Agenda, first session — Fairfield City Council, March 1, 2022 (part 4 of 4)

Packet Page 862 of 1095Attachment 2 Page 229 of 457

City of Fairfield
Emergency Operations Plan

Page | C-126

FOR OFFICIAL USE ONLY
Forms and Guides:
• Position Job Aid
• ICS-205A Communications List
• ICS-211 Check-in List
• ICS-214 Activity Log
• PA DAMAGE CATEGORIES – FEMA: FP 104-009-2 Public Assistance Program and Policy Guide (PAPPG) V3.0
• FEMA PA WEBSITE - https://www.fema.gov/public-assistance-policy-and-guidance

Technology:
• Laptop
• Phone

Tools:
• Workstation
• Position Binder (Can be virtual)
• Vest

Activation:
Check-in at the EOC
• FORM: ICS-211
• FORM: ICS-205A
Assist with EOC Set-up (if not already fully set up)
Check workstation to ensure readiness
Wear identification vest and read over job aid
Receive situation, section, and position briefing from available and appropriate personnel Ensure readiness to maintain concise records of position activities • FORM: ICS-214
Ensure that the Finance Section is set up correctly and that appropriate personnel, equipment, and supplies are in place
Based on the situation, activate units within the section as needed and designate Unit Coordinators for each element:
• Time Keeping Unit
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City of Fairfield
Emergency Operations Plan

Page | C-127

FOR OFFICIAL USE ONLY
• Cost Accounting Unit
• Compensation/Claims Unit
• Purchasing Unit
• Recovery Unit
Ensure that sufficient staff are available for a 24-hour schedule or as required Meet with the Logistics Section Chief and review financial and administrative support requirements and procedures
Determine the level of purchasing authority to be delegated to the Logistics Section Meet with all Unit Leaders and ensure that responsibilities are clearly understood In conjunction with Unit Leaders, determine the initial Action Planning objectives for the first operational period
Notify the EOC Director when the Finance Section is operational Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur

Response:
Ensure that Finance Section position logs and other necessary files are maintained Ensure that displays associated with the Finance/Administrative Section are current and that information is posted in a legible and concise manner Participate in all Action Planning meetings
Brief all Unit Leaders and ensure they are aware of the EOC objectives as defined in the Action Plan
Keep the EOC Director, General Staff, and elected/other officials aware of the current fiscal situation and other related matters on an ongoing basis Ensure that the Cost/Accounting Unit maintains all financial records throughout the emergency
Ensure that the Time Keeping Unit tracks and records all agency staff time In coordination with the Logistics Section, ensure that the Purchasing Unit processes purchase orders and develops contracts in a timely manner Ensure that the Compensation/Claims Unit processes all workers’ compensation claims resulting from the emergency, in a reasonable timeframe, given the nature of the situation Ensure that the Time-Keeping Unit processes all timesheets and travel expense claims promptly
Ensure that the Recovery Unit maintains all financial records throughout the emergency. Ensure that the Finance Section provides administrative support to other EOC Sections as required
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City of Fairfield
Emergency Operations Plan

Page | C-128

FOR OFFICIAL USE ONLY
Ensure that all recovery documentation is accurately maintained by the Cost/Accounting Unit during the response and submitted on the appropriate forms to Federal Emergency Management Agency (FEMA) and/or Cal OES
Implement planned Calcard changes and additions
Implement planned emergency supply purchases
Suspend competitive bidding and advertising
Focus staff effort on essential services
Obtain authorization from the Comptroller to approve and execute emergency purchases at the level as directed by EOC
Perform backup of all electronic purchasing
Print hard copy of emergency vendor contact list
Design and print the manual purchase order form and distribute as necessary Prepare a plan to implement citywide use of manual purchase orders if an automated system is lost / inoperable" to finance section chief checklist.

Shift Change:
Provide turnover briefing to position replacement
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
• Position Job Aid
• FORM: ICS-214
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
• FORM: ICS-211
• FORM: ICS-205A

Demobilization and Termination:
Deactivate appropriate Section Positions when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
Identify staff to support ongoing Recovery Operations and Recovery Plan. Advise identified staff on their continual support role
Complete all required forms, reports, and other documentation Provide all completed documentation to the Documentation Unit prior to your departure Clean up your work area before you leave
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City of Fairfield
Emergency Operations Plan

Page | C-129

FOR OFFICIAL USE ONLY
Provide a forwarding phone number where you can be reached Be prepared to provide input to the AAR
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City of Fairfield
Emergency Operations Plan

Page | C-130

FOR OFFICIAL USE ONLY

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City of Fairfield
Emergency Operations Plan

Page | C-131

FOR OFFICIAL USE ONLY
Cost Accounting
Responsible for collecting and maintaining documentation for the incident to help the planning and recovery efforts.

ELEMENTS INCLUDE:
• Collecting cost information and performing cost-effectiveness analysis • Providing cost estimates and cost savings recommendations • Addressing financial matters involving vendor contracts

Reports to:

Finance Section Chief

Plans and Reports:
• EOC Action Plan
• Incident Cost Analysis Report

Forms and Guides:
• Position Job Aid
• ICS-205A Communications List
• ICS-211 Check-in List
• ICS-214 Activity Log
• PA DAMAGE CATEGORIES – FEMA: FP 104-009-2 Public Assistance Program and Policy Guide (PAPPG) V3.0
• FEMA PA WEBSITE - https://www.fema.gov/public-assistance-policy-and-guidance

Technology:
• Laptop
• Phone

Tools:
• Workstation
• Position Binder (Can be virtual)
• Vest

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City of Fairfield
Emergency Operations Plan

Page | C-132

FOR OFFICIAL USE ONLY
Activation:
Check-in at the EOC
• FORM: ICS-211
• FORM: ICS-205
Assist with EOC Set-up (if not already fully set up)
Check workstation to ensure readiness
Wear identification vest and read over job aid
Receive situation, section, and position briefing from available and appropriate personnel Ensure readiness to maintain concise records of position activities • FORM: ICS-214

Response:
Establish and maintain a position log and other necessary files Establish (or implement) an accounting system and special cost codes associated with this emergency
Monitor all emergency expenditures and resource status change costs • FORM: ICS-210 Resource Status Change
Ensure that all sections and units are documenting cost-related information Collect and compile cost information at the end of each shift Obtain and record all cost data to cover:
• Personnel
• Equipment
• Rental/Contract Equipment
• Supplies from outside vendors
• Contracts for special or emergency services
Coordinate with the Documentation Unit on content and format of cost-related files to be transferred
Prepare cost estimates related to EOC objectives and strategies. Be prepared to discuss these at EOC Planning Meetings if required
Compile cumulative cost records daily
Ensure that departments are compiling cost information using any special agency/jurisdiction cost codes
Ensure that estimated costs are replaced with actual costs were known Packet Page 869 of 1095Attachment 2 Page 236 of 457

City of Fairfield
Emergency Operations Plan

Page | C-133

FOR OFFICIAL USE ONLY
Provide verbal or written reports to the Finance Section Coordinator upon request Prepare and maintain a cost report to include cumulative analysis, summaries, and total expenditures related to the emergency
Organize and prepare records for audits as necessary
Act as the liaison for the EOC with the County and other disaster assistance agencies to coordinate the cost recovery process
Prepare all required state and federal documentation as necessary to recover allowable costs

Shift Change:
Provide turnover briefing to position replacement
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
• FORM: Position Job Aid
• FORM: ICS-214
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
• FORM: ICS-211
• FORM: ICS-205A

Demobilization and Termination:
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
Complete all required forms, reports, and other documentation Provide all completed documentation to the Documentation Unit prior to your departure Turn over financial information to Finance Section Coordinator Clean up your work area before you leave
Provide a forwarding phone number where you can be reached Be prepared to provide input to the after-action report

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City of Fairfield
Emergency Operations Plan

Page | C-134

FOR OFFICIAL USE ONLY

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City of Fairfield
Emergency Operations Plan

Page | C-135

FOR OFFICIAL USE ONLY
Time Unit
Responsible for working with all Department Liaisons and Sections to ensure field units track hours worked by personnel and volunteers & preparing daily personnel time recording documents.

ELEMENTS INCLUDE:
• Track, record, and report all on-duty time for personnel working during the emergency • Ensure that personnel time records travel expense claims, and other related forms are prepared and submitted to the budget and payroll office • Supervise the Time Keeping Unit

Reports to:

Finance Section Chief

Plans and Reports:
• EOC Action Plan
• Incident Cost Analysis Report

Forms and Guides:
• Position Job Aid
• ICS-205A Communications List
• ICS-211 Check-in List
• ICS-214 Activity Log

Technology:
• Laptop
• Phone

Tools:
• Workstation
• Position Binder (Can be virtual)
• Vest

Activation:
Check-in at the EOC
• FORM: ICS-211
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City of Fairfield
Emergency Operations Plan

Page | C-136

FOR OFFICIAL USE ONLY
• FORM: ICS-205A
Assist with EOC Set-up (if not already fully set up)
Check workstation to ensure readiness
Wear identification vest and read over job aid
Receive situation, section, and position briefing from available and appropriate personnel Ensure readiness to maintain concise records of position activities • FORM: ICS-214

Response:
Establish and maintain a timekeeping system
• FORM: ICS-211
• FORM: Resource Tracking
• FORM: ICS-210
Initiate, gather, or update time reports from all personnel, including volunteers assigned to each shift
Ensure that time records are accurate and prepared in compliance with policy Obtain complete personnel rosters from the Personnel Unit. Rosters must include all EOC personnel as well as personnel assigned to the field level Provide instructions for all supervisors to ensure that timesheets and travel expense claims are correctly completed and signed by each employee before submitting them Establish a file for each employee or volunteer within the first operational period.

Maintain a fiscal record for as long as the employee is assigned to the response Keep the Finance Section Chief informed of significant issues affecting the Time- Keeping Unit

Shift Change:
Provide turnover briefing to position replacement
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
• Position Job Aid
• FORM: ICS-214
Provide all completed documentation to the Documentation Unit Packet Page 873 of 1095Attachment 2 Page 240 of 457

City of Fairfield
Emergency Operations Plan

Page | C-137

FOR OFFICIAL USE ONLY
Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
• FORM: ICS-211
• FORM: ICS-205

Demobilization and Termination:
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
Complete all required forms, reports, and other documentation Provide all completed documentation to the Documentation Unit prior to your departure Turn over financial information to Finance Section Chief Clean up your work area before you leave
Provide a forwarding phone number where you can be reached Be prepared to provide input to the AAR

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City of Fairfield
Emergency Operations Plan

Page | C-138

FOR OFFICIAL USE ONLY

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City of Fairfield
Emergency Operations Plan

Page | C-139

FOR OFFICIAL USE ONLY
Compensation/Claims Unit
Responsible for investigating and processing physical injury and property-damage claims arising from emergency/disaster incidents.

ELEMENTS INCLUDE:
• Supervise the Compensation and Claims Unit
• Oversee the investigation of injuries and property/equipment damage claims arising out of the emergency
• Complete all forms required by the worker's compensation program • Maintain a file of injuries and illnesses associated with the emergency, which includes results of investigations
• Submit claim forms to Third Party Administrator for processing

Reports to:

Finance Section Chief

Plans and Reports:
• EOC Action Plan

Forms and Guides:
• Position Job Aid
• ICS-205A Communications List
• ICS-208 Safety Message
• ICS-211 Check-in List
• ICS-214 Activity Log
• ICS-215A Safety Analysis
• ICS-227 Claims Log
• PA DAMAGE CATEGORIES – FEMA: FP 104-009-2 Public Assistance Program and Policy Guide (PAPPG) V3.0
• FEMA PA WEBSITE - https://www.fema.gov/public-assistance-policy-and-guidance

Technology:
• Laptop
• Phone

Tools:

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City of Fairfield
Emergency Operations Plan

Page | C-140

FOR OFFICIAL USE ONLY
• Workstation
• Position Binder (Can be virtual)
• Vest

Response:
Coordinate risk management activities with appropriate insurance policy providers for general liability, property, casualty, cyber security, and active shooter coverages. Report required losses within timeframes outlined in policies
Establish and maintain a compensation and claims system. Maintain a chronological log of injuries and illnesses, and property damage reported during the emergency
• FORM: ICS-227
Investigate all injury and damage claims as soon as possible. Review all forms for injury claims and forward to Third Party Administrator for processing within the required time frame consistent with Workers' Compensation and Liability program procedures
Coordinate with the Safety Officer regarding the mitigation of hazards • FORM: ICS-208
• FORM: ICS-215A
Keep the Finance Chief informed of significant issues affecting the Compensation and Claims Unit

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City of Fairfield
Emergency Operations Plan

Page | C-141

FOR OFFICIAL USE ONLY
Shift Change:
Provide turnover briefing to position replacement
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
• Position Job Aid
• FORM ICS-214
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
• FORM: ICS-211
• FORM: ICS-205A

Demobilization and Termination:
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
Complete all required forms, reports, and other documentation Provide all completed documentation to the Documentation Unit prior to your departure Turn over financial information to Finance Section Chief Clean up your work area before you leave
Provide a forwarding phone number where you can be reached Be prepared to provide input to the AAR

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City of Fairfield
Emergency Operations Plan

Page | C-142

FOR OFFICIAL USE ONLY

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City of Fairfield
Emergency Operations Plan

Page | C-143

FOR OFFICIAL USE ONLY
Purchasing Unit
Responsible for providing payments to vendors for contracted equipment and services.

ELEMENTS INCLUDE:
• Addressing financial matters involving vendor contracts

Reports to:

Finance Section Chief

Plans and Reports:
• EOC Action Plan
• Vendor Directories

Technology:
• Laptop
• Phone

Tools:
• Workstation
• Position Binder (Can be virtual)
• Vest

Activation:
Check-in at the EOC
• FORM: ICS-211
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City of Fairfield
Emergency Operations Plan

Page | C-144

Response:
Establish and maintain a position log and other necessary files Establish and maintain a purchasing system. Review the emergency purchasing procedures. Prepare and sign contracts as needed, be sure to obtain concurrence from the Finance Section Coordinator
Ensure that all contracts identify the scope of work and specific site locations Negotiate rental rates not already established or purchase prices with vendors as required Admonish vendors as necessary regarding unethical business practices, such as inflating prices or rental rates for their merchandise or equipment during emergencies Finalize all agreements and contracts, as required. Complete final processing and send documents to Budget and Payroll for payment
Verify costs data in the pre-established vendor contracts and/or agreements. In coordination with the Logistics Section, ensure that the Purchasing Unit processes purchase orders and develops contracts in a timely manner Keep the Finance Section Coordinator informed of all significant issues involving the Purchasing Unit

Shift Change:
Provide turnover briefing to position replacement
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
• FORM: Position Job Aid
• FORM: ICS-214
Provide all completed documentation to the Documentation Unit Packet Page 881 of 1095Attachment 2 Page 248 of 457

City of Fairfield
Emergency Operations Plan

Page | C-145

FOR OFFICIAL USE ONLY
Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
• FORM: ICS-211
• FORM: ICS-205A

Demobilization and Termination:
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
Complete all required forms, reports, and other documentation Provide all completed documentation to the Documentation Unit prior to your departure Turn over financial information to Finance Section Chief Clean up your work area before you leave
Provide a forwarding phone number where you can be reached Be prepared to provide input to the after-action report

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City of Fairfield
Emergency Operations Plan

Page | C-146

FOR OFFICIAL USE ONLY

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City of Fairfield
Emergency Operations Plan

Page | C-147

FOR OFFICIAL USE ONLY
Recovery Unit
Responsible for executing procedures to capture and document costs relating to a disaster/emergency
ELEMENTS INCLUDE:
• Supervise the Recovery Unit
• Determine impacts of the emergency requiring recovery planning • Initiate recovery-planning meetings with appropriate individuals and agencies • Develop the initial recovery plan and strategy for the jurisdiction • Ensure that all appropriate agencies are kept informed and have the opportunity to participate in the recovery planning process
• Develop the strategy to transition from recovery planning in the EOC to a more comprehensive post-emergency recovery effort

Reports to:

Finance Section Chief

Plans and Reports:
• EOC Action Plan
• Incident Cost Analysis Report

Technology:
• Laptop
• Phone

Tools:

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City of Fairfield
Emergency Operations Plan

Page | C-148

FOR OFFICIAL USE ONLY
• Workstation
• Position Binder (Can be virtual)
• Vest

Response:
Establish and maintain a recovery system
Monitor the current situation report to include recent updates and determine the overall impacts of the emergency
Based on available information, prepare an initial estimate of recovery issues that must be addressed. Document these in a preliminary report
Coordinate with the Planning Section to determine major mid-to-long range social, economic, environmental, and political impacts
Assist the Operational Area as necessary in determining appropriate sites for Disaster Application Centers
Facilitate recovery planning meetings involving appropriate Management and General Staff personnel and other agencies as needed
Develop a recovery plan and strategy for the City
Coordinate with Finance/Administration to ensure that FEMA, OES, and other public reimbursement source documents and applications are consistent with the recovery strategy
In conjunction with Finance/Administration, ensure that specific project timelines are developed to meet the goals and objectives of the recovery plan Packet Page 885 of 1095Attachment 2 Page 252 of 457

City of Fairfield
Emergency Operations Plan

Page | C-149

FOR OFFICIAL USE ONLY

Shift Change:
Provide turnover briefing to position replacement
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
• FORM: Position Job Aid
• FORM: ICS-214
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
• FORM: ICS-211
• FORM: ICS-205A

City of Fairfield
Emergency Operations Plan

Page | C-150

FOR OFFICIAL USE ONLY
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City of Fairfield
Emergency Operations Plan

Page | D-1

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Appendix D. EOC Staff (5-25-2021)
The following City staff may be activated to support EOC operations. They should always keep their cell phone near them.

Employee Name Desk Work Cell Carrier Department
Adam Osgood 707.428.7692 707.249.2946 Verizon Parks and Recreation Andy Cranston 707-428-7341 707-580-0699 Verizon Fire
Angela Broaddus 707.428.7396 707.580.2606 Verizon Human Resources Anjurle Duchaussee 707-428-73-75 707-297-0526 Verizon Fire Annette Goley 707-399-1998 707-416-8138 Verizon Police
Bill Way 707-428-7611 707-249-3434 Verizon City Manager Brad Collins 707-428-7343 707-580-1086 Verizon Police
Bryan Chua 707-428-7624 707-580-2793 Verizon Finance
Bryan Just 707-428-7377 707-718-4453 Verizon Fire
Chris Carmona 707-399-5623 530-524-2626 Verizon Finance Dan Marschall 707 580-1055 Verizon Police
Dave Feinstein 707-428-7448 707-438-5843 Verizon Community Development David Gassaway 707-428-7398 707-718-9282 Verizon Community Development David Lim 415-782-0393 415-421-8484 Verizon City Attorney David Renschler 707-428-7414 707-249-1245 Verizon Public Works Dawn LaBar 707-428-7749 707-330-3521 Verizon City Manager Dawn Shepherd 707-428-7707 707-249-2277 Verizon Police
Deanna Cantrell 707-428-7366 707-398-8527 Verizon Police Dwayne Dalman 707-428-7649 707-430-7596 Verizon Community Development Erika Milton 707-428-7500 707.920.7836 Verizon Finance
Eudora Fleischman 707-428-7527 707-330-9017 Sprint/T-Mobile IT Fernando Lopez 707.428.7623 707.372.3054 Verizon Parks and Recreation Iris Rangel 707-428-7445 707-249-3465 Verizon Housing Services Jasmin Acuna 707-428-7447 707-580-2474 Verizon IT
Jausiah Jacobsen 707-428-7314 707-580-1042 Verizon Police Jeff Thomas 707-428-7442 707-249-1227 Verizon Community Development Jeffrey Bertany 707-428-7531 707-920-3306 Verizon IT Packet Page 888 of 1095Attachment 2 Page 255 of 457

City of Fairfield
Emergency Operations Plan

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Employee Name Desk Work Cell Carrier Department
Jeremy Profitt 707-428-7709 707-366-5404 Verizon Police Jesus Morales 707-428-7426 707-580-8595 Verizon Housing Services John Sturdee 707-436-7228 707-716-6773 Verizon Fire
Josh Kresha 707428-7606 707-580-1013 Verizon Police
Juan Gomez 707-428-7495 707-580-8297 Verizon Finance
Juanita Johnson 707.428.7628 707.580.9121 Verizon Parks and Recreation Julie De Guzman 707-428-7568 707-333-9673 Verizon Finance Kelly Ballard 707-428-7401 707-920-1295 Verizon City Manager Kristan Weihe 707-428-7566 707- 592-3985 AT&T Finance
Kristina Chamberlin 707.428.7470 707.580.8943 Verizon Parks and Recreation Larry Palmer 707-428-7221 707-333-4527 Verizon Fire
LaTanna Jones 707- 428-7647 707-673-7168 Verizon Housing Services Leslie Sexton 707.428.7364 707.980.1686 AT&T Human Resources Mandi Ladd 707-428-7372 707-592-0725 Verizon Fire
Marie Taylor 707-428-7521 707-718-5863 Verizon Community Development Matt Bloesch 707-428-7513 707-580-0145 Verizon Police
Matt Luckenbach 707-436-7222 707-249-8454 Verizon Fire Matt Thomas 707-428-7340 707-580-0085 Verizon Police
Meghan Sullivan 707.399.5626 707.880.0569 Verizon Parks and Recreation Meily Sheehan 707-428-7474 707-673-6302 Verizon Community Development Michael Hether 707-428-7493 707-718-0454 Verizon Public Works Michele Burleson 707-428-7036 707-920-4798 Verizon Finance Mike Less 707-428-7515 707-330-6910 Verizon Finance
Myles Dixon 707-428-7567 707-490-9850 Verizon Finance
Paul Kaushal 707-428-7477 707-249-6018 Verizon Public Works Peter Perez 707-428-7541 707-716-6989 Verizon IT
Robb Herrick 707-428-7065 707-333-8953 Verizon Fire
Ryan Olsen 707.428.7726 707.716.6080 Verizon Parks and Recreation Ryan Panganiban 707-428-7017 707-317-3355 Verizon Public Works Sam Rowland 707-428-7702 707-580-1035 Verizon Police
Stacy Phillips 707.428.7719 707.580.8342 Verizon Parks and Recreation Packet Page 889 of 1095Attachment 2 Page 256 of 457

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Emergency Operations Plan

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Employee Name Desk Work Cell Carrier Department
Stefan Chatwin 707-428-7399 707-920-1704 Verizon City Manager Steven Conti 707-428-7550 916-549-4548 Verizon Fire
Taylor Armour 707-428-7593 707-330-3466 Verizon Fire
Tenzin Gangnay 707-428-7569 707-301-7652 AT&T Finance
Tim Shephard 707-428-7720 707-330-5713 Verizon IT
Tony Velasquez 707-436-7226 707-580-5462 Verizon Fire
Tossah Woodruff 707-428-7376 707-470-9629 Verizon Fire Travis Jones 707-428-7540 707-249-3411 Verizon IT
Trent Herron 707-428-7081 707-592-8333 Verizon Fire
Tyler Hays 707-436-7220 707-639-0731 Verizon Fire
Vurnchoy Saeturn 707-580-2241 Verizon IT
Whitney Skillman 707-428-7753 707-580-2265 Verizon City Manager The following tables may be used to assign City staff to individual EOC positions.

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Emergency Operations Plan

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Emergency Operations Plan

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EOC-MANAGEMENT

POSITION PRIMARY

SECONDAR
Y
Title Name Email Name Email
EOC Director
Public Information
Officer
EOC Manager
EOC Liaison / Safety
City Council Liaison
Legal Advisor / City
Attorney
Scribe
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Emergency Operations Plan

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EOC-OPERATIONS

POSITION PRIMARY SECONDARY
Title Name Email Name Email
Operations Chief
Law Enforcement
Public Works / Utilities
Building / Engineering
Care, Shelter &
Animals, Functional
Assessment
Damage Assessment
Fire & Rescue
Operations
EMS & Hazardous
Materials
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Emergency Operations Plan

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EOC- PLANNING AND INTELLIGENCE

POSITION PRIMARY

SECONDAR
Y
Title Name Email Name Email
Planning Chief
Situation Status /
Analysis
Resource Management
Technical - GIS
Social Media
Documentation /
Message Center
Advanced Planning /
Recovery To be assigned later to Situation Status as required/needed as event unfolds

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Emergency Operations Plan

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EOC-LOGISTICS

POSITION PRIMARY

SECONDAR
Y
Title Name Email Name Email
Logistics Chief
Supply/Food/Procureme
nt
Transportation
Resources
Communications
Liaison / IT
Personnel / Volunteers

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Emergency Operations Plan

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EOC-FINANCE

POSITION PRIMARY

SECONDAR
Y
Title Name Email Name Email
Finance Chief
Cost Accounting
Time
Comp & Claims
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Emergency Operations Plan

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Emergency Operations Plan

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Appendix E. Incident Specific Annexes
These Incident-Specific Annexes provide additional details to City staff responding to various emergency events. These Annexes work in support of the Basic Plan and are not intended to override or counteract any direction in that document. These Annexes provide direction both during and prior to EOC activation.

GENERAL OPERATIONAL OBJECTIVES Each Incident-Specific Annex contains initial operational objectives, which are steps that should be followed immediately upon EOC activation. In addition to these specific objectives, the following general objectives should be followed immediately when the EOC is activated, regardless of the incident type. • To activate the EOC, take all steps necessary, including establishing the EOC location (selecting an alternate site if the primary site is inaccessible or unusable) and calling all needed EOC staff to report.
• Establish EOC functionality and communications, including staff accountability, emergency power, radios, telephones, computers, Internet and internal City network, printer, video conferencing systems, television, and others as needed. • Distribute a Communications Plan to City staff, stakeholders, government officials, members of the media, and others as appropriate. Use ICS Forms 205 and 205A. • Conduct damage assessments of City facilities and infrastructure, prioritizing critical facilities and infrastructure.
• Assess damage to critical facilities and infrastructure not owned by the City, including state roadways, electricity and natural gas systems, and hospitals. • Assess the status of City staff.
• Establish and promulgate an EOC staff rotation schedule. • Participate in the Unified Command if one is established. • Ensure safe operations for all EOC activities.

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Emergency Operations Plan

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Emergency Operations Plan

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E.3 Annex 1: Active Killer/Hostile Event
An active killer/hostile event (AKHE) is an incident in which a person (or, less commonly, multiple people) is actively killing or attempting to kill people within a specific area. The perpetrator(s) may use firearms, bladed weapons, explosives, or other weapons to carry out the attack.

Situation and Assumptions
The perpetrator may or may not have a connection to the selected location. In most cases, the perpetrator selects victims randomly rather than targeting specific individuals.

Active shooter/violent intruder events may occur anywhere, although they are more common in offices, institutions (e.g., schools or hospitals), malls or other major commercial centers, and public gathering spaces.

Active killer/violent intruder events can be over very quickly, often 10 to 15 minutes, and approximately half of such incidents are resolved by the time emergency responders arrive. Less commonly, an active killer/violent intruder incident may develop into a hostage situation. Some active killer/violent intruder events may be considered acts of terror.

Active killer/violent intruder incidents most commonly end when the attacker commits suicide (40%), or law enforcement officers kill or subdue the attacker (29%). Some attacks end when the victims kill or subdue the attacker (19%). In more rare instances, the attacker may surrender to law enforcement (7%) or attempt to flee (5%). Note that in cases where the perpetrator committed suicide, 62% did so before law enforcement arrived.3

An AKHE may cause one or more of the following direct impacts on the City • Substantive injuries or death to community members.
• Property damage, including potentially significant damage if explosives were involved. • Road congestion from the need to establish barricades to isolate the scene of the incident.

3 Federal Bureau of Investigation. https://www.fbi.gov/file-repository/active-shooter-study-2000-2013-

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Concept of Operations
Active killer/violent intruder events primarily fall under the purview of the City Police Department. The Police Department, and other City departments that may need to be involved, may be able to act independently within their normal operating procedures to respond to the active killer/violent intruder incident. Depending on the scope and other characteristics of the incident, the response may require central coordination, leading to the activation of the EOC. If the EOC is activated, response activities will be guided by the EOP. The EOC, if activated, will be responsible for primary direction and control for the duration of the event. Refer to the Concept of Operations section in the Basic Plan for general information about the role of the EOC.

If the active killer/violent intruder event exceeds the capacity of the City Police Department and other City departments to respond, the City may request mutual aid. In accordance with the California Law Enforcement Mutual Aid Plan, such aid will be requested from adjacent or neighboring jurisdictions through the Operational Area. Evacuation routes, if needed, will be developed in coordination with the Solano County Sheriff’s Office and the California Highway Patrol.

Tasks
The City will be responsible for the overall direction and control of any emergency response activities within the City limits. In an active killer/violent intruder incident, this will involve eliminating the threat, providing emergency medical treatment, evacuating survivors and bystanders, providing traffic control, family reunification, and collecting evidence. See the Concept of Operations section in the Basic Plan for general information.

Law enforcement personnel will generally be the first to respond to an active killer/violent intruder event, followed by emergency medical responders. Others will respond as necessary. There are three critical, initial tasks that emergency responders must carry out when responding to an active killer/violent intruder incident:

Task 1: Eliminate the threat
• This is the first and foremost consideration of law enforcement and should be initiated as soon as law enforcement officers arrive on the scene and have the tactical capability to do so.
• Eliminating the threat should take precedent over all other actions. First responders carrying out this task should not stop providing medical assistance unless it can be done quickly and without compromising the objective to eliminate the threat.

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• Eliminating the threat may involve directly confronting the perpetrator, using lethal or non-lethal force, as necessary. The perpetrator may choose to surrender voluntarily, and responders should be prepared to take the perpetrator into custody. • In some cases, the perpetrator may already be dead or incapacitated, either by committing suicide or (less commonly) by being subdued or killed by victims. • If reports from the scene mention multiple perpetrators or provide multiple descriptions of a perpetrator, law enforcement must ensure that all perpetrators have been eliminated as a threat.
• Be aware that in rare instances (approximately 5% of the time), the perpetrator will attempt to leave the scene prior to law enforcement arriving 4. • There may be innocent people taking shelter within the scene. To prevent unnecessary distractions or use of force, shout, or broadcast commands for people to remain calm, put down all items in their hands, raise their hands above their heads and always keep them visible, avoid making sudden movements, and other instructions as appropriate.

Task 2: Evacuate the scene
• Law enforcement must ensure the safety of people evacuating the scene while holding them at an assembly point. Set up an assembly point a safe distance from the active killer/violent intruder scene, using a pre-established point if feasible. • Establish barricades around the scene, assembly point, and post-law enforcement officers to maintain perimeter security.
• When law enforcement arrives, people may have already escaped the scene and may have gathered at pre-established locations. Others may escape as law enforcement enters the scene and begins to clear it. All evacuated persons must be guided to the designated assembly point.
• Shout or broadcast commands for people to remain calm, put down all items in their hands, raise their hands above their heads and always keep them visible, avoid making sudden movements, and other instructions as appropriate. This is particularly important for persons actively fleeing the scene.
• Persons evacuating can provide essential details about the event that may be critical to law enforcement officers. Obtain the identities of all persons, and conduct initial questioning on issues of immediate importance, such as the perpetrator’s name,

4 Federal Bureau of Investigation. https://www.fbi.gov/file-repository/active-shooter-study-2000-2013-

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description, and where they were last seen. Convey such information to law enforcement responders working to eliminate the threat.
• Evacuating persons may be injured. Conduct rapid triage and provide medical assistance to individuals needing immediate attention as soon as there are sufficient resources to do so.
• It may be necessary to evacuate persons in nearby properties for safety reasons. Collect any pertinent information about the perpetrator from such persons. • Be prepared to assist persons who are unable to self-evacuate. • In rare instances, the perpetrator may attempt to escape with the evacuating crowd. Law enforcement supervising the evacuation must take care to ensure that evacuating persons do not pose a threat.

Task 3: Provide rescue assistance
• Law enforcement and emergency medical personnel must enter the scene to rescue injured persons who cannot move or other persons who have not yet evacuated.

Responders conducting rescue assistance should wait for an area to be considered safe before entering. If rescuers are entering an area that is believed but cannot be confirmed to be safe, rescuers must wear force protection gear.
• Persons who do not require medical assistance must be evacuated to the designated assembly point.
• To the extent possible, rescuers should triage any injured persons and begin providing treatment to those with immediate medical needs.
• Persons with non-life-threatening injuries who cannot move or be moved should be treated at the scene as resources are available.
• Persons who can evacuate, including those with less significant injuries, should be evacuated to the assembly point for treatment if it is medically feasible to do so. • Rescuers should only assist people to the assembly point if doing so would not deprive the rescue teams of necessary resources to treat those with immediate or otherwise substantial medical needs.
• Some injured persons may need to be transported to medical facilities. To the extent possible, obtain all injured persons' identity and contact information. • If rescued persons provide information relevant to the ongoing situation, convey the information to the appropriate responders.

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To the extent possible, during the initial response phase, provide notifications to members of the public through appropriate channels. Focus on providing information intended to keep members of the public safe and informed as to the status of the active shooting/violent intruder event.

After carrying out these initial tasks, emergency responders should take the following actions:
• Obtain more detailed statements and contact information from all evacuated persons. • Continue to provide medical treatment for all injured persons as needed, prioritizing those with the greatest need for assistance.
• Conduct forensic investigations of the scene as appropriate. • Release evacuated persons from the assembly point when appropriate to do so. • Continue to maintain perimeter security around the scene and assembly point. • Support efforts at any family assistance center (FAC) activated for the incident. Provide staff to the FAC as required.
• Continue to communicate to members of the public, through appropriate means, about the incident.

The City Police Department Operations Center will likely be activated during an active killer/violent intruder event.

Direction and Control
For general information about direction and control during an active killer/violent intruder event, see the Concept of Operations section in the Basic Plan.

Increased Readiness Actions
Condition 3: There are reports of an active killer/violent intruder, and emergency staff is responding. The EOC is operating at Level I (Information Level). • Dispatch law enforcement and emergency medical response staff and other first responders that may be needed.
• Alert off-duty first responders and other relevant staff to the situation and inform them • that they may be mobilized.
• Activate the Police Department Operations Center as needed.

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• Reroute traffic as needed to isolate the scene.
• Notify members of the public and the media through appropriate channels. • Contact local medical facilities and inform them to prepare for incoming victims of an active killer/violent intruder event.

Condition 2: An active killer/violent intruder incident is ongoing. Coordination between multiple City departments is necessary. The EOC is operating at Level II (Alert Level). • Dispatch law enforcement and emergency medical response staff and other first responders that may be needed.
• Alert off-duty first responders and other relevant staff to the situation and inform them that they may be mobilized.
• Coordinate activities across City departments.
• Activate the Police Department Operations Center and other Department Operations Centers as needed.
• Reroute traffic as needed to isolate the scene.
• Contact local medical facilities and inform them to prepare for incoming victims of an active killer/violent intruder event.
• Notify members of the public and the media through appropriate channels.

Condition 1: There are or potentially are multiple active killer/violent intruder incidents or a single large active shooter/violent intruder incident that exceeds the City’s responsive capabilities or has the potential to become so. The EOC is operating at Level III (Respond Level).
• Mobilize all on and off-duty law enforcement and emergency medical response staff, along with other first responders that may be needed.
• Activate staff as necessary for EOC operations.
• Activate the Police Department Operations Center and other Department Operations Centers as needed.
• Reroute traffic as needed to isolate the scene.
• Coordinate with the Solano County Operational Area on the incident status and the need for any mutual aid.

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• Contact local medical facilities and inform them to prepare for incoming victims of an active killer/violent intruder event.
• Notify members of the public and the media through appropriate channels.

Initial Operational Objectives
• Eliminate the threat, emphasizing speed of response and protecting innocent lives. • Provide emergency medical treatment to injured persons. • Establish an assembly point a safe distance from the scene, where all persons evacuated from the scene should be gathered for identification, interviewing, and medical treatment. Exceptions will be made for persons who need immediate transportation to a medical facility.
• Establish a perimeter around the site and assembly point, and staff this perimeter to prevent unauthorized entry or exit.
• Establish a field command post and a location for mutual aid units to assemble • Evacuate nearby properties if necessary.
• Provide traffic control around the site to keep the public a safe distance away and provide clear access for first responders.
• Establish a family re-unification area a safe distance from the scene. • Establish a safe location for the media to gather.
• Notify members of the public about the incident, emphasizing keeping the public and informed as to the status of the active killer/violent intruder event, using NIXLE and SMC Alert as needed.

Administration and Logistics
Standard emergency administration and supply procedures will be used. See the Concept of Operations section in the Basic Plan.

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E.4 Annex 2: Cyberattack
A cyber-attack is an incident whereby an intruder or a group of individuals is either attempting or actively disrupting government or private sector information technology networks, systems, or any other electronically based infrastructure. Cyber-attacks may take a variety of forms and vary in the scale of their impact. Small attacks may come in the form of isolated attacks from software called malware (malicious software, such as computer viruses) against a few systems or networks. Larger incidents represent mass, coordinated attacks against multiple networks, systems, or pieces of municipal infrastructure.

Situation and Assumptions
Large-scale cyber-attacks have the potential to cause the mass failure of key pieces of government or private sector systems such as power, water, financial services, healthcare, telecommunications, transportation, or public safety. Such attacks may affect financial security, overall well-being, and potentially the health and safety of community members. Cyber-attacks can result in physical damage (for example, a malicious command to a piece of infrastructure may cause it to operate in a manner it was not designed for, damaging the infrastructure).

For the purposes of the City’s response, the likely primary systems affected by a hypothetical cyber-attack are transportation and government services. Cyber-attacks on internal computer networks, such as payroll systems or the City’s website, may also cause significant hardship.

Utilities such as telecommunications, power, and natural gas represent potential secondary targets as they are not managed by the City government. It should be assumed that all infrastructure and systems could be subject to cyber-attacks.

The rapid identification, containment, and dispatching of cyber-attacks are critical for maintaining public safety in the City. The City should coordinate and execute response efforts to large-scale attacks on municipal infrastructure, services, or networks. Secure and reliable communication networks are needed to ensure that public entities can facilitate appropriate response efforts. No single entity should act unilaterally to address a cyber-attack event, and cooperation and sharing of information is essential to ensure response efforts are executed quickly and safely. It is crucial to acknowledge that cyber-attack events are subject to happen at any time with no warning, and each one is unique in scale. Thus, responders need to be flexible in their administration of the response plan.

A cyber-attack event may cause one or more of the following direct impacts on the City:
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• Denial of service to residents attempting to access or use municipal online resources or services
• Hampered efforts by local emergency services to respond to resident calls • Disruptions to City employees attempting to complete public service requests or access or use networks, databases, or computers

Concept of Operations
For a small-scale cyber-attack event with minimal impact on City operations, preparation and response for activities will fall under the scope of the City Information Services Department or other staff normally responsible for managing technological resources. These responders will act independently within their standard operating procedures to address any issues that may arise during the cyber-attack event.

For a large-scale cyber-attack with significant public impacts on City operations or infrastructure, the EOC will be activated as appropriate, and the EOP will guide activities. In such instances, the EOC will provide primary direction and control during the event.

If the scale of the impacts of a cyber-attack event overwhelms the capabilities of the City, or if there is a mass cyber-attack event that targets the City and the region simultaneously, the City will then coordinate response efforts with adjacent counties through Southern Region Emergency Operations Center.

Tasks
The City will be responsible for the overall direction and control of emergency response activities within City limits or involving City infrastructure or computer systems. See the Concept of Operations section in the Basic Plan for general information.

Step1: Identify the Threat
It is necessary to assess the scale and nature of a cyber-attack event to mobilize an appropriate response properly.
A cyber-attack event may be in progress if the City cannot access its systems, communications, and transportation equipment is malfunctioning, or City employees cannot use or access digital resources or databases.

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Step 2: Isolate and Address the Cyber Attack
Restrict physical access to the areas with the affected systems to necessary personnel only to preserve fingerprints for later identification of potential event perpetrators (assuming attack is physically delivered to a system or computer). Determine if affected computers or networks need to be turned off or deactivated. Photograph the conditions of the affected computers or equipment. Quarantine affected computers or equipment by disconnecting them from networks and avoid accessing files from them as they could potentially spread viruses and amplify the cyber-attack event’s impact.

Step 3: Mobilization of Resources and Public Response
Secure any assets that may be subject to physical tampering. Assailants may use lapses in automated security to enter restricted or off-limits areas around pieces of critical infrastructure such as pumping stations or wastewater treatment facilities—dispatch law enforcement as appropriate to secure these areas.
Critical services or systems may be nonoperational, and backup and alternative systems may need to be deployed.
If water services are interrupted for a substantial period of time, more than 12 hours, and restoration of water systems is uncertain; the City must deliver water through alternate means until water services can be reinstated.
If communications between City departments or staff are compromised or nonoperational, then the City must initiate the use of backup communication systems, such as satellite phones, to allow critical communications to continue. If call centers for first responders or 9-1-1 services are compromised or nonoperational, then the City must execute rapid and continual triages of the City to determine if residents need fire, law enforcement, or other emergency response personnel. Communicate regularly with members of the media and the public on the status of the emergency, remembering that standard City means of communication may be unavailable.

Direction and Control
For general information about direction and control during a cyber-attack event, see the Concept of Operations section in the Basic Plan.

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Increased Readiness Actions
Condition 3: A City employee or law enforcement officer receives a report that a cyber-attack event may be unfolding and could affect City systems. There are not yet any reports of damage or affected systems, but there is the potential for the situation to develop into an emergency event.

The EOC is operating at Level III (Information Level).
Rapidly assess City systems, infrastructure, and communities to get a general sense of conditions and the scope of the damage.
Check on the status of City staff who are responsible for emergency response activities.

Alert personnel of the possibility of emergency duty.
Correct any damage in City facilities that could impede emergency response activities. Contact Beazley and Alliant for claims assistance.

Beth Diamond
Beazley Group
1270 Avenue of the America’s, Suite 1200 New York, NY 10020 Fax: (546) 378-4039
Email: [email protected]

Elaine G. Tizon, CISR
Assistant Vice President, Claims Advocate 100 Pine Street, 11th Floor San Francisco, CA 94111-5101
Voice: (415) 403-1458 Fax: (415) 403-1466
Email: [email protected]

Condition 2: A Cyber-attack event has occurred to some City systems or computers and/or electronically based infrastructure, and the impacts have affected some operations. The EOC is operating at Level II (Alert Level).
Rapidly assess City systems, infrastructure, and community to get a general sense of conditions and the scope of the damage.
Check on the status of City staff who are responsible for emergency response activities.

Mobilize necessary personnel, and alert others of the likelihood of emergency duty as appropriate.
Alert authorities from surrounding local governments and appropriate staff from Santa Mateo City.
Correct any damage in City facilities that could impede emergency response activities. Contact Beazley and Alliant for claims assistance.

Beth Diamond
Beazley Group
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1270 Avenue of the America’s, Suite 1200 New York, NY 10020 Fax: (546) 378-4039
Email: [email protected]

Elaine G. Tizon, CISR
Assistant Vice President, Claims Advocate 100 Pine Street, 11th Floor San Francisco, CA 94111-5101
Voice: (415) 403-1458 Fax: (415) 403-1466
Email: [email protected]

Condition 1: A cyber-attack has occurred, and many City systems and/or electronically based infrastructure are affected or non-operational. The event may impact the City beyond its ability to respond with its own resources, and cooperation with other authorities or higher levels of government may be necessary. The EOC is operating at Level I (Respond Level). Rapidly assess City systems, infrastructure, and community to get a general sense of conditions and the scope of the damage.
Check on the status of City staff who are responsible for emergency response activities.

Mobilize necessary personnel, and alert others of the likelihood of emergency duty as appropriate.
Correct any damage in City facilities that could impede emergency response activities. Activate the EOC and all necessary staff and commence action planning. Prepare for 24-hour operations of emergency response activities. Prepare to handle emergency transportation requests.
Mobilize emergency response crews.
Alert authorities from neighboring counties.
Contact Beazley and Alliant for claims assistance.

Beth Diamond
Beazley Group
1270 Avenue of the America’s, Suite 1200 New York, NY 10020 Fax: (546) 378-4039
Email: [email protected]

Elaine G. Tizon, CISR
Assistant Vice President, Claims Advocate 100 Pine Street, 11th Floor San Francisco, CA 94111-5101
Voice: (415) 403-1458 Fax: (415) 403-1466
Email: [email protected]
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Contact the U.S. Computer Emergency Response Team and request help as necessary. Determine the estimated period that transportation and other infrastructure may be disrupted or non-operational (if affected) and notify the public and provide continual updates.

Initial Operational Objectives
• Identify and isolate the threat to prevent it from spreading and expanding its impact. • Alert and cooperate with other governmental jurisdictions. • Secure infrastructure with compromised security as quickly as possible. • If water or wastewater service is lost, restore service as soon as it is safe and feasible, making provisions for temporary emergency service as needed. Coordinate with Pacific Gas and Electric, Fairfield Suisun Sewer District, and other utility providers to restore any other services experiencing outages.
• Use Alert Solano and other appropriate methods to the extent such systems are available to provide updates on the estimated time until water, transportation, and any other affected services are restored to full operations.

Administration and Logistics
Standard emergency administration and supply procedures will be used. See the Concept of Operations section in the Basic Plan.

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E.5 Annex 3: Dam Inundation
This Incident-Specific Annex provides details to support an effective response to and recovery from a dam inundation emergency. It is intended to supplement the information and instructions in the Basic Plan.

Situation and Assumptions
Dam inundation occurs due to the failure of a dam, levee, or aqueduct structure, or if its foundation is damaged to such a degree that the structure cannot hold back water. When this happens, some or all the water impounded by the dam, levee, or aqueduct is suddenly released, causing a very fast-moving flood downstream of the structure. Failures typically occur for one of several reasons:
seismic/geologic hazards, intense precipitation events, poor design, and/or deferred maintenance.

At times, these factors can work together, such as if a design flaw causes the floodwaters from an intense rainfall to erode parts of the structure and lead to a failure. Dam inundation is rare because structures are engineered to avoid failure.

The City faces potential inundation from a single dam, Pennsylvania Creek Dam. The US Army Corps of Engineers (USACE) determines the safety of a dam based on the hazard potential for damaging downstream environments (e.g., homes, businesses, infrastructure) in the National Inventory of Dams (NID).

This inventory includes critical information about dam facilities. Additionally, the California Department of Water Resources (DWR) also maintains in inventory of dams owns by State, Local, and private entities, which identifies similar information. Figure 1 identifies the overall area where dam inundation may occur. A more detailed view is available at the Department of Water Resources, Division of Safety of Dams, Dam Breach Inundation Map Web Publisher.

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Figure 1: Dam Inundation Zone

A dam inundation event may cause one or more of the following direct impacts within the County:
• Widespread injury or loss of life due to drowning or people being struck with debris • Property damage
• Displacement of many people in the flood’s path
• Local or regional disruption to infrastructure services

Due to the mechanisms in which a dam or aqueduct can fail, dam inundation is a threat to the City if large seismic events occur. While earthquakes themselves do not provide advance warning, other weather events that can result in inundation do provide advance warning, such as repeated heavy rainfall. Any advance warning would afford an opportunity to implement plans and procedures and to activate the City EOC.

Often the safest way to handle a pending, uncontrolled dam breach is to perform a controlled breach of the structure.

The owners of all dams in California are required to develop and maintain an Emergency Action Plan with inundation maps. The California Department of Water Resources, Division of Safety of Packet Page 915 of 1095Attachment 2 Page 282 of 457

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Dams and the Governor’s Office of Emergency Services provide guidance and oversight of non- hydro-electric producing facilities. The County Office of Emergency Services maintains copies of dam EAPs. They also participate in annual training provided by dam operators.

Concept of Operations
Dam inundation has the potential to cause serious destruction to infrastructure and severely risks people’s lives. Rapid notification of potential dam inundation incidents is critical to protect downstream populations. Depending on the dam in question, it may be necessary to make a Proclamation of Local Emergency. County emergency actions must be based on the notification provided by the dam owner and the potential impacts that could result from failure. Evacuations will likely be necessary, and routes will need to be clear for movement outside of potential inundation zones (Figure 1).

Tasks
The City will be responsible for the overall direction and control of any emergency response activities within its jurisdictional limits. In the case of dam inundation, this will likely involve emergency notifications and alerts, evacuation and sheltering, search and rescue, security in affected areas, cleanup, frequent public communications and status updates, and other tasks as needed. See the Concept of Operations section in the Basic Plan for general information.

Step1: Identify the Threat/Notification. The dam owner will most likely provide notification of an imminent/occurring, or potential dam failure using procedures in their dam EAP. Notification is made by the dam operator using their notification flowcharts in their dam EAP.
Maintain contact with the dam operator and coordinate status updates on dam conditions and water levels
Determine the potential inundation area, the populations and facilities that may be at risk Determine the need for evacuation of downstream populations in the anticipated area of potential impact
Dam operators will begin implementing response activities and repairs. Dam operators will provide security and technical assistance on site.

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Step 2: Evacuate Inundation Zones
Based on the initial assessment, rapidly survey the communities at risk to determine the scope of potential damage. This survey should include identifying critical facilities and other infrastructure and noting any roadways that could become flooded. Identify potential safety hazards such as Hazmat sites that could impede or threaten response activities.
If the notification is a Condition/Level I: Dam Failure Imminent or Occurring, use Alert Solano to order an evacuation of the dam inundation area. (Note: The City is responsible for determining the need for and ordering an evacuation.) Immediately activate the EOC. Instruct EOC and other County staff to avoid traveling through the potential inundation zone. County staff can be affected by a dam inundation incident and need to evacuate themselves and their families before responding.

Any major breach and impending flooding will almost certainly cause infrastructure loss (power outages and loss of communication systems). Minor breaches may potentially cause similar events, however on a more limited scale. During the initial response phase, backup power supplies and communication equipment may be needed until normal service is restored.

Once City emergency management staff have developed basic situational awareness of the potential extent of the emergency, take the following steps:
If the notification is a Condition/Level II: Potential Dam Failure, decide whether to activate the EOC and if so, at what level. Note that the primary EOC may be inaccessible in the event of a dam breach. Alternate EOC locations are listed in the EOP Base Plan. Mobilize all necessary emergency response staff including search and rescue resources If a breach occurs, conduct a rapid damage survey of the affected area of the County, identifying the areas in most need of an immediate response. Use available aviation assets if possible or necessary.
Deploy available emergency response staff to these areas with the highest priority. As more resources become available and issues requiring immediate response are addressed, deploy additional resources to lower-priority areas and tasks. Activate emergency shelters as needed.
Distribute information to members of the public about shelter locations. Evacuate persons needing immediate assistance from the flood impacted areas including Individuals such as incapacitated hospital patients and patients in skilled nursing facilities.

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Evaluate buildings that may be unsafe for occupancy due to location within the inundation zone. Tag them appropriately.
Update the response priority status to reflect new intelligence from the detailed survey and other sources and deploy available resources accordingly. Continue to update the priority status of different areas and emergency conditions, based on reports from emergency responders, and deploy available resources to respond to the remaining highest priority situations.

Direction and Control
For general information about direction and control during a dam inundation event, see the Concept of Operations section in the Basic Plan.

Increased Readiness Actions
Condition 3: A dam owner or operator notifies City authorities that they are activating their dam EAP at Condition/Level II. There are not yet any reports of damage outside of the identification of a problem, but there is the potential for the situation to develop into an emergency event. The EOC is operating at Level I (Information Level).
Open the appropriate dam EAP
Coordinate with dam owners/operators to obtain additional details on the status and timing of a potential inundation event.
Rapidly access areas of the County in the inundation zone(s). Ensure that the EOC is not in an inundation zone; if it is, select a secondary location, outside of the affected area (see Figures 1).
Determine the status of County staff. Alert personnel of the possibility of emergency duty.
If there is a high potential risk to downstream populations and properties, initiate evacuation procedures.
Activate emergency sheltering procedures that are identified in the Care and Sheltering Annex.

Condition 2: A dam owner or operator notifies City authorities that they are activating their dam EAP at Condition/Level I. There is an imminent need to notify the public. The EOC is operating at Level II (Alert Level).
Use Alert Solano to order an evacuation of the dam inundation area. (Note: The City is responsible for determining the need for and ordering an evacuation.) Packet Page 918 of 1095Attachment 2 Page 285 of 457

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Proclaim a State of Local Emergency, if necessary
Prepare for 24-hour operations of emergency response activities. Prepare to handle emergency transportation requests.
Mobilize emergency response crews.
Determine emergency shelter locations and alert facility owners. Alert local health care facilities to ensure they can transfer or accept hospital patients impacted by the inundation event.

Condition 1: A dam or aqueduct inundation has occurred and there is a need for search and rescue, damage assessment and care and shelter operations. The event is beyond the City’s ability to respond with its own resources. Mutual aid may be necessary. The EOC is operating at Level III (Response Level).
Conduct search and rescue, and recovery missions, as necessary. Activate damage assessment teams. Refer to the Earthquake Incident Annex for additional details.
Activate emergency shelters. Refer to the EOP Mass Care and Shelter Annex. Establish reunification centers as required.

Initial Operational Objectives
• Conduct evacuations as required. Use Alert Solano to provide emergency notification and orders.
• Deploy Police Department resources to conduct community notification and support evacuations, as necessary.
• Conduct a rapid survey of the City, supported by the EOP Information Collection Plan, to assess the incident.
• Activate and open emergency shelters as required.
• Coordinate with Pacific Gas and Electric and Fairfield Suisun Sewer District for utility service restoration
• If water or wastewater service is lost, restore service when safe and feasible to do so. If mutual aid is required, submit requests through CALWARN. • Request mutual aid as required, recognizing that if the event was triggered by a regional earthquake that mutual aid resources may not be available for hours or days.

Administration and Logistics
Standard emergency administration and supply procedures will be used. See the Concept of Operations section in the Basic Plan.

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E.6 Annex 4: Seismic/Earthquake
This Incident-Specific Annex provides specific details to support effective response to and recovery from an earthquake emergency. It is intended to supplement the information and instructions in the Basic Plan.

Situation and Assumptions
Earthquakes may occur at any time and with no warming. They may be caused by any number of identified Alquist-Priolo faults in the region, including events up to 8.0M on the San Andreas Fault. Smaller faults may also cause earthquakes, although these faults have a lower chance of causing catastrophic damage.

A significant earthquake event could cause major damage throughout all of the City. Older un- retrofitted structures have a greater risk of being damaged or destroyed, although a strong enough earthquake may damage even newer, well-built structures.

Areas built on sandy/loamy soils are also at risk of liquefaction, an earthquake-induced phenomenon that could cause buildings and other structures to collapse.

Any major earthquake would almost certainly be followed by a series of other earthquakes called aftershocks. Aftershocks are smaller than the main shock but may still be strong enough to cause damage. Aftershocks may persist for hours or days following the main shock.

Earthquakes are a regional event. An incident strong enough to cause substantial damage to the City would almost certainly have significant impacts throughout the Owens Valley, Death Valley, the high desert, and parts of or the entire Southern California region.

An earthquake event may cause one or more of the following direct impacts on the City. • Significant structural damage or total collapse of buildings and other structures. • Downed trees.
• Collapsed power lines and communication towers.
• Broken roadways and rails, causing interruptions to transportation systems. • Ruptured water and wastewater pipes, interrupting service and potentially causing flooding or environmental health hazards.
• Earthquake-induced landslides in hilly areas.
• Releases of hazardous materials.
• Road congestion from traffic light outages.

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• Fires from natural gas leaks or damaged electrical equipment. • Widespread and significant injuries or death to community members.

A substantial earthquake event would require significant mobilization of City resources as well as extensive coordination with external agencies. Search and rescue and shelter activities would be paramount in such an event. Damage assessment, cleanup, and recovery activities would also be highly important, and would likely require external cooperation.

Concept of Operations
Minor earthquakes may result in direct impacts such as road congestion from traffic light outages, broken water pipes, and cracks in roadways. Individual City departments such as Public Works, and the Fire Department will likely be able to act independently within their normal operating procedures to address any issues, coordinating with external agencies such as Pacific Gas and Electric and Fairfield Suisun Sewer District as needed.

In some cases, a response to minor earthquakes may require central coordination, leading to activation of the City EOC. Major earthquakes, with resulting widespread damage, will require EOC activation. Regardless of the size of the earthquake, if the EOC is activated, response activities will be guided by the EOP. The EOC will be responsible for primary direction and control for the duration of the incident. Refer to the Concept of Operations section in the Basic Plan for general information about the role of the EOC.

Major earthquakes are regional events, and any impacts experienced by the City will also be experienced by nearby communities. In the event of a substantial earthquake, the City will need to coordinate its efforts with neighboring communities and the Solano Operational Area. State and Federal activities will be coordinated in accordance with the Bay Area Catastrophic Earthquake Response Plan, a joint effort between Cal OES and FEMA.

During a major earthquake, surrounding communities may need to commit their resources to immediate responses within their own jurisdictional limits. Mutual aid may be delayed until out of area resources arrive from more distant communities that experienced fewer or no effects.

Evacuation routes will be developed in coordination with the City, the Solano County Sheriff’s Office, and the California Highway Patrol.

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Tasks
The City will be responsible for the overall direction and control of any emergency response activities within its jurisdictional limits. In the case of a major earthquake, this will involve search and rescue, traffic control, evacuation and sheltering, security in affected areas, cleanup, frequent public communications, and other tasks as needed. See the Concept of Operations section in the Basic Plan for general information.

Due to the sudden nature of earthquake events and the widespread damaged caused by a major earthquake, there are two critical tasks that must be performed immediately after an earthquake occurs:
Rapidly survey the affected communities to obtain a general sense of conditions and the scope of damage. This should include identifying areas of more severe damage, determining the status of critical facilities and infrastructure, and noting any blocked roadways or safety hazards that could impede or threaten successive response activities. Check on the status of City staff who are responsible for emergency response activities, including whether they can reach their base of operations (noting that blocked roads, fallen trees or other debris, or other hazards may act as barriers). Bear in mind that if a major earthquake has occurred, staff will need to confirm the status of their homes and families and take steps to ensure the immediate safety of their household, before responding.

Any major earthquake will certainly cause power outages and loss of communication systems.

Minor earthquakes may potentially cause similar events. During the initial response phase, backup power supplies and communication equipment may be needed until normal service is restored.

Once City emergency management staff have developed basic situational awareness of the extent of the emergency, the following steps must be taken:
Decide whether to activate the EOC, and if so to what level. Note that the primary EOC may be damaged or accessible. Alternate EOC locations are listed in the EOP Base Plan. Mobilize all necessary emergency response staff.
Utilize the USGS Pager to obtain a rapid report of the magnitude of the earthquake and an initial shake map.
Complete a HAZUS analysis or obtain an analysis from the Cal OES Southern REOC.

The combination of the USGS Pager data and the HAZUS analysis will provide a rough order of magnitude of the earthquake impacts
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Conduct a rapid damage survey of the City, identifying the areas most in need of an immediate response. Use available aviation assets if possible. Deploy available emergency response staff to these areas with the highest priority. As more resources become available and issues requiring immediate response are addressed, deploy additional resources to lower-priority areas and tasks. Impress upon responders that they must not stop at the first emergency encountered. If the initial damage survey or other early reports identify hazardous material leaks, immediately notify propane providers or the facility owner as appropriate. Evacuate any persons at risk of harm from indirect hazards.
Activate emergency shelters and distribute information to members of the public about shelter locations.
Evacuate persons needing immediate assistance, such as persons on life support systems, or at inoperable medical or care facilities.
Conduct a more detailed survey of the damage, with an emphasis on filling in gaps or following up on items flagged during the rapid assessment. Note that any aftershocks or emerging issues (e.g., fires caused by) gas leaks may cause conditions in some areas to be substantially different than identified during the initial survey. Evacuate buildings that are considered unsafe for occupancy and tag these buildings so they can be easily recognized.
Update the response priority status to reflect new intelligence from the detailed survey and other sources and deploy available resources accordingly. Continue to update the priority status of different areas and emergency conditions, based on reports from emergency responders, and deploy available resources to respond to the remaining highest priority situations.

Direction and Control
For general information about direction and control during an earthquake event, see the Concept of Operations section in the Basic Plan.

Increased Readiness Actions
If an earthquake occurs that is strong enough to be felt, regardless of magnitude, City Department Heads should immediately be notified and be directed to stand by for action.

Condition 3: An earthquake has occurred that is strong enough to be felt. There are not yet any reports of damage, but there is the potential for the situation to develop into an emergency event.

The EOC is operating at Level I (Information Level).

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Rapidly survey the City to get a general sense of conditions and the scope of damage. Check on the status of City staff who are responsible for emergency response activities.

Alert personnel of the possibility of emergency duty.
Correct any damage in City facilities that could impede emergency response activities.

Condition 2: An earthquake has occurred that is strong enough to be felt, and an emergency event is likely to develop. The EOC is operating at Level II (Alert Level). Rapidly survey the City to develop a general sense of conditions and the scope of damage.
Check on the status of City staff who are responsible for emergency response activities.

Mobilize necessary personnel, and alert others of the likelihood of emergency duty as appropriate.
Correct any damage in City facilities that could impede emergency response activities. Determine potential emergency shelter locations and alert facility owners. Contact the Southern REOC. Request a liaison to the EOC. Draft a Proclamation of Emergency.

Condition 1: An earthquake has occurred that is strong enough to be felt, and emergency events have developed or are imminent. The EOC is operating at Level III (Respond Level). Rapidly survey the City to develop a general sense of conditions and the scope of damage.
Check on the status of City staff who are responsible for emergency response activities. Correct any damage in City facilities that could impede emergency response activities. Activate the EOC and all necessary staff. Commence action planning. Prepare for 24-hour operations of emergency response activities. Proclaim an Emergency
Prepare to handle emergency transportation requests.
Mobilize emergency response crews.
Open and staff emergency shelter locations. Provide locations via public information methods.

Initial Operational Objectives
• Conduct a rapid survey of the City, supported by the EOP information collection plan, to assess the incident.

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• Determine any areas that require immediate evacuation due to potential or actual hazardous conditions.
• Activate and open emergency shelters as required.
• Develop and promulgate evacuation routes.
• Deploy Police Department resources to conduct community notification and support evacuations, as necessary.
• Coordinate with Southern Pacific Gas and Electric and Fairfield Suisun Sewer District, and other utility providers to restore services that have experience outages. • If water or wastewater service is lost, restore service as safe and feasible to do so. • Use Alert Solano to provide emergency notifications and orders. • Request mutual aid as required, recognizing that the regional nature of earthquakes may mean that mutual aid resources may not be available for a period of hours or days.

Administration and Logistics
Standard emergency administration and supply procedures will be used. See the Concept of Operations section in the Basic Plan.

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E.7 Annex 5: Flood
This Incident-Specific Annex provides specific details to support effective response to and recovery from a flood emergency. It is intended to supplement the information and instructions in the Basic Plan.

Situation and Assumptions
Floods predominately occur during the rainy winter season (roughly November to March), although some may occur in the summer due to monsoonal flow from the south. They are caused by very heavy rainfall or a long period of continuous or near-continuous moderate rain. More rarely, flooding can be caused by a break in water infrastructure.

Floods may occur quickly (flash flood) or slowly develop over several days.

The parts of the City at greatest risk for flooding are the areas near the Pacific Ocean. Flood events may cause one or more of the following direct impacts in the City:
• Destruction of power lines and power outages
• Communication system outages
• Water damage to vehicles and buildings
• Structural damage to homes and nonresidential buildings • Road and street congestion from traffic light outages • Road and street closures or congestion from flooding or debris • Disruptions to water and wastewater services
• Releases of hazardous materials
• Fires from natural gas leaks or damaged electrical equipment • In severe instances, significant injuries or death to community members

Major flood events could require significant mobilization of City resources. Such events may also require extensive coordination with external agencies to effectively conduct search and rescue, evacuation, sheltering, damage assessment, cleanup, and recovery activities.

Concept of Operations
For typical storms that cause little to no flooding, all necessary operations will be performed by normal City departments that usually handle such activities, including Public Works and the Police and Fire Departments. These organizations will act independently within their standard operating procedures to address any issues that may arise during the storm event.

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For major storms that cause significant and/or widespread flooding or flooding of a substantial magnitude that results from any other event, the City EOC will be activated as appropriate, and the EOP will guide activities. In such instances, the EOC will provide primary direction and control during the flood event.

If there is a need for regional evacuation or other regional operations, the City will coordinate its efforts with neighboring communities and the Solano County Operational Area. Evacuation routes will be developed in coordination with the California Highway Patrol.

Tasks
See the Concept of Operations section in the Basic Plan for general information. Information about flooding and related severe weather conditions is available from the National Weather Service (NWS) Active Alerts.

The City will be responsible for the overall direction and control of any emergency response activities within the City limits. Such activities may include warning notifications, evacuation, and rescue, security in affected areas, cleanup, or other operations that may be necessary.

The Public Works Department should perform pre-event inspections and preparatory activities, including the following:
Ensuring that adequate traffic control devices, cleaning and repair tools, sandbags, functional communication devices, first aid kits, and other necessary supplies are available and functional. City vehicles should be stocked with all appropriate equipment. Checking all storm drains for debris and cleaning any blockages. Checking all stormwater pumps for proper operations.
Making sandbags available to community members at the Public Works Yards and at other locations as appropriate and necessary.
If necessary, activate the Public Works Department Operations Center (DOC).

Direction and Control
For general information about direction and control during a flood event, see the Concept of Operations section in the Basic Plan.

Increased Readiness Actions
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Condition 3: A current or potential future event may develop into an emergency flood event. The EOC is operating at Level 1 (Information Level).
Monitor the NWS for information on watches, warnings, and alerts online at Active Alerts and through other sources, as necessary.
Review the condition and supply of all resources necessary for emergency response activities.
Check the readiness of all equipment necessary for responding to a flood emergency. Review the alert list with all personnel who may have a role in flood response. Provide information on the City’s website, and Facebook account, and other appropriate social media about flood readiness and response

Condition 2: A current or potential future event shows clear signs of developing into an emergency flood event. The EOC is operating at Level II (Alert Level) Continue to monitor the NWS for information on watches, warnings, and alerts online at Active Alerts and through other sources, as necessary.
Continue public information activities through appropriate channels. Develop detours and emergency routing plans and be prepared to implement these plans. Determine potential shelter locations and alert facility owners. Alert relevant personnel of potential emergency duties.

Condition 1: An emergency flood event is imminent or occurring. The EOC is operating at Level III (Respond Level).
Continue to monitor the NWS for information on watches, warnings, and alerts online at Active Alerts and through other sources, as necessary.
Activate the EOC and all necessary staff and commence action planning. Prepare for 24-hour operations of emergency response activities. Prepare to handle emergency transportation requests.
Mobilize emergency response crews.
Conduct public warning notifications through appropriate channels. Continue to determine potential shelter locations and alert facility owners.

Initial Operational Objectives
• Use the EOP information collection plan to assess the incident.

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• Determine any areas that require evacuation, including areas at risk of moisture-induced landslides.
• Finalize and promulgate evacuation routes.
• Repair City-owned pumps and clear City-owned storm drains as needed. • If water or wastewater service is lost, restore service as safe and feasible to do so.

Coordinate with utility provides to restore any other services that are experiencing outages.
• Activate and open shelters as required.
• Use Alert Solano to provide evacuation notifications and orders. • Deploy Police Department resources to conduct community evacuation notification. • Deploy Police Department resources to conduct evacuations if necessary. • Request mutual aid as required.

Administration and Logistics
Standard emergency administration and supply procedures will be used. See the Concept of Operations section in the Basic Plan.

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E.8 Annex 6: Hazardous Material Release
The production of and use of hazardous materials has become a normal part of society. A hazardous material is any substance that may be explosive, flammable, poisonous, corrosive, reactive, radioactive, or a combination thereof because of its quantity, concentration, or characteristics. Hazardous materials require special care in handling because of their risks to public health, safety, and the environment. A hazardous materials incident involves the uncontrolled release of hazardous substance(s) during storage. Use at a fixed facility or during transport.

Hazardous materials releases can be especially damaging if they occur in populated areas or along heavily traveled transportation routes. Because of the multitude of hazardous substances being transported, incidents are more likely to occur along transportation routes.

Situation and Assumptions
Hazardous materials are commonly stored, used, and manufactured in the City. Hazardous materials are transported throughout the City using roads, rail lines, pipelines, or flight paths.

Numerous industries and businesses use chemicals that pose a threat to their private property and employees. These industries and businesses must provide Material Safety Data Sheets (MSDS) to the supporting fire agencies that would encounter these chemicals when fighting fires on private property.

History shows that most hazardous materials incidents present no health hazard beyond the immediate site of a release. This is partly due to the controls that many facilities employ and to the response capabilities that exist in the City. There may be rare incidents that may have an adverse health impact beyond the immediate site of a release. In such an instance, an accidental release could threaten the local population or environment. A hazardous materials release incident may also be caused by or occur during another emergency, such as flooding, a major fire, or an earthquake.
• Hazardous materials releases can contaminate and/or injure people, up to and including creating a mass casualty incident. Injured individuals may leave the scene before the arrival of emergency responders resulting in hospitals receiving contaminated patients who did not arrive by EMS transport.
• The California Warning Center will notify the City’s emergency manager and other local authorities upon notification of a hazmat incident within the City. • A major hazardous materials incident may require the evacuation and/or shelter-in-place of citizens at any location within the City.
• The length of time available to determine the scope and magnitude of a hazardous materials incident will impact protective action recommendations.

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• During an incident, wind shifts and other changes in conditions may necessitate changes in protective action recommendations.
• If an evacuation is recommended because of an emergency, a large percentage of the population receiving notification in an affected area will relocate voluntarily when advised to do so by local authorities. Some residents will leave by routes other than those designated by emergency personnel as evacuation routes. Some residents of unaffected areas may also evacuate spontaneously. People who evacuate may require shelter in a mass care facility. There may be some who will not evacuate or will resist mandatory evacuation. There will also be people who try to re-enter the affected area. • Not everyone in an affected area will receive notification of protective action in a timely manner. The actual proportion of those receiving notification depends on several factors, including time of day, day of the week, and method(s) of notification. • Residents with special needs may require assistance when evacuating. • Hazardous materials could enter water or sewer systems and necessitate the shutting down of those systems.

Concept of Operations
Multiple organizations have roles and responsibilities for hazardous material releases. They include:

Local Agencies
Upon notification of a hazmat incident, the City initiates an emergency call-out of fire and other resources. The Fire Department has the lead role in the initial response to a hazmat incident that occurs within the City and has been provided training in hazmat response.

The California Department of Toxic Substance Control
The California Department of Toxic Substance Control (DTSC) is responsible for protecting California’s people and the environment from harmful effects of toxic substances by restoring contaminated resources, enforcing hazardous waste laws, reducing hazardous waste generation, and encouraging the manufacture of chemically safer products. The DTSC’s Emergency Response Unit (ERU) mission is to provide statewide response to actual and potential releases of hazardous substances that pose an acute threat to public health and/or the environment, including clandestine drug labs. The ERU interacts with several other state, federal and local agencies in carrying out these emergency response activities.

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The Emergency Response Unit responds statewide to requests for DTSC assistance for emergency removals from illegal/clandestine drug labs and other Hazardous Materials (HazMat) emergencies.

The Emergency Response Duty Officers handle requests for assistance.

California Office of Spill Response
The California Department of Fish and Wildlife’s Office of Spill Prevention and Response (OSPR) partners with leaders from tribal governments, counties, cities, and towns, and special districts to protect California’s natural resources. OSPR works to prevent, prepare for, and respond to oil spills and other deleterious materials and restore and enhance affected resources on inland waters, lakes, and waterways.

Environmental Protection Agency
The Environmental Protection Agency’s (EPA) emergency response program responds to oil spills, chemical, biological, radiological, nuclear, and large-scale national emergencies, including homeland security incidents. EPA provides support when requested or when state and local first responder capabilities have been exceeded.

The EPA and U. S. Coast Guard operate the National Response System (NRS), a mechanism that is routinely and effectively used to respond to a wide range of oil and hazardous substance releases.

It is a multi-layered system involving individuals and teams from tribal, local, state, and federal agencies and industry and other organizations. These groups share expertise and resources to ensure that response and cleanup activities are timely, efficient and minimize threats to human health and the environment.

Additionally, the EPA can deploy Environmental Response Teams (ERT) that provide regional and headquarters offices, federal, state, local agencies, and foreign governments with experienced technical and logistical assistance in responding to environmental emergencies, such as oil or hazardous materials spills. ERTs also aid in the characterization and cleanup of hazardous waste sites.

In California, any significant release or threatened release of a hazardous material requires immediate reporting by the responsible person to the Cal OES State Warning Center (800) 852-7550 and the Solano County Department of Environmental Health, Hazardous Materials Section. The Hazardous Materials Section is the Certified Unified Program Agency (CUPA) for all cities and unincorporated areas within Solano County. They can be reached at 707-784-6765, Packet Page 932 of 1095Attachment 2 Page 299 of 457

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8 a.m. to 5 p.m. weekdays, and at Solano County Dispatch, 707-421-7090, evenings, holidays, and weekends.

Notifying the State Warning Center and Department of Environmental Health, Hazardous Materials Section, or 911 constitutes compliance with the requirements of section 11004 of title 42 of the United States Code regarding verbal notification of the State Emergency Response Commission and Local Emergency Planning Committee (California Code of Regulations, Title 19 Section 2631 (e)).

The Cal OES HazMat Section can help decide how to respond to a spill. They can be reached at (916) 845-8798. In addition, CHEMTREC maintains an extensive database of Safety Data Sheets, chemical information references resources, and networks of chemical and hazardous material experts. CHEMTREC provides access to technical information regarding chemical products and telephone access to product specialists, chemists, or other experts. (1-800-424-9300 in the U.S. or 703-527-3887 outside the U.S.)

Tasks
The City will be responsible for the overall direction and control of emergency response activities within City limits or involving City infrastructure systems. See the Concept of Operations section in the Basic Plan for general information.

Step1: Identify the Hazardous Material Released
It is necessary to assess the scale and nature of a hazardous material release to protect responders and properly mobilize an appropriate response.

Step 2: Isolate and Address the Release
A release may be ongoing from a fixed site such as an airport or above-ground storage tank, or a vehicle. There are no active rail lines or pipelines in the City. If safe to do so, take steps to isolate the release source and contain the hazardous material.
Restrict physical access to the area to prevent injury or contamination.

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Step 3: Protect the Public
Based on the material and amount released and prevailing winds, determine the potential threat to downwind communities.
If necessary, issue evacuation or shelter in place orders. Be prepared to support traffic control for evacuation evolutions.

Step 4: Mobilization of Resources
If not already accomplished, contact the Cal OES Warning Center (800) 852-7550. If required, request mutual aid through the Master Mutual Aid Agreement. Participate in a Unified Command as required.

Direction and Control
For general information about direction and control during a hazardous material release incident, see the Concept of Operations section in the Basic Plan.

Increased Readiness Actions
Condition 3: A City employee or 911 receives a report of a potentially hazardous material release, or the State Warning Center alerts the City of the incident. The EOC is operating at Level I (Information Level).
Dispatch appropriately trained response staff to the spill site. Rapidly assess if a release has occurred, the material involved, and the scope of the release.
Use Material Safety Data Sheets (MSDS) to determine if the release poses a hazard to responders or the public.
If not already accomplished, contact the Cal OES Warning Center (800) 852-7550. If the release does not pose an imminent threat at the site, contain the spill and/or eliminate the source if possible.
Provide resources to clean up the spill

Condition 2:

A City employee or 911 receives a report that a hazardous material release has occurred, or the State Warning Center alerts the City of the ongoing incident. The EOC is operating at Level II (Alert Level).

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Dispatch appropriately trained response staff to the spill site. Rapidly assess the material involved and scope of the release. Use Material Safety Data Sheets (MSDS) to determine if the release poses a hazard to responders or the public.
If not already accomplished, contact the Cal OES Warning Center (800) 852-7550. If the release poses an imminent threat at the site but not to the general public, restrict physical access to the area to prevent injury or contamination. Contain the spill and/or eliminate the source if possible. Provide resources to clean up the spill

Condition 1: A City employee or 911 receives a report that a hazardous material release has occurred, or the State Warning Center alerts the City of the ongoing incident. Personnel at the release site determine the release poses an imminent threat to responders and the public. The EOC is operating at Level III (Respond Level).
Dispatch appropriately trained response staff to the spill site. Rapidly assess the material involved and scope of the release. Use Material Safety Data Sheets (MSDS) to determine the extent of the threat the hazardous release poses to responders or the public.
Evacuate and isolate the area.
If not already accomplished, contact the Cal OES Warning Center (800) 852-7550. Consider the need to issue shelter in place or evacuation orders to affected communities. Conduct evacuation of threatened communities.
Provide traffic control for evacuations as needed
Provide resources to clean up the spill.
If required, request mutual aid through the Master Mutual Aid Agreement. Determine the estimated period of time that transportation or other infrastructure may be disrupted or non-operational (if affected), and notify the public and provide continual updates
Participate in a Unified Command as required.

Initial Operational Objectives
• Identify and isolate the release to prevent it from spreading and expanding its impact. • Determine the threat to the public.
• Conduct alerts and warnings using Code Red.
• Evacuate communities at risk or direct shelter-in-place.

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• Consider the need for evacuation shelters and activate them as necessary. • Alert and cooperate with other governmental agencies. • Participate in a Unified Command if formed.
• Provide updates to the public and media using Code Red and other City public information systems/methods

Administration and Logistics
Standard emergency administration and supply procedures will be used. See the Concept of Operations section in the Basic Plan.

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E.9 Annex 7: Long Term Loss of Power/PSPS (To be
Developed)
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E.10 Annex 8: Wildland/Urban Interface Fire
Situation and Assumptions
The area of the City lies within a zone called the Wildland Urban Interface (WUI), where low- density development occurs within and adjacent to grasslands or forested areas. This area is recognized as a Very High Fire Severity Zone by the California Department of Forestry and Fire Protection.

Wildfires may develop in or spread into the WUI. Under the right circumstances, these fires may spread into more urbanized areas. Wildfires in the WUI are most common in autumn and late summer but may occur at any time of the year, depending on local conditions.

Climate change is expected to increase the risk of fires throughout much of California, including in the vicinity of the City.

A fire in the WUI may cause one or more of the following direct impacts in the City:
• Damage or destruction to homes and nonresidential buildings. • Destruction of power lines and power outages.
• Communication system outages.
• Road and street closures or congestion from active flames or emergency responder access needs.
• Road and street congestion from traffic light outages. • Disruptions to water and wastewater services.
• Releases of hazardous materials.
• Respiratory illnesses.
• In severe instances, significant injuries or death to community members.

Concept of Operations
Any fire in the WUI is inherently dangerous. Small fires may escalate quickly under the right conditions into a major conflagration. Preparation and response activities will fall under the scope of the City departments normally responsible for such actions, the Fire Department. These departments will act independently within their normal operating procedures to address any issues that may arise during the WUI fire event.

If a significant WUI fire occurs, or if there is the potential for a small blaze to grow into a major fire, the EOC will be activated as appropriate. In these instances, the EOP will guide activities, and the EOC will provide primary direction and control.

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The City’s WUI borders ______________, and unincorporated areas of Solano County. A WUI fire in the City will likely require coordination with these communities. To the extent that regional cooperation is required, the City will coordinate its efforts with neighboring communities and the Solano County Operational Area. Evacuation routes will be developed in coordination with the Solano County Sheriff’s Office and the California Highway Patrol.

Tasks
The City will be responsible for the overall direction and control of any emergency response activities within the City limits. Such activities may include firefighting and containment activities, warning notifications, evacuation and rescue, security in affected areas, cleanup, or other operations that may be necessary. See the Concept of Operations section in the Basic Plan for general information.

Given the proximity of the City’s WUI to other communities, a major WUI fire will involve the implementation of a Unified Command that involves the Solano County Operational Area and potentially the Cal OES Coastal Administration Region and the statewide level.

When conditions become suitable for wildfires, the Fire Department and other appropriate City agencies should conduct the following pre-event preparatory activities:
Clear brush and other fuel from City-owned properties in and around the WUI. Work with private property owners and other agencies to clear brush and other fuel from properties in and around the WUI not owned by the City. Check the working order of all City vehicles, equipment, and other resources necessary for firefighting and fire containment efforts. Make prompt repairs or secure replacement resources as needed.
Ensure that adequate traffic control devices, functional communication devices, first aid kits, and other necessary supplies are available and functional.

Direction and Control
For general information about direction and control during a WUI fire event, see the Concept of Operations section in the Basic Plan.

Increased Readiness Actions
Condition 3: A small fire has broken out in the City’s WUI and is not threatening any structures.

Conditions are not suitable for the fire to grow or spread. The EOC is operating at Level 1 (Information Level).

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Deploy Fire Department resources to contain and extinguish the fire. Monitor the NWS for information on watches, warnings, and alerts online at https://www.weather.gov/forecastmaps and other sources. Review the condition and supply of all resources necessary for emergency response activities.
Check the readiness of all equipment necessary for responding to a WUI fire emergency. Review the alert list with all personnel who may have a role in WUI fire response. Provide information on the City’s website, Facebook account, and other appropriate social media about the emergency to the extent relevant.

Condition 2: A fire in the City’s WUI is threatening structures, or a fire in the City’s WUI is not threatening any structures, but conditions may be suitable for it to grow or spread, or a fire has broken out in the WUI of an adjacent community and conditions may be ideal for it to spread into the City’s WUI. The EOC is operating at Level II (Alert Level) Deploy Fire Department resources to contain and extinguish the fire. If the fire is not within the City, coordinate with the lead jurisdiction on the best approach to provide aid. Inform off-duty Fire Department staff that they may be mobilized. Alert other relevant personnel of potential emergency duties.
Continue to monitor the NWS for information on watches, warnings, and alerts online at https://www.weather.gov/forecastmaps and other sources. Continue public information activities through appropriate channels. Issue evacuation orders for affected areas and deploy Police Department resources to make door-to-door notifications, provide traffic control, and provide security for evacuated areas. City resources will be needed to assist individuals who cannot self- evacuate.
Develop detours and emergency routing plans and be prepared to implement these plans. Determine potential shelter locations and alert facility owners.

Condition 1: There is an active fire in or adjacent to the City’s WUI. The fire is actively growing and spreading, or conditions allowing such growth are expected or imminent. The EOC is operating at Level III (Respond Level).
Mobilize and deploy all available Fire Department resources to contain and extinguish the fire. If the fire is not within the City, coordinate with the lead jurisdiction on the best approach to provide aid.
Continue to monitor the NWS for information on watches, warnings, and alerts online at https://www.weather.gov/forecastmaps and other sources.

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Issue evacuation orders for affected areas and deploy Police Department resources to make door-to-door notifications, provide traffic control, and provide security for evacuated areas. City resources will be needed to assist individuals who cannot self- evacuate.
Mobilize other staff as necessary for EOC operations. Prepare for 24-hour operations of emergency response activities. Prepare to handle emergency transportation requests.
Mobilize emergency response crews.
Conduct public warning notifications through appropriate channels. Continue to determine potential shelter locations and alert facility owners.

Initial Operational Objectives
• Initiate efforts to contain and extinguish the fire, or at minimum to control its spread, as situations allow.
• Determine any areas that require evacuation and deploy Police Department resources to conduct community evacuation notification.
• Finalize and promulgate evacuation routes and shelter locations as needed. • If water or wastewater service is lost, restore service as safe and feasible to do so.

Coordinate with PG&E and other utility providers to restore any other services experiencing outages.
• Use NIXLE and Alert Solano to provide evacuation notifications and orders. • Deploy Police Department resources to conduct evacuations if necessary and provide security and crowd control for evacuated areas.
• Request mutual aid as required.

Administration and Logistics
Standard emergency administration and supply procedures will be used. See the Concept of Operations section in the Basic Plan.

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Appendix F. Functional Annexes
Functional Annex A: Care and Shelter
Functional Annex B: Evacuation
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F.3 Functional Annex A: Care and Shelter

1. Introduction
The function of mass care and shelter is to provide relief to people temporarily displaced by natural, technological, or human-caused emergencies or disasters. This Annex outlines the City of Fairfield (City) planned response for mass care and shelter associated with large-scale disasters.

This Annex includes information regarding general mass care and shelter, which includes providing for individuals with disabilities and others with access and functional needs and feeding and human services. This Annex intends to create a mass care and shelter event framework within existing statutory obligations and limitations. This Annex does not apply to normal day-to-day operations; instead, it focuses on large-scale, catastrophic events that can generate unique situations.

2. Purpose
The purpose of this Annex is to define the framework for how the City will address the sheltering, feeding, and human service needs of persons affected by a disaster.

3. Scope
The Annex details the organization, responsibilities, and concept of operations for response and recovery functions during a potential, imminent, or declared emergency. It provides a structure in which to direct, manage, and control the following activities effectively:

• Mass Care: the provision of shelter, feeding, and bulk distribution of needed items and related services to persons affected by a large-scale incident • Human Services: the provision of essential supplemental services to support the personal and/or immediate recovery needs of individuals affected by a disaster. Attention is focused on more vulnerable persons who may need additional assistance to benefit from the mass care services described above because of age, health, disability, language, or medical condition. Effective service delivery requires coordination with non-governmental organizations.

The City’s model for shelter operations is integrated and inclusive. The City will use ADA-compliant shelter facilities or can be made compliant through modification, with showers and restrooms fully accessible to all occupants. Additionally, as part of shelter operations, the City will address the needs of individuals with disabilities and others with access and functional needs, which includes individuals who have developmental or intellectual disabilities, physical disabilities, chronic conditions, injuries, Packet Page 946 of 1095Attachment 2 Page 313 of 457

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limited English proficiency, or who are non-English speaking, older adults, children, people living in institutionalized settings, or those who are low-income, homeless, or transportation disadvantaged, including, but not limited to, those who are dependent on public transit or those who are pregnant.

There will be a transition from mass care emergency services identified above to longer-term recovery services and programs following a large-scale disaster event. This “recovery support” includes government assistance and more sustainable (i.e., ongoing) efforts that evolve from the community and faith-based organizations.

This Annex aligns with federal Emergency Support Function #6 – Mass Care, Emergency Assistance, Temporary Housing and Human Services (ESF #6) and with the State of California Emergency Plan Emergency Support Function 6 (ESF 6) – Care and Shelter. Some aspects of ESF #6 and EFS 6 are not included in this annex, including emergency assistance and temporary housing.

4. Authorities and References
The following authorities and references have informed the development of this Annex and guided the development of its contents. The same authorities and references provide direction for implementing the Annex’s operational components.

Federal
• The Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, as amended
• Post-Katrina Emergency Management Reform Act of 2006
• Pets Evacuation and Transportation Standards Act of 2006 • Americans With Disabilities Act of 1990, as amended
• Rehabilitation Act of 1973, as amended
• National Response Framework, 2020
• National Incident Management System (NIMS)
• Guidance on Planning for Integration of Functional Needs Support Services in General Population Shelters (FEMA)
• Mass Care/Emergency Assistance Pandemic Planning Considerations Guide (FEMA) 2020
• Individual Assistance Program and Policy Guide (IAPPG) (FEMA) 2019 Packet Page 947 of 1095Attachment 2 Page 314 of 457

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State
• California Emergency Services Act, California Government Code § 8550-8668 • Health and Safety Code § 34070
• Standardized Emergency Management System (SEMS)
• California Government Code § 8593.3 (2016) – Accessibility to Emergency Information and Services

Local
• Solano Operational Area, Solano County Emergency Operations Plan, Mass Care, and Shelter Annex, 2017

5. Assumptions
This Annex was developed and will be implemented based upon the following assumptions:

1. The Solano Operational Area has primary responsibility for the overall coordination of shelter operations in the OA. This includes site selection, shelter opening, closing, and managing available resources for shelter sites. It also includes communicating and coordinating with site managers and monitoring service delivery to ensure that shelters are providing a safe environment for displaced residents that meets both their basic and functional needs

2. The Director of City Emergency Services will appoint a Care and Shelter Branch Coordinator to coordinate care and shelter activities in the OA Emergency Operations Center (EOC)

3. The American Red Cross (ARC) will serve as the principal organization responsible for operating care and shelter facilities in coordination with the County and incorporated cities.

An agreement exists between the County o Office of Emergency Services (OES) and the ARC for the coordination of mass care and shelter operations

4. The ARC serves as the lead organization for developing potential shelter sites within the OA.

The County of Solano and incorporated cities have generally adopted ARC sheltering principles and practices as the standard for all shelter operations within the OA, regardless of whether the shelter is operated by the ARC, County, or an incorporated city. To augment ARC capabilities, cities within the OA train employees and volunteers to manage and operate shelters
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5. Licensed care facilities, including, but not limited to, Skilled Nursing Facilities (SNFs), Residential Care Facilities for the Elderly (RCFEs), and Adult Residential Facilities, must develop plans to relocate their clients to like-facilities that can provide a similar level of care

6. Past incidents indicate that approximately 5-10% of an evacuated population may seek shelter at a mass care facility. Most evacuees will stay with friends/family, move out of the area, or stay in a hotel

7. Evacuees in shelters will be provided with public information concerning the disaster through multiple modalities

8. A percentage of those seeking shelter may need transportation from impacted areas to care and shelter facilities

9. Medically fragile persons are best sheltered at medical facilities that can support their individual needs and caregivers. Nevertheless, medically fragile persons may be present at a general population shelter and will need care until they can be safely transferred to an appropriate facility

10. Generally, service delivery sites (shelters, fixed feeding sites, etc.) will meet ADA guidelines.

Temporary modifications may be necessary to meet these guidelines

11. The City’s shelter planning and procedures account for the unique needs of individuals with disabilities and others with access and functional needs.

12. In many cases, temporary evacuation points will be sufficient as opposed to shelters.

Temporary evacuation points may provide information and canteen services but do not provide overnight accommodations, thus requiring significantly less staffing and resources

13. In a case where local shelter capacity is insufficient, the OA EOC will coordinate with the State Department of Social Services (DSS) concerning the coordination of sufficient shelter locations for evacuees and will make efforts to ensure jurisdictions receiving evacuees from an impacted area agree to accept these individuals before evacuation. Coordination regarding any federal support will be through the OA and the State

14. City residents may choose to camp out, sleep in cars, or stay close to their property rather than go to an emergency shelter. These individuals may still have needs and expectations for disaster assistance from the government

15. In the immediate days after a major disaster, neighborhood organizations and houses of worship may emerge to provide care and shelter support independently of local government.

The challenge will be in coordinating and supporting their activities

16. In most emergencies, shelters will generally not operate for more than a week. However, in a catastrophic disaster, it is likely that long-term mass care and sheltering will be required until rental assistance and temporary housing resources become available. In that case, the OA Packet Page 949 of 1095Attachment 2 Page 316 of 457

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EOC Care and Shelter Branch must work with local, state, and potentially federal partners to transition from emergency sheltering to long-term sheltering

17. People in the affected population will seek to bring their household pets into shelters

6. Concept of Operations
The City will utilize the Care and Shelter Annex during any disaster event that requires a coordinated response to mass care and human services support. Procedures pertaining to this function are consistent with the National Incident Management System (NIMS), Standardized Emergency Management System (SEMS), and the Incident Command System (ICS). This Concept of Operations will outline the following care and shelter elements:
• Mass Care Operations
Sheltering
Feeding
Bulk Distribution
• Human Services
• Response Organization and Structure
• Roles and Responsibilities
• Notification and Activation Procedures
• Response Actions
• Deactivation Procedures

According to ESF #6, mass care operations are divided into three areas:
• Sheltering: Establishing operations which includes selecting shelter sites that maximize accessibility for individuals with disabilities and others with access and functional needs. • Feeding: Coordinating operations which includes procurement, preparation, distribution, and warehousing. May include the use of fixed sites and mobile feeding units. • Bulk Distribution: Distributing emergency relief items to meet urgent needs, including food, water, or other commodities.

Sheltering
During a large emergency incident affecting the entire Operational Area and requiring multiple shelter sites, coordination of shelter facility selection and operations will occur at the OA EOC, in coordination Packet Page 950 of 1095Attachment 2 Page 317 of 457

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with ARC. The OA will collaborate with affected cities and relevant partner organizations/agencies that may own/operate the facilities, such as school districts. Shelter sites will be selected from the ARC National Shelter System (NSS) based on the assumption that the public will want to be sheltered as close as possible to their neighborhood. If a shelter site in the City is selected, the shelter will generally be opened and managed by the American Red Cross with support from the City.

Following a major disaster that displaces a large population segment, ARC may not initially have adequate local resources to operate all the required shelter sites. Until they can mobilize their national response system (normally 5-7 days), City personnel can augment ARC capabilities by staffing and operating necessary service delivery sites, utilizing Disaster Service Workers (DSWs) and mutual aid resources. Trained employees and volunteers who may staff and operate emergency shelters should the need arise. Once the ARC national disaster response program is fully mobilized, the ARC will generally assume the lead role for most shelter management functions. The City provides overall coordination and support.

SHELTER OPERATIONS
To ensure consistent service delivery and a smooth transition in shelter management, incorporated jurisdictions within the Solano County OA generally follow mass care standards, guidelines, and procedures set forth by the ARC. Therefore, whether shelter sites are opened and operated by the ARC, County, or the City, they should operate according to the same principles.

Shelter sites managed by ARC personnel will report directly to the ARC. Shelter sites operated by County personnel will report directly to the OA EOC Care and Shelter Branch, and sites managed by City will report to the City EOC. Extensive, ongoing communication is required between the ARC, OA EOC Care, Shelter Branch, and the City to ensure coordinated support for shelter operations and avoid duplication when ordering resources.

The general rule of thumb is that if the ARC is managing a shelter, or if the site is operated under the auspices of the ARC (e.g., using ARC trained shelter management staff), then the site is considered an ARC shelter site, and the ARC assumes both the liability and cost of the operation. Moreover, the primary resource supply stream will come through the ARC. Typically, the ARC will do a pre- occupancy inspection of the facility with the facility manager before it is turned over for ARC use.

Based on the pre-occupancy inspection and a Shelter Agreement between the facility and ARC, reimbursement for facility damage will be honored by the ARC. The following shelter support functions may be provided:

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ARC Support
• Shelter managers and operations staff
• Health services (as defined by ARC protocols)
• Mental health services (given available disaster mental health service resources) • Meal, snack, and beverage service
• Operational supplies (cots and blankets, hygiene kits, signage, etc.) • Site security and traffic control
• Sanitation facilities (e.g., portable toilets, showers, hand washing stations) • Support for individuals with disabilities and others with access and functional needs • Housing relocation assistance for shelter residents
• Communications support
• Disaster spiritual care support

City/County Support
• Access to County-owned facilities/sites for use as shelters or other service delivery functions
• Post-earthquake structural assessment of sites
• Assistance with staffing or managing shelters
• Support with health and behavioral health services
• Operational supplies (cots and blankets, hygiene kits, signage, etc.) • Site security and traffic control
• Sanitation facilities (e.g., portable toilets, showers, hand washing stations) • Support for individuals with disabilities and others with access and functional needs • Transportation resources, including paratransit
• Housing relocation assistance for shelter residents
• Household pet sheltering and support
• Communications support
• Chaplain Corps services

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City Support
• Access to city-owned facilities/sites for use as shelters or other service delivery functions • Post-earthquake structural assessment of sites
• Assistance with staffing or managing shelters
• Operational supplies (cots and blankets, hygiene kits, signage, etc.) • Site security and traffic control
• Sanitation facilities (e.g., portable toilets, showers, hand washing stations) • Support for individuals with disabilities and others with access and functional needs • Transportation resources, including paratransit
• Housing relocation assistance for shelter residents
• Household pet sheltering and support
• Communications support

The City includes household pet care and sheltering issues in the care and shelter planning process.

When possible, household pet shelters will be co-located near general population shelters.

Shelter Supply System
Logistical support requirements for sheltering events can generally be resolved at the local level.

Resources to support operations may come from the ARC, County, City, partner organizations, or pre- identified local vendors and service providers.

Between the combined resources of the ARC, Solano County, and incorporated cities, there are enough stored supplies in the OA to accommodate over X,000 people in emergency shelters (this includes cots, blankets, comfort/hygiene kits, etc.). It may be necessary to request resources from outside the OA through established mutual aid systems during a catastrophic event.

Typically, the agency responsible for operating a site is primarily responsible for establishing the location's logistical support system. If a critical resource is unavailable through those established channels, a resource request can be submitted to the OA EOC. If the County determines that a requested resource is not available in the OA, the County will consider requesting resources through the State and federal mutual aid system. See Appendix C for a sample list of shelter supplies.

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Feeding Operations
As soon as possible, feeding operations should be established to serve people in shelters or other congregate locations. The situation will determine the scope of feeding operations. If the impacts of the incident are limited in scope, and the utility systems and restaurant/retail food distribution network are uninterrupted, feeding operations may be limited to providing meals, snacks, and beverages at shelters or other service delivery sites.

Typically, the ARC will work directly with their partners to prepare and deliver hot meals to shelters.

However, if the impacts of the disaster are widespread and include utility and private sector food distribution system disruptions, feeding operations may be extensive and involve some or all of the following activities:
• Fixed feeding at shelters and other service delivery sites • Fixed feeding sites strategically located in and around the impact area in facilities, such as community centers, churches, schools, or at an existing non-governmental organization (NGO) congregate meal sites (for persons not in public disaster shelters) • Mobile feeding (hot food, beverages, and snack items) in the impact area (ARC and The Salvation Army have mobile feeding units to supplement the efforts of fixed feeding facilities)
• Distribution of packaged food (meals), water, and possibly some miscellaneous feeding support materials.
• Food options for feeding sites that accommodate people with restricted diets (no salt, sugar- free, no potassium, gluten-free, etc.)
• Distribution of allotments issued through the Disaster Supplemental Nutrition Assistance Program (D-SNAP)

Food Source Options
In catastrophic disasters, when utility, transportation, and other infrastructure are disrupted, feeding operations may initially rely on pre-prepared, packaged meals that are shelf-stable, such as meals- ready-to-eat (MREs) or commercial products such as “heater meals.” As utilities are restored, or emergency field kitchens become available, feeding operations will shift from packaged meals to freshly-prepared hot meals. Local options for prepared food when utilities are functional include:
• Local restaurants, hotels, and other commercial suppliers (where the ARC has existing agreements)
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• Catering companies (where the ARC has existing agreements) • Large institutional kitchens that are affiliated with government agencies (such as jails, airports, universities)

Feeding options when utilities are disrupted include:
• MRE’s and “heater meals” available from the ARC (2-3-day shipment time) • Field kitchens are available through The Salvation Army, ARC, Southern Baptist Disaster Relief, and through mutual aid requests to the State and federal governments (for preparation of hot meals when local kitchens are largely unavailable) Bulk Distribution
Based on the event's severity, the bulk distribution of emergency relief supplies is another service that can be activated to support disaster victims. Bulk distribution programs are designed to provide individuals affected by disaster with access to supplies and materials that are life-sustaining (food and water) or support their recovery (cleanup supplies.)

Distribution programs also support the ability of people to continue to shelter-in-place at home versus evacuating to shelter sites for necessities. Distribution programs may be required when typical retail distribution systems have been disrupted. The types of items and amounts that may need to be distributed are based on the situation and may include some of the following:
• Shelf-stable food (MREs)
• Water (and containers for water)
• Limited amounts of ice (and ice chests)
• Tarps
• Blankets
• Clean-up kits

Agencies that usually establish bulk distribution programs following large, presidentially- declared disasters include:
• FEMA
• American Red Cross
• The Salvation Army
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Other community agencies have commodity distribution programs that operate on a day-to-day basis.

The Food Bank of Contra Costa and Solano has extensive food distribution networks in Solano County and partners with organizations in neighborhoods throughout the county. The Foodbank operates points of distribution (POD) throughout the County and has an extensive volunteer network that prepares items for distribution and supports PODs.

Points of Distribution
Depending on the scope of damage and the county's most heavily impacted areas, additional fixed distribution points may need to be established at strategic locations (either close to or inside the impact area), where the public can come to receive supplies. These POD sites are temporary local facilities where commodities are distributed directly to disaster victims. PODs will distribute commodities that FEMA and other relief entities provide to the local jurisdiction. Staffing of POD sites will be coordinated with local and State partners to ensure the presence of security at POD sites. POD sites generally have these characteristics:
• Easy access to major streets
• Large open paved area to park trucks or semi-trailers and off-load supplies • Traffic flow in and out of the site
• Potential for indoor storage

In addition to fixed distribution locations, mobile supply distribution (where trucks can roam the impacted area and distribute items off the truck) allows relief supplies to reach people who cannot come to fixed distribution points. It provides the opportunity to exercise some control over who accesses the materials because mobile supply distribution will target the worst impacted neighborhoods. The bulk distribution program should be scaled back or discontinued once access to normal retail outlets is restored (generally as soon as utilities are restored and roads reopened) so as not to inhibit the economic recovery of the private sector.

Human Services
The following human services are included in providing care and shelter response operations and constitute a significant focus of activity.

Family Reunification
To assist with reunification efforts, shelters may be equipped with technology (Wi-Fi, computers, tablets, etc.) to provide impacted individuals with access to communications systems that facilitate reunification. Some sites that facilitate reunification are American Red Cross Safe & Well, National Center for Missing and Exploited Children, Google Crisis Response, and Facebook Safety Check.

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Support for Individuals with Disabilities and Others with Access and Functional Needs Because of age, health, disability, language, or medical condition, persons may have access and/or functional needs within a shelter environment that need to be met before they can fully benefit from services being provided.

As defined by California Government Code, “the access and functional needs population consists of individuals who have developmental or intellectual disabilities, physical disabilities, chronic conditions, injuries, limited English proficiency or who are non-English speaking, older adults, children, people living in institutionalized settings, or those who are low income, homeless, or transportation disadvantaged, including, but not limited to, those who are dependent on public transit or those who are pregnant.”

To the maximum extent possible, programs, services, and activities provided to residents of care and shelter facilities will be inclusive of individuals with disabilities and others with access and functional needs. The following are some general guidelines for meeting these needs:
• Ensure the accessibility of disaster-related services, programs, and facilities comply with Title II of the ADA, including accessible transportation to reach service delivery sites. • Provide functional needs support services (FNSS) which enable individuals with disabilities and others with access and functional needs to maintain their usual level of independence, safety, and well-being in an integrated shelter environment Engage the Solano County Health and Human Services, the American Red Cross Disability Integration Team, and/or representatives from local disability organizations to help assess and identify functional needs at service delivery sites Obtain necessary durable medical equipment (accessible cots, transfer boards, walkers, portable ramps, etc.) and consumable medical supplies. Solano County maintains a cache of durable medical equipment and consumable medical supplies. Additional resources can be coordinated via the OA EOC
Refill prescription medications
Provide communications support (sign language interpretation, TTY access, assistive listening devices, translation services, Braille materials, etc.) Provide specific support services (behavioral health services, personal care assistance, space for service animals, etc.)
• Provide service animals and their owners with assistance and support, as needed, which may include access to accessible relief areas and food/water services Packet Page 957 of 1095Attachment 2 Page 324 of 457

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• Provide ongoing support for medically fragile persons evacuated to public shelter settings until they are transferred to a more appropriate care setting. In cases where community residential programs or care facilities need to evacuate, it is best for individuals in those facilities to be placed in a like-facility that can provide a similar level of care • As soon as practicable, provide interpretation and translation assistance at service delivery sites so that non-English speaking persons can convey needs and receive disaster information and services
• Provide for the unique needs of children, adults with children, and pregnant women, which includes providing nutritious, age-appropriate meals and snacks (including formula, bottles, etc.); age-appropriate health and behavioral health services; children’s bathing and first aid supplies; diapers, sanitation wipes, and proper disposal receptacles; private area for breastfeeding and quiet area for expecting mothers; and systems that protect the safety of children (including monitoring play areas, etc.)
• Arrange for transportation services to transport individuals from emergency shelter locations to other service delivery sites, pharmacies, etc. Transportation assets may include the use of bus, rail, and paratransit services

7. Care and Shelter Organizations
The following section describes the City’s organization and structural elements that support care and shelter operations.

EOC Care and Shelter Branch
If an incident requires the City to activate and operate shelters, the EOC will be the coordination point for response operations. Depending on the scope of the event, Solano County will coordinate an Operational Area-wide care and shelter organization. The City will support any shelters within the City or provide mutual aid as requested.

The following departments may send one or more representatives to the EOC to support City shelter operations:
• City Manager’s Office
• Parks and Recreation
• Human Resources

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In addition, the American Red Cross may assign a liaison to the City EOC to serve as a communication link. The ARC liaison in the City EOC will be assigned to the Care and Shelter Branch.

Care and Shelter Branch Staffing
Depending on the event and its needs, the City EOC Care and Shelter Branch may activate and staff the following functional units and/or corresponding positions.

Care and Shelter Branch Supervisor
The Care and Shelter Branch Supervisor is responsible for the overall coordination of shelter operations in the City. This includes site selection, shelter opening, closing, and managing available resources for shelter sites. It also includes communicating and coordinating with site managers, the ARC, and the Operational Area. The Care and Shelter Branch Supervisor monitors service delivery to ensure that shelters provide a safe environment for displaced residents that meets their basic and functional needs.

Appendix C of the EOP contains a job aid for the Care and Shelter Branch Supervisor. Other EOC positions may be activated in a large-scale care and shelter incident. They include the following.

American Red Cross Liaison
Assigned by the local ARC, this position serves as the coordination point between the ARC and the City EOC. This representative will assist with coordinating sheltering, feeding operations, bulk distribution, and human services.

AFN Unit Leader
The AFN Unit Leader is responsible for assisting with planning for and implementing care and shelter operations related to individuals with disabilities and others with access and functional needs. The AFN Unit Leader ensures that equipment and services are provided for individuals with disabilities and others with access and functional needs at shelter facilities, temporary evacuation points, reception and mass care centers, and charging station locations. The AFN Unit Leader will ensure that equipment and services are focused on maintaining health, support, safety, and independence. Solano County will assign an Operational Area-wide AFN Unit for incidents involving shelters in more than one city.

Feeding Taskforce Unit Leader
The Feeding Task Force Unit Leader coordinates disaster feeding operations in partnership with the ARC and other organizations such as the Salvation Army. Mass feeding requires coordination with multiple providers, including community and faith-based organizations and private sector vendors. The Packet Page 959 of 1095Attachment 2 Page 326 of 457

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ARC will provide an assigned representative to liaise with the FTF Coordinator and coordinate feeding operations with local food providers.

8. Resource Requests and Availability
Mass care and shelter capacity for responding to a large disaster are dependent on the coordinated sharing of resources between the ARC, Solano County, incorporated cities, and partner agencies.

Solano County maintains the ability to supplement available resources by purchasing, leasing, or obtaining mutual aid support through state and federal partners. For the most efficient coordination and allocation of resources, there must be direct communication among all care and shelter partners.

When the need for a resource is identified, the Care and Shelter Branch will:
• Identify local care and shelter partners or City departments that may have the required resource available for use. The EOC Logistics Section will work to fill the resource request if available.
• Coordinate with the EOC Logistics Section to obtain the resource through an established agreement or a vendor procurement if care and shelter partners and City departments do not have the needed resources
• If the resource is not available within the City, the EOC Logistics Section may request the resource from the Operational Area through established mutual aid systems

In addition, the following guidelines apply to the use of care and shelter resources:
• Each care and shelter partner will be expected to direct and operate their resources. • The ARC and City will generally utilize resources from their inventory for sites they operate/manage before requesting resources from other partners. • In instances where requested resources are available from more than one partner, generally, the partner that can provide the resource most quickly, is most skilled in its implementation, or is least directly impacted by the event will be requested to provide the resource.

See Tab C for a list of Mass Care and Shelter Resources.

9. Roles and Responsibilities
The following organizations play a vital role in supporting care and shelter operations in the City.

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Parks and Recreation
Community Resources is the lead agency responsible for the overall coordination of shelter operations. They are responsible for coordinating shelter operations to:
• Identify mass care and shelter assets and services employed during a disaster • Support all shelter and feeding operations
• Resolve resource shortfalls and other issues which may surface related to mass care and shelter operations and activities.

During a disaster, staff from Human Resources will serve as the Care and Shelter Branch Supervisor.

The Care and Shelter Branch Supervisor gathers mass care and shelter information and coordinates response efforts. The ARC and other non-profit and community-based organizations support care and shelter operations. The role of the Care and Shelter Branch is to coordinate support for care and shelter field activities. Successful delivery of care and shelter services requires close coordination with ARC operations and other organizations that may operate shelters. Primary response activities of personnel staffing the Care and Shelter Branch include the following:
• Estimate the number and location of persons that require services (e.g., sheltering, feeding, or the distribution of relief supplies).
• Develop a City-wide care and shelter service delivery plan. • Coordinate the identification and opening of shelters, feeding, bulk distribution, and other service delivery sites.
• Develop initial resource requirement estimates needed to implement the service plan. • Determine resource availability among City departments and volunteer organizations • Process requests for unfilled resource needs.
• Request support services, such as post-earthquake structural inspections, site security, transportation, or communications supplies for shelters and feeding stations. • Assign City staff to sites.
• Ensure that worker health, safety, and security needs are met. • Establish and maintain communication with shelters and other field sites. • Coordinate resource requests from field sites (ARC sites may make requests thru ARC).
Work with ARC and partner agencies to establish feeding programs at shelter sites Arrange for the distribution of food, water, etc.

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• Request physical and behavioral health services resources from Solano County to support people in shelters.
• Coordinate with County Animal Services regarding the co-location of household pet shelters with public shelters.
• Coordinate with community and faith-based organizations that can support service delivery • Collect and verify service delivery statistical information from field sites. • Provide technical support and guidance to field personnel. • Arrange support for persons at shelters who require additional assistance, such as unaccompanied minors, persons with disabilities, non-English speaking persons, etc. • Coordinate site inspections with Solano County Division of Environmental Health • Identify policy level issues and prepare recommendations for submission to the Policy Group for resolution or approval.
• Provide the City EOC Operations Section Chief, Planning Section, and PIO with situation status updates, including mass care and shelter information for public distribution.
• Facilitate the transition of displaced residents from shelters to interim housing in coordination with partner agencies and recovery personnel.

American Red Cross of the North Bay
The ARC is a direct partner with the local government in helping to fulfill the government’s legal responsibility to provide care and shelter for residents in times of disaster. The ARC’s ongoing preparedness activities include identifying and surveying potential shelter facilities. In coordination with local jurisdictions, they work with school districts, houses of worship, community-based organizations, and government agencies to compile and maintain an up-to-date list of designated shelter locations. They ensure that agreements are in place with designated shelter site owners to clarify terms of use. The ARC also trains volunteers and professional staff in shelter operations and disaster preparedness education.

During an emergency event, the ARC provides staff and resources for the following:
• Emergency shelter activation and staffing.
• Fixed and mobile feeding.
• Displaced populations health services.
• Mental health support, crisis counseling, and spiritual care. • Disaster welfare inquiry support.

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• Direct client assistance for qualified individuals/families. • Family reunification operations.
• Bulk commodity distribution.
• Liaison at the City EOC.

Additionally, the ARC has a Disability Integration Team that focuses on ensuring all residents in emergency shelters have equal access to programs and services offered. The ARC also manages the “Safe and Well” system, a locator system for persons affected by a disaster.

After a major incident, it may take more than two days before the ARC is fully operational to support all assigned services. However, the City must initiate preparations for shelter operations in advance of large-scale support. With support from the Operational Area, the City is responsible for supporting displaced population until ARC national resources arrive and will supply personnel and resources to manage initial shelter operations.

City Office of Emergency Services
OES coordinates care and shelter planning activities with the ARC, the Operational Area, and the regional Care and Shelter Working Group. OES identifies the need to request mass care services and assistance from supporting agencies in an imminent or actual disaster.

Solano County Operational Area
For a major incident affecting more than a single city, Solano County departments and divisions will coordinate Operational Area-wide care and shelter response operations. The following organizations have key responsibilities.

Department of Public Health
The County Department of Public Health (DPH) is responsible for preparing for, responding to, and assisting in recovery activities to meet the disaster-related health needs of individuals and communities.

DPH will provide Public Health Nurses (PHNs) in emergency shelters. The PHN’s primary responsibilities include:
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• Assist with replacing medication, durable medical equipment, and consumable medical supplies
• Monitor environmental health conditions
• Assist individuals with activities of daily living and coordinate personal assistance services (PAS)
• Assist individuals with environmental sensitivities and dietary restrictions • Leverage partner resources

County PHNs will operate the Health Services function within County-operated shelters. The City and the ARC can request PHN assistance at emergency shelters under their operational control.

Additionally, the County Public Health Officer has the authority to activate the Medical Reserve Corps (MRC). MRC volunteers are licensed health professionals who can provide medical support within shelters.

DPH operates the Office of Senior Health, Health & Aging Services, which assists older populations.

This office coordinates a vast network of partner organizations that support seniors and can provide specialized services to older populations.

The DPH Office of Environmental Health monitors shelters and other service delivery sites for proper health standards. They perform inspections regarding food handling, medical and human waste disposal, sanitation, vector control, and other related functions. They are also responsible for determining the safety of the water supply and the safe use of potable water. They will work with onsite shelter teams to identify, control, and eradicate harmful conditions in the environment.

Solano County Mental Health Services
Crisis counseling resources are typically needed following a disaster. Solano County Mental Health Services will assign licensed professionals to shelter facilities and service delivery sites to provide behavioral health services. They will also coordinate resources to continue care and treatment of current clients within the Mental Health System that are impacted by disaster.

Mental Health Services staff support behavioral health functions within a County-operated shelter. The City and ARC can request County Mental Health Services assistance at emergency shelters under their operational control.

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Solano County Animal Care Services
The County Animal Care Services coordinates with cities to facilitate the care and sheltering of household pets during a response. The ideal location for a household pet shelter is near the public shelter. Animal Care Services will assist with missing and/or misplaced pets, stray animals, injured stray animals, and reunification of owners with their pets. They will also provide referrals to evacuees for animal services and resources, including, but not limited to evacuation assistance, animal care supplies, and veterinary services.

The OA EOC Logistics Section may procure resources from local businesses to meet emergency care and shelter needs. This may be done in coordination with affected incorporated cities. Key businesses include hotels, motels, restaurants, warehouses, sanitation services, etc. Priority needs are facilities for sheltering, feeding, and storing, and distributing supplies.

Supporting State Agencies
The following state agencies support Care and Shelter response operations:

California Governor’s Office of Emergency Services
Cal OES coordinates the State's response to disasters in support of local government. The office is responsible for assuring the State’s readiness to mitigate, respond to, and recover from natural, technological, and human-caused emergencies and assisting local governments in their emergency preparedness, response, and recovery efforts.

California Department of Social Services
The Director of the California DSS will serve as the State Director of Care and Shelter and has responsibility for coordinating state-wide care and shelter operations and support requests. The DSS is the lead agency in coordinating the State’s care and shelter response in support of local operations.

Federal Emergency Management Agency
FEMA activates ESF #6 in support of state Care, and Shelter response and local efforts to meet the mass care needs of individuals affected by disasters. FEMA is designated as the primary agency to coordinate ESF #6. The ARC is a supporting agency. FEMA may deploy an Incident Management Assistance Team (IMAT) to the State Operations Center following a large-scale, high-impact disaster.

The regional and national IMATs are composed of professionals who serve as the initial disaster federal support team providing assistance to an affected region. They have the authority to execute the full range of federal authorities and provide federally controlled resources.

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10. Notification and Activation
The following section describes the notification and activation processes that support care and shelter response operations

Notification
Care and shelter response operations may result from both no-notice and expected incidents. While a large earthquake may result in the need for immediate activating and operating shelters, an incident such as a tsunami may provide time to open shelters in a more deliberate manner.

Notifications will be issued to all relevant supporting care and shelter partner organizations, City departments, and community-based organizations. Given the response, warnings will be issued through the most appropriate means available.

Upon notification of, the City, in coordination with the ARC, will begin planning efforts to include:
• Defining the extent of required care and shelter support • Identifying and deploying response resources
• Placing relevant personnel on standby
• Determining the EOC Care and Shelter Branch staffing requirement.

Activation
The City EOC Care and Shelter Branch may be activated by the EOC Director, Operations Section Chief, or the OES Duty Officer when an event is anticipated or has occurred with care and shelter implications. The level of activation will be determined according to the requirements of the incident.

• Level 3 - Information Level: The City operations staff track the incident for impacts on operations and monitor for potential escalation at the information level. • Level 2 - Alert Level: The EOC Director and potentially assigned EOC staff are notified at Level 2 emergencies regardless of the time of day to establish their availability, review planning, heighten preparedness, share information, and establish an information network for status tracking and reporting. The EOC is not staffed for a Level 2 emergency, although some staff may report during non-normal working hours, and many staff may interrupt normal business activities to address the incident.

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• Level 1 - Respond Level: The EOC is normally fully or partially staffed when a Level 3 emergency has occurred. Each incident is evaluated for its severity and the need for EOC operations. The Respond Level of activation can occur immediately upon initial notification or as an event escalates from a lower activation level. Level 3 emergencies will likely require resources beyond the City’s normal control. They may be regional in nature and require extensive interagency coordination. The EOC may be fully or partially activated. EOC staff will generally include, at a minimum, the EOC Director, Operations and Planning Section Chiefs, and a Public Information Officer.

11. Response Actions
The following steps provide a systematic approach to conducting care and shelter response operations.

They are designed to support activity at the field and in the EOC.

Step 1: Establish the EOC Care and Shelter Branch
• Review preliminary incident data
• Determine staffing needed for the required level of activation • Notify the appropriate care and shelter partner organizations (ARC, Salvation Army, etc.). • For a large-scale event, prepare City staff shift schedules for at least 3 days in the future (both EOC and field personnel)

Step 2: Gather and Analyze Information
• Use the Critical Information Collection Template in Appendix B of the EOP and the following to gather information on care and shelter needs:
Estimated number of people requiring shelter support
Estimated number of people requiring feeding and/or food and water distribution support General areas (neighborhoods) with significant numbers of displaced households may also include identifying affected institutional facilities, pre-disaster homeless populations, etc.
• Establish the number, location, and sequence of service sites or shelters to be opened • Identify where household pet shelters can be co-located with public shelter sites • Based on the level of care and shelter needs involved, develop an initial plan for providing services:
• Coordinate lead agencies for each site (generally, the ARC will be the lead agency, and the City will support ARC with operations as needed)
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• Coordinate safety assessment inspections of potential shelter sites • Determine the availability of ARC and partner agency resources (facilities, personnel, supplies, and equipment)
• Determine the number of ARC and City personnel available for assignment to support sheltering activities
• Identify expected resource shortfalls
• Determine where spontaneous shelters may have opened (sites operated independently from ARC or City) and decide whether to support these sites or consolidate them with other shelters
• Provide regular situation status updates for inclusion in the EOC Action Plan

Step 3: Obtain and Deploy Resources
• Implement the service delivery plan
• Mobilize Care and Shelter personnel and resources from partner agencies • Work with the ARC to ensure that qualified shelter management teams are identified for each site
• Request supplies, equipment, and specialized services through the following. Supporting departments or partner agencies (from inventory or through a vendor) Through the EOC Logistics Section
Mutual aid (via the OA EOC Logistics Section)
State and federal agencies (via the OA EOC Logistics Section)

Step 4: Coordinate Response
• Open and operate shelters and other service delivery sites. • Ensure that all site managers have communications equipment (cell phone or handheld radio) for required coordination with the ARC operations center, and City EOC Care and Shelter Branch
• Coordinate feeding and other essential services as soon as possible:
Health services
Behavioral health services
Security
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Feeding
Environmental health inspections
Support for individuals with disabilities and others with access and functional needs • Ensure that representatives at the OA EOC are provided with timely information regarding the opening and closing of shelters (this will facilitate the release of public information regarding which shelters are open and their locations). • Participate in OA Care, and Shelter operations conference calls to facilitate communication and coordination between the ARC, County, and other cities that are operating shelters • Expand current sheltering and field response capacity, as needed • Develop and expand feeding capacity to meet needs
• Based on demand, set up bulk distribution for potable water, food (MREs), ice, clothing, sanitary items, and other essential life sustaining supplies

Step 5: Monitor Response Operations and Coordinate Information Exchange • Monitor overall implementation of the service delivery plan. • Ensure all shelter sites report current situation status daily:
Daytime population
Nighttime population
Number of new registrations since the last report
Number of meals/snacks/drinks served since the previous report • Receive and respond to resource or information requests from shelter and field sites • Identify potential breakdowns in coordination and support and intervene accordingly • Provide ongoing situation reports on care and shelter status • Conduct periodic Care, and Shelter Branch conference calls with the ARC and local EOCs to:
Identify and resolve issues
Update situation information
Revise service delivery plan
Determine future needs
• Coordinate the closing/consolidation of shelters
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Deactivation
The City EOC Care and Shelter Branch will be deactivated once the need for care and shelter response coordination has ceased. Care and shelter functions may be deactivated or scaled back at the discretion of the EOC Director and Operations Section Chief. After the decision to deactivate has been determined, the following activities may be necessary:
• Coordinate with non-governmental organizations for long-term case management of clients who have unmet housing needs upon mobilization of shelters • Prepare documents for financial reimbursement
• Complete or transfer remaining care and shelter responsibilities to the appropriate department or organization
• Provide deactivation information to all involved supporting care and shelter departments and organizations
• Inventory, return to owner or properly dispose of remaining supplies and assets used in the response
• Provide all documentation and a final status report to City EOC Planning Section Chief • Coordinate deactivation with the OA EOC Operations Section Chief to include staff release, equipment returns, and inventory
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Tab A: Shelter Types
Depending on the duration and severity of the disaster, shelter operations can evolve from facilities meant only to support people overnight to more heavily staffed facilities and provide a range of support services.
• Temporary Evacuation Point (TEP) – A site with limited resources and staffing. Its primary purpose is to provide evacuees with a safe and protected place to congregate temporarily until people can return home or relocate to another facility • Emergency Sheltering (short term) – Short-term sheltering for evacuees who need a temporary place to stay until other housing arrangements can be made. Typically, emergency shelters will provide food, physical health, behavioral health services, and other support services based on need. In an ARC-operated shelter, the ARC will typically bring in Client Services teams who provide recovery planning services, including referrals to help residents find alternative housing if they cannot return home. However, if the level of the disaster has significantly limited housing options and the remaining residents will need long-term sheltering support, then the existing emergency shelter sites will be consolidated into a smaller number of longer-term sheltering operations
• Sheltering (long term) – Long-term shelter operations may continue for months depending on how long it takes to move shelter residents into interim housing. While schools may be used for emergency shelter, they are inappropriate for long-term sheltering. People with needs that cannot be adequately supported within a shelter environment must be relocated to appropriate housing

Spontaneous Shelters
In a larger-scale disaster, community shelters, run by organizations other than the ARC, Operational Area, or City, will open spontaneously. These sites may be run by neighborhood or community-based organizations or houses of worship. Past incidents have shown that many congregations (churches, parishes, synagogues, etc.) will open their doors to people within that neighborhood needing shelter.

Other spontaneous shelters may be run with no formal sponsorship.

As the County ARC, or City learn about these spontaneous operations, assistance may be provided if deemed appropriate. This assistance is contingent on the site meeting essential health and building safety standards. The City Community Development and County DPH may be called upon to inspect spontaneous shelters. For sites that do not meet minimum health or safety standards or are deemed unacceptable for other reasons, the ARC, County, or City will work with the site to address the problem(s). Otherwise, evacuees will be relocated to nearby ARC, County, or City managed shelters.

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Tab C contains a checklist to assess spontaneous shelters.

Outdoor Sheltering
Some displaced persons may converge on public parks or open spaces as an alternative to using indoor mass care shelters. Since these “open shelter areas” will generally emerge spontaneously, the ARC, County, and City must consider whether to take a role in managing the sites to avoid potential health and sanitation problems. A decision to support selected outdoor congregate sites will involve providing a comparable level of mass care services to indoor sites. Due to the complications of outdoor sheltering involving public safety, these sites represent a secondary option to establishing fully serviced, indoor shelter sites.

Household Pet Shelters
County Animal Care Services coordinates household pet shelters during a response in coordination with other local animal service agencies. Household pet shelters typically contain a variety of animal species arriving with pet owners when they evacuate to shelter sites (cats, dogs, rabbits, guinea pigs, reptiles, domestic birds, and other exotic pets). The strategy for managing pets during an evacuation must consider the following:

1. Like their owners, pets need identification, including call name, owner name, address, telephone, shot records, and medications. Plans should include providing the public with clear guidance regarding the necessity of having this information about their pets.

2. It is assumed that residents who have their own means of transportation will evacuate household pets.

3. Residents who do not have access to vehicles will need to secure their pets in cages or carriers before using public transportation and/or arriving at the pick-up points. This strategy places responsibility on the individual owners and will need to be clearly communicated through community preparedness outreach.

4. Emergency planners should develop a tracking methodology for evacuated pets. County Animal Services recommends that pet owners microchip their animals for identification purposes.

5. Plans should address waste disposal and potentially feeding and watering depending on the duration of the evacuation during the transportation process.

6. Memorandums of understanding (MOUs) need to be formalized with other agencies or organizations, especially for transporting large animals, such as horses. In addition, potential volunteer resources and private groups should be identified and tracked by local emergency operations centers (EOCs).

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7. Only non-emergency resources and personnel, such as public and private animal services agencies, will be used to rescue and transport animals during an evacuation effort

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Tab B: Shelter Resource Requirements
This Tab contains a list of required resources to operate a safe shelter that provides the minimum services to support displaced populations.

• Staff

PRIMARY
Shelter Managers (Trained) Public Health Services
Shelter Workers (Trained) Behavioral Health
Services Logistics

SUPPORTING

Animal Services Health Inspectors
Auxiliary Communication Services (ACS)
Interpreters/Translat
ors Building Inspectors
Janitorial/Maintenan
ce
Caseworkers Personal Care Assistants
Childcare Workers Security
Disaster Rapid Assessment Teams Vulnerable Adult Shelter Assessment Teams

• Equipment and Supplies

FUNCTIONAL NEEDS SUPPORT
Bath Bench with Back Offset Canes Shower Seats
Crutches Pillows Transfer Boards
Cups with Handles Toilet Seat Risers Walkers
Footrests Ramp – Modular Threshold
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Wheelchairs Hand Clips for Eating Utensils
Ramp – 4 ft.

Inner Lip Plate (non-skid) Ramp – 7 ft.

GENERAL

SUPPLIES

Blankets
Cots (military
and accessible)

Hygiene Kits
(adults and children)
Privacy Screens
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MASS CARE KITS
Bowls Food Grade Thermometer Serving Utensils
Coffee Maker
Cups
Napkins
Plates
Silverware

NURSING KITS
Cleansing Wipes Feminine Products Playpen
Consumable Medical Supplies
Diapers
Nitrile Gloves
Pediatric Supplies
Potty Seat

SHELTER MANAGER KITS
Administrative Supplies Hand-Held Radios Sound Amplification Devices Communication Boards Nitrile Gloves Toilet Paper
Flashlights and Batteries Paper Towels Trash Bags
Forms Sanitation Spray Vests (personnel)
Hand Sanitizer Signage Wristbands (residents)
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Tab C: Spontaneous Shelter Assessment Tool
The following criteria are designed to assess if a spontaneous shelter meets minimum support requirements and will aid in deciding whether to work with and support an independent shelter with resources or consolidate it with other sites.
• Physical Condition: The site will require approval from the County Department of Public Health (and perhaps City Building Inspectors if an earthquake event) to confirm that it is safe to occupy
• Site Location: Is the shelter serving a neighborhood/community that is currently not being served by an ARC, County, or City shelter? If yes, it is likely filling an unmet need, and consideration should be given to supporting the shelter site • Site Management: Is the agency or group operating the site trusted and/or known by the occupants? If yes, then the site management team is presumably operating the site in the best interest of the occupants
• Number Served: The number of occupants served by the site should not exceed the site’s physical capacity to serve or shelter them. An excess capacity of occupants should be referred to the nearest ARC, County, or City shelter site.
• Meeting Occupant Needs: Given the demographics and/or needs of individuals being served at the site (languages, cultural diversity, disabilities, number of children, etc.) – there should be evidence that everyone’s needs are being met. Otherwise, refer occupants who may require additional assistance to the nearest ARC, County, or City shelter site if the assistance required cannot be provided at the site
• Length of Operation: If the site management group is committed to maintaining the shelter, and there is no immediate need to move out the occupants, then consideration should be given to supporting it
• Resource Needs: Can the ARC, County, or City provide the resources that the site needs to keep operating? If the answer is yes, then the ARC, County, or City will need to provide logistics support to the site
If these questions can all be answered affirmatively, supporting the site may be appropriate. The site can be counted as an independent shelter versus an ARC, County, or City site (unless the site management function is transferred). If the ARC, County, or City cannot work with site management to address any identified deficiencies, and if there is a need to close the independent shelter, residents will be transferred to the most appropriate ARC, County, or City shelter site.

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Tab D: Acronyms
ADA Americans with Disabilities Act AFN Access and Functional Needs ARC American Red Cross
Cal OES California Governor’s Office of Emergency Services DPH Department of Public Health
DSS Department of Social Services DSW Disaster Service Worker
EOC Emergency Operations Center EOP Emergency Operations Plan
ESF #6 Emergency Support Function #6 FEMA Federal Emergency Management Agency FTF Feeding Taskforce
ICS Incident Command System MRC Medical Reserve Corps MRE Meals Ready to Eat
NIMS National Incident Management System NRF National Response Framework OA Operational Area
OES Office of Emergency Services PHN Public Health Nurse
POD Point of Distribution
RCFEs Residential Care Facilities for the Elderly
SEMS Standardized Emergency Management System SNF Skilled Nursing Facility SOC State Operations Center TEP Temporary Evacuation Point
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F.4 Functional Annex B: Evacuation
The Evacuation Annex outlines strategies, procedures, recommendations, and organizational structures that can be used to implement a coordinated evacuation effort in the City of Fairfield (City).

1 Introduction
The overarching goal of evacuation planning in the City is to maximize the preservation of life while reducing the number of people that must evacuate and the distance they must travel to seek safe refuge. The City Evacuation Annex describes how emergency personnel will collaborate to respond to a disaster requiring evacuating residents and their animals. It describes the decision- making process required to order and implement a large-scale evacuation.

The Evacuation Annex also discusses action that may need to be required if the City needs to host large numbers of evacuees from other counties or cities.

2 Purpose
This Annex is meant to provide guidance for all City departments and supporting organizations that have authorities, roles, and responsibilities to assess the need to evacuate populations, make appropriate evacuation decisions, order evacuation of residents, conduct evacuation operations safely and securely, provide directions to shelter and assembly points, and support repopulation of evacuated areas.

3 Scope
This Evacuation Annex applies to the City, its citizens, and City employees. It is not intended to supersede any other emergency plans. This Evacuation Annex and all supporting appendices support the City EOP.

4 Authorities and Reference
Authorities for conducting evacuation for the general population, for people with access and functional needs, and for evacuating animals include the following:

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2.1 Federal
• The Robert T. Stafford Disaster Relief and Emergency Assistance Act, P.L. 93-288, as amended. (42 U.S.C. §§ 5121-5206).
• National Incident Management System (NIMS).
• National Response Framework, 2008. Sets forth roles and responsibilities of Federal and certain non-Federal entities after catastrophes overwhelm State and local government.

Transportation is found in the Emergency Support Function (ESF) #1. • Homeland Security Act of 2002.
• Presidential Policy Directive / PPD-8: National Preparedness. • Post-Katrina Emergency Management Reform Act of 2006. • Pets Evacuation and Transportation Standards Act of 2006. • Americans with Disabilities Act (ADA) of 1990.

2.2 California
• California Emergency Services Act, California Government Code, Sections 8550-8668. • California Emergency Plan (California Government Code, Section 8850 et seq.). • Standardized Emergency Management System (SEMS) – Chapter 1 of Division 2 of Title 19 of the California Code of Regulations. • California Master Mutual Aid Agreement.
• SB 1451. Emergency Preparedness for the Disabled Community. • AB450. Standardized Emergency Management System to Include Preparedness for Animals. • California Code of Regulations (Health and Safety Code § 1336.3). Requires each facility licensed by the Department of Health Services to adopt a written emergency plan. • California Code of Regulations Title 22. Requires Community Care facilities licensed by the Department of Social Services to have a written disaster and mass casualty plan. • Legal Guidelines for Flood Evacuation. Completed in compliance with the Flood Emergency Action Team (FEAT): Initiative Number 2, California Governor’s Executive Order W-156-97. • Legal Guidelines for Controlling Movement of People and Property During an Emergency. Approved by California SEMS Advisory Board on August 29, 1999.

2.3 Solano County
• Solano County Emergency Operations Plan 2017

2.4 City of Fairfield
• City of Fairfield Emergency Operations Plan 2021

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5 Assumptions
The following assumptions were established in the development of this Annex:
• This annex was developed for a Level II (moderate severity) evacuation scenario. It is not applicable for a mass evacuation of a large percentage of the City population. • For the purposes of this annex, the evacuation distance between the impacted site and the “safe zone” generally does not exceed 30 miles, and the evacuation efforts generally do not extend beyond the Solano Operational Area (OA).
• A decision to evacuate will be made at the local jurisdiction level with regional collaboration • Law enforcement agencies are the primary lead for evacuation activities, with other supporting agencies.
• If activated, this annex will complement other City plans and be consistent with the OA Evacuation Annex
• The City has adopted the National Incident Management System (NIMS) and Standardized Emergency Management System (SEMS) and will follow NIMS and SEMS principles and structures for evacuation-related activities.
• The City will request and coordinate regional resources under the California Master Mutual Aid Agreement.
• The City Emergency Operations Center (EOC) will coordinate regional evacuation efforts. • Due to the City hazard profile, most incidents requiring an evacuation are likely to happen with little or no warning.
• Most people at risk will evacuate when officials recommend that they do so. • Some individuals will refuse to evacuate, regardless of the threat. • Most evacuees will use their vehicles to evacuate; however, evacuation assistance may need to be considered for individuals with disabilities and others with access and functional needs, including, but not limited to, those without access to personal vehicles. • In compliance with Federal law, accommodations will need to be made for the evacuation of service animals (Americans with Disabilities Act) and household pets (Pets Evacuation and Transportation Standards Act).
• In most emergencies in the City, the majority of evacuees seek shelter with relatives or friends or in commercial accommodations rather than in public shelter facilities. An estimated 5 to 10 percent of evacuees will require public shelter assistance. • Ground transportation routes will generally be the primary means of evacuation in the City.

Air evacuations may be considered for a catastrophic incident.

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• Major ground transportation corridors in the OA will be used as primary evacuation routes during an evacuation effort.
• Major ground transportation infrastructure within the City and OA will remain largely intact following most incidents.
• Naturally occurring and man-made infectious disease outbreaks will require only a small- scale evacuation (e.g., several buildings).
• The City should generally plan on not receiving Federal Emergency Management Agency (FEMA) assistance for possibly as long as 96 hours after an incident. • Response decisions, including the decision to evacuate, will be based on maximizing the preservation of life first, then protecting property, the environment, and the economy. Several factors will be considered. The capacity to safely move or shelter all population groups, roadway conditions, health and safety issues, and the duration of sheltering will be instrumental in deciding to evacuate or shelter-in-place. • The following principles should be considered when making evacuation decisions:
Reduce the number of people who must evacuate and the distance they must travel to seek safe refuge.
Lessen the impact on the host-shelter community.
Evacuation may require relocating people within the City to other local jurisdictions in the OA or outside of the county as necessary.
Evacuations to outside counties should always be coordinated through the OA Emergency Operations Center.

6 Evacuation Responsibilities
Conducting evacuation activities and coordinating the movement of large numbers of people in the City is a function of the City government. There are circumstances where the evacuation activities exceed City capabilities, and the OA, State, and/or Federal Government may need to provide resources and support. Requests for assistance will be initiated through the Solano OA, the Coastal Regional Emergency Operations Center (REOC). Should the REOC be unable to procure the resources, requests will be forwarded to the State’s Emergency Operations Center (SOC) and the Federal Coordinating Officer at the Joint Field Office. Private partners may have an essential role in a successful evacuation.

All agencies/organizations assigned to the support evacuation operations are responsible for designating and training representatives of their department and ensuring that appropriate department-specific standard operating procedures are developed and maintained. Departments Packet Page 987 of 1095Attachment 2 Page 354 of 457

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must also identify staff and maintain notification procedures to ensure appropriately trained agency personnel are available for extended emergency duty in the City EOC or field command posts.

City Departments - The following County Departments have a role in response during an incident requiring evacuation.
• Fire Department: OES is charged with emergency management for the County and is responsible for maintaining situational awareness of threats that may necessitate an evacuation. OES is responsible for evacuation coordination and is responsible for the following specific functions:
Conduct a City leadership coordination conference call or meeting with essential stakeholders. The purpose is to determine the urgency of the threat, potential evacuation order triggers, the population of the evacuation area, available resources, and potential mutual aid needs.
In coordination with the City Manager, Activate the EOC to the appropriate emergency level.
Notify staff of pending EOC activation and/or current activation levels and coordinate staffing of positions.
Request assistance from support agencies and communication resources, as appropriate. Maintain coordination and communication between the EOC and support agencies.
Communicate with the OA and keep them apprised of the local situation. Request additional resources as needed.
Coordinate the activation of Alert Solano.
Provide support to the City PIO.
Coordinate the activation of the Joint Information Center (JIC) as needed. Provide public information on mass care sites, services, routes, and transportation options.

• Police Department: The Police Department supports the EOC when activated as the lead of the Law Enforcement Branch of the Operations Sections and is the lead agency for the Evacuation Movement Unit. The department is responsible for citizens' widespread evacuation and movement throughout the operational area. Law enforcement agencies will be integral in the tactical incident command post in evacuating people from the impacted area. During significant evacuation emergencies, Police Department key functions include:

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Pre-identify evacuation assembly points for evacuees. Facilitate the movement of emergency vehicles with Solano County Sheriff’s Office and the California Highway Patrol.
Appoint an Incident Commander at Field Command Post/s. Use loudspeakers on field vehicles to alert those in the immediately threatened areas. Give ample and redundant information to critical facilities, such as daycares, schools, adult residential care, skilled nursing, board, care, etc. These will need additional time to close or evacuate and may need to close or evacuate as a precautionary action. Identify persons and populations that appear to need special assistance. Establish evacuation routes (keeping in mind fueling services will be needed on evacuation routes) and transit pickup points.
Calculate route capacity and consider contraflow.
Coordinate the routes for the movement of motorists toward designated / safest evacuation routes.
Control and monitor primary routes and area access.
Close roads that will not be used as the primary egress or ingress routes to the evacuated area.
Provide tow trucks on evacuation routes to assist disabled vehicles and clear roadways.
Post-emergency: Coordinate the return movement of evacuees back to their homes.

• Solano County Department of Health and Social Services The County Department of Health and Social Services (DHSS) is responsible for coordinating support of the movement of people with access and functional needs during an evacuation emergency. DHSS will also provide the following support:
Coordinate for transportation of non-ambulatory persons and other people with disabilities.
If activated, coordinate with the Solano County Medical Reserve Corps (MRC) volunteers.
Provide specialized staff to shelters if requested.
Support disaster victims and/or shelter inhabitants in understanding what recovery programs may be available to them.

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DHSS uses the Department of Public Health’s California Health Alert Network (CAHAN) for notifications to partnering agencies. DHHS has PIOs to develop messaging and notify the public (esp. people with access and functional needs and those with limited English proficiency) of a disaster event or evacuation.

Solano County Aging and Social Services, a Public Health Division, identifies the public health and medical needs of those impacted by the emergency, including patients evacuating medical care facilities, hospitals, hospices, nursing homes, and individuals identified as having medical problems.

Public Health also coordinates the reunification of children who have been evacuated without an appropriate adult. Public Health coordinates specialized transportation for evacuees with medical and functional needs; care for evacuees whose needs cannot be accommodated in general population shelters; monitoring support for individuals at pickup points; and by providing medical support at designated evacuation assembly areas and pickup points to perform triage of citizens before evacuation.

• Solano County Animal Care
Animal Care provides services to the County and the municipalities in the Operational Area. During significant evacuation emergencies, the Animal Care and Emergency Management functions include the following:
Coordinate with Care and Shelter to place evacuated animals. Attempt to place animals with or near owners when possible.
Coordinate the movement of Animal Control Officers to support evacuation. Coordinate the inter-county movement of animals. Some coordination with the REOC and/or the California Department of Food and Agriculture (CDFA) may be needed for larger animals.

During an evacuation, City OES processes requests for the movement of goods, equipment, and responders through the EOC. Special considerations include:
• Adequate fuel supplies. Gasoline and diesel fuels must be available in an evacuation. • Considerations include the availability of fuel for individuals who are self-evacuating and the provision of fuel to emergency response vehicles along evacuation routes. • Evacuation assembly point supplies. Supplies for assembly points include water, port-a- potties, communications, power, and first aid supplies.

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• Medical support. Medical support must be available to respond along evacuation routes and at assembly points or evacuation shelters.

7 Concept of Operations
Several factors must be considered when planning for an evacuation. Among these are the characteristics of the hazard or threat itself. The magnitude, intensity, speed of onset, duration, and impact on the local community, are all significant elements to be considered. They will determine the number of people to be evacuated, the time available to conduct the evacuation, and the time and distance of travel necessary to ensure safety.

An evacuation of any area requires significant coordination among numerous public, private, and community/non-profit organizations. The event may or may not allow time for responders to conduct evacuation notification in advance of immediate threats to life safety. During no-notice and short-notice incidents, every attempt will be made to assist residents with safe evacuation. Acceptable risk to first responders is an important consideration. Residents are encouraged to help their neighbors, friends, and family evacuate if doing so will not cause danger to themselves or others.

The Evacuation Annex will follow basic protocols outlined in the Base EOP and the California Master Mutual Aid Agreement, which dictate who is responsible for an evacuation effort and how regional resources will be requested and coordinated.

Overview:

The overall objectives of emergency evacuation operations and notifications are to:
• Expedite the movement of persons from hazardous areas. • Institute access control measures to prevent unauthorized persons from entering vacated or partially vacated areas. The Police Department may use discretion in allowing access for caregivers, personal care assistants, or other support personnel on a case-by-case basis as determined by the incident commander.
• Provide for evacuation to appropriate transportation points, evacuation points, and shelters. • Provide adequate means of transportation for individuals with disabilities and others with access and functional needs, including, but not limited to, older adults, children, and individuals who are transportation disadvantaged.
• Provide for the procurement, allocation, and use of necessary transportation and law enforcement resources through mutual aid or other agreements. • Control evacuation traffic.

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• Account for the needs of individuals with household pets and service animals before, during, and following a major disaster or emergency.
• Provide initial notification, ongoing, and re-entry communications to the public through the Joint Information Center (JIC).
• Assure the safe re-entry of the evacuated persons.

The City Police Department is the lead agency for evacuations. The Police Department, as part of a Unified Command, assesses and evaluates the need for evacuations and orders evacuations according to established procedures, which are outlined in this annex. Additionally, as part of the Unified Command, the Police Department will identify available and appropriate evacuation routes and coordinate evacuation traffic management with the Solano County Sheriff’s Office, the California Department of Transportation (Caltrans), the California Highway Patrol (CHP), other supporting agencies, and jurisdictions.

The decision to evacuate an area is not made lightly, and there is a significant impact on public safety and the economy. The following process describes how emergency evacuation decisions within the City will be coordinated, allowing emergency managers and other supporting response organizations to make collaborative decisions.

Whole Community Approach
The City is committed to achieving and fostering a whole community emergency management system fully inclusive of individuals with disabilities and others with access and functional needs. For further details on our whole community approach to emergency management, which includes the integration of inclusive emergency management practices, refer to the Basic Plan.

Evacuation Coordination Processes:
• If the emergency only impacts the City, the decision to evacuate will be made at the City with regional collaboration for evacuation routing and evacuee sheltering. Based on the information gathered, other local jurisdictions will generally determine whether to evacuate communities as the need arises on a case-by-case basis. The decision to evacuate will depend entirely upon the nature, scope, and severity of the emergency, the number of people affected, and what actions are necessary to protect the public.
The City will activate the EOC and conduct evacuations according to procedures outlined in this annex.

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The OA EOC will activate and may make recommendations on whether a jurisdiction should evacuate and may help coordinate the evacuation effort. • If the emergency impacts multiple communities within the OA:
The OA EOC will begin obtaining situational awareness, understanding the severity of the incident.
The OA EOC will coordinate with fire, law enforcement, public health, and other relevant support agencies to obtain recommendations on protective actions. The OA EOC will coordinate the evacuation response according to the OA EOP, including:
o Providing transportation for those who need assistance by activating emergency transportation services agreements.
o Providing support for individuals with disabilities and others with access and functional needs during the evacuation process, which may include, but is not limited to, assisting with wayfinding, supervision, and language interpretation. o Coordinating and communicating with the private sector, community-based organizations, and faith-based organizations to utilize services and resources available to support the response.
o Coordinating the provision of accessible care and shelter services.

Decision to Evacuate:

The decision of whether to evacuate or shelter-in-place must be carefully considered with the timing and nature of the incident. This decision is generally made by first responders in the field at the Incident Command Post, with input from both fire and law enforcement personnel. Because evacuation operations are complex and stress both systems and people, it should be considered a last resort option and implemented when there is an immediate need to move people out of an area with a clear and present danger.

Emergency responders shall make every effort to inform people that failure to evacuate may result in serious physical injury or death and that future opportunities to evacuate may not exist. Law enforcement will document the location of individuals that refuse to evacuate or, if necessary, have these individuals sign waivers. Once an evacuation is ordered, it is critical that public information dissemination, transportation, sheltering resources, and security and protection of private property are provided to a level where the public feels evacuation is more desirable than staying behind.

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The City Fire Department works with other departments, non-governmental partners, and stakeholders to determine the support required for anticipated evacuation scenarios. Coordination will include considering populations with access and functional needs and service animals/household pets.

If practical, evacuation decisions will be implemented before an actual event occurs. Those with access and functional needs will require extended time to evacuate and need as much advanced warning as possible. An imminent or occurring hazardous materials release may require a decision on evacuation versus sheltering in place. The County Hazardous Materials Team can provide technical support for decision-makers.

If an event can potentially impact evacuation routes such as flooding or earthquake, the City will endeavor to make early evacuation decisions to allow people to leave the area of impact. A wait- and-see policy may be disastrous if people cannot safely evacuate once the danger is present.

Notification and Warning
The EOP Basic Plan contains information on emergency warning and notification. During an evacuation, timely warning and notification is essential. Effective public communication for evacuation must meet the following objectives:
• Provide timely and accurate communication of evacuation instructions. • Describe evacuation routes.
• Designate to the locations of reception and care facilities. • Provide sufficient explanations of the potential hazard to convince evacuees to leave.

Providing information to the public is vital to the evacuees, including convincing them that they need to evacuate to avoid life-threatening situations. Evacuation messages must include information about:
• The urgent need to evacuate.
• Estimated time to remain evacuated.
• Availability of shelters.
• Accommodation for pets.
• Security for their homes and neighborhoods, and safety at evacuation shelters.

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Evacuation Orders:

Evacuation orders may be given as either voluntary or mandatory. The following City staff may order an evacuation, if necessary:
• The City Manager
• Police Chief, designee, or Incident Commander
• Fire Chief, designee, or Incident Commander
• The Emergency Manager

Evacuation orders will be delivered via Alert Solano and posted on the City websites and social media accounts. Notification may be made by loudspeakers from first responder vehicles and emergency notification systems such as EAS and NAWAS. Whenever possible, evacuation orders should include evacuation routes and the location of evacuation shelters, if activated.

Legal Considerations
Evacuation orders should be issued when there is an immediate threat to the health and safety of the population. This annex uses the language below, as described in the Firescope Field Guide, ICS 420- 1, to communicate specific activities related to evacuations:

Evacuation Warning: The alerting of people in an affected area(s) of potential threat to life and property. An Evacuation Warning considers the probability that an area will be affected within a given time frame and prepares people for a potential evacuation order. Evacuation Warnings are particularly necessary when dealing with various issues such as special needs populations and large animals.

Evacuation Order: Requires the immediate movement of people out of an affected area due to an imminent threat to life.

Shelter-In-Place: Advises people to stay secure at their current location. This tactic shall only be used if an evacuation will cause a higher potential for loss of life. Consideration should be given to assigning incident personnel to monitor the safety of citizens remaining in place. The concept of shelter-in-place is an available option in those instances where physical evacuation is impractical. This procedure may be effective for residential dwellings in immediately impacted areas or large facilities that house a high percentage of non-ambulatory persons (e.g., hospitals and convalescent homes). Sheltering-in-place attempts to provide a haven within the impacted area.

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Voluntary and Mandatory Evacuation: California Penal Code Section 409.5 does not authorize forcible or mandatory evacuations. Past legal challenges have found that “without a specific legislative amendment to Penal Code Section 409.5, it would be improper to infer statutory authority to forcibly evacuate people who do not wish to be evacuated unless their presence in the closed area resulted from an entry made after the area was closed pursuant to 409.5(a) or 409.5(b).”

Evacuation Reception Support
If the City is designated to support and host evacuees from another jurisdiction, City staff will provide an agency representative to the evacuating jurisdiction/s Incident or Unified Command, or the Area Command, as appropriate. This may be done through remote means. As a receiving jurisdiction, the City is responsible for the following:
• Traffic flow into the City.
• Distribution of evacuees to reception and care areas or other appropriate facilities. • Providing mass care support services.
• Providing security at evacuation shelter locations and increased law enforcement presence for local homes and businesses.

8 Reentry
Once the threat has passed and assuming the evacuated area is safe from debris, contamination, or other residual threats, the evacuated persons will be allowed to reenter the area. The EOC, specifically the Law Enforcement Branch, coordinates transportation, routes, and resource use strategy to support the reentry.

The strategy will be coordinated with regional partners, as any evacuation will likely have impacts beyond the operational area. The Operations Section Chief is responsible for providing the PIO with information regarding the safe return to the evacuated area. Those who needed assistance to evacuate will again need help to return.

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F.5 Functional Annex C: Volunteer and Donations
Management Plan
Volunteer and Donations Management Plan
City of Fairfield

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Table of Contents

1. Introduction ...................................................................................... F-59

2. Policies ................................................................................................ F-60

3. Planning Assumptions ................................................................... F-61

4. Concept of Operations .................................................................... F-62

5. Responsibilities – Donations Management ............................. F-67

6. Responsibilities - Volunteers ....................................................... F-68

7. Information Collections, Analysis and Dissemination ........ F-69

8. Administration and Logistics ....................................................... F-70 Tab A: Authorities and References ................................................. F-73 Tab B: EOC Position Checklists ........................................................ F-75 Tab C: Donations Operations ............................................................ F-83 Record of Donation Offer ................................................................... F-93 Tab D: Volunteer Operations ............................................................ F-95 Criteria for Developing a Volunteer Job ....................................... F-99 Unaffiliated Volunteer Application ............................................. F-100 City Volunteer Disaster Service Worker Registration .......... F-104 Packet Page 1000 of 1095Attachment 2 Page 367 of 457

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1. Introduction
This plan is an appendix to the City of Fairfield (City) Emergency Operations Plan (EOP). It is designed to support the specific functions of donations and volunteer management that may be required to be performed by City staff and volunteers during a disaster.

1.1 Purpose
The purpose of this plan is to provide guidance for the organization of volunteer and donations management in the City to respond to emergencies exceeding normal, daily activities, and capabilities. This plan will be implemented in response to major emergencies or disasters that overwhelm the capabilities of the City to manage spontaneous, unaffiliated volunteers and donations.

1.2. Mission
To provide for the coordination of donations and the organization of volunteers to assist in the response and recovery efforts during an emergency or disaster within the City.

1.3. Scope
This plan guides the role of City staff and partner agencies involved in donations and volunteer management in response to disasters. The City will look principally to those private voluntary organizations with volunteer management systems already in place to receive, document, and provide a linkage of the volunteer offers to the voluntary agencies active in the response or recovery.

When implemented, this plan will be supplemental to, and will not interfere with, the established donations management and volunteer management systems of Voluntary Organizations Active in Disasters (VOAD) member agencies or other voluntary organizations. The scope of this plan, during its activation, is to:

1. Provide direction to City staff to accomplish the processes of accepting unaffiliated, spontaneous volunteers and organizational resources during disaster response and recovery.

2. Coordinate vetting of entities and individuals offering volunteer assistance

3. Describe the process for the collection, sorting, and distribution of donated goods and services

4. Deliver guidance on developing staffing plans for management of donations

5. Develop parameters for refusal of donated goods, services, and volunteers

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7. Process cash contributions in accordance with pre-developed plans, policies, and procedures

2. Policies
This Plan will be implemented in a manner consistent with the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS), the basic plan of the City EOP, applicable agency procedures and policies, and all applicable regulations and statutes.

The designated primary and support agencies are responsible for and committed to staffing and implementing this Plan at the time of its activation by the City Emergency Operations Center (EOC).

The priorities for emergency operations implemented by this Plan will be consistent with and supportive of the City EOC Action Plan for the applicable EOC operational period.

When the resources and capabilities available to support this Plan are limited, resource allocation will be in accordance with the priorities established by the EOC Action Plan, as well as with the following, in descending order of importance:

1. Life/Safety

2. Incident Stabilization

3. Property Preservation

The primary and support agencies designated in this Plan will operate in conformance with SEMS and NIMS and adopt additional SEMS and NIMS components as they are promulgated. SEMS and NIMS components include incident command systems (ICS), preparedness activities, resource management mechanisms, communications and information management requirements, supporting technologies, and ongoing management and maintenance requirements.

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3. Planning Assumptions
• The City recognizes that donations and volunteer offers from the public and private sector are essential resources in response and recovery efforts and must be effectively coordinated. Donations assistance may be financial contributions or in-kind donations (i.e., food, clothing, products, and equipment). Volunteer assistance is most often in the form of donated labor for response and recovery activities. • Spontaneous, unaffiliated volunteer offers will need to be effectively coordinated to ensure effective utilization of volunteers to support agencies active in an incident. Such efforts must involve inter-agency collaboration among governmental and voluntary agencies, community-based organizations, faith-based groups, the private sector, and the media
• If not effectively managed, spontaneous unaffiliated volunteers can prove detrimental to relief efforts. Volunteers arriving at the disaster site can disrupt and may endanger relief workers and the volunteer themselves, as well as overwhelm government and voluntary agencies, and interfere with the response and recovery efforts • Careful volunteer management, planning, and strategies will reduce problems associated with spontaneous unaffiliated volunteers. This Plan does not supersede the plans, policies, or procedures of voluntary organizations, nor does it affect offers of volunteer assistance directed to specific voluntary agencies
• The City does not wish to operate a system to collect, process, and distribute donations to disaster victims. Such a system is best overseen by the community-based organizations and other voluntary agencies that have successfully handled donations in the past • Donations will frequently arrive unsorted and with minimal packaging and markings.

Donations may be packed in boxes, barrels, or garbage bags; some items may be in bins or pallets. When such goods are received, they must typically be sorted, repackaged, and labeled, temporarily stored, and then transported to distribution points to be picked up by disaster victims
• Donations may also:
Be given with an expectation of some sort of repayment, publicity, or a tax write-off Be out-of-date items (such as expired foodstuffs or pharmaceuticals) unusable (broke furniture; dirty or torn clothing), or unsuitable (food that requires refrigeration, winter coats in August)
Be volunteer services that do not meet the announced or advertised expectations or capabilities; skilled trades that are not properly licensed or certified Be provided illegally as a ruse in a fraudulent process to obtain money from disaster victims
• Donations must be carefully managed to support matching needs with donated resources.

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creating management concerns in regards to inventorying, sorting, labeling, storage, and disposal
• Financial donations offer more flexibility than in-kind donations and should be encouraged by public information outreach efforts
• Follow-up with volunteers and donators is essential to provide satisfactory outcomes for their expectations. Most personal donations are given little expectation of return other than the personal satisfaction of giving and perhaps some acknowledgments of thanks.

However, some donations may be unusable, have “strings attached,” or not be donations at all

4. Concept of Operations
The following section provides information on the activation and operation of the City’s donations and volunteer management programs.

4.1 General
The objectives of the City’s donations and volunteer management programs are to determine the needs of disaster victims and inform potential donors and volunteers of those needs through the media and other means. The management programs are designed to receive, process, and distribute goods and cash donations to victims that can be used to help them recover from a disaster, and accept offers of volunteers and coordinate their assignments to provide services that will contribute to the recovery process.

4.2 Organization
The EOC Director will determine when to activate the donations and volunteer management units.

Activation of the donations and volunteer management units will be based on the scale of the incident and the need to provide donations management and volunteer coordination activities by the City. The donations and volunteer management units will be established in the Logistics Services Branch of the Logistics Section of the EOC when activated.

Because Solano County could be expected to operate County-wide donations management and volunteer management programs after a large disaster, the City may support them rather than activate and operate its programs.

4.3 Notifications
The EOC Coordinator will be responsible for notifying the primary agencies of the need to activate the donations or volunteer management units. In turn, unit leaders are responsible for notifying the Packet Page 1005 of 1095Attachment 2 Page 372 of 457

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designated City support staff and volunteer agencies of the notification to activate the donations or volunteer management units or stand by for possible activation. The donations and/or volunteer management unit leaders are responsible for determining whether City staff and support agencies should be notified and mobilized.

2. Both the Finance and Human Resource Departments (which could be handled by the Emergency Management Coordinator) will maintain an up-to-date, 24-hour notification roster of personnel assigned to the donations management and volunteer management units and representatives of the support agencies.

4.4 Donations and Volunteer Programs
The City does not wish to operate a system to collect, process, and distribute donations to disaster victims. Donations and volunteer management programs work best under the direction of community-based volunteer organizations and other volunteer organizations that have successfully handled the processes in the past.

However, experience has shown that volunteer groups can be overwhelmed by the scale of donations and need government assistance (such as traffic control, security, and support in identifying facilities to receive, sort, and distribute donated goods). Additionally, large donations may be sent to the local government itself. The City will strive to coordinate donation management efforts with volunteer organizations and agencies.

Recognized local and national charities (e.g., community-based organizations and voluntary disaster relief) agencies have accepted, handled, and distributed donations for many years. These agencies are skilled in the donations management process, and they should be the first recourse for collecting and managing donations after a major emergency or catastrophic disaster. Donors outside the local area should be encouraged to work through recognized community, state, or national social service organizations or voluntary human resource providers in the community in which they live. These organizations can receive donations in areas across the state or nation and then earmark assistance for a particular disaster.

Cash donations are preferred. Cash allows agencies for disaster relief to purchase the specific items needed by disaster victims or provide vouchers to disaster victims to replace clothing and essential personal property with items of their choosing. Cash donations also reduce the tasks of transporting, sorting, and distributing donated goods. (City will have to make its position known as to whether or not it will accept cash donations)
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Similarly, spontaneous volunteers are often best managed by established volunteer organizations such as CERT. The City will need to support the responsible volunteer organizations to identify facilities to register and vet volunteers and assign them to volunteer organizations for recovery activities.

4.4.1 Donation and Volunteer Management Programs
The City's donations and volunteer management programs are composed of several organizational elements and operating units. They are activated as needed to meet the anticipated workload. The organizational elements include:
• Donations Management Unit Leader
• Volunteer Management Unit Leader
• Unmet Needs Committee

The operating units include:
• Donations Operations Office
• Donations Collection Points
• Donations Distribution Points
• Phone Bank
• Volunteer Management Center

Donations Management Unit Leader
The Donations Management Unit Leader will be designated by the EOC Director. The Donations Management Unit Leader will be provided by the City Finance Department. Other City Staff and volunteers will be assigned as necessary to support an effective donations management program.

Annex C provides guidance on activating and operating a donations management center.

Volunteer Management Unit Leader
The Volunteer Management Unit Leader will be provided by the City Human Resources Department. Other City Staff or volunteers will be assigned as necessary to support an effective volunteer management program. Annex D provides guidance on activating and operating a volunteer management center.

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Essential donations and volunteer management personnel should, to the extent feasible, be identified in advance so that they can receive training and assist in the development of operating procedures.

Un-met Needs Committee
The Un-met Needs Committee is responsible for assisting disaster victims who need assistance that the City government has not provided. The Donations Management Unit Leader will support forming the Committee as soon as practical after a disaster occurs. The Un-met Needs Committee should consist of representatives from organizations that have provided or can provide money, manpower, or materials to assist in disaster relief. Members would typically include:
• Representatives of local volunteer organizations.
• Representatives of the local ministerial alliance
• Representatives of corporations that have donated money, staff, or goods for disaster relief
• Other interested parties that have donated to disaster relief

Although the Donations Management Team Leader should assist in forming the Un-met Needs Committee, its chair should be elected by the members and preferably be a highly regarded and well-known local citizen who does not have other major disaster response commitments. As this committee will decide which individuals receive supplemental aid, it is generally inappropriate for government officials to serve as members of this committee.

Donations Operations Office
The Donations Operations Office serves as the central point to coordinate the donations management program. The Donation Operations Office may be collocated with a Donations Collection Point

Donations Collection Points
Donations collections point may be established to receive, sort, organize, repackage, and temporarily store donated and other goods and then transport them to Distribution Points where disaster survivors can receive them.

Donation Collection Points are customarily located outside the disaster area and operated by volunteer workers. Operational Area or regional Donations Collection Points may be established to serve a group of affected communities. If Operational Area or regional collection Packet Page 1008 of 1095Attachment 2 Page 375 of 457

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points are established, volunteers from those communities that receive goods from the facility will normally participate in their operation.

See Annex C for information on the operations of the Donation Collection Points and the facilities, equipment, and staffing required.

Donation Distribution Points
Distribution Points are sites from which ready-to-use goods (received directly from donor agencies or from a Donation Collection Point) or cash vouchers will be distributed to disaster victims. They are typically operated by local community-based volunteer organizations or nationally recognized volunteer agencies such as the Salvation Army and the American Red Cross.

Distribution points are generally located near areas where disaster victims live. They may be housed in facilities owned by volunteer groups or the City or donated space.

See Annex C for information on the operation of Distribution Points and the facilities, equipment, and staffing required.

Phone Bank (based on current infrastructure, this type of operation would be remote/off-site) A Phone Bank will be established in the Donations Operations Office to receive and respond to donations, volunteer assistance offers, and disseminate other disaster-related information.

Depending on the goods or services offered, the Phone Bank may refer some donors to other agencies that may be better equipped to handle their donations. The Phone Bank may also be used to provide disaster-related information to callers.

See Annex C for information on the operation of the Phone Bank and the facilities, equipment, and staffing required.

Volunteer Management Center
The Volunteer Management Center is a facility where spontaneous, emergent, unaffiliated volunteers are assembled, vetted, registered, assigned recovery tasks, and provided logistical and other support. Volunteers may be assigned to operate various donation management facilities, provide direct assistance to victims (such as clean-up and home repair), or assist Packet Page 1009 of 1095Attachment 2 Page 376 of 457

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government departments in recovery operations. The Volunteer Management Center should be located near the disaster area, but not in that area.

See Annex D for information on the operation of the Volunteer Management Center and the facilities, equipment, and staffing required.

5. Responsibilities – Donations Management
The Donations Management Unit Leader will have overall responsibility for managing the donations management program and functions as part of the EOC organization. They will establish an organization to support the program based upon the scope of the incident and the need for donations. The organization will be composed mainly of volunteers with facilities primarily operated by volunteers. The following organizations have the responsibilities listed below within the donations management program.

5.1 City Council
The City Council is responsible for the allocation of cash donations. They will determine the allocation of cash donations based upon the recommendations of the Un-met Needs Committee.

5.2 Un-met Needs Committee
The Un-met Needs Committee will assist the Donations Management Unit Leader in operating the donations management program. They will:
• Assist the Donations Management Unit Leader in determining which donations management functions should be activated after a disaster occurs • Provide advice to the Donations Management Unit Leader on suitable candidates for managing the various donations management functions
• Assist in locating volunteers to work in the donations management program • Assist the Donations Operations Office in maintaining records on donations activities • Provide information to donors regarding voluntary agency operations and needs through the Donations Phone Bank
• Coordinate with the Donations Management Unit Leader and City Council to determine the best method for handling and distributing large-volume or high-value donations received from the public or corporate entities.
• Advise the Donations Management Unit Leader on making decisions on when to terminate or consolidate donations management functions.

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5.3 Donations Operations Office
Staff assigned to the Donations Operations Office are responsible for:
• Developing and maintaining a current unmet needs list that identifies what donations are needed.
• Providing coordination and oversight of donations collection and distribution points • Staffing the donations facilities and volunteer phone bank • Maintaining records of phone responses and referrals, cash donations received and distributed, donated goods received and distributed, and all correspondence related to the donations management program

5.4 Phone Bank
Staff and volunteers assigned to the Phone Bank will:
• Will record offers received for goods and services and match them with the contents of the unmet needs list for acceptance. See Annex C for an example of the Donation Offer Record.
• Provide a list of accepted goods and services to the Donations Management Unit Leader for decisions on distribution
• Record offers for spontaneous volunteers and provide a list to the Volunteer Management Unit Leader for decisions on assignments

The Phone Bank should work closely with the EOC Procurement Leader and PIO for information on items needed and not needed; to obtain official, updated disaster relief information for rumor control and victim assistance referrals and provide data for EOC situation reports; etc.

6. Responsibilities - Volunteers
The Volunteer Management Unit Leader will have overall responsibility for managing the disaster volunteer program and functions as part of the EOC organization. They will establish an organization to support a VOAD and spontaneous volunteers program based upon the scope of the incident and needs/availability for volunteers. The organization will be mainly composed of volunteers with facilities primarily operated by volunteers.

VOAD organizations will coordinate through the Volunteer Management Unit for assignments based upon needs/availability. They will usually function independently of the EOC, completing tasks based upon their understanding of the needs of volunteers and their expertise. It is often helpful to assign spontaneous volunteers to VOAD organizations since they usually have the Packet Page 1011 of 1095Attachment 2 Page 378 of 457

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expertise to supervise and equip them. The following organizations have the responsibilities listed below within the spontaneous volunteer management program.

6.1 Volunteer Management Center
The Volunteer Management Center performs several functions, including:
• Task Identification – Determining exactly what needs to be done and the types of individuals and services needed to do the job
• Registration – Identifying volunteers and checking their background, skills, credentials, and providing appropriate identification badges
• Dispatch – Matching jobs with skills and directing volunteers where to go to complete the needed task/s
• Communications – Working between the Volunteer Management Center and disaster scene operations to ensure volunteers are being used effectively • Support – Established to provide food, water, lodging, transportation, first aid, and appropriate tools (shovels, chainsaws, gloves, back braces, etc.) to assist volunteer disaster workers

6.2 Phone Bank
Staff and volunteers assigned to the Phone Bank will:
• Will record offers for spontaneous volunteer services • Provide a list of volunteers to the Volunteer Management Unit Leader for decisions on assignments

The Phone Bank should work closely with the EOC Procurement Unit Leader and PIO for information on donations and volunteer skills needed; to obtain updated disaster relief information and victim assistance referrals, and provide data for EOC situation reports, etc.

7. Information Collections, Analysis and Dissemination
The City EOP contains an information collection plan template used by the Situation Unit in the Planning Section of the EOC to gather incident information. The Donations and Volunteer Management Unit Leaders will coordinate with the EOC Situation Unit Leader to define information needs, determine information sources, and define end users of information gathered.

Essential information includes the following:
• Population of the affected areas of the City
• Status of lifeline infrastructure in the affected areas of the City: Power, water, wastewater, gas, phone service
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• Status of public transportation
• Areas affected by hazardous releases
• Expected weather
• Number of evacuees
• Number of people sheltering in place
• Number of open shelters and current population
• Estimate of the number of people with disabilities and other access and functional needs
• Number of open animal shelters and current population

The EOC Situation Unit Leader will provide the donations, and volunteer information needs to the City’s Department of Human Resources and Un-met Needs Committee for assistance in information collection. The Un-met Needs Committee will coordinate with member organizations and other volunteer organizations active in disasters (VOAD) to collect information and develop situational awareness of the requirements for donations and volunteers. They will provide all collected information to the EOC Situation Unit Leader and who will distribute it as part of the EOC Situation Report.

If not members of the Un-met Needs Committee, the following organizations may be able to provide donations and volunteer needs information:

8. Administration and Logistics
The following procedures will be used for administering the Donations and Volunteer Management Programs.

8.1 Reporting
During emergency operations, the Donations Management Unit Leader will compile and provide a daily summary of significant donations management activities to the EOC for use in staff briefings and inclusion in periodic Situation Reports. If the EOC has been deactivated, a periodic summary of activities will include the City Manager and the leads of volunteer organizations participating in the recovery process. Donations management facilities, if government-operated, will provide a daily report of their activities to the Donations Management Unit Leader. Reports will include the following information:

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Phone Bank:

The phone bank will compile a daily report provided to the Donations Operations Office. The Donations Operations Office forwards it to the Donations and Volunteer Management Unit Leaders. The report will include:
• Location
• Hours of operation
• Number of staff assigned
• Number of calls by type (donation offers, vendor capabilities, requests for information, etc.)
• Significant donations offered and their disposition
• Major issues or challenges

Donations Collections Points:

Donations collections points will compile a daily report that will be provided to the Donations Operations Office. The Donations Operations Office will consolidate the report and forward it to the Donations Management Unit Leader. The report will include:
• Location
• Hours of operation
• Number of staff assigned
• Number and type of bulk donations received (truckloads, pallets, etc.) • Significant donations and disposition
• Goods delivered to distribution points (truckload, pallets, boxes) • Unneeded goods delivered to other agencies or awaiting disposal • Current hours of operations.
• Number of persons employed (volunteers and paid workers). • Major operational activities
• Support activities (feeding, lodging, etc.)
• Major issues or challenges

Donations Distribution Points:

Donation distribution points will compile a daily report that will be provided to the Donations Operations Office. The Donations Operations Office will consolidate the report and forward it to the Donations Management Unit Leader. The report will include:
• Location
• Hours of operation
• Number of staff assigned
• Numbers of community provided donations
• Major issues or challenges
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Donations Operations Office:

The Donations Operations Office will compile a daily report that will be provided to the Donations Management Unit Leader. The report will include:
• Location
• Hours of operation
• Number of staff assigned
• Cash donations received, including donor list
• Cash distributed including recipient list
• Major activities of donations collection points and donations distribution points • Major issues or challenges.

Volunteer Management Center:

The Volunteer Management Center will compile a daily report that will be provided to the Volunteer Management Unit Leader. The report will include:
• Location
• Hours of operation
• Number of staff assigned
• Number volunteers offering services
• Number of volunteers assigned
• General types of jobs to which workers have been dispatched • Support activities (feeding, etc.)
• Major issues or challenges

8.2 Financial Management
The Donations Management Unit Leader will designate a Donations Financial Officer. The Donations Financial Officer will work within the Donations Operations Center and will:
• Establish a donations account for receiving monetary donations • Maintain accurate records of all cash donations received and distributed • Establish specific wording for the “Pay to the Order of:” line for all checks and other securities so that appropriate information can be provided to potential donors • Ensure written disbursing procedures are prepared in close coordination with the Un- met Needs Committee, so account disbursing officials have a clear mandate on preparing assistance checks (e.g., when, how much, to whom, etc.) • Provide a daily written report to the Donations Management Unit Leader • Use Annex C for details on handling cash donations
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Tab A: Authorities and References

1. City of Fairfield Municipal Code, Section 6

2. Solano County Emergency Operations Plan 2017

3. State of California Emergency Services Act

4. State of California Emergency Plan, 2017

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Tab B: EOC Position Checklists
The Donations Management Unit is part of the Supply/Procurement Unit within the Logistics Support Branch of the Logistics Section. The Volunteer Management Unit functions as part of the Personnel/Volunteer Unit within the Logistics Support Branch of the Logistics Section.

Position/staff job aids are included in this annex.

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B.1 Donations Management Unit Leader
Responsible for identifying donations requirements, soliciting donations, inventorying, managing, and distributing donated goods, and accounting for monetary donations. This includes internal organizational elements and resources as well as external partner agencies.

ELEMENTS INCLUDE:
• Identifying donation needs of life-safety supplies and services (e.g., heat, food, water, ice) and developing a plan to receive and quickly distribute these resources to affected community members
• Coordinating with the Resources Unit to track donated resources

Reports to:

Logistics Support Branch Director

Plans and Reports:
• EOC ACTION PLAN

Forms and Guides:
• POSITION JOB AID
• ICS-205 COMMUNICATION LIST
• ICS-211 CHECK-IN LIST
• ICS-214 ACTIVITY LOG
• DONATIONS OFFER FORM

Technology:
• LAPTOP
• PHONE (DESK OR CELL)

Tools:
• WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

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Activation:
• Check-in at the EOC
o FORM: ICS-211
o FORM: ICS-205
• Assist with EOC Set-up (if not already fully set up)
• Check workstation to ensure readiness
• Wear identification vest and read over job aid
• Receive situation, section, and position briefing from available and appropriate personnel • Ensure readiness to maintain concise records of position activities o FORM: ICS-214
o FORM: Donations Tracking

Response:
• Communicate and coordinate with external partners and NGOs to support effective donations management
• Coordinate donated goods and services from community groups and private organizations.

Set up procedures for collecting, inventorying, and distributing usable donations. Use this plan as a guide
• Obtain initial damage assessment and other situational reports. Establish the Un-met Needs Committee and provide them with situational reports to begin identifying the scope and locations of needed goods and assistance
• Provide regular situation status reports to the Planning Section • Monitor donations-related activities (e.g., large corporate in-kind donations of food or supplies) and begin preparing for their arrival
• Coordinate with voluntary-sector and private-sector liaisons to monitor which donation types are being offered, accepted, and brought into the area • Coordinate with the JIC through the JIS to ensure the creation and dissemination of public information about donations, particularly the preference for monetary donations over in- kind donations
• Review pre-scripted messages for public information and modify as needed • Prepare and distribute public information messages encouraging cash donations instead of in-kind donations and explaining how monetary donations can be made • Establish and publicize the phone bank and a designated website as the primary sources of donations information for the public
• Activate any existing agreements with radio, television, online news sources, and other media outlets to deliver donations related to pre-scripted messages and any newly developed ones
• Coordinate with the Operational Area to achieve effective donations management processes at both levels of government.

Shift Change:
• Provide turnover briefing to position replacement
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• Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o POSITION JOB AID
o FORM: CURRENT ICS-214
• Provide all completed documentation to the Documentation Unit • Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
o FORM: ICS-211
o FORM: ICS-205

Demobilization and Termination:
• Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
• Complete all required forms, reports, and other documentation • Provide all completed documentation to the Documentation Unit prior to your departure • Turn over financial information to Finance Section Chief • Clean up your work area before you leave
• Provide a forwarding phone number where you can be reached • Be prepared to provide input to the AAR

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B.2 Volunteer Management Unit Leader
Responsible for identifying volunteer requirements, processing volunteers, and coordinating assignments of volunteers and volunteer organizations.

ELEMENTS INCLUDE:
• Working with the Planning Section Staff to identify volunteer needs and developing a plan to distribute these volunteers to necessary places • Coordinating with the Resources Unit to track volunteer resources

Reports to:

Personnel/Volunteer Unit Leader

Plans and Reports:
• EOC ACTION PLAN

Forms and Guides:
• POSITION JOB AID
• ICS-205 COMMUNICATION LIST
• ICS-211 CHECK-IN LIST
• ICS-214 ACTIVITY LOG
• DONATIONS TRACKING FORM

Technology:
• LAPTOP
• PHONE (DESK OR CELL)

Tools:
• WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

Activation:
• Check-in at the EOC
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• FORM: ICS-211
• FORM: ICS-205
• Assist with EOC Set-up (if not already fully set up)
• Check workstation to ensure readiness
• Wear identification vest and read over job aid
• Receive situation, section, and position briefing from available and appropriate personnel • Ensure readiness to maintain concise records of position activities • FORM: ICS-214
• FORM: Volunteer Tracking Form
• FORM: Disaster Service Worker-Volunteer registration

Response:

Staff the Volunteer Management Team and supports the Planning Section Resource Unit and the Logistics Personnel/Volunteer Unit
Establishes one or more assembly and staging sites for volunteers to report for credential screening and potential assignment (Volunteer Management Centers) Manages the Volunteer Disaster Service Worker-Volunteer (DSWV) process, including document management
• FORM | DSWV REGISTRATION

Shift Change:
• Provide turnover briefing to position replacement
• Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
• POSITION JOB AID
• FORM: CURRENT ICS-214
• Provide all completed documentation to the Documentation Unit • Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
o FORM: ICS-211
o FORM: ICS-205

Demobilization and Termination:
• Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
• Complete all required forms, reports, and other documentation • Provide all completed documentation to the Documentation Unit prior to your departure • Turn over financial information to Finance Section Chief Packet Page 1023 of 1095Attachment 2 Page 390 of 457

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• Clean up your work area before you leave
• Provide a forwarding phone number where you can be reached • Be prepared to provide input to the AAR

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Tab C: Donations Operations
The Donations Operations Office is the primary function established to set up and operate the County’s Donations Management program/system. The office coordinates and collaborates with the volunteer agencies on the Un-met Needs Committee to set policy and establish donations management procedures. The office coordinates with the City’s EOC and the donations management operational facilities

Facilities and Equipment:

The Donations Operations Office should operate in a facility located, if at all possible, in proximity to both the City’s EOC and the disaster area. Typical equipment in the Donations Operations Office would be:
• Sufficient desks, tables, and chairs for staff personnel • A large conference room (for daily meetings of the Donations Steering Group) • Copier and facsimile machine
• Sufficient phones for personnel
• Computers (with Internet access) and printer
• Break area with microwave, refrigerator, and sink

Staffing:

Staffing should include the following:
• Donations Coordinator
• Donations Financial Officer
• VOAD representatives
• Phone Bank Coordinator
• Sufficient staff to accept and manage donations
• Phone bank operators

Operations: The Donations Operations Office should accomplish the following:
• Select which donations management facilities/functions will operate for the disaster • Assist in establishing an Un-Met Needs Committee if one is required • Facilitate regular meetings of the Un-met Needs Committee • Develop a policy for the operational donations management facilities • Coordinate with the City’s EOC to assess donations needed/not needed and to obtain the latest disaster-related information for relay to callers • Ensure the City’s Financial Officer is prepared to manage cash donations (e.g., account number, address, disbursement policies, etc.)
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• Manage all donations in accordance with current Internal Revenue Service policies. See https://www.irs.gov/charities-non-profits/contributors/written-record-of-charitable- contribution for guidance
• Work with the City’s PIO to prepare public service announcements and media releases that address donations
• Maintain accurate records on all donations (e.g., cash, goods, and service). Use the Record of Donations Offer Form in this Annex
• Operate as the initial Phone Bank if one is needed
• Support transportation requirements of the Donations Collection and Distribution Points • Prepare “letters of thanks” as appropriate
C.1 Unmet Needs
During the recovery process, after all the disaster relief organizations and the state and/or federal government have provided monetary and other assistance to the disaster victims, there will still be those individuals and families who still need additional help in recovering from a disaster.

The Un-Met Needs Committee is a group of representatives (generally from community-based relief organizations, established disaster relief agencies, the ministerial alliance, civic clubs, local businesses, etc.) who meet together to consider individual cases where the victims’ needs are significantly more significant than the government and charitable assistance being provided. The Un-Met Needs Committee will be chaired by a person elected by its members. Preferred candidates are local individuals who are well known and respected, have exhibited successful organization leadership and collaboration skills in the past, and are not currently government officials.

A typical method for processing an “unmet needs request” by the Committee is:

• Any member of the Committee can submit a “request,” and as such, will be designated as the “advocate agency” for those particular unmet needs case • The Red Cross generally develops all cases in which the disaster victim has received the maximum Stafford Act Individual Assistance Grant award
• A “request” should consist of the following:
A signed request by the victim asking for additional assistance Verification of the loss incurred
A compilation of the specific disaster-caused needs of the victim The current financial status of the victim (the individual must sign a “Release of Confidential Information” form)

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• The advocate agency will present the individual case, and the Committee will review it.

Each agency representative on the Committee will determine whether his or her agency can provide additional assistance to what has already been provided

• If the stated need is still unmet and donations (money, resources, and/or manpower) are still available to help satisfy that need, then an appropriate portion of the available donations will be provided

• If cash is considered the best means to satisfy the need, then, based upon the concurrence of the Committee members, the chair of the Committee will authorize the donations account bank managers to disburse the appropriate funds to the victim.

If the monetary donation is to be used by a vendor to provide services, a two-party check is often appropriate to preclude misuse of the donated funds (i.e., the check is made out to both the victim and the vendor).

C.2 Handling Cash Donations
Cash donations are frequently the best type of donation since the money received can easily be used by the recipient organization to assist disaster victims in purchasing goods and clothing, obtaining transportation, repairing their homes, etc.

Donors should be encouraged to contribute cash to the local community-based organizations or the voluntary disaster relief agencies such as the ARC and others. Cash donations should generally not be accepted by the City since the management of donated disaster funds by the government often turns to be a “lose-lose” proposition in that the disbursal of these funds can rarely if ever, be carried out in an equitable manner that is sufficient to satisfy all the recipients and non-recipients.

If unsolicited funds are received and accepted by the City, then the subsequent steps should be followed:
• A separate bank account with an appropriate account number should be established.

Persons, corporations, organizations, etc., wishing to donate cash should know exactly who to make the check out to, the appropriate address to which the check should be sent, and any other information needing to be written on the check to validate and enhance its processing. The same applies to other forms of donated securities such as stocks, bonds, etc.

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• Cash handling procedures should be written to show:
How the account will be managed
Who will establish and maintain the account?
Under what authority
Who will give the approval to the bank account managers for disbursal? What will be the exact process used to authorize disbursal? By what method is the payment made (two-party check, etc.)

The person(s) authorized to disburse the funds should be a neutral party and not associated with the recipients, the City, or any other person or entity that could prejudice the disbursement of monies or otherwise indicate impropriety
C.3 Donations Collection Points
Donations Collection Points are established to receive, sort, organize, repackage if necessary, temporarily store donated goods and then transport them to Distribution Points where victims can pick them up. A regional Donations Collection Point may be established by Solano County to serve a group of affected communities. If a regional Collection Point is established, volunteers from the City who normally participate in the City Collection Point may be assigned.

Facilities and Equipment: General facility requirements are outlined below. Vacant warehouses and large, empty “box” stores are frequently used
• Sufficient space (50,000-100,000 square feet) with hard flooring (for forklifts) • Several loading docks
• Heated/cooled storage and work areas and some type of office space • Refrigerated area for selected foods and medicines
• Large, paved parking lot for numerous commercial trucks to maneuver and park • Adequate power
• Security fencing with secure entry point/s and perimeter lighting

Equipment and Supplies: General equipment/supply requirements are:
• Phone service
• Adequate lighting for work areas
• Sufficient desks and chairs
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• Packaging materials (e.g., special cartons, binding tape, shrink-wrap, steel bands with binder, etc.)
• Drinking water and restrooms
• Copier and fax machine
• Computers (with Internet access) and printer
• Pallet jacks
• Forklifts (electric or natural gas if used inside a closed building) • Medium-sized (bread) trucks with a lift gate, if possible, for transporting goods to distribution facilities
• Designated area/location for fueling distribution trucks (e.g., government facility)

Operations:

Locate an available facility and obtain authority/permission for its use.

Equip the facility (basic requirements are outlined above).

Develop guidelines for:

Recording the receipt, storage, and distribution/disposition of donated goods Training, maintaining the status of, and assigning jobs to volunteer workers Obtaining and recording costs for fuel used in distribution trucks Ensuring proper certifications for drivers of all Collection Point associated vehicle Adequate training for forklift operators

Points of Contact:

Collection Center Building Manager/Lessor/Seller:

Address:

Name:
Point of Contact:
Phone:
Cell:
E-mail Address:

Local Real Estate Agents Handling Commercial Real Estate Name:
Point of Contact:
Phone:

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Cell:
E-mail Address:

Local Office of Economic Development and/or Chamber of Commerce Name:
Point of Contact:
Phone:
Cell:
E-mail Address:

Donations Collections Center Staff:

Equipment Unit Manager
Address:
Office Phone:
Cell:
E-mail Address:

Transportation Manager
Address:
Office Phone:
Cell:
E-mail Address:

Security Manager
Address:
Office Phone:
Cell:
E-mail Address:

Support Manager
Address:
Office Phone:
Cell:
E-mail Address:

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C.4 Donation Distribution Points
Distribution Points are locations where disaster victims pick up donated goods, materials, and supplies after an incident. The Donations Coordinator (or designee) should work closely with the applicable voluntary agencies to determine where these distribution points will be. In the event that a VOAD distribution site is not established, then the City will need to establish one to distribute any goods received.

Staffing
These facilities are generally operated by either local community-based organizations or nationally recognized VOAD. These voluntary organizations will initially use their own trained personnel for distribution operations and solicit volunteers from the community and other sources to assist.

Operations
Since the volunteer agencies generally conduct local distribution operations, the procedures for such operations would be the ones already used by the particular agency operating the distribution point (e.g., The Salvation Army, the American Red Cross, the Adventist Community Services, etc.). The Adventist Community Services has unique expertise in managing, handling, sorting, storing, and distributing large volumes of donated goods, especially those that may not have been requested. Coordination with that agency for assistance is encouraged.

C.5 Phone Bank
The purpose of the Phone Bank is to provide the capability to handle a large number of phone calls during and after a disaster from donors, volunteers, and other persons and organizations that may overload EOC capabilities. Calls can generally be classed into types:
• Potential donors who wish to contribute, start a “drive,” or request information on how to donate
• Vendors who want to provide free or reduced-cost services or materials • Volunteer groups and unaffiliated individuals who want information on how to support disaster victims and/or where to register
• Persons, including disaster victims, seeking disaster-related information

Facilities and Equipment:
• Suitable building/room(s) for the Phone Bank. It may be collocated with the Donations Collections Point Facility but should have a separate entrance and be in a quiet area. • “800” toll-free number.

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• Appropriate number of incoming and outgoing phone lines (if they are not the same) based on the anticipated number of incoming calls and the types of outgoing calls to be made. • Appropriate answering service or equipment (phone instruments, headsets, etc.).

Equipment and Supplies:
• Adequate lighting for work areas
• Sufficient desks and chairs
• Drinking water and restrooms
• Copier and fax machine

Operations:

Alert pre-certified phone operator volunteers for duty; obtain additional volunteers or paid personnel.

Select and train personnel.

Prepare complete donations-related Phone Operator Guides with referral numbers.

Prepare training agenda and conduct training as appropriate.

Prepare procedures for dealing with donations collection and transportation issues such as steering donor “drives” to be more productive, assisting truck drivers in finding the donations drop-off point, etc.

Prepare duty times and schedules (based on anticipated incoming calls).

Consider the security of workers (especially at night).

Consider accommodations for disabled workers.

Consider parking accessibility (especially at night and for older or disabled workers).

Prepare a phone recording device on the 800 line for responding to donors during non- operational hours.

Record donations-related information. Use the Record of Donation Offer form in this Appendix:
A listing of donations offered
Information on donors
Donations referrals
An updated resources database derived from vendors
Thank you, letters sent
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Record volunteer-related information:
A listing of volunteers/volunteer organizations
Volunteer referrals to VOAD
An updated database of volunteer needs
Thank you, letters sent

Points of Contact:

Phone Bank Building Manager/Lessor/Seller:

Address:

Name:
Point of Contact:
Phone:
Cell:
E-mail Address:

Local Real Estate Agents Handling Commercial Real Estate Name:
Point of Contact:
Phone:
Cell:
E-mail Address:

Phone Bank Staff:

Operations Manager:
Address:
Office Phone:
Cell:
E-mail Address:

Phone Line/Equipment Manager:
Address:
Office Phone:
Cell:
E-mail Address:

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Phone Bank Coordination Team (DCT) Leader:
Address:
Office Phone:
Cell:
E-mail Address:

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Record of Donation Offer

Call received by:

Donor Name and
Information:

Date:

Time:

First Name: Last Name:

Title: Organization:

Phone 1: Phone 2:

Address 1:

Address 2:

City:

State: Zip:

Type of Resource: (e.g., Cash, people, food, equipment):

Category: (e.g., Amount, clothing, water, bedding):

Sub-category: (e.g., Shoes, blankets) :

Description/Notes:

Total Quantity:

Units (#):

Measure (e.g., box, each):

Packaging
O Donated (free) O Goods or O Services
O Commercial

O Goods or O Services
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Amount (#):

Size (e.g., can, dozen,
gallon):

Palletized: Yes No Transportation required: Yes No
Refrigeration required: Yes No Restrictions:

Yes No
Resource Location:

Estimated Value: Available until:
__________________________
Follow-up required: Yes No Action taken:

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Tab D: Volunteer Operations
The Volunteer Management Center is the facility where spontaneous, emergent, or unaffiliated volunteers are assembled and assigned tasks to assist the disaster victims or the community. The volunteer Management Center supports walk-in volunteers and those who contact the Phone Bank.

The Volunteer Management Center performs several functions, including:
• Task Identification – Determining exactly what needs to be done and the types of individuals and services needed to do the job
• Registration – Identifying volunteers and checking their background, skills, credentials, and providing appropriate identification badges
• Dispatch – Matching jobs with skills and directing volunteers where to go to complete the needed task/s
• Communications – Working between the Volunteer Management Center and disaster scene operations to ensure volunteers are being used effectively • Support – Established to provide food, water, lodging, transportation, first aid, and appropriate tools (shovels, chainsaws, gloves, back braces, etc.) to assist volunteer disaster workers
A checklist with criteria for meaningful volunteer jobs and a volunteer application form are included in this annex. All volunteers must be registered before engaging in official Disaster Service Worker (DSW) activities. To be properly registered, the required information below must be on file with the appropriate disaster council.

1. Name of registrant

2. Address of registrant

3. Date enrolled (established as date loyalty oath is administered)

4. Name of registering government agency including
a. Signature and
b. Title of the authorized person

5. Classification (scope of disaster service duties

6. A signed statement that the loyalty oath or affirmation was subscribed to or taken. A sample oath or affirmation is included in this annex.

Facilities & Equipment:

The following are considerations for facilities and equipment to operate a Volunteer Management Center. To the extent possible, potential facilities should be identified pre-disaster. • Potential locations for the Center include a community center, churches, and civic centers. If possible, the facility should have:
An office area
A kitchen, dining area, and restroom facilities
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There is a sufficient parking area for large numbers of people arriving in cars, vans, trucks, buses, etc.
Sufficient phone lines and phone instruments to conduct volunteer operations and adequate furniture, desks, chairs, etc. to accommodate workers and staff Copier and fax machine
Computers (with Internet access) and appropriate printer Capability to produce security access badges
Tools with appropriate markings to preclude theft
Vehicles (vans, buses, etc.) to transport volunteer workers to and from the Volunteer Center and the work sites
Temporary floor coverings (plastic, etc.) for protecting the high traffic areas in the event the Volunteer Management Center is located in a special-use building (e.g., church, etc.)
Staffing:

Volunteer Management Center staffing will depend on the nature of the incident and the need/availability of volunteers. A sample staffing pattern is listed below.

Site Manager
Contact:
Address:
Office Phone: Cell: Fax:
E-mail Address:

Alternate Site Manager
Contact:
Address:
Office Phone: Cell: Fax:
E-mail Address:

Dispatch Manager
Contact:
Address:
Office Phone: Cell: Fax:
E-mail Address:

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Equipment Manager
Contact:
Address:
Office Phone: Cell: Fax:
E-mail Address:

Support Manager
Contact:
Address:
Office Phone: Cell: Fax:
E-mail Address:

Potential Sources for Volunteers:

The Volunteer Management Center will keep a directory of potential volunteer sources. A sample is provided below:

Name of Organization
Contact:
Address:
Office Phone:
Cell:
E-mail Address:

Name of Organization
Contact:
Address:
Office Phone:

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Cell:
E-mail Address:

Name of Organization
Contact:
Address:
Office Phone:
Cell:
E-mail Address:

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Criteria for Developing a Volunteer Job

Will volunteers work in safe conditions with proper personal protective equipment if needed? Is the work to be done meaningful? Is it useful and significant to the City? Can the need for the job be explained to a potential volunteer? Can volunteers do the work? Can it be reasonably split into tasks that can be done part-time? Are the skills needed likely to be available from volunteers, or can volunteers be easily trained in that area?
Is it cost-effective to have the job done by volunteers? Will the City spend more time, energy, and money to recruit, orient, and train volunteers than it would if it hired new staff? Is volunteer involvement to be on a long-term or short-term basis? Is a support framework in place for managing a volunteer program? Does the City have the following in place:
A volunteer manager?
A volunteer policy?
Insurance covering volunteers?
Are paid staff willing to work with volunteers? Do they understand their roles in relation to volunteers?
Can the City identify volunteers with skills to do the job? Will volunteers want to do this job? Is it rewarding and interesting, or is it work that no one would like to do, paid or unpaid?

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Unaffiliated Volunteer Application

Name: __________________________________________

Address: _________________________________________

City: _________________State: _____________Zip: _____

Phone: (Home) __________________ (Work)___________

Contact in an emergency: _______________________ Phone: __________________________

I. Skills and Interests

Education: Degree_____________ Institution_____________ Dates attended ___________

License(s) held: ___________________Language(s) spoken fluently: ___________________

Skills and interests:
_________________________________________
_________________________________________

Occupation: _______________________ Employer: ________________________________

Address: ___________________________________________ Phone: _________________

II. Experience (paid and volunteer, beginning with the most recent):

Position Organization Dates
___________________________ _____________________
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___________________________ _____________________
___________________________ _____________________

III. Volunteering Preferences

Is there a particular type of volunteer work in which you are interested?

Availability (days and hours):

Do you have access to a vehicle that you can use for volunteer work? Yes No IV. Volunteer Skills Survey

Please indicate the areas that apply to you and return this survey to the Volunteer Coordinator.

PLEASE CHECK ANY OF THE FOLLOWING IN WHICH YOU HAVE EXPERTISE & TRAINING.

CIRCLE YES OR NO, WHERE APPROPRIATE.

_____ First Aid (current card yes/no)
_____ CPR (current yes/no)
_____ Triage
_____ Firefighting
_____ Construction (electrical, plumbing,
carpentry)
_____ Emergency Planning
_____ Emergency Management
_____ Search & Rescue
_____ Law Enforcement
_____ Bi/Multi-lingual (what language (s))
___________________________
_____ Structural Engineering
_____ Bus/Truck Driver (Commercial
License)
_____ Mechanical Ability
_____ Shelter Management
_____ Survival Training & Techniques
_____ Food Preparation
_____ Ham Radio Operator
_____ CB Radio
_____ Journalism
_____ Waste Disposal
_____ Recreational Leader
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DO YOU HAVE EQUIPMENT OR ACCESS TO EQUIPMENT AND MATERIALS THAT COULD BE USED TO SUPPORT YOUR EFFORTS?

YES NO
PLEASE LIST:
_______________________________________
_______________________________________
_______________________________________

COMMENTS
_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ ________________________________

V. References
Give the names and contact information of three people (not relatives) who know you well and can attest to your character.

1. 2.

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VI. Verification and Consent for Reference and Background Check

I verify that the above information is accurate to the best of my knowledge.

I give [name of agency] permission to inquire into my educational background, references, licenses, police records, and employment and/or volunteer history. I also give permission to the holder of any such information to release it to [name of agency].

I hold [name of agency] harmless of any liability, criminal or civil, that may arise as a result of the release of this information about me. I also hold harmless any individual or organization that provides information to the above-named agency. I understand that [name of agency] will use this information only as part of its verification of my volunteer application.

Name (please print):______________________

Social Security/Driver’s License Number:________________________

Signature: _______________________________ Date: ______________________

Witness: ________________________________ Date: _____________________

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City Volunteer Disaster Service Worker Registration
In California disaster service workers include all public employees and all volunteers in any disaster council or emergency organization accredited by the California Emergency Council. By State Code, all disaster service workers shall, before they enter upon the duties of their employment, take, and subscribe to the oath or affirmation.

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Emergency Operations Plan
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LOCAL AND STATE INFORMATION
Loyalty Oath under Code of Civil Procedure §2015.5 & Title 19, Div.2, Chap.2, Sub-Chap.3, §2573.1

TYPE OR PRINT IN INK:SHADED AREAS REQUIRED BY PROGRAM REGULATIONS

NAME: LAST FIRST MI

SSN::

ADDRESS:

CITY: STATE ZIP:

COUNTY:

HOME PHONE:

WORK PHONE:

PAGER: E-MAIL: DATE OF BIRTH: (optional)

DRIVER LICENSE NUMBER: (if applicable)

DRIVER LICENSE CLASSIFICATION: A? B? C?
OTHER DRIVING PRIVILEGES:

LICENSE EXPIRATION DATE:

IN CASE OF EMERGENCY, CONTACT: EMERGENCY PHONE:

PHYSICAL
IDENTIFICATION:

HAIR: EYES: HEIGHT: WEIGHT: (optional) BLOOD TYPE:
(optional)
COMMENTS:

This block completed ONLY by Accredited Disaster Council, designated government agency or jurisdiction.

CLASSIFICATION: ______________________________________ SPECIALTY:
_________________________________
REGISTERING AGENCY OR JURISDICTION:
_____________________________________________________________ SIGNATURE OF AUTHORIZED PERSON: _____________________________________ TITLE:
_________________
REGISTRATION DATE: _____________________ RENEWAL DATES:
_____________________________________

ATTACH

PHOTOGRAPH
HERE

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PARENT/LEGAL GUARDIAN CONSENT FOR MINOR

As the parent or legal guardian of ___________________, a minor, I hereby give my full consent and approval for him/her to participate as a DSW volunteer. I understand there may be risks of serious bodily injury inherent in DSW volunteer activities, as well as in traveling and other related activities incidental to his/her participation, and I hereby assume these risks on behalf of him/her.
________________________________________ _________________

SIGNATURE OF PARENT/LEGAL GUARDIAN DATE

Government Code (GC) §3108-3109:

Every person who, while taking and subscribing to the oath or affirmation required by this chapter, states as true any material matter which he or she knows to be false, is guilty of perjury and is punishable by imprisonment in the state prison for two, three, or four years. Every person having taken and subscribed to the oath or affirmation required by this chapter, who, while in the employ of, or service with, the state or any county, city, city and county, state agency, public district, or disaster council or emergency organization advocates or becomes a member of any party or organization, political or otherwise, that advocates the overthrow of the government of the United States by force or violence or other unlawful means, is guilty of a felony, and is punishable by imprisonment in the state prison.

LOYALTY OATH OR AFFIRMATION (GC §3102) If SELF-CERTIFICATION approved by ADC, official’s signature and title not required.

I, ________________ PRINT NAME _______________________________________, do solemnly swear (or affirm) that I will support and defend the Constitution of the United States and the Constitution of the State of California against all enemies, foreign and domestic; that I will bear true faith and allegiance to the Constitution of the United States and the Constitution of the State of California; that I take this obligation freely, without any mental reservations or purpose of evasion; that I will well and faithfully discharge the duties upon which I am about to enter. I certify under penalty of perjury, under the laws of the State of California, that the foregoing is true and correct.

Executed on _______________ in __________________________ , ________________________, California.

DATE City COUNTY

SIGNATURE OF VOLUNTEER ____________________________________________ DATE __________________________________

SIGNATURE OF OFFICIAL AUTHORIZED TO ADMINISTER LOYALTY OATH TITLE Packet Page 1049 of 1095Attachment 2 Page 416 of 457

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Emergency Operations Plan
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Appendix G. Action Planning and Situation
Reporting
This section describes the action planning process used by the City EOC operations.

G.3 Development of the Action Plan
The ICS emphasizes orderly and systematic planning. The Action Plan is the central tool for planning during a response to an emergency. The Action Plan is prepared by the Planning Section Chief with input from the appropriate sections and units of the EOC. It should be written at the outset and revised continually throughout the response.

Incidents vary in type, complexity, size, and requirements for detailed and written plans. The initial response for an incident that is readily controlled may not require a written Action Plan. However, larger, more complex incidents will require an Action Plan to coordinate activities. The level of detail needed for an Action Plan will vary according to the complexity of the response. The Action Plan process ensures timely and coordinated development of situational awareness, objectives, tactics, planning, execution, and emergency response assessment.

The following outlines the process required to develop an Action Plan. Following the steps below will allow the effective development of an Action Plan while minimizing the time needed to do so.

G.4 General Responsibilities of the Planning Section
The Planning Section Chief should review with the EOC Director and General Staff the following responsibilities associated with developing the Action Plan before the planning meeting.

EOC Director
• Provide general incident objectives and strategy
• Provide direction or overall management and strategy
• Approve the completed Action Plan by signature

Planning Section Chief
• Conduct the planning meeting and operation shift briefing • Coordinate preparation of the Action Plan

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Operations Section Chief
• Determine resource requirements
• Determine tactics
• Determine work assignments for operations personnel

Logistics Section Chief
• Establish the procedure for resource ordering
• Ensure that the Logistics Section can support the Action Plan

Finance Section Chief
• Provide cost implications of incident objectives as required • Ensure that the Action Plan remains within the financial limits established by the EOC Director

G.5 The Planning Cycle
Action Plan development involves nine steps. Once the initial response is complete, an eight-step process is repeated for each operational period.

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1. Initial Response

The planning cycle should begin immediately after the event. The initial response to the event, at the EOC level, will be to activate the EOC. Based on the initial assessment of the emergency, the EOC Director or Planning Section Chief will provide an Incident Briefing using an ICS Form 201.

A template for conducting the Initial Meeting is provided in Figure G.1.

The EOC Form 201 should include information on potential operational objectives, the current state of situational awareness, resources employed and deployed and significant actions.

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Facilitator: Director or Planning & Intelligence Section Chief Purpose:

• Review and/or Update EOC Objectives and Action Plan
• Establish Operational Periods
• Identify Conditions, Action and Needs (CAN)
Attendees:

Management and General Staff (Sections Chief / Coordinators and above) (Add members as required)

1. Introductions (EOC Management, General Staff, and others) (Plans) 

2. Discuss situation as obtained from field and other EOCs/DOCs (Plans) 

3. Review and/or Update Objectives and/or stock Action Plan (Plans) 

4. CAN Reports (Conditions, Actions, Needs)
• Management (Director)
• Operations (Operations Chief/Coord)
• Logistics (Logistics Chief/Coord)
• Finance (Finance Chief/Coord)
• Planning (Plans Chief/Coord)


5. Establish Operational Periods (Director) 

6. Review and/or establish timing of coordination meetings (e.g., Objectives Meeting, Strategy Meeting, Planning Meeting) 

7. Roundtable and Closing Comments (All) 

8. Adjourn (Plans) 
Figure G.1 Initial Meeting Template (one-time only)

Outcome(s): Set the pace for the Action Planning process

Next Step(s):
• Prepare for the Objectives Meeting
• Objectives Meeting
time: ___________________________________________

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2. Set Incident Objectives/Objectives Meeting

Before finalizing the Incident Objectives, the EOC Director will provide a draft copy to the Operations Section Chief. The Operations Section Chief should ensure that the Incident Objectives are understood and realistic.

After discussion, the Incident Objectives are written on ICS Form 202 and delivered to the Operations Section Chief, Planning Section Chief, PIO, and Liaison Officer to inform them of the strategy for the next shift. The Planning Section Chief then prepares for the Tactics Meeting.

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Emergency Operations Plan
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Guidelines for the EOC Director on Setting Goals and Objectives Setting or reaffirming goals and objectives at the beginning of each shift is the duty of, and must be a top priority for, the EOC Director.

Three important guidelines:

1. Goals and objectives must be clearly stated, understood, and measurable. The EOC Team may determine the extent to which goals and objectives are accomplished during the current operations shift.

2. Goals and objectives must be attainable given the people, equipment, and supplies available during that operations shift.

3. Goals and objectives must be broad and flexible enough for the Operations Section Chief to achieve them the best way possible.

Facilitator: Planning & Intelligence Section Chief
Purpose: • Assess previous objectives to determine carry-over items • Identify and prioritize EOC Objectives for the NEXT OPERATIONAL PERIOD
• Discuss and resolve limitations in supporting EOC Objectives Attendees:

Operations, Logistics, Finance, Plans, Safety Officer, EOC Coordinator (Add members as required)

1. Introductions (EOC Management, General Staff, and others) 

2. Discuss the current situation and assess previous objectives to determine carry- over items 

3. Establish and prioritize EOC Objectives for the NEXT OPERATIONAL PERIOD
• Management (EOC Coordinator)
• Operations (Operations Chief/Coord)
• Logistics (Logistics Chief/Coord)
• Finance (Finance Chief/Coord)
• Planning (Plans Chief/Coord)


4. Discuss needs for additional plans (e.g., Evacuation Plan, Traffic Plan, etc.) 

5. Roundtable and Closing Comments (All) 

6. Adjourn (Plans) 
Figure.2 Objectives Meeting Template

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Emergency Operations Plan
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Outcome(s): A set of EOC Objectives for the NEXT OPERATIONAL PERIOD

Next Step(s):
• EOC Director approves EOC Objectives
• Section Meetings to Prepare for the Strategy Meeting
• Strategy Meeting time: ___________________________________________

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3. Determine Resources to Support EOC, DOCs, and Field Needs

ICS Form 201, Incident Briefing Form, and/or ICS Form 209 Incident Status Summary Form are reviewed by Section Chiefs with their staff and other appropriate EOC Team members. The EOC Director will update the initial objectives if warranted. Upon review, the Operations and Logistics Section Chiefs will review resource requests and align assignment priorities.

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4. Planning Meeting

The Planning Meeting allows the Management and General Staff to review and validate the EOC Action Plan. Attendance is required for all Management and General Staff. Additional EOC personnel may attend at the request of the Planning Section Chief or the EOC Director. The Planning Section Chief conducts the Planning Meeting following the agenda template in Figure G.3. The Operations Section Chief delineates the amount and type of resources field units will need to accomplish the plan.

After the meeting, the Planning Section Staff will indicate when all elements of the plan and support documents are required to be submitted so the plan can be collated, duplicated, and made ready for the Operational Period Briefing.

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Facilitator: Planning / Intelligence Section Chief
Purpose:

• Review the Draft EOC Action Plan, adjust as needed
• Discuss and resolve issues prior to approving EOC Action Plan • Obtain buy-in/support of EOC Action Plan from Management and General Staff
• Obtain EOC Director’s VERBAL APPROVAL of EOC Action Plan Attendees:

Operations, Logistics, Finance, Planning, Safety Officer, EOC Coordinator (Add members as required)

1. Situation Update (Planning / Intelligence Chief) 

2. Review EOC Objectives and Strategy for the NEXT OPERATIONAL PERIOD 

3. Review all other parts of the Draft EOC Action Plan • Management (EOC Coordinator)
• Operations (Operations Chief)
• Logistics (Logistics Chief)
• Finance (Finance Chief)
• Planning (Planning / Intelligence Chief)


4. Obtain feedback and commitment from Management and General Staff to support the EOC Action Plan 

5. Obtain EOC Director’s VERBAL APPROVAL of the EOC Action Plan 

6. Roundtable and Closing Comments (All) 

7. Adjourn (Plans) 
Figure G.3 Planning Meeting Template

Outcome(s): A review and verbal approval of the EOC Action Plan

Next Step(s):
• Finalize EOC Action Plan and obtain signed approval from EOC Director • Prepare for the Action Plan Briefing with all EOC Staff • Action Plan Briefing time: ________________________________________

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7. Final Action Plan Preparation and Approval

The next step in the Action Plan Process is final plan preparation and approval. The written plan comprises a series of standard forms and supporting documents developed during this process that convey the EOC Director’s intent and the Operations Section’s direction in accomplishing the plan for that Operational Period.

For simple incidents of short duration, an Action Plan will be developed by the EOC Director and communicated to subordinates in a verbal briefing. The planning associated with this level of complexity does not demand the formal planning meeting process as highlighted above.

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Certain conditions result in the need for the EOC Director to engage in a more formal process. A written Action Plan should be considered under the following conditions:
• Two or more jurisdictions are involved in the response • The incident continues into the next Operational Period • A number of ICS organizational elements are activated (e.g., when General Staff Sections are staffed)
• It is required to support recovery processes
• An evacuation or community hazardous materials incident is involved, in which case, a written Action Plan is required

8. Action Plan Briefing

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The Action Plan Briefing may also be referred to as the Shift Briefing. This briefing is conducted at the beginning of each Operational Period and presents the Action Plan to the next shift.

Following the Action Plan Briefing, Sections Chiefs will meet with their assigned staff for a detailed review of their respective assignments. Figure G.4 provides a template for the Action Plan Briefing.

Facilitator: Planning / Intelligence Section Chief
Purpose: • Distribute approved EOC Action Plan
• A “stand-up” briefing conducted at the end/beginning of each Operational Period to brief the EOC Action Plan to oncoming EOC Staff
Attendees: All EOC Staff - Distribute the approved EOC Action Plan to all EOC Staff before the briefing begins

1. Current Situation Review (Planning /Intelligence Chief or Sit Stat Lead) 

2. Weather Conditions (Planning / Intelligence Chief or Sit Stat Lead) 

3. Review Objectives from EOC Action Plan (Planning) 

4. Brief out status & strategies
Management (Director)
Operations (Operations Chief)
Logistics (Logistics Chief)
Finance (Finance Chief)
Planning (Planning / Intelligence Chief)


5. Provide Logistics Guidance (i.e., forms, process) (Logistics) 

6. Provide Finance/Administration Guidance (i.e., forms, process) (Finance) 

7. Provide other guidance as needed 

8. Provide Safety Guidance (Safety Officer) 

9. Closing Comments (Director) 
Figure G-4 Action Plan Briefing Template
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Outcome(s): A completed EOC Action Planning process

Next Step(s):
• Execute & assess the plan
• Prepare for the next Objectives Meeting
• Objectives Meeting time: ________________________________________

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9. Execute Plan and Assess Progress

The Operations Section directs the implementation of the plan. The supervisory personnel within the Operations Section (e.g., Operations Section Chief, Branch Directors, Division, or Group) are responsible for implementing the plan for the specific Operational Period. The plan is evaluated at various stages in its development and implementation. The Operations Section Chief may make appropriate adjustments during the Operational Period to ensure that the objectives are effectively met.

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Appendix H. After Action Report
As Per California Code of Regulations, Title 19, § 2450, after-action reports must be completed under the following circumstances:

(a) Any city, city and county, or county declaring a local emergency for which the governor proclaims a state of emergency, and any state agency responding to that emergency shall complete and transmit an after-action report to Cal OES within ninety (90) days of the close of the incident period.

(b) The after-action report shall, at a minimum:
• Be a review of response actions taken
• Application of SEMS
• Suggested modifications to SEMS
• Necessary modifications to plans and procedures
• Identified training needs
• Recovery activities to date

County/Operational Area reporting will be completed in the Cal EOC system The template below provides a standard reporting format and can be used for incidents that do not result in a proclamation of emergency.

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PART II SEMS FUNCTIONS EVALUATED
SEMS

FUNCTIONS
TOTAL

PARTICIPANTS
(Each Function)

EVALUATION
Circle: (S) or (NI)
(Satisfactory)
CORRECTIVE ACTION REQUIREMENTS:
(Check to indicate corrective actions required)
PLANNING | TRAINING | PERSONNEL | EQUIPMENT | FACILITIES CALIFORNIA GOVERNOR’S OFFICE OF EMERGENCY SERVICES
Standardized Emergency Management System

AFTER ACTION REPORT

PART I - GENERAL INFORMATION
NAME OF AGENCY:

TYPE OF AGENCY:

[ ] City [ ] State Agency [ ] Other [ ] County [ ] Federal Agency [ ] Operational Area [ ] Special District

OES ADMINISTRATIVE REGION:
[ ] Coastal (Walnut Creek Office)
[ ] Inland (Sacramento Office)
[ ] Southern (Los Alamitos Office)
INCIDENT PERIOD OR DATE(S) OF EXERCISE:
(Month / Day/ Year)

Began: _____/_____/_____

Ended: _____/_____/_____

INCIDENT, PLANNED EVENT, OR
EXERCISE:
[ ] INCIDENT
[ ] PLANNED EVENT:

EXERCISE TYPE:
[ ] Table-top
[ ] Functional
[ ] Full-scale
TYPE OF HAZARD OR EXERCISE SCENARIO:
[ ] Avalanche [ ] Flood [ ] Terrorism [ ] Civil Disorder [ ] Fire (Structural) [ ] Tsunami [ ] Dam Failure [ ] Fire (Wild) [ ] Winter Storm [ ] Drought [ ] Landslide [ ] Other (Specify) [ ] Earthquake

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(Needs
Improvement)
Management:

Public Information,
Safety, Liaison,
Inter-agency
Coordination, Security,
etc.

S NI

Command (Field)
Public Information
Safety, Liaison,
Inter-agency
Coordination, Security,
etc.

S NI

Operations:

Law Enforcement,
Fire/ Rescue,
Const. & Eng.,
Medical/ Health,
Care & Shelter etc.

S NI

Planning/
Intelligence:

Situation Status &
Analysis,
Documentation,
Advance Planning,
Demobilization etc.

S NI

Logistics:

Services, Support,
Facilities, Personnel,
Procurement, Supplies,
Equipment, Food, etc.

S NI

Finance
Administration:

Purchasing, Cost
Unit, Time Unit,
Compensation and
Claims etc.

S NI

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Other Participants:

Exercise Staff,
Community Volunteers,
etc.

Grand Total:

PART III - AFTER ACTION REPORT QUESTIONNAIRE
Complete this questionnaire for all functional or full-scale exercises, and actual INCIDENTS.

Responses to questions 18-26 should address areas identified as “needing improvement and corrective action” in Part I, as well as any “No” answers given to questions 1-17 below:

INCIDENT NAME:

PLANNED EVENT / EXERCISE NAME:

QUESTION: YES NO N/A

1. Were procedures established and in place for response to the incident?

2. Did your jurisdiction organize the response using established procedures?

3. Did field command use ICS to manage field response?

4. Did field command use all ICS Sections?

5. Did field command establish a Unified Command?

6. Was your EOC and/or DOC activated?

7. Was the EOC and/or DOC organized according to SEMS?

8. Did your jurisdiction assign sub-functions in the EOC / DOC around the five SEMS functions?

9. Did your jurisdiction use trained response personnel in the EOC / DOC?

10. Did your jurisdiction use action plans in the EOC / DOC?

11. Did field-level personnel use action-planning processes?

12. Did your jurisdiction coordinate with volunteer agencies?

13. Did your jurisdiction request and receive Mutual Aid?

14. Was Mutual Aid coordinated from the EOC / DOC

15. Did your jurisdiction establish an inter-agency coordination group established at the EOC / DOC level?

16. Did your jurisdiction conduct public alert and warning according to procedures?

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17. Did your jurisdiction coordinate public safety and incident information media?

18. During your response, was there any part of SEMS that did not work for your agency? If so, how would (did) you change the system to meet your needs?

19. As a result of your response, are any changes needed in your plans or procedures? Please provide a brief explanation:

20. Identify any specific areas not covered in the current SEMS Approved Course of Instruction or SEMS Guidelines.

21. Did your jurisdiction identify any issues for people with access and functional needs during sheltering, evacuation, alert and warning, or access to assistance centers? If so, provide a brief explanation.

22. Did your jurisdiction identify any issues during coordination with any Emergency Function (EF)? If so, provide a brief explanation, including the EF number and the issue.

23. Did your jurisdiction use volunteers during this incident or event? If so, please elaborate on the activities performed and any organizational affiliation, if any.

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24. Did your jurisdiction establish shelters during this incident of event? If so, how many shelters?

25. Did your jurisdiction identify any issues during this incident of event regarding pets or livestock? Please elaborate on what the issues were and what actions your jurisdiction took to resolve the issues.

26. Did your jurisdiction establish an assistance center?

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Appendix I. Recovery Operations Framework
This Framework defines how the whole Fairfield community, including emergency managers, community development professionals, recovery practitioners, City departments, private sector, nongovernmental organization (NGO) leaders, and the public, will collaborate and coordinate to more effectively utilize existing resources to promote resilience and support the recovery of those affected by an incident. The framework advances the concept that recovery extends beyond simply repairing damaged structures. It also includes the continuation or restoration of services critical to supporting impacted community members' physical, emotional, and financial well-being.

Recovery includes restoring and strengthening key systems and resource assets that are critical to the economic stability, vitality, and long-term sustainability of the communities themselves. These include health (including behavioral health) and human services capabilities and networks, public and private disability support and service systems, educational systems, community social networks, natural and cultural resources, affordable and accessible housing, infrastructure systems, and local economic drivers. Together, these elements of recovery contribute to rebuilding resilient communities equipped with the physical, social, cultural, economic, and natural infrastructure required to meet future needs.

The recovery process is best described as a sequence of interdependent and often concurrent activities that progressively advance a community toward its planned recovery outcomes.

Decisions made and priorities set by a community pre-disaster and early in the recovery process have a cascading effect on the nature, speed, and inclusiveness of recovery. Figure I.1 depicts the interconnectedness of recovery activities from pre-incident through the long term.

Figure I.1 Recovery Continuum
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SEMS Disaster Recovery Organization
The National Disaster Recovery Framework (NDRF) strongly recommends that local government leaders appoint a Local Disaster Recovery Manager (LDRM) to serve as the central manager for recovery coordination activities for the jurisdiction. The role of the LDRM is to organize, coordinate and advance the recovery at the City level. The LDRM will serve as the City’s primary point of contact with the State agencies. The City has selected the Director of Public Works to fill this position.

The City has established a Disaster Council under City Code: Section 6.3, Emergency Services.

The Disaster Council may convene to review a recovery plan and make recommendations on priorities, objectives, and issues addressed in the recovery plan. The City Manager serves as the Chair of the Disaster Council.

To support the LDRM, the City uses an ICS structure that complements and augments the EOC.

Figure I.2 depicts the City’s disaster recovery organization called a Recovery Operations Center (ROC).

Figure I.2 City Recovery Organization

All City Departments will support the ROC with staff and resources. They will also coordinate providing additional contract staff and services as required.

Federal Emergency
Management
Agency
California Office of
Emergency
Services
Community
Development
Operations Section
Public Works
Planning Section
Community

Logistics Section
Finance

Finance Section
Finance Accounting
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I.3 Damage Assessments and Incident Impacts
After a disaster, the City will seek to rebuild and revitalize all community sectors, including critical infrastructure and essential services. City Departments also must focus on business resumption/retention and the redevelopment of housing units that are damaged or destroyed. The process of repairing and rebuilding presents an opportunity for the City government to promote and integrate mitigation measures into recovery rebuilding strategies and plans.

The City EOC will compile damage assessments provided by City departments in responding to the disaster. Additional information must be collected from privately owned critical infrastructure providers and commercial entities located in the City. Detailed damage assessments of City facilities must be completed by:
• The Police Department
• Public Works Department
• Community Services Department
• Information Services

Additional damage assessments must be collected from other organizations, including:
• Caltrans
• Cellular service providers such as AT&T, Verizon, and others • Pacific Gas and Electric
• Fairfield Water Division
• Fairfield-Suisun Sewer District
• School Districts
• Fairfield Chamber of Commerce
• Local hospitals and medical clinics
• Long term care and skilled nursing facilities
• Churches and other NGOs

Damage Assessments should include the following information at a minimum:
• Location, such as street address or description of location such as Collapse of the roofs of the passenger terminal and four hangers at Zamperini field • Potential hazards
• Detailed description of the facility (number of buildings, dimensions, size, use, contents, occupancy)
• Detailed description of damage by construction systems (foundations, walls, roofing, HVAC, electrical, plumbing, IT, fixtures, pavement, and parking) • Estimated cost associated with damage
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• Insurance coverage and limits

Not all the information may be available initially, and acquiring it may require professional engineering services. Cal OES operates the Statewide Safety Assessment Program (SAP) for post- earthquake damage assessments. The SAP provides certified engineers and scientists to support jurisdictions after a disaster. More information is available at:
http://www.caloes.ca.gov/RecoverySite/Documents/SAP%20Guidelines.pdf

The ROC Planning Section is responsible for compiling damage assessments and providing information and displays to the LDRM to support resource requests and prioritization. Damage assessment information should also be provided to Cal OES and FEMA to support their preliminary damage assessments (PDA) for Stafford Act assistance programs such as Individual and Public Assistance.

I.4 Recovery Reporting and Documentation
Keeping accurate, complete records of recovery efforts is essential for reimbursement and promotes efficient use of limited resources and funds. The ROC Finance Section is responsible for maintaining the post-disaster recovery process documentation. Documentation is required for the following disaster-related activities:
• Staff overtime
• Emergency protective measures
• Mutual aid support from other jurisdictions
• Contracted emergency services and equipment
• Disaster debris removal
• Inspections, repairs, and reconstruction of City facilities

Documentation goes beyond describing the extent and nature of the damage to facilities. It should also include detailed assessments of the overall community impacts. Key indicators are:
• Percent of housing stock affected
• Percent of community without essential services including utilities, phone service, fuel, groceries, and prescription medication access
• Status of public and private schools
• Businesses that have shut down or reduced operations
• Available funds for recovery financing
• Number of people in long term shelters
• Percent of the population displaced
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• Impacts on neighboring jurisdictions and the region

Monitoring these indicators provides City leaders with information essential to guide recovery planning efforts, request resources, and determine priorities.

I.5 Disaster Assistance Programs
There are numerous post-disaster assistance programs. They are administrated by federal, state, and local governments, NGOs, and private organizations.

Federal programs include:
• Stafford Act Programs – These are discussed in detail in Sections H.4 and H.5. • Disaster Housing Assistance Program – This is a federal program administered by FEMA that provides temporary housing to disaster victims during Presidentially declared disasters.
• Disaster Mortgage and Rental Assistance Program – This program provides grants for home-related mortgage or rent payments to disaster victims who, because of a disaster, have lost their job or business and face foreclosure or eviction from their homes. It is a federal program available under a Presidentially declared disaster. • Housing and Urban Development (HUD) Program – This program is offered to families that meet specific income guidelines and may provide a percentage of the rental cost for a limited period to disaster victims. It is also available under a Presidentially declared disaster.
• Small Business Administration (SBA) – This program is automatically implemented following a Presidential disaster declaration for Individual Assistance or may be implemented at the request of the governor. It provides low-interest loans to businesses and individuals who have suffered disaster losses.
• Individual and Family Grant Program (IFGP) – This is authorized only by a federal disaster declaration. It provides grants to disaster victims who are not eligible for SBA loans.
• Cora Brown Fund - This is authorized only by a federal disaster declaration. The fund provides disaster victims with assistance provided they are not eligible for any other disaster assistance award from the government or other organizations • US Department of Health and Human Services (HHS) – HHS provides programs such as community health services, including the Emergency Prescription Assistance Program and the Strategic National Stockpile of medicines.

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Only a few federal programs can be activated under a Presidentially declared disaster. Disaster assistance may also be altered by legislation passed at the time of the event. Other types of assistance may also be made available depending on the disaster.

State programs include:
• Unemployment and job services – The California Employment Development Department (EDD) provides a variety of services to individuals and businesses impacted by disasters in California. These range from assistance for those who may have lost a job due to the disaster to employers who are forced to shut down operations. • State Public Assistance Program – The California Public Assistance Program provides funding to cities, counties, special districts, school districts, community colleges, and certain private nonprofit organizations in a state disaster. • Local Assistance Center (LAC) activation and staffing – The LAC is normally staffed and supported by local, State, and federal agencies and non-profit and voluntary organizations. The LAC provides a single facility where individuals, families, and businesses can access available disaster assistance programs and services.

Volunteer programs include:
• The American Red Cross exists to provide compassionate care to those in need. The network of donors, volunteers, and employees share a mission of preventing and relieving suffering through disaster relief efforts.
• Inyo Mono Advocates for Community Action (IMACA) provides services for family- based programs such as Head Start, senior services, and emergency energy and transportation support.
• Volunteer Organizations Active in Disasters (VOAD) improve outcomes for people affected by disasters by facilitating cooperation, communication, coordination, and collaboration among nonprofit organizations, community-based groups, government agencies, and for-profit companies.
• The Salvation Army is a ministry with a mission to meet human needs without discrimination.

The Volunteer and Donations Management Unit is part of the Operations Section in the City EOC.

It supports and coordinates the efforts of trained volunteer groups and NGOs that provide critical services in a disaster.

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I.6 Stafford Act Programs
Stafford Act programs include individual and public assistance. These programs are available after a Presidential disaster declaration. They are administered through a joint State/federal organization located in a Joint Field Office (JFO). The JFO is organized with ICS principles and follows NIMS/SEMS processes for response and recovery operations. Eligible applicants for Stafford Act assistance include the following:
• Individuals
• State agencies
• Counties
• Cities
• Special districts
• Schools K-12
• Colleges and institutions of higher education
• Private non-profit organizations organized under §501(c)3 of the Internal Revenue Code

Individual Assistance
The Individuals and Households Program (IHP) provides financial help or direct services to those who have necessary expenses and serious needs if they cannot meet these needs through other means. Program support includes:

Housing Assistance
• Temporary Housing: Money to rent a different place to live or a temporary housing unit (when rental properties are not available).
• Repair: Money for homeowners to repair damage from the disaster that is not covered by insurance. The goal is to repair the home to a safe and sanitary living or functioning condition. FEMA may provide limited funds for home repair; then, the homeowner may apply for an SBA disaster loan for additional repair assistance. FEMA will not pay to return a home to its condition before the disaster. Flood insurance may be required if the house is in a Special Flood Hazard Area.
• Replacement: Money to replace a disaster-damaged home if this can be done with limited funds under rare conditions.

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Other Needs Assistance
The Other Needs Assistance provision of the Individuals and Households Program provides grants for uninsured, disaster-related necessary expenses, and serious needs. Assistance includes:
• Medical and dental expenses
• Funeral and burial costs
• Repair, cleaning, or replacement of:
Clothing
Household items (room furnishings, appliances)
Specialized tools or protective clothing and equipment are required for the individual’s job
Necessary educational materials (computers, schoolbooks, supplies) • Clean-up items (wet/dry vacuum, air purifier, and dehumidifier) • Fuel (fuel, chain saw, firewood)
• Repairing or replacing vehicles damaged by the disaster or providing for public transportation or other transportation costs
• Moving and storage expenses related to the disaster (including evacuation, storage, or the return of property to a home)
• Other necessary expenses or serious needs (for example, towing, or setup or connecting essential utilities for a housing unit not provided by FEMA)

Public Assistance
The Public Assistance (PA) grant program provides federal assistance to government organizations and certain private nonprofit (PNP) organizations following a Presidential disaster declaration. PA provides grants to state, tribal, territorial, and local governments and certain types of PNP organizations so that communities can quickly respond to and recover from major disasters or emergencies.

The PA program provides supplemental federal disaster grant assistance for debris removal, life- saving emergency protective measures, and the repair, replacement, or restoration of disaster- damaged publicly owned facilities and the facilities of certain PNP organizations. The PA program also encourages the protection of these damaged facilities from future events by providing assistance for hazard mitigation measures during the recovery process.

Public Assistance categories are:
• Category A: Debris Clearance – Clearance of debris, wreckage, demolition, and removal of buildings damaged beyond repair.

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• Category B: Emergency Protective Measures – Measures to eliminate or lessen immediate threats to life, public health, and safety.
• Category C: Roads and Bridges – All non-emergency work and any that may require more time for decision-making, preparation of detailed design, construction plans, cost estimates, and schedules.
• Category D: Water Control Facilities – Includes flood control, drainage, levees, dams, dikes, irrigation works, and bulkheads.
• Category E: Public Buildings and Equipment – Buildings, vehicles or other equipment, transportation systems, fire stations, supplies or inventory, higher education facilities, libraries, and schools.
• Category F: Utilities – Water supply systems, sanitary sewerage treatment plants, storm drainage, and light/power.
• Category G: Other – Park facilities, public and private non-profit facilities, recreational facilities, and playground equipment.

PA programs provide at least 75 percent of costs associated with Presidentially declared disasters if program projects meet stringent requirements for documentation, regulatory compliance, and administration. Detailed guidance is provided at: https://www.fema.gov/public-assistance-local- state-tribal-and-non-profit
I.7 Hazard Mitigation Grant Programs
The Hazard Mitigation Grant Program (HMGP) provides grants to implement long-term hazard mitigation measures after a major disaster declaration. The purpose of the HMGP is to reduce the loss of life and property due to natural disasters and enable mitigation measures to be implemented during the immediate recovery from a disaster. To qualify for HMGP funding, projects must provide a long-term solution to a problem, and the project’s potential savings must exceed the cost of implementing the project.

HMGP funds may be used to protect public or private property or to purchase property subject to or in danger of repetitive damage. The amount of funding available for the HMGP under a particular disaster declaration is limited. Under the program, the federal government may provide a state or tribe with up to 20 percent of the total disaster grants awarded by FEMA under Stafford Act programs and may provide up to 75 percent of the cost of any projects approved under the program. In California, these funds are administered by the Cal OES Hazard Mitigation Grant Program Unit. Additional information on the HMGP is available in the City’s 2017 Local Hazard Mitigation Plan.

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Appendix J. Continuity of Government
A major disaster or national security emergency could result in the death or injury of key government officials or the partial or complete destruction of established seats of government and public and private records essential to continued government operations. The government at all levels is responsible for providing continuity of effective leadership, authority, and adequate direction of emergency and recovery operations. The California Government Code Section 8643(b) and the Constitution of California provide the authority for state and local government to reconstitute itself in the event incumbents are unable to serve.

A continuity of operations plan, or COOP, outlines a city's steps to continue its essential functions and maintain government operations within its jurisdiction. The City has not yet developed a detailed, separate Continuity of Operations Plan.

J.3 Alternate Seats of Government
Section 23600 of the California Government Code provides alternate seats of government:
• The City Council shall designate alternative locations, which may be located outside City boundaries
• Real property cannot be purchased for this purpose
• A resolution designating the alternate location must be filed with the Secretary of State • Additional sites may be designated subsequent to the original site designations if circumstances warrant

In the event the primary location is not usable because of emergency conditions, the temporary seat of the City government is as follows:
• Fairfield Suisun Unified School District Office - 2490 Hillborn Rd Fairfield CA 9453 • Solano County Board of Supervisors Chambers - 675 Texas St Fairfield Ca 94533 • Vacaville Council Chambers - 650 Merchant St Vacaville Ca 95687

J.4 Lines of Succession
The initial step in assuring continuity of government is to designate personnel who are authorized and prepared to carry out emergency actions for the government in the event of a natural, technological, or national security disaster.

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The City Manager is designated as the Director of Emergency Services and serves as the EOC Director. The Director appoints the successors to the position of Director of Emergency Services.

Should the Director be unavailable or unable to serve, the positions listed below, in order, shall act as the City Manager and the City’s Director of Emergency Services. The individual who serves as acting City Manager shall have the authority and powers of the Director and will serve until the Director is again able to serve or until the City Council has appointed a successor.

1. First Alternate: Assistant City Manager

2. Second Alternate: Police Chief

3. Third Alternate: Public Works Department Director

Notification of any successor changes shall be made through the established chain of command.

Article 15, Section 8637 of the Emergency Services Act authorizes political subdivisions to provide for the succession of officers (department heads) having duties related to law and order and/or health and safety.

J.5 City Council Continuity
Article 15, Section 8638 of the Emergency Services Act also establishes a method for the governing body to provide for the continuance of the legislative and executive departments of the political subdivision during a State of War Emergency or a State of Emergency or a local emergency. The governing body shall have the power to appoint the following standby officers as follows:
• Three for each member of the governing body
• Three for the chief executive, if he is not a governing body member. If a standby officer becomes vacant because of removal, death, resignation, or other cause, the governing body shall have the power to appoint another person to fill said office. Standby officers shall be designated Nos. 1, 2, and 3 as the case may be.

Article 15, Section 8644 of the Emergency Services Act Section 8644 allows for reconstitution of the governing body if all members of the governing body, including all standby members, are unavailable. Temporary officers may be appointed to serve until a regular member, a standby member becomes available, or an election or appointment of a new regular or standby member.

Temporary officers shall be appointed as follows:
(a) By the chairman of the Board of Supervisors of the county in which the political subdivision is located, and if s/he is unavailable,
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(b) By the chairman of the Board of Supervisors of any other county within 150 miles of the political subdivision, beginning with the nearest and most populated county and going to the farthest and least populated, and if s/he is unavailable,

The mayor of any city within 150 miles of the political subdivision begins with the nearest and most populated city and goes to the farthest and least populated.

Article 15, Section 8642 of the Emergency Services Act authorizes local governing bodies to convene as soon as possible whenever a State of War Emergency, State of Emergency, or local emergency exists, and at a place not necessarily within the political subdivision. Article 15, Section 8643 of the Emergency Services Act describes the duties of a governing body during emergencies as follows:
• Ascertain the damage to the political subdivision and its population and property. For this purpose, it shall have the power to issue subpoenas to compel the attendance of witnesses and the production of records
• Proceed to reconstitute itself by filling vacancies until there are sufficient officers to form the largest quorum required by the law applicable to that political subdivision. If only one member of the governing body or only one standby officer is available, that one shall have the power to reconstitute the governing body
• Proceed to reconstitute the political subdivision by appointment of qualified persons to fill vacancies
• Proceed to perform its functions in the preservation of law and order and the furnishing of local services

J.6 Vital Records
The preservation of vital records is critical to the City’s recovery from a catastrophic event. In addition to the information retrieval requirements of response, each response function has a record- keeping component. Although the principal focus of vital records preservation is to support recovery through reimbursement of disaster-related costs, vital records also have a broader and arguably more important function. Vital records become crucial because they help to describe a reasonably complete compilation of damage, death, physical or mental trauma, and allocation of public and private resources, making it possible to learn from the disaster experience. In the City, the City Clerk is responsible for preserving vital records. The City Clerk’s Office stores hardcopy minutes, resolutions, deeds, and contracts in the vault located in the City Clerk’s Office at City Hall.

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Appendix K. Non-City Critical Facilities
This appendix contains the names, addresses, and contact information for critical facilities.

Schools
The emergency manager for the Fairfield-Suisun Unified School District is Jennifer Taylor, Assistant Director of Human Resources/Risk Management:
• 707-399-5083
• 707-756-0328 (mobile)
Names of K-12 schools in the City are contained in Table K-1 below.

Table K-1: K-12 Schools in Fairfield
Name Address/Phone #
Anna Kyle Elementary 1600 Kidder Avenue, Fairfield, CA 94533 (707) 421-4105
B. Gale Wilson 3301 Cherry Hills Ct, Fairfield, CA 94534 (707) 421-4225
Cleo Gordon Elementary 1950 Dover Avenue, Fairfield, CA 94533 (707) 421-4125
Cordelia Hills Elementary 4770 Canyon Hills Drive, Fairfield, CA 94534 (707) 864-1905
David Weir Preparatory Academy 1975 Pennsylvania Ave, Fairfield, CA 94533 (707) 399-3300
Dover Academy for International Studies 301 E. Alaska Ave, Fairfield, CA 94533 (707) 435-3794
Fairview Elementary 830 First Street, Fairfield, CA 94533 (707) 421-4165
K I Jones Elementary 2001 Winston Drive, Fairfield, CA 94534 (707) 421-4195
Laurel Creek Elementary 2900 Gulf Drive, Fairfield, CA 94533 (707) 421-4291
Nelda Mundy Elementary 570 Vintage Valley Dr, Fairfield, CA 94534 (707) 863-7920
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FOR OFFICIAL USE ONLY
(707) 863-7930
Rolling Hills Elementary 2025 Fieldcrest Ave, Fairfield, CA 94533 (707) 399-9566
Sheldon Academy of Innovative Learning 1901 Woolner Ave, Fairfield, CA 94533 (707) 421-4150
Virtual Academy of Fairfield-Suisun 1100 Civic Center Drive-Room 14, Fairfield, CA 94533
Grange Middle 1975 Blossom Ave, Fairfield, CA 94533
(707) 438-1900
Green Valley Middle 1350 Gold Hill Rd, Fairfield, CA 94534 (707) 646-7000
Matt Garcia Career and College Academy 1100 Civic Center Dr, Fairfield, CA 94533 (707) 424-9400
Armijo High 824 Washington St, Fairfield, CA 94533
(707) 422-7500
Fairfield/Sem Yeto High School 205 E. Atlantic Ave, Fairfield, CA 94533 (707) 438-3170
Rodrigues High 5000 Red Top Rd, Fairfield, CA 94534
(707) 863-7950
Fairfield-Suisun Adult School 900 Travis Blvd., Fairfield, CA 94533 (707) 421-4155
H. Glenn Richardson Fairfield-Suisun
Elementary Community Day
1069 Meadowlark Drive, Fairfield, CA 94533
(707) 420-2300
Mary Bird Early Childhood Education Center 420 E. Tabor Ave., Fairfield, CA 94533 (707) 438-3684
Public Safety Academy 230 Atlantic Ave, Fairfield, CA 94533 (707) 421-3933

Key medical facilities and skilled nursing facilities are listed in Table K-2 below.

Table K-2: Key Medical Facilities and Skilled Nursing Facilities Name Address
Northbay Medical Center 1200 B Gale Wilson Blvd, Fairfield, CA 94533 Packet Page 1087 of 1095Attachment 2 Page 454 of 457

City of Fairfield
Emergency Operations Plan
Page | K-7

FOR OFFICIAL USE ONLY
(707) 646-5000
Kaiser Permanente - Fairfield Medical Offices 1550 Gateway Blvd, Fairfield, CA 94533 (707) 427-4000
Sutter Fairfield Surgery Center 2700 Low Ct, Fairfield, CA 94533 (707) 432-2700
Fairfield Post-Acute Rehab 1255 Travis Blvd, Fairfield, CA 94533 ((707) 425-0623
La Mariposa Care and Rehab 1244 Travis Blvd, Fairfield, CA 94533 (707) 422-7750
Greenfield Care Center of Fairfield 1260 Travis Blvd, Fairfield, CA 94533 (707) 425-0669
Rockville Terrace 4625 Mangels Blvd, Fairfield, CA 94534 (707) 862-2222
The Village at Rancho Solano 3350 Cherry Hills Ct, Fairfield, CA 94534 (707) 425-3588
Paradise Valley Estates 2600 Estates Dr, Fairfield, CA 94533 (800) 326-0419
Parkrose Gardens of Fairfield 1095 E Tabor Ave, Fairfield, CA 94533 (707) 422-1565

Packet Page 1088 of 1095Attachment 2 Page 455 of 457

City of Fairfield
Emergency Operations Plan
Page | K-8

FOR OFFICIAL USE ONLY
Dialysis centers are listed in Table K-3 below.

Table K-3: Dialysis Centers
Name Address
Fresenius Kidney Care 490 Chadbourne Rd, Fairfield, CA 94533 (800) 881-5101
DaVita Fairfield Downtown Dialysis 1800 N. Texas St, Fairfield, CA 94533 (866) 544-6741
DaVita Fairfield Dialysis Center 4660 Central Way, Fairfield, CA 94533 (866) 544-6741

Packet Page 1089 of 1095Attachment 2 Page 456 of 457

Packet Page 1090 of 1095Attachment 2 Page 457 of 457

Agenda Item No: 16.

AGENDA REPORT
DATE:March 1, 2022
TO:Mayor and City Council
FROM:David Gassaway, Interim City Manager
SUBJECT:Continued Public Hearing;
and First Reading and Introduction of Ordinance 202205 of the City Council of the City of Fairfield Amending Chapter 12B of the Fairfield Municipal Code to Modify the Hours of One Lake Park
RECOMMENDED ACTION
Continue public hearing; waive full reading, read by title only; and introduce ordinance for first reading.

STATEMENT OF ISSUE
Pursuant to Section 2.4.2 of the Maintenance, Access Easement, Reimbursement, and Lease Agreement between the City and the developer, Canon Station, LLC (MARLA), the City must adopt an ordinance that specifies One Lake Park’s (Park) hours of operation.

DISCUSSION
On August 17, 2021, the City Council adopted an ordinance codifying the rules and regulations for the Park.

Currently, the Fairfield Municipal Code (FMC) states, “park hours are ½ hour before sunrise to ½ hour after sunset.”
The MARLA requires the City to “specifically set” the Park’s hours of operation in the FMC. To ensure compliance with the MARLA and clarify rules for the public, the proposed ordinance amends Section 12B.7(b)(1) of the FMC to read as follows: “park hours are 4:00 a.m. to 10:00 p.m.” The new hours were proposed by Canon Station, LLC, and accepted by the City. The hours are identified in the attached proposed park rules sign.

At its February 15 meeting, council continued the public hearing for this item.

FINANCIAL IMPACT
There is no immediate financial impact.

Packet Page 1091 of 1095

Agenda Item No: 16.AGENDA REPORTDATE:March 1, 2022 TO:Mayor and City CouncilFROM:David Gassaway, Interim City ManagerSUBJECT:Continued Public Hearing; and First Reading and Introduction of Ordinance 202205 of the City Council of the Cityof Fairfield Amending Chapter 12B of the Fairfield Municipal Code to Modify the Hoursof One Lake ParkRECOMMENDED ACTIONContinue public hearing; waive full reading, read by title only; and introduce ordinance for first reading.STATEMENT OF ISSUEPursuant to Section 2.4.2 of the Maintenance, Access Easement, Reimbursement, and LeaseAgreement between the City and the developer, Canon Station, LLC (MARLA), the City must adopt anordinance that specifies One Lake Park’s (Park) hours of operation.DISCUSSIONOn August 17, 2021, the City Council adopted an ordinance codifying the rules and regulations for thePark.Currently, the Fairfield Municipal Code (FMC) states, “park hours are ½ hour before sunrise to ½ hourafter sunset.”The MARLA requires the City to “specifically set” the Park’s hours of operation in the FMC. To ensurecompliance with the MARLA and clarify rules for the public, the proposed ordinance amends Section12B.7(b)(1) of the FMC to read as follows: “park hours are 4:00 a.m. to 10:00 p.m.” The new hours wereproposed by Canon Station, LLC, and accepted by the City. The hours are identified in the attachedproposed park rules sign.At its February 15 meeting, council continued the public hearing for this item.FINANCIAL IMPACT There is no immediate financial impact.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
A public hearing notice was published in the Daily Republic newspaper on February 18, 2022. The City has received no questions or comments regarding this proposal at the time of this writing.

No advisory body has reviewed or provided input on the proposed ordinance.

ALTERNATIVE ACTION
The council may direct staff to take an alternative course of action. However, the City must consider the existing MARLA with the developer of One Lake Park and subsequent Development Agreement.

STAFF CONTACT
Jonathan Luong, Management Analyst I
(707) 4287463
[email protected]
COORDINATED WITH
Community Development Department, Police Department, Public Works Department ATTACHMENTS:

Description
Proposed Ordinance
Section 2.4.2 of the MARLA
Proposed Park Rules Sign
REVIEWERS:

Reviewer Action Date
Gassaway, David Approved 2/17/2022 6:36 PM
Alexander, Amber Approved 2/22/2022 5:30 PM
Alexander, Amber Approved 2/22/2022 5:30 PM
Packet Page 1092 of 1095

CITY OF FAIRFIELD

ORDINANCE NO. 2022-05

ORDINANCE OF THE CITY COUNCIL OF THE CITY OF FAIRFIELD AMENDING CHAPTER 12B OF

THE FAIRFIELD MUNICIPAL CODE TO MODIFY THE HOURS OF ONE LAKE PARK

THE CITY COUNCIL OF THE CITY OF FAIRFIELD DOES ORDAIN AS FOLLOWS:

SECTION 1. Subsection (b)(1) within Section 12B.7, “Swimming,” of Chapter 12B, “Parks and Recreation,” is hereby amended as follows, with additions in underline and deletions in strikethrough text:

“Park hours are 1/2 hour before sunrise to 1/2 hour after sunset.4:00 A.M. to 10:00 P.M.”

SECTION 2. This ordinance shall be effective 30 days following its adoption by the City Council.

A summary of this ordinance shall, within 15 days after passage, be published in accordance with Section 36933 of the Government Code of the State of California with the names of the councilmembers voting for and against it.

INTRODUCED at a regular meeting of the City Council of the City of Fairfield on the 1st day of March, 2022, and

PASSED AND ADOPTED this ___ day of _________________, 2022, by the following vote:

AYES: Councilmembers: PRICE / BERTANI / MOY / PANDURO / TIMM / TONNESEN / VACCARO

NOES: Councilmembers:

ABSENT: Councilmembers:

ABSTAIN: Councilmembers:

MAYOR

ATTEST:

_________________________

CITY CLERK
Packet Page 1093 of 1095Attachment 1 Page 1 of 1

2.4 Public Access.

2.4.1 Public Access. Maintenance Operator shall permit the general public to enter and use the Lake Park, the Lake, and as of the City Ownership Date, the Lake Trail Park, subject to the Maintenance Operator's right to close such areas to the public as provided in this Section 2.4 and subject to compliance with the rules and restrictions for the use of such areas that may be established pursuant to Section 2.5 below. In connection with the foregoing, Maintenance Operator agrees that it shall provide a pedestrian pathway around the Boathouse in the approximate location shown on Exhibit B-2 attached hereto, and Maintenance Operator will not take any actions or place any improvements within such pathway that would impede the unintemrpted flow of pedestrians, subject to the Maintenance Operator's right to close such pathway to the public as provided in this Section 2.4 and subject to compliance with the rules and restrictions for the use of such pathway that may be established pursuant to Section 2.5 below.

2.4.2 Hours of Operation. Maintenance Operator will keep the Lake, the Lake Park and as of the City Ownership Date, the Lake Trail Park open for use by the general public during all hours that such areas are required to be open to the public pursuant to any applicable City ordinance, except as provided in Section 2.4.3 below. City shall adopt an ordinance that specifically sets the hours that such areas are required to be open to the public, which ordinance may also include rules and regulations that Maintenance Operator requests and that the City approves pursuant to Section 2.5 below.

2.4.3 Temporarv Closures. Maintenance Operator may restrict the public's access on a temporary basis to any portion of the Maintenance Areas where and when necessary to perform the Park Maintenance Obligations and facilitate proper management and operation of the Maintenance Areas, or to address emergencies. Maintenance Operator shall notiff City in writing at least forty-eight (48) hours prior to the commencement of any pre-planned temporary closures pursuant to this paragraph, and Maintenance Operator shall notiff City in writing of any temporary closure for emergency purposes as soon after such closure as practicable.

2.5 Rules and Restrictions.

2.5.1 Adoption of Rules and Regulations. Maintenance Operator shall have the right to set and post reasonable rules and restrictions on use of the Maintenance Areas; provided, however, (a) any such rules and restrictions shall be established in writing; (b) any such rules and regulations shall be subject to the prior written approval of the City pursuant to Section 2.5.2(a) below prior to their effectiveness; and (c) City shall have no obligation to enforce such rules and regulations unless Maintenance Operator requests City's agreement to provide such enforcement, in which case, prior to City's enforcement thereof, the specific rules and regulations to be enforced by 6#66950307 v5
Packet Page 1094 of 1095Attachment 2 Page 1 of 1

2’-0"12"
6 2
4 5
1 5
4 3
2 1
6’-0"LAKE PARK RULES OF CONDUCT SIGN PER CITY
OF FAIRFIELD STANDARDS. WHITE LETTERING ON
GREEN BACKGROUND. PARK HOURS AMENDED
TO "PARK CLOSED FROM 10PM TO 4AM"
NON POTABLE WATER SIGN. WHITE LETTERS ON
PURPLE BACKGROUND.

PARKLAND SERIES, 6’ TALL SMOOTH ROUND

POLE WITH PARKLAND ROUND BASE AND DOME
CAP. AVAILABLE FROM CUSTOM HOME
ACCESSORIES.

COMPACTED SUBGRADE OR ENGINEERED FILL.

CONCRETE FOOTING.

FINISH GRADE.
3 6
1’-6"2’-6"1’-0"3"1
2 Packet Page 1095 of 1095Attachment 3 Page 1 of 1

Fairfield City CouncilMarch 1, 2022

Fairfield City Council
March 1, 2022