El Cerrito City Council
September 20, 2022

AGENDA

REGULAR CITY COUNCIL MEETING
SEPTEMBER 20, 2022 – 6:00 p.m.

Members:

Mayor Gabe Quinto
Mayor Pro Tem Lisa Motoyama · Councilmember Janet Abelson Councilmember Paul Fadelli · Councilmember Tessa Rudnick Meeting Location:

Council Chambers, 10890 San Pablo Avenue
El Cerrito, CA 94530
Consistent with the Brown Act as amended by AB 361 (2021), members of the City Council, staff, presenters and the public may participate in-person at the location listed above, or remotely via zoom. In-person attendance will be limited to available seats and designated accessible spaces only (no standing room) with chairs spaced to encourage social distancing. Masks are strongly recommended (full in-person protocols available here.)
Interested individuals can also participate or view the City Council meeting as follows:

1. Cable T.V. Broadcast on KCRT Channel 28

2. Livestream Online at www.el-cerrito.org/CouncilMeetingMaterials

3. Via Zoom (Closed captioning available):
https://us06web.zoom.us/j/85099837545?pwd=dU8zdXdreUhnZmdVei9PQkRocG52dz09 Dial in: 1-408-638-0968 Meeting ID: 850 9983 7545 Password: 429972 Each period for public comment will be announced. Public Comments may be submitted one of the following ways:

1. In-person by submitting a request to speak to the City Clerk.

2. Via Zoom using the “Raise Hand” icon to request to speak. If joining by phone, dial *9 to "raise your hand", and when prompted by the host, *6 to unmute/mute.

3. Via email to [email protected]. Email must contain in the subject line Public Comments – Not on Agenda or Public Comments – Agenda Item #.

To ensure City Council receives your written comments prior to taking action, they must be received by 4:00 p.m. the day of the meeting. All written comments received by this deadline will be provided to the City Council and posted online in advance of the meeting. Comments received after the deadline will be provided to the City Council and included with supplemental materials after the meeting. No written comments will be read into the record.

Agenda Packet Page 1 of 278

6:00 P.M. ROLL CALL – CONVENE REGULAR CITY COUNCIL MEETING

1. PLEDGE OF ALLEGIANCE TO THE FLAG OR OBSERVATION OF A

MOMENT OF SILENCE

2. TELECONFERENCE AND PUBLIC COMMENT INSTRUCTIONS

3. COUNCIL/STAFF COMMUNICATIONS
Reports of closed session, commission appointments and informational reports on matters of general interest which are announced by the City Council and staff.

4. ORAL COMMUNICATIONS FROM THE PUBLIC
Remarks are typically limited to 3 minutes per person. The Mayor may reduce the time limit per speaker depending upon the number of speakers and may limit the total time for public comment to facilitate the completion of business on the agenda. Comments regarding non-agenda, presentation and consent calendar items will be heard first.

Comments related to items appearing on the Public Hearing or Policy Matter portions of the Agenda will be heard prior to the City Council taking action on each item.

5. ADOPTION OF THE CONSENT CALENDAR
All items on the consent calendar shall be acted upon in one motion, unless a member of the City Council or staff request separate consideration.

A. Hispanic Heritage Proclamation
Action Proposed: Pass a motion to approve a proclamation declaring September 15, 2022- October 15, 2022 as Hispanic Heritage Month, by recognizing and celebrating the histories, cultures, and contributions of American citizens whose ancestors came from Spain, Mexico, the Caribbean, and Central and South America.

Contact: Shannon Bassi, Senior Human Resources Analyst, Human Resources
B. Suicide Prevention Awareness Proclamation
Action Proposed: Pass a motion to approve a proclamation declaring September as Suicide Prevention Awareness Month in the City of El Cerrito.

Contact: Shannon Bassi, Senior Human Resources Analyst, Human Resources
C. Authorize City Council and City Advisory Body Meetings to be Held Via Teleconference Pursuant to Assembly Bill 361 (AB 361) Agenda Packet Page 2 of 278

Action Proposed: Adopt a resolution authorizing City Council and City Advisory Body meetings to be held via teleconference for a period of 30 days, and making related findings pursuant to AB 361.

Contact: Holly M. Charléty, City Clerk, City Management D. Biennial Update of Agency Conflict of Interest Code
Action Proposed: Adopt a Resolution revising the Conflict of Interest Code for the City of El Cerrito, including filing requirements for related agency positions such as the Public Financing Authority, the Employee Pension Board, and the Successor Agency to the former Redevelopment Agency and rescinding Resolution No. 2020-47.

Contact: Holly M. Charléty, City Clerk, City Management E. Adoption of the Amended 2022 City of El Cerrito Emergency Operations Plan
Action Proposed: Adopt a resolution amending the City of El Cerrito Emergency Operations Plan (EOP) adopted on May 3, 2022 to include a promulgation and statement regarding Diversity, Equity and Inclusion.

Contact: Jose Castrejon, Battalion Chief, Training Division, Fire Department; Eric Saylors, Fire Chief, Fire Department
F. Storm Drain Easement Acceptance and Agreement for 331 Ramona Avenue
Action Proposed: Adopt a resolution accepting a Storm Drain Easement from Nathan Louie, “Owner”, for public storm drain facilities located at 331 Ramona Avenue and authorizing the City Manager to execute an Easement Agreement.

Contact: Roland Lambert, Acting Engineering Manager/Senior Engineer, Public Works Department; Yvetteh Ortiz, Public Works Director/City Engineer
G. Monthly Disbursement and Check Register Report for June 2022 and July 2022
Action Proposed: Receive and file the Monthly Disbursement and Check Register Report for the months of June 2022 and July 2022 Contact: Sandra Dalida, Finance Director/City Treasurer, Finance Department
H. FY 2021-22 Fourth Quarter Cash and Investment Report Agenda Packet Page 3 of 278

Action Proposed: Receive and file the City's quarterly investment report Contact: Sandra Dalida, Finance Director/City Treasurer, Finance Department
I. Amendment to City of El Cerrito Investment Policy
Action Proposed: Adopt a resolution to approve the City of El Cerrito Investment Policy with amendments as recommended by the Financial Advisory Board.

Contact: Karen Pinkos, City Manager, City Management; Sandra Dalida, Finance Director/City Treasurer, Finance Department
J. Amendment to City Comprehensive Financial Policy
Action Proposed: Adopt a resolution amending the City of El Cerrito Comprehensive Financial Policy to include a new section requiring regular budget reports to the City Council.

Contact: Karen Pinkos, City Manager, City Management; Sandra Dalida, Finance Director/City Treasurer and Financial Advisory Board Staff Liaison, Finance Department

6. PRESENTATIONS
A. East Bay Municipal Utility District (EBMUD) Wildcat Pipeline Project Update
Action Proposed: Receive and file a presentation from East Bay Municipal Utility District (EBMUD) regarding the upcoming large-diameter Wildcat Pipeline project.

Contact: Gus Cicala, P.E., Associate Civil Engineer; Mona Favorite-Hill, Senior Community Affairs Representative, EBMUD
B. Presentation by Contra Costa County Health Services on Measure X Action Proposed: Receive and file a presentation by Contra Costa Health Services regarding engaged and initiated activities with the support of Measure X funding.

Contact: Lavonna Martin, Deputy Director, Contra Costa County Health Services

7. PUBLIC HEARINGS
Agenda Packet Page 4 of 278

A. Cost Hearing Regarding Fire Hazard Abatement of a Public Nuisance for Properties Identified and pursuant to El Cerrito Municipal Code Chapter 16.26
Notice published 9/10/2022
Action Proposed: Conduct a public hearing and upon conclusion adopt a resolution confirming the cost of abatement of public nuisance conditions resulting from the presence of weeds, rubbish, litter or other flammable material on private properties designated in Exhibit A to the resolution as authorized by El Cerrito Municipal Code Chapter 16.26.

Contact: Chase Beckman, Fire Marshal, Fire Department; David Yun, Fire Prevention Officer, Fire Department

8. POLICY MATTERS
A. Consideration to End the Local Emergency
Action Proposed: Adopt a resolution proclaiming the end of the local emergency in the City of El Cerrito in response to the COVID-19 pandemic as of December 31, 2022, and directing staff to return with applicable legislation related to temporary regulations enacted during the local emergency.

Contact: Karen Pinkos, City Manager, City Management
B. FY 2021-22 General Fund Budget Quarterly Update through June 2022
Action Proposed: Receive and file the FY 2021-22 General Fund Budget Quarterly Update through June 2022.

Contact: Sandra Dalida, Finance Director/City Treasurer, Finance Department

9. CITY COUNCIL LOCAL & REGIONAL LIAISON ASSIGNMENTS
Mayor and City Council communications regarding local and regional liaison assignments and committee reports.

10. ADJOURN REGULAR CITY COUNCIL MEETING
The next regularly scheduled City Council meeting is Tuesday, October 4, 2022 at 7:00 p.m.

The City of El Cerrito serves, leads and supports our diverse community by providing exemplary and innovative services, public places and infrastructure, ensuring public safety and creating an economically and environmentally sustainable future.

Agenda Packet Page 5 of 278

 Council Meetings can be heard live on FM Radio, KECG – 88.1 and 97.7 FM and viewed live on Cable TV - KCRT- Channel 28. The meetings are rebroadcast on Channel 28 the following Thursday and Monday at 12 noon, except on holidays. Live and On-Demand Webcast of the Council Meetings can be accessed from the City’s website http://www.el-cerrito.org/CouncilMeetingMaterials and is streamed with closed caption. Copies of the agenda bills and other written documentation relating to items of business referred to on the agenda are on file and available for public inspection in the Office of the City Clerk, at the El Cerrito Library and posted on the City’s website at www.el-cerrito.org prior to the meeting.
 In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk, 510-215-4305. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. (28 CFR

35.102-35.104 ADA Title I).
 The Deadline for agenda items and communications is eight days prior to the next meeting by 12 noon, City Clerk’s Office, 10890 San Pablo Avenue, El Cerrito, CA. Tel: 510-215–4305, email [email protected]
 IF YOU CHALLENGE A DECISION OF THE CITY COUNCIL IN COURT, YOU MAY BE LIMITED TO RAISING ONLY THOSE ISSUES YOU OR SOMEONE ELSE RAISED AT THE COUNCIL MEETING.

ACTIONS CHALLENGING CITY COUNCIL DECISIONS SHALL BE SUBJECT TO THE TIME LIMITATIONS CONTAINED IN CODE OF CIVIL PROCEDURE SECTION 1094.6.  The City Council believes that late night meetings deter public participation, can affect the Council’s decision-making ability, and can be a burden to staff. City Council Meetings shall be adjourned by 11:00 p.m., unless extended to a specific time determined by a majority of the Council.

Agenda Packet Page 6 of 278
Agenda Item No. 5.A.

EL CERRITO CITY COUNCIL PROCLAMATION
Designating September 15, 2022 – October 15, 2022 as
Hispanic Heritage Month
WHEREAS, each year, the federal government and local governments observe National Hispanic Heritage Month as the period from September 15 to October 15, by recognizing and celebrating the histories, cultures, and contributions of American citizens whose ancestors came from Spain, Mexico, the Caribbean and Central and South America; and
WHEREAS, September 15th is significant as a starting date for Hispanic Heritage month because it is the anniversary of independence for the Latin American countries of Costa Rica, El Salvador, Guatemala, Honduras, and Nicaragua. In addition, Mexico and Chile celebrate their independence on September 16th and September 18th respectively; and
WHEREAS, Hispanics are the largest ethnic group in the State of California and at nearly 17% of the United States population, make up the largest ethnic or race minority group in America; and
WHEREAS, Hispanics have made innumerable contributions to the El Cerrito community, and it is important the City recognize and celebrate the diverse histories and cultures of the Hispanic population.

NOW THEREFORE, the City Council of the City of El Cerrito does hereby proclaim the period of September 15, 2022 – October 15, 2022, as Hispanic Heritage Month in the City of El Cerrito in recognition of the many contributions Hispanics have made both locally and nationally, and to promote greater awareness of the rich history and culture of the Hispanic community.

Dated: September 20, 2022
___________________________
Gabe Quinto, Mayor
Agenda Packet Page 7 of 278
Agenda Item No. 5.B.

EL CERRITO CITY COUNCIL PROCLAMATION
September Is Suicide Prevention Awareness Month
WHEREAS, September is known around the United States as “National Suicide Prevention Awareness Month”; and
WHEREAS, most of us are quite aware of suicide. Suicide Prevention Awareness Month is intended to help promote and give attention to the Suicide Prevention services available to us and our community. The goal is to speak openly about the topic of suicide to help erase the stigma surrounding it, and to direct those in need to the appropriate support services; and
WHEREAS, suicide is the 12th leading cause of death among adults in the US, and on average, there are 130 suicides per day; and
WHEREAS, according to the American Foundation for Suicide Prevention, 45,979 Americans died by suicide in the year 2020 and in 2020, there were an estimated 1.2 million suicide attempts; and
WHEREAS, suicidal thoughts can affect anyone regardless of age, gender, race, orientation, income level, religion, or background; and WHEREAS, local organizations like the Contra Costa Crisis Center and national organizations like the National Alliance on Mental Illness and the American Foundation for Suicide Prevention are on the front lines of a war that many still refuse to discuss, as suicide and mental illness remain too uncomfortable of a topic to talk about; and
WHEREAS, every member of our community should understand that throughout life’s struggles we all need the occasional reminder that we are all fighting our own battles; and
WHEREAS, the City Council of the City of El Cerrito encourages all residents to take the time to check in with their family, friends, and neighbors on regular basis and to honestly communicate their appreciation for their existence by any gesture they deem appropriate. A simple phone call, message, handshake, or hug can go a long way towards helping someone realize that suicide is not the answer.

NOW THEREFORE, the City Council of the City of El Cerrito does hereby proclaim the month of September 2022 as National Suicide Prevention Awareness Month in the City of El Cerrito.

Dated: September 20, 2022
Gabe Quinto, Mayor
Agenda Packet Page 8 of 278

AGENDA BILL
Agenda Item No. 5.C.

Date: September 20, 2022
To: El Cerrito City Council
From: Holly M. Charléty, City Clerk, City Management
Subject: Authorize City Council and City Advisory Body Meetings to be Held Via Teleconference Pursuant to Assembly Bill 361 (AB 361)

ACTION PROPOSED
Adopt a resolution authorizing City Council and City Advisory Body meetings to be held via teleconference for a period of 30 days, and making related findings pursuant to AB 361.

BACKGROUND/ANALYSIS
All meetings of the City Council and the City’s other legislative bodies are open and public, as required by the Brown Act, so that any member of the public may attend, participate, and watch the City’s legislative bodies conduct their business. On March 17, 2020, in response to the COVID-19 pandemic, Governor Newsom issued Executive Order N-29-20 suspending certain provisions of the Brown Act in order to allow local legislative bodies to conduct meetings telephonically or by other means in order to slow the spread of COVID-19. As a result of Executive Order N-29-20, staff set up virtual meetings for all City Council meetings and other City legislative bodies. On June 11, 2021, Governor Newsom issued Executive Order N-08-21, which, effective September 30, 2021, ended the provisions of Executive Order N-29-20 that allowed local legislative bodies to conduct meetings telephonically or by other means.

On September 16, 2021, the Governor signed Assembly Bill 361 ("AB 361") into law which provides the ability for legislative bodies to continue meetings via teleconferencing under specified conditions and includes a requirement that the legislative body make specified findings. AB 361 took effect upon the expiration of Executive Order N-29-20 on October 1, 2021. AB 361 allows a local agency legislative body to hold a meeting utilizing teleconferencing without complying with the standard teleconferencing requirements if certain conditions exist and the legislative body makes certain findings by a majority vote in order to use the bill's exemptions to the Brown Act teleconferencing rules. Any such findings are effective for a period of 30 days, after which such findings must again be declared in order to continue meeting under the provisions of AB 361.

To date, the City Council has adopted resolutions making the necessary findings for the period between October 5, 2021 through September 19, 2022. Staff is requesting that the City Council again adopt the proposed resolution, directing staff to continue facilitating all meetings of the City of El Cerrito and City Advisory Bodies pursuant to the requirements of AB 361 in order to better ensure the health and safety of the public. If adopted, this resolution would be in effect for the 30 day period of September 20, 2022 - Agenda Packet Page 9 of 278
Agenda Item No. 5.C.

October 20, 2022.

The attached resolution makes the findings to confirm the current conditions to allow teleconference meetings pursuant to AB 361 for the City Council and on behalf of all of the commissions and committees created by the City Council pursuant to Government Code section 54952(b). The attached resolution also authorizes hybrid meetings held both via teleconference and in-person. This resolution will allow members of the public to safely observe and participate in local government teleconference meetings during the continued pandemic.

If a meeting is held via teleconference, including a hybrid meeting, the following requirements apply under AB 361:

1. Notices and agenda requirements remain the same under the Brown Act;

2. No physical location is required for public attendance or public comment. However, the public must be able to access and participate in the meeting through a call-in or an internet-based service, and instructions for how to participate must appear in the posted notices or agenda;

3. Teleconference meetings must protect the statutory and constitutional rights of the parties and the public;

4. If there is any disruption of the call-in or internet-based service, the agency must suspend the meeting until the problem is fixed;

5. Legislative bodies may allow public comments to be submitted prior to a meeting but must also allow the public to participate in real time through call-in or internet-based service;

6. If an internet-based service requires registration through a third-party, individuals can be required to register with the third-party to participate in the meeting; and

7. When providing a public comment period, whether after each item or during a general comment period, a legislative body must allow reasonable time for members of the public to comment and must also include reasonable time for members to register with a third-party host if applicable.

In order to continue to hold teleconference or hybrid meetings, the City Council must continue to declare every 30 days that either (i) the state of emergency continues to directly impact the ability of the members to meet safely in person, or (ii) State or local officials continue to impose or recommend measures to promote social distancing.

As long as there is not a change in public health conditions, city staff is planning to continue holding hybrid meetings for City Council which will allow for City Council, staff, presenters, and members of the public to attend either in-person or via zoom. Due to Agenda Packet Page 10 of 278
Agenda Item No. 5.C.
staffing resources and limitations of technology, staff is planning for the continuation of city board, commission and committee meetings via zoom with no in-person option for attendance.

STRATEGIC PLAN CONSIDERATIONS
This action is aligned with Goal E: Ensure the Public's Health and Safety.

ENVIRONMENTAL CONSIDERATIONS
This section is not applicable to this agenda item.

FINANCIAL CONSIDERATIONS
This section is not applicable to this agenda item.

LEGAL CONSIDERATIONS
The City Attorney has reviewed and legal considerations have been addressed.

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. Resolution

2. County Recommendation for Safe Public Meetings
Agenda Packet Page 11 of 278
RESOLUTION 2022-XX

A RESOLUTION AUTHORIZING CITY COUNCIL AND CITY ADVISORY BODY MEETINGS TO BE HELD VIA TELECONFERENCE FOR THE 30-DAY PERIOD BEGINNING SEPTEMBER 20, 2022 AND MAKING RELATED FINDINGS PURSUANT TO AB 361
WHEREAS, all meetings of the City of El Cerrito’s legislative bodies are open and public, as required by the Brown Act, so that any member of the public may attend, participate, and watch the City’s legislative bodies conduct their business; and WHEREAS, in addition to the City Council, the City’s legislative bodies include all boards, commissions, and committees created by the City Council pursuant to Government Code section 54952(b) (hereafter “Advisory Bodies”); and WHEREAS, on March 4, 2020, the State of California declared a statewide emergency over the COVID-19 pandemic; and
WHEREAS, on March 10, 2020, the County of Contra Costa adopted Resolution 2020-92 declared a countywide emergency over the COVID-19 pandemic; and WHEREAS, on March 13, 2020, the City Council adopted Resolution 2020-12 declaring a citywide emergency over the COVID-19 pandemic; and WHEREAS, on March 17, 2020, the Governor signed Executive Order N-29-20 suspending certain provisions of the Brown Act in order to allow local legislative bodies to conduct meetings telephonically or by other means; and WHEREAS, as a result of Executive Order N-29-20, staff set up teleconference meetings for all City Council meetings and all Advisory Body meetings; and WHEREAS, on June 11, 2021, Governor Newsom issued Executive Order N-08- 21 which ended the applicable provisions of Executive Order N-29-20 on September 30, 2021; and
WHEREAS, on September 16, 2021, the Governor signed AB 361 (2021) into law allowing legislative bodies to continue to conduct meetings via teleconferencing under specified conditions, including the requirement that the legislative body make specified findings. AB 361 (2021) took effect immediately; and
WHEREAS, AB 361 (2021) requires that, if a state of emergency remains active, or state or local officials have imposed or recommended measures to promote social distancing, the legislative body shall make findings that it reconsidered the circumstances of the state of emergency and that either the state of emergency continues to directly impact the ability of the members to meet safely in person, or state or local officials continue to impose or recommend measures to promote social distancing; and Agenda Packet Page 12 of 278
WHEREAS, such conditions now exist in the City, specifically, a State of Emergency due to COVID-19 continues and on September 1, 2022, the Contra Costa County Health Officer issued updated recommendations for safely holding public meetings; and
WHEREAS, the Contra Costa County Health Officer’s recommendations for safely holding public meetings include, but are not limited to, holding online meetings, as they present the lowest risk of virus transmission, and imposing social distancing measures for in-person meetings; and
WHEREAS, the Centers for Disease Control and Prevention (“CDC”) continues to recommend physical distancing of at least 6 feet from others outside of the household; and
WHEREAS, since issuance of Executive Order N-08-21, the highly contagious Delta and Omicron variants of COVID-19 have emerged, causing an increase in COVID19 cases throughout the State; and WHEREAS, COVID-19 cases rates remain high with the Omicron variant being predominant, the City is concerned about the health and safety of all individuals who intend to attend City Council and Advisory Body meetings; and WHEREAS, the City Council hereby finds, acting as a legislative body pursuant to Government Code section 54952(a) and for the benefit of City Advisory Body created by the City Council pursuant to Government Code section 54952(b), that the presence of COVID-19 and the Delta and Omicron variants would present imminent risks to the health or safety of attendees, staff, and members of the City Council and Advisory Bodies, should those bodies hold entirely in-person meetings, and that state or local officials continue to impose or recommend measures to promote social distancing; and WHEREAS, teleconference meetings may include hybrid meetings, in which all or some members of the City Council or Advisory Body meet in person while others attend by teleconference, and members of the public are either allowed to participate only by teleconference or both in person and by teleconference (“hybrid meetings”). The purpose of hybrid meetings is to allow for multiple modes of attending meetings while reducing the risks of COVID-19, including the Delta and Omicron variants; and WHEREAS, the City shall ensure that all City Council and City Advisory Body meetings subject to AB 361 (2021), including hybrid meetings, comply with the provisions required by AB 361 (2021) for holding teleconferenced meetings.

NOW THEREFORE, BE IT RESOLVED by the City Council of the City of El Cerrito that it hereby makes the following findings:

1. The above recitals are true and correct, and incorporated into this resolution.

2. In compliance with AB 361 (2021), and in order to continue to conduct teleconference meetings pursuant thereto, the City Council hereby finds that:

Agenda Packet Page 13 of 278
a. The City Council has considered the circumstances of the state of emergency; and
b. The state of emergency, as declared by the Governor, and the local emergency proclaimed by the City Council, continue to directly impact the ability of the City Council and the Advisory Bodies, as well as staff and members of the public, from meeting safely in person; and c. The CDC and the Contra Costa County Health Officer continue to recommend social distancing due to COVID-19 and as a result of the presence of COVID-19 and the Delta and Omicron variants, meeting in person would present imminent risks to the health or safety of attendees, the members of City Council and the City’s Advisory Bodies, and staff.

BE IT FURTHER RESOLVED that city staff is directed to facilitate any teleconference meetings of the City Council and City Advisory Bodies subject to AB 361 (2021), including any hybrid meetings, pursuant to the requirements of AB 361 (2021) in order to better ensure the health and safety of the public.

BE IT FURTHER RESOLVED that this resolution shall be in effect for the 30 day period of September 20, 2022 through October 20, 2022. The City Council may reconsider the circumstances necessitating this resolution within 30 days of the adoption of this resolution.

I CERTIFY that at a regular meeting on September 20, 2022, the City Council of the City of El Cerrito passed this Resolution by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

IN WITNESS of this action, I sign this document and affix the corporate seal of the City of El Cerrito on September , 2022.
________________________
Holly M. Charléty, City Clerk
APPROVED:
________________________
Gabe Quinto, Mayor
Agenda Packet Page 14 of 278
Recommendations for safely holding public meetings
Each local government agency is authorized to determine whether to hold public meetings in person, on-line (teleconferencing only), or via a combination of methods. The following are recommendations from the Contra Costa County Health Officer to minimize the risk of COVID 19 transmission during a public meeting.

1. Online meetings (i.e. teleconferencing meetings) are encouraged, where practical, as these meetings present the lowest risk of transmission of SARS CoV-2, the virus that causes COVID 19. This is particularly important when community prevalence rates are high. Our current trends as of September 1, 2022 in Covid-19 case rate, test positivity, Covid-19 hospitalizations, and Covid-19 wastewater surveillance are decreasing or stable, but still remain high at this time. In addition to this, the predominant variant of Covid-19 being identified continues to be the Omicron variant and it’s subvariants the impact of which on the spread of Covid-19 has shown to dramatically increase COVID-19 transmission.

2. If a local agency determines to hold in-person meetings, offering the public the opportunity to attend via a call-in option or an internet-based service option is recommended, when possible, to give those at higher risk of and/or higher concern about COVID-19 an alternative to participating in person.

3. A written safety protocol should be developed and followed. It is recommended that the protocol require social distancing, where feasible – i.e. six feet of separation between attendees; and consider requiring or strongly encouraging face masking of all attendees and encouraging attendees to be up-to-date on their COVID-19 vaccine.

4. Seating arrangements should allow for staff and members of the public to easily maintain at least six-foot distance from one another at all practicable times.

5. Consider holding public meetings outdoors. Increasing scientific consensus is that outdoor airflow reduces the risk of COVID-19 transmission compared to indoor spaces. Hosting events outdoors also may make it easier to space staff and members of the public at least 6 feet apart. If unable to host outdoors, consider ways to increase ventilation and flow of the indoor space to reduce the risk of COVID-19 while indoors.

6. Current evidence is unclear as to the added benefit of temperature checks in addition to symptom checks. We encourage focus on symptom checks as they may screen out individuals with other Covid-19 symptoms besides fever and help reinforce the message to not go out in public if you are not feeling well.

7. Consider a voluntary attendance sheet with names and contact information to assist in contact tracing of any cases linked to a public meeting.

Revised 9-1-2022
Sefanit Mekuria, MD, MPH
Deputy Health Officer, Contra Costa County
Agenda Packet Page 15 of 278

AGENDA BILL
Agenda Item No. 5.D.

Date: September 20, 2022
To: El Cerrito City Council
From: Holly M. Charléty, City Clerk, City Management
Subject: Biennial Update of Agency Conflict of Interest Code

ACTION PROPOSED
Adopt a Resolution revising the Conflict of Interest Code for the City of El Cerrito, including filing requirements for related agency positions such as the Public Financing Authority, the Employee Pension Board, and the Successor Agency to the former Redevelopment Agency and rescinding Resolution No. 2020-47.

BACKGROUND
The Political Reform Act of 1974 (“Act”) (codified in Government Code Sections 8100 et seq.) requires the City to adopt and promulgate a Conflict of Interest Code (“Code”) applicable to designated City employees and public officials. The Code mandates the positions required to file the Fair Political Practices Commission (FPPC) Form 700 as well as the required disclosure categories.

City Councilmembers, City Manager, City Treasurer, and Planning Commission Members are required to file pursuant to Government Code section 87200, and therefore are not listed in the City’s Code. Section 87200 filings are submitted directly to the FPPC online, or in hard copy to the City Clerk. All Code filings are submitted to the City Clerk. All Form 700 filings, along with the Code are retained and made available to the public by the City Clerk, who acts as the FPPC filing officer for the City.

The City adopted its first Conflict of Interest Code in 1977. In 1983, the City Council enacted Resolution No. 83-14 to adopt the model Conflict of Interest Code drafted by the Fair Political Practices Commission. The Conflict of Interest Code covers matters such as the manner of reporting financial interests, the procedures to be utilized in filing conflict of interest statements, the contents of such statements, and the time within which such statements must be filed.

The Municipal Services Corporation (MSC) is not included in the City’s Conflict of Interest Code as the Corporation is not a public agency. It is a non-profit, public benefit corporation, which is subject to the California Corporations Code. The MSC Board instead adopted its own Conflict of Interest Policy on October 17, 2011 by MSC Resolution No. 2011–11, following the model IRS Conflict of Interest Policy by which a charitable organization should implement decisions regarding transactions or arrangements between the charitable organization and members of the charitable organization’s board of directors and other individuals.

Agenda Packet Page 16 of 278
Agenda Item No. 5.D.

As such, MSC Directors and Officers do not file a Statement of Economic Interests – Form 700 pertaining to the MSC, but file a separate annual declaration as required under the MSC’s existing Conflict of Interest Policy.

As directed by the Fair Political Practices Commission, the City Council is the codereviewing body for the City of El Cerrito. The last revision was completed in 2020, by Resolution No. 2020-47. Biennially by October 1, the code reviewing body is required to approve revisions to the Code or receive formal notice that no revisions are required.

ANALYSIS
The attached resolution is the City’s Conflict of Interest Code revised to incorporate changes to Appendix A – Designated Positions and Appendix B - Disclosure Categories. Appendix A identifies designated positions and advisory bodies and establishes their respective levels of disclosure. Appendix B outlines the specific requirements of each disclosure category.

The current review resulted in a few minor modifications to Appendix A including changes to ensure that all job classifications listed match the job title in the job description. Deletions from the list of designated positions include Development Services Manager and Human Resources Manager, duties of which are now split among other positions already filing. Additions include Network Security Engineer for essential functions including negotiating services and contracts.

Appendix B includes modifications geared towards increasing the understanding of required disclosure for filers. The language currently used is largely verbatim from the applicable Government Code section(s). The goal of presenting categories with more concise language is that filers will better understand what is required, increase the accuracy of filings as well as decrease questions by filers. The recommended changes modify the first three categories to provide such clarification.

The Conflict of Interest Code, as presented, accurately designates all positions that make or participate in the making of governmental decisions. The disclosure categories assigned to these positions require the disclosure of all investments, business positions, interests and sources of income which may foreseeably be affected materially by the decisions made by those designated positions. The Code includes all other provisions required by Government Code Section 87302 and incorporates by reference FPPC Regulation 2 Cal. Admin. Code Section 18730.

STRATEGIC PLAN CONSIDERATIONS
Although mandated by state law, reviewing and updating the City’s Conflict of Interest Code is in alignment with Goal A: Delivering Exemplary Government Services.

ENVIRONMENTAL CONSIDERATIONS
This section is not applicable to this agenda item.

Agenda Packet Page 17 of 278
Agenda Item No. 5.D.

FINANCIAL CONSIDERATIONS
There are no costs associated with the proposed revisions to the Conflict of Interest Code.

LEGAL CONSIDERATIONS
The Act requires the City Council to review the Conflict of Interest Code on a regular basis and when such amendments are necessitated by changed circumstances, pursuant to Government Code Sections 87306 and 87306.5. Council adoption of the proposed Conflict of Interest Code will sustain continued compliance with State law.

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. Resolution

2. Exhibit A to Resolution (redline)

3. Exhibit A to Resolution (clean)
Agenda Packet Page 18 of 278
RESOLUTION 2022-XX

A RESOLUTION ADOPTING THE CONFLICT OF INTERST CODE FOR THE CITY OF

EL CERRITO, INCLUDING THE FILING OF ANY RELATED AGENCY POSITIONS,

SUCH AS THE EMPLOYEE PENSION BOARD, THE SUCCESSOR AGENCY TO THE

FORMER REDEVELOPMENT AGENCY, DESIGNATING POSITIONS AND

DISLCOSURE REQUIREMENTS FOR STATEMENTS OF ECONOMIC INTERESTS FORM 700 AND RECINDING RESOLUTION 2020-47
WHEREAS, the Political Reform Act of 1974 (“Act”), Government Code Sections 8100 et seq. enacted as part of Proposition 9, requires every local agency to adopt and promulgate a conflict of interest code applicable to employees or consultants holding designated positions and public officials within the jurisdiction of the local agency; and WHEREAS, in 1977, the El Cerrito City Council enacted Resolution No. 3843, establishing a Conflict of Interest Code for the City of El Cerrito (“City”); and WHEREAS, subsequent to the enactment of Resolution No. 3843 the Fair Political Practices Commission (“FPPC”) enacted 2 Cal. Code of Regs. Section 18730 which contains the terms of a standard model conflict of interest code, which could be adopted by local agencies covering such matters as the manner of reporting financial interests, the procedures to be utilized in filing conflict of interest statements, the contents of such statements, the time within which such statements must be filed, etc.; and which may be amended by the FPPC after public notice and hearings to conform to amendments to the Act; and
WHEREAS, in 1983, the City Council enacted Resolution No. 83-14 which adopted the model conflict of interest code drafted by the FPPC, including any amendments duly adopted by the Commission to conform to amendments to the Act, as the new City of El Cerrito Conflict of Interest Code; and
WHEREAS, the Act additionally requires the submission of a revised conflict of interest code for approval by the code-reviewing body or the notification of said body that no changes are necessary pursuant to Government Code Section 87306.5; and WHEREAS, the Conflict of Interest Code was last amended by Resolution 2020- 47 and requires revision to reflect changes in designated position and the financial interests required to be reported; and
WHEREAS, the Conflict of Interest Code includes filing requirements for related agency positions, such as the Successor Agency to the former El Cerrito Redevelopment Agency, the Public Financing Authority (PFA), and the Employee Pension Board.

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

Section 1. Incorporation of Recitals. All Recitals above are true and correct and are incorporated herein.

Agenda Packet Page 19 of 278
Section 2. Adoption of Model Conflict of Interest Code. The terms of 2 Cal. Adm.

Code Section 18730 and any amendments to it duly adopted by the FPPC are hereby incorporated by reference and included as part of the Conflict of Interest Code of the City of El Cerrito.

Section 3. Statement of Economic Interest Requirement. Persons holding designated positions and persons required to do so by Government Code Section 87200 et. seq. shall file Statements of Economic Interests with the City of El Cerrito on FPPC forms, in conformance with the individual disclosure categories and State guidelines.

Persons holding designated positions and persons required by statute to file statements of economic interests shall also report interests for any other related agency positions, such as the Employee Pension Board, Successor Agency to the former Redevelopment Agency, and the Public Finance Authority (PFA). The City Clerk will retain custody of the statements and make the statements available for public inspection and reproduction.

Section 4. Form 700 Requirement. In accordance with FPPC Regulation 18734, any individual hired for a position not yet covered under this Conflict of Interest Code must file a Form 700 if the individual serves in a position that makes or participates in making governmental decisions. Individuals in this category must file under the broadest disclosure category until the code is amended to include the new position unless the City of El Cerrito provides, in writing, a limited disclosure requirement.

Section 5. Late Filings and Failure to File Statements. Any violation of any provision of this Code is subject to the administrative, criminal and civil sanctions provided in the Act, Government Code Sections 81000 et seq. The following additional regulations shall apply to City of El Cerrito (a) designated employees, (b) designated members of boards and commissions appointed by the City Council, and (c) consultants:
(a) City Employees: If a City employee fails to file an Initial, Assuming Office or Annual Statement of Economic Interests within thirty days after the City Clerk has given specific written notice of non-filing, the employee shall undergo steps resulting in a written reprimand in accordance with the provisions of the appropriate Memorandum of Understanding or City of El Cerrito Personnel Policies and Administrative Regulations. The employee's supervisor shall comply with the provisions of the appropriate Memorandum of Understanding or City of El Cerrito Personnel Rules and Administrative Regulations. In addition, the City Clerk shall impose late filing fees in accordance with Government Code Section 91013 and 91013.5. No person who has left City employment and failed to file the appropriate statement shall resume active employment with the City of El Cerrito if there are outstanding statements or fines.
(b) Members of Boards and Commissions: If a member of any non-elected board, commission or committee specified in the Code fails to file an Assuming Office, Initial or Annual Statement of Economic Interests within thirty days after the City Clerk has given specific written notice of non-filing, the member's term on the commission shall expire. The City Clerk shall notify the commissioner that his/her term has expired and notify the City Council that a vacancy exists on the commission. In addition, the City Clerk shall impose late filing fees in accordance with Government Code Sections 91013 and 91013.5.

Agenda Packet Page 20 of 278
Prior to being eligible for reappointment to any board, commission, or committee all outstanding filings for all commission appointments must be filed and any outstanding fines, payable under Government Code Section 91013, shall be paid. No person shall be appointed to any commission if there are outstanding statements or fines, and no person shall be appointed to any commission for a period of one year if terminated from any commission more than once for failure to file statements.
(c) Consultants: If a consultant, as defined in 2 Cal. Code Regs. Section 18701, fails to file any Statement of Economic Interests within thirty days after the City Clerk has given specific written notice of non-filing, the consultant shall be advised by the City's project manager that no further payments shall be made by the City of El Cerrito under the contract until such statement has been received by the City Clerk. The City Clerk shall also impose late filing fees in accordance with Government Code Sections 91013 and 91013.5.

Section 6. Designated Positions that Must Disclose Financial Interests. The City Conflict of Interest Code hereby includes Appendix A, which reflects changes in City organization and in the job titles of City management staff and reflects the inclusion of positions with decision making authority as authorized by the El Cerrito Municipal Code and in compliance with Title 2, Section 18701 of the California Code of Regulations.

Designated Positions shall disclose financial interests as set forth in Appendix B.

Section 7. Adoption of Disclosure Categories. The City Conflict of Interest Code hereby includes Appendix B, to achieve consistency with State Law and reflect the required disclosure categories of this Conflict of Interest Code.

Section 8. Rescission of Previous Conflict of Interest Code. The City Council hereby rescinds Resolution No. 2020-47.

BE IT FURTHER RESOLVED that this resolution shall become effective immediately upon passage and adoption.

I CERTIFY that at a regular meeting on September 20, 2022 the City Council of the City of El Cerrito passed this Resolution by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

IN WITNESS of this action, I sign this document and affix the corporate seal of the City of El Cerrito on September , 2022.
________________________
Holly M. Charléty, City Clerk
APPROVED:
________________________
Gabe Quinto, Mayor
Agenda Packet Page 21 of 278
City of El Cerrito Conflict of Interest Code
Amended Month, ##, 2022 Resolution No. 2022-XX Page 1 of 4 Appendix A – List of Designated Positions
Individuals holding the following positions must file a Statement of Economic Interests (Form 700):

Classification Disclosure
Categories
Assistant City Attorney 1, 2, 3, 4
Assistant City Manager 1, 2, 3, 4
Assistant to the City Manager 1, 2, 3, 4
Associate Engineer 1, 2, 3, 4
Associate Planner 1, 2, 3, 4
Battalion Chief 1, 2, 3, 4
Battalion Chief – Training Officer 1, 2, 3, 4
Building Official 1, 2, 3, 4
Budget/Financial Services Manager 1, 2, 3, 4
City Clerk 1, 2, 3, 4
Community Development Director 1, 2, 3, 4
Development Services Manager 1, 2, 3, 4
Fire Chief 1, 2, 3, 4
Human Resources Manager 1, 2, 3, 4
Information Technology Manager 1, 2, 3, 4
Maintenance Services Superintendent 1, 2, 3, 4
Management Analyst (I, II, and Ill) 1, 2, 3, 4
Network Security Engineer 1, 2, 3, 4
Operations and Environmental Services Manager 1, 2, 3, 4 Planning Manager 1, 2, 3, 4
Police Captain 1, 2, 3, 4
Police Chief 1, 2, 3, 4
Police Lieutenant 1, 2, 3, 4
Program Manager 1, 2, 3, 4
Public Works Director/City Engineer 1, 2, 3, 4
Recreation Director 1, 2, 3, 4
Recreation Supervisor 1, 2, 3, 4
Recycling Operations Supervisor 1, 2, 3, 4
Senior Engineer 1, 2, 3, 4
Senior Human Resources Analyst 1, 2, 3, 4
Senior Planner 1, 2, 3, 4
Senior Program Manager 1, 2, 3, 4
Special Counsel 1, 2, 3, 4
Consultants *
Commission and Board Members:

Arts and Culture Commission Members 5
Design Review Board Members 1, 2, 3, 4
Financial Advisory Board Members 1, 2, 3, 4
* Individuals providing services as a consultant as defined in Title 2 Ca Code of Regulations Section 18700.3 or 18734 shall disclose pursuant to the broadest disclosure category in this code unless the City Agenda Packet Page 22 of 278
City of El Cerrito Conflict of Interest Code
Amended Month, ##, 2022 Resolution No. 2022-XX Page 2 of 4 Manager or designee determines in writing that a consultant has been hired to perform a range of duties sufficiently limited in scope and it is more appropriate to assign a limited disclosure requirement. Any determination is a public record and shall be retained in the same manner and location as the disclosure statements filed pursuant to this code.

Agenda Packet Page 23 of 278
City of El Cerrito Conflict of Interest Code
Amended Month, ##, 2022 Resolution No. 2022-XX Page 3 of 4 Appendix B – Disclosure Categories
The disclosure categories listed below identify the types of investments, business positions, sources of income or real property which Designated Positions must disclose for each category to which the position is assigned.
# Description
1 Personal Income: All sources of income, including investments, gifts, loans and travel payments as defined in Government Code Section 82030, as amended. Not included as income in this disclosure category is income received from any source outside the City of El Cerrito if that source is not presently doing business within the City of El Cerrito and has not done business within the City of El Cerrito during the two years prior to the time this disclosure statement is made.
2 Investments Interests in Real Property: All interests in real property, as defined in Government Code Section 82033, as amended, in excess of $2,000 held by the designated employee, or commissioner, the employee or commissioner's spouse, domestic partner or dependent children located in whole or in part within the City of El Cerrito or within a two-mile radius of the boundaries of the City of El Cerrito. Included within this disclosure category is any leasehold, beneficial or ownership interest or an option to acquire such an interest in real property. Included within this disclosure category is any pro rata share of interests in real property of any business entity or trust in which the designated employee, or commissioner, the employee or commissioner's spouse, domestic partner or dependent children, owns directly, indirectly or beneficially, a 10 percent interest or greater. An "interest in real property" does not include the principal residence occupied by the designated filer or their family, if used exclusively as a personal residence. of the employee or commissioner, making the disclosure unless all or part of that residence is used for business purposes and claimed as a business deduction on the designated employee or commissioner's income tax return. 3 Investments: All investments financial interests in excess of $2,000 held by the designated employee filer or commissioner, the employee filer’s or commissioner's spouse, domestic partner or dependent children in security issued by a business entity , as defined in Government Code Section 82034, as amended. including but not limited to common stock, preferred stock, options, debt instruments and any partnership or other ownership interest if the business entity or any parent, subsidiary or otherwise related business entity has an interest in real property in the City of El Cerrito, or does business or plans to do business in the City of El Cerrito, or has done business within the City of El Cerrito at any time during the two years prior to the time this disclosure statement is made. The term "investments" does not include a time or demand deposit in a financial institution, shares in a credit union, any insurance policy, interest in a diversified mutual fund registered with the Securities and Exchange Commission or a common trust fund created pursuant to Section 1564 of the Finance Code, or any bond or other debt instrument issued by any government or government agency. The term "investments" does include a pro rata share of investments of any business entity, mutual fund, or trust in which the designated employee or commissioner, or the employee's or commissioner’s spouse, domestic partner or Agenda Packet Page 24 of 278
City of El Cerrito Conflict of Interest Code
Amended Month, ##, 2022 Resolution No. 2022-XX Page 4 of 4 dependent children own directly, indirectly or beneficially, a 10 percent interest or greater. 4 Management Business positions: Management positions held with any business entity located, doing business, planning to do business, or having done business in the past two years within the City of El Cerrito.
5 Arts and Culture Commission: All members of the Commission shall disclose business entities in which they have an investment, or in which they are a director, officer, partner, employee, or hold any position of management; and income as defined in Government Code Section 82030, as amended, including gifts, loans, and travel payments; if the business entity or source of income: a) has applied for, is receiving, or within the previous two years has received, funds through the City to advance Arts in El Cerrito; b) has profited from the creation, production, sale, or display of any artistic endeavor; or c) has provided services, goods, or equipment to artistic endeavors in the City of El Cerrito.

FURTHER INFORMATION AND INSTRUCTIONS
Further information and instructions regarding the Statement of Economic Interests (Form 700) may be found within Form 700 itself, and the Form 700 Reference Pamphlet, both available at the California Fair Political Practices Commission website: www.fppc.ca.gov Agenda Packet Page 25 of 278
City of El Cerrito Conflict of Interest Code
Amended September 20, 2022 Resolution No. 2022-XX Page 1 of 2 Appendix A – List of Designated Positions
Individuals holding the following positions must file a Statement of Economic Interests (Form 700):

Classification Disclosure
Categories
Assistant City Attorney 1, 2, 3, 4
Assistant City Manager 1, 2, 3, 4
Assistant to the City Manager 1, 2, 3, 4
Associate Engineer 1, 2, 3, 4
Associate Planner 1, 2, 3, 4
Battalion Chief 1, 2, 3, 4
Battalion Chief – Training Officer 1, 2, 3, 4
Building Official 1, 2, 3, 4
Budget/Financial Services Manager 1, 2, 3, 4
City Clerk 1, 2, 3, 4
Community Development Director 1, 2, 3, 4
Fire Chief 1, 2, 3, 4
Information Technology Manager 1, 2, 3, 4
Maintenance Services Superintendent 1, 2, 3, 4
Management Analyst (I, II, and Ill) 1, 2, 3, 4
Network Security Engineer 1, 2, 3, 4
Operations and Environmental Services Manager 1, 2, 3, 4 Planning Manager 1, 2, 3, 4
Police Captain 1, 2, 3, 4
Police Chief 1, 2, 3, 4
Police Lieutenant 1, 2, 3, 4
Program Manager 1, 2, 3, 4
Public Works Director/City Engineer 1, 2, 3, 4
Recreation Director 1, 2, 3, 4
Recreation Supervisor 1, 2, 3, 4
Recycling Operations Supervisor 1, 2, 3, 4
Senior Engineer 1, 2, 3, 4
Senior Human Resources Analyst 1, 2, 3, 4
Senior Planner 1, 2, 3, 4
Senior Program Manager 1, 2, 3, 4
Special Counsel 1, 2, 3, 4
Consultants *
Commission and Board Members:

Arts and Culture Commission Members 5
Design Review Board Members 1, 2, 3, 4
Financial Advisory Board Members 1, 2, 3, 4
* Individuals providing services as a consultant as defined in Title 2 Ca Code of Regulations Section 18700.3 or 18734 shall disclose pursuant to the broadest disclosure category in this code unless the City Manager or designee determines in writing that a consultant has been hired to perform a range of duties sufficiently limited in scope and it is more appropriate to assign a limited disclosure requirement. Any determination is a public record and shall be retained in the same manner and location as the disclosure statements filed pursuant to this code.

Agenda Packet Page 26 of 278
City of El Cerrito Conflict of Interest Code
Amended September 20, 2022 Resolution No. 2022-XX Page 2 of 2 Appendix B – Disclosure Categories
The disclosure categories listed below identify the types of investments, business positions, sources of income or real property which Designated Positions must disclose for each category to which the position is assigned.
# Description
1 Personal Income: All sources of income, including investments, gifts, loans and travel payments as defined in Government Code Section 82030, as amended. 2 Interests in Real Property: All interests in real property, as defined in Government Code Section 82033, as amended, located in whole or in part within the City of El Cerrito or within a two-mile radius of the boundaries of the City of El Cerrito. An "interest in real property" does not include the principal residence occupied by the designated filer or their family, if used exclusively as a personal residence. 3 Investments: All investments in excess of $2,000 held by the designated filer the filer’s spouse, domestic partner or dependent children, as defined in Government Code Section 82034, as amended. including but not limited to common stock, preferred stock, options, debt instruments and any partnership or other ownership interest if the business entity or any parent, subsidiary or otherwise related business entity has an interest in real property in the City of El Cerrito, or does business or plans to do business in the City of El Cerrito, or has done business within the City of El Cerrito at any time during the two years prior to the time this disclosure statement is made.
4 Business positions: Management positions held with any business entity located, doing business, planning to do business, or having done business in the past two years within the City of El Cerrito.
5 Arts and Culture Commission: All members of the Commission shall disclose business entities in which they have an investment, or in which they are a director, officer, partner, employee, or hold any position of management; and income as defined in Government Code Section 82030, as amended, including gifts, loans, and travel payments; if the business entity or source of income: a) has applied for, is receiving, or within the previous two years has received, funds through the City to advance Arts in El Cerrito; b) has profited from the creation, production, sale, or display of any artistic endeavor; or c) has provided services, goods, or equipment to artistic endeavors in the City of El Cerrito.

FURTHER INFORMATION AND INSTRUCTIONS
Further information and instructions regarding the Statement of Economic Interests (Form 700) may be found within Form 700 itself, and the Form 700 Reference Pamphlet, both available at the California Fair Political Practices Commission website: www.fppc.ca.gov Agenda Packet Page 27 of 278

AGENDA BILL
Agenda Item No. 5.E.

Date: September 20, 2022
To: El Cerrito City Council
From: Jose Castrejon, Battalion Chief, Training Division, Fire Department; Eric Saylors, Fire Chief, Fire Department
Subject: Adoption of the Amended 2022 City of El Cerrito Emergency Operations Plan

ACTION PROPOSED
Adopt a resolution amending the City of El Cerrito Emergency Operations Plan (EOP) adopted on May 3, 2022 to include a promulgation and statement regarding Diversity, Equity and Inclusion.

BACKGROUND/ANALYSIS
The Emergency Operations Plan (EOP) is an all-hazard plan that describes how the City of El Cerrito will organize and respond to emergencies and disasters in the community. The plan is based on and is compatible with federal, state of California, and other applicable laws, regulations, plans, and policies, including the National Response Framework and the State of California Emergency Management Plan. The current EOP was approved by the City Council on May 3, 2022 and is intended to serve as a guide for disaster response and recovery operations and may be used as a reference document that outlines how the City complies with and implements the requirements of the California Emergency Services Act to protect the lives and property of the community. The addition of the City’s promulgation (page 2 of the attached); as well as the Diversity, Equity, and Inclusion statement added to section 4.5.6 (page 21 of the attached) will ensure that the needs of all community members are met.

Inherent in emergency management is that it does not exist independently from the issues that exist in a society the moment before an incident occurs. The social conditions that cause inequity, injustice, and lack of access to essential services can be exacerbated in readiness, response, and recovery operations.

Emergency managers must take deliberate action and examine policies, policy laws, regulations, and assumptions that may have unintended constraints. This is important before incidents occur. The goal of examining diversity, equity, and inclusion is to consider how the structure of the emergency management program impacts who is and is not participating in or being served by the program.

The City of El Cerrito has affirmed that it is committed to the values of dignity, inclusivity, and respect for all individuals regardless of ethnic or national origin, gender identity, race, religious affiliation, sexual orientation, age, disability, or immigration status (Resolution 2017-14.)
Agenda Packet Page 28 of 278
Agenda Item No. 5.E.

The Emergency Operations Plan and the Annexes are intended to be living documents.

The Plan and the Annexes will be modified as required to meet the needs of the City and the community. The addition of the promulgation and diversity, equity, and inclusion statement to the EOP will ensure the needs of all community members are met in the pre-event, emergency, and recovery phases of an incident.

STRATEGIC PLAN CONSIDERATIONS
The approval of this resolution fulfills Goal A: Deliver exemplary government services, Goal B: Achieve Long-term Financial Sustainability, Goal C: Deepen a sense of place and community identity, Goal E: Ensure the Public’s Health and Safety, and Goal F:

Foster Environmental Sustainability.

ENVIRONMENTAL CONSIDERATIONS
This section is not applicable to this agenda item.

FINANCIAL CONSIDERATIONS
This section is not applicable to this agenda item.

LEGAL CONSIDERATIONS
The City Attorney has reviewed this item and found that legal considerations have been addressed.

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. Resolution

2. Exhibit A to Resolution
Agenda Packet Page 29 of 278
RESOLUTION NO. 2022-XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CERRITO ADOPTING

REVISIONS TO THE CITY OF EL CERRITO EMERGENCY OPERATIONS PLAN WHEREAS, the City of El Cerrito is vulnerable to various natural, technological and manmade hazards which have the potential to affect the safety, health, and welfare of the population and cause damage or destruction to public and private property; and WHEREAS, the preservation of life, property and the environment are an inherent responsibility of local, state, and Federal governments; and WHEREAS, the California Emergency Services Act requires cities to have an Emergency Operations Plan (EOP) to ensure effective and efficient operation in the event of an emergency or disaster; and
WHEREAS, the City adopted an updated EOP on May 3, 2022 via Resolution 2022-31, to ensure the most effective and economical allocation of resources for protection of people and property in the time of an emergency or disaster; and WHEREAS, the addition of the City’s promulgation within the EOP establishes the City’s commitment to disaster preparedness, response, and recovery; and WHEREAS, the addition of the Diversity, Equity, and Inclusion Statement to the EOP will reinforce the City’s support to all members of the community; and WHEREAS, the EOP has been reviewed and approved by the appropriate City departments and City Manager and provided the necessary feedback and direction to amend the updated the Emergency Operations Plan.

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of El Cerrito that it hereby adopts the Basic Plan of the Emergency Operations Plan, attached hereto as Exhibit A, as the official emergency plan for the City of EL Cerrito BE IT FURTHER RESOLVED that this resolution shall become effective immediately upon passage and adoption.

I CERTIFY that at a regular meeting on September 20, 2022, the City Council of the City of El Cerrito passed this Resolution by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS
ABSENT: COUNCIL MEMBERS:

Agenda Packet Page 30 of 278
IN WITNESS of this action, I sign this document and affix the corporate seal of the City of El Cerrito on September, _____, 2022
__________________________
Holly M. Charléty, City Clerk
APPROVED:
_______________________
Gabe Quinto, Mayor
Agenda Packet Page 31 of 278

CITY OF EL CERRITO

EMERGENCY OPERATIONS PLAN
Agenda Packet Page 32 of 278
City of El Cerrito Emergency Operations Plan
July 2022
Emergency Management Services Provided By:

El Cerrito Fire Department
Prepared for:

City of El Cerrito
10890 San Pablo Avenue
El Cerrito, CA 94530
(510) 215-4300
www.el-cerrito.org
Prepared by:

Tetra Tech, Inc.
1999 Harrison Street, Suite 500
Oakland, CA 94612
(510) 302-6300
www.tetratech.com
City of El Cerrito
10890 San Pablo Avenue
El Cerrito, CA 94530
(510) 215-4300
www.el-cerrito.org
Agenda Packet Page 33 of 278
City of El Cerrito Emergency Operations Plan
i July 2022

CONTENTS
Contents .........................................................................................................................................................i Letter of Promulgation .........................................................................................................................................2 Preface ........................................................................................................................................................3 Authority, Approval & Distribution .......................................................................................................................4 Record of Changes ................................................................................................................................................5 Plan Distribution...................................................................................................................................................5

1.0 Introduction .................................................................................................................................................6

2.0 Concept of Operations..................................................................................................................................9

3.0 Emergency Management Organization .......................................................................................................12

4.0 Emergency Management Cycle...................................................................................................................14

5.0 Emergency Operations Center ....................................................................................................................22

6.0 Emergency Declarations .............................................................................................................................25

7.0 Public Information......................................................................................................................................27

8.0 Continuity of Government ..........................................................................................................................27

9.0 Plan Development and Maintenance..........................................................................................................29

10.0 Authorities and References ........................................................................................................................30 ABBREVIATIONS .................................................................................................................................................31 GLOSSARY ......................................................................................................................................................32 ANNEXES ......................................................................................................................................................36 Annex 1 El Cerrito City Profile ..........................................................................................................................A1-1 Annex 2 Kensington Unincorporated Community Profile.................................................................................A2-1 Annex 3 Department Roles & Responsibilities .................................................................................................A3-1 Annex 4 Earthquakes .......................................................................................................................................A4-1 Annex 5 Flooding..............................................................................................................................................A5-1 Annex 6 Wildfires .............................................................................................................................................A6-1 Annex 7 Slides ..................................................................................................................................................A7-1 Annex 8 Severe Weather..................................................................................................................................A8-1 Annex 9 Care and Shelter.................................................................................................................................A9-1 Annex 10 EOC Activation .............................................................................................................................A10-1 Annex 11 De-Energization ...........................................................................................................................A11-1 Agenda Packet Page 34 of 278
City of El Cerrito Emergency Operations Plan
2 July 2022

LETTER OF PROMULGATION
August 2, 2022

LETTER OF PROMULGATION
The City of El Cerrito is vulnerable to various natural, technological, and manmade hazards which have the potential to affect the safety, health, and welfare of the population and cause damage or destruction to public and private property. The preservation of life and property is an inherent responsibility of all levels of government. As disasters can occur in devastating form at any time, The City of El Cerrito must provide safeguards, which may save lives, while minimizing property damage. This will be accomplished through planning, preparedness measures and training. Sound emergency plans carried out by knowledgeable and well-trained personnel can and will minimize losses.

The City of El Cerrito Emergency Operations Plan (EOP) establishes an Emergency Management Organization and assigns functions and tasks consistent with California’s Emergency Management System (SEMS) and the National Incident Management System (NIMS). It provides for the integration and coordination of planning efforts of multiple jurisdictions within Solano County.

This plan was developed for each City of El Cerrito department with emergency services responsibilities. The content is based upon guidance approved and provided by the California Office of Emergency Services (Cal OES) and the Federal Emergency Management Agency (FEMA). The intent of the EOP is to provide direction on how to respond to an emergency from the outset through an extended response, and into the recovery process.

Once adopted, this plan is an extension of the State of California Emergency Plan. It will be reviewed and tested periodically and revised as necessary to meet changing conditions.

The City of El Cerrito City Council gives its full support to this Emergency Operations Plan and urges all public employees and individuals to prepare for times of emergency before they occur. ______________________________
Gabe Quinto, Mayor
______________________________
Holly M. Charléty, City Clerk
______________________________
Karen Pinkos, City Manager
Agenda Packet Page 35 of 278
City of El Cerrito Emergency Operations Plan
3 July 2022

PREFACE
The Emergency Operations Plan (EOP) outlines how the City of El Cerrito – its government, stakeholder agencies, community-based organizations (CBO), business community, and residents – coordinate their response to major emergencies and disasters. This plan is regularly updated by staff and approved by the City Council.

The EOP identifies operational strategies and plans for managing inherently complex and potentially catastrophic events. City assets, resources, and departments are potentially vulnerable and may become overwhelmed. With this in mind, a primary goal of the EOP is to promote flexibility whenever possible and is not intended to limit the use of good judgement and common sense. This document is intended to facilitate emergency response and short-term recovery functions for emergencies and disasters which are outside of the scope of normal City operations.

The City of El Cerrito has officially adopted and integrated the following emergency management, response, and coordination systems:
 Incident Command System (ICS)
 Standardized Emergency Management System (SEMS)
 National Incident Management System (NIMS)
This EOP addresses the four phases of emergency management:
 Preparedness
 Response
 Recovery
 Mitigation
The City has adopted a “Whole Community” approach in which the inclusion and integration of community partners, neighbors, and other stakeholders are actively promoted in all phases of emergency management. Through these collaborative efforts, the City will be better prepared to meet the needs of its residents and daytime populace alike, especially those with disabilities and others with access and functional needs.

The City’s Emergency Operations Center (EOC) provides a centralized location where emergency management coordination and decision making can be supported during a critical incident, major emergency, or disaster. When activated, the EOC provides support for a number of critical tasks related to communications, coordination, resource management, and executive leadership.

If the City of El Cerrito determines the effects of an emergency are, or may become, beyond the capability of local resources, a local emergency can be proclaimed. A local proclamation of emergency allows the City Manager as the Director of Emergency Services to take measures necessary to protect and preserve public health and safety and supports requests for state and federal assistance. A proclamation also provides City staff with additional powers and authorities to increase the speed and effectiveness of City response activities.

Attachments to this EOP include a summary of authorities and references, a sample proclamation of local emergency, a summary of the hazards facing the City, selected acronyms, and a glossary.

The EOP is organized and defined as follows:

Agenda Packet Page 36 of 278
City of El Cerrito Emergency Operations Plan
4 July 2022
 Basic Plan (also referred to as EOP in this document) presents the planning assumptions, policies, and concept of operations that guide the responsibilities for emergency preparedness, response, recovery, and mitigation for the City of El Cerrito.  Annexes - including informational, functional and hazard specific There are a number of City plans, procedures, and other documents that support or relate to this Basic Plan and Annexes.

AUTHORITY, APPROVAL & DISTRIBUTION
This Emergency Operations Plan is sanctioned under the authority of the El Cerrito Municipal Code (CIty of El Cerrito, 2021) and promulgated under the authority of the city manager as director of emergency services. State Authority can be found, in part, in the California Emergency Services Act (State of California, 2015) and various other codes and regulations. Federal Authority is found in The Robert T. Stafford Act (FEMA - U.S. Government, 2019), Homeland Security Presidential Directive 5 (FEMA - U.S. Government, 2003) and 8 (DHS - U.S. Government, 2011). The system used nationally is NIMS (National Incident Management System) as well as the National Response Plan (NRP).

This document shall be the official Emergency Operation Plan for the City of El Cerrito and shall supersede all previous plans for this purpose. Nothing in this plan shall be construed in a manner that limits good judgment and common sense in matters not foreseen or covered by the elements of the plan or any appendices hereto.

This plan is approved by the El Cerrito City Manager and ratified by the city council. Copies of the plan will be distributed to each City Department, the Emergency Operations Center, and EOC Section Coordinators. Once approved, it will be implemented by the Fire Chief or his designee.

City of El Cerrito
_______________________________________________________ ________________________ City Manager Date
Agenda Packet Page 37 of 278
City of El Cerrito Emergency Operations Plan
5 July 2022

RECORD OF CHANGES
All updates and revisions will be tracked in the following table. This process will ensure that the most recent version of the plan is disseminated and implemented by emergency response personnel.

Plan Update / Changes
Date Change
No.

Change made by (Name &
title)
Summary of Changes

PLAN DISTRIBUTION
The Fire Department will maintain a complete volume of the final Emergency Operations Plan (EOP) in its offices. The primary method of EOP distribution is electronic. The following City Departments will receive a digital version of the final EOP by email sent to the Department head.

Distribution List
 City Attorney  Human Resources
 City Clerk  Information Technology
 City Manager  Police
 Community Development  Public Works
 Finance  Recreation
 Fire 
Agenda Packet Page 38 of 278
City of El Cerrito Emergency Operations Plan
6 July 2022

1.0 INTRODUCTION
The EOP serves as a significant document for El Cerrito’s emergency management activities.

While resources may be called upon as needed, responsibilities are outlined in the EOP Basic Plan and associated annexes. To ensure adequate preparedness, city departments should actively participate in preparedness and planning activities including the development of departmental plans, policies and procedures as necessary to fulfill assigned roles and obligations.

The EOP embraces the Federal Emergency Management Agency’s (FEMA) “whole community” approach to emergency management and, in addition to El Cerrito’s resources, recognizes the role of non-governmental organizations (NGOs), community-based organizations (CBO), faithbased organizations (FBO), private-sector businesses, educational institutions, and other stakeholders. Additionally, the EOP is intended to reflect the wide variety of support that may be required by residents, visitors, and businesses, including people with disabilities and others with access or functional needs. Consideration for people with disabilities, access or functional needs will be given in emergency planning.

Certain groups and organizations will need to interface with the City's EOC and among each other, including in circumstances where normal telecommunications may be impaired. By understanding the elements of this plan, the City and such organizations can facilitate that process.

Members of the community should be aware of the potential risks and hazards we face and the responsibility to prepare personally, at a family level, and in one's organization.

1.1 Purpose
The purpose of this EOP is to provide and outline the framework, concepts, and policies of El Cerrito’s emergency procures and operations to ensure effective management and coordination of the City’s response to emergencies and disasters. It identifies roles and responsibilities for various individuals and departments as they pertain to preparedness, response, recovery, and mitigation activities. This plan serves as a foundational document for other City plans, as well as a reference document for other government and non-government organizations and entities. This plan complies with current federal, state, and local laws and regulations as well as best practices.

1.2 Goals and Objectives
The overall objective of emergency management is to ensure the effective coordination of response forces and resources in preparing for and responding to situations associated with natural disasters, technological incidents and national security emergencies. To carry out its responsibilities, the emergency management organization will accomplish the following objectives during an emergency/disaster:
 Goal 1: Save Lives
o Objective 1.1: Prepare and disseminate emergency public information to alert, warn, and inform the public
o Objective 1.2: Provide effective life safety measures.

Agenda Packet Page 39 of 278
City of El Cerrito Emergency Operations Plan
7 July 2022
 Goal 2: Incident Stabilization and Restoration of Essential Services o Objective 2.1: Maintain overall coordination/support of emergency response and recovery operations.
o Objective 2.2: Coordinate and liaise with appropriate federal, state and other local government agencies, as well as applicable segments of private sector entities and volunteer agencies
o Objective 2.3: Establish priorities and resolve conflicting demands for support. o Objective 2.4: Provide accurate documentation and records required for cost recovery efforts.
o Objective 2.5: Provide for the rapid resumption of impacted businesses and community services.
 Goal 3: Protection of Property and the Environment
o Objective 3.1: Provide effective response efforts to reduce property loss and damage to the environment.

1.3 Scope
The EOP serves as the foundational document for the City’s emergency management activities.

The EOP applies to any significant emergency association with any hazard or threat, natural, technical, or human-caused, which may affect the City and result in a planned, coordinated response effort by City agencies. While all City resources may be called upon as needed, specific departmental responsibilities are outlined in the EOP Basic Plan and associated annexes. To ensure the City is adequately prepared, all City departments are required to actively participate in preparedness and planning activities to include the development and review of departmental plans, policies, procedures, resource information and contact information as necessary to fulfill their assigned roles and obligations.

1.4 Limitations
While many of the elements outlined in the EOP are designed for flexibility and can be utilized as needed to address a number of emergency and non-emergency events, some activities require special activation or a formal disaster declaration by the City Council. Similarly, the EOP is not meant to outline procedures for routine incidents or minor emergencies which are adequately addressed through existing processes.

The EOP identifies operational strategies and plans for managing inherently complex and potentially catastrophic events. Assets, resources, and departments are potentially vulnerable and may become overwhelmed. Deviations from the organizational and response structures outlined in the EOP may be required, based upon evolving needs and available resources.

With this in mind, the EOP is designed to promote flexibility whenever possible and is not intended to limit the use of good judgment and common sense in matters not foreseen or adequately addressed by elements of the EOP and its associated annexes, appendices, or plans.

1.5 Situation Assessment / Hazard Analysis
Emergency management is based on an understanding of a jurisdiction’s risk. The City has undergone multiple hazard analysis processes per FEMA's “Comprehensive Preparedness Guide Agenda Packet Page 40 of 278
City of El Cerrito Emergency Operations Plan
8 July 2022
201 (CPG 201).” The City has an approximate population of 24,953 people (State of California - Department of Finance, n.d.) and covers a geographic area of approximately 3.6 square miles.

El Cerrito will provide a response which is commensurate with the available staffing and resources at its disposal. El Cerrito does not have the capability and resources to provide adequate response for all emergencies and incidents during disasters. As needed, the City will request additional assistance through the Contra Costa County Operational Area.

This current best practice places risk into three categories: natural, technological (accidental), and human-caused (deliberate).

The current Hazard Mitigation Plan identifies the following as the top hazards for the City:

Hazard Type Category
Earthquake High
Landslides High
Wildfire High
Severe Weather Medium
Flooding Medium
Additional information regarding El Cerrito’s geography, demographics, and other hazards is contained in the Contra Costa County Hazard Mitigation Plan (Contra Costa County HMP, 2018).

1.6 Planning Assumptions
The following assumptions may be viable during emergency and/or disaster operations:
 El Cerrito is susceptible to a number of hazards and risks that may result in critical incidents which may include natural, technological, or human caused.  Emergencies may occur at any time with little or no warning and may exceed the capabilities of local, state, and federal governments, and the private sector in the affected areas.
 All City departments will participate in planning and preparedness activities as required.  City personnel will be adequately trained to perform the roles to which they are assigned.  The City’s EOC will be partially or fully activated to support operations during critical incidents.
 The City of El Cerrito is primarily responsible for emergency action within their municipality and will commit all available resources to save lives, minimize injuries to persons, and minimize damage to property and the environment.
 City departments will participate; however, personnel may be unavailable or unable to report to work.
 The Kensington Fire District contracts with ECFD to provide fire, rescue, and emergency services. Kensington, located in the Berkeley Hills, is an unincorporated area in Contra Costa County.
 El Cerrito will utilize SEMS, ICS, and NIMS in emergency response and management of operations and follow an all-hazard approach methodology.  The City will commit their resources to a reasonable degree before requesting mutual aid assistance.
 Non-essential City operations may be reduced or cancelled in order to prioritize resources.

Agenda Packet Page 41 of 278
City of El Cerrito Emergency Operations Plan
9 July 2022
 Following a major disaster or catastrophic incident, El Cerrito may have to rely on their own resources to be self-sustaining until mutual aid is available.  Transportation infrastructure may be disrupted and access to critical facilities may be blocked.
 Critical infrastructure and utilities (natural gas, water, electricity, sanitary sewer, garbage, recycling, communications, etc.) may be severely impacted.  Residents, businesses, and other entities may need to be self-sufficient for one week or more.
 Reasonable accommodations will be made for people with disabilities and/or access and functional needs, but additional planning, resources, and support may be required during emergencies.

2.0 CONCEPT OF OPERATIONS
In accordance with state and federal laws and guidance, the City of El Cerrito has officially adopted and integrated the following emergency management, response, and coordination systems into the current emergency management operations:
 Incident Command System (ICS)
 Standardized Emergency Management System (SEMS)
 National Incident Management System (NIMS) (FEMA, 2017)  National Response Framework (FEMA, 2019)
Collectively, the congruent operational systems outline how critical incidents, emergency, and disasters will be coordinated in the field, and all levels of government – local, county, regional, state and federal.

2.1 Field-Level Coordination
As mandated by both SEMS and NIMS, El Cerrito utilizes the Incident Command System (ICS) to manage response activities in the field. ICS provides for common terminology, processes, and position titles, while allowing the delegation of functions (or tasks) to subordinate positions in order to promote proper span of control and unity of command. ICS is applicable to any size incident and is designed to scalable as the needs of an incident expand or contract. When utilized, the standardization of ICS principles and nomenclature is capable of integrating large numbers of personnel from disparate organizations.

Multi-Agency Coordination System (MACS)
The Multi-Agency Coordination System (MACS) is a part of NIMS and provides the basic architecture for facilitating the allocation of resources, incident prioritization, coordination and integration of multiple agencies for large-scale incidents and emergencies. A MAC group is made up of administrators or designees authorized to represent or commit agency resources and funds.

MAC groups do not have direct involvement in the incident(s) and may function virtually. The principal functions and responsibilities associated with MACS include:
 Situation awareness / assessment
 Incident priority determination
 Critical resource acquisition and allocation
Agenda Packet Page 42 of 278
City of El Cerrito Emergency Operations Plan
10 July 2022
 Anticipating / identifying future resource requirements  Coordinating policy issues
 Providing strategic coordination
 Joint Information Systems

2.2 Local, Regional, and State-Level Coordination: SEMS Standardized Emergency Management System (SEMS) is intended to standardize response in emergencies and is intended to be flexible and adaptable to the needs of the emergency responders. SEMS forms the foundation of emergency management organization throughout the State of California and its use is required by all jurisdictions. SEMS requires agencies use basic principles and components of emergency management including Incident Command System, multi-agency coordinator, operational area concept and established mutual aid systems. Local government must use SEMS to be eligible for state funding of response-related personnel costs.

SEMS utilizes five organizational tiers which are activated as need be and they consist of: field response, local government, operational area, regional, and the state.

El Cerrito has incorporated the use of SEMS into its emergency management program.

2.2.1 Field Response
Field response includes on-scene activities and coordination, consistent with ICS, to make tactical decisions in direct response to the emergency of disaster. The field response is managed through an Incident Command Post (ICP). Resource requests and situation reports are routed from the field to the next SEMS organizational level, either through participating response agencies or the local EOC if activated.

2.2.2 Local Government
The City of El Cerrito, as the local government, retains the responsibility and authority for managing response activities within its jurisdiction. To support these efforts, the City may activate its EOC and Departments may activate respective Department Operations Center (DOCs). The EOC provides agency coordination, provides logistical support, establishes common operating procedures, identifies overarching priorities, and prioritizes available resources. Additionally, the EOC coordinates with Contra Costa County Operational Area (OA)/County EOC.

2.2.3 Operational Area
The Operational Area (OA) provides response coordination for all political subdivisions within the county’s jurisdiction. The OA coordinates response activities within the county’s jurisdiction through the County EOC, if activated. The OA serves as a link to the regional level and other OAs within the region.

El Cerrito is part of the Contra Costa Operational Area and coordinates with the Contra Costa County Office of Emergency Services (OES). The City participates in Contra Costa OA planning and during a critical incident, coordinates with the OA, through either the Contra Costa County OES or the Contra Costa County EOC, if activated.

2.2.4 Regional
The State of California is divided into three regions that each maintains Regional Emergency Operations Centers (REOC) to coordinate resource requests, support mutual aid, and promote Agenda Packet Page 43 of 278
City of El Cerrito Emergency Operations Plan
11 July 2022
situational awareness between their respective OAs. The City of El Cerrito and Contra Costa County are in the Coastal Region.

2.2.5 State
The Governor, through California Office of Emergency Services (Cal OES) and its Mutual Aid Regions, will coordinate statewide operations to include the provision of mutual aid and other support to local jurisdictions and the redirection of essential supplies and other resources as required. Contra Costa County is part of the OES Coastal Region. Requests that exceed the capabilities of the Operational Area will be forwarded to the Region.

The Cal OES Director, assisted by State agency directors, their staff, and volunteer agency staff will constitute the State emergency management staff.

Below is a diagram of SEMS interaction and communication flow:

2.3 National Incident Management System (NIMS) and National Response Framework (NRF)
NIMS provides a comprehensive national framework for incident management applicable at all jurisdictional levels and across all functional disciplines. The majority of NIMS requirements applicable to the City of El Cerrito, including the adoption of ICS. Additional elements of NIMS outline coordination between federal agencies and the use of federal assets and resources.

NIMS is built on the following three components:
 Resource Management
 Command and Coordination, including the Incident Command System  Communications and Information Management
The National Response Framework (NRF) is built upon the premise that incidents are typically handled at the lowest jurisdictional level. The NRF provides the framework for federal interaction Resource Requests
Information Flow

OPERATIONAL AREA
Contra Costa County

LOCAL GOVERNMENT
El Cerrito
REGION
Cal OES Coastal Region
STATE
State of California Cal OES
Agenda Packet Page 44 of 278
City of El Cerrito Emergency Operations Plan
12 July 2022
with state, local, tribal, private sector and non-governmental entities in the context of domestic incident management to ensure timely and effective federal support.

El Cerrito has adopted the use of NIMS and ICS into its emergency management program.

Mutual Aid
The California Mutual Aid System operates within the framework of the California Master Mutual Aid Agreement (MMAA) and under the authority of the California Emergency Services Act. The system allows for the mobilization of resources to and from emergency response agencies, local governments, operational areas, regions, and the state with the intent to provide requesting agencies with adequate resources. Mutual aid is utilized by four primary response disciplines:
 Fire and Rescue
 Law Enforcement
 Coroner
 Emergency Management
The California Mutual Aid System includes six mutual aid regions in order to facilitate the coordination and flow of mutual aid requests. As part of the Coastal Region, the Contra Costa Operational Area and El Cerrito are part of Mutual Aid Region II.

The system includes a number of discipline-specific mutual aid systems that operate through designated mutual aid coordinators at the Operational Area, regional, and State levels. Mutual aid requests are coordinated within their geographic area before unfilled requests are forwarded to the next level. Mutual aid requests that do not fall into one of the discipline-specific mutual aid systems are handled through the emergency services mutual aid system and by emergency management staff at the local government, operational area, regional, and state levels.

3.0 EMERGENCY MANAGEMENT ORGANIZATION
The City’s Municipal Code (CIty of El Cerrito, 2021) outlines the purpose of emergency services for the preparation and carrying out of plans for the protection of people and property within respective city in the event of an emergency; the direction of the emergency organization; and the coordination of the emergency functions with all other public agencies, corporations, organization, and affected persons.

3.1 Director and Assistance Director of Emergency Services El Cerrito’s Municipal Code designates the City Manager as the Director of Emergency Services who has the responsibility and authority for managing the emergency organization with their city.

The Director of Emergency Services is responsible for the coordination of “services and staff of the emergency organization of the city and resolve questions of authority and responsibility.” The city manager serves as the primary EOC Director.

The Director of Emergency Services has overall management responsibility for the following:
 Creating and issuing rules and regulations pertaining to the protection of life and property.  Obtaining supplies, equipment, and property to be used to protect life and property.  Managing city employees during an emergency.

Agenda Packet Page 45 of 278
City of El Cerrito Emergency Operations Plan
13 July 2022
 Procuring and managing the assistance of citizens during times of emergency and ensuring their protection under California State law to registered disaster service workers.  Requesting the use or assistance of city personnel or material(s) from any city department or agency.
 Executing the duties and responsibilities as City Manager; executing the special powers granted through El Cerrito Municipal Code, resolution, or emergency plan adopted by the council; executing powers granted by the council, or other legal authority.  Designate the order of succession to the office should the director be unavailable to attend meetings or perform the required duties of the position. The order of succession is required to be approved by the council.
 The assistant director, appointed by the director, shall have duties and responsibilities as assigned by the director.

3.2 City Employees
One of the greatest resources for the City of El Cerrito is its employees. California Government Code 3101 designates that all public employees are Disaster Services Workers (DSWs) (State of California, 2013). Any employee of the City of El Cerrito may be assigned to perform activities which promote the protection of public health and safety or the preservation of lives and property.

Such assignments may require services at locations, times, and under conditions that are significantly different than normal work assignments and may continue into the recovery phase of emergency.

3.3 Kensington Fire Protection District
Kensington Fire District (Kensington) is a special district in unincorporated area of Contra Costa County which is geographically located in the Berkeley Hills adjacent to the southeast portion of the City. Kensington contracts with the City of E Cerrito for its fire protection and related fire and emergency services.

The area covers about 0.95 square miles and has a population of 5239 (2019 estimate).

3.4 Kensington Community Services District
Kensington Community Services District is a special district in unincorporated area of Contra Costa County which is geographically located adjacent to the southeast portion of the City in the Berkeley Hills. Kensington provides police services, park and recreation, and waste management to its residents.

Agenda Packet Page 46 of 278
City of El Cerrito Emergency Operations Plan
14 July 2022

4.0 EMERGENCY MANAGEMENT CYCLE

4.1 Preparedness Phase
The preparedness phase involves activities undertaken in advance of an emergency. These activities develop operational capabilities and effective responses to a disaster. These activities focus on maintaining or improving capabilities that will be used in the response or recovery phases. Preparedness actions might include mitigation activities, emergency/disaster planning, training, exercises and public education. Members of the emergency management organization should prepare
checklists detailing assignments, notification rosters, resource lists and other useful documents. City personnel should be acquainted with these documents through periodic training and reviews.

4.1.2 Planning
Emergency planning includes a wide variety of plans at the strategic, operational, and tactical levels. Strategic plans include the EOP and many of its associated hazard-specific or functional annexes, while operational and tactical planning includes more detailed information such as standard operating procedures (SOP), checklists, personnel assignments, notification rosters, resource lists, and forms.

All City departments are required to participate in the development of relevant strategic and operational plans while ensuring that internal tactical planning is sufficient to meet the needs of their outlined roles and assigned objectives. This includes the development of department-specific SOPs required to meet the objectives outlined for each department.

4.1.2.1 Continuity Planning
Disasters or major emergencies have the potential to disrupt or interrupt critical and essential City services that are vital to the health and welfare of its residents. Planning for such possibilities addresses the continuation of government and succession of officers. To ensure this continuity the City will address the following:
 Identification and prioritization of essential services  Establishment, promulgation and maintenance of orders of succession  Identification of delegation of authority
 Identification of continuity of communication
 Identification and maintenance of continuity of facilities  Maintenance of vital records
 Establishment of process of reconstruction
 Development of an effective test, training and exercise program to support continuity efforts
 Development of a Continuity of Operations Plan (COOP) Agenda Packet Page 47 of 278
City of El Cerrito Emergency Operations Plan
15 July 2022

4.1.3 Training
Training is an essential component of preparedness and greatly impacts the ability to respond to and recover from a critical incident.

ECFD facilitates trainings and regularly communicates opportunities to staff members.

Additionally, the cities prioritize trainings that promote staff understanding and familiarity with the following concepts:
 Incident Command System (ICS)
 California Standardized Emergency Management System (SEMS)  National Incident Management System (NIMS)
 California Disaster Service Worker (DSW) [CA Government Code 3101]  EOC Functions
The City Manager will ensure that staff members assigned to the EOC are properly trained and competent to fulfill their designated responsibilities. Staff members are encouraged to engage in on-going emergency management training to be familiar with current plans and guidance and capable of fulfilling the EOC role to which they are assigned.

4.1.4 Exercises
Exercises are a primary tool for assessing preparedness and identifying areas for improvement.

They are a valuable method to validate plans and train personnel. El Cerrito follows the Homeland Security Exercise and Evaluation Program (HSEEP) including seminars, tabletop, and functional exercises.

A variety of exercises and trainings are used to assess capabilities and prioritize future planning and training needs. By simulating potential response and recovery scenarios, El Cerrito is able to validate existing plans and determine where additional training might be needed. ECFD will develop a Training and Exercise Program that incorporates a building block approach in the development of planned exercises to facilitate increasing awareness and knowledge.

4.1.5 Public Awareness & Education
The Fire and Police Departments, other City departments, and their partners promote public awareness and education in order to strengthen overall preparedness and community resilience.

By providing community education, outreach, training, and coordination, the City increases the ability of community members and organizations to adequately prepare for and meet their own needs. By promoting self-reliance and preparedness, the cities reduce the overall burden on limited resources and competing needs that may arise during critical incidents.

Public Education is an essential tool to teach residents how to prepare for, react to, and recover from a major emergency or disaster.

4.2 Response Phase
The response phase includes any actions taken immediately before, during, or directly after a critical incident in order to minimize the potential or existing impacts of the incident.

Agenda Packet Page 48 of 278
City of El Cerrito Emergency Operations Plan
16 July 2022

4.2.1 Pre-Event
Some incidents may provide sufficient warning to allow for pre-event or precautionary measures.

Depending on the likelihood of significant impacts, pre-incident response may include:
 Public warning
 Evacuations
 Resource Mobilization
 Staging
 Mutual Aid Requests
 Proclamation of a Local Emergency

4.2.2 Emergency Response
Emergency response activities are actions taken during or immediately after a critical incident to reduce or minimize actual impacts. While these activities are often associated with traditional response units – fire, law enforcement, emergency medical service (EMS), and public works – the size and complexity may require support from additional governmental agencies, nongovernment organizations (NGOs), businesses, and other partners.

During emergency responses, some incidents may escalate beyond the capabilities of field operation management that may necessitate the need for additional support and coordination requiring the activation of a Department Operations Center (DOC). When an incident or multiple incidents exceed the capabilities of a DOC, or when multiple department DOCs have been activated and more coordinated efforts are needed, the EOC should be activated.

When coordinating emergency response activities and prioritizing needs and objectives, the following hierarchy is utilized:

1. Life Safety

2. Incident Stabilization

3. Protection of property and infrastructure and restoration of essential services

4. Reduce impacts to the environment
Emergency response may include activities related to short-term recovery and often overlaps with long-term recovery operations.

4.2.3 Prolonged Emergency
In addition to continuing life and property protection; operations, mass care, relocation, public information, situation analysis, status and damage assessment operations will be initiated.

4.3 Recovery Phase
The Recovery Phase includes short and long-term activities focused on returning the community to pre-incident or improved conditions. In some situations, when a disaster declaration has been made, recovery activities may include the critical task of identifying, documenting and quantifying response and recovery costs eligible for reimbursement.

The Recovery Phase may begin during the Response Phase or as directed by the EOC Director.

Depending on the incident the recovery process may be short or be a sustained operation lasting several years. A comprehensive recovery plan may provide more detailed actions for a prolonged recovery period.

Agenda Packet Page 49 of 278
City of El Cerrito Emergency Operations Plan
17 July 2022
The City may set priorities and secure resources. The following actions may help facilitate recovery efforts
 Conducting damage assessments
 Assessing housing needs – both support and solutions
 Issuing permits for repairs and demolition
 Debris removal
 Opening roadways and transportation routes
 Restoring utilities – water, electricity, gas, communications, sewer  Opening local assistance centers (LACs)
 Resume government functions
 Coordinating efforts with County OES
 Working with local businesses to restore operations
 Coordinating with County, State and Federal officials regarding financial recovery  Coordinate with County Public Health efforts for disasters that included health issues  Identify and prioritize essential functions and services

4.3.1 Short-term Recovery
Short-term recovery operations begin during the response phase and may include activities such as the restoration of essential services, rapid debris removal, and the re-establishment of City services.

4.3.2 Long-term Recovery
Long-term recovery operations are often required to address extensive damage to infrastructure or widespread devastation. Activities include the restoration and reconstruction of public facilities and disaster response cost recovery.

The recovery period has major objectives that may overlap with other phases of the emergency management cycle, including:
 Reinstatement of family and individuals’ autonomy
 Provision of essential public services
 Permanent restoration of private and public property
 Identification of residual hazards
 Plans to mitigate future hazards
 Recovery of costs associated with response and recovery efforts  Coordination of state and federal, private and public assistance As the immediate threat to life, property, and environment subsides, the rebuilding of El Cerrito will begin through various recovery activities. Long-term planning efforts, including public safety and infrastructure sustainability, are included in the El Cerrito General Plan. Recovery activities involve the restoration of services to the public and rebuilding the affected area(s). Examples of recovery activities may include:
 Restoring all utilities
 Establishing and staffing Local Assistance Centers (LACs) and Disaster Assistance Centers (DACs)
 Applying for state and federal assistance programs
Agenda Packet Page 50 of 278
City of El Cerrito Emergency Operations Plan
18 July 2022
 Conducting hazard mitigation analysis
 Identifying residual hazards
 Determining recovery costs associated with response and recover

4.3.3 Damage Assessment
Damage Assessment activities involves identifying, recording, compiling, and analyzing damage information in order to determine the type of recovery assistance needed. Following major disasters, a process known as Preliminary Damage Assessment (PDA) is employed to determine preliminary eligibility for certain state and federal financial assistance and reimbursement programs.

4.3.4 Disaster Assistance Programs
If the disaster is significant enough to warrant a gubernatorial and a presidential disaster declaration, additional state and federal assistance may become available. However, a local disaster proclamation does not automatically warrant the provision of state or federal assistance. The City will have to qualify for these additional resources. Most disasters do not rise to this level of significance and often insurance is the only resource available. If determined to be eligible, the City and its residents may be able to participate in state and federal disaster assistance programs for the following:
 Individuals – may be eligible for loans and grants for housing assistance programs (for homeowners and renters), and uninsured disaster-related necessitates (including personal property, medical, dental, and transportation expenses). Other Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) programs include crisis counseling, disaster unemployment assistance, and legal services, may be available.  Businesses – may be eligible for low-interest loans to assist with uninsured physical damaged through the United States Small Business Administration (SBA).  Government – assistance may be available through state assistance under the California Disaster Assistance Act (CDAA), as well as sever federal programs including the FEMA Public Assistance (PA) Grant Program, Hazard Mitigation Grant Program (HMGP), and Building Resilient Infrastructure and Communities (BRIC).  Non-profit Organizations - assistance may be available through the state CDAA, as well as several federal programs including FEMA PA Grant Program for eligible non-profit organizations.

4.3.5 Recovery Documentation
Documentation is the key to recovering eligible response and recovery costs. Damage assessment documentation will be critical in establishing the basis for eligibility of disaster assistance programs. Various state and federal assistance programs require different types of documentation for eligible costs and in addition to structural damage, may include staff time, equipment, and materials utilized in response to the incident. To support the maximum recovery of eligible reimbursement, city departments must identify and support internal mechanisms for tracking and documenting appropriate costs.

4.3.6 After Action Report
As part of the recovery phase, and in accordance with SEMS, the State of California requires any city declaring a local emergency for which the governor proclaims a state of emergency, to complete and transmit an after-action report to the California Office of Emergency Services (Cal Agenda Packet Page 51 of 278
City of El Cerrito Emergency Operations Plan
19 July 2022
OES) within 90 days of the close of the incident period. The after-action report should include the following information:
 Documentation of response activities
 Identification of problems and successes during emergency operations  Analysis of the effectiveness of SEMS components
 Plan of action for implementing improvements
 Cal OES After-Action Questionnaire

4.4 Mitigation Phase
Preventing damage and losses from disaster includes those efforts known as mitigation activities.

Mitigation efforts occur both before and following disastrous events. Post-disaster mitigation is part of the recovery process. Preventing, eliminating, or reducing the impact of hazards that exist within El Cerrito and that are a threat to life and property are part of the mitigation efforts.

The current Countywide Multijurisdictional Hazard Mitigation Plan includes an Annex for El Cerrito which identifies mitigation action items. These documents identify which department is the responsible as the lead managing these actions. The Mitigation Plan may be reviewed annually and updated every five years.

A number of mitigation activities may include the implementation, augmentation or promotion of the following:
 Local ordinances and statutes (zoning ordinance, building codes, ordinances and enforcement)
 Contra Costa County Hazard Mitigation Plan
 Structural measures
 Disaster, earthquake or flood insurance
 Public information and outreach and community relations  Risk mapping
 Structural retrofitting
 Monitoring and inspection
 Land use planning
 General Plans
 Public Outreach and Education

4.5 Whole Community Approach
El Cerrito’s ability to respond and recover from significant emergencies and major disasters is highly dependent upon planning for the unique needs and specific requirements of the residents and non-resident commuters and visitors. To further identify and meet these needs, a “Whole Community” approach has been adopted to include and integrate community partners, neighbors, and other stakeholders in all phases of emergency management. Through these collaborative efforts, El Cerrito will become more resilient and better prepared to meet the needs of its residents and daytime population, especially those with disabilities and others with access and functional needs.

Agenda Packet Page 52 of 278
City of El Cerrito Emergency Operations Plan
20 July 2022

4.5.1 Residents
Residents of El Cerrito play a fundamental role in emergency management by ensuring that they are prepared for emergencies and disasters. In most disasters, City residents will be the first to respond—family members caring for one another, neighbor helping neighbor. In a major disaster, residents may not have access to City services for days. Individual preparedness will ensure that the City’s limited resources can go where they are most needed.

The City recommends that all residents prepare for disaster by taking first aid and CPR training, maintaining disaster supplies of food and water, and safekeeping personal documentation (e.g., personal identification and individual medical records). These actions will better prepare residents to evacuate or shelter-in-place for up to a week. Those families or residents with disabilities and others with access and functional needs may require additional personal planning before, during, and after an emergency to accommodate their need for assistance with communication, maintaining health and medical supplies, independence, support and safety, or transportation.

4.5.2 Community Organizations / Volunteer Groups
El Cerrito has several volunteer organizations that promote emergency preparedness and assist during emergencies and disasters. These include Community Emergency Response Teams (CERT) and East Bay Amateur Radio Club. These organizations can play a vital role in assisting neighborhoods prepare for and assist with disasters and emergencies. The Amateur Radio Groups can assist with auxiliary forms of communication from neighborhoods CERT volunteers can activate and serve as role in providing basic assistance and support throughout various communities.

4.5.3 Private Sector
El Cerrito has a vibrant business community that includes traditional retail, entertainment, and corporate businesses. The City engages with the private sector to better understand their needs, identify resources, and develop partnerships. Much of the City’s private sector partners address preparedness planning internally as a way to minimize business disruptions and to support the wellbeing of their employees and also offer their resources and technical capabilities to the larger community. The City acknowledges this valuable support and will continue collaborative efforts with the private sector as a component of the overarching emergency management program.

4.5.4 People with Disabilities
People with disabilities often require additional planning and support to ensure they receive equal access and coverage as required under the Stafford Act as well as other state and federal legislation such as the Americans with Disabilities Act (ADA) of 1990. Covered disabilities are not always apparent and may include impairments of mobility, vision, and hearing as well as some cognitive disorders and mental illnesses. To meet the needs of these individuals, El Cerrito is committed to supporting efforts and activities designed to improve and validate capabilities in support of people with disabilities, including but not limited to:
 Notifications and warning procedures
 Evacuation, transportation and sheltering considerations  Accommodations for service animals
 Accessibility to information
Agenda Packet Page 53 of 278
City of El Cerrito Emergency Operations Plan
21 July 2022

4.5.5 Individuals with Access & Functional Needs
In addition to people with disabilities, El Cerrito recognize that additional support may be necessary to support those with access and functional needs. These are not necessarily related to a specific condition, diagnosis, impairment and are based upon functional areas such as:
 Maintaining independence
 Effective communication
 Transportation
 Supervision
 Medical care
Individuals with access and functional needs may not have access to support networks outside of their immediate communities or be able to self-evacuate. As a result, they may have additional needs before, during, and after an incident. Those with functional needs often include children, the elderly, tourists, and other segments of the population, including:
 People with disabilities
 People living in institutionalized settings
 People from diverse cultures
 People with limited English proficiency
 People without transportation
 People who are economically disadvantaged
 Women who are pregnant

4.5.6 Considering Diversity, Equity, and Inclusion (DEI) Inherent in emergency management is the knowledge that it does not exist independently from the issues that exist in a society the moment before an incident occurs. Social conditions that cause inequity, injustice, and lack of access to essential services can be exacerbated in readiness, response, and recovery operations. Disasters lead to disparate outcomes. Therefore, it is important for emergency managers to take deliberate action and make conscious decisions to look at the structure of emergency management programs. Examining policies, laws, regulations, and assumptions that may have unintended constraints is important before incidents occur.

The goal of examining diversity, equity, and inclusion is to consider how the structure of emergency management program impacts who is and is not participating in or being served by the program. The first step is to examine taken for granted structures that could encourage citizen engagement, or cause tokenism, or even nonparticipation. Efforts should be ongoing to apply and operationalize principles of DEI to leading more resilient communities.

The City of El Cerrito has affirmed that it is committed to the values of dignity, inclusivity, and respect for all individuals regardless of ethnic or national origin, gender identity, race, religious affiliation, sexual orientation, age, disability, or immigration status. (Resolution 2017-14)

4.5.7 Considerations for Pets and Animals
In 2006, the federal government passed the Pets Evacuations and Transportation Standards (PETS) Act as an amendment to the Stafford Act. The PETS Act directs state and local emergency preparedness plans address the needs of individuals with pets and companion animals during a disaster or emergency. American Red Cross procedures allow for assigned service animals to accompany individuals.

Agenda Packet Page 54 of 278
City of El Cerrito Emergency Operations Plan
22 July 2022
El Cerrito works to include consideration for the needs of pets and companion animals in plans as appropriate. Berkeley Humane Society maintains shelters including mobile ones for various pets and can be potentially located near a designated shelter. Additional resources for the evacuation of larger animals, such as horses, may be available for coordination and request in Contra Costa County.

5.0 EMERGENCY OPERATIONS CENTER
El Cerrito operate an Emergency Operations Center (EOC) that provides a centralized location where emergency management coordination and decision-making can be supported during critical incident, major emergency, or disaster. When activated, the EOC provides support for a number of critical tasks related to communication, coordination, resource management and executive leadership.

Emergency response and field personnel (e.g., fire, police, public works) will be notified and mobilized in accordance with the respective departments’ appropriate standard operation policies and procedures (SOPs).

5.1 EOC Locations
The primary EOC location is:
 City Hall located at 10890 San Pablo Avenue
Alternate EOC locations include:
 Fire Station 72 located at 1520 Arlington Boulevard
 Fire Station 65 located at 217 Arlington Avenue
Alternate locations would be used when the primary EOC would or might be unsafe or unusable.

5.2 Activations & Deactivation
The EOC equipment is maintained by ECFD and may be used for coordination and monitoring activities at any time without the need for a formal activation. However, depending upon the need and circumstances, an official EOC activation may be appropriate to support a number of activities, including:
 Field response
 Pre-planned events
 Local proclamation of emergency
 Governor’s declaration of emergency
 Presidential declaration of a national emergency
 State of War
The EOC may be activated when an incident or event occurs in one or both cities. Incidents that occur in one municipality may be served by DOC activation(s). However, if an incident that is contained to one city overwhelms its jurisdiction’s resources, including DOC capabilities, the EOC may be activated utilizing resources from both cities. When the EOC is activated for a city specific incident, that City Manager may serve as the initial EOC Director.

Agenda Packet Page 55 of 278
City of El Cerrito Emergency Operations Plan
23 July 2022

5.2.1 DOC Activation
A Department Operations Center (DOC) may be active at the discretion of a senior fire, police or public works official based upon current or impending conditions that may substantially alter normal operations for a temporary time period. DOCs may also be active in support of EOC and field operations during a disaster.

A DOC is managed by a senior department official and primarily supports field operations in operations, logistics, and planning.

5.2.2 EOC Activation Authority
The following municipal positions have the authority to activate the City’s EOC:
 El Cerrito City Manager
 El Cerrito Police Chief
 El Cerrito Fire Chief
 El Cerrito Public Works Director
Individuals serving in an acting role or empowered to act on behalf the above positions may activate the EOC.

The Police Chief, Fire Chief, Public Works Director, Emergency Services Coordinator, and City Manager should be made aware of escalating or anticipated incidents or events which may have a significant impact on El Cerrito.

EOC activation may occur based upon escalating incidents or in anticipation of an incident or event. Activation of multiple DOCs may warrant the activation of the EOC. DOC commanders should be communicating with respective department heads of current and projected situation status.

5.2.3 EOC Activation Levels
When the EOC is activated, the County Operational Area OES/EOC will be notified.

The City may also establish Departmental Operations Centers (DOCs) for specific departments (e.g., Fire, Public Works or Police) as required to support field operations and coordinate other functions within their respective departments. Activation of multiple DOCs may warrant or necessitate the activation of the EOC.

EOC activation levels are scalable based in the evolving needs and may include full or partial staffing as required. See table below:

Level Operational Status
(Minimum Positions)
Trigger Event/Situation
(examples include but not limited to)
Activities
Level 3
Minimal
Staffing
Emergency Services
Coordinator
 Small incident or event
 One site
 Potential threat of:
o Flood
o Severe storm
 Escalating incident
 Situational Analysis
 Public Information
 Response Coordination
 Resource Coordination
 Reporting to State
Level 2 Management, EOC  Large scale evacuations  Situational Analysis  Public Information
Agenda Packet Page 56 of 278
City of El Cerrito Emergency Operations Plan
24 July 2022
Partial Staffing Section Coordinators
Branches/Divisions/Units
Liaison/Agency reps
 2+ incident sites
 Severe Weather Warning
 Earthquake with minor
damage
 Major scheduled event
 Response Coordination
 Resource Coordination
 Logistics Support
 Reporting to State
Level 1
Full Staffing
as needed
All positions
(as required)
 Large Winter Storm
 Terrorist incident
 Major Earthquake
 Regional Disaster
 Major Wildland Fire in
Urban interface
 Situational Analysis
 Public Information
 Response Coordination
 Resource Coordination
 Logistics Support
 Recovery Operations
 Sustained Operations
 Reporting to State
Similarly, the deactivation of the EOC will be scalable based on the decreasing needs of El Cerrito.

Appropriate EOC functions and roles will be deactivated as the situation allows and as directed by the EOC Director.

5.3 EOC Communication & Coordination
The EOC has the capability to communicate and coordinate with field personnel, incident commanders, DOCs, external stakeholders, volunteer community groups, and other government agencies.

Coordination with field elements from the EOC may be coordinated through relevant DOCs or directly with an Incident Commander. If a DOC is not activated, the Incident Commander may communicate directly with their department specific representative, typically located in the Operations Section of the EOC.

The EOC will communicate and coordinate with the Contra Costa County EOC and other cities in the Operational Area. Affected cities will provide situational awareness and relevant resource status to the County EOC.

Additionally, the EOC can communicate with designated volunteer community groups through the Amateur Emergency Communication Group (HAMs).

5.4 EOC Structure – Hierarchy of Command and Span-of-Control As outlined in ICS the EOC will be organized in to five major areas:
 Management
 Operation
 Planning
 Logistics
 Finance
Below is a basic ICS chart that can be expanded and condensed based on the scale of the incident.

Agenda Packet Page 57 of 278
City of El Cerrito Emergency Operations Plan
25 July 2022
Management of personnel within the EOC will be accomplished through the assignment of Section Coordinators for Operations, Planning, Logistics, and Finance functions. Section Coordinators will report to the EOC Director.

The four essential ICS functions in SEMS and NIMS are identified as “sections” in the EOC. All other functions are organized as branches, groups or units within these sections. Only functional elements that are required to meet current objectives will be activated.  Management - Responsible for overall emergency policy and management coordination  Operations - Responsible for supporting operations, coordinating emergency response efforts and shelter operation support
 Planning - Responsible for collecting, evaluating and disseminating information; assist in developing Emergency Action Plan; and responsible for the collection of all documentation material
 Logistics - Responsible for providing facilities, services, personnel, equipment, materials, and resources
 Finance - Responsible for financial expenditures, records, and other administrative aspects
Specific EOC positions and responsibilities are outlined in separate EOC Job Aid documents.

5.5 EOC Action Plans
At local, operational area, regional and state levels, the use of EOC action plans (EAP) provide designated personnel with knowledge of the objectives to be attained and the steps required for achievement. Action plans give direction and provide a basis for measuring achievement of objectives and overall system performance in the EOC. The EOC Director will determine and direct the drafting of EAPs.

6.0 EMERGENCY DECLARATIONS

6.1 Local Proclamation
California Government Code allows a local emergency to be proclaimed by a city council or designed official by city council.

COMMAND

OPERATIONS PLANNING LOGISTICS FINANCE
Legal
PIO
Safety
Agenda Packet Page 58 of 278
City of El Cerrito Emergency Operations Plan
26 July 2022
If the City of El Cerrito determines that the effects of an emergency are or may exceed the capabilities of local resources, a local emergency can be proclaimed. El Cerrito municipal code has empowered the city manager or mayor to issue a proclamation for the city. Such a proclamation is valid for three (3) days and must be ratified by the city council for it to remain valid. Proclamations must be made within ten (10) days of occurrence to qualify for assistance under the California Disaster Assistance Act and must be renewed every 14 days.

6.2 State of Emergency
After a proclamation of a local emergency, the governing body, having determined that local resources are not sufficient to mitigate the situation, may request by letter or resolution that the Governor proclaim a state of emergency in the area to fully commit state and mutual aid assistance and provide resources to assist local government.

To support its request for a gubernatorial proclamation, it is essential that the City forward an estimate of damage and financial loss to Cal OES through the Contra Costa County OES as quickly as possible. Estimates of loss are an important part of the criteria that Cal OES considers when making a determination to proclaim a state of emergency and request a Presidential Declaration of Emergency or Disaster. A copy of the request for a Governor’s proclamation, with the following supporting data, must be forwarded, to the Contra Costa County OES Director for transmission to the Cal OES Director:
 Copy of the local emergency proclamation
 Initial damage estimate summary that estimates the severity and extent of the damage Cal OES prepares a recommendation as to the action that should be taken by the Governor. If the action recommends a Governor’s proclamation, Cal OES prepares the proclamation.

The Governor may also proclaim a state of emergency without a local request if the safety of persons and property in the state are threatened by conditions of extreme peril, or emergency conditions are beyond the emergency response capacity and capabilities of local authorities.

Local damage assessment documentation and submission may be required for reimbursement.

6.3 State of War Emergency
In addition to a State of Emergency, the Governor can proclaim a State of War Emergency whenever the state or the nation is attacked by an enemy of the United States, or upon receipt by the state of a warning from the federal government indicating that such an enemy attack is probable or imminent. The provisions of the Governor granted under a State of War Emergency are the same as those granted under a State of Emergency.

6.4 Presidential Declaration
Following the proclamation of a state of emergency, the Cal OES Director may recommend that the Governor request a Presidential Declaration of a major disaster under the authority of Public Law 93-288. The Governor’s request to the president is submitted through the FEMA.

Supplementary justification data may be required to accompany the state and local proclamations and Initial Damage Estimate.

Agenda Packet Page 59 of 278
City of El Cerrito Emergency Operations Plan
27 July 2022

7.0 PUBLIC INFORMATION
During a major emergency, disaster, or significant event providing residents and the public with useful and updated information is essential. The EOC Public information Officer (PIO) will oversee messaging during an EOC activation. If the EOC is not activated, then either the lead department or City’s PIO will be responsible.
 Alerts and Notifications – during an incident the City will utilize various communication tools to disseminate information and directions to its residents. Recognizing that some residents may have limited access or functional needs. The City will strive to address communication in various forms. Communication tools include but are not limited to:
o Social media (including Next Door)
o City alert system (currently Notify Me)
o City website
o Local news stations
o CERT Teams, volunteer groups, and community or faith-based organizations Public Education can be a useful tool to prepare residents in advance of incidents – how to prepare for, react to, and recover from various situations.

7.1 Joint Information System
The Joint information System (JIS) is the broad mechanism that organizes, integrates, and coordinates information to ensure timely, accurate, accessible, and consistent messaging activities across multiple jurisdictions and/or disciplines with the private sector and Nongovernmental organizations (NGOs).

It includes the plans, protocols, procedures, and structures used to coordinate and share public information. Federal, State, tribal, territorial, regional, local, and private sector PIOs and established Joint Information Centers (JIC) at each level of SEMS are critical elements of the JIS.

The County / Operational Area will orchestrate JIS activities for larger or countywide incidents and events

7.2 Joint Information Center
The Joint Information Center is the central location that facilitates the operations of the JIS during an emergency. This location houses personnel with public information responsibilities from multiple agencies, departments, and other local governments. They perform critical emergency information functions, crisis communications, and public affairs functions.

A JIC will be established at a suitable location in close proximity to provide for effective management of Public Information functions. When activated, the JIC will be staffed by personnel trained to conduct Public Information activities, including coordinating inter-jurisdictional media releases and management of rumor control and community communications functions.

Regardless of where the JIC is established, Public Information functions will continue to be managed from the EOC.

8.0 CONTINUITY OF GOVERNMENT
Continuity of Government (COG) is an essential function of emergency management and is vital during an emergency/disaster situation. Continuity of government is defined as the preservation, Agenda Packet Page 60 of 278
City of El Cerrito Emergency Operations Plan
28 July 2022
maintenance, or reconstitution of the civil government's ability to carry out its constitutional responsibilities. All levels of government share a constitutional responsibility to preserve the life and property of their citizens. The California Government Code and the Constitution of California provide the authority for state and local government to reconstitute itself in the event incumbents are unable to serve.

A major emergency or disaster could result in great loss of life and property, including the death or injury of key government officials. At the same time, there could be partial or complete destruction of established seats of government, and the destruction of public and private records essential to continued operations of government and industry.

In the aftermath of a major emergency, law and order must be preserved and essential government services must be maintained. To this end, it is particularly essential that local units of government continue to function.

Line of Succession – El Cerrito Emergency Services
The Municipal Code designates the city manager to be the director of emergency services and an assistant director of emergency services to be appointed by the director. In the event that neither the director nor assistant director is available to perform the director’s duties, that role may be performed by the fire chief, police chief, director of public works or senior fire, police, or public works official present until relieved by an individual of higher presence.

Primary City Position Alternate
Mayor Mayor Pro Tempore
City Manager 1. Assistant City Manager

2. Police Chief

3. Fire Chief
City Attorney 1. Assistant City Attorney

2. Assistant City Attorney

3. Assistant City Attorney
Fire Chief 1. Fire Marshal

2. Battalion Chief – Operations

3. Battalion Chief – Support Services
Police Chief 1. Captain

2. Lieutenant – Patrol

3. Lieutenant - Administrative
Finance Director / City Treasurer 1. Accounting Supervisor

2. Finance Supervisor

3. Senior Accountant
Community Development Director (Planning) 1. Planning Manager

2. Senior Planner

3. Associate Planner
Community Development Director (Building) 1. Building Official

2. Inspector II

3. Neighborhood Preservation Officer
Public Works Director / City Engineer 1. Engineering Manager / Senior Engineer

2. Operations / Environmental Services Manager
Recreation Director 1. Recreation Supervisor

2. Management Analyst

3. Community Services Coordinator
Agenda Packet Page 61 of 278
City of El Cerrito Emergency Operations Plan
29 July 2022

8.1 Essential Facilities-Alternate Government Facilities In the event an alternate location is needed to perform the day-to-day governmental functions, staff will be notified to report to one of several identified governmental facility locations where those functions can be carried out. Based upon current conditions and situation status, the alternate location will be determined by the department head or senior city official.

8.2 Preservation of Vital Records
In El Cerrito the City Clerk is responsible for managing the preservation of vital records. Vital records are defined as those records that are essential to:
 Protect and preserve the rights and interests of individuals, governments, corporations and other entities. Examples documents may include:
o vital statistics and public records
o land and tax records
o license registers
o articles of incorporation
o payroll information
o contracts and leases
o plans, policies, and procedures for critical processes o ordinances and resolutions
 Conduct emergency response and recovery operations. Records of this type include utility system maps, locations of emergency supplies and equipment, emergency operations plan and procedures, personnel rosters, etc.
 Re-establish normal governmental functions and protect the rights and interests of government: constitutions and charters, statutes and ordinances, court records, official proceedings and financial records.

Each department within El Cerrito should identify, maintain, and protect its own essential records, plans, procedures, documents, and other important operating functions.

9.0 PLAN DEVELOPMENT AND MAINTENANCE
El Cerrito Fire Department is responsible for the review, revision, management, maintenance, and distribution of the EOP.

The EOP is subject to periodic formal approval by the city council, whereas the Annexes are revised as needed and are not subject to formal review and city council approval. The Annexes are considered an extension of the EOP.

The EOP Basic Plan will be reviewed on a biennial basis by ECFD. The EOP may be modified at any time as a result of a post-incident or post-exercise evaluation, or changes in responsibilities, laws, or regulations.

Annexes will be reviewed biennially or as conditions, responsibilities, guidelines and the like warrant or require. Additional annexes may be added following review by ECFD.

Agenda Packet Page 62 of 278
City of El Cerrito Emergency Operations Plan
30 July 2022

10.0 AUTHORITIES AND REFERENCES

10.1 Local Authorities and References
 City of El Cerrito Municipal Code
 City of El Cerrito Emergency Operations Plan (2007)
 Contra Costa County Local Hazard Mitigation Plan (2018)  Contra Costa County Emergency Plan (2015)
 Contra Costa County Office of Emergency Services

10.2 State Authorities and References
 California Emergency Services Act
 California Disaster Assistance Act
 California Code of Regulations,
 California Disaster and Civil Defense Master Mutual Aid Agreement  Standardized Emergency Management Systems Guidelines, 2006  California-Federal Emergency Operations Center Guidelines: Integrating Federal Disaster Response Assistance with California’s Standardized Emergency Management System
 State of California Emergency Plan, October 1, 2017
 Orders and Regulations that may be promulgated by the Governor during a State of Emergency or a State of War Emergency
 California Governor’s Office of Emergency Services

10.3 Federal Authorities and References
 National Fire Protection Association (NFPA)
 Federal Emergency Management Agency (FEMA) / Department of Homeland Security o National Incident Management System (NIMS)
o National Response Framework
o Developing and Maintaining Emergency Operations Plans Comprehensive Preparedness Guide (CPG)
o Presidential Directives (5, 8)
Agenda Packet Page 63 of 278
City of El Cerrito Emergency Operations Plan
31 July 2022

ABBREVIATIONS
AAR After Action Report
ADA Americans with Disabilities Act of 1990
AECS Auxiliary Emergency Communications Services (Amateur Radio) ARC American Red Cross
Cal OES Governor’s Office of Emergency Services
CBO Community-based Organizations
CDAA California Disaster Assistance Act
CERT Community Emergency Response Team
CESA California Emergency Services Act
COG Continuity of Government
COOP Continuity of Operations Plan
DOC Department Operations Center
DSW Disaster Service Worker
EAP Emergency Action Plan (EOC Plan)
ECFD El Cerrito Fire Department
ECPD El Cerrito Police Department
EOC Emergency Operations Center
EOP Emergency Operation Plan
EMS Emergency Medical Services
FBO Faith-Based Organization
FEMA Federal Emergency Management Agency
HAZMAT Hazardous Material
HMP Hazard Mitigation Plan (aka LHMP)
HSEEP Homeland Security Exercise and Evaluation Program IAP Incident Action Plan (Field plan)
IC Incident Command
ICP Incident Command Post
ICS Incident Command System
IPAWS Integrated Public Alert and Warning System
JFO Joint Field Office
JIC Joint Information Center
JPA Joint Powers Authority
MACS Multi Agency Coordination System
MMAA Master Mutual Aid Agreement (California fire agencies) NGO Non-governmental Organization (Non-profits)
NIMS National Incident Management System
NOAA National Oceanic and Atmospheric Administration
NRF National Response Framework
NWS National Weather Service
OA Operational Area
OES Office of Emergency Services
PDA Preliminary Damage Assessment
PIO Public Information Officer
PPD Presidential Policy Directive (National Security Directive) SEMS Standardized Emergency Management System
TEP Training and Exercise Plan
Agenda Packet Page 64 of 278
City of El Cerrito Emergency Operations Plan
32 July 2022

GLOSSARY
Accessible – A facility is accessible if it has the legally required features and/or qualities that ensure entrance, participation, and usability of places, programs, services, and activities by individuals with a wide variety of disabilities.

Affected Population – Anyone who has been displaced, injured, or suffered some loss due to a disaster.

Americans with Disabilities Act (ADA) – The Americans with Disabilities Act prohibits discrimination against people with disabilities in employment, transportation, public accommodation, communications, and governmental activities. The ADA also establishes requirements for telecommunications relay services.

Annex – An annex is an addition to a document.

Appendix – Appendices provide relevant information already referenced in the guidance. Typically, this includes forms used or other necessary information.

Cal OES – The California Governor’s Office of Emergency Services is the state agency responsible for overseeing and coordinating emergency preparedness, response, recovery, and homeland security activities within the state.

Catastrophe – A series of cascading human-caused/influenced events or incidents with or without a human caused genesis, the adverse effects/consequences of which are potentially, seemingly, or definitively irreversible. A catastrophe may be caused by a disaster, or may be the cause of a disaster, but it may not be either. A catastrophe may be an emergency or cause a state of emergency, or, an emergency or state of emergency may cause a catastrophe, but a catastrophe may not be any of the above.

Civil Unrest – Civil unrest involves a disruption of the typical social order; it can involve a strike or protest, and it can be non-violent or involve violence. Riots and rebellions are both forms of civil unrest.

Community-Based Organization (CBO) – Non-profit organizations that operate within a single local community and constitute a subset of the wider group of NGOs. They are frequently run by volunteers and often self-funding. Some are formally incorporated with written charters and boards of directors, while others are much smaller and more informal.

Crisis – Phenomenon, event, active threat, or trend, with or without specific location, posing seemingly inevitable harm to life, property, environment, organizational performance, reputation, or way of life reasonably or ethically necessitating deliberate urgent intervention. (A crisis may be local, national, or global)
Dam Failure – Partial or complete collapse of a dam causing downstream flooding.

DAFN – Persons with Disabilities and others with Access and Functional Needs.

Diversity, Equity, and Inclusion – DEI is a term used to describe policies and programs that promote the representation and participation of different groups of individuals, including people of different ages, races and ethnicities, abilities and disabilities, genders, religions, cultures and sexual orientations.

Disaster – Any natural event or emergency (hurricane, tornado, storm, high water, wind driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, drought, etc.), or regardless of cause, any fire, flood, or explosion which the President determines to be of such severity as to warrant major federal disaster assistance.

Disaster Service Worker (DSW) – The Disaster Service Worker program is a state-funded worker’s compensation program for government employees and affiliated volunteers who provide services to protect the health and safety, and preserve the lives and property, of the people of California.

Government-affiliated volunteers, including members of the public who spontaneously volunteer to assist during a disaster, may be registered as DSWs under California’s Disaster Service Worker Volunteer Program.

Emergency – Incident(s) or crisis(es) (air pollution, fire, flood, storm, epidemic, riot, drought, sudden/severe energy shortage, plant or animal infestation or disease, Governor’s warning of Agenda Packet Page 65 of 278
City of El Cerrito Emergency Operations Plan
33 July 2022
earthquake/volcanic predictions, and earthquakes, among others) posing threat to safety of persons, property, or the environment that exceeds an organization’s resources/capability.

Emergency Medical Services (EMS) – A service, providing out-of-hospital, acute medical care, transport to definitive care, and other medical transport to patients with illnesses and injuries, which prevent the patient from transporting themselves.

Emergency Operations – Actions taken during an emergency to protect life and property, care for the people affected, and restore essential community services.

Emergency Operations Center (EOC) – A site from which government officials coordinate, monitor, and support response activities during an emergency.

Emergency Operations Plan (EOP) – A document that describes how people and property will be protected in disaster and disaster threat situations; details who is responsible for carrying out specific actions; identifies the personnel, equipment, facilities, supplies, and other resources available for use in the disaster; and outlines how all actions will be coordinated.

Evacuation – Organized and supervised dispersal of people from dangerous or potentially dangerous areas.

Evacuee – All persons removed or moving from areas threatened or struck by a disaster.

Federal Emergency Management Agency (FEMA) –Federal Emergency Management Agency (FEMA) [U.S. Dept. of Homeland Security] is the federal agency responsible for coordinating emergency planning, preparedness, risk reduction, response, and recovery. The agency works closely with state and local governments by funding emergency programs and providing technical guidance and training.

These coordinated activities at the federal, state, and local levels ensure a broad-based emergency program to ensure public safety and protect property.

Flood – A general and temporary condition of inundation of normally dry land areas from overflow of inland or tidal waters, unusual or rapid accumulation or runoff of surface waters, or mudslides/mudflows caused by accumulation of water.

Hazard – Any source of danger or element of risk to people or property.

Hazard Mitigation Plan – A plan that identifies certain natural hazards and other hazards of interest that might have an impact on a jurisdiction. The plan analyses the potential risk from these hazards and drafts various action items that could mitigate or minimize the impact from these hazards.

Hazardous Material – Any substance or material that when involved in an accident and released in sufficient quantities, poses a risk to people’s health, safety, and/or property. These substances and materials include explosives, radioactive materials, flammable liquids or solids, combustible liquids or solids, poisons, oxidizers, toxins, and corrosive materials.

Incident – The physical manifestation of crisis, event, or occurrence that has adversely affected life, property, or the environment requiring the response of at least one individual.

Incident Command System (ICS) – The Incident Command System (ICS) is a standardized emergency management concept designed to provide an integrated organizational structure for managing emergencies, and to enable coordinated emergency response across 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 emergencies. It is based on proven management tools that contribute to the strength and efficiency of the overall system.

Local Jurisdiction – Local jurisdiction refers to the cities, towns, school districts, and special districts that are encompassed within the geographical borders of Contra Costa County.

Mitigation – Pre-event planning and actions that aim to lessen the occurrence or effects of potential disaster.

Mobilization – The process and procedures used by organizations; federal, state and local for activating, assembling, and transporting resources that have been requested to respond to or support an incident.

Agenda Packet Page 66 of 278
City of El Cerrito Emergency Operations Plan
34 July 2022
Multi-Agency Coordination (MAC) – The participation of government and other organizations involved at any level of the SEMS organization working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.

Multi-Jurisdiction Incident – An incident where multiple jurisdictions have a statutory responsibility.

Under ICS, these incidents will be managed under Unified Command.

Mutual Aid – Is the voluntary aid and assistance by the provision of services and facilities, including but not limited to fire, police, medical and health, communication, transportation, and utilities. Mutual aid is intended to provide adequate resources, facilities, and other support to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation.

Mutual Aid Agreement – Written agreement between agencies and/or jurisdictions in which they agree to assist one another upon request, by furnishing personnel and equipment.

Natural Disaster – Any hurricane, tornado, storm, flood, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, drought, fire, or other catastrophe which causes, or which may cause, substantial damage or injury to civilian property or persons.

National Incident Management System (NIMS) – The National Incident Management System (NIMS) provides a comprehensive approach to emergency management for all hazards. NIMS integrates existing best practices into a consistent nationwide approach to domestic emergency management that is applicable to all jurisdictional levels (public and private) and across functional disciplines. NIMS is based on a balance of flexibility and standardization. NIMS is flexible and allows government and private entities at all levels to work together to manage domestic emergencies, regardless of their cause, size, location, or complexity. NIMS also provides a set of standardized organizational structures.

National Response Framework – The National Response Framework (NRF) presents the guiding principles that enable all response partners to prepare for and provide a unified national response to disasters and emergencies—from the smallest incident to the largest catastrophe. The Framework establishes a comprehensive, national, all-hazards approach to domestic incident response. The Framework documents the key response principles, roles, and structures that organize national response. It describes how communities, States, the Federal Government, and private-sector and nongovernmental partners apply these principles for a coordinated, effective national response. And it describes special circumstances where the Federal Government exercises a larger role, including incidents where Federal interests are involved and catastrophic incidents where a State would require significant support. It allows first responders, decision makers, and supporting entities to provide a unified national response.

Non-Governmental Organization (NGO) – An entity with an association that is based on interests of its members, individuals, or institutions, and that is not created by a government, but may work cooperatively with government. Such organizations serve a public purpose, not a private benefit.

Examples of NGOs include faith-based charity organizations and the Red Cross.

Office of Emergency Services (OES) – OES is the lead agency in fulfilling the County’s responsibility under the California Emergency Services Act and also serves as the Operational Area Coordinator for Contra Costa County under SEMS.

Operational Area (OA) – A geographical area that encompasses all local governments within a county, including the county. The OA serves as the coordination and communications link between the local government and the state. The OA prioritizes resources and coordinates mutual aid among entities within the OA. Each OA is responsible for activating and operating an EOC.

Operational Area Emergency Operations Center (OA EOC) – The physical location at which the coordination of information and resources to support OA activities normally takes place. Plan – A document that describes the broad, overall jurisdictional response to potential extraordinary emergencies or disasters.

Preparedness – The range of deliberate, critical tasks and activities necessary to build, sustain, and improve operational capability. Preparedness is a continuous process involving efforts at all levels of government and between government and private-sector and NGOs to identify threats, determine Agenda Packet Page 67 of 278
City of El Cerrito Emergency Operations Plan
35 July 2022
vulnerabilities, and identify required resources. Preparedness is operationally focused on establishing guidelines, protocols, and standards for planning, training and exercises, personnel qualification and certification, equipment certifications and publication management.

Recovery – The long-term activities beyond the initial emergency response phase of disaster operations that focus on returning all systems in the community to a normal status or to reconstitute these systems to a new condition that is less vulnerable.

Resources – Personnel and equipment available, for assignment to incidents or to EOCs.

Response – Activities that address the direct effects of an incident; immediate actions to save lives, protect property.

Shelter – Facilities providing safe, sanitary, and secure refuge before, during, and after disaster incidents. (Note: This may also include some facilities that provide immediate necessary safe haven sheltering during an incident but are not capable of ongoing operations once other options are available.) Shelters may include general population shelters, medical needs shelters, or household pet shelters.

Special District – A unit of local government (other than a city or county, with authority or responsibility to own, operate, or maintain a project (e.g., a water district, fire district).

Standardized Emergency Management System (SEMS) – The Standardized Emergency Management System (SEMS) is used to manage emergency response in California. SEMS consists of five hierarchical levels: field, local, operational area, regional, and State. SEMS incorporates the principles of the Incident Command System, the Master Mutual Aid Agreement, existing disciplinespecific mutual aid agreements, the Operational Area concept, and multi-agency or interagency coordination and communication. Under SEMS, response activities are managed at the lowest possible organizational level.

State of Emergency – An eminent impending incident(s) or crisis(es) posing threat to safety of persons, property, or the environment that is/are likely to exceed resources/capability of the proclaiming political jurisdiction, or the existence of an active incident which threatens a population and the adequacy of local resources is unknown.

Terrorism – The use of or threatened use of criminal violence against civilians or civilian infrastructure to achieve political ends through fear and intimidation.

Threat – Communicated, demonstrated, or inferred intent and potential capability to harm life, property, environment, organizational performance, or way of life.

Agenda Packet Page 68 of 278
City of El Cerrito Emergency Operations Plan
36 July 2022

ANNEXES
Agenda Packet Page 69 of 278
City of El Cerrito Emergency Operations Plan
EL CERRITO CITY PROFILE A1-1 July 2022
ANNEX 1 EL CERRITO CITY PROFILE
• Date of Incorporation—1917
• Current Population—25,508 (2019 estimates). As of Census 2010, there were 10,000 households, and 7,385 families residing in the city.
• Population Growth—Based on data from the California Department of Finance, El Cerrito has experienced a modest rate of growth of 8.2% over the last 10 years. The overall population has increased

8.2 percent since 2010. With this rate of growth, anticipated development is considered moderate. While the growth rate has been virtually flat for many years due to the built-out nature of existing city lots, current development on the San Pablo Avenue corridor is adding 300 housing units to the market. Additional development already approved will add another 700 housing units including assisted and affordable housing as well as market value units.
• Location and Description—El Cerrito is a moderately sized city of 3.9 square miles, located in western Contra Costa County on the south and west facing slopes of the Berkeley Hills, which rise from the Bay Plain to the top of the ridgeline (approximate elevation of 900 feet).

The city is approximately 17 miles northeast of San Francisco and 12 miles north of Oakland. It forms part of the highly urbanized area along the eastern shore of San Francisco Bay together with the cities of Albany, Berkeley, and Richmond. El Cerrito is ideally situated within the San Francisco Bay Area due to its proximity to exceptional mass public transportation systems, small city hospitality within a major urban area, diverse culture, parks and spectacular vistas of the San Francisco Bay.

The City is traversed by Interstate 80 (Eastshore Freeway), and the Bay Area Rapid Transit (BART) District’s rail system that bisects the City with an elevated track and two stations. The two BART stations are near the north (Del Norte) and south (El Cerrito Plaza) boundaries of the city. The Del Norte Station is also a major public mass transit transfer station that provides extensive bus service throughout the San Francisco Bay Area. Both El Cerrito BART Stations are served by multiple mass public transportation services which includes AC Transit, WestCAT Transit, Vallejo Transit and Golden Gate Transit services, which are all bus systems.
• Climate—The climate of El Cerrito is greatly influenced throughout the year by its proximity to the San Francisco Bay. The rainy season lasts from November through April, accounting for about 90 percent of the average annual precipitation of 25.2”. The dry season, lasting from June through October, is typically marked by regular intrusions of low clouds and fog and long spells of high temperatures and low humidity.

During a typical year, the colder lows are in the low to mid-40s and the warmer highs reach the mid-80s.

The prevailing southwest wind blows across the cold upwelling water that is almost always present along the San Francisco Bay and Pacific Ocean coast. The immediate coast is largely affected by the cold California current.
• Governing Body Format—The City of El Cerrito is a Charter City organized as a council-manager form of local municipal government. The City Council consists of five members elected at large for four-year, overlapping terms. The Council selects the Mayor from among its members for a one-year term.

The Mayor and City Council provide community leadership, develop policies to guide the City in delivering services and achieving community goals, and encourage citizen understanding and involvement. The City Manager is appointed by the City Council and is responsible for administration of municipal affairs. All City departments operate under the supervision of the City Manager. Through the City Manager, City staff, using the resources appropriated by the Council in the budget to achieve desired service results in the community, carries out the policies of the Council. The City employs approximately 170 people in nine departments:

Police Services, Fire Services, Administration, City Clerk, Finance, Community Development, Recreation, Agenda Packet Page 70 of 278
City of El Cerrito Emergency Operations Plan
EL CERRITO CITY PROFILE A1-2 July 2022
Human Resources and Public Works. The City Council also appoints a city attorney to advise them and City staff on legal affairs, to see that laws are effectively enforced and, when necessary, to defend the City in litigation.
• Development Trends—El Cerrito is largely a bedroom community for San Francisco and other Bay Area cities. Most employment in the city comes from retail or service industries. As of Census 2019 estimates, the median income for a household in the city was $96,914.00.

California law requires counties and cities to prepare and adopt a comprehensive plan to guide development. The plan must consist of an integrated, internally consistent set of goals, policies, and implementation measures and must focus on issues of the greatest concern to the community. City actions, such as those relating to land use, annexations, zoning, subdivision, design review, redevelopment, and capital improvements, must be consistent with the plan. The City of El Cerrito adopted its general plan under this state mandate in July 2000. Future growth and development within the City will be managed as identified in the General Plan. The City developed and adopted its Strategic Plan in 2013 and updated it in 2015.

The City is faced with a host of potential health and safety hazards due to earthquakes, landslides and mudslides, fires, extreme weather/storms, flooding, dam failure, hazardous materials/transportation accidents and terrorist attack. The city is located in the heart of earthquake country, with the Hayward Fault Line running inside the city limits and parallel to its eastern boundary. Several other faults run roughly parallel to the ridgeline, with an extensive portion of the Alquist-Priolo fault zone mostly located within the City of El Cerrito. The City is largely an urban housing area with commercial areas intermixed with wildland urban interface (WUI) areas. In fact, over 40% of the City is located in a Very High Fire Hazard Severity Zone (VHFHSZ) The wildland-urban interface areas are in portions of the city that have steep hillside grades and narrow winding roadways. This makes them extremely vulnerable to wildfire and landslides as portions of both the east and west facing slopes of the El Cerrito hillside are known to be active landslide areas. These areas can be adversely affected by earthquake, fire or excessively heavy rainfall. • Hazards—Based on Contra Costa Multijurisdictional Hazard Mitigation Plan - El Cerrito Annex (Contra Costa County HMP, 2018), ranks these as the top hazards in the City Hazard Type Category
Earthquake High
Landslides High
Wildfire High
Severe Weather Medium
Flooding Medium
Agenda Packet Page 71 of 278
City of El Cerrito Emergency Operations Plan
KENSINGTON COMMUNITY PROFILE A2-1 July 2022
ANNEX 2 KENSINGTON UNINCORPORATED COMMUNITY PROFILE
• Population—5,329 (2019) up from 5077 in the 2010 census. As 2015 – 2019 U.S. Census data, there were 2,254 households in the community.
• Location and Description— Kensington is a community located in unincorporated Contra Costa County in the Berkeley Hills arear adjacent to the southeast corner of the City of El Cerrito. The community borders the City of Berkeley in Alameda County on its southern border and covers 0.95 square miles; to the east is the Tilden Nature Area.

The area was first survey in 1911 when it was named “Kensington” by Robert Brousefield who had lived in the London Borough of South Kensington. Today, it is primarily a residential community that has its own police force, park service, refuse collection, and fire department. The fire department contracts with the City of El Cerrito to provide fire and emergency services to the community. Fire Station 65, housing Engines 65 and 365, is located on Arlington Avenue.
© Google Maps
• Climate— The climate of Kensington is greatly influenced throughout the year by its proximity to the San Francisco Bay. The rainy season lasts from November through April, accounting for about 90 percent of the average annual precipitation of 25.2”. The dry season, lasting from June through October, is typically marked by regular intrusions of low clouds and fog and long spells of high temperatures and low humidity.

During a typical year, the colder lows are in the low to mid-40s and the warmer highs reach the mid-80s.

The prevailing southwest wind blows across the cold upwelling water that is almost always present along Agenda Packet Page 72 of 278
City of El Cerrito Emergency Operations Plan
KENSINGTON COMMUNITY PROFILE A2-2 July 2022
the San Francisco Bay and Pacific Ocean coast. The immediate coast is largely affected by the cold California current.
• Governing Body -The Kensington Police Protection and Community Service District (KPPCSD) Board provides governance and oversight to police services, park and recreation, and waste management. • Fire and Emergency Services - Fire Service is provided by the Kensington Fire District whose boundaries are the same as KPPCSD. The Kensington Fire District ensures that community residents are provided with quality fire and emergency services; the Fire District contracts with the City of El Cerrito to provide these services. The District Board of Directors conducts business during its meetings whose purpose is to establish policy; operations and administration are the responsibility of the El Cerrito Fire Chief and Fire Department staff. The City and Fire Department routinely work with the Fire District to ensure the high quality of service is maintained.

Services provided by the Fire District include Community Programs and Emergency Services. Emergency Services are provided by contact from the City of El Cerrito. Community Program include an Emergency Preparedness Committee, CERT Program, first aid and CPR training, smoke detector service, and car seat installation. Kensington houses Fire Station 65.
• Hazards—Based on Contra Costa Multijurisdictional Hazard Mitigation Plan - Kensington Fire District Annex (Contra Costa County HMP, 2018), ranks these as the top hazards in the City.

Hazard Type Category
Earthquake High
Wildfire High
Landslide High
Severe Weather High
Agenda Packet Page 73 of 278
City of El Cerrito Emergency Operations Plan
DEPARTMENT ROLES & RESPONSIBILITIES A3-1 July 2022
ANNEX 3 DEPARTMENT ROLES & RESPONSIBILITIES
Building and Planning
 Manage ad conduct post-incident/event city facility safety assessment  Manage structural assessment function and establish structure re-entry standards  Lead damage assessment efforts
City Attorney
 Support proclamations of local emergencies
 Assess City operations and provide legal counsel as needed  Ensure procurement process comply with necessary regulations City Clerk
 Facilitate and administer proclamations of local emergencies  Oversee preservation of vital documents and records
 Monitor continuity of government
 Administer loyalty oath to Disaster Service Workers volunteers as needed City Council
 Support public information efforts as needed
 Support community engagement
 Attend public meetings as needed
 Review potential or threatened litigation as needed
 Review and approve proclamation of local emergency
 When appropriate, view impacted or affected areas, shelters, and other facilities  Review requirements for special legislation and development of policy  Consider short- and long-term recovery staff recommendations City Manager
 EOC Director
 Establish EOC response priorities
 Lead incident action planning, support, and coordination  Authorize proclamations of local emergencies
 Develop and maintain communication with respective city councils  Approve public information release
 Support public warnings and alerts
 Primary liaison to City Council
Community Development
 Coordinate and provide emergency assistance
 Develop and coordinate interim and long-term disaster housing  Support damage assessment efforts
 Lead initial planning efforts for long-term recovery
 Assist with damage assessment effort
Finance
 Provide emergency procurement support
 Anticipate and track financial resources for staff, mutual aid requests, volunteers Agenda Packet Page 74 of 278
City of El Cerrito Emergency Operations Plan
DEPARTMENT ROLES & RESPONSIBILITIES A3-2 July 2022
 Develop financial mechanisms, procurement applications and contracts to support procurement  Oversee staff timekeeping
 Oversee compensations and claims
 Provide fiscal oversight and tracking of expenses
 Ensure correct FEMA forms are utilized for potential reimbursement Fire
 Orchestrate all firefighting and fire rescue operations  Lead EMS operations and coordinate with EMS ambulance provider agency  Conduct hazardous material response operations
 Facilitate and coordinate emergency management and EOC operations  Support emergency public waring and alerts
 Support evacuation and re-entry operations
 Support damage assessment efforts
 Provide incident planning and management support as needed  Support and facilitate CERT activities
Human Resources
 Protect, restore and sustain city staffs
 Ensue city safety procedures
 Develop and coordinate human resources including contractors  Identify any employee needs (e.g., childcare, shelter)  Screen and track volunteers
Information Technology
 Protect, restore, and sustain cyber and information technology resources  Oversee and manage telecommunication infrastructure
 Provide additional technology support as needed
Library
 Provide additional technology support as needed
 Provide additional administrative support as needed
 Provide additional resource management support as needed  Provide additional shelter management support as needed Recreation
 Manage emergency care and shelter operations
 Support infrastructure restoration
 Assist in tree clearance from public rights of way
 Support re-entry operations
Police
 Conduct law enforcement operations
 Lead evacuations operations
 Conduct emergency public warning and alerts
 Provide facility and resource security
 Impose and enforce curfew as directed
 Provide public safety and security support
 Provide traffic control
Agenda Packet Page 75 of 278
City of El Cerrito Emergency Operations Plan
DEPARTMENT ROLES & RESPONSIBILITIES A3-3 July 2022
 Provide access and control to affected areas
Public Works
 Conduct infrastructure protection, emergency repair, and restoration  Support movement operation/restrictions (traffic and access)  Support public warnings and alerts
 Conduct debris clearance and manage debris operations  Conduct flood fight operations
 Provide engineering services
 Coordinate with state agencies on state-controlled highways and roads  Restore transportation infrastructure
 Manage city facilities
 Maintain, repair and restore wastewater infrastructure  Maintain, repair and restore wastewater treatment plant operations  Support damage assessment efforts
 Support evacuation and re-entry operations
 Provide potable water in support of care and shelter operations  Coordinate with local water providers
 Coordinate with utility provider for the restoration of electrical and gas utility services Agenda Packet Page 76 of 278
City of El Cerrito Emergency Operations Plan
EARTHQUAKES A4-1 July 2022
ANNEX 4 EARTHQUAKES
Yes
Initiate request
Additional resources needed?
Field No
End / AAR/Report
No
Department staff
Is the incident
being managed or escalating?
Managed
Incident / Event
Activate DOC –
Initiate SOPs
Request additional resources
(personnel &/or equipment);
notify other city departments;
manage incident
Field Response
Additional resources needed?
Activate EOC – Utilize Annexes;
Notify OES;
Request additional resources
&/or mutual aid;
manage incident
Escalating
Agenda Packet Page 77 of 278
City of El Cerrito Emergency Operations Plan
EARTHQUAKES A4-2 July 2022
Overview
The San Francisco Bay Area is subject to major earthquakes. As demonstrated by past earthquake events, such as the 1906 and 1989 earthquakes, a large earthquake will cause major damage on a regional basis, destroying or damaging thousands of buildings, disrupting transportation and utility systems, and causing thousands of injuries or fatalities. Response to a disaster of this magnitude will severely strain the resources of both the public and private sectors in the region.

Purpose
This annex is a scenario-specific application of the EOP. Unlike other natural disasters, earthquakes occur without notice or warning and could strike anytime. The unpredictable nature of an earthquake and its aftershocks create probability of catastrophic damage throughout the county. The severity of the earthquake’s impacts may overwhelm the capabilities for response for El Cerrito.

Initial Response / Situational Awareness
In accordance with the principles of the SEMS, NIMS and ICS the response to an emergency or disaster will be managed at the lowest level possible. Accordingly, El Cerrito will have the primary responsibility for responding to the impacts of the earthquake that occur within their own jurisdictions.

Given that an earthquake is a no-notice incident, it is critical to obtain situational awareness of the incident so that the appropriate resources can be deployed into the affected areas. While the ability to perform reconnaissance and to gather, verify, consolidate, and distribute confirmed situation information is vital to the response, it is equally important that initial response strategies are developed with an accurate picture of the potential scope of the disaster.

It is anticipated that resource requests will be relayed to mutual aid partners without delay and automatic aid for fire resources. When resources are exhausted, the Operational Area will be requested to support the OES Region. Allocation of resources will be made based on life safety, incident stabilization, and preservation of important property.

In an area-wide catastrophic disaster, El Cerrito recognize that immediately following the earthquake, mutual aid assistance may be limited or non-existent and may need to rely upon available local resources.

Reference: Bay Area Earthquake Plan (2016)
Response
Public Safety and Public Works will be the initial responders following an earthquake. Following a brief initial department assessment (equipment and response capabilities), responders will follow policies, procedures, and protocols. Intelligence, field reports, and information will determine if activation is warranted.

Response agencies: El Cerrito Fire Department El Cerrito Public Works Department El Cerrito Police Department Various city departments
Support agencies: Contra Costa County EMS Contra Costa County OES American Red Cross Salvation Army
Contra Costa County Human Services Agency
Allied agencies (local, county, state, federal)
Agenda Packet Page 78 of 278
City of El Cerrito Emergency Operations Plan
EARTHQUAKES A4-3 July 2022
DURING
The response phase occurs from the onset of an earthquake and lasts until lifeline systems are at least partially restored. During this phase, functions that are critical to saving lives, to protecting people, and meeting basic human needs are performed. During this phase, functions that are critical to securing critical infrastructure and safeguarding records are also performed. This would include the activation of the EOC.

All EOC Sections
 Obtain current overall situational update for effected area  Support current field operations
 Ensure adequate staffing to manage incident
 Plan for additional operational periods
Management

1. Orchestrate support of field operations

2. Manage EOC operations - establish objectives and operational periods

3. Draft and distribute relevant and timely media and public information releases (alerts)

4. Communicate with respective city council

5. Liaison between EOC and allied agencies
Operations

1. Monitor and support all field operations

2. Ensure departments and responders follow appropriate protocols and procedures

3. Communicate with incident command post (ICP)

4. Support non-incident related operations

5. Keep PIO informed of urgent and important information

6. Keep Logistics Section updated on equipment requests (current and anticipated needs)

7. Request additional resources (internal and/or external) [personnel and/or equipment]

8. Support mass care and shelter operations

9. Support field evacuation operations

10. Support alerts and notifications

11. Complete appropriate documentation
Planning

1. Facilitate and draft Emergency Action Plan (EAP)

2. Consider and plan for incident impact on city

3. Monitor current and predicted weather conditions

4. Document necessary and appropriate damage for possible claims/reimbursement

5. Update Web EOC as warranted with relevant information

6. Plan for additional operation periods

7. Support evacuation process

8. Initiate planning process for transition from Response phase to Recovery Logistics

1. Fulfill requested resource request

2. Secure additional request as possible

3. Contact local vendors or OES for mutual aid requests

4. Support evacuation or shelter operations

5. Support evacuation process

6. Anticipate possible needs from interactions with OPS Section Agenda Packet Page 79 of 278
City of El Cerrito Emergency Operations Plan
EARTHQUAKES A4-4 July 2022
Finance

1. Track expenditures of personnel, time costs, equipment, and related purchases

2. Track receipts and financial records
Phase 1 (initial occurrence through day 14)
Focus is upon notification, situational awareness, initiation of response resources with a priority on lifesaving and damage assessment. Continued priority remains on lifesaving, as well as life-sustainment operations to include medical treatment, sheltering/mass care services, and possibly evacuation. Mutual aid resources will have been requested and may be activated and possibly deployed in many cases.

EOC activation would follow the EOC Activation Annex and the Emergency Action Plan Annex.

Public Works / Engineering Division and Building Division is responsible for overseeing the evaluations of city-owned facilities.

Following an earthquake, three levels of evaluations take place. These should be performed by qualified individuals.
 Rapid evaluations (ATC-20 Rapid) – a quick safety review of the building, with approximately 10 - 20 minutes spent on each building.
 Detailed evaluations (ATC-20 Detailed)– a more thorough assessment/evaluation of the integrity of the framing system and building’s structure that may take from one to four hours; and,  Engineering evaluations – comprehensive assessments performed by professional engineers and architects at the request of the facility owner(s) to ascertain the damage, its cause, and how to repair it.

Phase 2 (Day 14 – through 6 month)
Continued life-sustaining operations as required and focus on essential emergency repairs to critical infrastructure. Federal Emergency Management Agency (FEMA) disaster assistance programs will be implemented for housing, debris management, and repair/restoration of critical infrastructure. State and federal supplemental assistance will have arrived.

The EOC will remain activated as determined by the EOC Director and/or city manager.

Recovery
There are usually no clear distinctions between when the response phase ends and the recovery phase begins. This is even more difficult to distinguish during an earthquake due to possible aftershocks. There is typically a period after the earthquake in which both phases are in effect simultaneously. The recovery phase can last for years. During this phase, the state and federal governments may provide disaster relief upon a Governor’s Proclamation and a Presidential Disaster Declaration.

Functions during this phase include federal relief for public and individual assistance, establishment of Disaster Recovery Centers (DRCs), establishment of temporary housing facilities, and federal disaster loans and grants. Long-term recovery includes restoration of affected areas to their normal or to an improved state. Recovery and re-entry update information will be provided through the media. Re-entry control points must be established for the public who have a need to re-enter into the disaster areas following an earthquake.

Agenda Packet Page 80 of 278
City of El Cerrito Emergency Operations Plan
EARTHQUAKES A4-5 July 2022
AFTER
Management

1. Orchestrate support of recovery efforts

2. Ensure needed city operations/services are in place (Continuity of Operations)

3. Continue to release relevant public information and media reports; orchestrate multiple communicate avenues to residents and businesses regarding recovery information

4. Review EOC operations and staffing and adjust appropriately – plan for operational periods as necessary
Operations

1. Continue support of field operations transitioning from response to recovery using appropriate protocols and procedures

2. Oversee restoration of normal city operations

3. Support shelter operations; oversee transition from temporary sheltering to long term temporary housing options

4. Support alerts and notifications

5. Support re-entry operations of evacuated residents
Planning

1. Draft and orchestrate development of EAP

2. Continue to document and track recordings of activities

3. Draft plan and coordinate re-entry process of any evacuated residents

4. Develop medium term recovery plans

5. Collect documentation for AAR
Logistics

1. Continue to support field operations by obtaining necessary resources either from local vendors or mutual aid

2. Support shelter and evacuation center operations and transitioning from city managed short term care to external long-term options

3. Support re-entry process of evacuated residents
Finance

1. Collect expense reports, prepare summary reports

2. Use appropriate forms for possible claims and/or reimbursement

3. Submit forms when required
____________________
After action reports should be generated; these should include any improvements, recommendations, suggestions and plans.

Debris Removal – Public Property
In accordance with FEMA’s Debris Removal Guidance, debris removal from public property may be eligible for public assistance grants. Eligible applicants include state and local governments, Indian tribes, and certain private non-profit organizations. To be eligible for FEMA funding, the debris removal work must:
 Be a direct result of a Presidentially declared disaster Agenda Packet Page 81 of 278
City of El Cerrito Emergency Operations Plan
EARTHQUAKES A4-6 July 2022
 Occur within the designated disaster area
 Be the responsibility of the applicant at the time of the disaster In addition, debris removal work must be necessary to:
 Eliminate an immediate threat to lives, public health and safety  Eliminate immediate threats of significant damage to improved public or private property  Ensure the economic recovery of the affected community to the benefit of the community-at-large Debris Removal – Private Property
In accordance with FEMA’s Debris Removal Guidance, debris removal from private property is typically not eligible for disaster assistance grants because it is the ultimate responsibility of the property owner to remove the debris. If debris on the private property is obstructing any public roadways or facilities, or is causing a local public health threat, the local government had the authority to be reimbursed for debris removal expenses. In addition, the State or local government may in some cases need to demolish a private facility that is unsafe and causing a threat of safety to life, property, and the environment.

The demolition of unsafe privately-owned structures and subsequent removal of demolition debris may be eligible when the following conditions are met:
 The structures are damaged and made unsafe by the declared disaster, and located in the area of the disaster declaration
 The applicant certifies that the structures are determined to be unsafe and pose an immediate threat to the public
 The applicant has demonstrated that it has legal responsibility to perform the demolition  A legally authorized official has ordered the demolition of unsafe structures and removal of demolition debris
 The applicant has indemnified the federal government and its employees, agents, and contractors from any claims arising from the demolition work
 The demolition work is completed within the completion deadlines outlined in 44 CFR §206.204 for emergency work
Phase 3 (6 months through 3 to 5+ years)
Continued support of Phase II with housing assistance, FEMA assistance programs, and initiation of longterm recovery strategy/programs with a goal toward fully implemented long-term recovery programs. This phase is to be considered a “recovery” phase, which will include the implementation of significant state and/or federal assistance programs.

Documentation
Documentation is the key to recovering eligible emergency response and recovery costs. Damage assessment documentation will be critical in establishing the basis for eligibility of disaster assistance programs. Under the State’s California Disaster Assistance Act (CDAA), documentation is required for any earthquake damage sustained to the following:
 Public buildings
 Flood control works
 Irrigation works
 City streets
 Bridges
 Other public works facilities
Agenda Packet Page 82 of 278
City of El Cerrito Emergency Operations Plan
EARTHQUAKES A4-7 July 2022
Under federal disaster assistance programs, documentation must be obtained regarding earthquake damages sustained to:
 Roads (Public)
 Water control facilities
 Public buildings and related equipment
 Public utilities
 Facilities under construction (all facilities or only public facilities)  Recreational and park facilities
 Educational institutions (Public)
 Certain private non‐profit facilities
Earthquake debris removal and emergency response costs incurred by the affected entities should also be documented for cost recovery purposes under the federal programs. It will be the responsibility of the County, local jurisdictions, and special districts to collect documentation of these damages.

The information documented should include the location and extent of damage, estimates of costs for debris removal, emergency work and repairing or replacing damaged facilities to a non-vulnerable and mitigated condition. The cost of compliance with building codes for new construction, repair and restoration will also be documented. The cost of improving facilities may be provided under federal mitigation programs.

Documentation must begin at the field level and continue throughout the operation of the EOC as the disaster unfolds. Documentation is the key to recovering expenditures related to emergency response and recovery operations.

Potential Resource Requests
Regardless of preparation, El Cerrito will experience shortages of critical resources necessary to respond to the earthquake. Assumptions regarding necessary resources are described below. These resources may be available through the Mutual Aid system, the State and Federal governments, or the private sector.  Teams to support fire-fighting operations and search & rescue  Law enforcement resources for security
 Vehicles to move first responders, evacuees, and displaced residents  Medical health professionals and resources
 Vehicles to move the injured and medically fragile
 Bedding, food, water, generators, medical supplies, sanitation supplies, qualified staff, and security for shelters
 Additional shelter space
 Mental health professionals and counselors
 Building inspectors
 Heavy equipment and operators for emergency shoring and debris removal, reduction, transport, and disposal
 Equipment, staff, and supplies for handling fatalities  Water, food, supplies, sanitation facilities, and generators to support emergency operations and to support residents
 Fuel
 Qualified emergency managers and other staff to support EOC and DOC operations  Public Information Officers (PIOs)
 Interpreters and translators
 Structural and civil engineers
 Utility restoration teams (power, gas, water, sewer)
 Communication restoration teams (satellite, cellular, wired, voice/data/video) Agenda Packet Page 83 of 278
City of El Cerrito Emergency Operations Plan
EARTHQUAKES A4-8 July 2022
BEFORE
Preparation
The preparedness phase occurs to and in anticipation of a catastrophic earthquake. This phase focuses on promotion of increased public awareness of the potential emergency, preparation of necessary materials, and equipment or response to the emergency, and training for emergency response personnel. Typical functions of the preparedness phase include conducting public information programs, maintaining emergency resources inventory lists, and conducting exercise and training programs.

The following activities are associated with the preparedness phase:
 Provide training and information to mitigate the effects of a catastrophic event (earthquake)  Train and equip response personnel
 Identify local staging areas and fuel sources
 Identify transportations resources and facilities, to include transportation for the injured, disabled, and others with access and functional needs
 Identify large, adequately equipped shelter facilities and transportation resources  Identify adequate locations that could serve as Points of Distribution (PODs)  Promote employee personal preparedness
 Encourage public preparedness
Mitigation
It is recognized that preventing a catastrophic event from happening cannot occur; however, there are measures that can be taken to lessen the effects.

Such measures could include:
 adopting seismic resistant design standards, some of which are currently being followed  comply with floodplain management guidelines
 adopting seismic non-structural design standards such as FEMA guides.

This document has been reviewed and accepted by:
___________________________________________ __________________________ El Cerrito Police Department Date
___________________________________________ __________________________ El Cerrito Public Works Department Date
___________________________________________ __________________________ El Cerrito Fire Department Date
Agenda Packet Page 84 of 278
City of El Cerrito Emergency Operations Plan
FLOODING A5-1 July 2022
ANNEX 5 FLOODING
Yes
Initiate request
Additional resources needed?
Field No
End / AAR/Report
No
Department staff
Is the incident
being managed or escalating?
Managed
Incident / Event
Activate DOC –
Initiate SOPs
Request additional resources
(personnel &/or equipment);
notify other city departments;
manage incident
Field Response
Additional resources needed?
Activate EOC – Utilize Annexes;
Notify OES;
Request additional resources
&/or mutual aid;
manage incident
Escalating
Agenda Packet Page 85 of 278
City of El Cerrito Emergency Operations Plan
FLOODING A5-2 July 2022
Overview
Floods are one of the most common natural hazards in the United States. They can develop slowly over a period of days or occur quickly with disastrous consequences that can affect El Cerrito or the region. A flood is defined as the inundation of normally dry land resulting from rising and overflowing of a body of water. Heavy rains are the most frequent cause of flooding in the County with flood problems occurring primary along streams located on the bayside. Storm water and overland flows can exacerbate flooding and create shallow zones in parts of the County.

The Hazard Mitigation Plan identifies various types of floods:
 Storm water runoff – a result of local draining issues and high groundwater levels. Locally, heavy precipitation, especially during high lunar tides, may induce flooding. Urban drainage flooding is caused increased water runoff due to urban development and drainage systems.  Riverine – is overbank flooding of river and streams.  Flash flooding – “a rapid and extreme flow of high water into a normally dry area, or rapid water level rise in a stream or creek above a predetermined flood level beginning within 6 hours of the causative event.” NWS 2009
Most area floods occur during or following winter storms in the winter months. A flood can be the result of a substantial amount of rainfall in a short period of time or when the ground has become saturated from numerous storms and can no longer absorb additional rainwater.

Purpose
This Annex provides information and guidance that are specific to mitigation, planning, response and recovery actions that may be necessary to manage flooding situations in El Cerrito.

Lead agency: El Cerrito Public Works Department
Support agencies: El Cerrito Police Department
El Cerrito Fire Department
El Cerrito Recreation Department
Contra Costa County OES
Response
The degree of impact will dictate the degree of response.

Field responders will maintain communication and report on the status of conditions. An Incident Commander or supervisor will determine the need for any escalation using respective policies and procedures.

DURING
If the EOC has been activated:

All EOC Sections
 Obtain current overall situational update for affected area  Support current field operations
 Ensure adequate staffing to manage incident
 Plan for additional operational periods
Agenda Packet Page 86 of 278
City of El Cerrito Emergency Operations Plan
FLOODING A5-3 July 2022
Management

1. Orchestrate support of field operations

2. Manage EOC operations - establish objectives and operational periods

3. Draft and distribute relevant and timely media and public information releases

4. Communicate with respective city council

5. Liaison between EOC and allied agencies
Operations

1. Monitor and support all field operations

2. Ensure departments and responders follow appropriate protocols and procedures (SOPs)

3. Communicate with incident command post (ICP)

4. Support non-incident related operations

5. Keep PIO informed of urgent and important information

6. Support field evacuation operations

7. Support any mass care and shelter operations

8. Keep Logistics Section updated on equipment requests (current and anticipated needs)

9. Request additional resources (internal and/or external) [personnel and/or equipment]

10. Complete appropriate documentation
Planning

1. Facilitate and draft Emergency Action Plan (EAP)

2. Consider and plan for incident impact on city

3. Monitor current and predicted weather conditions

4. Support any field evacuation operations

5. Document necessary and appropriate damage for possible claims/reimbursement

6. Update Web EOC as warranted with relevant information

7. Initiate planning process for transition from Response phase to Recovery Logistics

1. Fulfill requested resource request; secure additional request as possible; contact local vendors or OES for mutual aid requests

2. Support any evacuation or sheltering operations
Finance

1. Track expenditures of personnel, equipment, and related purchases

2. Track receipts and financial record

3. Use and sub
Use appropriate form for potential reimbursement
Recovery
Recovery process may take some time depending on the extent of damage, water level in effected waterway, and current and upcoming weather conditions. Public works will be the lead for overseeing repairs to waterways and storm related management systems.

In addition to channel maintenance, repair to soil erosion may be necessary. While the cost of such might be covered in flood or storm incidents, the management of repair may occur outside of the immediate incident.

Agenda Packet Page 87 of 278
City of El Cerrito Emergency Operations Plan
FLOODING A5-4 July 2022
AFTER
Management

1. Orchestrate support of recovery efforts

2. Ensure needed city operations/services are in place

3. Continue to release relevant public information and media reports

4. Review EOC operations and staffing and adjust appropriately Operations

1. Continue support of field operations transitioning from response to recovery using appropriate protocols and procedures

2. Oversee restoration of normal city operations

3. Support any re-entry process

4. Support closure of any shelter operations and assist in transition of displaced residents

5. Oversee re-opening of closed roadways and removal of barricades and other traffic notification devices
Planning

1. Continue to document and track recordings of activities

2. Collect documentation for AAR

3. Coordinate and support re-entry process of any evacuated areas Logistics

1. Continue to support field operations by obtaining necessary resources either from local vendors or mutual aid

2. Support any re-entry process

3. Support any evacuation or sheltering operation and transition to closing facility Finance

1. Collect expense reports, time costs; prepare summary reports; submit forms for possible claims and/or reimbursement

2. Utilize correct form for reimbursement
After action reports should be generated; these should include any improvement suggestions and plans.

Suggestions and plans should have an effect on future planning and preparation efforts.

BEFORE
Mitigation
Mitigation efforts, consistent with the current Hazard Mitigation Plan focus on maintaining and managing channels, waterways, creeks, drains, spillways, and storm drains from any debris, erosions, vegetation, or anything that might impede or restrict water flow and runoff. Waterways that empty into the San Francisco Bay should also be clear of any obstruction.

The Public Works Department of El Cerrito is responsible for managing programs for city owned properties and facilities. Property owners are responsible for waterways which flow through private properties.

Agenda Packet Page 88 of 278
City of El Cerrito Emergency Operations Plan
FLOODING A5-5 July 2022
Storm management systems, including pump stations, should be regularly maintained and closely monitored during winter storms. Adequate alerting and notification systems should be in place.

Mitigation efforts should include:
 Enacting, updating and enforcing any land use and vegetation management codes  Building and new and redevelopment use codes to mitigate impacts to waterways  Regular inspection, maintenance and upgrading of storm drains, spillways, waterways (creeks and channels)
 Regular inspection, maintenance and improvements of retaining walls and breakwaters Preparation
As the winter season approaches, departments should be aware of current and upcoming weather conditions. Department should stage any appropriate equipment and supplies needed.

Residents should be reminded to clear any debris and vegetation on their property that might be adjacent to a creek, steam or waterway.

Public works should pre-identify hazard prone areas and share that information with fire, police and emergency management. Emergency management will monitor incoming weather information and distribute it to fire, police and public works. El Cerrito Parks and Recreation should refresh intelligence regarding shelter locations and condition in case of any evacuations. _____________________________________________________________________________________ This Annex has been reviewed and accepted by:
___________________________________________ __________________________ El Cerrito Public Works Department Date
Agenda Packet Page 89 of 278
City of El Cerrito Emergency Operations Plan
WILDFIRES A6-1 July 2022
ANNEX 6 WILDFIRES
Yes
Initiate request
Additional resources needed?
Field No
End / AAR/Report
No
Department staff
Is the incident
being managed or escalating?
Managed
Incident / Event
Activate DOC –
Initiate SOPs
Request additional resources
(personnel &/or equipment);
notify other city departments;
manage incident
Field Response
Additional resources needed?
Activate EOC – Utilize Annexes;
Notify OES;
Request additional resources
&/or mutual aid;
manage incident
Escalating
Agenda Packet Page 90 of 278
City of El Cerrito Emergency Operations Plan
WILDFIRES A6-2 July 2022

INTRODUCTION
Purpose
This Annex is intended to ensure an effective and coordinated response to a significant wildfire event. This annex provides direction for city departments, community groups and allied stakeholders ensuring interagency coordination in accordance with the City’s EOP.

This Annex is designed to accomplish the following:
 Serve as a planning document to support further development of major incident plans by City departments and agencies.
 Provide an overview of the threats that wildfire poses to City and define the potential range of impacts.
 Provide the response management team with contextual information to guide initial response planning.

Scope
This Annex has been developed in accordance with the City EOP. In keeping with the EOP’s “all-hazards” approach for local emergency management, the response policies and protocols for a wildfire event will align with those established in the EOP. The Annex supplements the EOP by providing considerations for a response to a major wildfire event in the City.

This Annex does not alter existing City department emergency response standard operating procedures (SOPs), processes, or resources. Emergency response agencies (such as fire, law enforcement, and emergency medical services [EMS]) will adhere to existing department SOPs in accordance with all legal requirements.

Lead agency: El Cerrito Fire Department
Support agencies: El Cerrito Police Department
El Cerrito Public Works Department
El Cerrito Recreation Department
Contra Costa County OES
Situation
According to the California Governor’s Office of Emergency Services (Cal OES), wildfire “represents the third most destructive source of hazard, vulnerability, and risk, both in terms of recent state history and the probability of future destruction of greater magnitudes than previously recorded (State of California , 2018).

The most damaging type of fire is the Wildland-Urban Interface (WUI) fire which occurs where the built environment and natural areas are intermixed (i.e., the border of urban areas).

Unlike other natural hazards such as flood, wildfires can rapidly escalate in size and threat. Major fires can generate their own wind patterns moving the fire in rapid and unexpected directions. Secondary effects of wildfire may include economic losses, reduction in harvestable timber, contamination of reservoirs, destruction of transmission lines, and contribute to flooding and mudslides.

A major fire may result in hazardous debris including destroyed or damaged structures, weakened infrastructure, damaged trees as well as ash containing lead, asbestos or household hazardous waste.

The City’s eastern boundary abuts Tilden Nature Area and adjacent woodland areas. In a major wildfire, multiple local fire agencies may form a Unified Command (UC) to manage the incident. This command structure may address tactical operations, coordinate fire mutual aid resources, and organize logistics and public information.

Agenda Packet Page 91 of 278
City of El Cerrito Emergency Operations Plan
WILDFIRES A6-3 July 2022
The National Weather Service issues Red Flag Warnings and Fire Weather Watches to alert fire departments and residents of the onset, or possible onset, of critical weather and dry conditions that could lead to rapid or dramatic increases in wildfire activity.  Red Flag Warnings are issued for weather events which may result in extreme fire behavior that will occur within 24 hours. A Red Flag Warning is the highest alert.  Fire Weather Watches are issued when dangerous weather conditions could exist in the next 12 to 72 hours.

Planning Assumptions
Impact Assumptions
This Annex is based on a developing wildfire causing significant actual or potential loss of property. General impacts may include:
 Hundreds of residents may need to be alerted and evacuated with little or no notice.  Hundreds of residents may require shelter because of evacuation or damage to homes.  Electrical service and voice/data/radio communications may be impacted due to downed lines or damage to transmitters/antennas.
 Damage or loss of power to water and wastewater collection systems may cause disruption of vital services.
 Smoke will present visibility issues for residents and responders as well as indirect public health risks.
 A major wildfire event could generate tons of debris including construction and demolition, damaged trees, and hazardous waste.
 Structural damage to transportation infrastructure may take weeks or months to repair. These systems may be damaged or disrupted including bridges, roads, signage, and barriers.

Response Assumptions
 City residents have little or no experience with wildfire evacuations. This could significantly delay or disrupt evacuation operations.
 Law enforcement will be significantly challenged to coordinate and conduct notification, evacuation, and traffic management missions.
 A wildfire incident may impact the City with little or no warning. In a no-notice event, there may be insufficient time to notify local residents, prepare the City’s emergency response organization and implement the City’s Emergency Operations Plan.
 Additional law enforcement resources may be needed to maintain public order, augment rescue operations, and secure critical operations.
 The demand for emergency public information will be immediate and sustained. Social and traditional media coverage will be extensive.
 Assistance in the form of spontaneous volunteers, donated goods, and monetary donations will begin to flow into the City. Although this may provide desperately needed resources, it will create coordination and logistical support challenges.

CONCEPT OF OPERATIONS
The EOP defines the City’s general emergency response organization, authorities, policies, priorities, and procedures. In the event of a significant wildfire event, this Annex provides potential specific objectives that the emergency response organization may integrate into its operations (see Section 3 – Objectives).

Increased Readiness (Monitoring)
Once weather forecasts and fire conditions indicate a potential for a significant wildfire event, City departments may increase their readiness to conduct response operations. These efforts may include:

Agenda Packet Page 92 of 278
City of El Cerrito Emergency Operations Plan
WILDFIRES A6-4 July 2022
 Enhanced staffing
 Adjusting work hours
 Readying equipment and supplies
 Reducing non-critical operations
 Conducting protective operations
 Increased observation and monitoring of areas at greatest risk The City’s Emergency Operations Center (EOC) may be activated to develop enhanced situational awareness, expedite decision making, conduct stakeholder coordination, develop public information, and provide greater support to City departments.

Response
The City will provide immediate response via its public safety departments coordinating in the field using the ICS. The City’s EOC will provide support to field personnel, coordinate the efforts of other City departments and collaborate with the Contra Costa County Operational Area and other allied stakeholders utilizing SEMS.

In the first few hours or days of a major wildfire event, the City will:
 Respond to the community’s immediate life safety needs of warning and evacuation by making use of systems alert and notification systems as well as door-to-door notifications if needed  Conduct fire suppression, property protection, EMS, and law enforcement operations as needed  Assemble resources for a sustained response and for providing basic mass care, shelter, and information services to the community
 Begin to transition from immediate emergency response efforts to sustained operations  Conduct sustained operations and begin to transition into recovery When threatened by wildfire, some residents, businesses, and institutions may elect to evacuate without order or direction. A voluntary evacuation of a community may result in traffic congestion and raise concerns about protection of property. The local Incident Commander will coordinate with the Police Department for support when operations are affected by a spontaneous evacuation.

Short Term Recovery
The immediate response to a major wildfire event will focus on saving lives, providing resources to sustain City residents, and stabilize the situation. At some point, however, the City will transition to a phase in which recovery operations take precedence. Rapid initiation of recovery operations is critical to restoring confidence in the community.

Activities in this phase include mitigating life-safety hazards, enhanced security operations, utility restoration, limited debris clearance, resident re-entry, sustained public information, coordination of donations, and damage assessment. See Section 3 for objectives related to short-term recovery.

Agenda Packet Page 93 of 278
City of El Cerrito Emergency Operations Plan
WILDFIRES A6-5 July 2022

OBJECTIVES
General Objectives
Immediately following a major wildfire event, and for as long as a state of emergency exists within the City, response to the event will be the first priority of all City departments and agencies. All available City Disaster Service Workers (DSWs) will be directed to achieve the following objectives:
 Save lives
 Reduce immediate threats to life, public health and safety, public and private property, and the environment
 Provide necessary care, shelter, and medical services to City residents and other members of the general public
 Restore the operations of facilities, whether public or privately owned, that are essential to health, safety, and welfare of the community, including critical City facilities, utilities, and transportation infrastructure
 Assess damage to infrastructure, public facilities, and the built environment  Expedite the restoration of services, the economy, and the community at large; and begin the process of recovery
 Keep the public informed
Enhances Readiness (Monitoring) Objectives
 Develop situational awareness regarding wildfire hazards, fire conditions and weather forecasts  Develop and provide public information regarding forecasts, recommended preparedness actions  Develop/refine public warning and evacuation messages  Prepare to conduct warning and evacuation operations
 Consider activation of the EOC
 Assess and modify staffing levels/schedules
 Identify and prepare potentially needed equipment and supplies  Relocate or safeguard equipment and facilities
 Reduce or halt non-critical operations
Response Objectives
In addition to those tasks and objectives outlined in the EOP, the following specific operational objectives should be incorporated into initial response operations and planning:
 Direct and assist immediate life-saving warning and evacuation operations  Deploy law enforcement resources to support response activities and maintain law and order  Identify at-risk populations, notify them, and begin evacuation if warranted  Activate the EOC as needed.
 Develop real-time situational awareness to guide public information efforts. Consider deploying an EOC liaison to the Incident Command Post (ICP)
 Establish contact with the Contra Costa County Operational Area and allied stakeholder agencies  Conduct emergency evacuation and traffic management operations as needed  Identify potential sites for evacuation centers to accommodate displaced populations while emergency shelters are being opened
 Begin public information messaging regarding recommended personal protective actions, evacuation centers, and community assistance needed. Assess the need to activate the Joint Information Center (JIC)
 Develop a consolidated situation assessment and declare a state of emergency. Consider requesting a FMAG declaration1.
 Coordinate the receipt and deployment of incoming resources to prioritized missions 1 See Fire Management Assistance Grant Program Guide, 2014 and Cal OES FMAG guidance Agenda Packet Page 94 of 278
City of El Cerrito Emergency Operations Plan
WILDFIRES A6-6 July 2022
 Designate staging areas and begin planning to accommodate support personnel  Assess the situation at critical facilities and the condition of emergency communications systems  Implement recall of City staff as needed
 Coordinate with the Contra Costa County Health Department to identify and address the threat posed by degraded air quality
 Complete an initial damage assessment of the City, identifying areas affected, major incidents, and operational status of critical services. Begin to develop Essential Elements of Information (EEIs)  Assess critical resource shortfalls and begin requesting support through mutual aid and the Contra Costa County Operational Area. Consider resources needed for the next 14 days.  Establish perimeter control around unsafe areas
 Assemble damage assessment information and submit the Cal OES Initial Damage Estimate (IDE)  Assess conditions at designated emergency shelter sites and begin to supply with beds, water, food, medical support, generators, sanitation, and facility security; and begin to open emergency shelters to residents and DSWs
 Identify people with special support requirements and transfer to appropriate care facilities  Designate primary traffic routes and implement debris clearance, route recovery, and traffic control  Conduct outreach for situation status and resource needs for affected facilities needing support from City, including transit sites, schools, commercial buildings, and sites of historic/cultural significance
 Initiate social and traditional media briefings to inform residents on City operations, steps they can take, services available to them, ongoing rumor control efforts, and ways in which the community can help
 Establish shelter support coordinator teams and evaluate the shelter sites  Establish plans for how to provide care for people with special support requirements that cannot be met in congregate care shelters
 Review and enhance security plans to maintain public order  Review incident status reports to prioritize incident commands that can begin suspending emergency response operations and transition to sustained response and recovery operations  Ensure that air quality, hazardous materials spills, and other environmental situations are monitored and risks addressed
 Coordinate with the Contra Costa County Operational Area to survey all licensed food establishments, including the emergency shelter/evacuation centers, feeding sites, and disaster kitchens to ensure there are no unsafe food handling or other sanitation or safety concerns Short Term Objectives
 Develop public information to address how to safely clean-up fire damage, deal with insurance companies, dispose of debris, and access potential sources of assistance  Coordinate with the Contra Costa County Operational Area to facilitate the recruitment, training, and deployment of volunteers and donations
 Work with the American Red Cross (ARC) and other organizations to provide information to support their Disaster Welfare Inquiry Program
 Develop a program to integrate the safety of volunteers and volunteer organizations in recovery operations
 Establish a debris management plan and begin to gather and transport debris from critical sites or routes
 Coordinate with the business community regarding business resumption activities  Produce, regularly update, and distribute a multi-lingual, multi-format, disaster “Fact Sheet” to the media, people in shelters, field response personnel, residents and businesses  Implement a process to allow limited entry (where safe) for recovery of personal items  Coordinate with the Contra Costa County Operational Area to provide prioritized community behavioral health services (ex. those whose homes have been damaged/lost, shelter residents, children, and individuals who have suffered significant loss)  Anticipate and support initial damage assessment visits by state and federal officials wanting to confirm the immediate and long-term unmet recovery needs of the City Agenda Packet Page 95 of 278
City of El Cerrito Emergency Operations Plan
WILDFIRES A6-7 July 2022
 Conduct long-term recovery planning to address issues of interim housing, debris management, expedited permitting, environmental safety monitoring, soil stabilization, erosion control, coordination with non-governmental and non-profit organizations, and participation in state/federal disaster assistance programs
This Annex has been reviewed and approved.
___________________________________________ __________________________ El Cerrito Fire Department Date
El Cerrito Wildfire Severity Zones
Kensington Wildfire Severity Zone is the located in the south–east portion El Cerrito in lighter red
Agenda Packet Page 96 of 278
City of El Cerrito Emergency Operations Plan
SLIDES A7-1 July 2022
ANNEX 7 SLIDES
Yes
Initiate request
Additional resources needed?
Field No
End / AAR/Report
No
Department staff
Is the incident
being managed or escalating?
Managed
Incident / Event
Activate DOC –
Initiate SOPs
Request additional resources
(personnel &/or equipment);
notify other city departments;
manage incident
Field Response
Additional resources needed?
Activate EOC – Utilize Annexes;
Notify OES;
Request additional resources
&/or mutual aid;
manage incident
Escalating
Agenda Packet Page 97 of 278
City of El Cerrito Emergency Operations Plan
SLIDES A7-2 July 2022
Overview
Storms, earthquakes, fires, volcanic eruptions, or human modification of the land can initiate landslides and mudslides. They can move rapidly down slopes or through channels and can strike with little or no warning at avalanche speeds.

Winter storms are sometimes the cause of slides in El Cerrito. The eastern portion of the City has areas in the foothills; these include residential homes and outbuildings. Some homes are built in a hillside while others are below street level on the side of a hill. These building can also be affected by sliding land.

Landslides can pose a serious hazard to properties on or below hillsides. When landslides occur — in response to such changes as increased water content, earthquake shaking, addition of load, or removal of downslope support — they deform and tilt the ground surface. The result can be destruction of foundations, offset of roads, breaking of underground pipes, or overriding of downslope property and structures.

Purpose
This Annex provides information and guidance that are specific to mitigation, planning, response and recovery actions that may be necessary to manage slide situations in El Cerrito.

Lead agency: El Cerrito Public Works Department
Support agencies: El Cerrito Police Departments
El Cerrito Fire Department
Contra Costa County OES
DURING
Response
Slides may occur without warning. Field responders should respond according to the response protocols and practices. Escalating situations or number of incidents may warrant additional city resources. On site incident commanders or DOC (if activated) leaders will determine the need for escalating the incident.

If the EOC has been activated:

Response agencies will follow standard operating protocols and procedures.

EOC Section Roles and Responsibilities
All EOC Sections
 Obtain current overall situational update for affected area  Support current field operations
 Ensure adequate staffing to manage incident
 Plan for additional operational periods
Management

1. Orchestrate support of field operations

2. Manage EOC operations - establish objectives and operational periods

3. Draft and distribute relevant and timely media and public information releases

4. Communicate with respective city council

5. Liaison between EOC and allied agencies
Agenda Packet Page 98 of 278
City of El Cerrito Emergency Operations Plan
SLIDES A7-3 July 2022
Operations

1. Monitor and support all field operations

2. Ensure departments and responders follow appropriate protocols and procedures (SOPs)

3. Communicate with incident command post (ICP)

4. Support non-incident related operations

5. Support any field evacuation operations

6. Support any mass care and shelter operations

7. Keep PIO informed of urgent and important information

8. Keep Logistics Section updated on equipment requests (current and anticipated needs)

9. Request additional resources (internal and/or external) [personnel and/or equipment]

10. Complete appropriate documentation
Planning

1. Facilitate and draft Emergency Action Plan (EAP)

2. Consider and plan for incident impact on city

3. Monitor current and predicted weather conditions

4. Coordinate any field evacuation operations

5. Document necessary and appropriate damage for possible claims/reimbursement

6. Update Web EOC as warranted with relevant information

7. Initiate planning process for transition from Response phase to Recovery Logistics

1. Fulfill requested resource request; secure additional request as possible; contact local vendors or OES for mutual aid requests

2. Support any evaluation or sheltering operations

3. Support any field evacuation operations
Finance

1. Track expenditures of personnel, equipment, and related purchases

2. Track receipts and financial records

3. Use appropriate forms for possible reimbursement
AFTER
Recovery
Depending on the extent of the damage property owners may be displaced and need assistance in relocation efforts. If the damage is minimal, residents may consult with city officials and subject matter experts as well as their insurance companies on ways to repair the area. However, severely damaged building may be unusable and not suitable for occupancy in which case city officials and expects may be called upon to determine what actions are necessary to address the situation.

If the slide has affected roadways, public works is charged with overseeing the clearing and clean up.

Working with the police department, access to impacted areas may be limited to neighborhood traffic only.

EOC Section Roles and Responsibilities
Management

1. Orchestrate support of recovery efforts

2. Ensure needed city operations/services are in place

3. Continue to release relevant public information and media reports

4. Review EOC operations and staffing and adjust appropriately Agenda Packet Page 99 of 278
City of El Cerrito Emergency Operations Plan
SLIDES A7-4 July 2022
Operations

1. Continue support of field operations transitioning from response to recovery using appropriate protocols and procedures

2. Oversee restoration of normal city operations

3. Oversee re-opening of closed roadways and removal of barricades and other traffic notification devices

4. Support any re-entry process of evacuated residents

5. Support any evacuation or sheltering operation and transition to closing facility Planning

1. Continue to document and track recordings of activities

2. Monitor any related weather or environmental conditions

3. Coordinate and support any re-entry operations of evacuated residents

4. Collect documentation for AAR
Logistics

1. Continue to support field operations by obtaining necessary resources either from local vendors or mutual aid

2. Support any evacuation or sheltering operation and transition to closing facility

3. Support any re-entry process of evacuated residents
Finance

1. Collect expense reports, time costs; prepare summary reports; submit forms for possible claims and/or reimbursement

2. Use appropriate form for possible reimbursement
____________________
After action reports should be generated; these should include any improvement suggestions and plans.

Suggestions and plans should influence future planning and preparation efforts.

BEFORE
Mitigation
In concert with the Hazard Mitigation Plan and Annexes, efforts to minimize impacts can include:
 Updating General Plan, associated building and land use codes and regulations  Updated fire codes including wildland urban fire interface  Employing soil erosion testing, tools and techniques
 Monitoring problematic and identified areas
 Informing residents of potential hazards and mitigation efforts they may choose to employ  Develop and maintain plans for responses to slides
 Practice rescue procedures in event of needed trapped or stranded individuals  Homeowners should explore coverage options with their insurance companies Preparation
Since many of the area slides occur during severe winter weather, first responder agencies and residents should have an awareness of changing conditions and make necessary preparations.

Agenda Packet Page 100 of 278
City of El Cerrito Emergency Operations Plan
SLIDES A7-5 July 2022
Fire, law, and public works should have sufficient equipment and personnel to manage incidents and request mutual aid as needed. Plans should be in place to address a slide situation should one occur. This could include:
 Road closures
 Utility disruptions or outages – gas leaks, downed power lines, water main breaks  Multiple affected buildings
 Trapped or stranded residents
 Evacuated residents
 Portable water shutoff and bypassing
____________________________________________________________________________________ This document has been reviewed and accepted by:
___________________________________________ __________________________ El Cerrito Public Works Department Date
Agenda Packet Page 101 of 278
City of El Cerrito Emergency Operations Plan
SEVERE WEATHER A8-1 July 2022
ANNEX 8 SEVERE WEATHER
Yes
Initiate request
Additional resources needed?
Field No
End / AAR/Report
No
Department staff
Is the incident
being managed or escalating?
Managed
Incident / Event
Activate DOC –
Initiate SOPs
Request additional resources
(personnel &/or equipment);
notify other city departments;
manage incident
Field Response
Additional resources needed?
Activate EOC – Utilize Annexes;
Notify OES;
Request additional resources
&/or mutual aid;
manage incident
Escalating
Agenda Packet Page 102 of 278
City of El Cerrito Emergency Operations Plan
SEVERE WEATHER A8-2 July 2022
Purpose
This Annex provides information and guidance that are specific to mitigating, planning, response, and recovery actions that may be necessary to manage severe weather situations in El Cerrito and to be used following the need to activate the EOC.

1. Multiple DOCs have been activated and better coordination is warranted, or

2. Conditions are such that overall coordination would be beneficial at a higher level Overview
Severe weather usually occurs during the fall and winter months and is accompanied by wind and rain and potentially associated with flooding, slides, downed trees, and utilities outages.

Lead agency: El Cerrito Public Works Department
Support agencies: El Cerrito Police Department
El Cerrito Fire Department
El Cerrito Parks & Recreations
Contra Costa County OES
_______________________________________
Once activated, use the following for EOC operations:

DURING
Response
Response will depend on the actual intensity of and impact from the storm. First responder units and departments will respond according to their respective Standard Operating Procedures (SOPs).

All EOC Sections
 Obtain current overall situational update for affected area  Support current field operations
 Ensure adequate staffing to manage incident
 Plan for additional operational periods
Management
1) Orchestrate support of field operations
2) Manage EOC operations - establish objectives and operational periods 3) Draft and distribute relevant and timely media and public information releases 4) Communicate with respective city council
5) Liaison between EOC and allied agencies
Operations
1) Monitor and support all field operations
2) Ensure departments and responders follow appropriate protocols and procedures 3) Field crews should monitor prone / problem areas
a. Flood prone areas
b. Creeks, streams and waterways
4) Manage downed trees and other debris
5) Monitor effectiveness of pump stations
6) Prioritize storm related response to incidents
Agenda Packet Page 103 of 278
City of El Cerrito Emergency Operations Plan
SEVERE WEATHER A8-3 July 2022
7) Keep PIO informed of urgent and important information 8) Keep Logistics Section updated on equipment requests (current and anticipated needs) 9) Public Works Branch Director updates OPS Section Coordinator especially when significant changes occur
a. Change in intensity of storm
b. Significant utility outages
c. Roadway closures
10) CERT activation; community groups assistance
11) Support any mass care and shelter operations
12) Request additional resources (internal and/or external) [personnel and/or equipment] 13) Assist with damage assessment
14) Support any field evacuation operations
15) Complete appropriate documentation
Planning
1) Draft Emergency Action Plan (EAP) – facilitate input from all EOC Sections 2) Support field evacuation operations
3) Consider need for evacuation centers
a. Location
b. Staffing
c. Water and food
d. Informing residents
e. Transportation
f. Pet care
g. Use tracking system
4) Monitor current and predicted weather conditions
5) Document necessary and appropriate damage for possible claims/reimbursement 6) Collect damage assessment documentation
7) Update Web EOC as warranted with relevant information 8) Initiate planning process for transition from Response phase to Recovery Logistics
1) Make contact with vendors
2) Fulfill requested resource request; secure additional request as possible; contact local vendors or OES for mutual aid requests
3) Support any field evacuation operations
Finance
1) Track expenditures of personnel, equipment, and related purchases 2) Track receipts and financial records
3) Pay for any immediate storm related costs
AFTER
Recovery
Planning for recovery should start during the response phase. While there is no specific time when the response phase transitions to the recovery phase, it will probably occur after the storm has passed through the area. Even though there may still be a number of calls for service because of the impact, the intensity has subsided. The EOC should continue to document storm related expenses for potential reimbursement.

Agenda Packet Page 104 of 278
City of El Cerrito Emergency Operations Plan
SEVERE WEATHER A8-4 July 2022
Management
1) Orchestrate support of recovery efforts
2) Ensure needed city operations/services are in place
3) Continue to release relevant public information and media reports 4) Review EOC operations and staffing and adjust appropriately Operations
1) Continue support of field operations transitioning from response to recovery using appropriate protocols and procedures
2) Oversee damage clean up and debris removal
3) Continue support of any shelter locations until shelter or EOC is closed 4) Oversee re-opening of closed roadways and removal of barricades and other traffic notification devices
5) Oversee restoration of utilities
6) Assist in collecting damage assessments
7) Support re-entry process of evacuated resident
Planning
1) Continue to document and track recordings of activities 2) Draft EOC deactivation plan
3) Monitor any relevant weather-related activity
4) Coordinate re-entry process and operations of any evacuated residence 5) Collect damage assessment reports
Logistics
1) Support local assistance centers, Small Business Administration (SBA) assistance 2) Continue to support field operations by obtaining necessary resources either from local vendors or mutual aid
3) Support reentry process of evacuated residents
4) Support any evacuation or sheltering operation and assist in transition for closing Finance
1) Pay for any outstanding incident related expenses
2) Collect expense reports, prepare summary reports; submit forms for possible claims and/or reimbursement; use appropriate forms for reimbursement
3) Support local assistance centers, Small Business Administration (SBA) assistance ____________________
An After-Action Report should be generated; these should include any improvement suggestions and plans.

Suggestions and plans should have an effect on mitigation and preparation efforts.

BEFORE
Mitigation
Weather history has shown that weather patterns change. The actual start date and intensity of winter weather varies; however, knowing that the area tends to experience winter storms regularly allows for actions that could mitigate their impact. This could include the following:

Agenda Packet Page 105 of 278
City of El Cerrito Emergency Operations Plan
SEVERE WEATHER A8-5 July 2022
 Maintaining and clearing storm drains inlets and pipelines  Maintaining and clearing of creeks, trash ramps, and trash bars  Maintaining creek and drain monitoring equipment
 Continual street sweeping activity to prevent the intrusion of debris into storm drain system  Regular maintenance, repairs and upgrades of storm water and sanitary sewer pumps, pump stations and related equipment
 Drafting of storm response plans
 Removal of debris or dead plants or trees in advance of storm season  Ensure tree and branch maintenance near power lines
 Ensure needed storm response supplies are stocked, including sandbag equipment, generators have been serviced and fuels and barricades are workable and in stock  Encourage residents to register for Contra Costa County’s CWS Alerts  Reminding residents to “storm ready” their property, check and restock emergency supplies, and have plans in case of power outages; utilizing community groups to educate public on storm preparations
 Maintain updated information on shelters and evacuation centers  Provide staff with seasonal weather outlook from National Weather Service (NWS)  Remind residents who live adjacent to a creek to minimize flow impact by keeping the creek clean and clear of debris
Mitigation efforts also should be coordinated and in concert with the Hazard Mitigation Plan (2018), neighboring jurisdictions and the County.

Preparation
During winter storm season, it is important that people are prepared for and know how to respond.

Since various departments are designated as first responders (fire, police and public works), they should stay updated on current and upcoming weather conditions. When a storm is predicted for the area, departments should make appropriate plans based on the potential impact. This could include:
 Staging of resources or material at strategic locations  Staffing personnel to ensure adequate coverage
 Notifying residents
 Staff meetings or planning sessions
 Monitoring of storm’s progress
 Contacting NWS
 Interacting with county allied agencies
 Checking equipment and supplies
 Refueling of vehicles in accordance with storm readiness plans  Inspect known local “hot spots”
 Review local tide charts
Lead agency: El Cerrito Public Works Department
Support agencies: El Cerrito Police Department
El Cerrito Fire Department
Contra Costa County OES
___________________________________________________________________________________ This annex has been reviewed and accepted by:
___________________________________________ __________________________ El Cerrito Public Works Date
Agenda Packet Page 106 of 278
City of El Cerrito Emergency Operations Plan
SEVERE WEATHER A8-6 July 2022
Potential Severe Weather incident timetable
Flood/ Incident
Winter Storm +1 Hour +2 Hours +6 Hours +10(+) Hours
Management
Activate EOC
Initial Press Release/press
conference
Policy meeting to
determine next steps
Updated Press release Determine when “All clear”
Plan for next cycle of operations if needed
Emergency declaration if needed
Operations
Activate section
Order Public Works
equipment
CERT activation
Support field incidents
responders
Enforce road closure
Deploy 1st responders
CERT deployment
Enforce road closure
Begin damage assessment
Enforce road closure
Report damage assessment
Inspect buildings/tag
Clear debris/roadways
Plan for next cycle of operations if needed
Planning
Activate section
Brief Section
Coordinators on NWS
update
Calculate and map
inundation area
Brief Section
Coordinators on NWS
update
Calculate inundation
area
Brief Section Coordinators
on NWS update
Collect damage assessment
data
Brief Section Coordinators on NWS update
Collect damage assessment data
Plan for next cycle of operations if needed
Logistics
Activate section
Request PW equipment
Establish contact w/
vendors if necessary
Arrange delivery of
needed PW assets
Continue to support Continue to support
Plan for next cycle of operations if needed
Finance
Activate section
Account for activated
personnel (EOC & field
personnel assigned to
incident)
Establish contact w/
vendors if necessary
Start process of
keeping track
expenditures
Continue to support Tabulate damage costs and expenditures of County resources
Plan for next cycle of operations if needed
Agenda Packet Page 107 of 278
City of El Cerrito Emergency Operations Plan
CARE & SHELTER A9-1 July 2022
ANNEX 9 CARE AND SHELTER
Yes
Initiate request
Additional resources needed?
Field No
End / AAR/Report
No
Department staff
Is the incident
being managed or escalating?
Managed
Incident / Event
Activate DOC –
Initiate SOPs
Request additional resources
(personnel &/or equipment);
notify other city departments;
manage incident
Field Response
Additional resources needed?
Activate EOC – Utilize Annexes;
Notify OES;
Request additional resources
&/or mutual aid;
manage incident
Escalating
Agenda Packet Page 108 of 278
City of El Cerrito Emergency Operations Plan
CARE & SHELTER A9-2 July 2022
Overview
Following a major disaster many residents may be unable to use or return to their residents, have no alternate housing and/or transportation to another location may be impossible or delayed. Therefore, it may be necessary for El Cerrito to provide temporary sheltering locations. The Care and Sheltering of local residents reside with the City; working collaboratively with County OES and the local Red Cross chapter, locations have been identified that comply with established guidelines for either evacuation centers or shelter locations.

Purpose
This Annex provides information and guidance that are specific to planning, response and recovery actions that may be necessary to manage care and sheltering situations. This annex applies to large scale disaster or catastrophic situations and not day -to-day emergencies.

Preparation
In advance and in preparation working in collaboration with Contra Costa County Office of Emergency Services, Contra Costa County Employment and Human Services, and the local American Red Cross chapter, El Cerrito will pre-designate suitable, acceptable and qualified care and shelter locations which comply with current standards.

Shelter staff members will receive appropriate training on care and management.

Accommodations will take in consideration people with disabilities and access and functional needs.

Response
Lead agency: El Cerrito Recreation Department
Support agencies: El Cerrito Police Department
El Cerrito Fire Department
El Cerrito Public Works
Contra Costa County OES
American Red Cross
Contra Costa County Human Services
Shelter operations may be supported by community-based organizations, faith-based organizations, and non-profit organizations.

Duration and scope of local shelters will be proportional to the situation’s severity and assistance needed.

Activation
During an emergency or disaster, the EOC will be monitoring the situational status of the current incident and the displacement of residents. Based upon intelligence and information from field operations sent to the EOC Planning Section and other section, the EOC Director will determine the need to activate and direct the Care and Shelter Branch to oversee and support the opening of shelters for affected residents.

Notification
The EOC Public Information Officer (PIO), working with the Care and Shelter branch to coordinate messages and notifications, will communicate the location shelters and other relevant information.

Agenda Packet Page 109 of 278
City of El Cerrito Emergency Operations Plan
CARE & SHELTER A9-3 July 2022
Set Up and Staffing
Various facilities in Contra Costa County have been designated as general population shelters capable of being set-up to receive residents. The American Red Cross maintains the National Shelter System (NSS) database of qualified shelter locations.

A local Care and Shelter Coordinator will be designated. Additional staff will be supplied by the city and supplemented by Red Cross and Human Services Agency volunteers. CERT team members who have been shelter trained may also assist.

Care should be taken for individuals requiring shelter including those that may require additional assistance which may include the following:

1. Senior residents

2. Medically fragile or dependent

3. Limited English proficiency or non-English speakers

4. Limited mobility; access and functional needs

5. Unaccompanied minors
Service animals are allowed to accompany individuals throughout all stages of a disaster.

During a disaster, mass care operations will require an influx of resources from outside the area to be fully operational. A full complement of resources will be contingent on the severity of the event, impact to transportation infrastructure and the ability to move resources and supplies into the affected area.

The Red Cross maintains Shelter Management Coordinators to support local officials and volunteers in the staffing of shelters.

Other facilities, such as faith-based organizations, may offer assistance to their organization members and others in the community. While they may receive relief supplies, organization and management would be supplied by such facilities.

Long Term Sheltering - There will be groups (families and individuals) that may require long term sheltering. This will be dependent on factors that arise due to the type, severity and location of the disaster.

If the need for long term sheltering is determined through the local assessment process, then a request for federal assistance is made so that temporary housing resources will be provided if a federal disaster is declared. FEMA defines long-term sheltering as more than two weeks.

Demobilization
Once a shelter has been activated, the decision for the demobilization order will be a coordinated effort with the Red Cross and El Cerrito EOC. All evacuees must be returned to their homes, family member’s homes, or moved to another facility before the shelter can be closed.

Factors that impact the decision to close a shelter include an urgency to return the shelter to its day-to-day use, availability of transportation, or the availability of long-term accommodations.

Recovery
During the recovery process, emphasis will be placed on cleanup, shelter demobilization, and critiquing operational performance. The Care and Shelter staff will participate in the demobilization and recovery process; coordinate provision of support for cleanup and recovery operations, as needed; and request the provision of financial and behavioral health services for individuals and emergency workers, where appropriate.

Most of the immediate needs of the population will have been provided, and if the disaster surpasses local available resources, federal and state governments will become heavily involved in providing financial aid to victims. Local Assistance Centers (LACs) will be set up to coordinate the delivery of needed services.

Agenda Packet Page 110 of 278
City of El Cerrito Emergency Operations Plan
CARE & SHELTER A9-4 July 2022
The EOC Care and Shelter Branch has responsibility for phasing out the shelter facilities and assisting displaced persons in obtaining next phase temporary housing and other aid. The demobilization plan of action, drafted by the Care and Shelter Branch, will outline public/private partnership roles, responsibilities, resources, and protocols for the recovery transition period.

This document has been reviewed and accepted by:
_____________________________________ __________________________ Recreation Department Date
Agenda Packet Page 111 of 278
City of El Cerrito Emergency Operations Plan
EOC ACTIVATION A10-1 July 2022
ANNEX 10 EOC ACTIVATION
Overview
Incidents and/or events in El Cerrito may rise to a level which require significant resource and incident management support and oversight. This may be from a natural or man-made disaster or an event that has significant impact to the City. The EOC can support field operations by coordinating their resources and more efficiently assess the situation and respond to requests from the field.

Purpose
This annex outlines the procedures and guideline for activating the EOC.

The EOC Director will determine the staffing needs for the EOC. The emergency management staff at the ECFD will maintain the list of EOC personnel and EOC teams. “SMC Alert” is used to send notification to EOC Staff. All members of the EOC Staff are responsible for ensuring their SMC Alert account information is current.
 When a major emergency or disaster strikes, centralized emergency management is necessary.

The EOC provides this needed centralized management. When activated, representatives from both jurisdictions and assigned private agencies such as American Red Cross will report to the EOC to coordinate decision-making, department activities, and liaison with different levels of government as well as with private entities and non-governmental organizations.  The EOC provides a centralized focus of authority and information and allows for face- to-face coordination among personnel who must set priorities for use of resources and evaluate the need to request mutual aid.
 The role of the EOC is to support Field Operations, coordinate with Contra Costa County Operational Area, other neighboring city EOCs and various Department Operations Centers.  Field Incident Commander(s) has/have the responsibility to report his/her/their incident status and necessary resource requests, to manage the incident, to the EOC and DOC. The EOC and DOC then communicate all incident status and needed resource requests to the Contra Costa County Operational Area EOC.
 All pertinent information is then used by the Policy Group and Planning to create the Action Plan for the next operational period.

EOC Locations
The primary EOC location is:
 City Hall located at 10890 San Pablo Avenue
Alternate EOC locations include:
 Fire Station 72 located at 1520 Arlington Boulevard
 Fire Station 65 located at 217 Arlington Avenue
Use of alternate locations would be when use of the primary EOC would be or potentially be unsafe or unusable.

EOC Functions
Functions Responsibility
Receive and disseminate notifications of warnings EOC Director, Emergency Services Coordinator
Agenda Packet Page 112 of 278
City of El Cerrito Emergency Operations Plan
EOC ACTIVATION A10-2 July 2022
Functions Responsibility
Coordinate emergency operations among:

1. Contra Costa County Operational Area, Cities, towns, local and state agencies, different levels of government

2. Special districts, Utility companies, school districts, non-profit organizations and outside agencies

3. The media and general public

1. All EOC Sections

2. EOC Agency Representatives

3. Public Information Officer
(PIO) and Joint Information
Center (JIC)
Develop polices and determine if a local proclamation is needed EOC Director Develops objectives, disseminate public information, provide legal advice, EOC Management Section
Develops strategy to implement objectives and the allocation of resources based on policy Operations Section
Collect Intelligence and disseminate information to EOC, Department Operating Centers (DOC), and Operational Area EOC. (Operational Area will contact State and Federal agencies on behalf of the local jurisdictions.) Planning Section
Coordinate the logistics support of resources and personnel and ensure the integrity of communications and information services. Work with Finance to track all contracts to assure reimbursement.

Logistics Section
Track costs of response personnel, equipment, and damage to county property. Coordinates the financial recovery of the county. Ensure that there are policies regarding bidding in regard to contract work during an emergency.

Finance Section
Response
When to Activate the EOC
The EOC is activated at the request of field response personnel (Incident Commander or field supervisor), Department Operation Centers (DOCs) or senior fire, police or public works official to provide support during any significant incident or event.

If the activation of the EOC is needed, the Emergency Services Coordinator or their designee will contact the City Manager. If the City Manager is not available, they will attempt to contact his or her alternate.

Levels of EOC Activation
The City has three (3) levels of EOC activation:
 Level 3 – Minimum Staffing Key personnel needed to conduct operations as designated by the Incident Commander and the Director of Emergency Services or designee. (Usually used during a warning phase or a build-up phase.) At the discretion of the Director of Emergency Services the EOC may not be physically set up at this level. Normally this level consists of the Emergency Services Coordinator monitoring the situation.
 Level 2 – Partial Staffing. Additional personnel for specific functions needed to conduct operations as designated by the Incident Commander and the Director of Emergency Services or designee. This can include a person from the Logistics section to order supplies, a person from the Plans section to track the situation status, and one more members of the Operations section, including Fire, Law, EMS and Care and Shelter. One or more of the DOCs may be activated depending on the nature of the incident.

Agenda Packet Page 113 of 278
City of El Cerrito Emergency Operations Plan
EOC ACTIVATION A10-3 July 2022
 Level 1 – Full Staff. The level of activation would be a complete and full activation with all organizational elements at full staffing according to the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS).

Level Operational Status
Trigger Event/Situation
(examples include but not limited to)
Activities
Level 3
Minimal Staffing
Emergency Services
Coordinator
 Small incident or event
 One site
 Potential threat of:
o Flood
o Severe storm
 Escalating incident
 Situational Analysis
 Public Information
 Response Coordination
 Resource Coordination
 Reporting to State
Level 2
Partial Staffing
Management, EOC
Section Coordinators,
Branches/Divisions/Units
Liaison/Agency reps
 Large scale evacuations
 2+ incident sites
 Severe Weather Warning
 Earthquake with minor damage
 Major scheduled event
 Situational Analysis
 Public Information
 Response Coordination
 Resource Coordination
 Logistics Support
 Reporting to State
Level 1
Full Staffing
All positions (as
required)
 Large Winter Storm
 Terrorist incident
 Major Earthquake
 Regional Disaster
 Major Wildland Fire in Urban
interface
 Other events as required
 Situational Analysis
 Public Information
 Response Coordination
 Resource Coordination
 Logistics Support
 Recovery Operations
 Sustained Operations
 Reporting to State
EOC Activation and Staff Notification Procedures
In the event of any significant incident a police, fire, or public works supervisor will make recommendations if EOC activation is needed. Based upon the severity of the incident, the City’s needs, and possibility of incident escalating or intensifying, the supervisor would then contact their department head and in turn, the City Manager, to recommend EOC activation.

Upon permission to activate, the first person to open the EOC will:
 Determine which EOC positions need to be activated and initiate recall of personnel  Notify EOC Staff of the EOC activation and who needs to respond  Contact County OES with the following information:
o The EOC is being activated at Level 1, 2, or 3 (see above table) o EOC contact number will be established by initial EOC responders o First arriving EOC staff will fill needed EOC positions regardless of usually assigned roles  Contact Police and Fire Dispatch Centers with activation information  Set up EOC
o Send a Status Report as soon as possible to County OES and/or County EOC o Create a Jurisdiction Situation Report in Web EOC and/or hard copy  Initiate use of form ICS 211 Personnel Check-In
 Use form ICS 214 Unit Log to document all activities in your unit or section  Start an incident in Web EOC to document all EOC activities, resources and mission requests, so jurisdictions involved in the response may see the situation status and resources being requested.

Agenda Packet Page 114 of 278
City of El Cerrito Emergency Operations Plan
EOC ACTIVATION A10-4 July 2022
 Issue any alerts community, warnings or notifications  When EOC staff arrives begin situation briefing. Establish an Emergency Action Plan (EAP), set objectives and priorities, establish operational periods, and begin planning cycle EOC Activation – “The First Hour”
When the EOC is activated, staff will typically be arriving at various times depending upon their availability and response time. Since all personnel will not normally respond at the same time, the first arriving personnel should begin the process of setting up the EOC and begin evaluating the incident.

Initial Organization:

1. Establish a Chain of Command
o Who is in Charge? (EOC Director)
o Which sections of the EOC organization are needed?

2. Initiate contact with Field Operations
o Determine the complexity and initial assessment (Initial Damage Estimate (IDE)) o Identify committed resources
o Identify requested resources
o Check with Public Safety (Police & Fire) communications o Check Web EOC
o Refer to City’s EOP

3. Notify Operational Area (Op Area) – Contra Costa County OES that the EOC is open Priorities:

1. Support Life Safety Efforts
o What are the risks for public and first responders?
o What are the personnel and resource needs?
o Expand notifications – staff and public
o Identify the needs for potential:
 Evacuation Center
 Shelter location(s)
 Disaster Assistance Center

2. Support incident stabilization
o Determine if this is a stable incident or an escalating incident o Are the City/Town services to be continued
o Evaluate economic impact to community
o Which department can support first responders?

3. Support Property Protection

4. Support Financial Stability
Agenda Packet Page 115 of 278
City of El Cerrito Emergency Operations Plan
DE-ENERGIZATION A11-1 July 2022
ANNEX 11 DE-ENERGIZATION
Yes
Initiate request
Additional resources needed?
Field No
End / AAR/Report
No
Department staff
Is the incident
being managed or escalating?
Managed
Incident / Event
Activate DOC –
Initiate SOPs
Request additional resources
(personnel &/or equipment);
notify other city departments;
manage incident
Field Response
Additional resources needed?
Activate EOC – Utilize Annexes;
Notify OES;
Request additional resources
&/or mutual aid;
manage incident
Escalating
Agenda Packet Page 116 of 278
City of El Cerrito Emergency Operations Plan
DE-ENERGIZATION A11-2 July 2022
Purpose
This plan outlines procedures that guide the City to the de-energization of electrical systems due to extreme fire danger conditions. This is a supporting plan to the El Cerrito Emergency Operations Plan (EOP) and can be used for any long-term power outage.

Background
Wildfire risk can increase when several factors are combined which include high temperatures, sustained high and peak winds, and a substantially low of humidity. During these conditions, electrical transmission and distribution lines may ignite fires if they are downed by winds and/or trees. To reduce the chance of accidental fire ignition in certain areas, Pacific Gas & Electric (PG&E) has stated that they may de-energize electrical grids or blocks off an area(s) in advance of or during periods of heightened risk conditions.

De-energization of electrical systems in affected areas may pose a life-safety risk to residents and impact other infrastructure systems. De-energization may also impact the capabilities of local agencies to respond to wildfire due to loss of alert & warning and public information communications systems including internet and cellular towers, inability to monitor or maintain water supplies, and a loss of traffic control systems that could support evacuation. This Plan is intended to provide guidance on how to prepare for and respond to these events.

Objectives

1. Provide protection of life, property, the environment and restoration of services to the community.

2. Maintain situational awareness on any potential de-energization-related impacts to the area; provide regular updates to impacted and/or affected residents

3. Establish thresholds for notifications, coordination efforts, activations, increased staffing, etc.

4. Communicate with and advise potentially impacted communities. Attempt to pre-notify areas that might be affected.

5. Establish and maintain communications among PG&E, the Operational Area Emergency Operations Center (EOC), field resources, and City stakeholders.

6. Communicate with PG&E regarding affected areas to facilitate public information and to prioritize resumption of services, if applicable.

Threat Assessment
PG&E will monitor and assess various conditions that may affect the de-energization of an area. Factors considered by PG&E when determining whether to shut down power include:
 A Red Flag Warning declared by the National Weather Service  Low humidity levels, generally 20 percent and below
 Forecasted sustained winds above approximately 25 mph and wind gusts in excess of approximately 45 mph
 Site-specific conditions such as temperature, terrain and local climate  Condition of dry fuel on the ground and live vegetation (moisture content)  Information from PG&E Wildfire Safety Operations Center and Cal OES Per the California Public Utilities Commission, state utilities will de-energize only if the utility “reasonably believes that there is an ‘imminent and significant risk’ that strong winds may topple power lines or cause major vegetation-related damage to power lines, leading to increased risk of fire.” In the event of a Public Safety Power Shutoff, PG&E will advise their customers, public safety authorities, first responders and local municipalities.

Agenda Packet Page 117 of 278
City of El Cerrito Emergency Operations Plan
DE-ENERGIZATION A11-3 July 2022
Following de-energization, PG&E crews will work to inspect the lines and safely restore power to customers.

If the extreme weather occurs overnight, inspections would take place during day light hours, power should be restored within 24-hours in most cases. However, depending on conditions or if any repairs are needed, outages could last up to 7 days or beyond.

Potential Effects
General:
 Loss of functionality of commercial and public-sector communications systems including wireless voice/data, land mobile radio, cable television and internet  Loss or degradation of public/private water and wastewater systems including monitoring, pumping, and treatment
 Loss of traffic monitoring systems and signals
 Impacts to critical facilities including public safety and healthcare infrastructure  Impacts on commerce including loss or degradation of electronic points of sale, gas station pumps, security systems, and refrigeration
 Potential for increased public concerns about the security of places served by electronic security systems
Access and Functional Needs (AFN) Populations:
 Loss of power could significantly impact individuals who are dependent on durable medical equipment, wheelchair charging, and specialized communication devices  PSPS events may socially and physically isolate individuals with communication barriers when communications systems connected to the power grid are disrupted  Elderly people and those sensitive to temperature variations are at increased risk during extremely hot weather when air conditioners may not function  Potential disruptions to public services or facilities Safety:
 Loss or degradation of public safety agency voice and data communications systems  Loss or degradation of community warning systems including internet and wireless data/cellular
 Increase 9-1-1 Communication Center call volumes
 EMS and medical facility patient surge from weather related illness or loss of power to medical equipment.
 Loss or degradation of fire suppression water supply systems  Unsafe use of generators as alternate power supply
 Potential impact to food safety due to degraded refrigeration or unsafe preparation Planning and Assumptions
 Residents and vulnerable populations, including those with medical conditions requiring electricity or needing assistance, should make back-up or alternate plans for sustained power outages  Public Work should pre-position back-up generators to assist with essential city services.  City should pre-plan and designate the closing of any non-essential services during a sustained power outage.
 City PIO should prescript alerts and notifications of impending power outage – “What to Do and What Not to Do”
 City Manager may consider curfew
Agenda Packet Page 118 of 278
City of El Cerrito Emergency Operations Plan
DE-ENERGIZATION A11-4 July 2022
 Weather indicators such as Red Flag Warnings and Wind Advisories will provide enough lead time to coordinate Operational Area partners and develop Public Information and warning materials regardless of potential limited PG&E notification.
 Social or healthcare support workers who provided care to vulnerable and medically fragile residents should be able to continue to provide care to their clients.  Transportation services used by vulnerable and medically fragile individuals should be able to continue to operate but could be affected by impacted travel corridors.

Notification
Guidelines from CPUC endorse advance notification / informing customers of the need to turn off power.

Prior to termination of power, PG&E will attempt to contact customers at approximately 48 hours, 24 hours and just prior to shutting off power. PG&E will attempt to contact customers by phone call, email, and/or SMS text to contacts on file. During outages and after restoration, PG&E will attempt to send updates using the same methods. Final shutoff notifications may occur at any time, day or night. For Medical Baseline customers, PG&E will place live calls to customers who aren’t reached by the initial automated alerts and will send a PG&E representative to check on customers they are unable to contact with the live call. If the customer does not answer the in- person contact, PG&E will leave an informational door hanger. PG&E has indicated that they will not undertake any other additional outreach.

PG&E will attempt to contact public safety agencies and/or local governments prior to customer notification as conditions permit. Per the CPUC, “... utilities must also notify, as feasible, fire departments, first responders, critical facilities, other potentially affected entities, and the CPUC before de-energizing.”2 Per PG&E’s Public Outreach, Notification, and Mitigation Plan, “If possible, based on conditions, PG&E will provide notice to cities, counties, and emergency response partners in advance of notifying customers about a potential Public Safety Power Shutoff.”3 PG&E may provide descriptions or maps of areas served by circuits selected for de-energization as conditions permit.

Initial Operational Area Notification
 If the threat of de-energization is potentially significant, and upon receipt of information from PG&E, the Contra Costa County Office of Emergency Services (OES) will notify local governments, County departments, and public safety agencies.

Operational Area Multi-Agency Coordination Conference Call (MAC Calls)  In the case of a wide-spread de-energization, a county-wide conference call may be warranted.

Contra Costa County OES staff will schedule an Operational Area Multi-Agency Coordination Conference Call. OES staff will invite potential participants and lead the call to share emergency information and coordinate efforts.

Risk Communication & Public Information
During any emergency, risk communication and public information is a critical component of response activities. Appropriate and timely communication of credible information will assist in reducing life safety threats and address public concerns.

Emergency information that may be used include mass media and social media. The 211 system may be utilized. Alert & Warning systems – such as Contra Costa Community Warning System and the Integrated Public Alert and Warning System (IPAWS) (which includes wireless emergency alerts [WEA], emergency alert system [EAS]) – may be used only if there is a concurrent imminent life safety threat, such as wildfire.

All messages to traditional and social media will be coordinated by the PIO. Safety messaging may include power outage guidance and safe generator operations.

Agenda Packet Page 119 of 278

AGENDA BILL
Agenda Item No. 5.F.

Date: September 20, 2022
To: El Cerrito City Council
From: Roland Lambert, Acting Engineering Manager/Senior Engineer, Public Works Department; Yvetteh Ortiz, Public Works Director/City Engineer Subject: Storm Drain Easement Acceptance and Agreement for 331 Ramona Avenue

ACTION PROPOSED
Adopt a resolution accepting a Storm Drain Easement from Nathan Louie, “Owner”, for public storm drain facilities located at 331 Ramona Avenue and authorizing the City Manager to execute an Easement Agreement.

BACKGROUND
In November 2021, Nathan Louie, the owner of the residence at 331 Ramona Avenue, applied for a building permit (BD21-1249) to replace an existing retaining wall and stairs on his property. The retaining wall and stairs are located partially over an existing 36- inch storm drain pipe. City staff located as-built drawings dated November 9, 1959 of a City project for construction of this pipe between the houses at 331 and 329 Ramona Avenue. The storm drain pipe was replacing a storm drain pipe that ran directly underneath the house at 331 Ramona Avenue. Examination of the plans reveal a proposed storm drain easement for the pipe. Further research revealed that on November 16, 1959, the City accepted construction and maintenance of the 36-inch storm drain project known as ”Storm Drain Construction, Ramona-Pomona, Bond Project, No. 1” (City Council Resolution No. 2420). However, no record of acceptance of the storm drain easement was found.

The existing storm drain pipe carries water from the surrounding streets, including Ramona Avenue, and upstream waters. Because the storm drain pipe was installed under the 1959 City project and the City accepted maintenance of the pipe, this is considered a public improvement. As part of the condition for approval of the building permit for replacement of the retaining wall and stairs at 331 Ramona Avenue, the property owner video inspected the storm drain pipe. The pipe was determined to be in acceptable condition with no visible deterioration.

ANALYSIS
Due to the history of the storm drain pipe located at 331 Ramona Avenue, because it carries public water and was accepted by City Council Resolution No. 2420, and consistent with the City’s 1992 Storm Drain Master Plan, the City intends to continue maintaining this pipe. To retain City access and facilitate operation, inspection, maintenance, repair, removal, and replacement of public storm drain facilities on this private property as needed in the future, City staff recommends that the storm drain easement proposed on this property in 1959 be accepted by the City. The easement is Agenda Packet Page 120 of 278
Agenda Item No. 5.F.
approximately 5-foot-wide and 70-foot-long. Although this is narrower than what would now be required, the distance between the houses on 331 and 329 Ramona Avenue is approximately 11 feet, and the pipe runs at an angle that will not allow for a wider easement.

The owner has provided a Legal Description and Plat Map of the proposed easement.

An Easement Agreement (Attachment 2) has been prepared for this purpose and has been reviewed by the City Attorney; and the accompanying Legal Description and Plat Map (Exhibits A and B, Attachment 3) have been reviewed by the consulting City Surveyor. Importantly, the owner would be solely responsible for the costs of restoring the retaining wall and stairs on this property, if necessary, because of the City’s activities.

STRATEGIC PLAN CONSIDERATIONS
Execution of the Easement Agreement is consistent with El Cerrito Strategic Plan Goal A – Deliver exemplary government services. Specifically, approval of this action will make municipal operations more efficient by retaining City access and facilitating operations and maintenance of storm drain infrastructure and clarifying responsibility for costs of restoring private improvements.

ENVIRONMENTAL CONSIDERATIONS
Pursuant to CEQA Guidelines Section 15061(b)(3), an activity is exempt from CEQA review where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment. The proposed activity here is the acceptance of an easement for an existing storm drain pipe. Such an activity has no physical impact on the environment, and it is exempt under CEQA.

FINANCIAL CONSIDERATIONS
As described above, the 36-inch storm drain pipe on this property is a public improvement and the City has previously accepted responsibility for maintenance. As such, the City Attorney and consulting City Surveyor costs of approximately $2,000 to review the legal documents have been covered under the operating budget of the Public Works Department, Engineering Division. The owner will be responsible for removal of any temporary improvements at their sole expense upon notice from the City regarding the City’s need to access the easement area, as well as solely responsible for the costs of restoring any authorized permanent improvements because of the City’s activities in the easement area. The City will continue to provide the same level of maintenance for these storm drain facilities; therefore costs are not expected to increase beyond current levels on an annual basis.

LEGAL CONSIDERATIONS
Government Code Section 27281 requires the City to consent to the acceptance of “any interest in or easement upon real estate”. The attached Resolution would accept the Storm Drain Easement on 331 Ramona Avenue and authorize the City Manager to execute the Easement Agreement.

Agenda Packet Page 121 of 278
Agenda Item No. 5.F.

The City Attorney has reviewed the proposed action and Easement Agreement, and found that legal considerations have been addressed. The City Attorney will approve the final form of the Easement Agreement pending final comments from the owner. City staff will record the Easement Agreement with the Contra Costa County Recorder if approved by the City Council.

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. Resolution

2. Easement Agreement

3. Exhibit A & B to Agreement
Agenda Packet Page 122 of 278
RESOLUTION 2022-XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CERRITO ACCEPTING A STORM DRAIN EASEMENT FROM NATHAN LOUIE, “OWNER”, FOR PUBLIC STORM DRAIN FACILITIES LOCATED AT 331 RAMONA AVENUE AND AUTHORIZING THE

CITY MANAGER TO EXECUTE AN EASEMENT AGREEMENT
WHEREAS, the property owner of 331 Ramona Avenue submitted a building permit application to the City of El Cerrito to replace an existing retaining wall and stairs on the property in November 2021; and
WHEREAS, a 36-inch storm drain pipe carrying stormwater from the surrounding streets, including Ramona Avenue, and upstream waters from the hillside area, exists on the property; and
WHEREAS, The retaining wall and stairs are located partially over the existing 36- inch storm drain; and
WHEREAS, the storm drain pipe was constructed under a City project, accepted for maintenance by the City in 1959 (City Council Resolution No. 2420), is considered a public improvement and a storm drain easement was previously proposed but not recorded; and
WHEREAS, an easement is required to retain City access and facilitate operation, inspection, maintenance, repair, removal, and replacement of public storm drain facilities as needed in the future, and to clarify responsibility for costs of restoring private improvements on the property; and
WHEREAS, the owner has provided a Legal Description and Plat Map of the easement for recording with Contra Costa County; and
WHEREAS, Government Code Section 27281 requires a governmental agency to consent to the acceptance of easements; and
WHEREAS, acceptance of easements is exempt from review under the California Environmental Quality Act (CEQA) section 15061(b)(3), as an activity where it can be seen with certainty there is no possibility that the activity in question may have a significant effect on the environment.

NOW THEREFORE, BE IT RESOLVED by the City Council of the City of El Cerrito that it hereby accepts an easement from Nathan Louie for access to the property at 331 Ramona Avenue in the City and operation and maintenance of the storm drain pipe described in the Easement Agreement, and authorizes the City Manager to execute the Easement Agreement in substantially the form attached hereto, and other instruments and all certificates of acceptance associated with such an easement, and to authorize recordation of the Easement Agreement in the official records of Contra Costa County.

Agenda Packet Page 123 of 278
BE IT FURTHER RESOLVED that this resolution shall become effective immediately upon passage and adoption.

I CERTIFY that at a regular meeting on September 20, 2022 the City Council of the City of El Cerrito passed this Resolution by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

IN WITNESS of this action, I sign this document and affix the corporate seal of the City of El Cerrito on September , 2022.
________________________
Holly M. Charléty, City Clerk
APPROVED:
________________________
Gabe Quinto, Mayor
Agenda Packet Page 124 of 278
1 Recording Requested by
and when recorded, return to:

City of El Cerrito
10890 San Pablo Avenue
El Cerrito, CA 94530
Attention: City Manager

FOR RECORDER'S USE ONLY
Free Recording Pursuant to
Government Code §27383

EASEMENT AGREEMENT
(Storm Drain Improvements)
For and in consideration of the acceptance by the Grantee of the hereinafter described easement Nathan Louie (“Owner”), hereby grants to City of El Cerrito_ (“Grantee”), an easement (the “Easement”) for the operation, inspection, maintenance, repair, replacement and removal of a storm drain pipe and associated storm drain structures under and through the real property described in Exhibit A and depicted on Exhibit B (the “Easement Area”) with right of ingress and egress to and from same, in, over, under and across the Easement Area, subject to the conditions stated in this Agreement.

1. Terms of Easement. The Easement shall burden the Easement Area, shall be nonexclusive, perpetual in duration (unless terminated by the written agreement of the Owner and the Grantee), and shall run with the land.

2. Non-Exclusive Use. The Owner may use the Easement Area, including the surface of the Easement Area, for any purpose which is not inconsistent with the Grantee's permitted use of the Easement Area. However, neither party shall place or permit any permanent improvement of any nature on the Easement Area which might impair the parties' respective rights to use the Easement Area. Moreover, Owner shall not erect any permanent structure within the Easement Area without obtaining the prior written approval of the Grantee. Notwithstanding the immediately preceding sentence, Grantee has issued Owner building permit number BD 21- 1249 (the “Building Permit”) which allows Owner to install within the Easement Area the following improvements: a 30” concrete retaining wall, four-step stairs and landing, and a fence, all as depicted in the plans approved by the Building Permit (the “Authorized Improvements”). If Owner has installed any improvement within the Easement Area in violation of this Section 2, Owner shall remove the improvement at Owner's sole cost and expense upon notice from Grantee of Grantee's need to access the Easement Area, as provided for in Section 3.

Agenda Packet Page 125 of 278
2 3. Grantee’s Obligations. In exercising its rights hereunder, the Grantee shall comply with the following conditions:
(a) The Grantee shall notify the Owner at least two (2) business days prior to accessing the Easement Area for any purpose, except in the event of an emergency, in which case the Grantee shall give notice to the Owner as reasonable under the circumstances. (b) In performing activities under this Agreement, the Grantee shall not unreasonably impair the Owner’s use of the Easement Area. In the event Grantee anticipates activities that could materially affect access to the Owner’s property or improvements thereon, the Grantee shall provide at least five (5) business days’ prior notice to the Owner to allow the Owner to inform its tenants and/or provide alternative means of access. (c) The Grantee shall take all reasonable steps necessary to secure that portion of the Easement Area in which the Grantee is performing any activities. (d) The Grantee shall be solely responsible for the cost of any activities permitted under this Agreement.
(e) Following the completion of any activities, the Grantee shall restore the Easement Area, including any surface improvements, to the condition existing prior to the commencement of such activities, reasonable wear and tear excepted, except for any improvements beyond those approved under Section 2 or otherwise approved in writing by the Grantee or that impair the Grantee’s rights to use the Easement Area. Notwithstanding the immediately preceding sentence. Owner shall be solely responsible for the costs of restoring the Authorized Improvements, if necessary as a result of Grantee’s activities in the Easement Area. (f) The Grantee shall defend, indemnify and hold the Owner harmless from and against losses, actions, demands, damages, claims, costs and expenses (including, but not limited to, experts fees and attorneys’ fees and costs) and liabilities of whatever kind or nature that arise out of or are in any way connected with the activities of the Grantee or any entity or individual acting under the Grantee’s direction or control under this Agreement, except and to the extent resulting from any gross negligence or willful misconduct of the Owner. (g) The provisions of this Section 3 shall survive expiration or termination of this Agreement.

4. Default. The failure by a party to perform any covenant or obligation of such party hereunder and to cure such non-performance within twenty (20) business days after written notice by the other party shall constitute a default hereunder. Upon a default the aggrieved party shall be entitled to all remedies, legal and equitable, allowed by law, except termination of the Easement herein granted.

5. Amendments. This Agreement may be amended or otherwise modified only by a writing signed and recorded by the parties hereto.

6. No Third Party Beneficiaries. The provisions of this Agreement are for the exclusive benefit of the parties and their successors and assigns, subject to the provisions hereof. This Agreement Agenda Packet Page 126 of 278
3 shall not be deemed to confer any rights upon any person except the parties and their successors and assigns.

7. Attorneys' Fees. If either party brings an action or proceeding against the other by reason of a default, or otherwise arising out of this Agreement, the prevailing party in such action or proceeding shall be entitled to its costs and expenses of suit, including but not limited to reasonable attorneys' fees, which shall be payable whether or not such action is prosecuted to judgment.

8. Notices. All notices required shall be in writing and shall be deemed to have been given (1) when hand delivered to the other party; or (2) three business days after the same have been deposited in a United States post office with first-class or certified mail, return receipt requested, postage prepaid; or (3) the next business day after same have been deposited with an overnight delivery service, provided that the sending party receives a confirmation of delivery from delivery service provider.. All notices shall be addressed as follows:

To the Owner: Nathan Louie or Current Resident
331 Ramona Ave
El Cerrito, CA 94530
To the City: City Manager
City of El Cerrito
10890 San Pablo Ave
El Cerrito, CA 94530

9. Recording: Easements to Run with the Land. This Agreement shall be recorded by the parties, and it is hereby agreed that the terms and conditions set forth in this Agreement shall be considered covenants running with the land.

10. Governing Law. This Agreement shall be governed and construed in accordance with the laws of the State of California.

11. Miscellaneous Provisions.
(a) If any provision hereof shall be held invalid or unenforceable, the remainder hereof shall not be affected thereby, and each provision hereof shall be valid and enforceable to the fullest extent permitted by law.
(b) Time is of the essence with respect to the performance of every provision of this Agreement in which time of performance is a factor.
(c) This Agreement may be executed in counterparts, each of which shall be deemed an original and all of which, when taken together, shall constitute one document.

Signatures on Following Pages
Agenda Packet Page 127 of 278
4 The parties have executed this Agreement as of the latest date indicated below.

By: Karen Pinkos
Title: City Manager
Date: ____________________________
OWNER:

By: Nathan Louie
By:

By: ________________________
________________________
________________________
Date: ___________________

SIGNATURES MUST BE NOTARIZED
Agenda Packet Page 128 of 278
5 State of California
County of ____________________________________
On _____________________________ before me __________________________________________, Date
personally appeared __________________________________________________________________ ___________________________________________________________________________________, who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.

WITNESS my hand and official seal.

Place Notary Seal Above ______________________________________________ Signature of Notary Public
Agenda Packet Page 129 of 278
6 State of California
County of ____________________________________
On _____________________________ before me __________________________________________, Date
personally appeared __________________________________________________________________ ___________________________________________________________________________________, who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.

WITNESS my hand and official seal.

Place Notary Seal Above ______________________________________________ Signature of Notary Public

EXHIBIT A- LEGAL DESCRIPTION
Agenda Packet Page 130 of 278
7 EXHIBIT B- PLOT MAP
3764889.1
5172908.1
Agenda Packet Page 131 of 278
EXHIBIT’A’

LEGAL DESCRIPTION

ALL THAT CERTAIN REAL PROPERTY SITUATED IN THE CITY OF EL CERRITO,

COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA, MORE PARTICULARLY DESCRIBED AS FOLLOWS:

BEING A PORTION OF LOTS 5 AND 6 IN BLOCK 16, AS SHOWN ON THE MAP OF CERRITO PARK, FILED ON AUGUST 5, 1909 IN BOOK 2 OF MAPS AT PAGE 37 IN

THE OFFICE OF THE COUNTY RECORDER OF CONTRA COSTA COUNTY, STATE

OF CALIFORNIA, ALSO BEING A PORTION OF THE PARCEL OF LAND DESCRIBED IN THE DEED RECORDED OCTOBER 21, 2016 UNDER RECORDERS SERIES NUMBER 2016-0221441 IN THE OFFICE OF THE COUNTY RECORDER OF

CONTRA COSTA COUNTY, STATE OF CALIFORNIA, MORE PARTICULARLY DESCRIBED AS FOLLOWS:

COMMENCING AT THE MOST NORTHEASTERLY CORNER OF SAID PARCEL (2016-0221441), THENCE ALONG THE WESTERLY RIGHT OF WAY LINE OF RAMONA AVENUE SOUTH 13°05'00" EAST, 14.83 FEET TO THE POINT OF BEGINNING;
THENCE LEAVING SAID RIGHT OF WAY LINE SOUTH 42°21'50" WEST, 18.85 FEET;
THENCE SOUTH 60°18'03" WEST, 50.64 FEET TO A POINT ON THE SOUTHERLY LINE OF SAID PARCEL (2016-0221441);
THENCE ALONG SAID SOUTHERLY LINE NORTH 76°55'00" EAST, 17.49 FEET; THENCE LEAVING SAID SOUTHERLY LINE NORTH 60°18'03" EAST, 34.67 FEET; THENCE NORTH 42°21'50" EAST, 16.20 FEET TO A POINT ON SAID WESTERLY RIGHT OF WAY LINE;
THENCE ALONG SAID WESTERLY RIGHT OF WAY LINE NORTH 13°05'00" WEST,

6.07 FEET TO THE POINT OF BEGINNING.

CONTAINING 301 SQUARE FEET OF LAND, MORE OR LESS.

SEE ATTACHED EXHIBIT ‘B’ HERETO AND MADE A PART HEREOF

THIS REAL PROPERTY DESCRIPTION HAS BEEN PREPARED BY ME, OR UNDER

MY DIRECTION, IN CONFORMANCE WITH THE PROFESSIONAL LAND

SURVEYORS ACT
_____________________________________
BOB J. LEZCANO-LS8514
Agenda Packet Page 132 of 278

EXHIBIT 'B'

PLAT TO

ACCOMPANY LEGAL

DESCRIPTION

STORM DRAIN EASEMENT-CITY OF EL CERRITO

RAMONA AVENUE
Agenda Packet Page 133 of 278
SDE CLOSURE.TXT
page 1

Project: 22085-RAMONA Wed June 15 14:51:35 2022
Parcel Map Check
--------------------------------------------------------------------------- Parcel name: SDE
North: 5053.8595 East : 5576.4428
Line Course: S 42-21-50 W Length: 18.85
North: 5039.9316 East : 5563.7409
Line Course: S 60-18-03 W Length: 50.64
North: 5014.8422 East : 5519.7531
Line Course: N 76-55-00 E Length: 17.49
North: 5018.8014 East : 5536.7891
Line Course: N 60-18-03 E Length: 34.67
North: 5035.9785 East : 5566.9048
Line Course: N 42-21-50 E Length: 16.20
North: 5047.9483 East : 5577.8209
Line Course: N 13-05-00 W Length: 6.07
North: 5053.8608 East : 5576.4469
Perimeter: 143.92 Area: 301 sq.ft. 0.01 acres
Mapcheck Closure - (Uses listed courses, radii, and deltas) Error Closure: 0.0043 Course: N 72-23-38 E
Error North: 0.00130 East : 0.00411
Precision 1: 33,469.77