP - supply augmentation benefit
WSCP - use reduction savings benefit 75
Revised Surplus/(shortfall) 33
Resulting % Use Reduction from WSCP action 5%
Submittal Table 7-5: Five-Year Drought Risk Assessment Tables to address Water Code Section 10635(b)
Planned WSCP Actions (use reduction and supply augmentation) Planned WSCP Actions (use reduction and supply augmentation) Planned WSCP Actions (use reduction and supply augmentation) Planned WSCP Actions (use reduction and supply augmentation) Planned WSCP Actions (use reduction and supply augmentation) City of Coalinga
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8 Water Shortage Contingency Plan
In response to the severe drought of 2012-2016, legislation was adopted in 2018 mandating that the UWMP include a WSCP that provides a detailed proposal for assessing water supply availability and response actions to water shortage conditions. The WSCP is to be a stand-alone document which will allow for amending the plan without amending the 2020 UWMP. The City WSCP is provided in Appendix H. Refer to the WSCP for the following DWR Tables:
• DWR Tables 8-1: WSCP Levels
• DWR Tables 8-2: Demand Reduction Actions
• DWR Tables 8-3: Supply Augmentation and Other Actions City of Coalinga
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THIS SHEET INTENTIONALLY LEFT BLANK.

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9 Demand Management Measures
This section provides a comprehensive description of the water conservation programs that the City has implemented, is currently implementing, and plans to implement to meet its urban water use reduction targets.

9.1 Existing Demand Management Measures for Retail Suppliers Legal Requirements:

CWC Section 10631:
(e)Provide a description of the supplier’s water demand management measures. This description shall include all of the following:
(1)(A) For an urban retail water supplier, as defined in Section 10608.12, a narrative description that addresses the nature and extent of each water demand management measure implemented over the past five years. The narrative shall describe the water demand management measure that the supplier plans to implement to achieve its water use targets pursuant to Section 10608.20. (B)The narrative pursuant to this paragraph shall include descriptions of the following water demand management measures:
(i)Water waste prevention ordinances.
(ii)Metering.
(iii)Conservation pricing.
(iv)Public education and outreach.
(v)Programs to assess and manage distribution system real loss. (vi)Water conservation program coordination and staffing support. (vii)Other demand management measures that have a significant impact on water use as measured in gallons per capita per day, including innovative measures, if implemented.

Demand management measures (DMMs) are specific actions a water supplier takes to support its water conservation efforts. The goal of this DMM Chapter is to provide a comprehensive description of the water conservation programs that the City has implemented, is currently implementing, and plans to implement in order to meet its urban water use reduction targets.

The City realizes the importance of DMMs to ensure a reliable future water supply. The City is committed to implementing water conservation programs to maximize sustainability in meeting future water needs for its customers. A description of the City’s DMMs follows.

9.1.1 Water Waste Prohibition Ordinances
This DMM consists of adopting and enforcing a water waste ordinance that explicitly states that the waste of water is to be prohibited. The ordinance must prohibit specific actions that waste water, such as excessive runoff from landscape irrigation, or use of a hose outdoors without a shut off nozzle. The City adopted a Water Conservation Ordinance in 2009, which amended Title 6 of the Coalinga Municipal Code by adding Chapter 4C, Water Conservation. Section 6-4C.06 through Section 6-4C.09 describe the City’s City of Coalinga
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water conservation stages and enforcement penalties. The City is currently in DWR Stage 4, high conservation alert, of water conservation.

Water waste within the City is prevented by prohibiting the hosing of sidewalks, walkways, driveways, parking areas, patios, porches or verandas. In addition, water waste is prevented by prohibiting runoff into the street gutters, establishing a 72-hour time frame limit to fix leaks or breaks, requiring the use of outdoor hoses with a shut-off nozzle, and prohibiting watering during the heat of the day. The increased vigilance and enforcement by the City have been reflected in the per capita water use, which has declined approximately 22 percent from 273 GPCD in 2010 to 214 GPCD in 2020.

A copy of the Coalinga Municipal Code related to water conservation is provided in Appendix I.

9.1.2 Metering
Legal Requirements:

CWC Section 526:
(a) Notwithstanding any other provisions of law, an urban water supplier that, on or after January 1, 2004, receives water from the federal Central Valley Project under a water service contract or subcontract... shall do both of the following:
(1) On or before January 1, 2013, install water meters on all service connections to residential and nonagricultural commercial buildings... located within its service area.

Water Code section 527
(a) An urban water supplier that is not subject to Section 526 shall do both the following:
(1) Install water meters on all municipal and industrialservice connections located within its service area on or before January 1, 2025.

In 1989, all customer classes within the City, excluding single-family residential, were metered. In the early 1990s, the City passed an ordinance requiring any single-family residential homeowner selling their home to install a water meter as a condition of the sale. By 1995, the number of single-family residential homes that remained without meters had been reduced to a point that the City opted to install meters on all remaining un-metered services. By the late 1990s, all the City water services were metered.

9.1.3 Conservation Pricing
On November 1, 2020, Resolution No. 3989 was approved by the City which implemented a multi-year water rate increase (Appendix J). Each customer pays a base rate according to meter size, plus a charge per one thousand gallons used. Table 9-1 summarizes the latest rate structure for the City.

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Table 9-1 – Water Rate Schedule
Meter Size
Effective in
July 2015
Effective in
Nov 2020
Effective in
Nov 2021
Effective in
Nov 2022
Effective in
Nov 2023
Effective in
Nov 2024
Urban Residential/Commercial Customers
1” $23.81 $27.62 $29.83 $32.22 $33.19 34.19
1 ½” $95.20 $110.43 $119.26 $128.80 $132.66 $136.64
2” $360.41 $418.08 $451.53 $487.65 $502.28 $517.35
3” $809.27 $938.75 $1,013.85 $1,094.96 $1,127.81 $1,161.64 4” $1,438.98 $1,669.22 $1,802.76 $1,946.98 $2,005.39 $2,065.55 6” $3,239.70 $3,758.05 $4,058.69 $4,383.39 $4,514.89 $4,650.34 8” $5,759.92 $6,681.51 $7,216.03 $7,793.31 $8,027.11 $8,267.92 10” $6,398.89 $7,422.71 $8,016.53 $8,657.85 $8,917.59 $9,185.12 Volumetric
Charge
(Residential)
$2.02 / TG $2.28 / TG $2.46 / TG $2.66 / TG $2.74 / TG $2.82 / TG Volumetric
Charge
(Commercial)
$1.91 / TG $2.28 / TG $2.47 / TG $2.67 / TG $2.75 / TG $2.83 / TG Rural Customers
1” $32.92 $39.50 $42.66 $46.07 $47.45 $48.87
1 ½” $131.77 $158.12 $170.77 $184.43 $189.96 $195.66
2” $592.86 $711.43 $768.34 $829.81 $854.70 $880.34
3” $1,333.57 $1,600.28 $1,728.30 $1,866.56 $1,922.56 $1,980.24 4” $2,370.02 $2,844.02 $3,071.54 $3,317.54 $3,416.78 $3,519.28 6” $5,335.79 $6,402.95 $6,915.19 $7,468.41 $7,692.46 $7,923.23 8” $9,485.85 $11,383.02 $12,293.66 $13,277.15 $13,675.46 $14,085.72 10” $10,539.67 $12,647.60 $13,659.41 $14,752.16 15,194.72 $15,650.56 Volumetric
Charge $1.86 / TG $2.23 / TG $2.41 / TG $2.60 / TG $2.68 / TG $2.76 / TG California Department of Corrections
PVSP $11,156.00 $12,940.96 $13,976.24 $15,094.34 $15,547.17 $16,013.59 CSH $3,152.78 $3,657.22 $3,949.80 $4,265.78 $4,393.75 $4,525.56 Volumetric
Charge $2.32 / TG $2.69 / TG $2.91 / TG $3.14 / TG $3.23 / TG $3.33 / TG PVSP = Pleasant Valley State Prison
CSH = Coalinga State Hospital
TG = thousand gallons
During periods of drought, the City reserves the right to increase rates to encourage water conservation.

On July 1, 2021, in response to the proclamation of a state emergency by the governor, the City passed Resolution No. 4037 which officially set in place high conservation alert and drought charges (Appendix K).

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9.1.4 Public Education and Outreach
The City distributes public water system information via U.S. mail to all water service customers, as well as having information available on the City’s internet website and at City Hall. Also, when warranted, timecritical public information is dispersed through the local print media, radio station announcements, and public events.

Water use regulations and the annual CCR are mailed each year to all customers. The City takes advantage of these mailings when necessary to provide its customers additional information on water conservation and other demand management measures. The outdoor watering schedule is available on the City’s website in English and Spanish. The City’s website includes a page that discusses water conservation and has information about ongoing rebates and assistance programs. The City is committed to its public information program as an ongoing effort.

The City monthly water bill distributed to all water service customers is another vehicle used by the City for public education purposes. The bill mailing also contains public service announcements that are used to remind citizens of conservation and demand management measures.

9.1.5 Programs to Assess and Manage Distribution System Real Loss The City conducts a water audit using software provided by American Water Works Association (AWWA) annually. Appendix D contains a copy of water audits for 2015-2019. The results from the water audits were previously discussed in Chapter 4. Water audits are performed on an annual basis to identify leakage trends and to determine if/when corrective action to address leakage may be warranted.

The City Public Works Department utilizes specialized equipment for leak detection on an as-needed basis.

The City does not track the number of miles of pipeline surveyed or the number of repairs completed each year but will do so in the future.

9.1.6 Water Conservation Program Coordination and Staffing Support Currently, the role of a water conservation coordinator for the City is shared among various City staff. As increased implementation of DMMs are brought into action, the City will create a part-time Water Conservation Coordinator position or assign specifically defined responsibilities to an existing position.

These would likely include implementation, tracking, and coordination of water conservation programs, coordination with other agencies, and reporting to senior City staff.

9.1.7 Other Demand Management Measures
The City supports additional programs that provide rebates and promote water conservation. These programs are further discussed in the subsequent sections.

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9.1.7.1 Residential Plumbing Retrofit
The residential plumbing retrofit program benefits existing customers by reducing their water consumption while minimizing the impact of their lifestyle. State legislation requires the installation of efficient plumbing in new construction, and effective 1994 requires that only ultra-low flush (ULF) toilets be sold in California.

Several studies suggest that savings resulting from miscellaneous interior retrofit fixtures can range between 25 and 65 gallons per day per housing unit. The studies also suggest that installation of retrofit fixtures in older single-family homes tend to produce more savings, while newer multi-family homes tend to produce less savings per housing unit. Currently, the City requires ULF toilets in all new construction, but does not have a program to retroactively replace plumbing fixtures and appliances for residential customers. If available, the City will seek funding in the future to offer customers new water saving devices such as faucet aerators, water-saving shower heads and toilet tanks.

9.1.7.2 Washing Machine Rebate
Washing machine rebate programs generally provide a financial incentive (rebate offer) to qualifying customers who install high efficiency washing machines in their home. Other regional municipalities that performed an economic analysis on this program concluded that it would have a low benefit-to-cost ratio.

This program is not currently implemented in the City. However, the City will seek grant funding when available to offer rebate program to customers.

9.2 Reporting Implementation

9.2.1 Implementation over the Past Five Years
Legal Requirements:

CWC Section 10631:
(e) Provide a description of the supplier’s water demand management measures. This description shall include all of the following:
(1)(A) …a narrative description that addresses the nature and extent of each water demand management measure implemented over the past five years.

All DMMs discussed in Section 9.1 were implemented and will continue to be implemented by the City.

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9.2.2 Implementation to Achieve Water Use Targets
Legal Requirements:

CWC Section 10631:
(f)(1)(A) For an urban retail water supplier, as defined in Section 10608.12, a narrative description that addresses the nature and extent of each water demand management measure implemented over the past five years. The narrative shall describe the water demand management measure that the supplier plans to implement to achieve its water use targets pursuant to Section 10608.20.

The City implemented the DMMs discussed in Section 9.1 and was able to achieve the SB X7-7 2020 target as shown in Table 5-2 (DWR Table 5-2).

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10 Plan Adoption, Submittal, and Implementation
This chapter provides information regarding the addressing of the CWC requirements for public hearing, the UWMP adoption process, submitting and adopting the UWMP and making the document available to the public, plan implementation, and the process for amending an adopted UWMP.

10.1 Inclusion of All 2020 Data
As indicated in Chapter 2, the City uses a calendar year for water supply and demand accounting. This 2020 UWMP includes data through December 2020.

10.2 Notice of Public Hearing

10.2.1 Notice to Cities and Counties
Legal Requirements:

CWC Section 10621:
(b) Every urban water supplier required to prepare a plan shall…at least 60 days prior to the public hearing on the plan…notify any city or county within which the supplier provides waters supplies that the urban water supplier will be reviewing the plan and considering amendments or changes to the plan.

Water Code Section 10642
…The urban water supplier shall provide notice of the time and place of hearing to any city or county within which the supplier provides water supplies. A privately owned water supplier shall provide an equivalent notice within its service area…
The City has provided formal written notification to Fresno County and other appropriate agencies that the City’s UWMP was being updated for 2020. As shown in Table 10-1 (DWR Table 10-1), this notification was provided at least 60 days prior to the public hearing of the plan. Copies of the Final UWMP will be provided to Fresno County no later than 30 days after its submission to DWR. Copies of notification letters are included in Appendix C.

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Table 10-1 – Notification to Cities and Counties (DWR Table 10-1) Submittal Table 10-1 Retail: Notification to Cities and Counties
City Name 60 Day Notice Notice of Public
Hearing
Add additional rows as needed
Coalinga Yes

County Name
Drop Down List 60 Day Notice Notice of Public Hearing
Add additional rows as needed
Fresno County Yes

NOTES:

10.2.2 Notice to the Public
Legal Requirements:

CWC Section 10642:
…Prior to adopting either [the plan or water shortage contingency plan], the urban water supplier shall make both of the plan and the water shortage contingency plan available for public inspection and shall hold a public hearing or hearings thereon. Prior to any of these hearings, notice of the time and place of the hearing shall be published within the jurisdiction of the publicly owned water supplier pursuant to Section 6066 of the Government Code [see below]. The urban water supplier shall provide notice of the time and place of a hearing to any city or county within which the supplier provides water supplies.

Government Code section 6066
Publication of notice pursuant to this section shall be once a week for two successive weeks. Two publications in a newspaper published once a week or oftener, with at least five days intervening between the respective publication dates not counting such publication dates, are sufficient. The period of notice commences upon the first day of publication and terminates at the end of the fourteenth day, including therein the first day.

The City is committed to encouraging the active involvement of diverse social, cultural, and economic elements of its citizenry. On XXXXXX and XXXXXXX, the City placed a notice in the local newspaper stating that its UWMP was being updated and a WSCP was prepared and that a public hearing would be conducted to take testimony from members of the community. A copy of this notification is included in Appendix C. The Draft 2020 UWMP and Draft WSCP was made available for public inspection at the City Public Works Department, located at 155 West Durian. In addition, the City also posted a copy of the Draft City of Coalinga
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2020 UWMP and Draft WSCP on its website (www.coalinga.com). The notice of public hearing to the public is included in Appendix C.

10.3 Public Hearing and Adoption
Legal Requirements:

CWC Section 10642:
…Prior to adopting either, the [plan or water shortage contingency plan], the urban water supplier shall make both the plan and the water shortage contingency plan available for public inspection and shall hold a public hearing or hearings thereon.

Water Code Section 10608.26
(a) In complying with this part, an urban retail water supplier shall conduct at least one public hearing to accomplish all of the following:
(1) Allow community input regarding the urban retail water supplier’s implementation plan for complying with this part.
(2) Consider the economic impacts of the urban retail water supplier’s implementation plan for complying with this part.
(3) Adopt a method, pursuant to subdivision (b) of Section 10608.20 for determining its urban water use target.

10.3.1 Public Hearing
A public hearing for the UWMP and WSCP was held on MONTH DAY, YEAR at the City Council Chamber.

The hearing provided an opportunity for the City’s customers, residents, and employees to learn and ask questions about the current and future water supply of the City. The plan adoption by City Council occurred on MONTH DAY, YEAR. The City Resolution is included in Appendix L.

10.3.2 Adoption
Legal Requirements:

CWC Section 10642:
…After the hearing or hearings, the plan or water shortage contingency plan shall be adopted as prepared or as modified after the hearing.

This UWMP was adopted by the City Council on MONTH DAY, YEAR. The WSCP was adopted by the City Council on MONTH DAY, YEAR. A copy of the adopted resolutions is provided in Appendix L.

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10.4 Plan Submittal
Legal Requirements:

CWC Section 10621:
(e) Each urban water supplier shall update and submit its 2020 plan to the department by July 1, 2021… CWC Section 10644:
(a)(1) An urban water supplier shall submit to the department, the California State Library, and any city or county within which the supplier provides water supplies a copy of its plan no later than 30 days after adoption.

CWC Section 10635:
(c) The urban water supplier shall provide that portion of its urban water management plan prepared pursuant to this article to any city or county within which it provides water supplies no later than 60 days after the submission of its urban water management plan.

10.4.1 Submitting a UWMP and Water Shortage Contingency Plan to DWR A copy of this 2020 UWMP will be submitted electronically to DWR within 30 days of adoption.

10.4.2 Electronic Data Submittal
Legal Requirements:

CWC Section 10644 (a)(2):

The plan, or amendments to the plan, submitted to the department … shall be submitted electronically and shall include any standardized forms, tables, or displays specified by the department.

This 2020 UWMP, including the WSCP, and associated data will be submitted electronically to DWR using the Water Use Efficiency Data (WUEdata) submittal tool.

10.4.3 Submitting a UWMP, including WSCP, to the California State Library The 2020 UWMP, including the WSCP, will be submitted on CD or hardcopy format to the California State Library within 30 days of adoption.

10.4.4 Submitting a UWMP to Cities and Counties
The 2020 UWMP will be submitted in electronic format to Fresno County within 30 days of adoption.

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10.5 Public Availability
Legal Requirements:

CWC Section 10645:
(a) Not later than 30 days after filing a copy of its plan with the department, the urban water supplier and the department shall make the plan available for public review during normal business hours. (b) Not later than 30 days after filing a copy of its water shortage contingency plan with the department, the urban water supplier and the department shall make the plan available for public review during normal business hours.

Within 30 days of submitting the UWMP to DWR, the adopted UWMP will be available for public review during normal business hours at the City of Coalinga Public Works Department. The City will also post a copy of the adopted UWMP on its website (www.coalinga.com).

10.6 Notification to Public Utilities Commission
Legal Requirements:

CWC Section 10621 (c):

An urban water supplier regulated by the Public Utilities Commission shall include its most recent plan and water shortage contingency plan as part of the supplier’s general rate case filings.

The City is not regulated by the California Public Utilities Commission.

10.7 Amending an Adopted UWMP or Water Shortage Contingency Plan Legal Requirements:

CWC Section 10621:
(d) The amendments to, or changes in, the plan shall be adopted and filed in the manner set forth in Article 3 (commencing with Section 10640).

CWC Section 10644:
(a)(1) Copies of amendments or changes to the plans shall be submitted to the department, the California State Library, and any city or county within which the supplier provides water supplies within 30 days after adoption.

10.7.1 Amending a UWMP
The plan may be updated at any time when the urban water supplier believes significant changes have occurred in population, land use, and/or water sources that may affect the contents of the plan. If major changes are made to this 2020 UWMP, the City will hold an additional public hearing and City Council will re-adopt the plan. Copies of amendments or changes to the plan shall be submitted to DWR, the California State Library, and Fresno County within 30 days of adoption.

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10.7.2 Amending a Water Shortage Contingency Plan
Legal Requirements:

CWC Section 10644 (b):

If an urban water supplier revises its water shortage contingency plan, the supplier shall submit to the department a copy of its water shortage contingency plan prepared…no later than 30 days after adoption, in accordance with protocols for submission and using electronic reporting tools developed by the department.

If the City revises the WSCP after DWR has approved the 2020 UWMP, copies of amendments or changes to the plans will be submitted electronically to DWR through the WUEdata Portal within 30 days of its adoption.

Copies of the amended WSCP will also be sent to the California State Library and Fresno County within 30 days of adoption.

City of Coalinga
Draft 2020 Urban Water Management Plan
October 2021
11-1
11 References
[1] City of Coalinga General Plan 2005-2025, June 2009. [2] Fresno County Multi-Jurisdictional 2015-2023 Housing Element, adopted April 2016.

City of Coalinga
Draft 2020 Urban Water Management Plan
October 2021
11-2
THIS SHEET INTENTIONALLY LEFT BLANK.

City of Coalinga
Draft 2020 Urban Water Management Plan
October 2021
A
Appendix A
DWR UWMP Tables
City of Coalinga
Draft 2020 Urban Water Management Plan
October 2021
B
Appendix B
DWR UWMP Checklist
City of Coalinga
Draft 2020 Urban Water Management Plan
October 2021
C
Appendix C
Notice of Preparation and Outreach Documents
City of Coalinga
Draft 2020 Urban Water Management Plan
October 2021
D
Appendix D
Water Loss Audits
City of Coalinga
Draft 2020 Urban Water Management Plan
October 2021
E
Appendix E
SB X7-7 2015 Verification Form
and 2020 Compliance Form
City of Coalinga
Draft 2020 Urban Water Management Plan
October 2021
F
Appendix F
Energy Use Tables
City of Coalinga
Draft 2020 Urban Water Management Plan
October 2021
G
Appendix G
Consumer Confidence Reports
City of Coalinga
Draft 2020 Urban Water Management Plan
October 2021
H
Appendix H
Water Shortage Contingency Plan
City of Coalinga
Draft 2020 Urban Water Management Plan
October 2021
I
Appendix I
Water Conservation Ordinance
City of Coalinga
Draft 2020 Urban Water Management Plan
October 2021
J
Appendix J
Water Rate Schedule
City of Coalinga
Draft 2020 Urban Water Management Plan
October 2021
K
Appendix K
Water Shortage Regulations
City of Coalinga
Draft 2020 Urban Water Management Plan
October 2021
L
Appendix L
UWMP Adoption Resolution
City of Coalinga
Water Shortage Contingency Plan
DRAFT
NOVEMBER 2021
Prepared for:

CITY OF COALINGA
155 West Durian
Coalinga, CA 93210
Prepared by:

BLACK WATER CONSULTING ENGINEERS, INC.
602 Lyell Drive
Modesto, CA 95356
(209) 322-1820
City of Coalinga
Water Shortage Contingency Plan
November 2021
i

TABLE OF CONTENTS
1 Introduction..........................................................................................................................................1 2 Water Supply Reliability Analysis..........................................................................................................1 3 Annual Water Supply and Demand Assessment Procedures...............................................................2

3.1 Decision-Making Process..............................................................................................................3

3.2 Key Data Inputs and Methodologies.............................................................................................4

3.3 Evaluation Criteria.........................................................................................................................5

3.4 Water System................................................................................................................................5

3.5 Unconstrained Customer Demand ...............................................................................................5

3.6 Infrastructure Considerations.......................................................................................................5

3.7 Other Factors................................................................................................................................5

3.8 Evaluation of Water Supply and Demands...................................................................................5 4 Six Standard Water Shortage Levels.....................................................................................................6 5 Shortage Response Actions ..................................................................................................................8

5.1 Supply Augmentation Actions.......................................................................................................8

5.2 Demand Reduction Actions ..........................................................................................................9

5.3 Operational Changes...................................................................................................................13

5.4 Additional Mandatory Prohibitions ............................................................................................13 6 Seismic Risk Assessment and Mitigation Plan ....................................................................................14 7 Communication Protocols ..................................................................................................................14 8 Compliance and Enforcement ............................................................................................................15 9 Legal Authorities.................................................................................................................................15 10 Financial Consequences of WSCP.......................................................................................................16 11 Monitoring and Reporting ..................................................................................................................17 12 Refining...............................................................................................................................................17

12.1 Special Water Feature Distinction ..............................................................................................17

12.2 Plan Adoption, Submittal and Availability ..................................................................................18

12.2.1 Notice to the Public.............................................................................................................18

12.2.2 Public Hearing and Adoption ..............................................................................................18

12.2.3 Public Hearing .....................................................................................................................19

12.2.4 Adoption .............................................................................................................................19

12.2.5 Plan Submittal.....................................................................................................................19

12.2.6 Submitting WSCP to Cities and Counties............................................................................19

12.2.7 Public Availability ................................................................................................................19

12.2.8 Notification to Public Utilities Commission ........................................................................19

12.2.9 Amending an Adopted Water Shortage Contingency Plan.................................................20 13 References..........................................................................................................................................20 City of Coalinga
Water Shortage Contingency Plan
November 2021
ii

LIST OF TABLES
Table 3-1 – Annual Assessment Key Responsibilities ...................................................................................3 Table 4-1 – WSCP Levels (DWR Table 8-1)....................................................................................................7 Table 4-2 – Coalinga Water Conservation Stage Crosswalk .........................................................................7 Table 5-1 – Supply Augmentation and Other Actions (DWR Table 8-3).......................................................9 Table 5-2 – Demand Reduction Actions (DWR Table 8-2) ..........................................................................10 Table 5-3 – Historical Water Usage Data ....................................................................................................12 Table 5-4 – Shortage Gap Estimates...........................................................................................................13

LIST OF FIGURES
Figure 3-1 – Example Annual Assessment and AWSAR Timeline .................................................................4

APPENDICES
Appendix A – Notices to Public and Public Outreach Efforts Appendix B – City Resolution adopting WSCP
City of Coalinga
Water Shortage Contingency Plan
November 2021
iii

LIST OF ACRONYMS AND ABBREVIATIONS
Annual Assessment Annual Water Supply and Demand Assessment AWSAR Annual Water Shortage Assessment Report
CDC California Department of Corrections
City City of Coalinga
CVP Central Valley Project
CWC California Water Code
DPRP Drought Preparedness & Response Planning for the City of Coalinga DWR California Department of Water Resources
ERP Emergency Response Plan
gpcd gallons per capita per day
MGD million gallons per day
PW Department of Public Works
RSWSP Regional Surface Water Supply Project
SB Senate Bill
USBR United States Bureau of Reclamation
UWMP Urban Water Management Plan
WSCP Water Shortage Contingency Plan
City of Coalinga
Water Shortage Contingency Plan
November 2021
1 1 Introduction
In response to the severe drought of 2012-2016, legislation was adopted in 2018 mandating that the Urban Water Management Plan (UWMP) include a Water Shortage Contingency Plan (WSCP) that provides a detailed proposal for assessing water supply availability and response actions to water shortage conditions. Although required to be included with the 2020 UWMP, the WSCP is a stand-alone document and can be amended on its own.

The WSCP is required to include:
• Key attributes of the water supply reliability analysis conducted pursuant to California Water Code (CWC) Section 10632. [CWC Section 10632(a)(1)]
• Six standard water shortage levels corresponding to progressive ranges of up to 10-, 20-, 30-, 40-, and 50-percent shortages and greater than 50-percent shortage. [CWC Section 10632(a)(3)(A)] • Locally appropriate “shortage response actions” for each shortage level, with a corresponding estimate of the extent the action will address the gap between supplies and demands. [CWC Section 10632(a)(4)]
• Procedures for conducting an Annual Water Supply and Demand Assessment (Annual Assessment) with prescribed elements. Under CWC 10632.1, urban water suppliers are required to submit, by July 1 of each year, beginning in the year following adoption of the 2020 UWMP, an Annual Water Shortage Assessment Report (AWSAR) to the California Department of Water Resources (DWR). [CWC Section 10632(a)(2)]
• Communication protocols and procedures to inform customers, the public, and government entities of any current or predicted water shortages and associated response actions. [CWC Section 10632(a)(5)]
• Monitoring and reporting procedures to assure appropriate data is collected to monitor customer compliance and to respond to any state reporting requirements. [CWC Section 10632(a)(9)] • A re-evaluation and improvement process to assess the functionality of the WSCP and to make appropriate adjustments as warranted. [CWC Section 10632(a)(10)] 2 Water Supply Reliability Analysis
Water Code Section 10632(a)(1)
The analysis of water supply reliability conducted pursuant to Section 10635.

Pursuant to CWC Section 10632(a)(1), this section examines the (a) findings related to water system reliability conducted pursuant to CWC Section 10632, and (b) the key issues that may create a shortage condition based on the City of Coalinga’s (City) water asset portfolio. These topics are described in Chapters 6 and 7 of the 2020 UWMP, but are summarized below, recognizing that the WSCP is a standalone document.

The City's sole source of drinking water is surface water obtained through the Central Valley Project (CVP) which is supervised by the United States Bureau of Reclamation (USBR).

City of Coalinga
Water Shortage Contingency Plan
November 2021
2 The City’s 2020 UWMP evaluated the long-term (20-year) and near-term (5-year) supply reliability of the City’s water system, including consideration for a normal year, single dry year, and a 5-year dry period.

The 2020 UWMP estimated that the reliability of the City’s water supply is sufficient to meet long-term and near-term demands.

Constraints on the water supply reliability for the City are primarily water quantity, water quality, and climate change. Of particular concern are the potential for drought conditions, unexpected system failures, canal maintenance, regional power outages, earthquakes, environmental restriction, etc. to significantly impact the water supply available to the City. 3 Annual Water Supply and Demand Assessment Procedures
Water Code Section 10632(a)(2)
The procedures used in conducting an annual water supply and demand assessment that include, at a minimum, both of the following:
(A) The written decision-making process that an urban water supplier will use each year to determine its water supply reliability.
(B) The key data inputs and assessment methodology used to evaluate the urban water supplier’s water supply reliability for the current year and one dry year, including all of the following:
(i) Current year unconstrained demand, considering weather, growth, and other influencing factors, such as policies to manage current supplies to meet demand objectives in future years, as applicable. (ii) Current year available supply, considering hydrological and regulatory conditions in the current year and one dry year. The annual supply and demand assessment may consider more than one dry year solely at the discretion of the urban water supplier.
(iii) Existing infrastructure capabilities and plausible constraints. (iv) A defined set of locally applicable evaluation criteria that are consistently relied upon for each annual water supply and demand assessment.
(v) A description and quantification of each source of water supply.

Water Code Section 10632.1.

An urban water supplier shall conduct an annual water supply and demand assessment pursuant to subdivision (a) of Section 10632 and, on or before July 1 of each year, submit an annual water shortage assessment report to the department with information for anticipated shortage, triggered shortage response actions, compliance and enforcement actions, and communication actions consistent with the supplier’s water shortage contingency plan. An urban water supplier that relies on imported water from the State Water Project or the Bureau of Reclamation shall submit its annual water supply and demand assessment within 14 days of receiving its final allocations, or by July 1 of each year, whichever is later.

City of Coalinga
Water Shortage Contingency Plan
November 2021
3 Beginning in 2022, CWC Section 10632.1 requires the City to conduct an Annual Water Supply and Demand Assessment (Annual Assessment) on or before July 1 of each year and submit an Annual Water Shortage Assessment Report (AWSAR) by July 1 of every year. The purpose of the Annual Assessment and AWSAR is to forecast near-term water supply conditions (for the current year) and ensure appropriate shortage response actions are triggered in a timely manner. This section of the WSCP details the procedures used to prepare the Annual Assessment. The intent of the procedures is to provide a description of annual timing and steps to complete the document. The AWSAR will include the Annual Assessment and describe the recommended shortage response actions to implement for the current year based on the results of the Annual Assessment.

The Annual Assessment will include the following components:

1. Data and Methodologies

2. Evaluation Criteria

3. Description of Water System

4. Unconstrained Customer Demand

5. Infrastructure Considerations

6. Other Factors

7. Water Supply and Demand Evaluation
The information to be included in each of the sections is described in this chapter. Based on the Annual Assessment, the AWSAR will include recommendations for triggered shortage response actions, consistent with the WSCP.

3.1 Decision-Making Process
The City Department of Public Works (PW) will be responsible for preparation, obtaining formal approval, and submitting the AWSAR to the DWR. Key responsibilities for preparation of the Annual Assessment and AWSAR are listed in Table 3-1. Early in the process, the key team members will be selected and assigned responsibilities to ensure accurate and timely completion of the documents. Each AWSAR should include a summary of the key members involved and their roles and responsibilities.

Table 3-1 – Annual Assessment Key Responsibilities
# Activity
1 Convene Annual Assessment and AWSAR team
2 Information collection and review (see Section 3.2, Key Data Inputs and Methodologies) 3 Prepare draft AWSAR
4 Finalize AWSAR
5 Submit AWSAR to DWR
An example timeline for the decision-making process is provided in Figure 3-1. Actual dates for each activity may vary, however, the Annual Assessment is required to be formally approved and submitted to DWR by July 1 each year, starting in 2022. The process for approval shall include a formal presentation at a City Council meeting and request for vote on the findings of the Annual Assessment, including triggering recommended shortage response actions. The presentation is to occur prior to the last City Council meeting in June.

City of Coalinga
Water Shortage Contingency Plan
November 2021
4 Figure 3-1 – Example Annual Assessment and AWSAR Timeline

3.2 Key Data Inputs and Methodologies
The following sections describe the key data inputs and methodologies which may be used to evaluate the water system reliability for the current year, while considering that the year to follow will be a dry year. To be consistent with the most recently prepared 2020 UWMP, the current year is defined as the calendar year (January 1 – December 31) for the year in which the document is prepared and the year to follow is defined as the subsequent calendar year.

Key data inputs may include:
• Summary of active water supply sources and their capacities. • Monthly water production data for the previous calendar year. • Available weather data for the previous calendar year and current year. • Population data for the previous calendar year and current year. • Growth projections in terms of land use and/or population for the current year. • Recently completed documents and studies related to the water system and water supply sources.
• Recent regulatory documents.
• Water quality data for the previous calendar year.
• Water system improvements completed in the previous calendar year and planned for the next two years.
• Information on issues encountered in water system for the previous calendar year. Issues may include exceeding contaminant limits, breaks in pipeline, and decreased well production. • Current and projected hydrological conditions.
• Other data which affects the water system.

Data for additional years prior to the current year may be analyzed as part of the assessment. The data will be used to develop projections for available water supply and unconstrained customer demands for the current calendar year, considering a dry subsequent year. The criteria used in the calculations should be described and be consistent with the most recently prepared City documents and regulatory requirements.

City of Coalinga
Water Shortage Contingency Plan
November 2021
5 3.3 Evaluation Criteria
The Annual Assessment will compare the projected water supply and the unconstrained average customer demand. If unconstrained average customer demands are higher than the projected water supply, shortage response actions corresponding to the projected WSCP shortage level should be activated.

3.4 Water System
This section of the Annual Assessment should describe the water system, including the water supply facilities and distribution and storage facilities. Information on water quality and historical issues should be included.

3.5 Unconstrained Customer Demand
Unconstrained customer demand for the current year will be developed in this section. The methodology for the calculations should be described in detail. References for the sources and assumptions used should be provided. Unconstrained customer demands for subsequent years may be calculated and included.

Various methods could be used to calculate unconstrained customer demand. The method should be consistent with previous City documents, including the 2020 UWMP. If an alternative method is used, reasons for the change in approach shall be provided. The most common methods will either involve:
• Population data and projections and a per capita water demand, or • Water demand factors for various types of land uses and estimates for developed areas, by land use type.

The projected unconstrained customer demands are likely to be higher than historical water demands because the City has been implementing shortage response actions that reduce water usage.

3.6 Infrastructure Considerations
This section is to include an evaluation of how the infrastructure capabilities and constraints may affect the City’s ability to deliver supplies to meet customer demands in the coming year. Anticipated capital projects that may influence capabilities, such as repairs that may constrain capabilities (e.g., planned treatment plant upgrades, well rehabilitation or replacement) or new projects that may add capacity (e.g., a new groundwater well or system intertie) should be described.

3.7 Other Factors
Other factors that can influence or disrupt the water supply, along with unique local considerations should be described in this portion of the Annual Assessment. These factors may include recent regulatory requirements, documents and studies related to the water system and water supply sources, and weather conditions.

3.8 Evaluation of Water Supply and Demands
This section will summarize the projected available water supply for the current year based on the information provided in previous sections of the Annual Assessment. The evaluation criteria will be applied to determine if the available water supply is sufficient to meet unconstrained customer demands.

City of Coalinga
Water Shortage Contingency Plan
November 2021
6 4 Six Standard Water Shortage Levels
Water Code Section 10632(a)(3)
(A) Six standard water shortage levels corresponding to progressive ranges of up to 10, 20, 30, 40, and 50 percent shortages and greater than 50 percent shortage. Urban water suppliers shall define these shortage levels based on the suppliers’ water supply conditions, including percentage reductions in water supply, changes in groundwater levels, changes in surface elevation or level of subsidence, or other changes in hydrological or other local conditions indicative of the water supply available for use.

Shortage levels shall also apply to catastrophic interruption of water supplies, including, but not limited to, a regional power outage, an earthquake, and other potential emergency events. (B) An urban water supplier with an existing water shortage contingency plan that uses different water shortage levels may comply with the requirement in subparagraph (A) by developing and including a cross-reference relating its existing categories to the six standard water shortage levels.

CWC Section 10632(a)(3) requires water suppliers to define six shortage levels based on the supplier’s water supply conditions, including percentage reductions in water supply, changes in groundwater levels, changes in surface elevation or level of subsidence, or other changes in hydrological or other local conditions indicative of the water supply available for use. Table 4-1 (DWR Table 8-1) lists the six standard WSCP levelsthat were introduced for the 2020 UWMP by the DWR. The six standard water shortage levels are used in the City’s WSCP instead of the three conservation stages listed in the 2015 UWMP to correspond with the changes to the CWC. The applicable water shortage level should be determined based on comparing projected unconstrained customer demands with available water supply or mandatory water use reductions. The water shortage level does not necessarily correspond to the percent reduction in water supply.

Table 4-2 shows the supply City’s conservation stages in the Water Conservation section of the City Municipal Code and a “crosswalk” for how they correspond with the six standard WSCP levels.

City of Coalinga
Water Shortage Contingency Plan
November 2021
7 Table 4-1 – WSCP Levels (DWR Table 8-1)
Submittal Table 8-1: Water Shortage Contingency Plan Levels Shortage
Level
Percent
Shortage
Range
Shortage Response Actions
(Narrative description)
1 Up to 10% Standard Water Conservation Alert. No water wasting. Designated times for irrigation.
2 Up to 20% Standard Water Conservation Alert. No water wasting. Designated times for irrigation.
3 Up to 30% Standard Water Conservation Alert. No water wasting. Designated times for irrigation.
4 Up to 40%
High Water Conservation Alert. Two-day irrigation schedule for residential and non-water dependent industries. Every other day irrigation schedule for water-dependent industries. Swimming pool refilling and construction restrictions.
5 Up to 50%
High Water Conservation Alert. Two-day irrigation schedule for residential and non-water dependent industries. Every other day irrigation schedule for water-dependent industries. Swimming pool refilling and construction restrictions.
6 >50% Emergency Water Conservation Alert. No outdoor water use unless by hand-held hose equipped with shut-off nozzle.

NOTES: Refer to City Municipal Code, Chapter 4C. - Water Conservation for more information.

Table 4-2 – Coalinga Water Conservation Stage Crosswalk Previous Drought Condition Stages
WSCP Level Shortage Level Stage Stage Title
1 ≤ 10% 1 Standard Water Conservation Alert
2 10 - 20% 1 Standard Water Conservation Alert
3 20 - 30% 1 Standard Water Conservation Alert
4 30 - 40% 2 High Water Conservation Alert
5 40 - 50% 3 Emergency Water Conservation Alert
6 > 50% 3 Emergency Water Conservation Alert
City of Coalinga
Water Shortage Contingency Plan
November 2021
8 5 Shortage Response Actions
Water Code Section 10632 (a)(4)
Shortage response actions that align with the defined shortage levels and include, at a minimum, all of the following:
(A) Locally appropriate supply augmentation actions.
(B) Locally appropriate demand reduction actions to adequately respond to shortages. (C) Locally appropriate operational changes.
(D) Additional, mandatory prohibitions against specific water use practices that are in addition to statemandated prohibitions and appropriate to the local conditions. (E) For each action, an estimate of the extent to which the gap between supplies and demand will be reduced by implementation of the action.

CWC Section 10632(a)(4) requires shortage response actions that align with the shortage levels defined in Table 4-1 (DWR Table 8-1) and include locally appropriate supply augmentation actions, demand reduction actions, operational changes, and additional mandatory prohibitions against specific water use practices. An estimate of the extent to which the gap between supplies and demand will be reduced by implementation of the actions must be provided.

5.1 Supply Augmentation Actions
The City solely relies on surface and does not currently have alternate water sources for normal or emergency conditions. Table 5-1 (DWR Table 8-3) lists the supply augmentation strategies that the City has explored. Short-term shortage gaps will primarily be satisfied by demand reduction actions described in the next section.

City of Coalinga
Water Shortage Contingency Plan
November 2021
9 Table 5-1 – Supply Augmentation and Other Actions (DWR Table 8-3) Submittal Table 8-3: Supply Augmentation and Other Actions Shortage Level
Supply Augmentation
Methods and Other
Actions by Water Supplier
Drop down list
These are the only
categories that will be
accepted by the WUEdata
online submittal tool
How much is this going
to reduce the shortage
gap? Include units used
(volume type or
percentage)
Additional Explanation or
Reference
(optional)
Add additional rows as needed
1-6 Expand Public Information
Campaign
Supports other actions.

Less than 2 gpcd (1% of
baseline water
demand)
4-6 Transfers
Estimated to
potentially reduce
shortage gap by up to
3,000 acre-feet (980
million gallons)
City has explored potential
transfers with other USBR
customers within the San
Luis Unit and agricultural
customers. Due to the
uncertainty in the amount of
transfer available for a given
year, this action is not
included in estimates for
meeting shortage levels.

NOTES:

5.2 Demand Reduction Actions
Increasing demand reduction actions will be enforced with increasing WSCP levels. Table 5-2 (DWR Table 8-2) summarizes demand reduction actions and the WSCP shortage level at which the action will be mandated. The demand reduction actions column was limited to a drop-down list provided by DWR.

Additional explanation or reference information is listed to provide details specific to the City. Some demand reduction actions listed in the table correspond to operational changes which are described in Section 5.3. The City is currently enforcing high water conservation actions and requests residents and businesses to reduce water use by 20-30% based on user type.

City of Coalinga
Water Shortage Contingency Plan
November 2021
10 Table 5-2 – Demand Reduction Actions (DWR Table 8-2) Submittal Table 8-2: Demand Reduction Actions
Shortage
Level
Demand Reduction
Actions
Drop down list
These are the only
categories that will
be accepted by the
WUEdata online
submittal tool.

Select those that
apply.

How much is this going
to reduce the shortage
gap? Include units used
(volume type or
percentage)
Additional Explanation
or Reference
(optional)
Penalty,
Charge, or
Other
Enforcement?
For Retail
Suppliers
Only Drop
Down List
Add additional rows as needed
1 - 3
Other - Prohibit use
of potable water
for washing hard
surfaces
Supports other demand
reduction actions. Less
than 2 gpcd (1% of
baseline water demand)
Ord. No. 746, § 1,
Section 6-4C.06 (a) Yes
1 - 3
Water Features -
Restrict water use
for decorative
water features,
such as fountains
Supports other demand
reduction actions. Less
than 2 gpcd (1% of
baseline water demand)
Ord. No. 746, § 1,
Section 6-4C.06 (b) Yes
1 - 3
Other - Customers
must repair leaks,
breaks, and
malfunctions in a
timely manner
3-6 gpcd. Ord. No. 746, § 1,
Section 6-4C.06 (c) Yes
1 - 3
Landscape - Limit
landscape
irrigation to
specific times
60 gpcd Ord. No. 746, § 1,
Section 6-4C.06 (d)(1) Yes
1 - 3
Other - Require
automatic shut of
hoses
Supports other demand
reduction actions. Less
than 2 gpcd (1% of
baseline water demand)
Ord. No. 746, § 1,
Section 6-4C.06 (d)(2) Yes
1 - 3
Other - Prohibit use
of potable water
for construction
and dust control
Supports other demand
reduction actions. Less
than 2 gpcd (1% of
baseline water demand)
Ord. No. 746, § 1,
Section 6-4C.06 (e) Yes
4 Landscape - Limit
landscape
irrigation to
specific times
Supports other demand
reduction actions. Less
than 2 gpcd (1% of
baseline water demand)
Ord. No. 746, § 1,
Section 6-4C.07 (b) and
(c)
Yes
City of Coalinga
Water Shortage Contingency Plan
November 2021
11 Submittal Table 8-2: Demand Reduction Actions
Shortage
Level
Demand Reduction
Actions
Drop down list
These are the only
categories that will
be accepted by the
WUEdata online
submittal tool.

Select those that
apply.

How much is this going
to reduce the shortage
gap? Include units used
(volume type or
percentage)
Additional Explanation
or Reference
(optional)
Penalty,
Charge, or
Other
Enforcement?
For Retail
Suppliers
Only Drop
Down List
4 Landscape - Limit
landscape
irrigation to
specific days
25 gpcd
Ord. No. 746, § 1,
Section 6-4C.07 (b) and
(c). Every other day
irrigation for waterdependent industries.

Two days per week
irrigation for residential
and non-water
dependent industries.

Yes
4 Other water
feature or
swimming pool
restriction
Supports other demand
reduction actions. Less
than 2 gpcd (1% of
baseline water demand)
Ord. No. 746, § 1,
Section 6-4C.07 (d). No
swimming pool refilling
or new construction
without permission.

Replenishment of
swimming pools limited
similar to landscape
irrigation limits.

Yes
4 CII - Restaurants
may only serve
water upon
request
Supports other demand
reduction actions. Less
than 2 gpcd (1% of
baseline water demand)
Ord. No. 746, § 1,
Section 6-4C.07 € Yes
5 Landscape -
Prohibit all
landscape
irrigation
50 gpcd
Ord. No. 746, § 1,
Section 6-4C.08 (a) and
(b)
Yes
5 Other water
feature or
swimming pool
restriction
Supports other demand
reduction actions. Less
than 2 gpcd (1% of
baseline water demand)
Ord. No. 746, § 1,
Section 6-4C.08 (c) Yes
NOTES:

City of Coalinga
Water Shortage Contingency Plan
November 2021
12 Water use reductions for each demand reduction action included in Table 5-2 (DWR Table 8-2) were estimated based on information from water conservation studies and an analysis of historical per capita water production data for the City between 2016 – 2020. Most of the demand reduction is assumed to occur from restrictions on landscape irrigation.

Water use reduction associated with reducing landscape irrigation by one day was estimated by comparing the average water use for the three lowest months of each year with the annual average water use for the year on a per capita basis for 2016 – 2020, and assuming that outdoor water use was occurring three days per week. The overall difference between outdoor water use and baseline water use was divided by three to estimate landscape irrigation water use per day. Tables 5-3 and 5-4 summarize the calculations for estimating the impacts from the demand reduction actions.

Table 5-3 – Historical Water Usage Data
Water Supplied (MG)
Year
Month # of days 2016 2017 2018 2019 2020
January 31 64.81 61.93 70 62.9 62.02
February 28 62.13 56.29 71.64 54.89 76.84
March 31 74.9 75.54 75.37 68.31 77.45
April 30 92.88 91.27 94.45 98.33 87.21
May 31 106.49 117.76 125.4 115.66 140.55
June 30 133.08 135.26 130.4 128.51 152.64
July 31 144.72 157.31 151.96 148.76 165.35
August 31 146.13 153.1 150.17 141.85 164.72
September 30 127.31 134.27 138.04 146.31 139.21
October 31 107.04 110.78 114.76 141.43 128.63
November 30 83.71 85.59 87.6 91.82 95.6
December 31 64.28 79.36 67.85 66.91 82.84
Total 1,207.5 1,258.5 1,277.6 1,265.7 1,373.1
Population 16,541 16,793 16,516 16,994 17,590
Average water use, gpcd 200 205 212 204 214
5-year average water use, gpcd 207
Baseline water use(lowest 3 months), MG 63.74 64.59 69.83 61.57 72.1 Baseline, gpcd 128 128 141 121 137
5-year baseline water use, gpcd 131
Estimated outdoor water use, gpcd 72 77 71 83 77
5-year average outdoor water use, gpcd 76
City of Coalinga
Water Shortage Contingency Plan
November 2021
13 Table 5-4 – Shortage Gap Estimates
# Description Value
(1) Average Water Use without Demand Reduction Actions, gpcd (SB X7-7 2020 Target)
273
(2) Average Water Use after Shortage Level 1, gpcd
(Average water use, 2016-2020)
207
(3) Estimated Reduction in Shortage Gap from Level 1 Actions, gpcd 66 (4) Average outdoor water use (3-day watering schedule), gpcd 76 (5) Reduction in Shortage Gap by one day reduction in watering schedule, gpcd 25 Notes:
(2) Average Water Use after Shortage Level 1 Actions = Average water use from Table 5-3. (3) Estimated Reduction in Shortage Gap from Level 1 Actions = (1) Average Water Use without Demand Reduction Actions - (2) Average Water Use after Shortage Level 1 Actions. (4) Average outdoor water use (3-day watering schedule) = Average outdoor water use from Table 5-3. (5) Reduction in Shortage Gap by one day reduction in watering schedule = (4) ÷ 3, rounded.

5.3 Operational Changes
Operational changes to address water shortages will be focused on implementing and enforcing the supply augmentation and demand reduction actions. The following operational changes were listed in Tables 5-1 and 5-2 (DWR Tables 8-3 and 8-2, respectively) and assist with reduction of water demands. • Expand public information campaign.
• Implement or modify drought rate structure or surcharge. • Offer water use surveys.
• Decrease line flushing.
• Increase water waste patrols.

5.4 Additional Mandatory Prohibitions
Additional mandatory prohibitions related to water usage are detailed in Title 6, Chapter 4C of the Coalinga Municipal Code (CMC) which includes rules and regulations for the City’s water conservation program.

City of Coalinga
Water Shortage Contingency Plan
November 2021
14 6 Seismic Risk Assessment and Mitigation Plan
Water Code Section 10632.5
(a) In addition to the requirements of paragraph (3) of subdivision (a) of Section 10632, beginning January 1, 2020, the plan shall include a seismic risk assessment and mitigation plan to assess the vulnerability of each of the various facilities of a water system and mitigate those vulnerabilities. (b) An urban water supplier shall update the seismic risk assessment and mitigation plan when updating its urban water management plan as required by Section 10621. (c) An urban water supplier may comply with this section by submitting, pursuant to Section 10644, a copy of the most recent adopted local hazard mitigation plan or multihazard mitigation plan under the federal Disaster Mitigation Act of 2000 (Public Law 106-390) if the local hazard mitigation plan or multihazard mitigation plan addresses seismic risk.

The City falls under the Fresno County Multi-Hazard Mitigation Plan, which was updated in May 2018. The plan addresses seismic risk and satisfies the requirement of CWC Section 10632.5(a). A copy of the 2018 Multi-Hazard Mitigation Plan can be viewed at the following web address:
https://www.fresno.gov/darm/wp-content/uploads/sites/10/2020/12/FresnoCountyHMPFinal.pdf Another useful reference for assessing and mitigating seismic risks to the water system is the City’s Water System Emergency Response Plan (ERP). The ERP includes findings of the City’s risk and resilience assessment and describes strategies, resources, plans, and procedures utilities can use to prepare for and respond to an incident, natural or man-made, that threatens life, property, or the environment. 7 Communication Protocols
Water Code Section 10632 (a)(5)
Communication protocols and procedures to inform customers, the public, interested parties, and local, regional, and state governments, regarding, at a minimum, all of the following:
(A) Any current or predicted shortages as determined by the annual water supply and demand assessment described pursuant to Section 10632.1.
(B) Any shortage response actions triggered or anticipated to be triggered by the annual water supply and demand assessment described pursuant to Section 10632.1. (C) Any other relevant communications
In accordance with CWC 10632(a)(5), the City shall initiate communication procedures to inform customers, the public, interested parties, and local, regional, and state governments when the AWSAR predicts a current or predicted shortage and the shortage response actions that will be triggered or anticipated to be triggered. Communication protocols are included in the Drought Preparedness & Response Planning for the City of Coalinga (DPRP) and ERP.

City of Coalinga
Water Shortage Contingency Plan
November 2021
15 8 Compliance and Enforcement
Water Code Section 10632 (a)(6)
For an urban retail water supplier, customer compliance, enforcement, appeal, and exemption procedures for triggered shortage response actions as determined pursuant to Section 10632.2.

Title 13, Chapter 09 of the CMC describes enforcement, appeal, and exemption procedures for City water code violations which apply to violations of City shortage response actions. 9 Legal Authorities
Water Code Section 10632 (a)(7)
(A) A description of the legal authorities that empower the urban water supplier to implement and enforce its shortage response actions specified in paragraph (4) that may include, but are not limited to, statutory authorities, ordinances, resolutions, and contract provisions. (B) A statement that an urban water supplier shall declare a water shortage emergency in accordance with Chapter 3 (commencing with Section 350) of Division 1. [see below] (C) A statement that an urban water supplier shall coordinate with any city or county within which it provides water supply services for the possible proclamation of a local emergency, as defined in Section 8558 of the Government Code.

Water Code Section Division 1, Section 350
Declaration of water shortage emergency condition. The governing body of a distributor of a public water supply, whether publicly or privately owned and including a mutual water company, shall declare a water shortage emergency condition to prevail within the area served by such distributor whenever it finds and determines that the ordinary demands and requirements of water consumers cannot be satisfied without depleting the water supply of the distributor to the extent that there would be insufficient water for human consumption, sanitation, and fire protection.

Section 6-4C.07 of the City Municipal Code gives the City the authority to implement and enforce its shortage response actions. When the conditions deem it necessary, the City shall declare a water shortage emergency in accordance with Water Code Chapter 3 (commencing with Section 350) of Division 1 general provision regarding water shortage emergencies. Because the City is also the water supplier, City staff can coordinate the possible proclamation of a local emergency under California Government Code, California Emergency Services Act (Article 2, Section 8558).

City of Coalinga
Water Shortage Contingency Plan
November 2021
16 10 Financial Consequences of WSCP
Water Code Section 10632(a)(8)
A description of the financial consequences of, and responses for, drought conditions, including, but not limited to, all of the following:
(A) A description of potential revenue reductions and expense increases associated with activated shortage response actions described in paragraph (4).
(B) A description of mitigation actions needed to address revenue reductions and expense increases associated with activated shortage response actions described in paragraph (4). (C) A description of the cost of compliance with Chapter 3.3 (commencing with Section 365) of Division

1. Revenues for the cost of operating the City water system are collected from customer water rates. The City conducted a Water and Wastewater Financial Analysis and Rate Study [1] in September 2020 and passed Resolution No. 3989 in October 2020. The resolution approved changes to the water service fee rate structure that went into effect for five years, starting in November 2020.

The current pricing structure is comprised of two components. The volumetric charge is based on gallons of water use and has rates for four categories: Urban Residential, Urban Commercial, Rural, and California Department of Corrections (CDC). The second component of the pricing structure is the service charge.

This charge accounts for the cost of the meter, operation and maintenance, and other facility costs and is based on the meter size and the same categories for connection type.

When shortage response actions are activated, revenues will be reduced due to reduced consumption.

However, the costs for operating the water system will not correspondingly decrease. There may also be additional costs associated with implementing the shortage response actions and enforcing compliance.

The adopted rates from the Water Rate Study are anticipated to provide the City with sufficient funds for revenue reductions and expense increases associated with activated shortage response actions. The Water Rate Study included maintaining operations and capital reserves and was based on historical water demand which had periods of drought included.

The cost of compliance with Chapter 3.3 (commencing with Section 365) of Division 1 of the California Water Code is not projected to be significant because the City implements drought pricing when a state of emergency is declared.

If needed, the City may implement additional strategies to address decreased revenue from water sales.

These strategies may include use of financial reserves, deferring capital improvement projects, reducing current and future operation and maintenance expenses, and conducting a rate study.

City of Coalinga
Water Shortage Contingency Plan
November 2021
17 11 Monitoring and Reporting
Water Code Section 10632(a)(9)
For an urban retail water supplier, monitoring and reporting requirements and procedures that ensure appropriate data is collected, tracked, and analyzed for purposes of monitoring customer compliance and to meet state reporting requirements.

The City’s water system has water meters on all production sources and customers. The City will use the production meters and customer usage meters to determine actual water use reductions. Monthly water pumping volumes and water billing data analyzed for the previous year will be summarized in the Annual Assessment and will assist with monitoring and reporting the adequacy of the shortage response actions. 12 Refining
Water Code Section 10632 (a)(10)
Reevaluation and improvement procedures for systematically monitoring and evaluating the functionality of the water shortage contingency plan in order to ensure shortage risk tolerance is adequate and appropriate water shortage mitigation strategies are implemented as needed.

The Annual Assessment, including monitoring and reporting procedures, will provide data to determine if the water shortage mitigation strategies are adequate for reducing water demands. If the data indicates that the strategies are not adequate or can be reduced, the WSCP should be amended and formally approved as described in Section 12.2.

12.1 Special Water Feature Distinction
Water Code Section 10632 (b)
For purposes of developing the water shortage contingency plan pursuant to subdivision (a), an urban water supplier shall analyze and define water features that are artificially supplied with water, including ponds, lakes, waterfalls, and fountains, separately from swimming pools and spas, as defined in subdivision (a) of Section 115921 of the Health and Safety Code.

In accordance with Water Code Section 10632 (b),swimming pools and spas are considered different from other water features that are artificially supplied with water, including ponds, lakes, waterfalls, and fountains. Title 9, Chapter 1, Article 2 of the City municipal code defines a swimming pool as a pool, pond, lake, or open tank or basin capable of containing water to a depth greater than one and one-half (1.5) feet at any point, and for the specific purpose of swimming in.

City of Coalinga
Water Shortage Contingency Plan
November 2021
18 12.2 Plan Adoption, Submittal and Availability

12.2.1 Notice to the Public
Water Code Section 10642
…Prior to adopting either [the plan or water shortage contingency plan], the urban water supplier shall make both of the plan and the water shortage contingency plan available for public inspection and shall hold a public hearing or hearings thereon. Prior to any of these hearings, notice of the time and place of the hearing shall be published within the jurisdiction of the publicly owned water supplier pursuant to Section 6066 of the Government Code [see below]. The urban water supplier shall provide notice of the time and place of a hearing to any city or county within which the supplier provides water supplies.

The City is committed to encouraging the active involvement of diverse social, cultural, and economic elements of its citizenry. The City placed a notice in the local newspaper stating that its WSCP has been prepared and that a public hearing would be conducted to take testimony from members of the community. A copy of this notification is included in Appendix A. The WSCP was made available for public inspection at the City Public Works Department, located at 155 West Durian, and posted a copy of the WSCP on its website (www.coalinga.com), prior to the public hearing.

12.2.2 Public Hearing and Adoption
Water Code Section 10642
…Prior to adopting either, the [plan or water shortage contingency plan], the urban water supplier shall make both the plan and the water shortage contingency plan available for public inspection and shall hold a public hearing or hearings thereon.

The City has encouraged community and public interest involvement in the WSCP using mailings, public meetings, and web-based communication. Copies of the City’s outreach efforts are included in Appendix A.

City of Coalinga
Water Shortage Contingency Plan
November 2021
19 12.2.3 Public Hearing
A public hearing was held on XXXXXX, 2021 at the City Council Chamber. The hearing provided an opportunity for the City’s customers, residents, and employees to learn and ask questions about the current and future water supply of the City.

12.2.4 Adoption
Water Code Section 10642
…After the hearing or hearings, the plan or water shortage contingency plan shall be adopted as prepared or as modified after the hearing.

This WSCP was adopted by the City Council on XXXXX, 2021. A copy of the adopted resolution is included in Appendix B.

12.2.5 Plan Submittal
A copy of the adopted WSCP will be submitted to DWR electronically using the WUEdata Portal submittal tool.

12.2.6 Submitting WSCP to Cities and Counties
The WSCP will be submitted in electronic format to Fresno County within 30 days of adoption.

12.2.7 Public Availability
Water Code Section 10632 (a)(c)
The urban water supplier shall make available the water shortage contingency plan prepared pursuant to this article to its customers and any city or county within which it provides water supplies no later than 30 days after adoption of the water shortage contingency plan.

Water Code Section 10645
(a) Not later than 30 days after filing a copy of its plan with the department, the urban water supplier and the department shall make the plan available for public review during normal business hours. (b) Not later than 30 days after filing a copy of its water shortage contingency plan with the department, the urban water supplier and the department shall make the plan available for public review during normal business hours.

Within 30 days of submitting the WSCP to DWR, the adopted WSCP will be available for public review during normal business hours at the City Public Works Department. The City will also post a copy of the adopted WSCP on its website (www.coalinga.com).

12.2.8 Notification to Public Utilities Commission
The City is not regulated by the California Public Utilities Commission.

City of Coalinga
Water Shortage Contingency Plan
November 2021
20 12.2.9 Amending an Adopted Water Shortage Contingency Plan Water Code Section 10644 (b)
If an urban water supplier revises its water shortage contingency plan, the supplier shall submit to the department a copy of its water shortage contingency plan prepared…no later than 30 days after adoption, in accordance with protocols for submission and using electronic reporting tools developed by the department.

If the City revises the WSCP, copies of amendments or changes to the plans will be submitted electronically to the DWR through the WUEdata Portal within 30 days of its adoption. 13 References
[1] Water and Wastewater Financial Analysis and Rate Study for City of Coalinga, IG Service, September 1, 2020.

City of Coalinga
Water Shortage Contingency Plan
November 2021
A
Appendix A
Notices to Public
and Public Outreach Efforts
City of Coalinga
Water Shortage Contingency Plan
November 2021
B
Appendix B
City Resolution Adopting WSCP

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Public Hearing #1 regarding Public Input on the Redrawing of District Boundaries Meeting Date: February 17, 2022
From: Marissa Trejo, City Manager
Prepared by: Marissa Trejo, City Manager
I. RECOMMENDATION:

Public Hearing to receive input from the Community regarding the Redrawing of District Boundaries for City-wide Elections, receive a report from Demographer Dave Ely on the redistricting process.

II. BACKGROUND:

Every ten (10) years, cities with by-district election systems must use new census data to review and, if needed, redraw district lines to reflect how local populations have changed. This process, called redistricting, ensures all districts have nearly equal population. The redistricting process for the City of Coalinga must be completed by April 17, 2022.

The City adopted its current district boundaries on June 14, 2018, when the City Counciladopted Ordinance No. 811. The first election under the districts was November 2018. The current district boundaries are based on 2010 census data as required by law. The districts must now be redrawn using the 2020 census data and in compliance with the FAIR MAPS Act, which was adopted by the California legislature as AB 849 and took effect January 1, 2020.

Under the Act, the Council shall draw and adopt boundaries using the following criteria in the listed order of priority (Elections Code 21621(c)):

1. Comply with the federal requirements of equal population and the Voting Rights Act

2. Geographically contiguous

3. Undivided neighborhoods and "communities of interest" (social-economic geographic areas that should be kept together)

4. Easily identifiable boundaries

5. Compact (do not bypass one group of people to get to a more distant group of people)

6. Shall not favor or discriminate against a political party Once the prioritized criteria are met, other traditional districting principles can be considered, such as:

1. Minimize the number of voters delayed from voting from 2022 to 2024

2. Respect voters' choices / continuity in office

3. Future population growth
By law, the City must hold at least four (4) Public Hearings that enable community members to provide input on the drawing of district maps:

At least one (1) hearing must occur before the City draws draft maps At least two (2) hearings must happen after the drawing of the draft maps The fourth (4th) hearing can happen either before or after the drawing of the draft maps City Staff or consultants may hold a public workshop instead of one of the required public redistricting hearings
To increase the accessibility of these hearings, cities and counties must ake the following steps:

At least one (1) hearing must occur on a Saturday, Sunday, or after 6:00pm on a weekday If a redistricting hearing is consolidated with another local government meeting, the redistricting hearing portion must begin at a pre-designated time
Local public redistricting hearing should be made accessible to people with disabilities The purpose of this Public Hearing is to inform the public about the districting process and to hear from the community on what factors should be taken into consideration while creating district boundaries. The public is requested to provided input regarding communities of interest and other local factors that should be considered while drafting district maps. A community of interest under the relevant Elections Code 21621(c) is "a population that shares common social or economic interests that should be included within a single district for purposes of its effective and fair representation." Possible features defining community of interest might include, but are not limited to:

A. Schoolattendance areas;
B. Natural dividing lines such as major roads, hills, or highways; C. Areas around parks and other neighborhood landmarks; D. Common issues, neighborhood activities, or legislative/election concerns; and E. Shared demographic characteristics, such as:
(1) Similar levels of income, education, or linguistic insolation; (2) Languages spoken at home; and
(3) Single-family and multi-family housing unit areas.

III. DISCUSSION:

Next Steps
Public Hearing #2, scheduled for March 3, 2022, to seek additional public input and provide direction on criteria to be considered while drafting district maps. Following that hearing, draft district maps and proposed election sequencing will be posted to the City's website and available at City Hall.

Public Hearing #3 is scheduled for Thursday, March 17, 2022 at 6:00pm and Public Hearing #4 is scheduled for Thursday, April 7 at 6:00pm to consider draft maps. Demographer Dave Ely will be available for questions during these Public Hearings.

Boundaries cannot be adopted earlier than August 1, 2021 and must be adopted before April 17, 2022.

However, the U.S. Census Bureau has indicated they will not release data before September 30, 2021. To date, the Bureau has not released the data.

IV. ALTERNATIVES:

V. FISCAL IMPACT:

Expenses related to redistricting willcome from the General Fund and is included in the current budget.

ATTACHMENTS:

File Name Description
Coalinga_UPDATED_021722.pdf Presentation
PH_NOTICE_#1_English_021722.pdf Public Hearing Notice - English PH_NOTICE_#1_Spanish_021722.pdf Public Hearing Notice - Spanish Governed by:
• U.S. Constitution
• Federal Voting Rights Act
• California Elections Code
• California Constitution
• Case Law
Coalinga City Council Redistricting
Federal Laws:

1. Each council district shall contain a nearly equal
population (Less than10% Deviation is
presumptively valid); and

2. Each council district shall be drawn in a manner that complies with the Federal Voting Rights Act. No
council district shall be drawn with race as the
predominate factor in violation of the principles
established by the United States Supreme Court in
Shaw v. Reno, 509 U.S. 630 (1993), and its
progeny.

California Criteria for Cities (to the extent practicable and in the following order of priority):

1. Geographically contiguous (areas that meet only at the points of adjoining corners are not contiguous. Areas that are separated by water and not connected by a bridge, tunnel, or ferry service are not contiguous).

2. Undivided neighborhoods and "communities of interest" (Socio-economic geographic areas that should be kept together for purposes of its effective and fair representation).

3. Easily identifiable boundaries.

4. Compact (do not bypass one group of people to get to a more distant group of people).

5. Prohibited: “Shall not favor or discriminate against a political party.” • Neighborhoods and Communities of Interest – preserve communities sharing common interests
• Neighborhoods, Cities
• Example of Common Interests
• Land Use patterns (suburban, industrial, commercial)
• Cultural and Language characteristics
• Income Level
• Educational Background; Employment and Economic patterns • Crime, schools, other common issues
• Obtain public testimony and consider census data, City neighborhood information, planning information, etc.

CITY COUNCIL

REDISTRICTING

PUBLIC HEARING
Public Hearing to Receive Input from the Community
Regarding the Redrawing of Election District Boundaries.

This will be the first in a series of four public hearings to obtain public input on the future of redrawing the City Council Election District Boundaries. The Community’s
input is extremely important to this process.

The Hearing is open to the public and any person present will have the opportunity to be heard.

Date and Time
Thursday, February 17, 2022 at 6:00pm
Coalinga City Council Chambers
155 W. Durian Avenue, Coalinga, CA 93210
For further information regarding this matter,
please contact the Office of the City Clerk
Call: (559) 935-1533 x 113
Email: [email protected]

AUDIENCIA PÚBLICA DE
REDISTRIBUCIÓN DE DISTRITOS

DEL CONCEJO MUNICIPAL
Audiencia pública para recibir aportes de la comunidad sobre el rediseño de los límites de los distritos electorales.

Esta será la primera de una serie de cuatro audiencias públicas para obtener opiniones del público sobre el futuro de la redefinición de los límites del distrito electoral del concejo municipal. El aporte de la comunidad es extremadamente
importante para este proceso.

La audiencia está abierta al público y cualquier persona presente tendrá la oportunidad de ser escuchada.

Fecha y Hora
Jueves, febrero 17, 2022 a las 6:00pm
Cámaras del concejo de la ciudad de Coalinga
155 W. Durian Avenue, Coalinga, CA 93210
Para obtener más información sobre este asunto,
comuníquese con la oficina de la secretaria municipal de la ciudad Llamé al: (559) 935-1533 x 113
Correo Electrónico: [email protected]

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Approve MINUTES - February 3, 2022
Meeting Date: February 17, 2022
From: Marissa Trejo, City Manager
Prepared by: Shannon Jensen, City Clerk
I. RECOMMENDATION:

II. BACKGROUND:

III. DISCUSSION:

IV. ALTERNATIVES:

V. FISCAL IMPACT:

ATTACHMENTS:

File Name Description
MINUTES_For_Approval_020322.pdf Minutes - February 3, 2022 Minutes – February 3, 2022

MINUTES

CITY COUNCIL/SUCCESSOR

AGENCY/PUBLIC FINANCE AUTHORITY

MEETING AGENDA
February 3, 2022

1. CALL TO ORDER 6:00PM
Council Members Present: Ramsey, Singleton, Adkisson, Ramirez, Horn Others Present: City Manager Marissa Trejo, Assistant City Attorney Sebastian Silveira, Interim Chief of Police Jose Garza, Assistant City Manager Sean Brewer, Financial Services Director Jasmin Bains, City Treasurer Dawn Kahikina, Fire Chief Greg DuPuis, Administrative Analyst Mercedes Garcia, Larry Miller, Public Works and Utilities Coordinator, and City Clerk Shannon Jensen Council Members Absent: None
Others Absent: None
Changes to the Agenda: City Manager Marissa Trejo announced that Item No. 5.18 will be pulled from the Agenda.

Motion by Horn, Second by Ramirez to Approve pulling Item No. 5.18 and Approve the Agenda for the meeting of February 3, 2022. Motion Approved by Roll-Call 5/0 Majority Vote.

2. AWARDS, PRESENTATIONS, APPOINTMENTS AND PROCLAMATIONS

1. 2021 Firefighter of the Year Award
Fire Chief Greg DuPuis presented Firefighter Emil Diaz De Leon with the 2021 Firefighter of the Year Award.

2. 2021 Police Officer of the Year Award
Chief of Police Darren Blevins presented Francisco Ybarra with the 2021 Police Officer of the Year Award.

3. Introduce Interim Police Chief Jose Garza
Chief of Police Darren Blevins introduced Interim Chief of Police Jose Garza.

4. Final Remarks from Police Chief Darren Blevins
Chief of Police Darren Blevins gave his final remarks.

Minutes – February 3, 2022
Mayor Ramsey called for a break at 6:26pm.

Mayor Ramsey resumed the Meeting at 6:53pm.

3. CITIZEN COMMENTS
The following individual(s) spoke under Citizen Comments:

Kenneth Smith thanked all those who have donated money and assisted with the efforts to beautify the City and surrounding areas.

Nathan Vosburg thanked Kenneth Smith for his efforts. Mr. Vosburg requested that Council reach out to the County for assistance in cleaning the areas just outside the City.

Mr. Vosburg spoke in favor of the City’s efforts to keep and attract police personnel.

4. PUBLIC HEARINGS
None

5. CONSENT CALENDAR

1. Approve MINUTES – January 20, 2022

2. Check Register: 12/01/2021 – 12/31/2021

3. Information Only: Sales Tax Update Quarter 3 2021

4. Information Only: Moving the Location of the Dog Park

5. Information Only: Current Water Status Report

6. Information Only: Electricity Capacity in Coalinga

7. Authorize Police Office Ybarra to Purchase K-9 Eli

8. Authorize Changes to Police Department Take Home Vehicle Policy to Incorporate K-9 Officer Position(s)

9. Authorize City Manager to Create and Implement Home Buyer Program for Coalinga Police Department Officers, Corporals and Sergeants

10. Authorize Two Additional Police Corporal Positions

11. Authorize a Fifth Police Sergeant Position

12. Authorize City Manager to Execute a Professional Services Work Order with Tri City Engineering for Animal Shelter Building and Site Improvement Project

13. Notice of Completion for 2021 Rubberized Cape Seal Project Minutes – February 3, 2022

14. Notice of Completion for Paving of Various Dirt Alleys – Federal Project No. CML-5146(21)

15. Approval of Resolution No. 4060 Authorizing the City Manager to submit CalRecycle Grant Application(s) and the Associated Grant Documents as Required for Participation in the Grant Program to Implement SB 1383 Organic Waste Regulations

16. Adopt Resolution No. 4061 Amending the General Pay Scale

17. Declare Items as Surplus Property and Authorize Disposal

18. Authorize a City Sponsored Clean Up Day for Non-Profit Organizations Item No. 5.18 was pulled from the Agenda during Changes to the Agenda.

19. Authorize the City Manager to Enter into an Agreement with Compass Demographics for Redistricting Services

20. Annual Review of City of Coalinga Council Rules of Procedure Motion by Adkisson, Second by Singleton to Amend Item No. 5.8 to Include Language for a 50-mile Radius and Approve Consent Calendar Item Nos. 5.1 through 5.17 and 5.19 through 5.20. Motion Approved by RollCall 5/0 Majority Vote.

6. ORDINANCE PRESENTATION, DISCUSSION AND POTENTIAL ACTION ITEMS

1. City Council Discussion and Direction related to the 6th Cycle Fresno County Multi-Jurisdictional Housing Element Approach
Sean Brewer, Assistant City Manager
Assistant City Manager Sean Brewer gave a brief overview.

Consensus of the Council is for staff to move forward and bring back an MOU for Council’s consideration and approval to participate in the 6th Cycle Multi-Jurisdictional Housing Element.

7. ANNOUNCEMENTS
City Manager’s Announcements:

City Manager Marissa Trejo announced that the City staff spent a lot of time applying for funds from the Department of Water Resources to cover arrearages on customer accounts. The process was very time consuming for Finance staff to go through this process. This was a benefit for the rate payer and those account holders who were delinquent on their utilities for water service for the period specified in the program due to the covid pandemic, all received a credit on their bill. This credit will show on the most recent bill that just went out.

Mrs. Trejo reminded the community that the Gimme Love Fund raiser dinner will be on Thursday, February 10, 2022 and tickets are still available.

Council Member’s Announcements:

Councilman Ramirez thanked Mr. Smith for all the work he is doing to help keep the community beautiful and agrees that the County to needs to be more involved.

Minutes – February 3, 2022
Councilman Ramirez asked for prayers for his nephew, as his cancer is back.

Mayor’s Announcements:

City Manager Marissa Trejo announced that Gimme Love is accepting donations of dry dog food for the Pounds of Love Program started by Melanie Vargas last year. Donations can be dropped off at Gimme Love.

8. FUTURE AGENDA ITEMS
Mayor Ramsey requested that certificates issued by the City be redeveloped so they are enhanced.

Mayor Ramsey announced that the Bird Scooters are now available throughout town.

9. CLOSED SESSION

1. CONFERENCE WITH LABOR NEGOTIATORS – Government Code 54957.6. CITY NEGOTIATORS: City Manager Marissa Trejo and City Attorney Mario Zamora. EMPLOYEE (ORGANIZATION): Coalinga Police Officers’ Association and Nonrepresented Employees

2. REAL PROPERTY NEGOTIATIONS – Government Code Section 54956.8. CONFERENCE WITH REAL PROPERTY NEGOTIATORS. PROPERTY: Vacant Land (APNs: 072-104-26) located in the City of Coalinga at the SW corner of Fifth Street and Cedar Avenue. CITY NEGOTIATORS: City Manager, Marissa Trejo and City Attorney Mario Zamora. NEGOTIATING PARTIES: Motte J M Trustee. UNDER NEGOTIATION: Price and Term of Payment

3. REAL PROPERTY NEGOTIATIONS – Government Code Sectoin 54956.8. CONFERENCE WITH REAL PROPERTY NEGOTIATORS. PROPERTY: Vacant Land located in the City of Coalinga at 131 E. Cedar Avenue. CITY NEGOTIATORS: City Manager, Marissa Trejo and City Attorney, Mario Zamora. UNDER NEGOTIATION: Price and Term of Payment

10. CLOSED SESSION REPORT
None

11. ADJOURNMENT 7:17 PM
Ron Ramsey, Mayor
Shannon Jensen, City Clerk
Date

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Adopt Resolution No. 4062 Approving the Emergency Operations Plan- Updated 2022
Meeting Date: Thursday, February 17, 2022
From: Marissa Trejo, City Manager
Prepared by: Greg DuPuis, Fire Chief
I. RECOMMENDATION:

The Fire Chief and City Manager recommend that Council approve the adoption of Resolution No. 4062, Emergency Operations Plan- Updated 2022.

II. BACKGROUND:

An Emergency Operations Plan is required for local government in California. The guidelines are derived from the United States Department of Homeland Security/Federal Emergency Management Agency (FEMA) and modified by the State Office of Emergency Services. The emergency plan provides a broad legal framework for management of emergencies. Staff has revised the current emergency plan, which was adopted by Council in 1996 and updated in 2007. The revised plan complies with the Standardized Emergency Management System (SEMS) and conforms to the requirements of the National Incident Management System (NIMS) as mandated by FEMA.

Coalinga Municipal Code Section 4-2.07 provides for the development, approval, and adoption of the emergency plan. The Coalinga Disaster Council is responsible for the development of the City’s emergency plan. The City Council decides if the emergency plan should be approved. If approved, the emergency plan must be formally adopted by Council resolution.

III. DISCUSSION:

In March of 2021 the Fire Chief began working with Jennings Consulting, an emergency management firm to update the City’s Emergency Operations Plan. The most notable changes include reformatting the Plan to comply with the Federal Emergency Management Agency’s (FEMA) Comprehensive Preparedness Guide (CPG) 101, Developing and Maintaining Emergency Operations Plans, and the incorporation of Emergency Support Functions (ESF).

Generally, emergencies and disasters are managed at the local level. However, assistance is often needed from other jurisdictions and agencies. To successfully manage a large-scale emergency, coordination among the emergency responders is essential. Predicated on this principle, in 1996, and then again in 2007, City Council adopted an emergency plan, which incorporated the Standardized Emergency Management System (“SEMS”). The SEMS regulations called for improved coordination of localand state emergency response efforts in California. In February 2003, the President issued Homeland Security Presidential Directive-5, which directed the Secretary of Homeland Security to develop and administer the National Incident Management System (“NIMS”). This system provides for a consistent nationwide approach for Federal, State, and local governments to effectively and efficiently collaborate to prepare for, respond to, and recover from disastrous events, regardless of cause, size, or complexity. The City’s emergency plan was also revised to reflect these federal standards.

The City of Coalinga’s Emergency Operations Plan is the official foundational document for emergency preparedness. It describes in broad terms key issues including: the responsibilities of the City; the processes used during emergency operations and procedures for rendering or requesting mutualaid; the direction and control within the agency; continuity of government; specific emergency authorities that staff may assume; internalemergency notifications; Emergency Management Organization (EMO) staffing; reporting mechanisms for the EOC; and cleanup and recovery operations.

The updated EOP reflects current best management practices and format, including keeping the basic plan as concise as possible, and complies with the most recent EOP and emergency preparedness guidance from the Federal Emergency Management Agency (FEMA) and the State of California Office of Emergency Services.

IV. ALTERNATIVES:

1. Do not adopt the resolution for the City of Coalinga Emergency Operations Plan - Updated 2022. Not Recommended
a. If Council does not adopt the resolution of the City of Coalinga Emergency Operations Plan - Updated 2022 that conforms to SEMS/NIMS guidelines and retains the old Emergency Operations Plan, then due to the age of the existing Emergency Operating Plan the City’s eligibility for emergency-related grant funding may be jeopardized.

V. FISCAL IMPACT:

None
ATTACHMENTS:

File Name Description
RESO#4062_Adopting_Updated_Emergency_Operations_Plan_021722.pdf Resolution No. 4062 City_of_Coalinga_EOP_Part_1_FINAL_PDF_Version.pdf City of Coalinga EOP Part 1 City_of_Coalinga_EOP_PART_2_FINAL_PDF_Version.pdf City of Coalinga EOP part 2 RESOLUTION NO. 4062

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COALINGA ADOPTING THE EMERGENCY OPERATIONS PLAN-UPDATED 2022
WHEREAS, The City Council of the City of Coalinga has developed an updated Emergency Operations Plan (EOP) to help coordinate resources to make the City safer and better prepared to deal with all hazards and emergencies; and
WHEREAS, Government Code Sections 8568 and 8607 and Coalinga Municipal Code Section 4-2.07 require the City to develop and maintain an EOP that provides for effective mobilization of all resources of the City, both public and private, to meet any condition constituting a Local Emergency, State of Emergency or State of War Emergency; and
WHEREAS, the City previously adopted EOP in 1996 and 2007; and WHEREAS, the City must maintain an updated EOP to remain eligible for emergency-related reimbursements and grant funding opportunities, and has updated the EOP to meet current standards and best practices for such documents.

NOW THEREFORE, BE IT RESOLVED, by the City Council of the City of Coalinga as follows:

1. The City of Coalinga Emergency Operations Plan-Updated 2022, a copy of which is now on file in the Office of the City Clerk, and which is incorporated herein by reference, is hereby approved, and adopted as the Emergency Plan and Standardized Response System for the City. The Director of Emergency Services shall keep the Plan and Response System current.

2. The Emergency Operations Plan-Updated 2022, supersedes the Emergency Plan and Response System for the City which was adopted by Resolution No. 3257. Resolution No. 3257 shall be of no further force and effect.

PASSED AND ADOPTED by the City Council of the City of Coalinga at a Regularmeeting held on the 17th day of February 2022, by the following vote:

AYES:

NOES:

ABSTAINED:

ABSENT:

APPROVED:
_____________________________
Mayor, Ron Ramsey
ATTEST:
______________________________
City Clerk / Deputy City Clerk

EMERGENCY

OPERATIONS PLAN
PART 1: BASE PLAN
CITY OF COALINGA, CA January 2022
City of Coalinga
Emergency Operations Plan: Base Plan
1 Introductory Material

1.1 Cover Page

CITY OF COALINGA

EMERGENCY OPERATIONS PLAN
PART 1: BASE PLAN
2021
City of Coalinga
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2 PAGE IS INTENTIONALLY BLANK
City of Coalinga
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3 EMERGENCY OPERATIONS PLAN
PART 1: BASE PLAN
AUGUST 2021
This document and plan development training were funded BY 2019 PUBLIC AGENCY RISK SHARING AUTHORITY OF CALIFORNIA (PARSAC) Funding.

PREPARED FOR PREPARED BY
City of Coalinga Fire Department The JENNINGS CONSULTING Group San Diego, CA
City of Coalinga
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4 PAGE IS INTENTIONALLY BLANK
City of Coalinga
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5 1.2 Letter of Promulgation
To: City Officials, Employees and Residents
The preservation of life, property and the environment are inherent responsibilities of local, state, and federal governments. As disasters can occur at any time, the City must provide safeguards that will save lives and minimize property and environmental damage through careful planning, preparedness measures and training. Sound emergency plans carried out by knowledgeable and well-trained personnel can and will minimize losses.

The City’s Emergency Operations Plan (EOP) establishes an Emergency Management Organization and assigns functions and tasks consistent with California’s Standardize Emergency Management System (SEMS) and the National Incident Management System (NIMS). It provides for the integration and coordination of planning efforts through a whole community approach and authorizes city personnel to perform their duties and tasks before, during, and after an emergency.

The City of Coalinga has prepared this Standardized Emergency Management System (SEMS) and National Incident Management System (NIMS) compliant to provide a framework for city-wide response to any emergency. This plan was developed for city departments and local special districts with emergency services responsibilities within the City. The content is based upon guidance approved and provided by the Federal Emergency Management Agency and the California Office of Emergency Services. The intent of the plan is to provide direction on how to respond to an emergency from the onset, through an extended response and into the recovery process.

This EOP establishes the emergency organization, assigns tasks, specifies policies and general procedures, and provides for coordination of planning efforts for respective staff.

Once adopted, this plan is an extension of the County of Fresno Emergency Response Plan and the California Emergency Plan. It will be reviewed and tested periodically and revised as necessary, This EOP will be reviewed and exercised periodically and revised as necessary to satisfy changing conditions and needs, and/or to meet changing conditions such as lessons learned from an actual disaster or emergency; and/or changes in State/Federal guidance.

This EOP will be reviewed and exercised periodically and revised as necessary to satisfy changing conditions and needs.

This EOP will be submitted to the City Council for review, and, upon their concurrence, officially adopted and promulgated.

This promulgation shall be effective upon its signing and shall remain in effect until amended or rescinded by further promulgation. The promulgation of this EOP further City of Coalinga
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6 affirms the City’s support for emergency management, and a safe and resilient community.
_________________________________
Marissa Trejo
City Manager
City of Coalinga
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7 1.3 Approval & Implementation
The City Emergency Operations Plan addresses the City’s planned response to extraordinary emergency situations associated with natural or man-made disasters under an all-hazards approach. This plan does not apply to normal day-to-day emergency incidents, or the established departmental procedures used to cope with such emergencies. Instead, this plan focuses on operational concepts that would be implemented in large-scale disasters, which can pose major threats to life, property, and the environment, requiring unusual emergency responses.

This plan accomplishes the following:
• Establishes the Emergency Management Organization required to mitigate any significant emergency or disaster affecting the city.
• Identifies the roles and responsibilities required to protect the health and safety of city residents, public and private property, and the environment, due to natural or human-caused emergency disasters.
• Establishes the operational concepts associated with a field response to emergencies, the City’s Emergency Operation Center (EOC) activities and the recovery process.

Upon concurrence of the City Council, the plan will be officially adopted and promulgated. The approval date will be included on the title page and the plan will be distributed to city departments, supporting agencies and community organizations having primary responsibilities with the Emergency Operations Plan, as necessary.

Upon the delegation of authority from the City Manager, specific modifications can be made to this plan without the signature of the City Council. This Emergency Operations Plan and attachments supersede all previous versions of the City’s Emergency Operations Plan.

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Emergency Operations Plan: Base Plan
8 1.4 Plan Concurrence
The following list of signatures documents each City Council Member’s concurrence and receipt of the 2021 City Emergency Operations Plan.

Ron Ramsey ____________________________________
Mayor Date ________________
Ray Singleton ___________________________________
Mayor Pro-Tem Date ________________
Adam Adkisson ___________________________________
Councilmember Date ________________
Jose Manny Ramirez ____________________________________ Councilmember Date ________________
James Horn ____________________________________
Councilmember Date ________________
City of Coalinga
Emergency Operations Plan: Base Plan
9 1.5 Record of Changes
Version
Number
Date of
Change
Change
Made By
Date of
Approval
Change
Approved by
Description of
change
1 2
3 4
5 6
7 8
9 10
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10 1.6 Record of Distribution
Recipient Name Recipient Title Recipient Agency Date of Delivery
Number
of Copies
Provided
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12 1.7 Table of Contents
Introductory Material ................................................................................................................... 1

1.1 Cover Page ......................................................................................................................... 1

1.2 Letter of Promulgation ....................................................................................................... 5

1.3 Approval & Implementation ............................................................................................. 7

1.4 Plan Concurrence .............................................................................................................. 8

1.5 Record of Changes............................................................................................................ 9

1.6 Record of Distribution....................................................................................................... 10

1.7 Table of Contents ............................................................................................................. 12 2 Purpose, Scope, Situation and Assumptions........................................................................ 16

2.1 Purpose............................................................................................................................... 16

2.2 Scope ................................................................................................................................. 17

2.3 Authorities .......................................................................................................................... 18

2.3 Situation.............................................................................................................................. 19

2.4 Planning Assumptions....................................................................................................... 20 3 Concept of Operations.......................................................................................................... 23

3.1 Response............................................................................................................................ 23

3.1.1 Goals, Priorities and Strategies................................................................................. 24

3.1.2 Plan Activation ........................................................................................................... 25

3.1.3 Proclaiming an Emergency ...................................................................................... 25

3.1.4 Presidential Declarations........................................................................................... 27

3.1.5 Emergency Management Response Levels .......................................................... 28

3.1.6 Sequence of Events................................................................................................... 29

3.2 Recovery............................................................................................................................ 35

3.2.1 Short-Term.................................................................................................................... 35

3.2.2 Long-Term.................................................................................................................... 35

3.3 Continuity........................................................................................................................... 36 4 Organization and Assignment of Responsibilities................................................................ 39

4.1 Use of SEMS, NIMS, and ICS ............................................................................................. 39

4.2 Role of Elected Official .................................................................................................... 39

4.3 Role of City Departments ................................................................................................ 40

4.4 Role of Disaster Management Area Coordinators (DMACs) ..................................... 44 City of Coalinga
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13 4.5 Role of the Private Sector ................................................................................................ 44

4.5.1 Contracted City Services.......................................................................................... 44

4.5.2 Residents...................................................................................................................... 45

4.5.3 Population with Access and Functional Needs..................................................... 45

4.5.4 At Risk Individuals ....................................................................................................... 46

4.5.5 Volunteer Organizations ........................................................................................... 46

4.5.6 Public-Private Partnerships........................................................................................ 46 5 Direction, Control and Coordination.................................................................................... 49

5.1 Direction and Control ...................................................................................................... 49

5.2 Coordination ..................................................................................................................... 49

5.3 Multi-Entity/Jurisdiction Coordination and Mutual Aid................................................ 50

5.4 NIMS, SEMS, and ICS ......................................................................................................... 53 6 Communication....................................................................................................................... 61 7 Information Collection, Analysis and Distribution................................................................ 64 8 Administration, Finance and Logistics.................................................................................. 66

8.1 Administration.................................................................................................................... 66

8.1.1 City Emergency Operations Policy Statement ...................................................... 67

8.1.2 Disaster Service Workers............................................................................................ 68

8.1.3 Documentation.......................................................................................................... 68

8.2 Finance............................................................................................................................... 69

8.2.1 Expenditure Tracking ................................................................................................. 69

8.2.2 Eligible Expenses......................................................................................................... 69

8.2.3 Recordkeeping Requirements................................................................................. 69

8.3 Logistics .............................................................................................................................. 70

8.3.1 Resource Management............................................................................................ 70

8.3.2 Resource Priorities....................................................................................................... 70

8.3.3 Resource Requests..................................................................................................... 70 9 Plan Development and Maintenance................................................................................. 73

9.1 Administrative Practices .................................................................................................. 73

9.2 Standard Operating Procedures (SOP)......................................................................... 73

9.3 Training and Exercises ...................................................................................................... 74

9.4 Essential Records Retention............................................................................................. 75 City of Coalinga
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14 9.5 After Action Reports and Corrective Actions............................................................... 75 10 Authorities and References.................................................................................................. 78 11 Appendix A - Acronyms ....................................................................................................... 80 12 Appendix B – Glossary of Terms........................................................................................... 83 City of Coalinga
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15 PAGE IS INTENTIONALLY BLANK
City of Coalinga
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16 2 Purpose, Scope, Situation and Assumptions

2.1 Purpose
The purpose of the City Emergency Operations Plan is to provide the planning basis for a coordinated response to extraordinary emergency situations associated with natural, and human-caused emergencies or disasters within or affecting the City of Coalinga.

This plan is the principal guide for the City’s response to, management of, and recovery from real or potential emergencies and disasters occurring within its designated geographic boundaries. Specifically, this plan is intended to:
• Outline the methods and procedures used by emergency management personnel to assess emergency situations and take appropriate actions to save lives and reduce injuries, prevent, or minimize damage to public and private property, and protect the environment.
• Identify the components of an Emergency Management Organization and establish associated protocols required to effectively respond to, manage and recover from major emergencies and disasters.
• Develop a whole community approach to emergency management to facilitate a response that is inclusive of the entire community. • Identify the organizational framework for the overall management and coordination of emergency operations in the city by implementing the National Incident Management System (NIMS) and Standardized Emergency Management System (SEMS).
• Identify the responsibilities of local, state, and federal agencies in the event of an emergency or disaster affecting the city.
• Define the operational concepts and procedures associated with the EOC interface with the field emergency responders.
• Facilitate mutual aid to supplement local resources.
• Facilitate multi-agency and multi-jurisdictional coordination between local government, the private sector, operational area (OA), state, and federal agencies.
• Support the provision for emergency public information, including information on personal protective actions the public can take.
• Serve as an operational plan and reference document, that can be used for pre-emergency planning in addition to emergency operations. • Use in coordination with applicable local, state, and federal contingency plans.

This EOP is intended to conform to the requirements of the National Incident Management System (NIMS), Standardized Emergency Management System (SEMS), Incident Command System (ICS), and the California State Emergency Plan for managing response to multi-agency and multi-jurisdictional incidents, and to be consistent with federal and state emergency plans and guidance documents.

City of Coalinga
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17 Allied agencies, special districts, private enterprise, and volunteer organizations that have roles and responsibilities in this plan are encouraged to develop operating protocols and emergency action checklists to support their responsibility to this plan.

Finally, this plan is divided into two parts that contain general and specific information relating to city emergency management operations. Those parts are as follows:

Part 1: Basic Plan. This part provides the structure and organization of the city’s emergency management structure, identifies roles and responsibilities, describes the concept of emergency operations, and identifies how the city implements SEMS and NIMS, as established by federal and state emergency management entities.

Part 2: EOC Management and Plan Implementation. This part provides an introduction to EOC operations, processes, considerations, EOC sections and positions, and provides supporting documentation such as job aids and forms to support an EOC activation.

2.2 Scope
The policies, procedures and provision of this plan are applicable to all agencies and individuals, public and private, having responsibilities for emergency preparedness, response, recovery and/or mitigation activities within the City.

This document is not intended to be an overview of the city/jurisdiction Emergency Operations Center functions, procedures, section responsibilities, or positions specific standard operating procedures. These issues are covered more specifically in Part II of this plan.

The plan applies to any extraordinary situation associated with any hazard, natural, or human-caused, which may affect the City as well as situations requiring a planned and coordinated response by multiple agencies or jurisdictions. For emergency planning and operations, the City of Coalinga is a part of the Fresno County Operational Area.

This EOP provides guidance on response to the Coalinga’s most likely and demanding emergency conditions. It does not supersede the well-established operational policies and procedures for coping with and responding to day-to-day emergencies involving law enforcement, the fire service, medical aid, transportation services, flood control, or other discipline-specific emergency response systems. It is intended as a supplement and compliment to such systems. This EOP does however place emphasis on those unusual and unique emergency conditions that will require extraordinary response beyond the ability of any one or common set of organizations to respond. Neither does this EOP include detailed response level operating instructions or procedures. Each organization identified in this EOP is responsible for, and expected to develop, implement, and test policies, instructions, and standard operating procedures (SOPs) or checklists that reflect the tactical, operational, strategic, and executive mission spaces and incident City of Coalinga
Emergency Operations Plan: Base Plan
18 management concepts contained in this EOP. Coordinated response and support roles must be defined by these organizations to facilitate the ability to respond to and manage any given incident.

Incorporating the Federal Emergency Management Agency (FEMA) Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining Emergency Operations Plans, November 2020, Version 3.0 (draftv0.5), the CalOES Emergency Operations Plan Crosswalk - Local Government, 2020; the Fresno County Operational Area Emergency Response Plan, and the State of California Emergency Plan best practices, this plan is designed to be read, understood and exercised prior to an emergency and establishes the framework for the implementation of the Standardized Emergency Management System and National Incident Management System for the City.

This plan will be used in coordination with the State Emergency Plan and the National Response Framework.

2.3 Authorities
The following local, state and federal legal authorities guide emergency activity in the City of Coalinga
City of Coalinga
• Coalinga, California Municipal Code, Title 4 (Public Safety), Chapter 2 (Emergency Preparedness)
https://library.municode.com/ca/coalinga/codes/code_of_ordinances?nodeId =CD_ORD_TIT4PUSA_CH2EMPR
Fresno County
• Fresno County Ordinance Code (Title 2, Chapter 2.44 Emergency Organization). • Fresno County Board of Supervisors Resolution Establishing the Fresno County Operational Area and the County-wide Standardized Emergency Management System (November 1995).

State of California
• California Disaster Assistance Act (California Government Code, Chapter 7.5 of Division 1 of Title 2, Section 8680-8690.7)
• California Disaster and Civil Defense Master Mutual Aid Agreement, November 15, 1950
• California Emergency Services Act (California Government Code, Chapter 7 of Division 1 of Title 2, Section 8550-8668)
• Emergency Management Assistance Compact (2005)(179-179.9) City of Coalinga
Emergency Operations Plan: Base Plan
19 • Governor of the State of California, Executive Order S-2-05, February 8, 2005 • Standardized Emergency Management System (SEMS) Regulations (Title19, Title 2, California Code of Regulations, Section 2400-2450)
• Medical Health Operational Area Coordinator (MHOAC) Health & Safety Code Division 2.5, Article 4, Section 1797.153
Federal
• Federal Civil Defense Act of 1950 (Public Law, as amended) • Homeland Security Presidential Directive 5, 2005, National Incident Management System
• Presidential Policy Directive 8 March 30, 2011, National Preparedness • Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 (Public Law 93-288, as amended)
• Title 44, Code of Federal Regulations
• U.S. Army Corps of Engineers Flood Fighting (Public Law 84-99) The elected representatives of Coalinga perform legally prescribed roles established under the State Constitution, legislature-passed statutes, the City Charter and local ordinances. In their elected capacity, these officials set public policy, determine the present and future needs of the City and establish a budget to finance government programs.

Details regarding Emergency Proclamations is detailed in section 3.1.3 of this plan.

Additional information regarding the role of Elected Officials is detailed in section 4.1 of this EOP.

2.3 Situation
Nestled in the Pleasant Valley at the eastern edge of California's Coastal Mountain Range, surrounded by hills and ranches, Coalinga is 10 miles west of I-5 and 60 miles southwest of the City of Fresno, Coalinga is a full-service city that provides a wide range of services to approximately 18,000 citizens. Coalinga has an excellent school system, regional medical center, parks and recreation district, a 2-year community college.

The City of Coalinga has identified natural and manmade positional hazards which could result in emergencies or catastrophic disasters in or near the City of Coalinga. This EOP was developed using an all-hazards planning approach and leverages the specific hazard and vulnerability findings that are identified in the Fresno County MultiHazard Mitigation Plan (2018), which include, but are not limited to:
• Earthquake
• Wildfire
• Flooding
City of Coalinga
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20 • Dam/Levee Failure
• Severe Weather
• Pandemic
• Drought
• Windstorm
• HazMat Incident
More detailed information regarding the hazards to the County and the City can be found in the current Fresno County Multi-Hazards Mitigation Plan (2017-18)1.

2.4 Planning Assumptions
The following are assumptions used during the development of this plan. These assumptions translate into basic principles for conducting emergency management operations in preparation for, response to and recovery from major emergencies. • Emergencies or disasters may occur at any time, day, or night, in populated and remote areas of the City.
• Major emergencies and disasters will require a multi-agency, multi-jurisdictional response. Therefore, it is essential that NIMS, SEMS, and ICS are implemented immediately by responding agencies, and expanded as the situation dictates. • Large-scale emergencies and disaster may overburden local resources and require the need for mutual aid from neighboring jurisdictions. • Large-scale emergencies and disasters and the complex organizational structure required to respond to them pose significant challenges in terms of warning and notification, logistics, and agency coordination.
• The City is primarily responsible for emergency actions within city boundaries and will commit all available resources to save lives, minimize injury to persons, protect the environment and minimize property damage.
• Major emergencies and disasters may generate widespread media and public interest; information provided to the public needs to be accurate and timely.

Additionally, the media must be considered an ally in largescale emergencies and disasters; it can provide considerable assistance in emergency public information and warning.
• Large-scale emergencies and disaster may pose serious long-term threats to public health, property, the environment, and the local economy. While 1 The Fresno County Multi-Hazard Mitigation Plan (LHMP) is a multi-jurisdictional plan that geographically covers everything within Fresno County’s jurisdictional boundaries. In 2017-2018, 17 jurisdictions including Coalinga participated in developing the plan. The primary purpose of the LHMP is to update is to reduce or eliminate long-term risk to people and property from natural hazards and their effects on the Fresno County, California planning area.

City of Coalinga
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21 responding to significant disasters and emergencies, all strategic decisions must consider each of these threats.
• Disasters and emergencies may require an extended commitment of personnel and other resources from involved agencies and jurisdictions. • The Emergency Management Organization is familiar with this plan, supporting documentation, and NIMS, SEMS, and ICS.

It is the City’s intent to fulfill the policies describe here, within the capabilities and resources available at the time of an emergency or disaster.

This plan uses the whole community concept where residents, emergency management representatives, organizational and community leaders, and government officials can understand and assess the needs of their respective communities and determine the best ways to organize and strengthen their resources, capabilities, and interest. Engaging in the whole community emergency management planning process, builds a more effective path to societal security and resilience. This plan supports the following whole community principles:
• Understand and meet the needs of the entire community, including people with disabilities and those with other access and functional needs. • Engage and empower all parts of the community to assist in all phases of the disaster cycle.
• Strengthen what works well in communities on a daily basis.

In keeping with the whole community approach, this plan was developed with representation from city departments and various other stakeholders. The effectiveness of the emergency response is largely based on the preparedness and resiliency of the community.

Community Resiliency Consists of Three Key Factors:

1. The ability of first responder agencies (e.g., fire, law etc.) to divert from their dayto-day operations to the emergency disaster effectively and efficiently.

2. The strength of the emergency management system and organization with the region, to include Emergency Operations Centers (EOCs), mass notification systems and communication systems.

3. The preparedness of the region’s citizens, businesses, and community organizations.

By focusing on enhancing all three of these components, the City is improving not only the city’s resiliency to emergency disaster, but also the regions.

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22 City of Coalinga
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23 PAGE IS INTENTIONALLY BLANK
3 Concept of Operations

3.1 Response
During a major emergency response, the City of Coalinga is a part of the Fresno County Operational Area and will work in coordination with numerous governmental, nongovernmental, and private organizations. To enable a multi-faceted operation, the City City of Coalinga
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24 follows a specific response structure that designates the way local, county, and statelevel entities coordinate and communicate during emergency response operations.

This Concept of Operations provides guidance to City decision makers and plan users regarding the sequence and scope of actions to be taken during a citywide emergency response.

The response phase concept of operations the City practices can be summarized in six key elements: (1) goals, priorities, and strategies; (2) plan activation; (3) proclaiming an emergency; (4) presidential declarations; (5) emergency management response levels; and (6) the sequence of events during disasters.

3.1.1 Goals, Priorities and Strategies
Operational Goals: During the response phase, the agencies charged with responsibilities in this plan should focus on the following five goals:
1 Mitigate Hazards
2 Meet basic human needs
3 Address needs of People with Access and Functional Needs 4 Restore essential services
5 Support community and economic recovery
Operational Priorities: Operational priorities govern resource allocation and the response strategies for the City and its political subdivisions during an emergency.

Below are operational priorities addressed in this plan:
• Save Lives – The preservation of life is the top priority and takes precedence over all other considerations.
• Protect Health and Safety – Measures should be taken to mitigate the impact of the emergency on public health and safety.
• Protect Property – All feasible efforts must be made to protect public and private property and resources, including critical infrastructure, from damage during and after an emergency.
• Preserve the Environment – All possible efforts must be made to preserve the environment and protect it from damage during an emergency.

Operational Strategies: To meet the operational goals, emergency responders should consider the following strategies:
• Mitigate hazards –As soon as practical during the disaster response; suppress, reduce, or eliminate hazards/risks to people, property, and the environment to lessen their actual or potential effects/consequences.
• Meet basic human needs –All possible efforts must be made to supply resources to meet basic human needs, including food, water, accessible shelter, medical treatment, and security during an emergency.

City of Coalinga
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25 • Address needs of individuals with disabilities or access and functional needs – People with access and functional needs are more vulnerable to harm during and after an emergency. The needs of these individuals must be considered and addressed.
• Restore essential services –Power, water, sanitation, accessible transportation, and other essential services must be restored as quickly as possible to assist communities in returning to normal daily activities.
• Support Community and Economic Recovery –All members of the community must collaborate to ensure recovery operations are conducted efficiently, effectively, and equitably. Promoting expeditious recovery of the affected areas.

3.1.2 Plan Activation
The City EOP may be activated by the City Manager, the City of Coalinga Fire Chief, or designated alternates who then functions as the Emergency Director for the City of Coalinga and is authorized to activate the City of Coalinga Emergency Operations Center (EOC.)
The EOP may be activated under any of the following circumstances:
• By order of the City Manager as designated by the City Municipal Code or as needed on the authority of the City Manager or designee based on incident complexity.
• Upon proclamation by the Governor that a State of Emergency exists. • Automatically on the proclamation of a State of War Emergency. • Upon declaration by the President, of the existence of a National Emergency. • Automatically, on receipt of an attack warning or actual attack on the United States, or upon occurrence of a catastrophic disaster that requires immediate government response.

3.1.3 Proclaiming an Emergency
The California Emergency Services Act provides for three types of emergency proclamations in California: (1) Local Emergency, (2) State of Emergency, (3) State of War Emergency.

Emergency proclamations expand the emergency powers and authorities of the State and its political subdivisions. They also provide a mechanism for unaffected jurisdictions to provide resources and assistance to affected jurisdictions. Although emergency proclamations facilitate the flow of resources and support to the affected jurisdiction City of Coalinga
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26 and local government, they are not a prerequisite to providing mutual aid and assistance under existing agreements or requesting assistance from agencies such as the American Red Cross, Fresno County, or the State of California.

Local Emergency Proclamations:

In the case of the existence or likely existence of an emergency that threatens the people, property, or environment of the city; and the condition is beyond the capability of the city to control effectively; the City Manager can proclaim a Local Emergency.

A Local Emergency may be proclaimed to exist due to a specific situation, such as fire, flood storm, pandemic, drought, sudden and severe energy shortage, or other condition.

If assistance will be requested through the California Disaster Assistance Act (CDAA), a Local Emergency may be recommended by the City Manager as specified by the Municipal Code and issued within 10 days after the actual occurrence of a disaster.

A Local Emergency proclamation must be ratified by the City Council within 7 days.

The governing body must review the need to continue the proclamation at least every 30 days until the Local Emergency is terminated. The Local Emergency must be terminated by resolution as soon as conditions warrant.

The Proclamation of a Local Emergency provides the governing body with the legal authority to:
• Request the Governor proclaim a State of Emergency, if necessary • 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 order
• Conduct emergency operations without incurring legal liability for performance, or failure of performance (Article 17 of the Emergency Services Act provides for certain privileges and immunities)
When the City proclaims a Local Emergency, it will:
• Notify the Fresno County Office of Emergency Services Duty Officer City of Coalinga
Emergency Operations Plan: Base Plan
27 • Notify the Disaster Management Area Coordinator (DMAC) Proclamation of a State Emergency:

The Governor proclaims a State of Emergency based on the formal request from the City Council and the recommendation of the California Office of Emergency Services. If conditions and time warrant, the Governor drafts and signs a formal State of Emergency Proclamation. The Governor has expanded emergency powers during a proclaimed State of Emergency. The Governor:
• Has the right to exercise police power as deemed necessary, vested in the State Constitution and the laws of California within the designated area • Is vested with the power to use and commandeer public and private property and personnel, to ensure all resources within California are available and dedicated to the emergency when requested
• Can direct all state agencies to utilize and employ personnel, equipment, and facilities for the performance of any and all activities designed to prevent or alleviate the actual and threatened damage due to the emergency. Can also direct them to provide supplemental services and equipment to political subdivisions to restore any service to provide for the health and safety of the residents of the affected area.
• May make, amend, or rescind orders and regulations during an emergency and temporarily suspend any non-safety-related statues, ordinances, regulations, or rules that impose restrictions on emergency response activities.

Proclamation of a State of War Emergency
In addition to a State of Emergency, the Governor can proclaim a State of War Emergency whenever California or the nation is attacked by an enemy of the United States, or upon receiving a warning from the federal government indicating that such an enemy attack is probable or imminent. The powers of the Governor granted under a State of War Emergency are commensurate with those granted under a State of Emergency.

3.1.4 Presidential Declarations
When it is clear that State capabilities will be exceeded, the Governor can request federal assistance, including assistance under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act). The Stafford Act authorizes the President to provide financial and other assistance to state and local government, certain private nonprofit organizations, and individuals to support response, recovery, and mitigation efforts following Presidential Emergency or Major Disaster declarations.

Declaration of Emergency or Major Disaster: The President of the United States can declare an Emergency or Major Disaster under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (41 USC §5121 et seq.). This also allows the president to City of Coalinga
Emergency Operations Plan: Base Plan
28 provide federal government resources to support the States’ response and recovery activities. While Presidential Declarations under the Stafford Act release federal resources and funding to support response and recovery, federal agencies may also provide assistance under other authorities or agreements that do not require a Presidential Declaration.

3.1.5 Emergency Management Response Levels
The City Emergency Operations Plan will be activated when an emergency occurs or threatens to exceed normal day to day capabilities to adequately respond to and mitigate an incident(s). The scope (severity, complexity) of an emergency, rather than the type, will largely determine whether the Emergency Operations Plan and Emergency Operations Center will be activated, and to what level. When needed, the EOC may be activated to provide leadership, support, and coordination during an emergency. Activation of the facility will occur at one of the following “levels” which are consistent with the activation levels at both the County of Fresno and the State of California and are detailed in the table below defines those levels2:

Level 1 Activation – Major/Catastrophic
Level 2 Activation –Imminent or otherwise less than severe or catastrophic.

Level 3 Activation – Monitoring/Minimum staffing
Activation
Level Detail Eventor Situation
Minimum
Staffing
Three
Level Three is a minimum
activation. This level may
be used for situations
which initially only require
a few people or
monitoring of a situation.
• Events with potential impacts
on the health & safety of the
public and/or environment
• Weather Alerts
• Incident involving 2+ City
departments
• Low risk planned event
• Wind or rainstorm
• Power outage and Stage 1 &
2 emergencies

1. EOC Director

2. Other Designees
(Such as Section
Coordinators,)
Two
Level Two activation is
normally achieved as an
increase from Level Three
or a decrease from Level
One. This activation level
• Two or more large incidents
involving 2 or more
departments
• Major wind or rain
• Major scheduled event

1. EOC Director

2. Section
Coordinators

3. Branches & Units
as appropriate
2 Activation Levels are more detailed in Part II of the EOP.

City of Coalinga
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29 Activation
Level Detail Eventor Situation
Minimum
Staffing
is used for emergencies or
planned events that
would require more than
a minimum staff but
would not call for a full
activation/staffing
• Large scale power outage
and Stage 3 power
emergencies
• Hazardous Material Incident
involving large scale or
possible large-scale
evacuations

4. Liaison/Agency
Representatives
as appropriate

5. Public
Information
Officer
One
Level One activation
involves a complete & full
activation of all
organizational elements &
staffing. Level One would
be the initial activation for
any major emergency
requiring acute State
help.
• Major County/City or Regional
emergency, multiple
departments with heavy
resource involvement

1. All EOC as
appropriate
TABLE 1: EOC ACTIVATION LEVELS

3.1.6 Sequence of Events
Two sequences of events are typically associated with disasters: one involves the response and the other involves emergency proclamations. The response sequence generally describes the emergency response activities to save lives, protect property and preserve the environment. This sequence describes deployment of response teams, activation of emergency management organizations and coordination among the various levels of government. The emergency proclamation sequence outlines the steps to gain expanded emergency authorities needed to mitigate the problem. It also summarizes the steps for requesting state and federal disaster assistance.

3.1.6.1 Before Impact
Before an emergency ever occurs, the City is committed to conducting preparedness activities that include developing plans, training personnel, conducting emergency exercises, educating the public, and arranging to have necessary resources available.

To remain ready to respond, the City will keep their emergency communications systems, warning systems and the Emergency Operations Center ready at all times.

Routine Monitoring for Alerts, Watches and Warnings: Emergency officials constantly monitor events and the environment to identify specific threats that may affect their jurisdiction and increase awareness level of emergency personnel and the community when a threat is approaching or imminent.

City of Coalinga
Emergency Operations Plan: Base Plan
30 Increased Readiness: Sufficient warning provides the opportunity for response agencies to increase readiness, which are actions designed to increase an agency’s ability to effectively respond once the emergency occurs. This includes, but is not limited to:
• Briefing government officials
• Reviewing plans and procedures
• Preparing and disseminating information to the community • Updating resource lists
• Testing systems such as warning and communications systems • Activating Emergency Operations Centers, even if precautionary Pre-Impact: When a disaster is foreseen as highly likely, action is taken to save lives, protect property and the environment. During this phase, warning systems are activated, resources are mobilized, and evacuation begins.

Proclaiming and Emergency: In the case of the existence or threatened existence of an emergency that threatens the people, property, or environment of the City, and the condition is beyond the capability of the city to control effectively, the City Council, or the City Manager if the Council is not in session, can proclaim a local emergency.

3.1.6.2 Immediate Impact
During this phase, emphasis is placed on control of the situation, savings lives and minimizing the effect of the disaster.

Below is a list of actions to be taken:

Alert and Notification: Local response agencies are alerted about an incident by the public through 911, another response agency, or other method. First responders are then notified of the incident. Upon an alert, response agencies notify response personnel.

Resource Mobilization: Response agencies activate personnel and mobilize to support the incident response. As the event escalates and expands, additional resources are activated and mobilized to support the response. Activation and mobilization continue for the duration of the emergency, as additional resources are needed to support the response. This includes resources within the Fresno Operational Area or, when resources are exhausted, from surrounding unaffected jurisdictions.

Incident Response: Immediate response is accomplished within the City by local responders. First responders arrive at the incident and function within their established field level plans and procedures. The responding agencies will manage all incidents in accordance with the Incident Command System organizational structures, doctrine, and procedures.

City of Coalinga
Emergency Operations Plan: Base Plan
31 Establishing Incident Command: Incident Command is established to direct, order, and/or control resources by virtue of some explicit legal agency or delegated authority at the field level. Initial actions are coordinated through the on-scene Incident Commander. The Incident Commander develops an initial Incident Action Plan, which sets priorities for the incident, assigns resources, and includes a common communications plan. If multiple jurisdictions or agencies are involved, the first responders will establish a Unified Incident Command Post to facilitate multijurisdictional and multiagency policy decisions. The Incident Commander may implement an Area Command to oversee multiple incidents that are handled by separate Incident Command System organizations or to oversee the management of a large or evolving incident that multiple incident management teams engaged.

Activation of the Multiagency Coordination System: Responding agencies will coordinate and support emergency management and incident response objectives through the development and use of integrated Multiagency Coordination Systems (MACS) and Multiagency Coordination System Groups (MAC Groups). This includes developing and maintaining connectivity capability between the Incident Command Post, Local 911 Centers, Local Emergency Operations Centers, Regional Emergency Operations Centers, the State Emergency Operations Center, the Federal Emergency Operations Center, and National Response Framework organizational elements.

Local Emergency Operations Center Activation: Local jurisdictions activate their local Emergency Operations Center based on the magnitude or need for more coordinated management of the emergency. When activated, local EOCs help form a common operating picture of the incident by collecting, analyzing, and disseminating emergency information. The local Emergency Operations Center can also improve the effectiveness of the response by reducing the amount of external coordination of resources by the Incident Commander by providing a single point of contact to support multiagency coordination. When activated the local Emergency Operations Center notifies the Operational Area that the local Emergency Operations Center has been activated.

Communications between field and the Emergency Operations Center: When a jurisdiction’s Emergency Operation Center is activated, communications and coordination are established between the Incident Commander and the Department Operations Center(s) to the Emergency Operations Center, or between the Incident Commander and the Emergency Operations Center.

Operational Area Emergency Operations Center Activation: If one or more local EOCs are activated, or if the event requires resources outside the affected jurisdiction, the Operational Area Emergency Operations Center activates. The Operational Area Emergency Operations Center also activates if a Local Emergency is proclaimed by the affected local government. The Operational Area Emergency Operations Center then coordinates resource requests from the affected jurisdiction to an unaffected jurisdiction, or if resources are not available within the Operational Area, forwards the City of Coalinga
Emergency Operations Plan: Base Plan
32 resource request to the Regional Emergency Operations Center and mutual aid coordinators.

Regional Emergency Operations Center Activation: Whenever an Operational Area Emergency Operations Center is activated the California Office of Emergency Services Regional Administrator will activate the Regional Emergency Operations Center within the affected region and notifies the California Office of Emergency Services Headquarters. The Regional Emergency Operations Center will then coordinate resource requests from the affected Operational Area to unaffected Operational Areas within the affected region, or, if resources are not available within the affected region, resource requests are forwarded to the State Operations Center for coordination.

State Level Field Teams: The State may deploy Field Teams (Emergency Services Regional Staff) to provide situation reports on the disaster to the Regional Emergency Operations Center in coordination with responsible Unified Command.

State Operations Center Activation: The State Operations Center is activated when the Regional Emergency Operations Center activates to:
• Continuously monitor the situation and provide situation reports to brief state officials as appropriate
• Process resource request between the affected regions, unaffected regions, and state agency Department Operation Centers
• Process requests for deferral assistance and coordinate with Federal Incident Management Assistance Teams when established
• Coordinate interstate resource request as part of the Emergency Management Assistance Compact or Interstate Disaster and Civil Defense Compact • The State Operations Center may also be activated independently of a Regional Emergency Operations Center to continuously monitor emergency conditions Joint Information Center Activation: Where multiple agencies are providing public information, the lead agencies will work together to analyze the information available and provide a consistent message to the public and the media. Where practical, the agencies will activate a Joint Information Center to facilitate the dissemination of consistent information.

State Department Operations Center Activation: Each state agency may activate a Department Operations Center to manage information and resources assigned to the incident. If a Department Operations Center is activated, an agency representative or liaison may deploy to facilitate information flow between the two facilities.

Federal Emergency Management Agency Regional Response Coordination Center Activation: The Federal Emergency Management Agency Regional Response Coordination Center may deploy a liaison or Incident Management Assistance Team to the State Operations Center to monitor the situation and provide situational awareness to federal officials.

City of Coalinga
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33 3.1.6.3 Sustained Operations
As the emergency continues, further emergency assistance is provided to individuals impacted by the disaster and efforts are made to reduce the likelihood of secondary damage. If the situation demands, mutual aid is provided, as well as activities such as search and rescue, shelter and care, and identification of victims.

3.1.6.4 Transition to Recovery
As the initial and sustained operational priorities are met, emergency management officials consider the recovery phase needs. Short-term recovery activities include returning vital life-support systems to minimum operating standards. Long-term activity is designed to return to normal activities. Recovery planning should include reviews of ways to avert or mitigate future emergencies. During the recovery phase, damage is assessed, local assistance centers and disaster recovery centers are opened, and hazard mitigation surveys are performed.

Local Assistance Centers: Local Assistance Centers (LAC) are opened by local governments to assist communities by providing a centralized location for services and resource referrals for unmet needs following a disaster or significant emergency. The LAC is staffed and supported by local, state, and federal agencies, as warranted, as well as nonprofit and voluntary organizations. The LAC provides a venue at which individuals, families, and businesses can access available disaster assistance programs and services. The LACs need to be physically accessible, and information needs to be provided in accessible formats for all community members. If federal resources are authorized, a state-federal Disaster Recovery Center (DRC) may be co-located with the LACs.

Joint Field Office: The state coordinates with FEMA as necessary to activate a JFO to coordinate federal support for the emergency. The state will appoint a State Coordinating Officer (SCO) to serve as the state point of contact. A Federal Coordinating Officer (FCO) is appointed upon a Presidential Declaration of an Emergency or Major Disaster.

Demobilization: As resources are no longer needed to support the response, or the response activities cease, resources are demobilized. Demobilization includes provisions to address and validate the safe return of resources to their original location and includes processes for resource tracking and ensuring applicable reimbursement.

Where applicable, demobilization should include compliance with mutual aid and assistance provisions.

City of Coalinga
Emergency Operations Plan: Base Plan
34 The sequence of activities occurring for the emergency response and proclamation process is illustrated in Figure 1 – Response Phase Sequence of Events.

City of Coalinga
Emergency Operations Plan: Base Plan
35 3.2 Recovery
In the aftermath of a disaster, many citizens will have specific needs that must be met before they can pick up the thread of their pre-disaster lives. Typically, there will be a need for such services as these:
(1) Assessment of the extent and severity of damages to public and private property.
(2) Restoration of services generally available in communities - water, food, medical assistance, utilities, and lifelines.
(3) Repair of damaged homes, buildings, and infrastructure. (4) Professional counseling due to mental anguish and inability to cope.

Local governments can help individuals and families recover by ensuring that these services are available and by seeking additional resources if the community needs them. Recovery occurs in two phases: short-term and long-term.

3.2.1 Short-Term
Short-term recovery operations begin during the response phase of the emergency.

Although referred to as “short-term” recovery, these activities may last for weeks. Shortterm recovery includes actions required to:
• Stabilize the situation.
• Restore services (electricity, water, and sanitary systems) • Implement critical infrastructure recovery plans to maintain operations during emergencies and the recovery phase.
• Commence the planning for the restoration of the community, including economic functions.
• Address debris that poses a threat to public health and safety.

For federally declared disasters, Disaster Assistance Centers may be established by the Federal Emergency Management Agency (FEMA) to assist disaster victims and businesses in applying for grants, loans, and other benefits. In coordination with the American Red Cross, the City may provide sheltering for disaster victims until housing can be arranged.

3.2.2 Long-Term
Long-term recovery continues the short-term recovery actions focusing on community restoration. Long-term recovery may continue for several months or years depending FIGURE 1: RESPONSE PHASE SEQUENCE OF EVENTS
City of Coalinga
Emergency Operations Plan: Base Plan
36 on the severity and extent of the damage sustained. These activities include those necessary to restore a community to a state of normalcy, given the inevitable changes that result from a major disaster. Long-term recovery activities require significant planning to maximize opportunities and mitigate risks after a major incident and may include the following:
• Reconstruction of facilities and infrastructure including the technology systems and services necessary for restoration of all operations functions. • Community planning including the development of long-term housing plans. • Implementation of waivers, zoning changes, and other land-use legislation to promote recovery.
• Assistance to displaced families, which may include financial support as well as social and health services.
• Restoration of the local economic system.
• Integration of mitigation strategies into recovery efforts. • Documentation of eligible disaster-related costs for reimbursement through state and federal grant programs.

3.3 Continuity
Continuity of Operations and Government: A critical component of the city emergency management strategy involves ensuring that government operations will continue during and after a major emergency or disaster. The ability to maintain essential government functions, including the continuity of lawfully constituted authority is a responsibility that must be provided for to the greatest extent possible.

A major disaster could result in great loss of life and property, including the death or injury of key government officials, the partial or complete destruction of established seats of government and/or the destruction of public and private records essential to continue operations of government and industry.

In the aftermath of a major disaster, during the reconstruction period, law and order must be preserved and, so far as possible, government services must be maintained. To this end, it is essential that local government units continue to function.

The following portions of the California Government Code and the State Constitution provide authority for the continuity and preservation of State and local government:
• Continuity of Government in California (Article IV, Section 21 of the State Constitution)
• Preservation of Local Government (Article 15 of the California Emergency Services Act)
• Temporary Seat of State Government (Section 450, Title 1, Division 3, Chapter 1 of the Government Code)
City of Coalinga
Emergency Operations Plan: Base Plan
37 Key authorities include Sections 8635 through 8643 of the Government Code:
• Furnish a means by which the continued functioning of political subdivisions can be assured by providing for the preservation and continuation of (City and County) government in the event of an enemy attack, or in the event a State of Emergency or Local Emergency is a matter of statewide concern. • Authorize political subdivisions are to provide for the succession of officers (department heads) having duties related to law and order and/or health and safety.
• Authorize governing bodies are to designate and appoint three standby officers for each member of a governing body and for the Chief Executive, if not a member of the governing body. Standby officers may be residents or officers of a political subdivision, other than that to which they are appointed. Standby officers take the same oath as regular officers and are designated numbers 1, 2 and 3.
• Authorize standby officers are to report ready for duty in the event of a State of War Emergency, State of Emergency or Local Emergency at the place previously designated.
• Authorize local governing bodies are to convene as soon as possible when a State of War Emergency, State of Emergency or Local Emergency exists, and at a place not within the political subdivision.

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Emergency Operations Plan: Base Plan
38 PAGE IS INTENTIONALLY BLANK
City of Coalinga
Emergency Operations Plan: Base Plan
39 4 Organization and Assignment of Responsibilities

4.1 Use of SEMS, NIMS, and ICS
For the City of Coalinga, this base plan establishes the operational organization that is relied on to respond to an emergency. The City uses the Standardized Emergency Management System (SEMS), The National Incident Management System (NIMS), and the Incident Command System (ICS), to be consistent with the National Response Framework concepts and to be coordinated with other jurisdictional partners within Fresno County.

The following sections list out the city’s organization structure as well as departmental roles and responsibilities during an Emergency Operations Center (EOC) activation.

Additionally, it details out the role that Disaster Management Area Coordinators (DMACs) have during an emergency.

4.2 Role of Elected Official
All disasters are locally driven events, and it is the local official’s role to provide leadership and policy guidance to their jurisdiction before, during, and after a disaster.

It is important for local elected officials to engage in preparedness efforts, which are ongoing and involve activities undertaken to prepare for disasters and emergencies, as well as to facilitate future response and recovery efforts.

During an emergency the members of Coalinga’s City Council will be expected to:
• Approve Emergency Proclamations
• Establish Emergency Orders for the City
• Maintain communication and contact with the public
• Work jointly with the City’s Public Information Officer(s) to conduct media interviews, as needed
• Work within SEMS/NIMS structure when requesting information about the emergency incident
Elected Officials Role During an Emergency Disaster: The primary role of an elected official during a disaster is that of support. As the disaster is occurring and the immediate response is underway, elected officials best serve citizens by empowering and allowing first responders and EOC staff the freedom to manage the incident as they have been trained to do. Elected officials should allow them time to stabilize the situation before attempting to step in as a decision maker. Elected officials’ role as decision maker will come, but the primary goal of addressing a disaster as it is City of Coalinga
Emergency Operations Plan: Base Plan
40 happening is to stabilize the situation quickly and efficiently – first responders and City EOC staff will do this. To help in this goal, elected official’s role consists of:
• Support and work with emergency management officials, as needed. This may include facilitating communication with and obtaining assistance from other agencies, declaring a local state of emergency, and issuing emergency orders such as imposing curfews etc.
• Communicate quickly, clearly, and effectively to constituents and work with partners to ensure a coordinated message.
• Get accurate information out early and often, and ensure all messaging is accessible.
• Maintain situational awareness regarding the disaster by staying informed. • Provide direction for response-related activities, when appropriate. • Trust and empower emergency management staff to make the right decisions. • Serve citizens by allowing First Responders and EOC staff to manage the incident as they are trained to do. The active participation of Elected Officials in planning / training before a disaster and leadership during the recovery period is where they will have the greatest impact and be of most value.
• Use an EOC Liaison to help stay informed during the incident.

Elected Officials Role Following an Emergency Disaster: The primary role of an elected official after a disaster is that of leadership. Once the first responders and EOC staff have stabilized the situation, elected officials become crucial to the recovery process.

A community is built on law and order, and this stems from City Code, Zoning Regulations, Building Code, Police Enforcement, and much more. Just because a disaster occurs does not mean these regulations are null and void. On the contrary, they are crucial to make sure the community is built back right. For a city to truly recover, diligent and firm adherence to the City’s Codes and Regulations must be adhered to. To help in accomplishing this goal, elected officials can:
• Understand the disaster assistance programs available and application process for State and the Federal Disaster Declarations.
• Support the community throughout the recovery – it can be a long process and may take multiple years.
• Help identify opportunities to rebuild and mitigate future damage through planning and smart infrastructure investments.
• Ask questions – the recovery process and programs can be complex. • Ensure all Codes and Regulations are enforced during the recovery process.

4.3 Role of City Departments
City of Coalinga
Emergency Operations Plan: Base Plan
41 In the event of an EOC activation, each city department is responsible to support emergency response and recovery objectives and taking the lead regarding the emergency function to which they have been assigned. The departments also provide representatives to the EOC to coordinate people, resources, and information to manage an incident that occurs in the city, and to communicate emergency efforts between departments and/or jurisdictions.

Designated department representatives are trained in emergency management and response operations. In addition, these representatives have assigned successors to support EOC staff in the event of extended operations. The sections below outline the designated responsibilities for each of the city departments. Details for department staff roles and responsibilities in the EOC are defined in the EOC position job aids included in part two of this plan.

City Manager’s Office. The executive staff members of the City Manager’s Office are responsible for policy level decisions related to the management of the incident. The office will provide representatives to assist in the EOC, and provide liaison assistance to the operational area, if activated. The City Manager, or designee (e.g., Assistant City Manager, City’s Emergency Manager), will serve as the EOC Manager/Director overseeing the direction and policy guidance of all EOC operations. Policy level decisions are related to formation of policies/procedures, authorization of expenditures, support of local emergency management operations with additional staff, resources, etc., as well as other operations as appropriate. The City Manager’s Office will also utilize the Public Information Officer (PIO) to staff the position of EOC PIO to support the collection, verification, and dissemination of emergency related information to the public and the media.

Community Development Department. The Community Development Department is responsible for providing support on public infrastructure evaluation/damage assessment, providing GIS support upon request, identifying possible shelter locations (ensuring the structural safety of the buildings), providing staff to the EOC, and administering evaluations and permits in the recovery process. Department representatives from Community Development lead the Planning Section and may serve in a variety of EOC sections and branches, depending on the needs of the incident.

Economic Development. The Economic Development Department serves in the Recovery Coordination Group following the response phase of a disaster event as the city moves into the recovery phase. Economic Development supports redevelopment and recovery strategies for the city using current economic development strategies.

Finance Department. The Finance Department is responsible for overseeing all expenditures related to emergency management and response operations, including tracking and documentation necessary for recovery reimbursement purposes including personnel time tracking during emergency operations. Finance will provide department City of Coalinga
Emergency Operations Plan: Base Plan
42 representatives to staff the Finance Section in the EOC. Department representatives will utilize established procedures and protocols for expense tracking and documentation but may also develop additional procedures as necessary to fit the needs of emergency operations. Finance will also provide staffing to the Procurement Unit in the Logistics Section in the EOC utilizing established procedures and protocols for purchasing but may develop procedures as necessary to support emergency operations.

Fire Department. The Fire Department is responsible for the management of fire operations within the city during emergency response efforts. This includes the immediate first responder effort to manage any fires, as well as the management of a safe scene, recognition of potential hazardous materials, public safety on scene, and many other responsibilities. The Fire Department will coordinate all response efforts and serve as the main coordination point when requesting fire response or emergency medical service (EMS) assistance from neighboring jurisdictions.

Fire services also include the provision of Emergency Medical Services (EMS), providing life-saving medical care. Fire EMS personnel will work in coordination with private EMS providers to meet the needs of the incident in the event that Fire EMS is overwhelmed.

A Fire Department representative will be appointed to serve in the Fire Branch of the Operations Section in the EOC.

Human Resources Department. The City Human Resources Department is responsible for managing all efforts associated with city personnel and volunteers. As emergency resources, city personnel and volunteers may be assigned to positions in the EOC or in the field to support city emergency management and response operations.

Department representatives will staff the Personnel Branch of the EOC, addressing issues such as workers compensation, disaster service worker (DSW) agreements, volunteer management, and other various tasks as determined appropriate. In addition, the risk management personnel within Human Resources are responsible for providing a representative to staff the Safety Officer position within the EOC.

Information Technology Department. The Information Technology (IT) Department is responsible for ensuring the operation of the city’s critical IT infrastructure during an emergency and providing technical support to the EOC when activated. IT will staff the Communications Unit in the EOC, and will provide support to GIS, mapping, and any other technical resources. IT will provide representatives to the EOC when activated.

Parks & Recreation Department. The Parks & Recreation Department is responsible for supporting mass care operations, including the implementation of shelter operations in the city. Mass care and shelter operations include the mobilization and deployment of department personnel and resources (in coordination with the operational area) and receiving and registering volunteer resources during emergencies. The Parks & Recreation Department will provide staff to manage the shelter facilities and may request additional assistance from the American Red Cross (ARC), if necessary. Parks & Recreation department personnel are also responsible for reporting damage City of Coalinga
Emergency Operations Plan: Base Plan
43 assessment information related to park facilities, working within their departmental reporting structure. The Parks & Recreation department will appoint department representatives to the city EOC to assist in the coordination of department operations.

In addition, the department also serves in a primary role for the provision of services for people with access and functional needs (AFN) during an emergency.

Police Department. The Police Department is responsible for law enforcement operations and terrorism prevention within the city. Police officers will respond to the immediate threats and dangers associated with any emergencies in the city. The Police Department will support emergency operations including, but not limited to prevention of threats, protection of population, evacuation, and damage assessment. A Police Department representative will be appointed to serve in the Law Branch of the Operations Section in the EOC.

Public Works Department. The Public Works Department serves in a variety of roles to support emergency management and response operations. Responsibilities for Public Works include, but are not limited to, damage assessment, critical infrastructure restoration, support for debris management, transportation, evacuation, and general logistics operations. Public Works is also responsible for providing flood gate management services for designated areas within the city. Department representatives will be appointed to the EOC to serve in both the Operations and Logistics Sections. In addition, Public Works will assist emergency operations by deploying personnel into the incident area to assess damage, manage flood gates (if necessary), and begin emergency restoration efforts. These operations will be coordinated through their Department Operations Center (DOC), which will communicate and coordinate with the EOC.

Utilities Department. The Utilities Department is responsible for the management of flood response operations, mitigation, planning, and recovery activities. Utilities will monitor and assess weather-related data, provide technical assistance for interpreting river level related data and its impacts in the city, document any flooding through photographs, observations, and computer-generated data, ensure water and sewer are maintained during the emergency, manage certain floodgates, and provide staff to the EOC. The flood monitoring information provided by Utilities will assist the EOC in making necessary evacuation, transportation, or other emergency management related decisions. Utilities will coordinate flood fighting operations in coordination with local reclamations districts and other city and contracted partners, in the event of potential or actual levee failure/flood emergencies. Utilities is responsible for the maintenance and access to hazard maps (such as 100-year flood zone maps).

EOC, DOC and Responder Personnel. While this Emergency Operations Plan is focused on the City’s organizational response, all city employees with responsibilities for emergency functions would greatly benefit from having a personal and family preparedness plan. Any city employee with responsibility to report to the EOC, a department operations center (DOC), or to field response operations should have a personal and family preparedness plan in place. Personal and family preparedness City of Coalinga
Emergency Operations Plan: Base Plan
44 planning supports city employees in ensuring the safety of their loved ones, and in turn supports the employees with being available to respond to their city emergency management responsibilities.

4.4 Role of Disaster Management Area Coordinators (DMACs) The mission of the Disaster Management Area Coordinators (DMAC) is to coordinate with Area cities in planning for preparedness, mitigation, and recovery from emergencies/disasters. During an actual emergency, DMACs are responsible for Advocating for Area cities and liaison with the Fresno County Operational Area Emergency Operations Center as (OAEOC) as necessary, assist other Areas, such as the City of Coalinga as requested; and staff the City Liaison post at OA EOC.

4.5 Role of the Private Sector
Much of the state’s critical infrastructure is owned or maintained by businesses and must be protected during a response to ensure a quick and complete recovery from an emergency. These same businesses provide valuable resources before, during, and after an emergency, and play a critical role in meeting the needs of those impacted by an emergency.

All businesses within the City are encouraged to develop comprehensive emergency plans that include employee injury and illness prevention programs, business resumption, and continuity of operations elements. Additionally, any of those businesses use or store chemicals are hazardous materials must comply with state and federal requirements for emergency planning and threat mitigation.

This plan also promotes the use of business operations centers during an emergency to enhance public and private coordination. During an emergency, the City of Coalinga may choose to coordinate with local businesses by establishing a business operations center linked to the EOC.

4.5.1 Contracted City Services
In the event of an Emergency Operations Center activation, each contract city service partner is responsible to support emergency response and recovery objectives and taking the lead regarding the emergency function to which they have been assigned.

At a minimum contract city service partners will either provide a representative to the City EOC or provide a contact number for their Business Operations Center to coordinate people, resources, and information in order to manage an incident that occurs in the city, and to communicate emergency efforts between their organization and the City.

City of Coalinga
Emergency Operations Plan: Base Plan
45 4.5.2 Residents
The City of Coalinga are primary beneficiaries of the city’s emergency management system. At the same time, residents play an important role in emergency management by ensuring that they and their families are prepared for disasters. Before an emergency, residents can assist the emergency management effort by taking first aid training, maintaining supplies, and being prepared to evacuate or shelter-in-place for several days.

Many residents join disaster volunteers’ programs such as Community Emergency Response Teams and remain ready to volunteer or support emergency response and recovery efforts. During an emergency, residents should monitor emergency communications and carefully follow direction from authorities. By being prepared, residents can better serve their family, their community and reduce demands on first responders.

4.5.3 Population with Access and Functional Needs
Populations with access and functional needs include those members of the community that may have additional needs before, during and after an incident in functional areas, including but not limited to maintaining independence, communication, transportation, supervision, and medical care.

Individuals in need of additional response assistance may include those who:
• Have disabilities – temporary and/or lifelong
• Live in assisted living settings
• Are elderly
• Are unaccompanied children
• Are from diverse cultures
• Have limited English proficiency or a non-English speaking • Have sight or hearing losses (impairments)
• Are transportation disadvantage; or
• Other situations that would require assistance
Lessons learned from recent emergencies concerning people with disabilities and older adults have shown that existing paradigm of emergency planning, implementation and response must change to meet the needs of these groups during an emergency. These lessons show four areas that are repeatedly identified as most important to people with disabilities and older adults:
• Communications and Public Information: Emergency notification systems must be accessible to ensure effective communication for people who are deaf/hard of hearing, blind/low vision, or deaf/blind
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46 • Evacuation and Transportation: Evacuation plans must incorporate disability and older adult transportation providers enable the movement of people with mobility impairments and those with transportation disadvantages • Sheltering: Care and shelter plans must address the access and functional needs of people with disabilities and older adults to allow for sheltering in general population shelters
• Americans with Disabilities Act: When shelter facilities are activated, the State will work with local officials to ensure they accommodate the provisions of the Americans with Disabilities Act

4.5.4 At Risk Individuals
Another perspective is to consider the needs of people who are not in contact with traditional emergency service providers. These people may feel they cannot comfortably or safely access and use the standard resources offered in preparedness, response, and recovery. These include, but are not limited to individuals who are:
• Homeless
• Without transportation
• Out of hearing range of community alert sirens/systems • Without radio or television to know they need to take action • Without access to telephones
• Visiting or temporarily residing in an impacted region • Not familiar with available emergency response and recovery resources • Limited in their understanding of English
• Geographically or culturally isolated

4.5.5 Volunteer Organizations
The City recognizes the value and importance of organizations that perform voluntary services in their community. These organizations have resources, which can augment emergency response and recovery efforts. Some examples of voluntary organization are the following:
• American Red Cross

4.5.6 Public-Private Partnerships
The private sector provides valuable assistance and resources to support emergency response and recovery activities. The goal of the Public-Private partnership is to advise on:

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47 • Appropriate agreements to provide for quick access to emergency supplies and essential services to minimize the need to stockpile such supplies during normal times
• Logistic measures required to quickly deliver needed supplies and services to affected areas
• Methods to utilize non-profit and private sector capabilities to increase the surge capacity of local agencies responding to emergencies
• Methods to promote the integration of the non-profit and private sectors into the emergency services system so that people can be better informed and prepared for emergencies
• Systems that aid business and economic recovery after an emergency City of Coalinga
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49 5 Direction, Control and Coordination

5.1 Direction and Control
The City is responsible for coordinating the resources, strategies, and policy for any event in the City that exceeds the capacity of field responders. Tactical control always remains the responsibility of field Incident Commanders. The City Manager, working through the mechanism of the Emergency Operations Center, provides direction and control over the coordination of multi-department and multi-jurisdictional resources to support the field responders. Policy decisions may be made by the Emergency Operations Center Director that is staffed by the City Manager or designee.

5.2 Coordination
The City Emergency Operations Center will coordinate resource requests from the field and other departments within the City. If request exceed the supply, the Emergency Operations Center will provide resources based on established priorities.

If resources are not available within the City, requests will be made to the Fresno Operational Area Emergency Operations Center either directly or through DMACs, who are responsible for advocating for Area cities and liaison with the Fresno County Operational Area Emergency Operations Center as (OA EOC) as necessary.

The Operational Area Emergency Operations Center will coordinate resources obtained from within the operational area. If resources are not available in the operational area, they will request from the Inland Regional Emergency Operations Center (REOC). The REOC will coordinate resources obtained from operational areas throughout the region. If resources are not available in the region, they will request from the State Operations Center (SOC). If the state cannot supply the resource, they will request from Federal Emergency Management Agency and other federal agencies.

Below is a visual of this coordination relationship.

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50 5.3 Multi-Entity/Jurisdiction Coordination and Mutual Aid Operational Area Coordination: In the event that an incident overwhelms the resources and capabilities of the City, additional support will be requested from a variety of entities, jurisdictions, and organizations. For general emergency management operations, the city will follow SEMS and make requests for additional assistance through the operational area, working directly with the operational area emergency management personnel and the operational area EOC, if activated. If the emergency requires state and federal support, representatives from the operational area will work with the state level emergency management organization (Regional Emergency Operations Center), following the established SEMS, NIMS, and ICS structures.

When working with external partners such as private companies, non-profit organizations, nongovernment organizations, or other partners, city representatives in the EOC will ensure that these external partners work within the designated organizational structure of the city EOC. The City EOC Director will designate the coordination procedures for new partners that are not already established as part of the city’s emergency management operational systems.

Mutual Aid: California's emergency assistance is based on a statewide mutual aid system designed to ensure additional resources are provided to the state’s political subdivisions whenever their own resources are overwhelmed or inadequate. The basis for this system is the California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA), which is entered into by and between the State of California, its various departments and agencies, and the various political subdivisions, municipal corporations, and public agencies to assist each other by providing resources during an emergency. The agreement obligates each signatory entity to provide aid to each other during an emergency without expectation of reimbursement. Under specific conditions, federal and state funding may be appropriated to reimburse public agencies who aid other jurisdictions. If other agreements, memoranda, and contracts are used to provide assistance for consideration, the terms of those documents may FIGURE 2: DMAC COORDINATION RELATIONSHIP
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51 affect disaster assistance eligibility and local entities may only be reimbursed if funds are available. This plan promotes the establishment of emergency assistance agreements between public and private sector agencies at all levels.

There are four approved, formal Mutual Aid Systems in California. Those systems are:
1 Fire and Rescue
2 Law Enforcement
3 Coroner
4 Emergency Management
(resources not covered by the
other three systems)
Other informal mutual aid involves, but is
not limited to the interchange of:
1 Public Information
2 Medical and Health
3 Communications
4 Transportation Services
5 Facilities
6 Hazardous Material Mutual Aid
System
7 Volunteer and Private Agencies
California is divided into six mutual aid
regions, which are subdivisions of the state
emergency services organization to
facilitate the coordination of mutual aid
and other emergency operations within
an area of the State consisting of two or more Operational Areas. A map of the Regions is shown in Figure 3: California Mutual Aid Regions. The City of Coalinga is located in Mutual Aid Region V.

Mutual Aid Coordination: Formal mutual aid requests follow specified procedures and are processed through pre-identified mutual aid coordinators. Mutual aid requests follow discipline-specific chains (i.e., fire, law enforcement etc.) from one level of government to the next. The mutual aid coordinator receives the mutual aid request and coordinates the provision of resources from within the coordinator's geographic area of responsibility. In the event resources are unavailable at one level of government, the request is forwarded to the next higher level of government to be filled.
• Field Level Requests: Requests for MMAA resources originate from the Field Level and are managed by the Incident Commander (IC). If the IC is unable to obtain FIGURE 3: CALIFORNIA MUTUAL AID REGIONS
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52 the resource through existing local channels, the request is elevated to the next successive government level until obtained or cancelled. • Local Government Request: Local jurisdictions are responsible for the protection of life and property within the municipal geographic boundaries. The local jurisdiction where the incident occurred should assess its resource inventory and existing local agreements to determine if the requested resource is available.

When locally committed resources are exhausted and mutual aid is needed, the local official will request assistance from the OA Mutual Aid Coordinator. • Operational Area Requests: The OA is a composite of its political subdivisions, (i.e., municipalities, contract cities, special districts, and county agencies). The OA Mutual Aid Coordinator assesses the availability of resources within the OA and fulfills the resource request based upon that assessment. In the event resources are unavailable at the OA level, the request is forwarded to the responsible Regional Mutual Aid Coordinator to be filled. • Region Level Requests: The State is geographically divided into six Mutual Aid Regions. For Law Enforcement Mutual Aid, Region I is divided into two subregions. Each Mutual Aid Region is comprised of multiple Operational Areas and has a Regional Mutual Aid Coordinator. The Regional Mutual Aid Coordinator is granted the authority to coordinate the mutual aid response of disciplinespecific resources within the Region to support a mutual aid request by a jurisdiction also within the Region. In the event resources are unavailable at the Region level, the request is forwarded to the State Mutual Aid Coordinator to be filled.
• State Level Requests: On behalf of the Governor, the Director of Cal OES has the responsibility for coordination of state mutual aid resources in support of local jurisdictions during times of emergency. The Director will analyze and coordinate the request by forwarding the request to an unaffected REOC or tasking the appropriate State agency to fill the need.

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53 5.4 NIMS, SEMS, and ICS
Emergency management operations for the City are organized under the guidelines established by NIMS, SEMS, and ICS. These emergency management structures and guidelines provide the foundation for all emergency operations, creating a flexible organizational structure that can be adjusted to meet the needs of any incident, regardless of the size, extent, or associated damage. This plan, following the identified emergency management structures and guidelines, serves as a local, city management plan, and nests into and supports the Los Angeles County and Operational Area Response Plan.

The City will manage their internal operations through the implementation of this plan as outlined, and work in support of county operations if necessary. In following these standardized systems, the city EOC is organized into the sections listed below. • Management Staff
• Operations Section
FIGURE 4: FLOW OF REQUEST AND RESOURCES
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54 • Planning Section
• Logistics Section
• Finance Section
Detailed descriptions of the roles of each position in the EOC can be found in Part II of this plan.

NIMS is the national standard for incident management operations defined by the FEMA and based on the National Response Framework. NIMS has been adopted by the City by resolution to serve as its incident management system. ICS is the organizational structure within NIMS that defines how emergency management operations will be organized. All state and local jurisdictions are required to prepare, plan, and respond to emergencies based on the NIMS and ICS standards in order to be eligible for federal reimbursement for emergency related costs. Additional details regarding NIMS and ICS can be found online through FEMA’s website.

In addition, the Standardized Emergency Management System (SEMS), based on State of California emergency management standards, has been adopted by the City for managing response to multi agency and multi jurisdiction emergencies, and to facilitate communications and coordination between all levels of the system and among all responding agencies. California Government Code § 8607 requires all local public agencies (cities, special districts, and counties) to respond to emergencies using the SEMS at the scene of a multi-agency emergency and in the EOC.

SEMS defines the organizational structure of local EOCs, reporting to operational area EOCs, which report to Regional EOCs (REOC), to state EOCs, and finally to FEMA. The utilization of SEMS during emergency management and response efforts is required for jurisdictions to be eligible for state reimbursement. Additional information for SEMS can be found online through the California Office of Emergency Services (CalOES) website.

National Incident Management System: The terrorist attacks of September 11, 2001, illustrated the need for all levels of government, the private sector, and nongovernmental agencies to prepare for, protect against, respond to, and recover from a wide spectrum of events that exceed the capabilities of any single entity. These events require a unified and coordinated national approach to planning and to domestic incident management. To address this need, the President signed a series of Homeland Security Presidential Directives (HSPDs) that were intended to develop a common approach to preparedness and response. Two Policy Directives that are of particular importance to emergency planners:
• HSPD-5, Management of Domestic Incidents: Identifies steps for improved coordination in response to incidents. It requires the Department of Homeland Security to coordinate with other federal departments and/or agencies and state, local, and tribal governments to establish a National Response Framework and a National Incident Management System.

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55 • PPD-8, National Preparedness: Describes the way federal departments and agencies will prepare. It requires DHS to coordinate with other federal departments and agencies – and with state, local, and tribal governments to develop a National Preparedness Goal.

Together, the National Incident Management System, National Response Framework, and the National Preparedness Goal define what needs to be done to prevent, protect against, respond to, and recover from a major event; and how well it needs to be done. These efforts align federal, state, local, and tribal entities; the private sector; and nongovernmental agencies to provide an effective and efficient national structure for preparedness, incident management, and emergency response.

The National Incident Management System structure provides a consistent framework for incident management at all jurisdictional levels, regardless of the cause, size, or complexity of the incident, building on the Incident Command System and the National Incident Management System provides the nation’s first responders and authorities with the same foundation for incident management for terrorist attacks, natural disasters, and all other emergencies. The National Incident Management System structure requires the institutionalization of the Incident Command System and its use to manage all domestic incidents.

The National Incident Management System structure integrates existing best practices into a consistent, nationwide approach to domestic incident management that is applicable at all jurisdictional levels and across functional disciplines. Six major components make up the National Incident Management system’s approach:
• Command and Management
• Preparedness
• Resource Management
• Communications and Information Management
• Supporting Technologies
• Ongoing Management and Maintenance
Standardize Emergency Management System: The Standardized Emergency Management System is the cornerstone of California’s emergency response system and the fundamental structure for the response phase of emergency management. The Standardized Emergency Management System is required by the California Emergency Services Act for managing multiagency and multijurisdictional responses to emergencies in California. The system unifies all elements of California’s emergency management community into a single integrated system and standardizes key elements. The Standardized Emergency Management System incorporates the use of the Incident Command System, California Disaster and Civil Defense Master Mutual Aid Agreement, the Operation Area concept and multiagency or inter-agency coordination. State agencies are required to use the Standardized Emergency Management System and local government entities must use the Standardized City of Coalinga
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56 Emergency Management System in order to be eligible for any reimbursement of response-related costs under the state’s disaster assistance programs.

Standardize Emergency Management System Organization Levels: There are five Standardized Emergency Management System organizational levels. • State: The State Level of the Standardized Emergency Management System prioritizes task and coordinates state resources in response to the request from the Regional Level and coordinates mutual aid among the mutual aid regions and between the Regional Level and State Level. The State Level also serves as the coordination and communication link between the state and the federal emergency response system. The State Level requests assistance from other state governments through the Emergency Management Assistance Compact and similar interstate compacts/agreements and coordinates with the Federal Emergency Management Agency when federal assistance is requested. The State Level operates out of the State Operations Center. At the Federal Level, the National Response Framework identifies the methods and means for federal resources to provide support to the state and local government. Federal resources would be accessed via the Standardized Emergency Management System process through the mutual aid region and State Operations Center. • Region: The Regional Level manages
and coordinates information and
resources among Operational Areas
within the mutual aid region and also
between the Operational Area and
the State Level. The Regional Level
also coordinates overall state agency
support for emergency response
activities within the region. California
is divided into three Administrative
Regions – Inland, Coastal and
Southern (see figure 5); which are
further divided into six mutual aid
regions (see figure 3).
• Operational Area: An operational
Area is the intermediate level of the
state’s emergency management
organization, which encompasses a
county’s boundaries, and all political
subdivisions located within that
county, including special districts. The Operational Area facilitates and/or coordinates information, resources, and decisions regarding priorities among local governments within the Operational Area. The Operational Area serves as the coordination and communication link between the Local Government Level FIGURE 5: ADMINISTRATIVE REGIONS
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57 and the Regional, State, and Federal Levels. Tribal jurisdictions in the Operational Area may have statutory authorities for response similar to that at the local level. • Local Government (The City): The Local Government Level includes cities, counties and special districts, Local governments are required to use the Standardized Emergency Management System when their Emergency Operations Center is activated, or a local emergency is declared or proclaimed in order to be eligible for state reimbursement of response-related costs. • Field: The Field Level is where emergency response personnel and resources, under the command of responsible officials, carry out tactical decisions and activities in direct response to an incident or threat.

Standardized Emergency Management System Functions: The Standardized Emergency Management System requires that every emergency response involving multiple agencies include the five functions identified in Figure 6: Standardized Emergency Management System Functions. These functions must be applied at each level of the Standardized Emergency Management System organization.

FIGURE 6: STANDARDIZED EMERGENCY MANAGEMENT SYSTEM FUNCTIONS Command/Management: Command is responsible for directing, ordering, and/or controlling of resources at the field response level. Management is responsible for overall emergency policy and coordination at the Emergency Operations Center levels. Command and Management are further discussed below:
• Command: A key concept in all emergency planning is to establish command and tactical control at the lowest level that can perform that role effectively in Command/
Management
Operations Planning &
Intelligence Logistics Finance & Adminstration
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58 the organization. In the Incident Command System, the Incident Commander, with appropriate policy direction and authority from the responding agency, sets the objectives to be accomplished and approves the strategy and tactics to be used to meet those objectives. The Incident Commander must respond to higher authority. Depending upon the incident’s size and scope, the higher authority could be the next ranking level in the organization up to the agency or department executive. This relationship provides an operational link with policy executives who customarily reside in the Department Operations Center or the Emergency Operations Center, when activated.
• Management: The Emergency Operations Center serves as a central location from which multiple agencies or organizations coordinate information collection and evaluation, priority setting and resource management. Within the Emergency Operations Center, the Management function:
• Facilitates multiagency coordination and executive decision making in support of the incident response
• Implements the policies established by the governing bodies • Facilitates the activities of the Multiagency Coordination Group • Operations: Responsible for coordinating and supporting all jurisdictional operations supporting the response to the emergency through implementation of the organizational level’s Action Plans. At the Field Level, the Operational Section is responsible for coordinating the tactical response directly applicable to, or in support of the objectives in accordance with the Incident Action Plan. In the Emergency Operations Center, the Operations Section Coordinator/Chief manages functional representatives who share information and decisions about discipline-specific operations.
• Logistics: Responsible for providing facilities, services, personnel, equipment, and materials in support of the emergency. Unified ordering takes place through the Logistics Section to ensure controls and accountability over resource requests. As needed, Unit Coordinators are appointed to address the needs for communications, food, medical, supplies, facilities, and ground support. • Planning/Intelligence: Responsible for the collection, evaluation and dissemination of operational information related to the incident for the preparation and documentation of the Incident Action Plan at the Field Level or the EOC Action Plan at an Emergency Operations Center. Planning/Intelligence also maintains information on the current and forecasted situation and on the status of resources assigned to the emergency or the Emergency Operations Center. As needed, Unit Coordinators are appointed to collect and analyze data, prepare situation reports, develop action plans, set Geographic Information Systems priorities, compile, and maintain documentation, conduct advance planning, manage technical specialists, and coordinate demobilization.
• Finance/Administration: Responsible for all financial and cost analysis aspects of the emergency and for any administrative aspects not handled by the other City of Coalinga
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59 functions. As needed, Unit Leaders are appointed to record time for incident or Emergency Operations Center personnel; coordinate procurement activities, process claims and track costs.

The field and Emergency Operations Center are illustrated in Table 2: Field and Emergency Operation Center Standardize Emergency Management Functions Comparison.

SEMS Function Field Level EOCs
Command /
Management
Command is responsible for
directing, ordering and/or
controlling resources
Management is responsible for
facilitation of overall policy,
coordination, and support of the
incident
Operations
The coordinated tactical
response of all field operations in
accordance with the Incident
Action Plan
The coordination of all
jurisdictional operations in
support of the response to the
emergency in accordance with
the Emergency Center Action
Plan
Planning &
Intelligence
The collection, evaluation,
documentation and use of
intelligence related to the
incident
Collecting, evaluating, and
disseminating information and
maintaining documentation
relative to all jurisdiction activities
Logistics
Providing facilities, services,
personnel, equipment, and
materials in support of the
incident
Providing facilities, services,
personnel, equipment, and
materials in support of all
jurisdictional activities as required
Finance &
Administration
Financial and cost analysis and
administrative aspects not
handled by the other functions
Responsible for coordinating and
supporting administrative and
fiscal consideration surrounding
and emergency incident
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60 TABLE 2: FIELD AND EMERGENCY OPERATION CENTER STANDARDIZE EMERGENCY MANAGEMENT

FUNCTIONS COMPARISON
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6 Communication
City EOC. Once notified of an emergency or disaster of any size, or of a potential or imminent threat to the city, communications will be established between the City EOC and outside entities, such as field responders, department level personnel, media, or other outside agencies and partners. From the EOC, telephones, cell phones, radios, email, and internet applications (such as WebEOC, Blackboard connect) are used for direct communications with field responders or outside agencies.

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62 City Operations and Responders. The City operational staff in the field implement interoperable communications through the use of radios to facilitate communications with all responding departments and city entities. Alternate forms of communications such as the use of cell phones, text messaging, email, amateur radio etc., may be utilized if determined necessary. The use of the interoperable radio system allows for communications between DOCs, EOCs, and the Incident Command Post (ICP) that is located near the site of a field emergency incident. DOCs and dispatch centers for private entities (i.e., private EMS providers) are responsible for maintaining communications with the city EOC when it is activated.

Notification and Warning. In addition to an effective communication capability, government must have an effective means to provide warning alerts to the populations impacted or at risk as the result of an emergency. There are 4 primary alert and warning systems designed to provide City residents with emergency information. These systems are the Emergency Alert System (EAS), Alert Fresno County System, City of Coalinga Civic Ready System and Cal OES’s Emergency Digital Information System (EDIS).

The City’s Civic Ready is an opt-in communication service system available to residents to receive emergency alerts and other non-emergency notifications by text, call or email. The City’s acting emergency manager has the authority to activate the system to send emergency alerts to residents signed up for the service.

Additionally, special broadcasts, or simply driving up and down the streets using the public address system can also be conducted to notify and warn citizens. Police and Fire may be required to disseminate emergency warning to public who cannot be reached by primary warning systems.

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64 7 Information Collection, Analysis and Distribution
Before an Incident. Information is often provided before an incident occurs. Sources may include weather reports, National Oceanic Atmospheric Administration (NOAA) alerts, levee monitoring data, crime reports, credible threats of intentional events, and others. Advanced notice information can be used to activate the City EOC, prepare emergency management and response personnel, and provide information to the city population. This advanced information can increase the preparedness level of emergency management and response personnel, by helping them size the number of responders and material resources needed for the response. Advanced information is also used to notify people that might be living in harm’s way, and supports individuals and their families with preparing for, or evacuating from, the hazardous situation. Early information can greatly reduce the numbers of people who might otherwise be harmed by the emergency event.

During an Incident. Information collected during the incident assists in determining the correct course of action and emergency management decisions. Information is collected from field responders, DOCs, private entities, the media, social media, community members, and a variety of other sources. All information collected from open-source public resources will be analyzed for accuracy, processed through rumor control, and documented by the respective EOC sections, branches, and units. All information documentation will be provided to the Situation Unit in the Planning Section of the EOC for inclusion into the EOC Action Plan.

The use of Actions Plans in the City Emergency Operations Center provides a clear and measurable process for identifying objectives and priorities for a given event. Action Planning is an important management tool that involves:
• Process for identifying priorities and objectives for emergency response or recovery efforts
• Documents the priorities and objectives and the task and personnel assignments associated with meeting the objectives
The Action Planning process should involve the Emergency Operations Center Director and Section Chiefs/Coordinators (one from each Section) along with other Emergency Operations Center staff, as needed, such as agency representatives.

The initial Emergency Operations Center 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/or a limited number of response personnel. An Emergency Operations Center Action Plan will be developed whenever the Emergency Operations Center is activated, either partially or fully. A written Emergency Operations Center Action Plan is required whenever:
• Two or more agencies are involved in the response
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65 • The incident overlaps more than one operational period • All Emergency Operations Center functions are fully staffed The Emergency Operations Center Action Plan addresses a specific operational period, which may vary in length from a few hours to days depending on the circumstances.

The plan should be regularly reviewed and evaluated through the operational period and revised or updated as warranted.

The Planning Section Chief/Coordinator, with input from the EOC Director, EOC Coordinator, and the Operations Section Chief/Coordinator, establishes the schedule and cycle for planning and situation information dissemination. Initially, meetings may be conducted every few hours or several times each day. Over time, meetings may be held twice each day, and then daily, depending on the level of operations.

In addition, all EOC situation status reports and EOC Action Plans will be developed and presented for the purpose of information sharing at scheduled meetings during each EOC operational period. Information may also be sent to City departments, Emergency Operations Center personnel, the Operational Area, and other key agencies using the City’s Emergency reporting system, radio, telephone, email, internet, or fax. Regardless of the method of communication, all data should be verified prior to transmission. If unverified data must be transmitted, it should be clearly designated as unconfirmed information.

The City uses EOC forms found in part two of this plan to record and report information.

After an Incident. Information collected throughout emergency operations will be documented by members of the Planning Section. This information will be used during the recovery phase of the emergency to develop a history of actions and expenditures related to the disaster. Information will also be used for the development of the afteraction report that is used to document effective practices, archive effective tools, note areas in which EOC personnel saw need for additional training or tools, and document areas for program enhancements. In addition, the city and other agencies, entities, and organizations involved in the emergency management and response operations will collect information related to their respective after-effects of the incident, such as social and economic impacts, relief support provided, and ongoing recovery operations.

Emergency Public Information. Emergency Public Information is a priority of most importance during emergencies and disasters. City government has a primary responsibility to provide accurate and timely information to the public regarding conditions, threats, and protective measures. To avoid conflicts and confusion, the Emergency Public Information function operates best when centralized and coordinated among all involved jurisdictions, agencies, and organizations.

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8 Administration, Finance and Logistics

8.1 Administration
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67 Emergency management operations that support administration, finance, and logistical processes are primarily conducted within the Logistics and Finance Sections of the EOC and provide for the following:
• Track and document expenses
• Document all actions taking during emergency operations • Procure necessary equipment, resources, and additional support • Track and document city employee working hours
• Manage continuity of operations (COOP) for the city
• Develop staff rotation schedules for extended operations • Manage compensation and claims related to emergency operations • Track and document the deployment and utilization of resources • Manage additional staff and volunteers to support emergency operations • Manage financial and in-kind donations
• Oversee and manage information technology components and issues as they arise
• Other actions as appropriate

8.1.1 City Emergency Operations Policy Statement
Limitations: Due to the nature of emergency response, the outcome is not easy to predict. Therefore, it should be recognized that this plan is meant to serve as a guideline and that the outcome of the response may be limited by scope, magnitude, and duration of the event.

Suspension of Routine Activities and Availability of Employees: Day-to-day functions that do not contribute directly to the disaster operation may be suspended for the duration of an emergency. Efforts normally required for routine activities may be redirected to accomplish emergency tasks. During an emergency response, City employees not otherwise assigned emergency disaster related duties will, unless otherwise restricted, be made available to augment the work of their department, or other City departments, if required.

Households of Emergency Response Personnel: City employees may not be at peak efficiency or effectiveness during a disaster if the status of their households is unknown or in doubt. Employees who are assigned disaster response duties are encouraged to make arrangement with other employees, friends, neighbors, or relatives to check on their immediate families in the event of a disaster and to communicate that information to the employee through the City Emergency Operations Center.

Non-Discrimination: All local activities will be carried out in accordance with federal nondiscrimination laws. It is the City’s policy that no service will be denied on the basis of race, religion, national origin, age, sex, marital status, veteran status, sexual orientation, or the presence of any sensory, mental, or physical disability.

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68 Citizen Preparedness: This plan does not substitute government services for individual responsibility. Citizens are expected to be aware of developing events and take appropriate steps to respond in a safe and timely manner. Since the City’s resources and personnel may be overwhelmed at the onset of a disaster event, individuals and organizations should be prepared to be self-sufficient following a disaster. The City will make every effort to provide information to the public via the media and other sources to assist citizens in dealing with the emergency.

8.1.2 Disaster Service Workers
Under California Government Code, Section 3100-3109, all public employees are obligated to serve as Disaster Service Workers. Public employees (civil service) are all persons employed by any county, city, state agency or public district in the State of California. Disaster Service Workers provide services and support during declared emergencies or disasters.

In the event of a major emergency or disaster, City employees may be called upon to perform certain duties in support of emergency management operations, such as:
serve in a position in the Emergency Operations Center, support shelter operations, or work at a logistics base in the field.
• City employees may be required to work at any time during a declared emergency and may be assigned to disaster service work
• Assignments may require service at locations, times and under conditions other than normal work assignments
• Assignment may include duties within the Emergency Operation Center, in the field or at another designated location
Under no circumstances will City employees that do not usually have a response role in their day-to-day responsibilities be asked to perform duties or functions that are hazardous, that they have not been trained to perform or are beyond their recognized capabilities.

8.1.3 Documentation
The Emergency Operations Center Finance/Administration Section will be responsible for maintaining records on damage assessment expenditures, recovery cost expenditures, insurance related documents, personnel overtime and other cost associated with the emergency.

The Emergency Operations Center Planning Section will maintain copies of documents that are integral to Emergency Operation Center functions such as Emergency Operation Center Action Plans, Situation Status Logs, Position Logs etc. that together make up the history and chronology of the emergency events.

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69 8.2 Finance
In the case of a major disaster, the Emergency Operations Center will support county, state, and federal entities with cost recovery efforts, if requested and as able. City citizens may benefit from the Small Business Administration, and the City may benefit from the State and/or the Federal Emergency Management Agency Public Assistance Program. The City may assist the citizenry with public service announcement regarding available unemployment benefits, worker’s compensation, and insurance benefits.

8.2.1 Expenditure Tracking
The city may be reimbursed for insurance, state and/or federal sources for disasterrelated expense. The purpose of this section is to provide guidance on the record keeping requirements for claiming such expenses.

8.2.2 Eligible Expenses
Eligible costs are extraordinary costs incurred while providing emergency services required by the direct impact of a declared disaster and which service is the responsibility of the applicant agency. Eligible costs are generally considered to be the net costs over and above any increased revenue or subsidy of the emergency service.

Ineligible expense includes costs for standby personnel and/or equipment and lost revenue.

8.2.3 Recordkeeping Requirements
State and federal governments require detailed information to support claims for reimbursement. Funding will be approved or denied based upon the information supplied by applicant agencies. Documentation supporting all cost claimed will be required, and all information must relate back to individual original source records. The following guidelines should be followed when documenting disaster-related reimbursable expenses:
• Costs and revenue associated with emergency operations should be segregated from normal operating expenses
• Separate records should be maintained for each vehicle and piece of heavy equipment used for emergency operations
• Vehicles and equipment documentation should include the limes and/or hours operated by location and operator
• Vehicle operating expenses should include fuel, tires, and maintenance • Labor costs should be compiled separate from vehicle and/or equipment expenses
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70 • Equipment documentation should include exactly where the equipment was used and for what; hours and minutes used; and the name of the equipment operator if applicable
• Revenues and subsidies for emergency operations must be subtracted from any costs claimed
• Requisitions, purchase orders, and invoices must be maintained for all supplies, materials and equipment expenses claimed
• Costs for supplies and materials must include documentation of exactly where resources were used and for what purpose
• All non-competitive procurements must be justified
Expenditure tracking should commence upon notice or obvious occurrence of a disaster. The following section focuses on logistics and resource management, priorities, and requests.

8.3 Logistics

8.3.1 Resource Management
The resource management function describes the system that will be utilized for identifying available resources within the City to enable timely, efficient, and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under the NIMS includes mutual aid and assistance agreements, the use of special federal, state, territorial, tribal, and local teams, and resource mobilization protocols. This function specifically includes the management of personnel for emergency management operations and addresses necessary coordination efforts with local jurisdictions to secure necessary support and resources.

8.3.2 Resource Priorities
When activated, the City Emergency Operations Center establishes priorities for resource allocation during the emergency. All City resources are considered part of a pool, which may be allocated by the Emergency Operations Center to fulfill priority missions. Each department retains control of its non-assigned resources until released for an emergency assignment by the Emergency Operations Center.

8.3.3 Resource Requests
Resource requests will be made through one of the following processes:
• Discipline-specific (usually Fire and Law) mutual aid systems: Request for resources that are normally within the inventories of the mutual aid system will go City of Coalinga
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71 from local coordinator to Operational Area Mutual Aid Coordinator to the Regional Mutual Aid Coordinator.
• All other resource request will be made through the logistics function at each level.

Resource request from the City will be coordinated with the Fresno Operational Area Emergency Operations Center to determine if the resource is available internally or other more appropriate sources located within the Operational Area. Emergency Management Mutual Aid Coordinators at each level will keep the Operations Chief informed of the status of resource request and allocations. Coordinators at each level will communicate and coordinate with each other to maintain current status on resource requests and allocations within the disaster area.

Resource requests from the City Emergency Operations Center to the Fresno Operational Area Emergency Operations Center may be verbally requested and then documented. Available resources will be allocated to the requesting local government, if a request for a specific resource exceed the supply, the available resources will be allocated consistent with the priorities established through the action planning process.

The Section Chiefs in the Emergency Operations Center are responsible for ensuring that priorities are followed.

Resource requests for equipment, personnel, or technical assistance not available to the City should be coordinated with the Los Angeles County Emergency Operations Center to the Southern Region Regional Emergency Operations Center. Once the request is coordinated, approved and resources deployed, planning in coordination with various Operational Branches, is important for tracking the resources.

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73 9 Plan Development and Maintenance
This section of the City EOP discusses the overall approach to plan development and maintenance responsibilities.

This plan is developed under the authority of the City Manager’s office and in accordance with the City’s Emergency Organization (the City Fire Department) who has the primary responsibility for ensuring that necessary changes and revisions to this plan are prepared, coordinated, published, and distributed. The City uses the planning process prescribed by the Federal Emergency Management Agency and the State of California. This Plan and supporting documentation are reviewed and updated on a regular basis. The review and updates are coordinated with City Departments and Fresno County.

9.1 Administrative Practices
Adherence to standard administrative and financial procedures is critical to ensure resources and funding to support response and recovery activities are accurately tracked and accounted for. Standard administrative and financial practices also support proper cost accounting in order to obtain any reimbursement provided through disaster assistance programs.

The City follows administrative practices required by state law and the SEMS Guidelines in Part III of the SEMS Guidelines documents California’s Emergency Management administrative practices.

9.2 Standard Operating Procedures (SOP)
This Plan is intended to be used in conjunction with county, operational area, and State plans and associated SOPs. Where supporting plans are inconsistent with the general principles described in the State Emergency Plan, the state plan will supersede supporting plans.

SOPs provide the purpose, authorities, duration, and details for the preferred method or performing a single function or a number of interrelated functions in a uniform manner.

SOPs must also facilitate the need to carry out actions under conditions that may not have been anticipated when the SOP was drafted. For example, it may be necessary to consider alternative procedures that solve a problem in order to perform in a more time-efficient or cost-efficient way. It is clear; therefore, some procedures may need to be suspended, relaxed, or made operational under threat of disaster. However, such action should be carefully considered, and the consequences should be projected realistically.

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74 9.3 Training and Exercises
All city department personnel that are designated responsible for staffing the EOC are required to complete training related to emergency management operations. All designated personnel will be provided a copy of this plan (as noted in the Record of Distribution section of this plan) and are required to read and become familiar with the plan.

A multi-year training and exercise plan (MYTEP) will be developed and followed that will identify and prioritize the levels of training and exercises the city will follow. This MYTEP should, as best as possible, align with other trainings and exercises within the operational area to ensure practice and integration with OA partners as often as possible.

Partner jurisdictions and agencies having assigned responsibilities under this plan must ensure their assigned personnel are properly trained to carry out identified responsibilities. Individual jurisdictions and agencies are responsible for maintaining their own plans, training, and program maintenance.

Additionally, the City may opt to include and have EOC personnel participate in the Cal OES EOC credentialling program, which credentials EOC staff in specific EOC positions and helps ensure that personnel possess the minimum knowledge, skills, and experience necessary to execute emergency management EOC activities safely and effectively. Additional information on the Cal OES EOC credentialling program can be found: https://www.caloes.ca.gov/cal-oes-divisions/california-specialized-traininginstitute/credentialing-certificate-programs/eoc-position-credentialing-program Finally, training and exercises involve a variety of scopes, scales, and participation.

Training can include the following:

Drills. A drill is a small, organized exercise that tests one specific action, such as evacuation of a building, or sheltering-in-place.

Tabletop exercises. A tabletop exercise is a discussion-based exercise in a low-stress environment to discuss a possible emergency scenario.

Functional exercise. A functional exercise is an activity designed to exercise a single function, or multiple functions through the simulation of a realistic scenario. The functional exercise is designed to simulate real conditions in the EOC, and as such includes time constraints on decision making and, by its nature, allows for a more stressful environment.

Full-scale exercise. A full-scale exercise is an activity involving multiple agencies, jurisdictions, entities, organizations, etc., and exercises multiple functions through the simulation of a realistic scenario. This exercise includes the mobilization and utilization of city resources.

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Maintenance of administrative records continues through all phases of an emergency.

In preparation for an emergency, training and appropriate forms are provided to the city’s emergency response organization. During a response, entities ensure adequate documentation is collected through the Documentation Unit at the Incident and EOC.

Documentation should include records of personnel activities, use of equipment, and expenditures for the emergency. Finally, after the response has been terminated, records should be protected and maintained for audit purposes. The Cost Unit is responsible for cost recovery records and assisting in collecting any missing information.

Problem areas are identified, corrective measures taken, and employees retrained in the proper, updated procedures.

9.5 After Action Reports and Corrective Actions
SEMS regulations require local government agencies, to complete an After-Action Report (AAR) for each Governor proclaimed emergency. After an incident or from a gubernatorial proclamation, the AAR is completed within 120 days. Furthermore, SEMS regulations under Title XIX, Division 2, Chapter 1, Section 2450(a) requires any federal, state, or local jurisdiction proclaiming or responding to a Local Emergency for which the governor has declared a State of Emergency or State of War Emergency shall complete and transmit an AAR to Cal OES within 90 days of the close of the emergency period.

The identification of corrective actions is critical to the AAR process. Jurisdictions are strongly encouraged to make recommendations for correcting problems noted in the response/recovery effort, or during exercises and training. Corrective actions may encompass anything from detailed recommendations for improving individual agency plans and procedures to broader system-wide improvements. Corrective actions are assigned to relevant stakeholders and tracked to ensure the identified problem has been addressed.

The AAR will provide, at a minimum:
• Response actions that were taken.
• Application of SEMS during response.
• Necessary modifications to plans and procedures that are needed. • Lessons learned.
• Noted areas of improvement.
• Best practice implementations proposed.
• Training needed.
• Recovery activities conducted to date.
• Additional information as appropriate.

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76 Findings and recommendations in the contents of the AAR will be used to further develop and update the city EOP, as necessary. AAR development will include the input of all personnel involved in the incident or exercise.

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78 10 Authorities and References

FEDERAL
Authorities
• Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, 42 U.S.C. 5121, et seq., as amended
• Homeland Security Presidential Directive 5, Management of Domestic Incidents, February 28, 2003
• Homeland Security Presidential Directive 8, National Preparedness, December 17, 2003
• The Code of Federal Regulations, Title 44, Chapter 1, Federal Emergency Management Agency, October 1, 2007
• Public Law 920, Federal Civil Defense Act of 1950, as amended • Public Law 84-99, U.S. Army Corps of Engineers - Flood Fighting • Public Law 93-288, Federal Disaster Relief Act of 1974 • Public Law 107-188, Bio-terrorism Act, June 2002
• Public Law 107-296, Homeland Security Act, January 2002 • Executive Order 13228, Office of Homeland Security, October 8, 2001 • Executive Order 13231, Critical Infrastructure Protection, October 16, 2001 • Executive Order 13234, Citizens Prepared, November 9, 2001 • Presidential Decision Directive 39 - U.S. Policy on Counterterrorism, June 1995 • Presidential Decision Directive 62 - Combating Terrorism, May 1998 • Presidential Decision Directive 63 – Critical Infrastructure Protection, May 1998 • National Security Presidential Directive 17 - National Strategy to Combat Weapons of Mass Destruction
References
• National Response Framework (as revised)
• National Incident Management System
• Federal Emergency Management Agency’s (FEMA) Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining Emergency Operations Plans, November 2020, Version 3.0 (draftv0.5)
STATE
Authorities
• California Disaster Assistance Act, California Government Code Section 8680 et. seq. • California Disaster and Civil Defense Master Mutual Aid Agreement • California Government Code, Title 1, Chapter 4, Division 8, Section 3100 - Disaster Service Workers
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• California Government Code, Title 2, Division 1, Chapter 7 – California Emergency Services Act
• California Government Code, Title 19, Division 2 – Standardized Emergency Management System
• California Water Code, § 128-Department of Water Resources - Flood Fighting References
• Standardize Emergency Management System
• California Disaster Assistance Act
• California State Emergency Plan, October 1, 2017
COUNTY
Authorities
• There may be a Fresno County Emergency Serves Code of Ordinances or something similar. But it is not listed in their plan. We should inquire with your County Rep to verify the authority.

References
• Community Risk Assessment & Standards of Cover, Strategic Plan Development, Coalinga Fire Department, June 2021.

CITY
• City Resolution No. X adopting the Emergency Operations Plan, Basic Plan, on Month DD, YYYY.
• City, California Municipal Code, Chapter X, Article X, Section X City of Coalinga
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11 Appendix A - Acronyms
Action Plan (AP)
After Action Report (AAR)
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California Emergency Services Act (ESA)
Continuity of Government (COG)
Continuity of Operations (COOP)
Department Operations Center (DOC)
Emergency Management Assistance Compact (EMAC)
Emergency Operations Center (EOC)
Emergency Operations Plan (EOP)
EOC Action Plan (EAP)
Incident Action Plan (IAP)
Incident Commander (IC)
Incident Command Post (ICP)
Incident Command System (ICS)
Joint Information Center (JIC)
Multiagency Coordination Group (MAC Group)
Multiagency Coordination System(s) (MACS)
Multi-year Training and Exercise Plan (MYTEP)
National Incident Management System (NIMS)
National Response Framework (NRF)
Operational Area (OA)
Public Information Officer (PIO)
Regional Emergency Operations Center (REOC)
The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) Standard Operating Procedure (SOP)
Standardized Emergency Management System (SEMS)
State Operations Center (SOC)
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83 12 Appendix B – Glossary of Terms
Action Plan (AP): See EOC Action Plan and Incident Action Plan.

Activation: 1) Initial activation of an EOC may be accomplished by a designated official of the emergency response agency that implements SEMS as appropriate to accomplish the agency's role in response to the emergency. 2) An event in the sequence of events normally experienced during most emergencies.

After Action Report (AAR): A report that examines response actions, application of SEMS, modifications to plans and procedures, training needs, and recovery activities.

AARs are required under SEMS after any emergency that requires a gubernatorial state of emergency proclamation. Local government AARs must be submitted to Cal OES within 90 days.

Agency: A division of government with a specific function offering a particular kind of assistance. In the Incident Command System (ICS), agencies are defined either as jurisdictional (having statutory responsibility for incident management) or as assisting or cooperating (providing resources or other assistance). Governmental organizations are most often in charge of an incident, though in certain circumstances private sector organizations may be included. Additionally, Non-Governmental Organizations (NGO) may be included to provide support. All-Hazards: Any incident, natural or humancaused, that warrants action to protect life, property, environment, public health, or safety, and minimize disruptions of government, social, or economic activities.

California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA): An agreement entered by and between the State of California, its various departments and agencies, and the various political subdivisions, municipal corporations, and public agencies of the State of California to assist each other by providing resources during an emergency. Mutual Aid occurs when two or more parties agree to furnish resources and facilities and to render services to each other in response to any type of disaster or emergency. California Emergency Support Functions (CA-ESF): The CA-ESFs are a grouping of State agencies, departments, and other stakeholders with similar functional activities/responsibilities whose responsibilities lend to improving the state’s ability to collaboratively prepare for, effectively mitigate, cohesively respond to, and rapidly recover from any emergency. CA-ESFs unify a broad-spectrum of stakeholders with various capabilities, resources, and authorities to improve collaboration and coordination for a particular discipline. They also provide a framework for the state government to support regional and community stakeholder collaboration and coordination at all levels of government and across overlapping jurisdictional boundaries.

California Emergency Services Act (ESA): An Act within the California Government Code to ensure preparations within the state will be adequate to deal with natural, human-caused, or war-caused emergencies which result in conditions of disaster or in City of Coalinga
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84 extreme peril to life, property, and the natural resources of the state, and generally to protect the health and safety and preserve the lives and property of the people of the state.

Catastrophe: Any natural or human-caused incident, including terrorism that results in extraordinary levels of mass casualties, damage, or disruption severely affecting the population, infrastructure, environment, economy, national morale, and/or government functions.

Command: The act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority.

Command/Management: Command is responsible for the directing, ordering, and/or controlling of resources at the field response level. Management is responsible for overall emergency policy and coordination at the SEMS EOC levels.

Command Post: See Incident Command Post.

Command Staff: The Command Staff at the SEMS Field Level consists of the Information Officer, Safety Officer, and Liaison Officer. They report directly to the Incident Commander. They may have an assistant or assistants, as needed. These officers are also found at the EOC levels in SEMS, and they report directly to the EOC Director and comprise the Management Staff. They may have an assistant or assistants, as needed.

Communications: Process of the transmission of information through verbal, written, or symbolic means.

Continuity of Government (COG): Activities that address the continuance of constitutional governance. COG planning aims to preserve and/or reconstitute the institution of government and ensure that a department or agency’s constitutional, legislative, and/or administrative responsibilities are maintained. This is accomplished through succession of leadership, the pre-delegation of emergency authority, and active command and control during response and recovery operations.

Continuity of Operations (COOP): Planning should be instituted, including all levels of governments, across the private sector and non-governmental organizations as appropriate, to ensure the continued performance of core capabilities and/or critical government operations during any potential incident.

Coordination: The process of systematically analyzing a situation, developing relevant information, and informing appropriate command authority of viable alternatives for selection of the most effective combination of available resources to meet specific objectives. The coordination process (which can be either intra- or inter-agency) does not involve dispatch actions. However, personnel responsible for coordination may perform command or dispatch functions within the limits established by specific agency delegations, procedures, legal authority, etc.

Multiagency or interagency coordination is found at all SEMS levels.

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85 Coordination Center: Term used to describe any facility used for the coordination of agency or jurisdictional resources in support of one or more incidents.

Corrective Actions: Implementing procedures based on lessons learned from actual incidents or from training and exercises.

Cost Unit: Functional unit within the Finance/Administration Section responsible for tracking costs, analyzing cost data, making cost estimates, and recommending cost-saving measures.

Critical Infrastructure: Systems and assets, whether physical or virtual, so vital to the United States that the incapacity or destruction of such systems and assets would have a debilitating impact on security, national economic security, national public health or safety, or any combination of those matters.

Demobilization: The orderly, safe, and efficient return of an incident resource to its original location and status.

Department Operations Center (DOC): An Emergency Operations Center (EOC), specific to a single department or agency where the focus is on internal agency incident management and response. They are often linked to and, in most cases, are physically represented in a combined agency EOC by authorized agent(s) for the department or agency.

Disaster: A sudden calamitous emergency event bringing great damage, loss, or destruction.

Division: The partition of an incident into geographical areas of operation. Divisions are established when the number of resources exceeds the manageable span of control of the Operations Section Chief. A Division is located within the ICS organization between the Branch and resources in the Operations Section.

Documentation Unit: Functional unit within the Planning/Intelligence Section responsible for collecting, distributing, recording, and safeguarding all documents relevant to an incident or within an EOC.

Emergency: Any incident(s), whether natural or human-caused, that requires responsive action to protect life or property. Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an emergency means any occasion or instance for which, in the determination of the President, federal assistance is needed to supplement state and local efforts and capabilities to save lives, protect property and public health and safety, or to lessen or avert the threat of a catastrophe in any part of the United States.

Emergency Management Assistance Compact (EMAC): A congressionally ratified organization that provides form and structure to interstate mutual aid. Through EMAC, a City of Coalinga
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86 disaster-affected state can request and receive assistance from other member states quickly and efficiently, resolving two key issues upfront: liability and reimbursement.

Emergency Management Community: The stakeholders in emergency response in California including the residents of California, the private sector and federal, state, local, and tribal governments.

Emergency Operations Center (EOC): The physical location at which the coordination of information and resources to support incident management (on-scene operations) activities normally takes place. An EOC may be a temporary facility or may be located in a more central or permanently established facility, perhaps at a higher level of organization within a jurisdiction. EOC may be organized by major functional disciplines (e.g., fire, law enforcement, and medical services), by jurisdiction (e.g., federal, state, regional, tribal, city, county), or some combination thereof.

Emergency Operations Plan (EOP): The ongoing plan maintained by various jurisdictional levels for responding to a wide variety of potential hazards.

Emergency Response Agency: Any organization responding to an emergency, or providing mutual aid support to such an organization, whether in the field, at the scene of an incident, or to an operations center.

Emergency Response Personnel: Personnel affiliated with or sponsored by emergency response agencies.

EOC Action Plan: The plan developed at SEMS EOC levels, which contains objectives, actions to be taken, assignments, and supporting information for the next operational period.

Essential Facilities: May include facilities such as law enforcement, fire, emergency operations centers, schools, medical facilities, and other resources that have a role in an effective and coordinated emergency response.

Evacuation: Organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or potentially dangerous areas and their reception and care in safe areas.

Federal: Of or pertaining to the federal government of the United States of America.

Finance/Administration Section: The section responsible for all administrative and financial considerations surrounding an incident or EOC activation.

Function: Function refers to the five major activities in ICS: Command, Operations, Planning, Logistics and Finance/Administration. The same five functions are also found at all SEMS EOC Levels. At the EOC, the term Management replaces Command. The term function is also used when describing the activity involved, (e.g., the planning function). A sixth function, Intelligence/Investigations, may be established, if required, to meet emergency management needs.

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87 Group: Established to divide the incident management structure into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division. Groups, when activated, are located between branches and resources in the Operations Section. See Division.

Hazard: Something that is potentially dangerous or harmful, often the root cause of an unwanted outcome.

Incident: An occurrence or event, natural or human-caused, which requires a response to protect life or property. Incidents can, for example, include major disasters, emergencies, terrorist attacks, terrorist threats, civil unrest, wildland and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, tsunamis, war-related disasters, public health and medical emergencies, and other occurrences requiring an emergency response.

Incident Action Plan (IAP): An oral or written plan containing general objective reflecting the overall strategy for managing an incident. It may include the identification of operational resources and assignments. It may also include attachments that provide direction and important information for management of the incident during one or more operational periods. At the SEMS EOC Level, it is called the EOC Action Plan.

Incident Command: Responsible for overall management of the incident and consists of the Incident Commander, either single or unified command, and any assigned supporting staff.

Incident Commander (IC): The individual responsible for all incident activities, including the development of strategies and tactics, and the ordering and the release of resources. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site.

Incident Command Post (ICP): The field location where the primary functions are performed. The ICP may be co-located with the incident base or other incident facilities.

Incident Command System (ICS): A standardized on-scene emergency management construct specifically designed to provide for the adoption of an integrated organizational structure that reflects the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the management of resources during incidents. It is used for all kinds of emergencies and is applicable to small as well as large and complex incidents. ICS is used by various jurisdictions and functional agencies, both public and private, to organize field-level incident management operations.

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88 Information: Pieces of raw, unanalyzed data that identifies persons, evidence, events; or illustrates processes that specify the occurrence of an event. May be objective or subjective and is intended for both internal analysis and external (news media) application. Information is the “currency” that produces intelligence.

Intelligence: Product of an analytical process that evaluates information collected from diverse sources, integrates the relevant information into a cohesive package, and produces a conclusion or estimate. Information must be real, accurate, and verified before it becomes intelligence for planning purposes. Intelligence relates to the specific details involving the activities of an incident or EOC, and current and expected conditions, and how they affect the actions taken to achieve operational period objectives. Intelligence is primarily intended for internal use and not for public dissemination. Intelligence/Investigations: Intelligence gathered within the Intelligence/Investigations function is information that either leads to the detection, prevention, apprehension, and prosecution of criminal activities (or the individual(s) involved) including terrorist incidents or information that leads to determination of the cause of a given incident (regardless of the source) such as public health events or fires with unknown origins. This is different from the normal operational and situational intelligence gathered and reported by the Planning Section.

Joint Information Center (JIC): A facility established to coordinate all incident-related public information activities. It is the central point of contact for all news media. Public information officials from all participating agencies should co-locate at the JIC.

Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority. Jurisdictional authority at an incident can be political or geographical (e.g., federal, state, tribal, and local boundary lines) or functional (e.g., law enforcement, public health).

Key Resources: Any publicly or privately controlled resources essential to the minimal operations of the economy and government.

Local Government: According to federal code36a county, municipality, city, town, township, local public authority, school district, special district, intrastate district, council of governments (regardless of whether the council of governments is incorporated as a nonprofit corporation under state law), regional or interstate government entity, or agency or instrumentality of a local government; an Indian tribe or authorized tribal entity, or in Alaska a Native village or Alaska Regional Native Corporation; a rural community, unincorporated town or village, or other public entity.

Logistics: Providing resources and other services to support incident management.

Logistics Section: The section responsible for providing facilities, services, and material support for an incident or EOC activation.

Management Staff: See Command Staff.

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89 Mitigation: Provide a critical foundation in the effort to reduce the loss of life and property from natural and/or human-caused disasters by avoiding or lessening the impact of a disaster and providing value to the public by creating safer communities.

Mitigation seeks to fix the cycle of disaster damage, reconstruction, and repeated damage. These activities or actions, in most cases, will have a long-term sustained effect.

Mobilization: The process and procedures used by all organizations - federal, state, tribal, and local - for activating, assembling, and transporting all resources that have been requested to respond to or support an incident.

Multiagency Coordination Group (MAC Group): Typically, administrators/executives, or their appointed representatives, who are authorized to commit agency resources and funds, are brought together and form MAC Groups. MAC Groups may also be known as multiagency committees, emergency management committees, or as otherwise defined. It can provide coordinated decision-making and resource allocation among cooperating agencies and may establish the priorities among incidents, harmonize agency policies, and provide strategic guidance and direction to support incident management activities.

Multiagency Coordination System(s) (MACS): Multiagency coordination systems provide the architecture to support coordination for incident prioritization, critical resource allocation, communications systems integration, and information coordination. The elements of multiagency coordination systems include facilities, equipment, personnel, procedures, and communications. Two of the most commonly used elements are EOC and MAC Groups. These systems assist agencies and organizations responding to an incident. Mutual Aid Agreements and/or Assistance Agreements: Written or oral agreements between and among agencies/organizations and/or jurisdictions that provide a mechanism to quickly obtain emergency assistance in the form of personnel, equipment, materials, and other associated services. The primary objective is to facilitate rapid, short-term deployment of emergency support prior to, during, and/or after an incident.

Mutual Aid Coordinator: An individual at the local government, Operational Area, Region or State Level that is responsible to coordinate the process of requesting, obtaining, processing, and using mutual aid resources. Mutual Aid Coordinator duties will vary depending upon the mutual aid system.

Mutual Aid Region: A mutual aid region is a subdivision of Cal OES established to assist in the coordination of mutual aid and other emergency operations within a geographical area of the state, consisting of two or more Operational Areas.

National: Of a nationwide character, including the federal, state, tribal, and local aspects of governance and policy.

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90 National Incident Management System (NIMS): Provides a systematic, proactive approach guiding government agencies at all levels, the private sector, and nongovernmental organizations to work seamlessly to prevent, protect against, respond to, recover from, and mitigate the effects of incidents, regardless of cause, size, location, or complexity, in order to reduce the loss of life or property and harm to the environment.

National Response Framework (NRF): A guide to how the nation conducts all-hazards incident management. Non-governmental Organization (NGO): An entity with an association based on the interests of its members, individuals, or institutions. It is not created by a government, but it may work cooperatively with the government. Such organizations serve a public purpose, not a private benefit. Examples of NGO include faith-based charity organizations and the American Red Cross.

Officer: 1) The ICS title for the personnel responsible for the Command Staff (Management Staff at EOC) positions of Safety, Liaison, and Public Information. 2) One who holds an office or post; especially one elected or appointed to a position of authority or trust in a corporation, government, institution, etc.

Operational Area (OA): An intermediate level of the state emergency organization, consisting of a county and all other political subdivisions within the geographical boundaries of the county.

Operational Period: The time scheduled for executing a given set of operation actions, as specified in the Incident Action Plan. Operational periods can be of various lengths, although usually last 12-24 hours.

Operations Section: The section responsible for all tactical incident operations and implementation of the Incident Action Plan. In ICS, it normally includes subordinate branches, divisions, and/or groups. At the SEMS EOC levels, the section is responsible for the coordination of operational activities. The Operations Section at an EOC contains branches, groups, or units necessary to maintain appropriate span of control.

Organization: Any association or group of persons with like objectives. Examples include, but are not limited to, governmental departments and agencies, private sector, and/or non-governmental organizations.

Planning Section: The section responsible for the collection, evaluation, and dissemination of operational information related to the incident or EOC activities and for the preparation and documentation of the IAP or EOC action plan, respectively. This section also maintains information on the current and forecasted situation and on the status of resources assigned to the incident or EOC activation.

Political Subdivisions: Includes any city, city and county, county, tax or assessment district, or other legally authorized local governmental entity with jurisdictional boundaries.

City of Coalinga
Emergency Operations Plan: Base Plan
91 Preparedness: A continuous cycle of planning, organizing, training, equipping, exercising, evaluating, and taking corrective action in an effort to ensure effective coordination during incident response. Within NIMS, preparedness focuses on the following elements: planning, procedures and protocols, training and exercises, personnel qualification and certification, and equipment certification.

Prevention: Actions to avoid an incident or to intervene to stop an incident from occurring. Prevention involves actions to protect lives and property. It involves applying intelligence and other information to a range of activities that may include such countermeasures as deterrence operations; heightened inspections; improved surveillance and security operations; investigations to determine the full nature and source of the threat; public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting or disrupting illegal activity, and apprehending potential perpetrators and bringing them to justice.

Private Sector: Organizations and entities that are not part of any governmental structure. The private sector includes for-profit and not-for-profit organizations, formal and informal structures, commerce, and industry.

Protocols: Sets of established guidelines for actions (which may be designated by individuals, teams, functions, or capabilities) under various specified conditions.

Public Information: Processes, procedures, and systems for communicating timely, accurate, and accessible information on the incident’s cause, size, and current situation; resources committed; and other matters of general interest to the public, responders, and additional stakeholders (both directly affected and indirectly affected).

Public Information Officer (PIO): A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for interfacing with the public and media and/or with other agencies with incident-related information requirements.

Recovery: The development, coordination, and execution of service- and siterestoration plans; the reconstitution of government operations and services; individual, private–sector, non-governmental, and public assistance programs to provide housing and to promote restoration; long-term care and treatment of affected persons; additional measures for social, political, environmental, and economic restoration; evaluation of the incident to identify lessons learned; post-incident reporting; and development of initiatives to mitigate the effects of future incidents.

Regional Emergency Operations Center (REOC): Facilities found at Cal OES Administrative Regions. REOC provide centralized coordination of resources among Operational Areas within their respective regions and between the Operational Areas and the State Level.

City of Coalinga
Emergency Operations Plan: Base Plan
92 Reimbursement: Provide a mechanism to recoup funds expended for incident-specific activities.

Resource Management: Efficient emergency management and incident response requires a system for identifying available resources at all jurisdictional levels to enable timely and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under NIMS includes mutual aid agreements and assistance agreements; the use of special federal, state, tribal, and local teams; and resource mobilization protocols.

Resources: Personnel and major items of equipment, supplies, and facilities available or potentially available for assignment to incident operations and for which status is maintained. Resources are described by kind and type and may be used in operational support or supervisory capacities at an incident or at an EOC.

Response: Activities that address the short-term, direct effects of an incident. Response includes immediate actions to save lives, protect property, and meet basic human needs. Response also includes the execution of EOP and of mitigation activities designed to limit the loss of life, personal injury, property damage, and other unfavorable outcomes. As indicated by the situation, response activities include applying intelligence and other information to lessen the effects or consequences of an incident; increased security operations; continuing investigations into nature and source of the threat; ongoing public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and specific law enforcement operations aimed at preempting, interdicting, or disrupting illegal activity, and apprehending actual perpetrators and bringing them to justice.

Response Personnel: Includes federal, state, territorial, tribal, sub-state regional and local governments, private sector organizations, critical infrastructure owners, and operators, NGO and all other organizations and individuals who assume an emergency management role. Also known as an Emergency Responder.

Safety Officer: A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for monitoring incident operations and advising the IC on all matters relating to operational safety, including the health and safety of emergency responder personnel. The Safety Officer may have assistants.

Section: 1) The organizational level having responsibility for a major functional area of incident or EOC Management, (e.g., Operations, Planning, Logistics, Finance/Administration) and Intelligence/Investigations (if established). The section is organizationally situated between the branch and the Incident Command. 2) A separate part or division as: a. A portion of a book, treatise, or writing. b. A subdivision of a chapter. c. A division of law.

Situation Report: Often contains confirmed or verified information regarding the specific details relating to the incident.

City of Coalinga
Emergency Operations Plan: Base Plan
93 Special District: A unit of local government (other than a city, county, or city and county) with authority or responsibility to own, operate, and maintain systems, programs, services, or projects [(as defined in California Code of Regulations (CCR) Section 2900(s)] for purposes of natural disaster assistance. This may include joint powers authority established under Section 6500 et. seq. of the California Code of Regulations.

Stafford Act: The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) establishes the programs and processes for the federal government to provide disaster and emergency assistance to states, local governments, tribal nations, individuals, and qualified private nonprofit organizations. The provisions of the Stafford Act cover all hazards including natural disasters and terrorist events. Relevant provisions of the Stafford Act include a process for Governors to request federal disaster and emergency assistance from the President. The President may declare a major disaster or emergency.

Standard Operating Procedure (SOP): Complete reference document or an operation manual that provides the purpose, authorities, duration, and details for the preferred method of performing a single function or several interrelated functions in a uniform manner.

Standardized Emergency Management System (SEMS): A system required by California Government Code and established by regulations for managing response to multiagency and multijurisdictional emergencies in California. SEMS consists of five organizational levels, which are activated as necessary: Field Response, Local Government, Operational Area, Region, and State.

Standardized Emergency Management System (SEMS) Guidelines: The SEMS guidelines are intended to assist those responsible for planning, implementing, and participating in SEMS.

Standardized Emergency Management System (SEMS) Regulations: Regulations establishing the Standardized Emergency Management System (SEMS) based upon the Incident Command System (ICS) adapted from the system originally developed by the Firefighting Resources of California Organized for Potential Emergencies (FIRESCOPE) program including those currently in use by State agencies, the Multiagency Coordination System (MACS) as developed by FIRESCOPE program, the Operational Area concept, and the Master Mutual Aid Agreement and related mutual aid systems.

Regulations are found at Title XIX. Division 2. Chapter 1, Section 2400 et. seq.

State: When capitalized, refers to any State of the United States, the District of Columbia, the Commonwealth of Puerto Rico, the Virgin Islands, Guam, American Samoa, the Commonwealth of the Northern Mariana Islands, and any possession of the United States. See Section 2 (14), Homeland Security Act of 2002, Public Law 107−296, 116 Stat. 2135 (2002).

City of Coalinga
Emergency Operations Plan: Base Plan
94 State Operations Center (SOC): The SOC is operated by the California Governor’s Office of Emergency Services at the State Level in SEMS. It is responsible for centralized coordination of state resources in support of the three Regional Emergency Operations Centers (REOC). It is also responsible for providing updated situation reports to the Governor and Legislature.

Strategy: The general plan or direction selected to accomplish incident objectives.

System: An integrated combination of people, equipment, and processes that work in a coordinated manner to achieve a specific desired output under specific conditions.

Technical Assistance: Support provided to state, tribal, and local jurisdictions when they have the resources, but lack the complete knowledge and skills needed to perform a required activity (such as mobile-home park design or hazardous material assessments).

Technical Specialists: Personnel with special skills that can be used anywhere within the SEMS organization. No minimum qualifications are prescribed, as technical specialists normally perform the same duties during an incident that they perform in their everyday jobs and they are typically certified in their fields or professions.

Terrorism: Under the Homeland Security Act of 2002, terrorism is defined as activity that involves an act dangerous to human life or potentially destructive of critical infrastructure or key resources; is a violation of the criminal laws of the United States or of any state or other subdivision of the United States in which it occurs; and is intended to intimidate or coerce the civilian population, or influence or affect the conduct of a government by mass destruction, assassination, or kidnapping. See Section 2 (15), Homeland Security Act of 2002, Public Law107−296, 116 Stat. 2135 (2002).

Threat: An indication of possible violence, harm, or danger.

Tools: Those instruments and capabilities that allow for the professional performance of tasks, such as information systems, agreements, doctrine, capabilities, and legislative authorities.

Unified Command: An ICS application used when more than one agency has incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the designated members of the UC, often the senior person from agencies and/or disciplines participating in the UC, to establish a common set of objectives and strategies and a single IAP.

Unit: The organizational element with functional responsibility for a specific incident planning, logistics, or finance/administration activity.

Vital Records: The essential agency records needed to meet operational responsibilities under national security emergencies or other emergency or disaster conditions (emergency operating records), or to protect the legal and financial rights of the City of Coalinga
Emergency Operations Plan: Base Plan
95 Government and those affected by Government activities (legal and financial rights records).

Volunteer: For purposes of NIMS, a volunteer is any individual accepted to perform services by the lead agency (which has authority to accept volunteer services) when the individual performs services without promise, expectation, or receipt of compensation for services performed. See 16 U.S.C. 742f(c) and 29 CFR 553.101.

EMERGENCY

OPERATIONS PLAN

PART 2: EOC MANAGEMENT & IMPLEMENTATION
CITY OF COALINGA, CA January 2022
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 1

CITY OF COALINGA

EMERGENCY OPERATIONS PLAN
PART 2: EOC MANAGEMENT & IMPLEMENTATION
2021
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 2

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City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 3

EMERGENCY OPERATIONS PLAN
PART 2: EOC MANAGEMENT AND PLAN IMPLEMENTATION
FEBRUARY 2021
This document and supporting training were funded by 2019 PUBLIC AGENCY RISK SHARING AUTHORITY OF CALIFORNIA (PARSAC) Funding.

PREPARED FOR PREPARED BY
City of Coalinga Fire Department The JENNINGS CONSULTING Group San Diego, CA
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 4

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City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 5 Table of Contents
Table of Contents......................................................................................................................... 5 1 EOC Activation ........................................................................................................................ 10

1.1 EOC Purpose ......................................................................................................................... 10

1.2 EOC Facilities......................................................................................................................... 10

1.2.1 Main EOC facility........................................................................................................ 10

1.2.2 Alternate EOC facility................................................................................................ 11

1.2.3 Initial Response........................................................................................................... 11

1.2.3 Levels of EOC Activation .......................................................................................... 11

1.3 EOC Notification/Personnel Recall .................................................................................... 13 2 EOC Operations....................................................................................................................... 16

2.1 Summary of EOC Operations ............................................................................................. 16

2.2 Emergency Operation Center Protocols.......................................................................... 16

2.3 Management Organization................................................................................................ 17

2.4 Resource Management...................................................................................................... 18

2.5 EOC Information Management ......................................................................................... 18

2.6 EOC Action Planning ........................................................................................................... 20

2.7 EOC Coordination................................................................................................................ 21

2.7.1 Field Response/Incident Command ....................................................................... 22

2.7.2 Departmental Operation Centers (DOCs)............................................................. 22

2.7.3 Operation Area.......................................................................................................... 22

2.7.4 Private and Volunteer Agencies.............................................................................. 22

2.7.5 Special Districts........................................................................................................... 23

2.7.6 Regional Emergency Operations Center............................................................... 23

2.7.7 State & Federal Field Response................................................................................ 23

2.7.8 Deactivation............................................................................................................... 24 3 EOC Position Job Aids............................................................................................................. 25

3.1 Management Section ......................................................................................................... 27 JobAid: EOC Director ......................................................................................................... 31 JobAid: EOC Coordinator.................................................................................................. 40 JobAid: Legal Officer.......................................................................................................... 46 JobAid: Liaison Officer........................................................................................................ 50 City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 6 JobAid: Public Information Officer ................................................................................... 56 JobAid: Safety Officer ........................................................................................................ 62

3.2 Operations Section............................................................................................................... 66 JobAid: Operations Chief/Coordinator ........................................................................... 68 JobAid: Fire Branch............................................................................................................. 76 JobAid: Law Branch............................................................................................................ 83 JobAid: Medical/Health Branch ....................................................................................... 89 JobAid: Care & Shelter Branch ......................................................................................... 92 JobAid: Construction & Engineering Branch................................................................... 99 JobAid: Damage & Safety Assessment Unit.................................................................. 106 JobAid: Debris Management Unit .................................................................................. 112 JobAid: Public Works Unit................................................................................................. 116 JobAid: Utilities Unit ........................................................................................................... 120

3.3 Planning & Intelligence Section ....................................................................................... 126 JobAid: Planning & Intelligence Chief/Coordinator.................................................... 128 JobAid: Action Planning Unit........................................................................................... 137 JobAid: Situation Analysis Unit......................................................................................... 142 JobAid: Documentation Unit........................................................................................... 149 JobAid: Advance Planning Unit...................................................................................... 155 JobAid: Resource Status/Tracking Unit .......................................................................... 161 JobAid: Demobilization Unit............................................................................................. 165 JobAid: Technical Specialist Unit .................................................................................... 171 JobAid: Access and Functional Needs (AFN) Specialist ............................................. 176 JobAid: Geographic Information Systems (GIS) Specialist.......................................... 181 JobAid: Social Media Specialist...................................................................................... 188

3.4 Logistics Section.................................................................................................................. 193 JobAid: Logistics Chief/Coordinator .............................................................................. 195 JobAid: Communications & IT Unit ................................................................................. 201 JobAid: Transportation Unit.............................................................................................. 207 JobAid: Personnel Unit...................................................................................................... 212 JobAid: Facilities Unit ........................................................................................................ 229 JobAid: Food Unit.............................................................................................................. 235 JobAid: Donations Management Unit ........................................................................... 240 City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 7 JobAid: Volunteer Coordination Unit............................................................................. 245

3.5 Finance/Administration Section ....................................................................................... 249 JobAid: Finance & Administration Chief/Coordinator................................................. 251 JobAid: Time Keeping Unit............................................................................................... 257 JobAid: Compensation & Claims Unit............................................................................ 261 JobAid: Purchasing Unit ................................................................................................... 265 JobAid: Recovery Unit...................................................................................................... 271 4 EOC Forms & Tools................................................................................................................. 277

4.1 EOC Action Planning ......................................................................................................... 277

4.1.1 Common Operating Picture Guidance ............................................................... 277

4.1.2 Planning P.................................................................................................................. 279

4.1.3 Planning P Meeting Agendas ................................................................................ 280

4.1.4 EOC Action Plan....................................................................................................... 288

4.1.5 EOC Forms................................................................................................................. 300

4.1.6 EOC Reports.............................................................................................................. 302

4.1.7 EOC Plans.................................................................................................................. 304

4.1.8 EOC Guides .............................................................................................................. 304 6 Appendix A – EOC Position Staffing.................................................................................... 306 6 Appendix B – Emergency Recall List................................................................................... 306 6 Appendix C – Community Profile........................................................................................ 307 City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 8 ..................................................................................................................................................... 308 6 Appendix D – Critical Facilities ............................................................................................ 310 City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 9

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City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 10 1 EOC Activation

1.1 EOC Purpose
The City EOC is a central location from which the City can provide inter-agency coordination and executive decision-making in support of incident response and recovery operations. The purpose of the EOC is to provide a centralized location where public safety, emergency response, and support agencies coordinate planning, preparedness, and response activities. The EOC does not command or control onscene response efforts, but does carry out the coordination functions through:

1. Collecting, evaluating and disseminating incident information.

2. Analyzing jurisdictional impacts and setting priority actions; and

3. Managing requests, procurement, and utilization of resources.

The decisions made through the EOC are designed to be broad in scope and offer general guidance on priorities. Information is disseminated through the EOC Manager/Director and tactical decisions are coordinated from field response personnel. The EOC serves as a coordinated link between the Chief Elected Official (CEO) of each jurisdiction and the field personnel coordinating the execution of event priorities.

1.2 EOC Facilities

1.2.1 Main EOC facility
Table 1: EOC Information provides location and logistics data useful for activating the EOC. Figure 1: EOC Area Map shows the EOC location and the surrounding area.

Location Coalinga Fire Station
Address 300 West Elm Street
Phone Number 559-935-1652
Parking Parking located on 7th St in front of fire station or parking lot behind station off of Elm Ave.

Table 1: EOC Information
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 11

1.2.2 Alternate EOC facility
Table 2: Alternate EOC Information provides location and logistics data useful for activating the EOC. Figure 2: Alternate EOC Area Map shows the EOC location and the surrounding area.

Location City of Coalinga City Council Chambers
Address City Hall, 155 West Durian, Coalinga, CA
Phone Number Need phone number
Parking Parking located on Durian Avenue or in parking lot behind City Hall.

Details: Amateur Radio, telephones, television and
computer connections available at the city.

Emergency generator on site
Table 2: Alternate EOC Information

1.2.3 Initial Response
Initial field response operations will be accomplished by the appropriate first responders, City departments, member jurisdictions, volunteer agencies, and segments of the private sector. During initial response operations, field responders will place emphasis on saving lives, property, and the environment, controlling the situation, and minimizing the effects of the emergency. The Incident Command System (ICS) will be used to manage and control the response operations.

The disaster/event may be controlled solely by City emergency responders or with other agencies through the mutual aid system. If the resources available at the field response level are not sufficient to mitigate the situation, the Incident Commander may request that the City Emergency Operations Plan, or the Emergency Operations Center, be activated to support the field operations.

Field Reports. A field report is provided by the incident responders and includes information concerning the nature, severity, and extent of the situation. The information will be used to assess the extent of the disaster/event and determine the appropriate level of response for the City.

1.2.3 Levels of EOC Activation
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 12 The City EOC may be activated as needed to support City emergency operations. The EOC may be activated by one of the following:
• City Manager
• City Fire Chief
• Upon the request of the Field Incident Commander
• Upon the request of the City Council/Disaster Council The City has developed EOC activation criteria that include conditions based on a hazard analysis as well as regulatory requirements. The goal is a rapid EOC activation when it is needed.

Three levels of activation have been identified that will provide EOC staffing commensurate with the coordination needs of varying emergency situations. Table 3:

EOC Activation Criteria, contains the activation criteria for the City EOC.

Activation
Level Detail Eventor Situation
Minimum
Staffing
Three
• Level Three is a minimum
activation. This level may
be used for situations
which initially only require
a few people.
• A Level Three activation is
also called monitoring
level activation.
• The physical EOC facility
may or may not need to
be opened or staffed.
• Events with potential
impacts on the health &
safety of the public
and/or environment
• Weather Alerts
• Incident involving 2 or
more City departments
• Low risk planned event
• Wind or rainstorm
• Power outage and Stage
1 & 2 emergencies

1. EOC Manager

2. Other Designees
(Such as Section
Coordinators,)
Two
• Level Two activation is
normally achieved as an
increase from Level Three
or a decrease from Level
One. This activation level
is used for emergencies or
planned events that
would require more than
a minimum staff but
would not call for a full
activation/staffing.
• A Level Two activation are
also called partial level
activation.
• The physical EOC facility
will need to be opened
and staffed.
• Two or more large
incidents involving 2 or
more departments
• Major wind or rain
• Major scheduled event
• Large scale power
outage and Stage 3
power emergencies
• Hazardous Material
Incident involving large
scale or possible largescale evacuations
• Moderate Earthquake

1. EOC Manager

2. Section
Coordinators

3. Branches & Units
as appropriate

4. Liaison/Agency
Representatives
as appropriate

5. Public Information
Officer
One • Level One activation
involves a complete/full
• Major County/City or
Regional emergency,

1. All EOC as
appropriate
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 13 Activation
Level Detail Eventor Situation
Minimum
Staffing
activation of all EOC
elements & staffing. Level
One would be the initial
activation for any major
emergency requiring
acute State assistance.
• A Level One activation is
also called full level
activation.
• The physical EOC facility
will need to be opened
and fully staffed.
multiple departments with
heavy resource
involvement
• Major Earthquake
• Terrorism threat or incident
Table 3: EOC Activation Criteria

1.3 EOC Notification/Personnel Recall
If activation of the EOC is required the City Manager will act as the EOC Manager/Emergency Director through the duration of the event or until he/she designates an alternate.

Upon notification the City Manager (or his designee), and all recalled personnel shall report to the primary EOC location. Upon notification, personnel should be recalled to the City’s primary EOC location at the Coalinga Fire Department. If that location is not available. or is inaccessible, the alternate EOC will be activated.

The City Manager will notify the following people upon activation of the City’s EOC:
• All City Department Heads
• All EOC Section Coordinators
• Fresno County DMAC
• Police Dispatch Communications Center Supervisor
The EOC Emergency Recall List includes personnel who are part of each SEMS function in the Emergency Operations Center, as well as other technical support employees of the City. The Emergency Recall List will be utilized when directed by the City Manager or designee activates the City EOC when an emergency or disaster affects the City and poses a major threat to life, property, and/or the environment.

Personnel required for recall to the EOC will be determined by the EOC activation level.

The City Managermay consult with the acting Emergency Manager (i.e. the Fire Chief) to determine what positions of the City’s EOC will initially be staffed and requested to report. The EOC responders list includes:
• Employees from City of Coalinga departments and agencies with appropriate authority and expertise.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 14 • Representatives from outside agencies including:
• Special Districts
• Other Government Agencies
• Volunteer Organizations
• Private Sector Organizations
Notification Implementation: Upon EOC activation, Once EOC activation, the Police Department Dispatch Center will be designated as the notification center and will be responsible for making notifications to designated personnel and for executing the Emergency Recall List.

The Emergency Recall list is activated by City Dispatch and will only be implemented when directed by one of the authorities above upon activation of the EOC protocols.

If the City Manager cannot be reached for any reason, other designees will be contacted until someone is reached to assume the EOC Director position.

Based on the information provided by the dispatcher, the EOC Director will determine what parts of the Emergency Alert List will be implemented, including what sections of the City’s Emergency Operations Center will be activated and requested to respond.

Additionally, the City Manager/EOC Director, when appropriate and possible, will personally contact and inform the City Council of the situation in the City. The EOC Director should also ensure that the Operational Area is notified of the situation and of the EOC activation.

The City Emergency Recall List consists of the following sections:
• Management (including Public Information)
• Operations
• Planning and Intelligence
• Finance
• Logistics
Maintenance of Emergency Recall List: The City Clerk, on behalf of the City Manager’s Office, is responsible for maintaining the Emergency Recall List. The City Clerk will ensure that Emergency Recall List is kept current and that the City Manager, Police Dispatch, the Fire Chief and the EOC have current copies of the Emergency Recall List.

Recall Personnel: When notified of an Emergency Recall, personnel should notify their families, retrieve their emergency operations go bag, and report to the designated City Emergency Operations Center. Personnel should be prepared for a lengthy stay, which will be dependent upon the nature of the disaster and its expected duration.

It is the responsibility of each department head to assign at least (1) alternate for each key position. It is also the department head’s responsibility to ensure that all designated alternates have knowledge and training in their EOC assigned job functions.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 15 City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 16 2 EOC Operations

2.1 Summary of EOC Operations
The Standard Emergency Management System (SEMS) is state law, and under SEMS regulations, the City falls under Local Government, one of the five SEMS levels.

As Local Government, the City of Coalinga is an intermediate level of the state's emergency services organization that encompasses the city and all political subdivisions. The City manages and coordinates information, resources and priorities within its boundaries, and serves as the coordination and communication link between the Field Level and the Operational Area.

The City as the Local Government level of SEMS is responsible to do the following:
• Establish coordination and communications with Incident Commanders either; • Through department operations centers to the EOC, when activated or, • Directly to the EOC, when activated
• Use existing mutual aid systems for coordinating fire and law enforcement resources. (Note: the City’s role as the local government does not change the coordination of discipline-specific resources, such as fire, law, and medical/health, through their established mutual aid systems). • Establish coordination and communications between the local government EOC when activated, and any federal, state or local emergency response agency having jurisdiction at an incident within the local government's boundaries. • Use multi-agency or inter-agency coordination to facilitate decisions for overall local government level emergency response activities

2.2 Emergency Operation Center Protocols
The City EOC will provide a central location of authority and information and allow for face-to-face coordination among personnel who must make emergency decisions. The following functions are performed in the City EOC:
• Managing and coordinating emergency operations.
• Receiving and disseminating warning information.
• Developing emergency policies and procedures.
• Collecting intelligence from, and disseminating information to, the various EOC representatives, and, as appropriate, to County/Operational Area, State and Federal agencies or if activated Emergency Operation Centers. • Preparing intelligence/information summaries, situation reports, operational reports, and other reports as required.
• Maintaining general and specific maps, information display boards, and other data pertaining to emergency operations.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 17 • Continuing analysis and evaluation of all data pertaining to emergency operations.
• Controlling and coordinating, within established policy, the operational and logistical support of departmental resources committed to the emergency. • Maintaining contact and coordination with support DOCs and the Operational Area EOC.
• Providing emergency information and instructions to the public, making official releases to the news media and the scheduling of press conferences, as necessary.

Departments with critical response functions may also activate their Department Operation Centers (DOC) that act as conduits of information between field operations and the EOC.

While an in-person EOC is optimal, i the emergency situation is not prevents in-person coordination, the City Manager/EOC Director may opt to run a virtual EOC in which City staff can coordinate remotely.

2.3 Management Organization
The SEMS regulation requires local governments to provide for five functions:
management, operations, planning/intelligence, logistics, and finance/administration.

These functions, as seen in Table 4: SEMS Functions are the basis for structuring the City EOC organization.

Primary SEMS Function Role of Local Government Level
Management
Responsible for overall emergency policy and coordination through joint efforts of governmental agencies and private organizations including public information and emergency communications.

Operations
Responsible for coordinating all jurisdictional operations in support of the emergency response through implementation of the local government’s action plan.

Planning/Intelligence
Responsible for collecting, evaluating, and disseminating information; developing the local government action plan in coordination with other functions; and maintaining
documentation.

Logistics Responsible for providing facilities, services, personnel, equipment, and materials.

Finance/Administration
Responsible for financial activities and other administrative aspects, including documenting all costs and expenditures associated with a declared disaster.

Table 4: SEMS Functions
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 18 The organizational structure for the City EOC provides for:
• Representatives from the Operational Area
• Mutual Aid Coordinators or their representatives from discipline-specific mutual aid systems
• Coordinators for other major functions needed for mutual aid and interjurisdictional coordination • Representatives from other agencies, community-based organizations, private sector, and volunteer service programs to function as liaison between their organizations and the City EOC
• Other functions as needed to carry out the local government responsibilities of the lead agency

2.4 Resource Management
Resource requests from the field and city departments and requests to the operational area level will be made through one of the following processes:
• Discipline-specific mutual aid systems: requests for resources that are normally within the inventories of the mutual aid system will go from local coordinator to Operational Area Mutual Aid Coordinator to Regional Mutual Aid Coordinator. • All other resource requests will be made through appropriate branches in the Operations Section who will then initiate the resource request through the Logistics Section at each level with emphasis on the need for lateral coordination with other EOC functions.

Resource requests from field and city departments will be coordinated within the City EOC to determine if the resource is available within City supplies. Available resources will be allocated as they are available.

If requests for a specific resource exceed the supply, the available resources will be allocated by the Operations Section consistent with priorities established through the action planning process. The EOC Management Staff is responsible for ensuring that priorities are followed.

Resources not available within the City will be requested through the Operational Area level. Resource requests should be coordinated internally at the city/local government level before being placed to the Operational Area level.

Functional coordinators in Operations and Logistics are responsible for tracking resource requests.

2.5 EOC Information Management
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 19 Within the City EOC, the EOC Forms will be used to provide written communications between the Sections, Branches and Units. Each Section, Branch and Unit will use these forms to order disaster/event related resources and to record information to be transmitted to other Sections/Branches/Units. This system provides an audit trail of all pertinent information necessary to document the actions taken by the City during the response to a disaster, rather than every word uttered between the various EOC Staff.

EOC Forms will not replace face-to-face communications but will ensure a paper trail of critical verbal communication is maintained, if not recorded on the individual’s or Section's/Branches'/Units' duty logs. City EOC Forms and other pertinent documents and templates are located in the Form and Tools section of this plan.

Acting as the local government, the City coordinates emergency activities within its boundaries, augmenting, not replacing, any member jurisdiction’s emergency operations. It also serves as the communications link between the field and the Operational Area. It provides a single point of contact for information on the emergency situation, as well as resource needs and priorities.

Transmission of critical information to the Operational Area EOC will be accomplished electronically when possible. via the XXXXXXX, a web-based system that functions as the OA’s prima Preliminary Report, Situation Summary, Status Report, and a Flash Report.

Preliminary Report. The Preliminary Report form will be used by the City to transmit information to the Operational Area Emergency Operations Center during the first two hours after an event.

Situation Summary. The Situation summary is an assessment of the emergency and identifies major incidents/problems and response and recovery priorities. It is intended for use after the first two hours of an event.

Status Report. The Status Report is informational, providing data about the effects of the emergency in several categories. The Status Report and Situation Summary will be transmitted to the State together.

Flash Report. The Flash Report is used to transmit vital and/or time-sensitive information between the State and County/Operational Area outside regularly scheduled Situation Summaries and Status Reports.

Resource requests will be made through one of the following processes:
• Discipline-specific mutual aid systems: Requests for resources that are normally within the inventories of the mutual aid system will go from Local Coordinator to Operational Area Mutual Aid Coordinator to the Regional Mutual Aid Coordinator.
• All other resource requests will be made through the operations and logistics functions at each level.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 20 Resource requests from jurisdictions within the City will be coordinated to determine if the resource is available from other departments or other sources within the City.

Mutual Aid Coordinators at each level will keep the Operations Chiefs informed of the status of resource requests and allocations. Mutual Aid Coordinators at each level will communicate and coordinate with each other to maintain current status on resource requests and allocations within the disaster area.

Resource requests to the Operational Area are usually submitted through CALEOC.

Available resources will be allocated to the requesting local government. 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 Section Chiefs of the Operational Area EOC are responsible for ensuring that priorities are followed.

Resources that are not available within the Operational Area will be requested through the regional level, the State's Inland Region EOC. Resource requests should be coordinated internally at the Operational Area level before being forwarded to the regional level. The Resource Status Unit Leader in the Logistics Section, in coordination with various Operations Branches, is responsible for tracking resource requests.

2.6 EOC Action Planning
The use of action plans in the City EOC ensures a clear and measurable process for identifying objectives and priorities for a given event. Action planning is an important management tool that involves:
• A process for identifying priorities and objectives for emergency response or recovery efforts
• Plans which document the priorities and objectives, and the tasks and personnel assignments associated with meeting the objectives
The action planning process should involve the EOC Director and Section Chiefs (which includes the Chiefs of each Section), along with other EOC staff, as needed, such as special districts, and other agency representatives.

The Planning Section is responsible for facilitating the action planning meeting and completing and distributing the action plan. Action plans are developed for a specified operational period, which may range from a few hours to 24 hours. The operational period is determined by first establishing a set of priority actions that need to be performed. A reasonable time frame is then established for accomplishing those actions.

The action plans need not be complex but should be sufficiently detailed to guide EOC elements in implementing the priority actions.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 21

2.7 EOC Coordination
The emergency response is coordinated under SEMS, which provides a flexible, adaptable and expandable response organization to address all-hazards of varying magnitude and complexity. An EOC is activated to support field operations and ensure continuity of government when an incident threatens government services, requires additional resources beyond the capacity of the responding agency, or when resources exceed that which is available from within the jurisdiction as a whole.

Communications between the field response, DOCs, and the EOC are established when the EOC is activated in support of field operations. Each local government’s EOC will establish communications with the OA EOC and the OA EOC will communicate with the state through the REOC.

Inter-agency coordination inside and outside the EOC is important for:
• Establishing overall priorities
• Allocating critical resources
• Development of strategies for handling multi-agency and multi-jurisdictional response problems
• Sharing information
• Facilitating communications
Inter-agency coordination is an integral part of the functioning of the City’s EOC. The EOC is staffed by representatives from the departments and agencies working together to coordinate the City’s emergency response. Agency representatives from local governments including special districts, community-based organizations, volunteer services programs (VSPs), and private organizations, may also participate with EOC functional elements in coordinating the city response effort. Coordination with agencies not represented in the EOC may be accomplished through telecommunications, satellite, or other electronic means.

In a major emergency, a local jurisdiction EOC might be activated to coordinate and support the overall response. Personnel that are part of a field level emergency response will utilize ICS to manage and direct on-scene operations. Tactical management of responding resources is always under the leadership of the on-site Incident Commander (IC) at the Incident Command Post (ICP). ICs may report to the DOC dispatching resources amongst incidents, which in turn will coordinate with the local EOC. In some City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 22 jurisdictions ICs may report or communicate directly to the local EOC usually to their counterpart in the operations section.

2.7.1 Field Response/Incident Command
City EOC communications and coordination must be established with city field responders who are responding to the emergency. When no Departmental Operations Centers (DOCs) are activated, the Incident Commander(s) operating in the field will report directly to the Operations Section Chief in the City EOC, via the City dispatchers or through other methods that are available.

When City Departments have activated their DOCs, the Field Incident Commander will continue to report directly to the Operations Section Chief in the City EOC and provide status reports to their DOC.

2.7.2 Departmental Operation Centers (DOCs)
The appropriate City EOC Section/Branch/Unit will coordinate with DOCs to obtain information for advance planning, logistical needs, available personnel and equipment resources, and other information as required. The DOCs will assist the City EOC in supporting field operations.

2.7.3 Operation Area
During EOC activation, direct communications and coordination may be established with the Operational Area and any Operational Area member jurisdictions, specifically is emergency incident falls between the City limits and a neighbor jurisdiction. Initially, communications will be established by any means available and with whoever is available, regardless of their functional EOC position. Ideally, communications and coordination with the Operation Area EOC and neighboring City EOCs will occur along functional lines.

Whenever feasible, an agency representative from the City should report to the Operational Area EOC, when the City EOC has been activated. The city representatives will ensure that adequate coordination and information exchange arrangements are made with the Operational Area.

2.7.4 Private and Volunteer Agencies
Coordination of response activities with many non-governmental agencies may occur, primarily at the field level. However, the City EOC will establish coordination with private and volunteer agencies that have multi-jurisdictional or city-wide response roles. The City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 23 agencies that play key roles in the response should have representatives at the City EOC.

Coordination with volunteer and private agencies that do not have representatives in the EOC may be accomplished through telecommunications.

2.7.5 Special Districts
The emergency response role of special districts is generally focused on their normal services or functional area of responsibility. Ideally, the special district involved in the emergency response will have a representative at the City EOC, serving as the focal point of coordination and work with other local government representatives in the EOC.

If a special district is unable to send a representative, then the Liaison Officer in the EOC will be responsible for establishing communications and coordination with the special district. At the writing of this document, the City has no Special Districts under its jurisdiction.

2.7.6 Regional Emergency Operations Center
Direct coordination and communications with the Inland Region Emergency Operations Center (REOC) is essential. There is one primary method and one alternate method for the Operational Area to coordinate with the Regional EOC:
• Primary Method - The REOC sends a field representative to the Operational Area • Alternate Method - The Operational Area and the REOC coordinate through various telecommunications systems
Coordination and communications between the County EOC and the Region EOC will occur between the five SEMS functions. Direct coordination and communications will also be established between the Operational Area Mutual Aid Coordinators, who are located in the County EOC, and the Region's Mutual Aid Coordinator, who are located in the State's Coastal Region EOC. These coordinators may be functioning from their respective Operational Area and regional EOCs or from other locations depending on the situation and the mutual aid system.

2.7.7 State & Federal Field Response
There are some instances where a state or federal agency will be part of a field response in the county. State agency field response may result of a flood fight effort, oil spill, hazardous materials accident or other hazard scenarios. Federal field response could result from the same scenarios or a military aircraft accident, where the federal military authorities are the Incident Commander.

When a state agency or federal agency is involved in field operations, coordination will be established with the City EOC. State or federal agencies operating in the field may be found in any ICS section, branch, or unit; or part of a Unified Command. The incident will determine their location.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 24

2.7.8 Deactivation
Deactivation of the City’s EOC occurs upon order of the EOC Director based on incident status. Deactivation may occur through a gradual decrease in staffing or all at once. OA EOC responders must follow applicable deactivation procedures as directed by the EOC Director and identified in the OA EOC position-specific checklists. The decision to deactivate the City’s EOC will be communicated to the Fresno Operational Areas.

As the EOC is deactivated, all documentation pertaining to the event will be gathered for the purpose of documenting the incident, reimbursement requests, and for use in writing the After Action Report (AAR).

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 25 3 EOC Position Job Aids
The following pages contain functional descriptions and jobaids for each position in the City EOC. Figure 4: EOC Organization Chart below, provides an overview of the City’s EOC organization.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 26 Figure 4: EOC Organization Chart
All of these positions need not be filled in the EOC. This content is intended to match California’s EOC Position Credentialing program and roles. At a minimum, when activated at a Level 3, a City EOC should include General and Management Staff positions:

General Staff
• EOC Director
• Operations Section Chief
• Planning and Intelligence Section Chief
• Logistics Section Chief
• Finance/Admin Section Chief
Management Staff
• EOC Coordinator
• Public Information Officer
• Liaison Officer
• Safety Officer
• Legal Officer
• Private Sector Coordinator
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 27

3.1 Management Section
Figure 5: EOC Management Section
This section contains functional section and position descriptions, responsibilities, and job aids for personnel assigned to the Management Section of the City EOC. Job aids describe the minimum actions that should be accomplished by personnel assigned to functional positions within the section.

Section Overview:
• The Management Section is responsible for overall emergency policy and coordination.

Section Responsibilities Include:
• Overall management and coordination of emergency response and recovery operations
• Oversee and manage all Sections in the EOC.
• Coordinate and liaison with appropriate federal, state, local government, private and volunteer entities
• Establish priorities and resolve demand conflicts
• Prepare and disseminate emergency public information, other essential information and data about impacts and damage
Figure 5: EOC Management Section, above, shows all of the positions that are part of the EOC Management Section.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 28

PAGE IS INTENTIONALLY BLANK
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 29

POSITION

JOB AIDS
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 30 City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 31 JobAid: EOC Director

POSITION

OVERVIEW

• Overall responsibility and authority for the operation of the EOC. • Will assure EOC is staffed and operated at a level commensurate with the emergency.

REPORT

TO
CITY COUNCIL or DESIGNEE

TO ME GENERAL STAFF
• Operations Section
Chief/Coordinator
• Planning/Intelligence Chief
Section Coordinator
• Logistics Section
Chief/Coordinator
• Finance/Administration Section
Chief/ Coordinator

MANAGEMENT STAFF
• EOC Coordinator
• Public Information Officer
• Liaison Officer/Agency
Representative
• Safety Officer
• Legal Officer
• Private Sector Coordinator
PLANS
& REPORTS

• POSITION JOBAID
• ALL ICS FORMS (IF USING)
• EOC-225 FOR PD

CREDENTIALING
• PROCLAMATION

RESOLUTION
GUIDE
• PLANNING “P”
• RECOVERY PLAN/PROJECT

MANAGEMENT

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:

EOC-225 to CALOES | [email protected]
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 32

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
• Establish appropriate EOC staffing level
• Continuously monitor organizational effectiveness and make appropriate changes
Exercise overall management responsibility for the coordination between emergency response agencies in the jurisdiction.
• Alongside General Staff, set jurisdictional priorities for response. • Ensure all department/agency actions support established EOC priorities.

Ensure that inter-agency coordination is accomplished effectively.

ACTIVATION

Determine appropriate level of activation based on known situation Mobilize/Recall appropriate personnel to the EOC for initial activation.

Respond immediately to EOC site and determine operational status. • Obtain briefing from available sources.
• Ensure that EOC is properly set up and ready for operations. • Ensure that EOC check-in procedure is established
(FORM | EOC-211, FORM | EOC-205A)
Ensure that EOC organization and staffing chart is posted and completed (FORM | EOC-207)
Determine needed EOC sections, assign Section Chief/Coordinators and ensure sections are adequately staffed.

Operations Section Chief/Coordinator
Logistics Section Chief/Coordinator
Planning/Intelligence Section Chief/Coordinator
Finance/Administration Section Chief/Coordinator
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 33

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Determine needed Management Staff positions and ensure they are filled as soon as possible.

EOC Coordinator
Public Information Officer
Rumor Control Coordinator
Liaison Officer
Agency Representative
Safety Officer
Ensure telephone and/or radio communications with other EOCs/DOCs is established and functioning.

Schedule the initial EOC Action Planning Meeting
(FORM | EOC-230)
Alongside General Staff, determine what representation is needed at the EOC from other emergency response agencies.

Assign a liaison officer to coordinate outside agency response to the EOC, and if needed, assist in establishing an Inter-Agency Coordination Group.

RESPONSE
Monitor general staff activities to ensure appropriate actions are being taken.

Alongside Public Information Officer, conduct news conferences and review media releases for final approval. Follow established procedure for public information.
(FORM | PRESS RELEASE)
Ensure Liaison Officer is providing and maintaining effective inter-agency coordination.

Based on status reports, establish initial strategic objectives for the EOC.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 34

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Alongside Management Staff, prepare EOC objectives for the initial Action Planning Meeting.
(FORM | EOC-202)
(GUIDE | PLANNING “P” GUIDE)
• Convene Initial Action Planning meeting.
• Ensure that all Section Chief/Coordinators, Management Staff, and key agency representatives are in attendance.
• Ensure appropriate Action Planning procedures are followed. (GUIDE | PLANNING “P” GUIDE)
• Ensure meeting is facilitated appropriately by the
Planning/Intelligence Section,
and consensus among EOC Coordinator, PIO, and Section
Chiefs/Coordinators on objectives for forthcoming operational period.

Assess the situation, define problems, set priorities, and establish strategic and SMART objectives for the
response/recovery period
Determine the Operational Period time frame (i.e., 6-, 8- or 12-hour shifts)
Review and identify the need for additional staffing and/or other resources
When Action Plan is completed by the Planning/Intelligence Section, review, approve and authorize its distribution and implementation. (FORMS | EOC-201, EOC-202, EOC-205A, EOC-207,
EOC-208, EOC-211, EOC-213. EOC-215, EOC-215A,
EOC-230 OR PLAN | EOC ACTION PLAN)
Conduct periodic briefings with general staff to ensure strategic objectives are current and appropriate.

Conduct periodic briefings for elected officials or their representatives. (FORM | EOC-209 OR REPORT | SITUATION STATUS)
If appropriate, issue an Emergency Proclamation, and coordinate local government proclamations with other emergency response agencies. (FORM | PROCLAMATION RESOLUTION)

SHIFT CHANGE/TRANSFER OF DUTIES
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 35

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending

• Provide turnover briefing to position replacement.

• Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period. (FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)

Ensure next shift’s staff are accounted for

Ensure the safety and well-being of staff being dismissed for the operational period

Provide all completed documentation to the Documentation Unit

Follow EOC check out procedures, including signing out
(FORM | EOC-211, FORM | EOC-205A)

DEMOBILIZATION
Authorize demobilization of sections, branches and units when they are no longer required informally or via a plan.
(PLAN | DEMOBILIZATION PLAN)
Notify higher level EOCs and other appropriate organizations of planned demobilization, as appropriate.

Ensure that open actions not completed will be handled after demobilization.

Ensure that all required forms or reports are completed prior to demobilization.

Prepare to provide input to the after-action report.

Proclaim termination of the emergency response and proceed with recovery operations.

TERMINATION
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 36

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Alongside Public Information Officer, make emergency termination notifications to City Council, Response Partners, Community and OP Area.

Provides a final emergency briefing of the event to EOC personnel to include:

Date/time of termination.

Requests all documentation developed during the event
response.

Instructions for support of recovery operations or assembly of the final report.

Time and date of formal debrief to identify issues, lessons learned, and corrective actions.

Instructions for resumption of normal operations.

Determine if a formal Recovery Plan is required based on a review of the technical criteria by:

Length and resources required for investigating and fact-finding activities.

Assessment of property damage efforts require substantial and prolonged coordination and communications with off-site governments, agencies, and/or response organizations.

Number of personal injuries or illnesses requiring protracted follow-up treatment, analysis, and public information.
• Supervise the transition of the EOC from response to recovery operations, as necessary.
• Appoint a recovery manager; the recovery manager will establish a recovery organization and recovery plan.
(GUIDE | RECOVERY PLAN/PROJECT MANAGEMENT)
• Proclaim EOC Deactivate.
• Approve deactivation of other emergency facilities that were opened because of the emergency.

Assists with recovery objectives, as requested for Recovery Plan. (GUIDE | RECOVERY PLAN/PROJECT MANAGEMENT)
Turn over command to Recovery Manager.

Schedule Incident Debriefing.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 37

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
• Assists with the development of a Final AAR.
• Approved final AAR
(REPORT | LOCAL GOVERNMENT AFTER ACTION

REPORT)
Turns in completed job aids, forms, and notes to Documentation Unit.

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 38 Name: Forwarding
Phone #: _______________________
Date: Time: ______________am / pm
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 39

PAGE IS INTENTIONALLY BLANK
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 40 JobAid: EOC Coordinator

POSITION

OVERVIEW

• The EOC Coordinator assists and serves as an advisor to the Emergency Director and General Staff as needed
• Oversees the overall functioning of the emergency operations center

REPORT TO EOC DIRECTOR
PLANS
& REPORTS

• ALL PLANS
• ALL REPORTS
FORMS
& GUIDES

FORMS
• ALL
• POSITION JOBAID
• EOC-225 FOR PD CREDENTIALING
GUIDES
• ALL

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 41

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Facilitate the overall functioning of the EOC.
• Assist and serve as an advisor to the EOC Director and General Staff as needed.
• Provide information and guidance related to the internal functions of the EOC.
• Ensure compliance with operational area emergency plans and procedures.

Assist the Liaison Officer in ensuring proper procedures are in place for directing agency representatives and conducting VIP/visitor tours of the EOC.

ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over jobaid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)
Assist the EOC Director in determining appropriate staffing for the EOC. (FORM | EOC-207)
Provide assistance and information regarding section staffing to all general staff.

RESPONSE
Assist the EOC Director and the General Staff in developing overall strategic objectives as well as section objectives for the EOC Action Plan. (FORM | EOC-202)
(GUIDE | PLANNING “P” GUIDE)
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 42

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Advise the EOC Director on proper procedures for enacting emergency proclamations, emergency ordinances and resolutions, and other legal requirements.
(FORM | PROCLAMATION RESOLUTION)
(GUIDE | LEGAL AUTHORITIES)
Assist the Planning/Intelligence Section in the development, continuous updating, and execution of the EOC Action Plan.
(PLAN | EOC ACTION PLAN)
(GUIDE | PLANNING “P” GUIDE)
Provide overall procedural guidance to General Staff as required.

Provide general advice and guidance to the EOC Director as required.

Ensure that all appropriate notifications are made to same and one level higher EOCs.

Ensure that all communications with appropriate emergency response agencies is established and maintained.

Assist the EOC Director in preparing for and conducting briefings with Management Staff, the agency or jurisdiction policy groups, the media, and the public.
(REPORT | EOC-209) or (REPORT | SITUATION STATUS)
(FORM | PRESS RELEASE)
Assist the Liaison Officer with coordination of all EOC visits.

Aid with shift change activity as required.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 43 (FORM | EOC-211, FORM | EOC-205A)

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending

DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.

Complete all required forms, reports, and other documentation. Provide all completed documentation to the Documentation Unit, prior to your departure.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 44

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name: Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 45

PAGE IS INTENTIONALLY BLANK
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 46 JobAid: Legal Officer

POSITION

OVERVIEW

• Provides legal counsel to the Emergency Services Director / EOC Director and all City / Agency Staff in legal matters pertaining to emergency response and recovery.
• Assists in the preparation of proclamations, ordinances, and other legal documents; and maintains the City’s / Agency’s legal records and reports.

REPORT TO EOC DIRECTOR
PLANS
& REPORTS

SHARES WITH RELEVANT STAKEHOLDERS. NOT RESPONSIBLE FOR
DEVELOPMENT.

FORMS &
GUIDE

FORM
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
• PROCLAMATION RESOLUTION
GUIDE
• LEGAL AUTHORITIES

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES

Advises the Multi-Agency Coordination/Policy Group and/or EOC Director, and the Management and General Staff, as needed, on the legality and/or legal implications of contemplated emergency actions and policies (Reference the California Emergency Services Act, Stafford Act, etc., as necessary).

Establishes areas of legal responsibility and/or potential liabilities.

As needed, prepares documents relative to evacuations, curfews, and demolition of hazardous structures or conditions.

Develops emergency rules, regulations and laws required for acquisition and/or control of critical resources.

ACTIVATION

Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.

Receive situation, section and position briefing from available/appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)
Obtain assistance for position through the Personnel Unit in Logistics, as required.

RESPONSE
Assist as necessary with Emergency Proclamation Resolution Process and Forms.
(FORM | PROCLAMATION RESOLUTION)
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 48

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide technical knowledge of jurisdictional authorities. (GUIDE | LEGAL AUTHORITIES)
Develops emergency rules, regulations and laws required for acquisition and/or control of critical resources.

Prepares documents relative to evacuations, curfews, and demolition of hazardous structures or conditions.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.
• Release agency representatives that are no longer required in the EOC when authorized by the EOC Director.
• Ensure that you collect any documentation from them that would be relevant for after-action report.

Complete all required forms, reports, and other documentation. Provide all completed documentation to the Documentation Unit, prior to your departure.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 49

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 50 JobAid: Liaison Officer

POSITION

OVERVIEW

• Responsible for serving as the point of contact to all internal and external individuals, organizations, agencies and customers
• Oversee all special events, dignitary visits and field liaison positions

REPORT TO EOC DIRECTOR
PLANS
& REPORTS

SHARES WITH RELEVANT STAKEHOLDERS. NOT RESPONSIBLE FOR

DEVELOPMENT
FORMS

• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-209 INCIDENT STATUS SUMMARY
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES

• Oversee all liaison activities, including coordinating outside agency representatives assigned to the EOC.
• Handle requests from other EOCs for EOC agency representatives.

Establish and maintain a central location for incoming agency representatives, providing workspace and support as needed.

Ensuring that position specific guidelines, policy directives, situation reports, and a copy of the EOC Action Plan is provided to Agency Representatives upon check-in.

In conjunction with the EOC Coordinator, provide orientations for VIPs and other visitors to the EOC.

Ensuring that demobilization is accomplished when directed by the EOC Director.

ACTIVATION

Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.

Receive situation, section and position briefing from available/appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)
Obtain assistance for position through the Personnel Unit in Logistics, as required.

RESPONSE
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 52

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Contact Agency Representatives already on-site, ensuring that they:

Have signed into the EOC
Understand their role in the EOC
Know their work locations
Understand the EOC organization and floor plan.

Determine if additional representation is required from:

Community based organizations
Private organizations
Utilities not already represented
Other agencies
Alongside EOC Director and EOC Coordinator, establish and maintain Interagency Coordination Group made up of outside agency representatives and executives not assigned to specific sections within the EOC.
• Assist the EOC Director and EOC Coordinator in conducting regular briefings for the Inter-Agency Coordination Group.
• Assist with distribution of the current EOC Action Plan and Situation Report.
(PLAN | EOC ACTION PLAN)
(FORM | EOC-209) or (REPORT | SITUATION STATUS)
Request that Agency Representatives maintain communications with their agencies and obtain situation status reports regularly.

With the approval of the EOC Director, provide agency representatives from the EOC to other EOCs as required and requested.
• Maintain active roster of agency representatives located at the EOC • Roster should be distributed internally on a regular basis. o (FORM | EOC-211 JUST FOR AGENCY REPRESENTATIVES)
o (FORM | EOC-205A JUST FOR AGENCY

REPRESENTATIVES)

SHIFT CHANGE/TRANSFER OF DUTIES

Provide turnover briefing to position replacement.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 53

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending

Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)

Provide all completed documentation to the Documentation Unit

Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

Complete all required forms, reports, and other documentation. Provide all completed documentation to the Documentation Unit, prior to your departure.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

TERMINATION
Provide Public Information officer with agency roster for final termination notification
(FORM | EOC-211 JUST FOR AGENCY REPRESENTATIVES)
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 54

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 55

PAGE IS INTENTIONALLY BLANK
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 56 JobAid: Public Information Officer

POSITION

OVERVIEW

Responsible for providing news and information on the emergency/disaster to the media, the public, all departments and required agencies.

REPORT TO EOC DIRECTOR
PLANS
& REPORTS

PRESS RELEASES | DEVELOPS
FORMS
& GUIDES

FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• MEDIA CALL
• PUBLIC CALL
• DISASTER ASSISTANCE DIRECTORY
• PRESS RELEASE
• MEDIA BRIEFING SCHEDULE
• EOC-225 FOR PD CREDENTIALING
GUIDE
• MEDIA CENTER/JOINT INFORMATION CENTER
• EMERGECY ALERT SYSTEM NOTIFICATION

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES

Serve as the central coordination point for the agency or jurisdiction for all media releases.

Ensure that the public within the affected area receives complete, accurate, and consistent information about life safety procedures, public health advisories, relief and assistance programs and other vital information.

Coordinate media releases with Public Information Officers at incidents or representing other affected emergency response agencies as required.

Develop the format for press conferences, in conjunction with the EOC Director.

Maintaining a positive relationship with the media representatives.

Supervising the Public Information Branch.

ACTIVATION

Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over jobaid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)
Determine staffing requirements and make required personnel assignments for the Public Information function to the Personnel Unit in Logistics, as required.

RESPONSE
Obtain policy guidance from the EOC Director regarding press releases.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 58

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
• Keep the EOC Director advised of all unusual requests for information and of all major critical or unfavorable media comments. • Recommend procedures or measures to improve media relations.

Coordinate with the Situation Analysis Unit and identify the method for obtaining and verifying significant information as it is developed.

Develop and publish a media-briefing schedule, to include location, format, and preparation and distribution of handout materials. (FORM | MEDIA BRIEFING SCHEDULE)
Implement and maintain an overall information release program.

Establish a Media or Joint Information Center, as required, providing necessary space, materials, telephones, and electrical power. (GUIDE | MEDIA CENTER/JOINT INFORMATION CENTER)
• Maintain up-to-date status boards and other references at the Media or Joint Information Center.
• Provide adequate staff to answer questions from members of the media.

Interact with other EOC PIOs and obtain information relative to public information operations.

Develop content for state Emergency Alert System (EAS) releases if available. Monitor EAS releases as necessary.
(GUIDE | EMERGENCY ALERT SYSTEM NOTIFICATIONS)
In coordination with other EOC sections and as approved by the EOC Director, issue timely and consistent advisories and instructions for life safety, health, and assistance for the public.
• At the request of the EOC Director, prepare media briefings and press releases for members of the agencies or jurisdiction policy groups. • Provide other assistance as necessary to facilitate their participation in media briefings and press conferences.
(FORM | PRESS RELEASE)
Ensure that a rumor control function is established to correct false or erroneous information.

Ensure that adequate staff is available at incident sites to coordinate and conduct tours of the affected areas.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 59

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide appropriate staffing and telephones to efficiently handle incoming media and public calls.
(FORM | MEDIA CALL)
(FORM | PUBLIC CALL)
Prepare, update, and distribute to the public a Disaster Assistance Information Directory, which contains locations to obtain food, shelter, supplies, health services, etc.
(FORM | DISASTER ASSISTANCE DIRECTORY)
Ensure that announcements, emergency information and materials are translated and prepared for special populations (non-English speaking, hearing impaired etc.).

Monitor broadcast media, using information to develop follow-up press releases and rumor control.
(FORM | PRESS RELEASE)
Ensure that file copies are maintained of all information released.

Provide copies of all press releases to the EOC Director for approval. (FORM | USE CURRENT PRESS RELEASES)
Prepare final press releases and advise media representatives of pointsof-contact for follow-up stories.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 60

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Complete all required forms, reports, and other documentation. Provide all completed documentation to the Documentation Unit, prior to your departure.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

TERMINATION
Alongside EOC Director and Liaison Officer, make emergency termination notifications to City Council, Response Partners, Community and OP Area.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 61

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 62 Date: Time: ________________am / pm
JobAid: Safety Officer

POSITION

OVERVIEW

• Responsible for identifying and mitigating safety hazards and situations of potential City / Agency liability during EOC operations. • Ensuring that all facilities used in support of EOC operations have safe operating conditions (building, parking lots, etc.)
REPORT

EOC DIRECTOR
PLANS
& REPORTS

EOC ACTION PLAN | PROVIDES INPUT
ADVANCE PLANS + REPORTS (DEMO, RECOVERY ETC.) |

PROVIDES INPUT
FORMS

• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-208 SAFETY MESSAGE
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-215A SAFETY ANALYSIS
• EOC-225 FOR PD CREDENTIALING

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES

Ensure that all buildings and other facilities used in support of the EOC are in a safe operating condition.

Monitor operational procedures and activities in the EOC to ensure they are being conducted in a safe manner, considering the existing situation and conditions.

Stop or modify all unsafe operations outside the scope of the EOC Action Plan, notifying the EOC Director of actions taken.

ACTIVATION

Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.

Receive situation, section and position briefing from available/appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
• Tour the entire EOC facility and evaluate conditions. • Advise the EOC Director of any conditions and actions that might result in liability, (unsafe layout or equipment set-up, etc.) Study the EOC facility and document the locations of all fire extinguishers, emergency pull stations, and evacuation routes and exits. (FORM | EOC-215a)
Be familiar with particularly hazardous conditions in the facility; act when necessary.

Prepare and present safety briefings for the EOC Director and General Staff at appropriate meetings.
(FORM | EOC-208)
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 64

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
If the event that caused activation was an earthquake, provide guidance regarding actions to be taken in preparation for aftershocks.

Ensure that the EOC facility is free from any environmental threats - e.g., radiation exposure, air purity, water quality, etc.

Keep the EOC Director advised of unsafe conditions; act when necessary.

Coordinate with the Finance/Administration Section in preparing any personnel injury claims or records necessary for proper case evaluation and closure.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.

Complete all required forms, reports, and other documentation. Provide all completed documentation to the Documentation Unit, prior to your departure.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 65

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 66

3.2 Operations Section
Figure 6: EOC Operations Section
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 67 This section contains functional section and position descriptions, responsibilities, and jobaids for personnel assigned to the Operations Section of the City EOC. Jobaids describe the minimum actions that should be accomplished by personnel assigned to functional positions within the section.

Section Overview:
• The Operations Section is primarily responsible for managing the operations of various response elements involved in the disaster/emergency Section Responsibilities Include:
• Fire: Fire/Rescue, Hazardous Materials, Emergency Medical Services, Environmental Preservation
• Law: Coroner, Law Enforcement, Investigations, Security • Care & Shelter: Care and Shelter
• Public Works: Street, Traffic, Utilities, Solid Waste, Wastewater, Parking, Facility and Vehicle Maintenance
• Construction & Engineering: Building Safety, Building Damage, and Safe Access Figure 6: EOC Operations Section, above, shows all the positions that are part of the EOC Operations Section.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 68 JobAid: Operations Chief/Coordinator

POSITION

OVERVIEW

Responsible for the management and coordination of all EOC related operational functions. The Operations Section Coordinator will ensure, based on the emergency, that all necessary operational functions have been activated and are appropriately staffed
REPORT TO MANAGEMENT | EOC DIRECTOR

TO ME STAFF
• Fire Branch
• Law Branch
• Medical/Health Branch
• Care & Shelter Branch
• Construction & Engineering
Branch
• Debris Management Unit
• Public Works Unit
• Utilities Unit
PLANS

EOC ACTION PLAN | SUPPORTS DEVELOPMENT

FORMS &

REPORTS

FORMS
• POSITION JOBAID
• RESOURCE REQUEST
• EOC-205A

COMMUNICATION LIST
• EOC-209 INCIDENT STATUS

SUMMARY
• EOC-211 CHECK-IN LIST
• EOC-213 RESOURCE

REQUEST
• EOC-214 ACTIVITY LOG
• EOC-215 RESOURCE

PLANNING WORKSHEET
• EOC-225 FOR PD

CREDENTIALING
REPORT
• AGRICULTURAL STATUS
• ENERGY STATUS
• FIREFIGHTING STATUS
• HAZMAT STATUS
• MASS CARE STATUS
• PUBLIC SAFETY STATUS
• PUBLIC WORKS STATUS
• SEARCH & RESCUE STATUS
• TRANSPORTATION STATUS
• UTILITY STATUS

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• BINDER
• VEST

PROFESSIONAL

CREDENTIAL

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES

Ensure that the Operations Function is carried out including coordination of activities for all operational functions assigned to the EOC.

Ensure that operational objectives and assignments identified in the EOC Action Plan are carried out effectively.

Establish the appropriate level of branch and unit organizations within the Operations Section, continuously monitoring the effectiveness and modifying accordingly.

Exercise overall responsibility for the coordination of Branch and Unit activities within the Operations Section.
(FORM | EOC-215)
Ensure that the Planning/Intelligence Section is provided with Status Reports and Major Incident Reports.

Conduct periodic Operations briefings for the EOC Director as required or requested.

Supervise the Operations Section.

ACTIVATION

Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities. (FORM | EOC-214)
Ensure that the Operations Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps and status boards.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 70

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Meet with Planning/Intelligence Section Coordinator; obtain a preliminary situation briefing.

Based on the situation, activate positions/branch within the section as needed:

Fire Branch
Law Branch
Medical/Health Branch
Care & Shelter Branch
Construction & Engineering Branch
Damage/Safety Assessment
Debris Management Unit
Public Works Unit
Utilities Unit
Determine if there are mutual aid requests for these functional areas.

Initiate coordination with appropriate mutual aid systems as required.

Request additional personnel for the section as necessary for 24-hour operation.
• Obtain a current communications status briefing from the Communications Branch Coordinator in Logistics.
• Ensure that there is adequate equipment and radio frequencies available as necessary for the section.

Determine estimated times of arrival of section staff from the Personnel Branch in Logistics.

Confer with the EOC Director to ensure that the Planning/Intelligence and Logistics Sections are staffed at levels necessary to provide adequate information and support for operations.

Coordinate with the Liaison Officer regarding the need for Agency Representatives in the Operations Section.

Coordinate with the Planning/Intelligence Section Coordinator to determine the need for any Technical Specialists.

Establish radio or phone communications with Department Operations Centers (DOCs), and/or with Incident Commander(s) as directed and coordinate accordingly.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 71

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Determine activation status of other EOCs in the Operational Area or adjacent areas and establish communication links with their Operations Sections if necessary.

Based on the situation known or forecasted, determine likely future needs of the Operations Section.

Identify key issues currently affecting the Operations Section; meet with section personnel and determine appropriate section objectives for the first operational period.

Review responsibilities of branches in section; develop an Operations Plan detailing strategy for carrying out Operations objectives.

Adopt a pro-active attitude. Think ahead and anticipate situations and problems before they occur.

RESPONSE
Ensure Operations Section position logs and other necessary files are maintained.

Ensure that situation and resources information is provided to the Planning/Intelligence Section on a regular basis or as the situation requires, including Status Reports and Major Incident Reports. (FORM | EOC-209 OR OPTIONS BELOW)
(REPORT | AGRICULTURAL STATUS)
(REPORT | COMMUNICATION STATUS)
(REPORT | ENERGY STATUS)
(REPORT | FIREFIGHTING STATUS)
(REPORT | HAZMAT STATUS)
(REPORT | MASS CARE STATUS)
(REPORT | PUBLIC SAFETY STATUS)
(REPORT | PUBLIC WORKS STATUS)
(REPORT | SEARCH & RESCUE STATUS)
(REPORT | TRANSPORTATION STATUS)
(REPORT | UTILITY STATUS)
Ensure that all media contacts are referred to the Public Information Officer.

Conduct periodic briefings and work to reach consensus among staff on objectives and work assignments for forthcoming operational periods. (FORM | EOC-215)
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 72

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Attend and participate in EOC Director's Action Planning meetings.

Provide the Planning/Intelligence Section Coordinator with the Operations Section's objectives prior to each Action Planning meeting.

Work closely with each Branch Coordinator to ensure that the Operations Section objectives, as defined in the current Action Plan, are being addressed.

Ensure that the branches coordinate all resource needs through the Logistics Section.
(FORM | RESOURCE REQUEST OR EOC-213)
Ensure that intelligence information from Branch Coordinators is made available to the Planning/ Intelligence Section in a timely manner.

Ensure that fiscal and administrative requirements are coordinated through the Finance/ Administration Section (notification of emergency expenditures and daily time sheets).

Brief the EOC Director on all major incidents.

Complete a Major Incident Report for all major incidents; forward a copy to the Planning/ Intelligence Section.

Brief Branch Coordinators periodically on any updated information you may have received.

Share status information with other sections as appropriate.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 73

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending

DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation. • Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 74

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 75

PAGE IS INTENTIONALLY BLANK
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 76 JobAid: Fire Branch

POSITION

OVERVIEW

Responsible for coordinating personnel, equipment and resources committed to fire, field medical, search and rescue, and hazardous materials elements of the incident.

REPORT

TO OPERATIONS | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORTS DEVELOPMENT

FORMS &

REPORTS

FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-209 INCIDENT STATUS SUMMARY
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
• FIRE DEPLOYED RESOURCES

REPORTS
• FIREFIGHTING STATUS
• SEARCH & RESCUE STATUS
• HAZMAT STATUS

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

TYPE TIME
STATUS
C=Complete
I=InProgress
P=Pending
DUTIES

Coordinate fire, emergency medical, hazardous materials, and urban search and rescue operations in the jurisdictional area.

Assist Fire & Rescue Mutual Aid System Coordinator in acquiring mutual aid resources, as necessary.

Coordinate the mobilization and transportation of all resources through the Logistics Section.

Complete and maintain status reports for major incidents requiring or potentially requiring operational area, state and federal response, and maintains status of unassigned fire & rescue resources.

Coordinate with the Law Enforcement Branch Coordinator on jurisdiction Search & Rescue activities.

Implement the objectives of the EOC Action Plan assigned to the Fire & Rescue Branch.

Supervise the Fire & Rescue Branch.

ACTIVATION

Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 78

TYPE TIME
STATUS
C=Complete
I=InProgress
P=Pending
Based on the situation, activate the necessary Units within the Fire & Rescue Branch:
• Fire & Rescue Unit
• Emergency Medical Unit
• HazMat Unit
If the mutual aid system is activated, coordinate use of fire resources with the Operational Area Fire & Rescue Mutual Aid Coordinator. (FORM | FIRE DEPLOYED RESOURCES)
Prepare and submit a preliminary status report and major incident reports as appropriate to the Operations Section Coordinator. (REPORT | FIREFIGHTING STATUS)
(REPORT | SEARCH & RESCUE STATUS)
(REPORT | HAZMAT STATUS)
Prepare objectives for the Fire & Rescue Branch; provide them to the Operations Section Coordinator prior to the first Action Planning meeting.

RESPONSE
Ensure that Branch and Unit position logs and other necessary files are maintained.

Obtain and maintain current status on Fire & Rescue missions being conducted in the jurisdictional area.

Provide the Operations Section Coordinator and the Planning/Intelligence Section with an overall summary of Fire & Rescue Branch operations periodically or as requested during the operational period. (FORM | EOC-209) OR
(REPORT | FIREFIGHTING STATUS)
(REPORT | SEARCH & RESCUE STATUS)
(REPORT | HAZMAT STATUS)
On a regular basis, complete and maintain the Fire & Rescue Status Report.

Refer all contacts with the media to the Public Information Branch.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 79

TYPE TIME
STATUS
C=Complete
I=InProgress
P=Pending
Ensure that all fiscal and administrative requirements are coordinated through the Finance/ Administration Section (notification of any emergency expenditures and daily time sheets).

Prepare objectives for the Fire & Rescue Branch for the subsequent operational period; provide them to the Operations Section Coordinator prior to the end of the shift and the next Action Planning meeting.

Provide your relief with a briefing at shift change; inform him/her of all on going activities, branch objectives for the next operational period, and any other pertinent information.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 80

TYPE TIME
STATUS
C=Complete
I=InProgress
P=Pending
Be prepared to provide input to the after-action report.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 81

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 82

PAGE IS INTENTIONALLY BLANK
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 83 JobAid: Law Branch

POSITION

OVERVIEW

Responsible for coordinating personnel, equipment and resources committed to fire, field medical, search and rescue, and hazardous materials elements of the incident
REPORT

TO OPERATIONS | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORTS DEVELOPMENT

FORMS &
REPORT

FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
REPORT
• PUBLIS SAFETY STATUS

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES

Coordinate movement and evacuation operations during an emergency.

Alert and notify the public of the impending or existing emergency.

Coordinate law enforcement, search and rescue, and traffic control operations during the emergency.

Coordinate site security at incidents.

Coordinate with the Law Enforcement Branch Coordinator on jurisdiction Search & Rescue activities.

Coordinate Law Enforcement Mutual Aid requests from emergency response agencies through the Law Enforcement Mutual Aid Coordinator at the Operational Area EOC.

Supervise the Law Enforcement Branch.

ACTIVATION

Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over jobaid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)
Based on the situation, activate the necessary Units within the Law Enforcement Branch:
• Law Enforcement Operations Unit
• Coroner/Fatalities Management Unit
• Search and Rescue Unit
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 85

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Contact and assist the Operational Area EOC Law Enforcement and Coroner's Mutual Aid Coordinators as required or requested.

Based on the initial EOC strategic objectives, prepare objectives for the Law Enforcement Branch and provide them to the Operations Section Coordinator prior to the first Action Planning meeting.

RESPONSE
Ensure that Branch and Unit position logs and other necessary files are maintained.

Maintain status on Law Enforcement missions being conducted.

Provide the Operations Section Coordinator and the Planning/Intelligence Section with an overall summary of Law Enforcement Branch operations periodically or as requested during the operational period. (REPORT | PUBLIC SAFETY STATUS)
On a regular basis, complete and maintain the Law Enforcement Status Report.

Refer all contacts with the media to the Public Information Branch.

Ensure that all fiscal and administrative requirements are coordinated through the Finance/ Administration Section (notification of any emergency expenditures and daily time sheets).

Prepare objectives for the Law Enforcement Branch for the subsequent Operational period; provide them to the Operations Section Coordinator prior to the end of the shift and the next Action Planning Meeting.

Provide your relief with a briefing at shift change, informing him/her of all ongoing activities, branch objectives for the next operational period, and any other pertinent information.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide all completed documentation to the Documentation Unit.

Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 87

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 88

PAGE IS INTENTIONALLY BLANK
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 89 JobAid: Medical/Health Branch

POSITION

OVERVIEW

Provides oversight and management for Medical Health Branch activities.

REPORT TO OPERATIONS | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORT DEVELOPMENT
FORMS

• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES

Medical/Health operations are coordinated by the Medical/Health Branch in the Operations Section.

ACTIVATION

Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
Manages and supervises the Medical/Health Branch.

Continuously monitors the organizational effectiveness and modifies as necessary.

Ensures coordination of hospitals, health units, continuing care, mental health, and environmental health within the jurisdiction.

Ensures all Medical/Health Branch resources are tracked and accounted for in cooperation with the Planning Section Resource Unit, as well as resources ordered through Mutual Aid.

Ensures the Medical/Health Branch function is carried out Meets regularly with Medical/Health Branch staff and works to reach consensus on Operations Section objectives for forthcoming operational periods and ensures they are carried out effectively as per the EOC Action Plan.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 91

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Based on the situation, activates and directs appropriate Groups or Units within the Branch. Designates Group Supervisors or Unit Leaders as necessary.

Examples:
• Environmental Management Group Supervisor/Unit Leader • Emergency Medical Services Group Supervisor/Unit Leader • Healthcare Facilities Group Supervisor/Unit Leader
• Public Health Group Supervisor/Unit Leader
• Mental Health Group Supervisor/Unit Leader
• Medical/Health DOC Director (if DOC activated)

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 92

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
JobAid: Care & Shelter Branch
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 93

PAGE IS INTENTIONALLY BLANK

POSITION

OVERVIEW

Responsible for opening and operating evacuation centers and mass care facilities in the City until, and if, the American Red Cross assumes responsibility; coordinating efforts with the American Red Cross and other volunteer agencies; and supporting the Personnel Unit in the care and sheltering of employees and their families
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 94 REPORT TO OPERATIONS | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORTS DEVELOPMENT

FORMS &
REPORT

FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
REPORT
• MASS CARE STATUS

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES

Coordinate directly with the American Red Cross and other volunteer agencies to provide food, potable water, clothing, shelter and other basic needs as required to disaster victims.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 95

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Assist the American Red Cross with inquiries and registration services to reunite families or respond to inquiries from relatives or friends.

Assist the American Red Cross with the transition from mass care to separate family/individual housing.

Supervise the Care & Shelter Unit.

ACTIVATION

Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities. (FORM | EOC-214)

RESPONSE
Establish and maintain a position log and other necessary files. • Coordinate with the Liaison Officer to request an Agency Representative from the American Red Cross.
• Work with the Agency Representative to coordinate all shelter and congregate care activity.

Establish communications with other volunteer agencies to provide clothing and other basic life sustaining needs.

Ensure that each activated shelter meets the requirements as described under the Americans With Disabilities Act.

Assist the American Red Cross in staffing and managing the shelters to the extent possible.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 96

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
In coordination with the American Red Cross, activate an inquiry registry service to reunite families and respond to inquiries from relatives or friends.

Assist the American Red Cross with the transition from operating shelters for displaced persons to separate family/individual housing.

Complete and maintain the Care and Shelter Status Report Form. (REPORT | MASS CARE STATUS)
Refer all contacts with the media to the Public Information Officer.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 97

SHIFT/STAFF CHANGE

TASKS (PENDING)
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 98 NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 99

PAGE IS INTENTIONALLY BLANK
JobAid: Construction & Engineering Branch
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 100

POSITION

OVERVIEW

Supports emergency response operations under the Operations Section and provides guidance for initial size-up, rapid needs, and preliminary disaster safety reports on the areas affected, damaged, and destroyed during an emergency event
REPORT TO OPERATIONS | CHIEF/COORDINATOR
TO ME • Damage/Safety Assessment Unit
• Debris Management Unit
• Public Works Unit
• Utilities Unit
PLANS

EOC ACTION PLAN | SUPPORTS DEVELOPMENT

FORMS &

REPORTS

FORMS
• POSITION JOBAID
• EOC-205A

COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD

CREDENTIALING
• WINDSHIELD SURVEY
• INITIAL DAMAGE ESTIMATE

REPORTS
• PUBLIC WORKS &

ENGINEERING STATUS
• ENERGY STATUS

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES

Survey all utility systems, and restore systems that have been disrupted, including coordinating with utility service providers in the restoration of disrupted services.

Survey all public and private facilities, assessing the damage to such facilities, and coordinating the repair of damage to public facilities.

Survey all other infrastructure systems, such as streets and roads within the jurisdictional area.

Assist other sections, branches, and units as needed.

Supervise the Construction/Engineering Branch.

ACTIVATION

Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.

Wear identification vest and read over jobaid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities. (FORM | EOC-214)
Based on the situation, activate the necessary Units within the Construction & Engineering Branch:
• Utilities Unit
• Public Works Unit
• Damage/Safety Assessment Unit
Contact and assist the Operational Area Public Works Mutual Aid Coordinator with the coordination of mutual aid resources as necessary.

Provide an initial situation report to the Operations Section Coordinator. (REPORT | PUBLIC WORKS & ENGINEERING STATUS)
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 102

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
• Based on the initial EOC strategic objectives, prepare objectives for the Construction/ Engineering Branch.
• Provide them to the Operations Section Coordinator prior to the first Action Planning meeting.

RESPONSE
Ensure that Branch and Unit position logs and other necessary files are maintained.

Maintain current status on all construction/engineering activities being conducted.

Ensure that damage and safety assessments are being carried out for both public and private facilities.
(FORM | WINDSHIELD SURVEY)
Request mutual aid as required through the Operational Area Public Works Mutual Aid Coordinator.

Determine and document the status of transportation routes into and within affected areas.

Coordinate debris removal services as required.

Provide the Operations Section Coordinator and the Planning/Intelligence Section with an overall summary of Construction/Engineering Branch activities periodically during the operational period or as requested. (REPORT | PUBLIC WORKS & ENGINEERING STATUS)
Ensure that all Utilities and Construction/Engineering Status Reports, as well as the Initial Damage Estimation are completed and maintained. (REPORT | PUBLIC WORKS & ENGINEERING STATUS)
(REPORT | ENERGY STATUS)
(FORM | INITIAL DAMAGE ESTIMATE)
Refer all contacts with the media to the Public Information Branch.

Ensure that all fiscal and administrative requirements are coordinated through the Finance/ Administration Section (notification of any emergency expenditures and daily time sheets).
• Prepare objectives for the Construction/Engineering Branch for the subsequent operations period.
• Provide them to the Operations Section Coordinator prior to the end of the shift and the next Action Planning meeting.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 103

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide your relief with a briefing at shift change, informing him/her of all ongoing activities, branch objectives for the next operational period, and any other pertinent information.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 104

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 105

PAGE IS INTENTIONALLY BLANK
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 106 JobAid: Damage & Safety Assessment Unit

POSITION

OVERVIEW

Provides communication with the field level and/or coordinates the Initial Damage Estimate (IDEs); coordinates with public and private sector representatives to identify damages
REPORT

TO OPERATIONS | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORT DEVELOPMENT
FORMS

• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
• INITIAL DAMAGE ESTIMATE
• WINDSHIELD SURVEY

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES

Collect initial damage/safety assessment information from other branches/units within the Operations Section.

If the emergency is storm, flood, or earthquake related, ensure that inspection teams have been dispatched to assess the condition of the dam.

Provide detailed damage/safety assessment information to the Planning/Intelligence Section, with associated loss damage estimates.

Maintain detailed records on damaged areas and structures.

Initiate requests for Engineers, to inspect structures and/or facilities.

Supervise the Damage/Safety Assessment Unit.

ACTIVATION

Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities. (FORM | EOC-214)

RESPONSE
Establish and maintain a position log and other necessary files.

Obtain initial damage/safety assessment information from Fire & Rescue Branch, Law Enforcement Branch, Utilities Unit and other branches/units as necessary.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 108

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Coordinate with the American Red Cross, utility service providers, and other sources for additional damage/safety assessment information.

Prepare detailed damage/safety assessment information, including estimate of value of the losses, and provide to the Planning/Intelligence Section.
(FORM | INITIAL DAMAGE ESTIMATE)
(FORM | WIND SHIELD SURVEY)
Clearly label each structure and/or facility inspected in accordance with ATC-20 standards and guidelines.

Maintain a list of structures and facilities requiring immediate inspection or engineering assessment.

Initiate all requests for engineers and building inspectors through the Operational Area EOC.

Keep the Construction/Engineering Branch Coordinator informed of the inspection and engineering assessment status.

Refer all contacts with the media to the Public Information Officer.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 109

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
• Complete all required forms, reports, and other documentation. • Provide all completed documentation to the Documentation Unit, prior to your departure.
• Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 110

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 111

PAGE IS INTENTIONALLY BLANK
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 112 JobAid: Debris Management Unit

POSITION

OVERVIEW

Responsible for debris management and removal.

REPORT TO OPERATIONS | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS

• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES

Develops and coordinates a response plan for debris management and removal.

Identifies and coordinates debris management and removal criteria to facilitate the FEMA eligibility.

Coordinates procurement and contracts with Logistics and Finance and Administration.

ACTIVATION

Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities. (FORM | EOC-214)

RESPONSE
Establish and maintain a position log and other necessary files.

Implementing jurisdiction-specific Debris Management Plan.

Keep the section informed on the status of debris management.

Refer all contacts with the media to the Public Information Officer.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 114

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit.

Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 115

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 116 JobAid: Public Works Unit

POSITION

OVERVIEW

Evaluates and assesses the safety and condition of roadways, bridges, and other public works infrastructure.

REPORT

TO OPERATIONS | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORT DEVELOPMENT

FORMS &

REPORTS

FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
REPORT
• PUBLIC WORKS STATUS

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES

Assist other Operation Section Branches by providing construction equipment and operators as necessary.

Provide heavy equipment assistance to the Damage/Safety Assessment Unit as required.

Provide emergency construction and repair to damaged roadways. Assist with the repair of utility systems as required.

Providing flood-fighting assistance, such as sandbagging, rerouting waterways away from populated areas, and river, creek, or streambed debris clearance.

Supervise the Public Works Unit.

ACTIVATION

Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
Establish and maintain a position log and other necessary files.

Ensure that appropriate staff are available to assist other emergency responders with the operation of heavy equipment, in coordination with the Logistics Section.

Ensure that engineering staff are available to assist the Damage/Safety Assessment Unit in inspecting damaged structures and facilities.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 118

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
As requested, direct staff to provide flood fighting assistance, clear debris from roadways and water ways, assist with utility restoration, and build temporary emergency structures as required.

Work closely with the Logistics Section to provide support and materiel as required.

Keep the Construction/Engineering Branch Coordinator informed of unit status.
(REPORT | PUBLIC WORKS STATUS)
Refer all contacts with the media to the Public Information Officer.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 119

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 120

PAGE IS INTENTIONALLY BLANK
JobAid: Utilities Unit
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 121

POSITION

OVERVIEW

Coordinates with public and private utilities, including electric, gas, water, waste, and telephone to receive an assessment of the systems, and coordinates with utility companies to develop a restoration plan REPORT TO OPERATIONS | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORTS DEVELOPMENT

FORMS &
REPORT

FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
REPORT
• UTILITY STATUS

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 122

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Assess the status of utilities, provide Utility Status Reports as required.

Coordinate restoration of damaged utilities with utility representatives in the EOC if present, or directly with Utility companies.

Supervise the Utilities Unit.

ACTIVATION

Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.

Wear identification vest and read over jobaid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities. (FORM | EOC-214)

RESPONSE
Establish and maintain a position log and other necessary files.

Establish and maintain communications with the utility providers.

Determine the extent of damage to utility systems.

Coordinate with the Liaison Officer to ensure that agency representatives from affected utilities are available to respond to the EOC.

Ensure that all information on system outages is consolidated and provided to the Situation Analysis Unit in the Planning/Intelligence Section.

Ensure that support to utility providers is available as necessary to facilitate restoration of damaged systems.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 123

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Keep the Health & Welfare Branch Coordinator informed of any damage to sewer and sanitation systems, as well as possible water contamination problems.

Keep the Construction/Engineering Branch Coordinator informed of the restoration status.

Complete and maintain the Utilities Status Report.
(REPORT | UTILITY STATUS)
Refer all contacts with the media to the Public Information Officer.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 124

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 125

PAGE IS INTENTIONALLY BLANK
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 126

3.3 Planning & Intelligence Section
Figure 7: EOC Planning & Intelligence Section
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 127 This section contains functional section and position descriptions, responsibilities, and jobaids for personnel assigned to the Planning & Intelligence Section of the City EOC.

Jobaids describe the minimum actions that should be accomplished by personnel assigned to functional positions within the section.

Section Overview:
• The Planning & Intelligence Section is primarily responsible for compiling, assembling, and reporting all safety/damage assessment information Section Responsibilities Include:
• Collect, evaluate, analyze, display, and disseminate incident information and status of all assigned and available resources
• Functions as the primary support for decision-making to the overall emergency organization
• Provides anticipatory appraisals and develops plans necessary to cope with changing events
Figure 7: EOC Planning & Intelligence Section, above, shows all the positions that are part of the EOC Planning & Intelligence Section.

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 128

PAGE IS INTENTIONALLY BLANK
JobAid: Planning & Intelligence Chief/Coordinator
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 129

POSITION

OVERVIEW

Responsible for managing the collection, documentation, evaluation, forecasting, dissemination and use of information about the development of the incident and status of resources
REPORT TO MANAGEMENT | EOC DIRECTOR

TO ME STAFF
• Situation Analysis Unit
• Documentation Unit
• Advanced Planning Unit
• Resource Status/Tracking Unit
• Demobilization Unit
Technical Specialist
• AFN Specialist
• GIS Specialist
• Social Media Specialist

PLANS &

REPORTS

EOC ACTION PLAN | OVERSEE DEVELOPMENT
ADVANCE PLANS | OVERSEE DEVELOPMENT
OPERATION SECTION REPORTS | OVERSEES COMPLITATION &

DISTRIBUTION
LOCAL GOVERNMENT AFTER ACTION REPORT | SUPPORTS

DEVELOPMENT
FORMS

• POSITION JOBAID
• EOC-201 INCIDENT BRIEFING
• EOC-202 INCIDENT

OBJECTIVES
• EOC-205A

COMMUNICATION LIST
• EOC-207 ORGANIZATION
CHART
• EOC-209 INCIDENT STATUS

SUMMARY
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-215 RESOURCE

PLANNING WORKSHEET
• EOC-215A SAFETY ANALYSIS
• EOC-225 FOR PD

CREDENTIALING
• EOC-230 DAILY MEETING

SCHEDULE

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES

City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 130

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Establish the appropriate level of staffing and organization for the Section.

Exercise overall responsibility for the coordination of unit activities within the section.

Supervise the Planning/Intelligence Section.

Ensure that the following responsibilities of the Section are addressed as required:
• Collect, analyze, and display situation information
• Prepare periodic Situation Report
• Preparing and distributing the EOC Action Plan and facilitating the Action Planning meeting
• Conducting Advance Planning activities and report
• Providing technical support services to the various EOC sections and branches, and documenting and maintaining files on all EOC activities In coordination with the other Section Coordinators, ensure that Status Reports are completed and utilized as a basis for Situation Analysis Reports, and the EOC Action Plan.

Keep the EOC Director informed of significant issues affecting the P&I Section

ACTIVATION

Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 131

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Ensure that the Planning/Intelligence Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps and status boards.

Based on the situation, activate positions/unit within the section as needed:

Situation Analysis Unit
Documentation Unit
Advanced Planning Unit
Action Planning Unit
Resource Status/Tracking Unit
Demobilization Unit
Technical Specialists
AFN Specialist
GIS Specialist
Social Media Specialist
Request additional personnel for the section as necessary to maintain a 24-hour operation.
• Establish contact with the Operational Area EOC when activated. • Coordinate Situation Analysis Reports with their Planning/Intelligence Section.
o (FORM | EOC-209 OR REPORT | SITUATION STATUS)
Meet with Operations Section Coordinator; obtain and review any major incident reports.
(REPORT |OPS ________ STATUS REPORT)
Review responsibilities of units in the section; develop plans for carrying out all responsibilities.
• Make a list of key issues to be addressed by Planning/Intelligence, in consultation with section staff.
• Identify objectives to be accomplished during the initial Operational Period.
o (FORM | EOC-202)
Keep the EOC Director informed of significant events.

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Emergency Operations Plan (Part II): Management and Implementation 132

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur.

RESPONSE
Ensure that Planning/Intelligence Section position logs and other necessary files are maintained.

Ensure that The Situation Analysis Unit is maintaining current information for the situation analysis report.

Ensure that major incidents reports, and status reports are completed by the Operations Section and are accessible by Planning/Intelligence.

Ensure that a situation analysis report is produced and distributed to EOC Sections and the Operational Area EOC at least once, prior to the end of the operational period.
(FORM | EOC-209 OR REPORT | SITUATION STATUS)
Ensure that all status boards and other displays are kept current and that posted information is neat and legible.

Ensure that the Public Information Branch has immediate and unlimited access to all status reports and displays.

Conduct periodic briefings with section staff and work to reach consensus among staff on section objectives for forthcoming operational periods. (FORM | EOC-201)
Facilitate the EOC Director's Action Planning meetings approximately two hours before the end of each operational period.
(FORM | EOC-230)
Ensure that objectives for each section are completed, collected and posted in preparation for the next Action Planning meeting.

Ensure that the EOC Action Plan is completed and distributed prior to the start of the next operational period.
(FORMS | EOC-201, EOC-202, EOC-205A, EOC-207,
EOC-208, EOC-211, EOC-213. EOC-215, EOC-215A,
EOC-230 OR PLAN | EOC ACTION PLAN)
Work closely with each unit within the Planning/Intelligence Section to ensure the section objectives, as defined in the current EOC Action Plan, are being addressed.

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Emergency Operations Plan (Part II): Management and Implementation 133

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Ensure that the Advance Planning Unit develops and distributes a report which highlights forecasted events or conditions likely to occur beyond the forthcoming operational period; particularly those situations which may influence the overall strategic objectives of the EOC. (PLAN | ADVANCE PLAN)
Ensure that the Documentation Unit maintains files on all EOC activities and provides reproduction and archiving services for the EOC, as required.

Provide technical specialists to all EOC sections as required.

Ensure that fiscal and administrative requirements are coordinated through the Finance/ Administration Section.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

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Emergency Operations Plan (Part II): Management and Implementation 134

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Be prepared to provide input and/or facilitate the after-action report. (REPORT | LOCAL GOVERNMENT AFTER ACTION

REPORT)
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Emergency Operations Plan (Part II): Management and Implementation 135

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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Emergency Operations Plan (Part II): Management and Implementation 136

PAGE IS INTENTIONALLY BLANK
City of Coalinga
Emergency Operations Plan (Part II): Management and Implementation 137 JobAid: Action Planning Unit

POSITION

OVERVIEW

Responsible for driving the EOC Action Planning process and supporting the development of the EOC Action Plan.

REPORT TO PLANNING & INTELLIGNCE | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | DRIVE, DEVELOP, REVIEW OR PUT TOGETHER ADVANCE PLANS | DEVELOP OR PUT TOGETHER
FORMS

• POSITION JOBAID
• EOC-202 INCIDENT OBJECTIVES
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• BINDER
• VEST

PROFESSIONAL

CREDENTIAL

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES

Responsible for driving the EOC Action Planning process and supporting the development of the EOC Action Plan.

ACTIVATION

Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
Establish and maintain a position log and other necessary files.

Establish an EOC Action Planning process & meeting schedule for the operational period with the Planning & Intelligence Section Chief.

Coordinate the calling of EOC Action Planning meetings and remind Section Chiefs to bring summaries of their issues and needs, along with updates on the existing Action Plan
Ensure EOC Action Plan is developed for each operational period, based on objectives developed by each section
o (FORM | EOC-202 or PLAN | EOC ACTION PLAN)
Ensure the Planning and Intelligence Section Chief has everything that will be needed to facilitate the Action Planning meetings
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Emergency Operations Plan (Part II): Management and Implementation 139

Coalinga City CouncilFebruary 17, 2022

Coalinga City Council
February 17, 2022