PUBLIC SAFETY & EMERGENCY PREPAREDNESS
STANDING COMMITTEE MEETING
Wednesday August 19, 2026
11:00 AM – 12:30 PM
City Hall - Council Chambers
130 Cremona Drive, Suite B
Goleta, California
Mayor Paula Perotte
Councilmember Luz Reyes-Martin
Robert Nisbet, City Manager
Jaime Valdez, Assistant City Manager
JoAnne Plummer, Neighborhood Services Director
Lieutenant Jarrett Morris
Jason Levy, Emergency Services Manager
Melissa Cure, Management Assistant
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AGENDA
I. Public Comment
II. Review of the Draft Emergency Operations Plan
III. E-bike safety program update
a. High School Safety Program Update
b. Local Jurisdiction Regulations
c. Upcoming Regional Discussions
IV. Goleta Bail Schedule
V. Anticipated El Niño Weather Preparedness and Planning Efforts VI. Halloween and Deltopia Parking Restriction Programs Americans with Disabilities Act: In compliance with the ADA, if special assistance is needed to participate in a City Council meeting (including assisted listening devices), please contact the City Clerk's office at (805) 961-7505. Notification helps to ensure that reasonable arrangements can be made to provide accessibility to the meeting.
MEMORANDUM
DATE: August 19, 2026
TO: Public Safety & Emergency Preparedness Standing Committee FROM: JoAnne Plummer, Director of Neighborhood Services Jason Levy, Emergency Services Manager
SUBJECT: Public Safety & Emergency Preparedness Standing Committee Meeting Item I. Public Comment
Receive public comment.
Item II. Emergency Operations Plan Draft
In January 2025, the Emergency Services Division initiated a comprehensive revision of the City’s Emergency Operations Plan (EOP) to ensure alignment with local ordinances, City and County protocols, and California Office of Emergency Services (Cal OES) best practices. A third and final draft has been completed and reviewed by City department directors, the Santa Barbara County Fire Protection District, Santa Barbara County Sheriff Office, County Office of Emergency Management as well as partner agencies, and organizations.
The project remains on schedule. Next month, the City’s Advance Emergency Operations Center (EOC) Team will conduct a functional exercise of this draft plan. A functional exercise simulates specific aspects of emergency response, allowing Advance EOC team members to perform their roles in real-time scenarios without deploying actual resources. Since the simulated scenario for the exercise is based on realistic weather threats the City has faced, it is a component of the City’s preparedness activities for the anticipated El Niño weather planning efforts. The Division is seeking the Committee’s input and support of the EOP in advance of Council consideration and adoption scheduled for November 2026.
Item III. E-Bike Safety Update
As concerns around E-Bike Safety continue to rise, staff have been tracking changes in policies in local communities and school districts both in Goleta and in surrounding jurisdictions. Included in this packet are examples from neighboring jurisdictions as well as a recently adopted policy for this academic year for the Orcutt School District. Committee members will provide information on collaborative efforts happening locally on this topic.
Item IV. Goleta Bail Schedule
The Santa Barbara Sheriff’s Office will provide a high-level oral briefing on parking fine amounts and other bail schedule charge amounts, including potential consideration for updates or modifications to the City’s bail schedule.
Item V. Anticipated El Niño Weather Preparedness and Planning Efforts This fall, the Advance EOC Team will utilize the draft EOP to exercise a scenario based on realistic weather threats commonly faced by the City. The objectives and their associated capabilities are selected by the Exercise Planning Team with guidance from senior leadership.
In preparation for the upcoming winter storms, the Public Works and General Services Departments are both conducting their annual pre-winter preventive maintenance activities.
Due to the anticipated severity of storm conditions, the teams have taken extensive measures that go above and beyond a typical wet weather season. For City-owned facilities, all roofs have been sealed and/or tarped and known areas of water intrusion will be extensively sandbagged. Public Works is cleaning all storm drain inlets of debris, inspecting/protecting known areas of concern, and continuing annual tree trimming. In addition, the Emergency Services Division is working with the General Services and Public Works Departments and the Parks and Recreation Division to inventory and document, as much as possible, the current condition of our city’s infrastructure. This ensures that, if any damage occurs, the City has pre-disaster photos and reports to support damage assessments.
Item VI. Halloween 2026
During Halloween 2025, the City enacted parking restrictions from noon on Friday, October 31st through 7:00 AM on Saturday, November 1st. Within the parking restrictions zone, law enforcement wrote zero (0) parking citations. Law enforcement noted there were no calls or impacts to the City. There were no large events or problems in Isla Vista during that time.
For Halloween in 2026, University of California Santa Barbara (UCSB) will maintain a no visitor policy for all on-campus and off-campus residence halls. Additionally, UCSB intends to have alternative programing available to students.
Although Halloween 2026 is Saturday, October 31st, SBSO personnel and City Staff recommend forgoing the temporary parking restrictions put in place in previous years.
Attachments:
1. City of Goleta Emergency Operations Plan Draft
2. City of Santa Barbara Ordinance Chapter 10.52-Bicycles
3. City of Carpinteria Ordinance Chapter 10.60 Bicycles and Electric Mobility Devices
4. Orcutt School District Board Policy 5142.1(a) Student E-Bikes and Powered Mobility Devices
Attachment 1
City of Goleta Emergency Operations Plan Draft
VERSION: _______
EMERGENCY OPERATIONS PLAN
Adopted: [Month Year]
Office of Emergency Services
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TABLE OF CONTENTS TABLE OF CONTENTS...............................................................................................................iii LETTER OF PROMULGATION ................................................................................................. ix SECTION 1: EMERGENCY OPERATIONS PLAN OVERVIEW AND ADMINISTRATION.................... 1
1.1: INTRODUCTION.................................................................................................................... 1
1.2: PLAN FORMAT AND USE ...................................................................................................... 1
1.3: PURPOSE AND SCOPE........................................................................................................... 2
1.4: THE EMERGENCY SERVICES DIVISION’S ROLE...................................................................... 2
1.5: GOLETA OFFICE OF EMERGENCY SERVICES ......................................................................... 3
1.6: EOP ACTIVATION.................................................................................................................. 3
1.7: AUTHORITIES........................................................................................................................ 4
1.8: RELATIONSHIP TO OTHER PLANS/REFERENCES ................................................................... 5
1.9: STANDARD OPERATING PROCEDURES/GUIDES................................................................... 6
1.10: PRIVATE INDUSTRY, SPECIAL DISTRICTS, AND NON-GOVERNMENTAL ORGANIZATIONS. 6 SECTION 2: SITUATION OVERVIEW AND HAZARD ANALYSIS ................................................... 7
2.1: SITUATION OVERVIEW ......................................................................................................... 7
2.1.1: CITY DESCRIPTION ......................................................................................................... 7
2.1.2: DEMOGRAPHICS............................................................................................................ 8
2.2: HAZARD DESCRIPTIONS........................................................................................................ 9
2.3: FEMA RISK INDEX ............................................................................................................... 10 SECTION 3: CONCEPT OF OPERATIONS................................................................................. 11
3.1: PLANNING ASSUMPTIONS ................................................................................................. 11
3.2: EMERGENCY MANAGEMENT PHASES................................................................................ 12
3.2.1: MITIGATION................................................................................................................. 12
3.2.2: PREPAREDNESS............................................................................................................ 12
3.2.3: RESPONSE.................................................................................................................... 12
3.2.4: RECOVERY.................................................................................................................... 13
3.3: NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) ...................................................... 13
3.4: STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS)......................................... 14
3.5: OFFICE OF EMERGENCY SERVICES ORGANIZATION........................................................... 17
3.5.1: DIRECTOR OF EMERGENCY SERVICES (DES)................................................................ 17
3.5.2: ASSISTANT DIRECTOR OF EMERGENCY SERVICES (ADES)........................................... 18
3.5.3: DISASTER COUNCIL...................................................................................................... 18
3.6: CONTINUITY OF GOVERNMENT ......................................................................................... 19
3.7: ACTION PLANS.................................................................................................................... 19
3.8: EMERGENCY PROCLAMATIONS ......................................................................................... 21
3.8.1: CITY PROCLAMATIONS ................................................................................................ 21
3.8.2: STATE OF EMERGENCY ................................................................................................ 22
3.8.3: PRESIDENTIAL DECLARATION...................................................................................... 23
3.9: POPULATIONS WITH DISABILITIES AND OTHER ACCESS AND FUNCTIONAL NEEDS.......... 24
3.9.1: CALIFORNIA OES OFFICE OF ACCESS AND FUNCTIONAL NEEDS................................. 26 DRAFT – REVIEW ONLY
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3.10: ANIMAL EVACUATION AND SHELTERING ........................................................................ 26 SECTION 4: EMERGENCY OPERATIONS CENTER AND ASSIGNMENT OF RESPONSIBILITIES...... 29
4.1: PURPOSE AND FUNCTIONS OF THE EOC............................................................................ 29
4.2: EOC LOCATIONS AND LAYOUT ........................................................................................... 30
4.2.1: PRIMARY EOC .............................................................................................................. 30
4.2.2: ALTERNATE EOC .......................................................................................................... 30
4.2.3: PRIMARY EOC LAYOUT ................................................................................................ 30
4.3: EOC ACTIVATION AND DEACTIVATION .............................................................................. 30
4.3.1: EOC ACTIVATION LEVELS............................................................................................. 32
4.4: NOTIFICATION AND MOBILIZATION................................................................................... 34
4.4.1: AUTOMATIC MOBILIZATION ....................................................................................... 34
4.5: EMERGENCY OPERATIONS CENTER (EOC) STRUCTURE ..................................................... 35
4.5.1: INCIDENT COMMAND SYSTEM (ICS) ........................................................................... 35
4.5.2: PRINCIPLES OF ICS ....................................................................................................... 36
4.5.3: ADMINISTRATION, FINANCE, AND LOGISTICS............................................................ 36
4.6: DEPARTMENT OPERATIONS CENTER (DOC)....................................................................... 37
4.7: INCIDENT INFORMATION COORDINATION........................................................................ 38
4.7.1: INCIDENT COMMAND/EMERGENCY MANAGEMENT COORDINATION ...................... 38
4.7.2: INTERNAL EOC COMMUNICATION AND COORDINATION .......................................... 39
4.7.3: FIELD/DEPARTMENT OPERATIONS CENTER AND EOC COMMUNICATIONS AND COORDINATION..................................................................................................................... 40
4.8: ROLES AND RESPONSIBILITIES OF CITY EOC....................................................................... 40
4.9: EOC LEADERSHIP ................................................................................................................ 42
4.10: EOC SAFETY AND SECURITY.............................................................................................. 42
4.11: SUPPORT TO POPULATIONS WITH ACCESS AND FUNCTIONAL NEEDS ........................... 43
4.11.1: EVACUATION SUPPORT TO ACCESS AND FUNCTIONAL NEEDS POPULATIONS........ 43
4.11.2: MASS CARE AND SHELTER SUPPORT......................................................................... 44
4.12: CULTURAL FACTORS IN RESPONSE AND RECOVERY OPERATIONS.................................. 44
4.13: RECOVERY OPERATIONS .................................................................................................. 44
4.13.1: DISASTER RECOVERY OPERATIONS CENTER (DROC)................................................. 44 SECTION 5: DIRECTION, CONTROL, AND COORDINATION ..................................................... 47
5.1: RESPONSE PARTNERS......................................................................................................... 47
5.2: DEPARTMENT OPERATIONS CENTERS (DOC)..................................................................... 47 SECTION 6: PUBLIC ALERTING AND INFORMATION............................................................... 49
6.1: ALERT AND WARNING TYPES ............................................................................................. 51
6.1.1: INTEGRATED PUBLIC ALERT AND WARNING SYSTEM (IPAWS) ALERTING AUTHORITY ............................................................................................................................................... 51
6.1.2: FEMA IPAWS CHANNELS ............................................................................................. 51
6.1.3: NATIONAL WEATHER SERVICE .................................................................................... 52
6.1.4: CALIFORNIA STATE WARNING CENTER (CSWC).......................................................... 52
6.1.5: READY SBC ALERTS ...................................................................................................... 53
6.1.6: NIXLE............................................................................................................................ 53 DRAFT – REVIEW ONLY
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6.2: PUBLIC INFORMATION....................................................................................................... 54
6.2.1: EOC PUBLIC INFORMATION OFFICER .......................................................................... 54
6.2.2: CITY OF GOLETA TELEVISION STATION 19................................................................... 55
6.2.3: CITY OF GOLETA EMERGENCY NEWS .......................................................................... 55
6.2.4: CITY OF GOLETA WEBPAGE ......................................................................................... 55
6.2.5: SOCIAL MEDIA ............................................................................................................. 55
6.2.6: JOINT INFORMATION CENTER..................................................................................... 55
6.2.7: CALL CENTER................................................................................................................ 56
6.2.8: READYSBC.ORG............................................................................................................ 56
6.2.9: GENASYS EVAC ............................................................................................................ 57
6.2.10: COUNTY EMERGENCY RADIO STATIONS ................................................................... 57
6.2.11: ACCESSIBLE MESSAGING........................................................................................... 57 SECTION 7: COMMUNICATION PARTNERSHIPS..................................................................... 58
7.1: INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION........................................ 59
7.1.1: SITUATIONAL AWARENESS.......................................................................................... 60
7.1.2: INITIAL INCIDENT BRIEFING FORM.............................................................................. 60 SECTION 8: MUTUAL AID ..................................................................................................... 63
8.1: MUTUAL AID SYSTEMS....................................................................................................... 63
8.1.1: PRIVATE AND COMMUNITY MUTUAL AID .................................................................. 65
8.1.2: VOLUNTARY VS OBLIGATORY MUTUAL AID................................................................ 65
8.1.3: EMERGENCY MANAGEMENT ASSISTANCE COMPACT – INTERSTATE MUTUAL AID... 65
8.1.4: DEFENSE SUPPORT OF CIVIL AUTHORITIES (DSCA) AND IMMEDIATE RESPONSE AUTHORITY (IRA) ................................................................................................................... 65
8.2: MUTUAL AID REGIONS IN CALIFORNIA.............................................................................. 66
8.3: MUTUAL AID POLICIES AND PROCEDURES ........................................................................ 67 SECTION 9: PLAN MAINTENANCE......................................................................................... 69
9.1: PLAN UPDATES ................................................................................................................... 69
9.2: PLAN TESTING, TRAINING, AND EXERCISES ....................................................................... 69
9.2.1: EXERCISES .................................................................................................................... 71
9.2.2: EXERCISE AFTER ACTION REVIEW ............................................................................... 71
9.2.3: EOC TRAINING ............................................................................................................. 71 APPENDIX A: ACRONYMS AND GLOSSARY OF TERMS........................................................... 73 ACRONYMS................................................................................................................................ 74 GLOSSARY OF TERMS ................................................................................................................ 77 APPENDIX B: AUTHORITIES, REFERENCES, AND SUPPORTING DOCUMENTS.......................... 87 LOCAL (City and County) ........................................................................................................... 88 STATE......................................................................................................................................... 89 FEDERAL .................................................................................................................................... 90 APPENDIX C: RECORD OF CHANGES ..................................................................................... 91 APPENDIX D: RECORD OF DISTRIBUTION.............................................................................. 93 APPENDIX E: RESOLUTION OF ADOPTION ............................................................................ 95 APPENDIX F: HAZARD DESCRIPTIONS................................................................................... 97 DRAFT – REVIEW ONLY
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APPENDIX G: CITY OF GOLETA DAM INVENTORY................................................................ 101 APPENDIX H: EOC FUNCTIONAL OVERVIEW........................................................................ 103 INCIDENT COMMAND SYSTEM (ICS) FORMS .......................................................................... 104 BACKGROUND ......................................................................................................................... 106 MANAGEMENT SECTION......................................................................................................... 108 OPERATIONS SECTION............................................................................................................. 111 PLANNING SECTION ................................................................................................................ 113 LOGISTICS SECTION ................................................................................................................. 115 FINANCE AND ADMINISTRATION SECTION............................................................................. 118 APPENDIX I: EOC ACTION PLANNING AND SITUATION REPORTING..................................... 121 APPENDIX J: CONTINUITY FRAMEWORK ............................................................................ 139 APPENDIX K: ANNEX LIST................................................................................................... 143 City of Goleta Standard Operating Guidelines:....................................................................... 144 City of Goleta Continuity of Operations Plan.......................................................................... 144 Lake Los Carneros Emergency Action Plan ............................................................................. 144 List of Tables
TABLE 2.1: TOTAL POPULATION STATISTICS OF GOLETA………………….…………………………….….……….8 TABLE 2.4: CITY OF GOLETA LOCAL PRIORITY HAZARDS…………………….………………………..……..……...9 TABLE 3.1: SEMS LEVELS………………………………………………………………………………..………………………...17 TABLE 3.2: SANTA BARBARA COUNTY ANIMAL SHELTER LOCATIONS………………………………………..27 TABLE 4.1: FUNCTIONAL RESPONSIBILITIES OF CITY EOC…………………………………………………………..40 TABLE 4.3: SOUTHERN SANTA BARBARA COUNTY PARATRANSIT OPERATOR……………………..……43 TABLE 9.1: RECOMMENDED CITY-WIDE EXERCISE SCHEDULE……………………………………………….…..71 TABLE C.1: RECORD OF CHANGES……………………………………………..……………………………………….…….92 TABLE D.1: RECORD OF DISTRIBUTION…………………………………………………..………………………….…..…94 List of Figures
FIGURE 4.3: EOC ACTIVATION LEVELS……………………………………………………………………………………….33 FIGURE 6.1: COMMUNICATION PATHWAYS………………..……………………………………………………………49 FIGURE 7.1: THE “PLANNING P”……………………………………..…………………………………………………………61 FIGURE 8.1: MUTUAL AID FLOW CHART……………………………………………………..…………………………….64 FIGURE 8.2: STATE MUTUAL AID REGION MAP………………………………………………………………………….67 FIGURE H.1: CITY EOC STRUCTURE………………………………………………………………………………………….108 FIGURE H.2: CITY EOC MANAGEMENT SECTION STRUCTURE…………………………………………………..109 FIGURE H.3: CITY EOC OPERATIONS SECTION STRUCTURE……………………………………………………..111 FIGURE H.4: CITY EOC PLANNING SECTION STRUCTURE……………………………………….………………..115 FIGURE H.5: CITY EOC LOGISTICS SECTION STRUCTURE…………………………………………………………..117 FIGURE H.6: CITY EOC FINANCE AND ADMINISTRATION SECTION STRUCTURE……………………….118 FIGURE I.1: PLANNING CYCLE STEP 1………………………………………………………..…………………………….124 DRAFT – REVIEW ONLY
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FIGURE I.2: PLANNING CYCLE STEP 2……………………………………………………………………………………….126 FIGURE I.3: PLANNING CYCLE STEP 3……………………………………………………………………………………….129 FIGURE I.4: PLANNING CYCLE STEP 4……………………………………………………………………………………….130 FIGURE I.5: PLANNING CYCLE STEP 5……………………………………………………………………………………….132 FIGURE I.6: PLANNING CYCLE STEP 6……………………………………………………………………………………….134 FIGURE I.7: PLANNING CYCLE STEP 7……………………………………………………………………………………….137 DRAFT – REVIEW ONLY
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LETTER OF PROMULGATION
To: The Community Members of the City of Goleta
The safety and well-being of our residents, businesses, and environment is a top priority for the City of Goleta. In recognition of this responsibility, we have developed an Emergency Operations Plan (EOP) that outlines how the City will respond to emergencies in a coordinated, inclusive, and effective manner. Our EOP ensures that staff are ready to act, and that our community is supported through every phase of an emergency.
This plan serves as a guide for how we organize our emergency response efforts before, during, and after a disaster. It reflects our commitment to working in alignment with local, state, and federal emergency management agencies, including following the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS).
The City of Goleta is committed to working collaboratively with partners across all sectors including governmental at the local, state, and federal levels and non-governmental, to prevent, prepare for, respond to, recover from, and reduce the impacts of emergencies, regardless of their origin or complexity.
We thank you for being a part of a resilient Goleta. Together, we can build a safer and more prepared community.
This EOP became effective on XXXXXX XX, 2026 when approved by the City of Goleta Council. ______________________________________________________________________________ Robert Nisbet Date
City Manager, Director of Emergency Services
______________________________________________________________________________ JoAnne Plummer Date
Neighborhood Services Director, Assistant Director of Emergency Services ______________________________________________________________________________ Issac Rosen Date
City Attorney
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SECTION 1: EMERGENCY OPERATIONS PLAN OVERVIEW AND ADMINISTRATION This section provides general information on the content and use of the Emergency Operations Plan (EOP or Plan).
1.1: INTRODUCTION
The City of Goleta Office of Emergency Services has prepared this EOP to ensure City staff and departments have standardized processes and policies required to protect life, property, and the environment during disasters. This EOP outlines the actions necessary to support departments within the City of Goleta when an emergency exceeds or has the potential to exceed the capabilities to respond.
Effective emergency management requires the participation and consideration of all community members in all activities, including throughout the planning process. In order to establish an inclusive local emergency management program that values community, this EOP was developed to support the needs of the City of Goleta, and its community. The EOP provides directions to City staff and guidance to stakeholders and partners and is designed to promote effective implementation during an emergency response.
1.2: PLAN FORMAT AND USE
The EOP is designed to assist the City and other organizations who have key roles and responsibilities when responding to emergencies. City staff in the field and in the Emergency Operations Center (EOC) should use the EOP to guide their actions in completing assigned tasks.
The EOP is composed of a Basic Plan with supporting appendices and annexes.
BASIC PLAN
The EOP provides an overview of the City’s organization, policies, and approach to all phases of emergency preparedness, response and recovery. It is the foundation document for the City’s Office of Emergency Services. The Basic Plan provides supporting guidance to emergency response staff that is detailed enough for effective response yet is flexible enough to be used in any emergency as an all-hazards approach.
APPENDICES
The EOP appendices include forms, checklists, and other supplemental information to be used prior to, during, and after an emergency incident. Appendices may also include supporting information that may change frequently, such as contact lists. As supporting documentation to DRAFT – REVIEW ONLY
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the EOP, appendices can typically contain a variety of emergency management content that can support preparedness, response, recovery, and mitigation.
ANNEXES
While the Basic Plan provides information relevant to the EOP as a whole, annexes emphasize responsibilities, tasks, and operational actions that pertain to the function being covered.
Annexes define and describe the policies, processes, roles, and responsibilities inherent in the various functions before, during, and after any emergency period.
1.3: PURPOSE AND SCOPE
The Basic Plan addresses planning factors unique to the City of Goleta’s need to facilitate effective response to emergencies including, but not limited to, those caused by natural disasters, technological incidents, major mishaps, criminal acts, and national security situations.
It describes universally accepted concepts and frameworks used across all levels of government and the private sector. It provides an overview of operational concepts and identifies components of the City’s emergency services organization within the Standardized Emergency Management System (SEMS) and National Incident Management System (NIMS), and describes general responsibilities of federal, state, county, and city entities.
This EOP sets policies and protocols for the City of Goleta’s emergency services functions and establishes procedures that other organizations and agencies within the Santa Barbara County Operational Area (OA) can rely on before, during, and after an emergency. The primary audience is intended to be emergency management staff and personnel from the City of Goleta, adjacent cities, the County of Santa Barbara and special districts, as well as state, federal, private, and volunteer organizations.
1.4: THE EMERGENCY SERVICES DIVISION’S ROLE
The City’s Emergency Services Division (ESD) provides services to the following audiences:
City of Goleta: ESD serves as the practitioner of emergency management for the City of Goleta as a governmental authority. This includes working with other City Departments and key external stakeholder agencies to lead the City’s emergency services program and support continuity of government through planning, training, exercises, coordination, project management, mitigation efforts, emergency response, and recovery.
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Residents and Community Members of the City of Goleta: ESD also serves as the emergency services advocate for the residents and community members living, working, and visiting the City of Goleta. ESD promotes the disaster readiness and safety of those communities through planning, training and exercises, public education and outreach, multi-agency coordination, and other activities throughout the four phases of emergency management (mitigation, preparedness, response, and recovery).
Operational Area (OA): Simultaneously, City ESD also serves as the emergency management point of contact for the City within the Santa Barbara County OA including the Santa Barbara County Office of Emergency Management (OEM). As the City's emergency management point of contact for all OA partners, City ESD also leads the City’s collective effort to recover from emergencies, through local coordination. This role is meant to facilitate, organize and coordinate all City of Goleta efforts to the wider network capable of cooperation, resource sharing, and planning before, during, and after an emergency.
1.5: GOLETA OFFICE OF EMERGENCY SERVICES
The City of Goleta Disaster Council created the Office of Emergency Services within the City to implement the plans and recommendations of the Disaster Council. The City Manager is designated as the Director of Emergency Services. The Director of Neighborhood Services is designated as the Assistant Director of Emergency Services. While the Office of Emergency Services establishes the overall framework for emergency plans and recommendations, the Goleta Emergency Services Division (ESD) is responsible for managing the day‑to‑day emergency management operations and activities described in Section 1.4 of this EOP. The Division is led by the City Emergency Services Manager and functions as a division within the City’s Neighborhood Services Department.
1.6: EOP ACTIVATION
Activation of this EOP can occur as a result of any of the following conditions:
• By order of the Director of Emergency Services (DES) or designee as specified in Title 2 – Chapter 2 of the Goleta Municipal Code (GMC), provided that the existence or threatened existence of a Local Emergency has been proclaimed.
• When the DES determines that the available resources are inadequate to cope with the incident; or
• When the Governor proclaims a State of Emergency for an area that includes the City; or DRAFT – REVIEW ONLY
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• On the proclamation of a State of War Emergency as defined in the California Emergency Services Act (Government Code § 8550, et seq.); or on receipt of an attack warning or actual attack on the United States.
• When a Presidential National Emergency or Major Disaster declaration occurs for areas within the City of Goleta.
EOP activation should not be confused with activation of the City’s EOC. Detailed information about activating the City’s EOC is contained in Section 4.4 of this EOP.
1.7: AUTHORITIES
The City of Goleta Municipal Code (GMC) contains all the legislation passed into law by the City Council. Title 2, Chapter 2.10 of the Code establishes elements of the City’s Office of Emergency Services, including identification of the Director of Emergency Services (DES), Assistant Director of Emergency Services (ADES), the descriptions of powers, authorities, and duties of specific positions, and policies.
The California Emergency Services Act (California Government Code Chapter 7 of Division 1 of Title 2), hereafter referred to as the Act, provides the basic authorities for conducting emergency operations following a proclamation of Local Emergency, State of Emergency, or State of War Emergency, by the Governor and/or appropriate local authorities, consistent with the provisions of the Act. The California Health and Safety Code establish the ability of a local Health Officer to proclaim a Local Health Emergency. For the City of Goleta, the local health officer is the County Health Officer. Note: A Local Health Emergency proclaimed by a Health Officer does not necessarily constitute activation of the City’s EOP or City’s EOC.
The SEMS Regulations, (California Code of Regulations Chapter 1 of Division 2 of Title 19), establishes the framework to effectively respond to multi-agency, multi-jurisdiction emergencies in California. SEMS is based on the Incident Command System (ICS) adapted from the system initially developed by the Firefighting Resources of California Organized for Potential Emergencies program.
The State of California Emergency Plan is published under the Act and provides overall statewide authorities and responsibilities and describes the functions and operations of government at all levels during extraordinary emergencies, including wartime. Section 8568 of the Act states, in part, that "the State Emergency Plan shall be in effect in each political subdivision of the state, and the governing body of each political subdivision shall take such action as may be necessary to carry out the provisions thereof."
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Local emergency plans are, therefore, considered to be extensions of the State of California Emergency Plan. The California Civil and Government Codes contain several references to liability release (Good Samaritan Act) for those providing emergency services. See Appendix B for a list of authorities and references.
1.8: RELATIONSHIP TO OTHER PLANS/REFERENCES
The EOP is the primary document used by the City to describe the conduct of emergency services activities including emergency response and recovery operations and how resource support will be requested and coordinated. The EOP is not a stand-alone document. Its purpose is to standardize emergency operations while supporting the emergency plans and procedures of all City Departments. The EOP is designed to be flexible enough to adapt to changing situations while meeting the needs of supporting and requesting organizations.
Other documents the EOP may support/complement include (but are not limited to), State
• State of California Emergency Plan, 2024
• State of California Emergency Management Mutual Aid Plan, 2022 • California Law Enforcement Mutual Aid Plan, 2019
• California Fire Service and Rescue Emergency Mutual Aid Plan, 2023 • California Public Health and Medical Emergency Operations Manual, 2011 • Southern California Catastrophic Earthquake Plan, 2022 County/Operational Area/Regional
• Foodbank of Santa Barbara County Multi-Agency Disaster Feeding Plan, 2020 • Transportation Emergency Preparedness Plan, 2020
• Santa Barbara County Climate Change Vulnerability Assessment, 2021 • Santa Barbara County Multi-Jurisdiction Hazard Mitigation Plan, 2023 • Santa Barbara County and Operational Area Emergency Operations Plan, 2025 • Santa Barbara County/OA Extreme Heat Response Annex
• Santa Barbara County/OA Disaster Care and Shelter Plan • Santa Barbara County Alert and Warning Policy
Municipal
• City of Goleta Community Wildfire Protection Plans (CWPP), 2012 • City of Goleta Climate Action Plan, 2014
• City of Goleta Coastal Hazards Vulnerability Assessment and Fiscal Impact Report, 2015 • City of Goleta Strategic Energy Plan, 2019
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• City of Goleta General Plan Safety Element, 2025
• Lake Los Carneros Dam Emergency Action Plan
1.9: STANDARD OPERATING PROCEDURES/GUIDES
The City of Goleta’s Emergency Operations Plan (EOP) outlines the principles, standards, and structure of emergency management within the City. It defines the overall emergency organization and provides a strategic framework for coordinated response and recovery efforts.
Each City department is responsible for developing, maintaining, and training on its own Standard Operating Procedures (SOPs) or Standard Operating Guides (SOGs), as well as its Continuity of Operations Plan (COOP). These department-specific documents (SOPs/SOGs/COOPs) detail how emergency-related tasks, protocols, and responsibilities will be carried out within their respective areas. Because law enforcement and fire protection services are provided by Santa Barbara County agencies, they maintain their own SOPs, SOGs, and COOPs. These documents are aligned with the greater Santa Barbara County and Operational Area EOP to ensure consistency and coordination across jurisdictions.
SOPs and SOGs are typically tactical in nature, outlining specific procedures for carrying out tasks.
They are designed to support and align with the broader strategic direction set forth in the City’s EOP. In this way, the EOP serves as a foundational document that informs the development and implementation of departmental SOPs, SOGs, and COOPs across all phases of emergency management.
1.10: PRIVATE INDUSTRY, SPECIAL DISTRICTS, AND NON-GOVERNMENTAL ORGANIZATIONS Private industry, special districts, and non-governmental organizations are considered partner stakeholders to the City and the greater Santa Barbara County Operational Area. During an emergency, these partners operate within their own SOPs and protocols and exercise their rights to sovereignty. However, as shared stakeholders and teammates during an emergency, formal communication is typically established between these groups and the City emergency service structure to approach disaster preparedness, response, recovery, and mitigation efforts from a whole community perspective.
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SECTION 2: SITUATION OVERVIEW AND HAZARD ANALYSIS
The following section provides basic information about the City and identifies potential hazards that may pose risks to the community.
2.1: SITUATION OVERVIEW
All jurisdictions have some degree of vulnerability to hazards, though the extent of this will vary from one organization to another. Based on hazard analysis projects and past experiences, the City of Goleta may face specific types of hazards and related emergencies. These hazards were identified and incorporated into the EOP based on assessments and analysis from the following documents:
• 2025 City of Goleta General Plan – Safety Element
• 2023 Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan (MJHMP) • 2023 Goleta Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan (MJHMP)
• 2021 County Climate Change Vulnerability Assessment, and • 2024 State of California Emergency Plan
These hazards are listed in Section 2.2 and additional detail is provided in Appendix F.
2.1.1: CITY DESCRIPTION
The City of Goleta is located in southern California on the south coast of Santa Barbara County.
2.1.1.1: GEOGRAPHY AND CLIMATE
Goleta lies within a narrow coastal plain between the Santa Ynez Mountains and the Pacific Ocean. A portion of the City, including its 2-mile Pacific shoreline, is within the California Coastal Zone. The City is situated along U.S. Highway 101 (US-101), the major coastal highway linking northern and southern portions of the state.
Goleta has a mild Mediterranean climate with over an average of 300 days of sunshine per year.
The local climate is typically warm and dry in summer and cool and wet in winter, with most of the City's creeks and streams remaining dry during the summer months. Precipitation within the City varies greatly from season to season. Climate studies have determined that drought periods occur regularly and may last a decade or longer. A recent severe drought lasted from 2020 to 2022, during which water storage in the county's major reservoirs, some of which serve the City, reached significantly low levels.
2.1.1.2: POWER AND NATURAL GAS UTILITIES
Natural gas services are provided to the entirety of the City by Southern California Gas, also known as SoCalGas. Electrical is serviced by Southern California Edison (SCE). Central Coast Community Energy (3CE) are community choice energy providers that source renewable, “clean energy” for customers in multiple California counties and cities including Goleta. These DRAFT – REVIEW ONLY
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renewable energy providers often still require the use of SCE infrastructure to distribute renewably sourced energy.
2.1.1.3: HIGHER EDUCATION
The University of California, Santa Barbara (UCSB) with approximately 25,000 students annually is located adjacent to Goleta. Though other post-secondary institutions exist within the Santa Barbara County, UCSB shares a common border and population with the City.
2.1.2: DEMOGRAPHICS
2.1.2.1 GENERAL POPULATION STATISTICS
Table 2.1 features U.S. Census Bureau population statistics for the entire City.
TABLE 2.1: TOTAL POPULATION STATISTICS OF GOLETA
2020 POPULATION
Estimated
Disability*
Estimated
Population Older
than 60 years
Estimated
Population Less
than 16
32,690 2,615 (8%) 4,577 (14%) 3,465 (10.6%)
Source: U.S. Census, April 2020
*Note: Access and functional Needs (AFN) is an umbrella term, and disability is only one part of the broader access and functional needs community. US Census Bureau measures only the one subset of the AFN Community.
2.1.2.2: HOMELESS/UNHOUSED POPULATION STATISTICS
“Homeless/unhoused” or “persons experiencing homelessness” are terms used to describe people that are either unsheltered or sheltered living within the local community. The 2025 Point in Time Count identified 257 unsheltered persons living in Goleta. • Unsheltered: People experiencing homelessness who are living in a place not meant for human habitation, such as on Public Right of Way or in a vehicle or creek bed. • Sheltered: People living in a traditional shelter or transitional housing program designed to serve persons experiencing homelessness.
2.1.2.3: LARGEST EMPLOYERS IN GOLETA
It is important to understand the economic sectors of the City and how they may impact daytime populations, visitors, and community actions during a disaster. Per the California Employment Development Department, the largest employers in Goleta include AppFolio, Raytheon, the Ritz Carlton Bacara, Deckers, and Goleta Union School District. Adjacent to Goleta is one of the single largest employers, UC Santa Barbara (10,000+ employees), in the City and the County.
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2.1.2.4: LANGUAGE STATISTICS
In 2023, the US Census Bureau estimated that of all people 5 or older in Goleta, 65.1% spoke only English at home, 22.3% spoke Spanish, 4.4% spoke other Indo-European languages, 7.7% spoke Asian or Pacific Islander languages, and 0.4% spoke other languages.
2.1.2.5: SPECIAL DISTRICTS
Special districts are authorized under California law to carry out specific local government functions within specified boundaries. There are several of these districts that operate in the City including:
• Goleta Sanitary District
• Goleta Union School District
• Goleta Water District
• Goleta West Sanitary District
• Mosquito and Vector District of Santa Barbara County
• Santa Barbara County Air Pollution Control District
• Santa Barbara Metropolitan Transit District
• Santa Barbara Unified School District
2.2: HAZARD DESCRIPTIONS
Goleta is susceptible to a wide range of natural and human caused hazards. The County’s MultiJurisdictional Hazard Mitigation Plan (MJHMP) and Goleta Annex identified and assessed these hazards. Assessing the capabilities and vulnerabilities associated with these hazards helped prioritize which hazards present the greatest risks in each community or geographic area. The City Annex identified five priority hazards which are listed in Table 2.2. The City leverages its partnerships to inform and engage the broader community about hazard risks and mitigation strategies both those undertaken by the City and those residents can implement individually or collectively. In addition, the City conducts outreach during special events and provides regular updates through community information channels. Hazard-related information and recommended actions are also shared via the City’s website and official social media platforms to ensure timely and accessible communication.
TABLE 2.2: CITY OF GOLETA LOCAL PRIORITY HAZARDS
Wildfire
Earthquakes
Flooding
Coastal Hazards
Tsunamis
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TABLE 2.2: CITY OF GOLETA LOCAL PRIORITY HAZARDS
Climate Hazards (Extreme Heat, Drought, Sea Level Rise)
2.3: FEMA RISK INDEX
Communities in the United States are at risk of experiencing one or more natural hazards, and multiple factors influence a community’s risk. The likelihood that a community may experience a natural hazard can vary drastically by community, as can the consequences of hazards. Social factors may also influence a community’s risk. Starting in 2017, FEMA’s Natural Hazards Risk Assessment Program (NHRAP) established a vision for a multi-hazard view of risk that combines the likelihood and consequences of natural hazards with community risk factors to provide a holistic view of community risk. The National Risk Index was created to offer this baseline understanding of relative natural hazard risk across the United States. To achieve this vision, the NHRAP group established a core National Risk Index development team who led research, design, development, and testing of the Risk Index dataset, website, and data exploration tool. Though information specific for Goleta is not available from FEMA, FEMA offers information at county wide level.
FEMA National Risk Index
FEMA National Risk Index Technical Documentation, 2025
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SECTION 3: CONCEPT OF OPERATIONS
Some emergencies will be preceded by a build-up or warning period, providing sufficient time to forewarn communities and implement mitigation or protective measures designed to reduce loss of life and property damage. Other emergencies occur with little or no advance warning, thus requiring immediate activation of the EOP and commitment of resources. All City Departments and staff must be prepared to respond promptly and effectively to any foreseeable emergency, including the provision and utilization of mutual aid. Section 3: Concept of Operations is designed to provide an overview of the emergency management structure and procedures for responding to an emergency for the City of Goleta.
3.1: PLANNING ASSUMPTIONS
• Though impossible to guarantee, emergency responder safety is the number one priority. • The City Manager is the City’s Director of Emergency Services (DES) and is empowered to direct and control the City emergency organization for the accomplishment of the purposes of the GMC § 2.10.040. The Director of Neighborhood Services is the Assistant Director of Emergency Services (ADES).
• This EOP addresses emergency response concepts for the City. • In accordance with the California Emergency Services Act, the County of Santa Barbara will act as the lead emergency management coordinator on behalf of the Santa Barbara County Operational Area (SBCOA) to state and federal agencies. • The City will utilize SEMS, ICS, and NIMS in emergency response operations. • The City is responsible for emergency actions within the city that save lives, minimize injury to persons, and reduce damage to property and the environment. • The resources (including personnel, supplies, and equipment) of the City will be made available and coordinated between the County, cities, special districts, and members of the public to cope with disasters affecting this area.
• The City will commit its resources to a reasonable degree before requesting mutual aid assistance.
• The City will request mutual aid assistance (not already codified) from the County through the County Office of Emergency Management or when activated the Santa Barbara County Operational Area (OA) Emergency Operations Center (EOC). • For the purposes of this Plan, the term “Incident Command” (IC) also encompasses the concept of Unified Command (UC).
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3.2: EMERGENCY MANAGEMENT PHASES
Emergency management activities involve four phases, mitigation, preparedness, response and recovery. These phases involve work done before, during, and after emergencies. These phases, as they apply to the City, are briefly explained below.
3.2.1: MITIGATION
Mitigation includes activities that attempt to reduce the loss of life and property from natural or human-made disasters by avoiding or lessening the impact of a disaster to create safer communities. Mitigation seeks to break the cycle of disaster damage, reconstruction, and repeat damage. Mitigation efforts occur both before and after a disaster. Post-disaster mitigation is part of the recovery process. Mitigation tools include, but are not limited to:
• Local ordinances and statutes (zoning ordinances, building codes, etc.). • Structural improvement measures.
• Land use planning.
Information regarding recommended mitigation actions and projects is provided in the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan (MJHMP) and the City of Goleta’s Annex to the County MJHMP, both of which were most recently approved by FEMA and adopted by the governing bodies of both jurisdictions in April 2023. In accordance with Title 44 § 201.3(d)(2), the MJHMP and associate annexes are reviewed and updated every five (5) years.
Further mitigation concepts are listed in the City’s Safety Element (2025). This document outlines planning for the protection of the community from any unreasonable risks associated with the effects of several hazards. The safety element includes mapping of known hazards. It shall also address evacuation routes, peak-load water supply requirements, and minimum road widths and clearances around structures, as those items relate to identified fire and geologic hazards.
3.2.2: PREPAREDNESS
Preparedness encompasses proactive measures taken before an emergency occurs to build operational readiness and enhance disaster response capabilities. These efforts include emergency planning, staff training, community exercises, and public education initiatives. The City of Goleta’s Safety Element (updated in 2025) outlines 19 policy and priority directives that guide the Emergency Services Division in strengthening the City’s overall preparedness and resilience to hazards.
3.2.3: RESPONSE
Response involves the activities and processes that occur once an imminent threat is detected or after a disaster occurs. It involves both short- and long-term responses. During response, the City will coordinate the use of resources (including personnel, supplies, and equipment) to help maintain and restore personal and environmental safety, and to stabilize the incident. During the DRAFT – REVIEW ONLY
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response stage, hazards are minimized or eliminated, and normal community services are restored.
During this phase, mass alerting and notification may be necessary, especially if public protective actions are required. The City relies on the County Sheriff’s Office Communication Dispatch Center and County of Santa Barbara Office of Emergency Management to issue emergency alerts and notifications via the ReadySBC Alerts program.
3.2.4: RECOVERY
Recovery consists of those activities that continue beyond the emergency period to restore critical community functions. The recovery phase begins immediately after the threat to life has subsided. The goal of the recovery phase is to bring the affected area back to some degree of normalcy, including repopulation, the restoration of basic services and the repair of physical, social, and economic damages. Typical recovery actions include debris cleanup, financial assistance to individuals and governments, rebuilding of roads and bridges and key facilities, and sustaining mass care for displaced human and animal populations.
Activities conducted in the recovery phase, including safety assessment and documentation, will be accomplished according to specific guidelines and procedures. California Code of Regulations, Title 19, § 2450 requires that any city, city and county, or county declaring a local emergency for which the governor proclaims a state of emergency to complete an AAR for the incident and that it be transmitted to CalOES within ninety (90) days of the close of the incident period.
City Emergency Services Division will consult CalOES to verify that submission of incident AARs to CalOES is conducted following the most current procedures.
3.3: NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS)
The National Incident Management System (NIMS) is a system mandated by Homeland Security Presidential Directive-5 (HSPD-5). NIMS provides a consistent, nationwide approach for federal, state, local, and tribal governments, the private sector, and non-government organizations to work effectively and efficiently together to prepare for, respond to, and recover from significant domestic incidents, regardless of cause, size, or complexity. To provide for interoperability and compatibility among federal, state, local, and tribal capabilities, NIMS includes a core set of concepts, principles, and terminology. HSPD-5 identifies these as the ICS, multi-agency coordination (MAC) systems, training, identification and management of resources, qualification and certification, and the collection, tracking and reporting of incident information and incident resources.
NIMS outlines 14 specific management characteristics:
1. Common Terminology
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2. Modular Organization
3. Management by Objectives
4. Incident Action Planning
5. Manageable Span of Control
6. Incident Facilities and Locations
7. Comprehensive Resource Management
8. Integrated Communications
9. Establishment and Transfer of Command
10. Unified Command
11. Chain of Command and Unity of Command
12. Accountability
13. Dispatch/Deployment
14. Information and Intelligence Management
Each of these characteristics are explained further in FEMA’s National Incident Management System.
3.4: STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS)
In addition to the NIMS, the State and its political subdivisions are responsible for compliance with the requirements of SEMS. SEMS features key components of NIMS doctrine, and the two systems complement each other to create a comprehensive, all-hazards, and standardized approach to emergency management. Chapter 1, Division 2, Title 19 of the California Code of Regulations establishes SEMS in law for the State of California. SEMS has been adopted by the City for managing a response including multi-agency and multi-jurisdiction emergencies and to facilitate communications and coordination between all levels of the system. SEMS describesfive layers of hierarchical management beginning with the field level response, local government, operational area, region, state and federal.
Field Response Level: The field response level is where typical, routine incidents occur and are managed by emergency response personnel and resources on scene without a need for further assistance. Tactical decisions and activities are carried out in direct response to an incident or threat location. SEMS regulations require the use of ICS at the field response level of an incident.
The ICS field functions to be used for emergency management are command/management, operations, planning and intelligence, logistics, and finance and administration and can be expanded or contracted based on the needs of the response. Note: only at the field level, will individual(s) in charge be called the Incident Commander (IC).
Local Government Level: The Local Government level includes any city, city and county, county, BASIC PLAN 15
county office of education, community college district, school district, and special district. Local governments manage and coordinate the overall emergency response and recovery activities within their jurisdiction. As a condition of State reimbursement of response-related costs, local governments are required to use SEMS when the local EOC is activated, or a Local Emergency is proclaimed.
The City as a local government within Santa Barbara County communicates with the Santa Barbara County/OA (EOC when activated) to share information and coordinate. If available resources are insufficient or exceed the City’s capabilities to meet the demands of an incident, , the City EOC would send a resource request(s) to the Santa Barbara County OEM/OA EOC.
Implementation of SEMS and NIMS by the City is required of all departments. The Goleta Office of Emergency Services mandates the City’s efforts to comply with SEMS and NIMS requirements.
To accomplish this objective, the Emergency Services Division conducts the following activities:
• Communicates information within the City on SEMS/NIMS requirements and guidelines. • Coordinates SEMS/NIMS compliance among departments and divisions. • Identifies departments and agencies involved in Field Response. • Identifies departments with Department Operation Centers (DOCs). • Coordinates with other local governments and volunteer and private organizations on the application of SEMS/NIMS principles.
• Make sure SEMS/NIMS is incorporated into the City’s EOP and the procedures and protocols of other emergency planning documents.
• Make sure SEMS/NIMS is incorporated into the City’s emergency ordinances, agreements, memoranda of understanding, and all pertaining documents.
At the local government level and higher levels of SEMS, special organizations may be established. Two (2) common organizational structures are:
• Multi/Inter-Agency Coordination (MAC) is defined as the participation of agencies and disciplines involved at any level of the SEMS organization working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents. • Unified Command allows agencies responsible for an incident, either geographical or functional, to manage an incident by establishing a common set of incident objectives and strategies. This is accomplished without losing or abdicating agency authority, autonomy, responsibility, or accountability. Establishment of Unified Command is an ICS concept that applies to the leadership structure of field responders intended to assist in the effectiveness of multi-jurisdictional or multi-agency incidents.
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Operational Area (OA): Under SEMS, the OA is defined in the Emergency Services Act as an intermediate level of the state’s emergency services organization consisting of a county and all political subdivisions within the county. Political subdivisions include cities, a city and county, special districts, other local governmental agencies, or public agency as authorized by law. The OA is responsible for:
• Coordinating information, resources, and priorities among local governments within the OA;
• Coordinating information, resources, and priorities between the regional level and the local government level; and
• Using multi-agency or inter-agency coordination to facilitate decisions for overall OA level emergency response activities.
There are 58 OAs in the state of California, and the City of Goleta falls within the Santa Barbara County Operational Area. SEMS regulations specify that all local governments within a county geographic area be organized into a single OA and that the County Board of Supervisors is responsible for its establishment. On September 19, 1995, the Santa Barbara County Board of Supervisors passed Resolution Number 95-429 establishing the Santa Barbara County OA.
The County of Santa Barbara Office of Emergency Management is the lead emergency management agency for the Santa Barbara County Operational Area (SBCOA). The SBCOA is composed of the cities of Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Barbara, Santa Maria, and Solvang. The SBCOA also consists of several other political subdivisions as defined by SEMS. SBCOA authority and responsibility are not affected by the non-participation of any local government.
Regional Level: The State's regional level manages and coordinates information and resources among OAs; this is done within or between one or more mutual aid or administrative regions established by CalOES. The Regional level coordinates overall support from other OAs in the region and State agencies for emergency response activities within the Region. California is divided into three CalOES administrative regions – Inland, Coastal, and Southern; six (6) fire and rescue mutual aid regions; and seven (7) law enforcement mutual aid regions. The Regional level is managed by CalOES and serves as the coordination and communication link between the OA and the State levels of SEMS. The City is within the Southern Administrative Region and within Mutual Aid Region I.
There are eleven (11) counties and 226 incorporated cities within the Southern Administration Region, including the SBCOA. This region is home to nearly 23 million people, two nuclear plants, several major airports, seaports, and other major facilities and infrastructure that supports the economy.
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State Level and State Operations Center (SOC): The State level of SEMS prioritizes tasks and coordinates State
resources in response to the requests from the Regional level and coordinates mutual aid among the Regions. The State level also serves as the coordination and communication link between the State and the Federal emergency response
system. The State level requests assistance from other State governments through the Emergency Management Assistance Compact (EMAC) and similar interstate compacts/agreements and coordinates with the Federal Emergency Management Agency (FEMA), typically through FEMA Region 9. The various SEMS levels are identified in Table 3.1.
TABLE 3.1: SEMS LEVELS
FIELD RESPONSE Commands on-scene information, resources, and priorities.
LOCAL Manages and/or coordinates information, resources, and priorities within its jurisdiction.
OPERATIONAL AREA
Manages and/or coordinates information, resources, and
priorities among all local governments within the boundary of a county.
REGION Manages and coordinates information and resources among operational areas.
STATE Statewide resource coordination integrated with federal agencies.
3.5: OFFICE OF EMERGENCY SERVICES ORGANIZATION
3.5.1: DIRECTOR OF EMERGENCY SERVICES (DES)
This position is filled by the City Manager, who according to the GMC (§2.10.040), is empowered to make a variety of decisions and actions during an emergency on behalf of the City, including acting in the absence of the City Council. These powers and duties include:
• Proclaim the existence of a local emergency in the City of Goleta (within 10 days of the incident) and request that the City Council ratify the local emergency if needed within seven (7) days of the issuance of a local emergency by the Director of Emergency Services. • Request that the County of Santa Barbara requests to the Governor a proclamation of a State of Emergency.
• Control and direct the effort of the emergency organization of the City for the accomplishment of the purposes of this chapter.
• Direct cooperation between and coordination of services and staff of the emergency organization of the City; and resolve questions of authority and responsibility that may arise between them.
CalOES SOC
3650 Schriever Avenue
Mather, CA 95655-4203
(916) 845-8510
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• Put forth orders and regulations to protect life and property, including emergency orders to command the aid of citizens in the community.
• To require emergency services of any City officer or employee and direct cooperation and coordination between services and staff of the emergency organization of the City. • Requisition necessary personnel and material of any department. • Obtain vital supplies and equipment and, if there is an immediate need, to commandeer the same for public use.
• Impose penalties for violation of lawful orders.
• Conduct emergency operations without incurring legal liability for performance or failure of performance [Note: Article 17, Section 8655 of the California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the California Government Code) provides for certain privileges and immunities].
• Represent the City in all dealings with public or private organizations on matters pertaining to emergencies.
• Designate the order of succession for the position (in the event the Director is unavailable) to attend meetings and otherwise perform the duties during an emergency.
3.5.2: ASSISTANT DIRECTOR OF EMERGENCY SERVICES (ADES)
This position is filled by the Director of Neighborhood Services, who according to the GMC is empowered to develop emergency plans and manage the emergency programs of the City.
3.5.3: DISASTER COUNCIL
GMC § 2.10.050 designates the City of Goleta Disaster Council to prioritize objectives during the response and recovery of the City. The Disaster Council serves in the capacity of a policy group.
The Goleta Disaster Council was accredited by California Governor’s Office of Emergency Services on November 27th, 2006.
The Disaster Council (as listed in the GMC) is comprised of:
• The City Manager, who shall be Chair;
• The Director of Neighborhood Services and Public Safety, who shall serve as Vice Chair; • The Assistant City Manager;
• The City Clerk;
• The Director of Public Works;
• The Director of Finance;
• The Director of Planning and Environmental Review;
• The Library Director;
• The Chief of Police Services;
• The City Attorney;
• A Santa Barbara County Fire representative;
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• Such representatives of civic, business labor, veterans, professional, or other organizations having an official emergency responsibility, as may be appointed by the Director with the advice and consent of the City Council.
Accreditation of the Goleta Disaster Council permits the City to:
1) Participate in the California State Disaster Service Workers Volunteer Program, which provides duly registered volunteers, with state workers’ compensation coverage in the event of injury while performing authorized disaster duties; and, 2) Participate in the California Master Mutual Aid Agreement (MMAA).
This group is charged with developing City-wide response and recovery policy.
3.6: CONTINUITY OF GOVERNMENT
A major disaster could result in a great loss of life, including the death or injury of key government officials. In the aftermath of a major disaster, law and order must be preserved, and essential government services must be maintained. It is particularly essential that local government continue to function. Applicable portions of the California Government Code and the State Constitution provide authority for the continuity and preservation of State and local governments. Government at all levels is responsible for providing continuous, effective leadership and authority over all aspects of emergency services operations, including preparedness, response, recovery, and mitigation. Under California’s concept of mutual aid, local officials remain in control of their jurisdiction’s emergency operations.
City Departments should activate their Continuity of Operations Plan (COOP) when an emergency or other condition threatens the ability of a City Department to conduct its required functions and responsibilities.
The Director of Emergency Services or Department Directors may activate Department Continuity of Operations Plans City operations.
See Appendix J for detailed Continuity of Government information.
3.7: ACTION PLANS
Action Plans are generally written and are required by SEMS during an incident. The use of Action Plans provides designated personnel with knowledge of the objectives to be achieved, and the steps required for achievement amongst other vital information, such as situation status data and an organizational chart. Action Plans not only provide direction, but they also serve to DRAFT – REVIEW ONLY
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provide a basis for measuring the achievement of objectives and overall system performance and should incorporate recovery and demobilization considerations as early as feasibly possible in the response. Emergency Action planning is an important management tool that involves a process for:
• Identifying priorities and objectives for emergency response or recovery efforts. • Assignment of tasks and personnel assignments associated with meeting them.
Action Plans within the City EOC are referred to as EOC Emergency Action Plans (EAPs). Through the “Planning P” process, each operational period within the City EOC will consist of multiple meetings and be guided by EOC EAPs that are prepared and finalized during the preceding operational period. Each EOC EAP will cover a 24-hour operational period unless otherwise modified by the EOC Director or EOC Deputy Director. Regardless of the designated time for an operational period, there may be multiple shifts within a single operational period.
At a minimum, the City EOC should collect and keep up-to-date records of certain information for any given emergency. Information is collected from verified and reliable sources, such as the field incident management team liaison, field IAPs, AREPs, partner incident reports, other activated EOCs and DOCs, incident meetings, and observations. This information is assessed and consolidated in the EOC EAP’s Situation Status Report or other supporting forms developed by the EOC Planning Section. Essential elements of information include:
• Evacuation statistics (will comply/won’t comply/not home) (if applicable). • Evacuation center/shelter locations and population (both human and animal) (if applicable).
• Evacuation order and warning footprint (if applicable). • Injured, missing, and fatality statistics.
• Building damage and/or destruction data (including building tagging statistics). • Mutual aid requests made by the City EOC (including through Emergency Management Mutual Aid (EMMA)).
• Impacts/requests from SBCOA partners.
• Requests from the field.
• Project code(s) and financial guidance.
• EOC staffing details for each operational period.
• Road closures.
• Available GIS information.
• Utility status (applicable power outages, water/wastewater, and natural gas line impacts).
• Network communications status (cellular network impacts and private telecommunications services to the public).
• Wildland fire containment percentage (if applicable). • Healthcare facility impacts.
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• Identification of other activated EOCs and DOCs within the SBCOA, including those outside the SBCOA that are supporting the local response. • Each operational period’s objectives.
EOC EAP documents are considered “For Official Use Only (FOUO)” and are not approved for public release or sharing with other agencies/organizations without the consent of the City EOC Director. The Situation Status Report portion of the EOC EAP may be disseminated to the City Disaster Council and City Council during each operational period. However, Situation Status Reports are also FOUO and not for public release or sharing with agencies that did not receive such reports directly from the City EOC. The DES, ADES, EOC Director/Deputy Director or Liaison Officer may provide summary emails containing high-level or pertinent information. These emails should be clearly divided or labeled to distinguish between For Official Use Only (FOUO) information and public information.
See Appendix I for more detailed information regarding EOC Action Planning.
3.8: EMERGENCY PROCLAMATIONS
3.8.1: CITY PROCLAMATIONS
California Emergency Services Act Authorities: The California Emergency Services Act, Article 14, § 8630 (Proclamation by local governing body; Review; Termination) states:
• A local emergency may be proclaimed only by the governing body of a city, county, or city and county or by an official designated by ordinance adopted by that governing body. • Whenever a local emergency is proclaimed by an official designated by ordinance, the local emergency shall not remain in effect for a period in excess of seven (7) days unless it has been ratified by the governing body.
• The governing body shall review the need for continuing the local emergency at least once every 60 days until the governing body terminates the local emergency. • The governing body shall proclaim the termination of the local emergency at the earliest possible date that conditions warrant.
Local Emergency: The Director of Emergency Services (DES) is empowered per § 8630 of the Emergency Services Act and the GMC §2.10.040 to request the City Council to proclaim the existence or threatened existence of a local emergency. To qualify for financial public assistance from the California Disaster Assistance Act (CDAA), such proclamations must be made within 10 days of the event according to California Government Code § 8685.2. A copy of the resolution must be provided as soon as possible to Santa Barbara County OEM for transmission to Cal OES.
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Whenever the DES proclaims a local emergency, the City Council shall take action to ratify the proclamation within seven (7) days thereafter or the proclamation shall have no further force or effect.
Per California Government Code § 8630(c), the City Councilshall review the need for continuing the Local Emergency at least every 60 calendar days until the City Council terminates the Local Emergency. The City Councilshall proclaim the termination of the Local Emergency at the earliest possible date that conditions warrant. Should the local emergency proclamation not be reratified within the 60 calendar day requirement, the proclamation will expire and have no further effect.
The proclamation of a Local Emergency per the GMC § 2.10.040(6) provides the City with the legal authority to:
• Make and issue rules and regulations on matters reasonably related to the protection of life and property as affected by such emergency
• Obtain vital supplies, equipment, and such other properties found lacking and needed for the protection of life and property and to bind the City for the fair value thereof and, if required immediately to commandeer the same for public use. • To require emergency services of any city officer or employee. • To requisition necessary personnel or material of any City department. • Execute all ordinary power as City Manager.
• Request that the County of Santa Barbara Operational Area requests to the Governor a proclamation of a State of Emergency.
3.8.2: STATE OF EMERGENCY
A State of Emergency may be proclaimed by the Governor (California Government Code § 8625) when:
• Conditions of disaster or extreme peril exist that threaten the safety of persons and property within the state caused by natural or human-caused incidents. • The Governor is requested to do so by local authorities. • The Governor finds that local authority is inadequate to cope with the emergency.
Whenever the Governor proclaims a State of Emergency:
• Mutual aid shall be rendered per approved emergency plans when needed in any county, or city for outside assistance.
• To the extent deemed necessary, the Governor shall have the right to exercise all police power vested in the state by the Constitution and the laws of the State of California within the designated area.
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• The Governor may suspend the provisions of orders, rules, or regulations of any state agency and any regulatory statute or statute prescribing the procedure for conducting state business.
• The Governor may commandeer or make use of any private property or personnel (other than the media) in carrying out the responsibilities of the office. • The Governor may promulgate issues and enforce orders and regulations deemed necessary.
State of War Emergency: Whenever the Governor proclaims a State of War Emergency, or if a State of War Emergency exists, all provisions associated with a State of Emergency apply, plus:
• All State agencies and political subdivisions are required to comply with the lawful orders and regulations of the Governor that are made or given within the limits of his/her authority as provided for in the Emergency Services Act.
3.8.3: PRESIDENTIAL DECLARATION
Following the proclamation of a State of Emergency, the CalOES Director may recommend that the Governor request a Presidential declaration of a major disaster or emergency under the authority of the Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 (Public Law 100-707). The Stafford Act authorizes the president to provide financial and other assistance to state and local governments, certain private nonprofit organizations, and individuals to support response, recovery, and mitigation efforts.
Presidential Emergency Declaration: More limited in scope than a Presidential Major Disaster Declaration, the Presidential Emergency Declaration involves fewer federal programs and is not normally associated with recovery programs. However, the President may issue an emergency declaration prior to an actual incident to lessen or avert the threat of a catastrophe. Generally, federal assistance and funding are provided to meet specific emergency needs or to help prevent a catastrophe from occurring.
Presidential Major Disaster Declaration: Provides more federal programs for response and recovery than a Presidential Emergency Declaration. Unlike a Presidential Emergency Declaration, a major disaster declaration may only be issued after an incident.
The Governor must request a Presidential Emergency Declaration on behalf of the local government within five days after the need for federal emergency assistance is apparent. A Presidential Major Disaster Declaration must be submitted within 30 days of the incident.
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estimate. More information on the Stafford Act is available in the text of that law, as well as the most recent version of the Department of Homeland Security’s National Response Framework.
3.9: POPULATIONS WITH DISABILITIES AND OTHER ACCESS AND FUNCTIONAL NEEDS Access to emergency services shall not be denied on the grounds of race, color, national origin, sex, age, or disability. To make sure that this goal is met, Title II of the Americans with Disabilities Act of 1990 (ADA) requires state and local governments to make their programs and services accessible to persons with disabilities. This requirement extends to physical access to government facilities, programs, and events and to policy changes that governmental entities must make sure that all people with disabilities can take part in and benefit from the programs and services of state and local governments. In addition, governmental entities must consider effective communication, including providing necessary auxiliary aids and services, so that individuals with disabilities can participate in civic life.
ADA, signed into law on July 26, 1990, is a broad civil rights law that prohibits discrimination against people with disabilities, including but not limited to mobility, vision, hearing, cognitive disorders, mental illnesses, and language barriers. In 2008, the Federal government updated the ADA, known as the ADA Amendments Act. The revised law broadens the scope of the definition of what it means to have a disability. These changes went into effect on January 1, 2009. These amendments make it easier for those with disabilities and access and functional needs (AFN) populations to seek protection under the law.
The acronym CMIST is a nationally recognized term that summarizes the five main areas where AFN community members may need support during an emergency. • C – Communication: Some people might have trouble receiving or understanding information. This could include:
o People who are deaf or hard of hearing.
o People who use American Sign Language (ASL).
o People who don’t speak English well or speak English as a second language. o People who are blind or have low vision.
o People with cognitive or developmental disabilities.
• M – Medical or Maintaining Health: Some people need additional medical help. This might include:
o Special medical equipment, like wheelchairs or walkers. o People who manage chronic health conditions and multiple medications. o People who manage wound care.
o Consumable medical supplies, like diapers, formula, or bandages. o Durable medical equipment, like wheelchairs, scooters, or walkers.
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• I – Independence: Some people need help with daily activities, like eating, getting dressed, or using the bathroom. This includes:
o Durable medical equipment, like wheelchairs, scooters, or walkers. o Service animals.
o People who need personal care assistance.
o Children and adults who need supervision.
• S – Services and Supports: Some people need extra support to stay safe and healthy. This could include:
o People with mental health needs, like anxiety or depression. o People with psychiatric conditions, like dementia or schizophrenia. o Pregnant women, nursing mothers, and infants.
o Children who need supervision.
• T – Transportation: Some people might need help with transportation during an emergency. This could include:
o People who don’t drive, like older adults, individuals with disabilities or temporary injuries.
o People who can’t drive for legal reasons.
o People who don’t have a car.
o People who don’t have money to purchase fuel.
The City makes every effort to address the needs of the AFN population. The City prioritizes inclusion and equity in all aspects of emergency management, including providing education and training to the population, and providing shelter while addressing issues related to communications, mobility, and accessibility. Included in the City’s planning efforts for those with disabilities and others with access and functional needs are:
• ADA-compliant access to City programs, services, and facilities including sheltering requirements.
• Community Disaster Education Workshops highlight how each step of the four key steps of personal emergency preparedness, Make a Plan, Build a Kit, Stay Informed, and Get Involved, can be adapted to support individuals with Access and Functional Needs (AFN), ensuring inclusive and effective readiness for all.
Functional need populations are those community members who may have additional needs before, during, and after an incident in functional areas. This includes, but is not limited to, maintaining independence, communication, transportation, supervision, and medical care.
Individuals in need of additional response assistance may consist of those who have disabilities, those in institutionalized settings, older adults, children, those from diverse cultures, those with limited or no English proficiency, or those who are transportation disadvantaged.
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disabilities into community living and the growing aging population have shown that the existing paradigm of emergency planning and implementation must change. These lessons learned show three (3) areas that are repeatedly identified as most important to people with disabilities and older adults: 1) communications (alert, warning, and notification), 2) evacuation (transportation), and 3) sheltering.
3.9.1: CALIFORNIA OES OFFICE OF ACCESS AND FUNCTIONAL NEEDS In January 2008, the Office for Access and Functional Needs (OAFN) was created within CalOES.
The purpose of OAFN is to identify the needs of AFN individuals before, during, and after disasters and to integrate them into the State's emergency management systems. OAFN utilizes a whole community approach by offering training and guidance to emergency managers and planners, disability advocates, and other service providers responsible for planning for, responding to, and helping communities recover from disasters. In short, OAFN plans for the realities of disasters by integrating access and functional needs into everything CalOES does, including partnership development, outreach, training, guidance, and technical assistance. The City may consult the CalOES OAFN for advice and general AFN subject matter expertise if such support is necessary.
3.10: ANIMAL EVACUATION AND SHELTERING
Legislation: The PETS Act (Pets Evacuation and Transportation Standards Act of 2006) directs state and local emergency preparedness plans to address the needs of people with pets and service animals prior to, during, and after a major disaster. Assembly Bill 781 (passed October 2023) also includes requirements to address emergency shelters and persons with pets during an incident.
Animal Evacuation and Transportation: Animal evacuation support through County Animal Services is explained below. Additionally, CA Senate Bill 397 (passed October 2019) requires that “if an evacuation order is issued that covers all or a portion of a public transit operator’s service area, the public transit operator shall authorize passengers to board public transit vehicles with their pets in the area covered by the evacuation order, consistent with best practices.” Santa Barbara County public transit providers have individually identified how they are supporting this legislative requirement. The Ventura and Santa Barbara County Transportation Emergency Preparedness Plan also address how this concept is supported on a regional level.
Designation of Emergency Shelters to Accommodate Persons with Pets: The ability to designate an emergency shelter as being able to accommodate collocation of pets is dependent on authorization by the facility owner for pets to be on site. The City is responsible for the provision of emergency-related care and shelter services for the City. Goleta also cooperates with the County Department of Social Services (DSS) and American Red Cross. The City has two memorandum of understandings one with the local Red Cross for the Red Cross to operate care and shelter sites under certain circumstances and a second one with County DSS. While the Red DRAFT – REVIEW ONLY
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Cross is the primary shelter operator for the City’s shelter, County DSS has a secondary MOU for the site.
County DSS is the lead agency for disaster care and shelter services for the County of Santa Barbara (not the OA), and the Santa Barbara County/OA Disaster Care and Shelter Plan describes how the City can coordinate operations and request support from the County for care and shelter services during an emergency.
To the extent practicable and when safe to do so, the City’s Care and Shelter Liaison in the EOC will work with the disaster care and shelter site as being able to accommodate persons with pets when such sites are activated for an emergency. Designation of a specific site as being able to accommodate collocation of pets with owners at disaster care and shelter sites is determined on an incident-by-incident basis.
Pet Collocation and Public Information: When care and shelter sites are activated by the County/OA EOC, the City EOC PIO/City Community Relations will collaborate with the Joint Information Center (JIC) to confirm that published care and shelter site information is accurate and, if applicable, whether or not sites will accommodate pet collocation. City EOC PIO/City Community Relations will provide these updates to the public. In the event that the City activates a care and shelter site for the public, City ESD will communicate details approved for public release with the City EOC PIO/City Community Relations including details related to pet collocation accommodations
Pet Preparedness Information: The City does not have an animal services program; animal services are provided within the City of Goleta by the County Animal Services Division of the County Health Department. The County has pet and large animal emergency preparedness information on the County’s emergency preparedness webpage - www.readysbc.org/2742/PetLarge-Animal-Preparedness (available in English and Spanish), as well as on the County Animal Services website - www.countyofsb.org/3292/Disaster-Preparedness. Both of these webpages offer several pet preparedness tips, contact information for the County Animal Services Division (as well as their disaster response partners), recommended pet emergency kit items, and other useful information. Additionally, residents are encouraged to register their livestock and pets in the Animal Services Farm Database on the County Animal Services Division website to enhance understanding and support of community animal needs during a disaster.
TABLE 3.2: SANTA BARBARA COUNTY ANIMAL SHELTER LOCATIONS 5473 Overpass Rd, Goleta, CA 93111
County Animal Control Officers rescue, protect, and provide for animals in need. The County Animal Services Division is also responsible for issuing animal licenses and the enforcement of local and state laws about domesticated and wild animals.
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The County Animal Services Division provides the following services:
• Rescuing injured animals
• Capturing at-large or stray animals
• Investigating animal bites and attacks
• Removing dead animals from public property
• Removing dead or living wildlife from private property ONLY if such wildlife has direct contact with humans and/or animals that involves a bite or attack • Enforcing leash laws and local ordinances
• Euthanizing severely injured animals
• Investigating reports of animal cruelty
During an emergency, the County’s Animal Services Division coordinates with Incident Command and the County/OA EOC whom in turn coordinates with City EOC to support large and small animal evacuation and animal sheltering operations. The County Animal Services Division coordinates with the County/OA EOC’s Care and Shelter Branch and the Red Cross to support animal-related services at human care and shelter sites that are designated to accommodate collocation of pets brought by their owners. This includes supporting those sites with animalrelated subject matter expertise and available resources. In the event that County Animal Services is unable to provide needed animal-related resources for human care and shelter sites that collate pets in the City of Goleta, those resources will be sought by the City using applicable mutual aid systems and other applicable options. If the City is unable to find solutions for needed animal/human collocation resources the City may seek support from the County/OA EOC, depending on the situation.
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SECTION 4: EMERGENCY OPERATIONS CENTER AND ASSIGNMENT OF
RESPONSIBILITIES
This section describes the functions and organization of the City of Goleta EOC.
4.1: PURPOSE AND FUNCTIONS OF THE EOC
The purpose of the City EOC is to provide a facility from which the organization’s response to an emergency can be effectively coordinated. During an emergency, the EOC will provide a single focal point for centralized activities, to include:
• Decision-making at the local level.
• Management of information by developing, maintaining, displaying, and disseminating situational awareness of the incident to those working within the EOC, at the incident, or with other activated EOCs and DOCs.
• Identify, obtain, and manage City resources for emergency operations. • Providing logistic support for EOC activities and support to impacted departments within the City, and when necessary, support the logistical needs of field responders. • Performing accounting and recordkeeping to track disaster costs. • Host representatives from other agencies for multi-agency incident coordination. • Oversee public information efforts on behalf of the City of Goleta • Develop and publish incident information for the public in coordination with the field PIO and County/OA EOC’s Joint Information Center (when activated) The EOC performs these and other tasks by communicating across departments, and jurisdictions to relieve on-scene command of the burden of external coordination, resource allocation, information collection, verification, and dissemination. The decisions made through the EOC are designed to be broad in scope and offer guidance on overall priorities.
The EOC is staffed by City personnel activated to fill specific roles within the EOC structure. EOC staff coordinate and deliver public communications, manage resource allocation, maintain incident documentation, and organize resources and services for the public.
Checklists for each individual City EOC position and supporting documents are physically located in the EOC and stored virtually.
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4.2: EOC LOCATIONS AND LAYOUT
4.2.1: PRIMARY EOC
The City’s primary EOC is located at City Hall, 130 Cremona Drive, Suite B | Goleta, CA 93117.
This is used as a conference room for day-to-day business. Emergency Services Division staff keep the EOC in a constant state of response readiness. Aside from the EOC meeting space, there are common areas (bathrooms, showers, lockers, and breakrooms) and storage areas at City Hall.
4.2.2: ALTERNATE EOC
Should the primary EOC become unsafe, inaccessible, or otherwise unavailable for incident support, an alternate EOC will be used. The EOC Logistics Section will arrange for the relocation of EOC staff members and equipment to an alternate EOC location.
The pre-designated alternate location is the Goleta Train Depot located at 25 S. La Patera Lane, Goleta CA.
The decision to use an alternate location and site selection will be made by the City Emergency Services Division in partnership with the Director of Emergency Services, or Assistant Director of Emergency Services.
Note: An alternate EOC may not have the same capabilities or comparable equipment as the Primary EOC.
4.2.3: PRIMARY EOC LAYOUT
The EOC can provide desk space for 20 persons. EOC staff working in the EOC or assigned to EOC functions but working in an adjacent area due to space limitations are identifiable by color-coded vests indicating which section they work in.
Management Brown
Operations Orange
Planning Blue
Logistics Yellow
Finance/Administration Green
4.3: EOC ACTIVATION AND DEACTIVATION
Law/Ordinance: While state law does not explicitly define the requirements for activating a local Emergency Operations Center (EOC), Goleta Municipal Code (GMC) § 2.10.060 mandates that the Emergency Operations Plan addresses any condition constituting a local emergency, state of DRAFT – REVIEW ONLY
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emergency, or state of war emergency. Further, California Code Regulations Title 19, § 2407 requires that once a local EOC is activated, “communications and coordination shall be established between a local government EOC, when activated, and any state or local emergency response agency having jurisdiction at an incident occurring within that local government's boundaries”. “Local emergency” includes the actual or threatened existence of conditions of disaster or of extreme peril to the safety of persons and property within the City caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, drought, sudden and severe energy shortage including, but not limited to, Public Safety Power Shutoff (PSPS), earthquake, war or imminent threat of war, which conditions are or are likely to be beyond the control of services, personnel, equipment, and facilities of the City, and requiring the combined forces of other political subdivisions to combat.
Policy: The City of Goleta is committed to ensuring an efficient and coordinated response to any emergency or disaster that jeopardizes the health, safety, and well-being of the community. In compliance with the GMC, the decision to activate the City EOC depends entirely on the size and scope of the incident. Although these conditions may constitute EOC activation, they do not correlate to a specific EOC activation level.
Examples of situations that may warrant activation include but are not limited to:
• Current conditions remain safe, but the evolving nature of an event may quickly create hazardous situations requiring continuous monitoring and coordination among multiple public safety agencies. This includes incidents occurring in neighboring jurisdictions within the SBCOA such as the unincorporated areas of the County including Isla Vista and Goleta Beach, the City of Santa Barbara including the Santa Barbara Airport, and the University of California Santa Barbara or incidents associated with local high-profile events. • Emergencies that necessitate a significant and prolonged deployment of resources, such as hazardous material incidents, civil disturbances, aircraft mishaps, or severe weather conditions.
• Threats that directly or potentially impact the City. • Incidents requiring substantial engagement from City staff or departments, either for immediate response or to implement preventive measures aimed at reducing future risks. • A condition or threshold for City EOC activation is met as described in other City plans or protocols.
When the City activates either an EOC or DOC it will:
1. Coordinate with the City Emergency Services Division, City Office of Emergency Services.
2. The City Emergency Services Division will notify the Santa Barbara County Operational Area via the County OEM Duty Officer and send a Status Report formally indicating that the EOC/DOC is activated with incident details.
3. Utilize the Standardized Emergency Management System.
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4. Establish communication and coordination with the Incident Commander(s).
More information regarding SEMS regulations related to local government EOC activations is found in California Code of Regulations Title 19, Division 2, Chapter 1, Article 4 § 2407.
EOC Response Priorities:
1. Protect and save lives.
2. Protect property.
3. Maintain law and order.
4. Restore vital services and utilities.
5. Protect the environment.
6. Return communities to normal operations.
7. Engage and keep the community informed.
8. Maintain communication and coordination with Incident/Unified Command.
9. Coordinate cost recovery.
Activation Authority: The following individuals or their appointed representatives are authorized to activate the City EOC:
Level 1 – Full / Level 2 – Partial / Level 3 - Minimal
• The City Manager as the Director of Emergency Services • The Director of Neighborhood Services as the Assistant Director of Emergency Services.
Level 3 - Minimal
• The Emergency Services Manager
Deactivation Authority: Section Coordinators and the EOC Director will authorize deactivation by position and function based on the needs of the incident and as outlined in each incident’s EOC deactivation plan.
Further Guidance: Detailed City EOC activation policies and procedures, including checklists for each EOC position, are located in the City of Goleta Emergency Operations Center Standard Operating Guidelines, a supporting document to this Plan. The Emergency Services Division maintains the document. Determination and control of dissemination of these documents is vested in the City ESD.
4.3.1: EOC ACTIVATION LEVELS
The City EOC has three activation levels. These activation levels describe the number and type of personnel actively engaged in the EOC’s response using standardized terms articulating the City EOC’s posture. The City EOC activation levels are based on a 1-3 scale, with Level 1 being the highest level of activation. Figure 4.1 illustrates the City EOC activation levels.
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Level 1 Activation: This is the highest EOC activation level. City EOC Level 1 activation is used following a major disaster, emergency, or unique situation that requires complex coordination and involvement of several City Departments to sufficiently support response and continuity of County government. At this level, all EOC positions are staffed, and the event is likely to continue through multiple operational periods. Staffing for a City EOC Level 1 activation will range from approximately 16-24 personnel.
Level 2 Activation: City EOC Level 2 activation is the preferred mode of operation for response to emergencies that may require coordination among departments, agencies, or jurisdictions. In these situations, only core management level personnel and those specific functions needed within the EOC are staffed. Staffing for a City EOC Level 2 activation will range from approximately 8-14 personnel.
Level 3 Activation: City EOC Level 3 activation is designed for situations where a more aggressive EOC posture is not necessary, yet circumstances merit active monitoring of dynamic and potentially hazardous conditions. At this level, ESD staff and City General Government Department are primarily staffing the EOC; however, other key department representatives may also be present and requested to support. At this level, the situation is monitored; contact with County/OA EOC is made. Staffing for a City EOC Level 3 activation will range from approximately one (1) to eight (8) personnel.
FIGURE 4.3 – EOC ACTIVATION LEVELS
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4.4: NOTIFICATION AND MOBILIZATION
The City EOC has a roster identifying multiple personnel for each position staffed by employees from City Departments. Designated City EOC staff participate in training and exercise events routinely. Personnel on this roster are requested to fill the positions in the City EOC during an EOC activation.
Those agencies traditionally considered first responder organizations, such as fire services, law enforcement, and emergency medical services will be notified and mobilized to respond to incidents following their own established Standard Operating Procedures and chain of command.
This Plan does not restrict these established protocols or the authority of supervisors to notify and mobilize their staff in order to respond to an emergency.
The City of Goleta Emergency Operations Center Standard Operating Guidelines defines the protocol for staff recall following a decision for EOC activation. ESD maintains a roster of EOC Team staff to notify and mobilize the EOC Team staff via phone, text, and email when EOC activation occurs, whether during normal duty hours, weekends, holidays, or after hours.
Upon City EOC activation, ESD will notify the County OEM of the City’s EOC posture and necessary incident details via email or other form of communication. The City DES or designee will be responsible for communication and coordination with the City Council. An activated EOC may provide daily situation updates via email to City Department Directors, Director of Emergency Services and the City Council until the EOC is deactivated unless directed otherwise by EOC leadership.
4.4.1: AUTOMATIC MOBILIZATION
In the event of a significant emergency that has degraded communications systems, Advance EOC Team members who are pre-assigned to fill key positions within the EOC are expected to report to the primary EOC without formal notification or direction to mobilize; see the City of Goleta Emergency Operations Center Standard Operating Guidelines, an annex to this Plan, for details.
Understanding that EOC staff may be victims or impacted by a given disaster, EOC staff should first stabilize their personal situation and address the safety of their families before responding to the EOC. If EOC staff are unable to respond to work in the EOC due to personal impacts or if the EOC is inaccessible from their location, they must contact their direct supervisor or Department Head. City Departments maintain responsibility to provide alternate staffing to fill the Department’s assigned position(s) as outlined in the Advanced EOC Team Roster. Notice of staffing impacts and changes must be provided to ESD as soon as possible or to the EOC Logistics Section. In the event that direct communication with workplace supervisors or the EOC degrades DRAFT – REVIEW ONLY
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due to emergency conditions, City employees should follow the procedures outlined in the City of Goleta Emergency Operations Center Standard Operating Guidelines.
4.5: EMERGENCY OPERATIONS CENTER (EOC) STRUCTURE
4.5.1: INCIDENT COMMAND SYSTEM (ICS)
ICS is a standardized approach to the command, control, and coordination of on-scene incident management that provides a common hierarchy within which personnel from multiple organizations can be effective. ICS specifies an organizational structure for incident management that integrates and coordinates a combination of procedures, personnel, equipment, facilities, and communications. The ICS is a nationally recognized on-scene emergency management system specifically designed to allow its user(s) to adopt an integrated organizational structure equal to the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS uses a common organizational structure to effectively accomplish the management of the incident by objectives.
The five functions of the ICS organization are management, operations, planning and intelligence, logistics, and finance and administration. The City of Goleta EOC is also structured to mirror the ICS organizational model. See Figure H.1: City EOC Structure for a visual representation of the City EOC’s organizational structure.
• Management includes a Public Information Officer (PIO) and may include others such as a Legal Advisor. The EOC director and director’s staff set EOC priorities, work with senior officials to facilitate the development of policy direction for incident support, and ensure the dissemination of timely, accurate, and accessible information to the public. • Operations are responsible for the coordinated tactical response of all field operations directly applicable to or in support of the mission(s) per the Incident Action Plan or EOC Emergency Action Plan (EAP) in the City EOC. Operations develop the Action Plan's operations portion, request resources to support tactical operations, maintain close communication with the EOC Director, and implement tactical operations. Within the City EOC the Operations Section includes the Operations Section Coordinator, Public Works Branch, City Facility Branch, Care and Shelter Liaison, Building and Safety Branch and the Community Emergency Response Team Branch, as well as any agency representatives specifically representing the City’s contracts for Law Enforcement and Fire Service. • Planning is responsible for the collection, evaluation, documentation, and use of information about the development of the incident. The City EOC’s Planning Section includes the Section Coordinator, Current Planning Unit, Future Planning Unit and GIS Unit.
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• Logistics is responsible for providing facilities, services, personnel, equipment and tracking the status of resources and materials in support of the incident. The City EOC’s Logistics Section includes the Logistics Section Coordinator, Resources Tracking Unit, Communications Unit.
• Finance and Administration are responsible for all financial and cost analysis aspects of the incident and/or any administrative aspects not handled by the other functions. The City EOC’s Finance and Administration Section includes the Finance and Administration Section Coordinator, Cost Recovery Unit, Cost Accounting Unit, Compensation/Claims Unit, and the Time Unit.
4.5.2: PRINCIPLES OF ICS
The system’s organizational structure adapts to any emergency or incident to which emergency response agencies would expect to respond. Components of ICS are:
• Accountability
• Common terminology
• Modular organization
• Unified Command structure
• Consolidated action plans
• Manageable span-of-control
• Pre-designed incident facilities
• Comprehensive resource management; and
• Integrated communications
Standard titles for organizational functions, resources, and facilities within ICS are used. The organizational structure is developed based on the type and size of an incident. The staff builds as the incident grows, with responsibility and performance placed initially with EOC Director.
4.5.3: ADMINISTRATION, FINANCE, AND LOGISTICS
The following guidance is provided to support the administration of EOC processes involving documentation, financial obligations and claims, and management of resources.
4.5.3.1: DOCUMENTATION AND INCIDENT FILE PRESERVATION
In order to create a historical record of emergency response activities, improve procedures and strategies, the Finance and Administration Section organizes how hardcopy and digital documents will be stored and document the actions taken during the emergency operation of the EOC. This responsibility should include the collection of IC logs, action plans created during the emergency, internal and external entities involved, resources expended, etc. This information will form the official incident record when combined with the post-incident assessment.
4.5.3.2: COSTS AND REIMBURSEMENT
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required documentation to support financial recovery claims. This financial information should include expenditures made by entities (internal and/or external) in addition to the EOC and will be made available to support reimbursement efforts and insurance claims and inform future emergency budgeting, etc. County OEM informs the City about the cost recovery process and available opportunities.
During an emergency, City staff will follow the Finance and Administration Section Standard Operating Guidelines to ensure internal and 2 CFR Part 200 compliance.
4.5.3.3: FACILITIES, TRANSPORTATION, COMMUNICATION, SPECIAL SUPPLIES The EOC Logistics Section is responsible for the provision of facilities, transportation, communications, supplies, equipment maintenance, fueling, food and medical services for incident personnel and operations. Logistics coordination may involve or support mutual aid requests, provision of supplies for mass care and shelter operations, and assistance of supplies to vulnerable populations such as children, individuals with access and functional needs, and populations that requires special assistance services.
4.6: DEPARTMENT OPERATIONS CENTER (DOC)
A City Department’s Department Operations Center (DOC) is an operational entity that is designed to serve as a coordinating body for an individual department in support of incident management. The DOCs accomplish two broad functions:
1. Manage and maintain internal departmental operations during an emergency/disaster incident, including facilitating departmental continuity of operations.
2. Contribute to City response through communication and coordination with field response entities and the City Emergency Services Division.
DOC activation is based on the impacts and demands of a department and is generally authorized by the Director of the department unless otherwise delegated. DOC staff are primarily inward looking, focusing on directing their on directing their department's own assets and operations.
Furthermore, DOCs may activate in support of mutual aid systems and needs that are coordinated outside of the EOC through established mutual aid systems and/or applicable contracts or agreements.
When activated, the DOC share objectives, strategies, and status updates at regular intervals with the City Emergency Services Division and City Office of Emergency Services and the DOC is responsible for the following activities:
• Maintains departmental operations, including:
o Staffing
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o Finance
o Intra-departmental planning
o Intra-departmental coordination
• Prioritizes and manages departmental resources, including allocation of resources. • Provides situation status reports.
• Tasks and responsibilities that may exist in department-specific response plans or protocols.
It may become necessary for the EOC to activate if the incident increases in complexity or occurs for an extended period. The City Director of Emergency Services or designee determines necessity. Examples of increased complexity, include:
• Political, fiscal, or resource complexities.
• The incident has multi-agency or multi-departmental impacts and demands. • The DOC becomes too overwhelmed by the incident to maintain its department’s continuity of operations.
Unless directed otherwise by the Director of Emergency Services or designee, once the City EOC is activated, a City DOC will cease and integrate into the EOC structure.
4.7: INCIDENT INFORMATION COORDINATION
Effective incident management requires close coordination between incident command and emergency management.
4.7.1: INCIDENT COMMAND/EMERGENCY MANAGEMENT COORDINATION During emergencies in which the City EOC is not activated, the Emergency Services Division will serve as the City’s primary representative for coordination with field incident command organizations and the County Office of Emergency Management. Emergency Services Division (ESD) staff facilitate two-way communication between the City and external partner organizations related to emergency incidents. This role ensures that critical information flows efficiently between the broader emergency management network and the City Office of Emergency Services, and City Disaster Council.
The City ESD coordinates with field Incident Command and maintains situational awareness through the following actions:
• Attendance in field Operations Briefings.
• Receiving field Incident Action Plans (IAPs).
• Participating in ad-hoc or specialized meetings related to emergency management operations.
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• Requesting information from Incident Command.
• Assignment to the Incident Command Post as a representative, if necessary. • Assignment to the County/OA EOC as a representative, if necessary.
4.7.2: INTERNAL EOC COMMUNICATION AND COORDINATION
Unless rendered inoperable, the City of Goleta’s Emergency Operations Center (EOC) will coordinate and communicate primarily through two methods: meetings and email. • Meetings: During EOC activation, routine internal operational meetings will be facilitated by the Planning Section Coordinator. These meetings are essential for maintaining situational awareness, aligning objectives, and ensuring coordinated response efforts. • EOC All-Staff Meetings: These meetings are intended exclusively for EOC personnel and serve to:
o A clear statement of the meeting’s purpose
o An overview of the agenda
o Provide incident updates
o Share status reports from each EOC section
o Situation reports from the Incident Commander (IC)/DOC Commander, National Weather Service, relevant EOC staff, and key partner agencies o Discuss operational period objectives
o A roll call of impacted departments, allowing them to:
Ask questions
Share updates
Identify resource needs
Raise concerns
o The schedule for the next EOC briefing
o Offer a forum for internal coordination
Email Communication
• Email is the preferred method for:
o Sharing documents and reports
o Coordinating among support groups
o Documenting incident-related activities
o Enhancing situational awareness
Refer to City of Goleta Emergency Operations Center Standard Operating Guidelines for further details on document retention and file management.
The EOC will distribute Situation Status Reports via email at least once per operational period to ensure timely and consistent information sharing.
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4.7.3: FIELD/DEPARTMENT OPERATIONS CENTER AND EOC COMMUNICATIONS AND
COORDINATION
Routine communications and requests for information between the field command structure and City EOC/DOC (whichever is activated) should flow through the Planning Section. If EOC/DOC is not activated, communication flows to the City ESD.
The City EOC does not provide tactical command of field first responders unless the support operations exist outside the field’s response organization. These field support operations are those services that are planned for, staffed through, and/or deployed by the City EOC in support of field operations or the needs of the incident. An example of an EOC operation is the provision of mass care and shelter services for the public. When the IC/DOC Director communicates support needs to the City EOC, the City EOC should coordinate to deploy resources (and/or policy) to address such needs.
As a contracted City, law enforcement is provided by the County Sheriff’s Office. The City is within the Santa Barbara County Fire Protection District and fire services are provided by the district (i.e. County Fire Department). The City EOC determines its own activation level and staffing independently and may activate DSWs or request Disaster Service Worker-Volunteers (DSW-Vs) to fulfill supporting operations.
The City DES may invite the Incident Commander, or designee to provide an update either virtually, in-person or written, or assign a City representative to the Incident Command Post to represent the City and collect information from the Incident Command Post.
4.8: ROLES AND RESPONSIBILITIES OF CITY EOC
Effective emergency management requires interdepartmental collaboration. Table 4.1 illustrates the functional responsibilities of City Departments within the City EOC.
TABLE 4.1: FUNCTIONAL RESPONSIBILITIES OF CITY EOC
EOC POSITION
EOC
ACTIVATION
LEVEL*
PRIMARY
DEPARTMENT
SECONDARY
DEPARTMENT
TERTIARY
DEPARTMENT
EOC Director 3 City Manager Assistant City
Manager
Neighborhood
Services DH
EOC Deputy Director /
Safety Officer 3 Neighborhood Services DH
Public Works
Department
DH/ADH
Assistant City
Manager
EOC PIO 3 Community
Relations
Community
Relations
Community
Relations
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TABLE 4.1: FUNCTIONAL RESPONSIBILITIES OF CITY EOC
EOC POSITION
EOC
ACTIVATION
LEVEL*
PRIMARY
DEPARTMENT
SECONDARY
DEPARTMENT
TERTIARY
DEPARTMENT
Legal Counsel 3 City Attorney City Attorney City Attorney Liaison to County EOC 3 Any Any Any
Access and Functional
Needs Coordinator 3 Neighborhood Services
Neighborhood
Services
Neighborhood
Services
Operations Section
Coordinator 3 Public Works DH Public WorksADH Public Works Public Works Branch 2 Public Works DH Public Works
ADH Public Works
City Facility Branch 2 General Services General Services General Services Care and Shelter Liaison 1 Neighborhood
Services
Neighborhood
Services
Neighborhood
Services
Building and Safety
Branch 1 Building and Safety (P&D)
Building and
Safety (P&D)
Building and
Safety (P&D)
Law Branch 2 Goleta Chief of
Police
County Sheriff
Representative
County Sheriff
Representative
Fire Branch 2 County Fire
Representative
County Fire
Representative
County Fire
Representative
Planning Section
Coordinator 3
Planning and
Environmental
Review
Planning and
Environmental
Review
Planning and
Environmental
Review
Current Plans
• Unit Situation
Status Unit
• Damage
Assessment Unit
2 Planning and
Environmental
Review
Planning and
Environmental
Review
Planning and
Environmental
Review
Future Plans Unit
• Recovery Unit
• Demobilization
Unit
2 Planning and
Environmental
Review
Planning and
Environmental
Review
Planning and
Environmental
Review
GIS Unit 1
Planning and
Environmental
Review
Public Works
Planning and
Environmental
Review
Logistics Section
Coordinator 2 General Services DH/ADH
General Services
DH/ADH
General Services
DH/ADH
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TABLE 4.1: FUNCTIONAL RESPONSIBILITIES OF CITY EOC
EOC POSITION
EOC
ACTIVATION
LEVEL*
PRIMARY
DEPARTMENT
SECONDARY
DEPARTMENT
TERTIARY
DEPARTMENT
Resources Tracking /
Personnel Unit
• Personnel
• Volunteer and
Donations
Management
2 Human
Resources General Services General Services
Communications Unit
• Information
Systems
• Tech Support
1 General
Services/Acorn
General
Services/Acorn
General
Services/Acorn
Purchasing/
Procurement Unit 1 General Services General Services General Services Finance and
Administration Section
Coordinator
2 Finance Finance Finance
Cost Accounting /
Recovery Unit 1 Finance Finance Finance
Time Unit 1 Finance Finance Finance
Compensation / Claims
Unit 1 Human Resources
Human
Resources
Human
Resources
Documentation 1 Finance Finance Finance
DH = Department Head | ADH = Assistant Department Head
Table 4.1 reflects the departmental assignments associated. * = Suggested EOC activation level for each EOP position, however any EOC position may be activated at any EOC activation level based on the needs of the incident’s response.
4.9: EOC LEADERSHIP
When activated, the EOC Director position will be staffed by the City Manager or their designee.
The EOC Deputy Director position will be staffed by the Director of Neighborhood Services or as described in Table 4.8.
4.10: EOC SAFETY AND SECURITY
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The EOC Safety Officer makes sure that all necessary security and access controls and safety measures are provided at the EOC and other emergency operations facilities activated by the City EOC. If EOC activation is due to an earthquake, the EOC Safety Officer will confirm that all building safety inspection and reentry procedures have been followed before the use of the facility. The City Building and Safety Unit will arrange for EOC inspection and damage assessment on a priority basis. The EOC Safety Officer is responsible for completing safety-related forms for the EOC EAP and making sure EOC staff understand facility evacuation procedures, locations of first aid kits, AEDs and fire extinguishers in addition to and other important safety information as needed.
4.11: SUPPORT TO POPULATIONS WITH ACCESS AND FUNCTIONAL NEEDS The City has created a position within the City EOC’s Management Section that focuses on incorporation of populations with disabilities and access and functional needs (AFN) in emergency response operations. The EOC Access and Functional Needs Coordinator is intended to assist City EOC staff by advising on ADA compliance when activated. This position is designed to understand the unique needs and challenges that may be affecting vulnerable populations during an emergency. The goal of inclusive emergency planning is generally to identify and support the functional need itself, whether or not that need is connected to a disability identity.
4.11.1: EVACUATION SUPPORT TO ACCESS AND FUNCTIONAL NEEDS POPULATIONS The City includes the AFN population in all aspects of emergency management, including emergency evacuations. Within the SBCOA, AFN population advocacy organizations such as the Access Central Coast or Tri-County Regional Center are key partners in both providing emergency support to the AFN community and advising all organizations within the SBCOA on how to best maintain AFN equity in emergency response operations. Several public and private paratransit options exist that support emergency evacuations. Table 4.3 provides information regarding the paratransit-specific service provider with operations within the Southern Santa Barbara County OA (SBCOA). During incidents involving emergency evacuations, the City may coordinate with the AFN advocacy groups to take a collaborative approach to AFN evacuation support.
TABLE 4.3: SOUTHERN SANTA BARBARA COUNTY PARATRANSIT OPERATOR
PROVIDER SERVICE AREA PHONE NUMBER WEBSITE
Easy Lift
Goleta, Santa
Barbara, Montecito,
Summerland, and
Carpinteria
(805) 681-1181 www.easylift.org
Note 1: Most paratransit service providers will offer low- or no-cost evacuation transportation assistance services during an emergency.
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4.11.2: MASS CARE AND SHELTER SUPPORT
Regardless of the type of mass care and shelter site, facilities that may or will be used for mass care and shelter services will be assessed for viability of use, including assessment of ADA compliance. ADA deficiencies at mass care and shelter facilities should be made compliant through modification or reasonable accommodation to provide equitable services and accessibility for all care and shelter patrons and staff.
4.12: CULTURAL FACTORS IN RESPONSE AND RECOVERY OPERATIONS Field response and recovery operations typically require government employees from federal, state, and local agencies to have a physical presence in impacted communities. Some community members in the City may feel hesitant, intimidated, or unwilling to interact with government employees, especially:
• Individuals who fear jeopardizing their immigration status, or • Individuals who are homeless/unhoused (including those living in encampments) due to a perceived potential for negative consequences from interacting with law enforcement.
Accordingly, the City will work with partner agencies to approach field response and recovery efforts in a culturally informed and sensitive way. This includes evaluating the appearance of government officials and equipment in the field, considering the use of unmarked government vehicles, and incorporating translation services when necessary to communicate with those who do not speak English or have limited English proficiency.
4.13: RECOVERY OPERATIONS
Recovery includes restoring and strengthening key systems and resource assets critical to economic stability, vitality, and long-term sustainability of the community. This includes 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.
4.13.1: DISASTER RECOVERY OPERATIONS CENTER (DROC)
Depending on the scope of impacts from an emergency, it may be necessary to transition the EOC into a Disaster Recovery Operations Center (DROC). Similar to an EOC, a DROC centrally coordinates the recovery activities of a jurisdiction using objectives, designated positions organized into sections, and action planning. DROC operations may include:
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• Coordination with county agencies pursuant to state and federal disaster declarations, including organizing local Preliminary Damage Assessment (PDA) site visits and gathering and submitting damage estimates and supporting documentation. • Assessment of damage and impacts to the local area and coordination of necessary emergency work.
• Activation and management of Disaster Recovery Centers (DRCs) and Local Assistance Centers (LACs).
• Coordination of community clean-up, debris removal, repopulation, and rebuilding. • Advocacy for residents, businesses, and the agricultural community for state and federal recovery services, including case management.
• Development and maintenance of a web-based LAC featuring links to resources and information for the public.
• Coordination of Disaster Survivor Assistance (DSA) teams in local communities. • Coordination of public information with state and federal agencies, especially regarding programs and benefits activated for the public.
ESD staff coordinates with the DES to determine when it is necessary to activate a City DROC.
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SECTION 5: DIRECTION, CONTROL, AND COORDINATION
5.1: RESPONSE PARTNERS
Response partners for the City include city and county staff, first responders, special districts, private and volunteer organizations, VOAD and other NGOs, and other representative groups.
5.2: DEPARTMENT OPERATIONS CENTERS (DOC)
As noted in Section 4.6 of this plan, City Departments may activate a DOC to coordinate the actions of their staff and maintain internal departmental continuity of operations. If a department within the City establishes a DOC to coordinate and support their activities, the director of that DOC will provide the location, time of establishment and staffing information to the City Emergency Services Division. DOC staff may integrate and communicate directly with the field ICS organization if their department is supporting the IC’s activities depending on the context of their response activities.
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SECTION 6: PUBLIC ALERTING AND INFORMATION
Providing critical information to the public during a disaster falls into two categories:
• Alerting
• Public Information
Alerting refers to the ability to push notifications to the community. Public information can include alerting content, but also features additional information, resources, and guidance.
Rather than having information pushed or delivered to the community as seen with alerting, public information content is often provided in a format in which a resident must actively seek the information on their own. Both concepts are critical to providing timely information to the community during an emergency.
The City of Goleta has an established Memorandum of Agreement with the County Office of Emergency Management to provide alert and warning within the City of Goleta. Per the existing agreement and County policies, the County of Santa Barbara is authorized to issue emergency alerts within the City's boundaries via the ReadySBC Alerts system. This includes the use of Wireless Emergency Alerts, Emergency Alert System, and Nixle delivery methods. The City may also request additional alerting by the County during an emergency. See the County of Santa Barbara Alert and Warning Policy for more information on the County’s alert and warning procedures.
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FIGURE 6:1 COMMUNICATION PATHWAYS
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Figure 6.1: Communication Pathways Visual Aid depicts the mechanisms and channels to inform the whole community during emerging and active emergencies.
6.1: ALERT AND WARNING TYPES
Alert and warning are the processes of alerting governmental partners and the public to the threat of imminent and/or extraordinary danger. There are several systems in place to provide alerts and warning; a description of these options is listed in this section. Further information about the County’s Alert and Warning Procedures is detailed in the Santa Barbara County Alert and Warning Policy, a separate document.
6.1.1: INTEGRATED PUBLIC ALERT AND WARNING SYSTEM (IPAWS) ALERTING AUTHORITY The County has established a Memorandum of Agreement (MoA) with FEMA to access the IPAWS to disseminate Wireless Emergency Alert (WEA) and Emergency Alert System (EAS) messages.
OEM Emergency Managers and Sheriff’s Office Dispatch staff are trained and authorized as IPAWS alert originators for the City. In order to send a message using this platform, the City can request the assistance of the County to send WEA and EAS alert messages to the public on their behalf.
6.1.2: FEMA IPAWS CHANNELS
Wireless Emergency Alerts: WEAs are part of FEMA’s IPAWS and are intended to broadcast information regarding emerging and imminent hazards and emergencies to the general public through mobile phones. The sender of WEAs can disseminate the alert to a geographically targeted area or “geo-fence,” and the message can be received by those who enter that area if the WEA is currently active. Community members do not need to register to receive WEAs.
In recent years, FEMA implemented WEA 2.0 enhancements that expanded alerts to 360 characters for newer model mobile devices and added Spanish language fields. To increase the likelihood that the majority of WEA recipients receive the alert message in both English and Spanish, regardless of their device’s language settings, the County utilizes the 360-character WEA fields to send bilingual alerts whenever possible. In other words, the English and Spanish messages are combined and entered together into both 360-character WEA fields. Older mobile devices may receive a 90-character WEA only in English or Spanish based on the device’s language settings. WEA 3.0 enhancements provide for geographical targeting accuracy of up to 1/10th of a mile. However, due to various factors, including the size of the geo-fence, the configuration, position, and number of cellular towers in the area, and whether or not the mobile phone has enhanced geo-targeting capabilities, WEA messages may reach recipients well outside of the targeted geographical area, and may miss some within the targeted area.
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service providers, direct broadcast satellite service providers, and wireline video service providers within the county. Local broadcasters deliver alerts on a voluntary basis but are required to transmit alerts from the U.S. President during a national emergency. When activated, an EAS message will appear as a scrolling “ticker tape” message across the bottom or top of a television screen, or delivered over local radio accompanied by a distinct alert tone. At this time, EAS cannot be customized to notify specific parts within the county, and any EAS messages sent will broadcast throughout the entire county. Besides state and federal public safety entities, OEM and the National Weather Service (NWS) are the only agencies authorized to send EAS alerts for weather and non-weather emergency notifications for Santa Barbara County. City of Goleta can seek assistance from the OEM Duty Officer if an EAS alert is needed.
6.1.3: NATIONAL WEATHER SERVICE
The National Weather Service (NWS) is responsible for sending alerts and warnings for meteorological hazards and threats to an impacted area using FEMA IPAWS channels. However, this requirement does not include any bilingual obligation. The National Oceanographic and Atmospheric Administration (NOAA) Weather Radio All Hazards transmitters broadcast on one of seven VHF frequencies from 162.400 MHz to 162.550 MHz frequencies. NWS broadcasts weather information 24/7 on these stations and can activate NOAA Weather Radios in the area during weather emergencies (e.g., Flash Flood Warnings, Tornado Warnings). These radios emit an audible alarm followed by verbal information on the threat (in English and Spanish) and what the public should do to stay safe. Depending on the radio model, NOAA Weather Radios must be within the geographic notification area or be tuned to Santa Barbara County’s Specific Area Message Encoding (SAME) code 006083. The NWS can also access the National Warning System (NAWAS) to announce severe weather information. NWS weather advisories, watches, and emergency warnings for the County are issued out of the Los Angeles/Oxnard Weather Forecast Office located at 520 North Elevar Street, Oxnard, CA 93030; Phone (805) 988-6610. The NWS Los Angeles/Oxnard Office provides service to a specific geographic area made up of San Luis Obispo, Santa Barbara, Ventura, and Los Angeles counties.
6.1.4: CALIFORNIA STATE WARNING CENTER (CSWC)
The CSWC is staffed 24 hours a day, seven days a week. The mission of the CSWC is to be the central information hub for statewide emergency communications and notifications. The CSWC is staffed with Emergency Notification Controllers, Emergency Services Managers, and Program Managers. The CSWC serves as a highly reliable and accurate “one-stop” resource for emergency management, law enforcement, and key decision-making personnel throughout the State. The CSWC can be reached at (916) 845-8911.
During certain events local, state, federal, and private organizations are required to notify the CSWC of the situation. Examples of incidents that are reported to the CSWC include oil spills, sewer discharges to open bodies of water, and hazardous materials incidents.
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The CSWC has the responsibility to receive, coordinate, verify, and disseminate information pertaining to events which occur within California or that could affect California. Information received by the CSWC is coordinated between Cal OES and other sources to make sure that the information disseminated is both timely and accurate. The following is a list of current functions and responsibilities of the CSWC:
• Facilitates multi-regional and statewide AMBER Alerts. • Carries out critical incident notifications, warnings, and tactical alerts to all involved agencies and organizations.
• Conducts computer crime incident notifications.
• Conducts homeland security incident notifications.
• Conducts hazardous material notifications.
• Monitors natural disasters and coordinates emergency response. • Monitors and maintains state and national emergency response communications. • Conducts Governor and executive staff notifications.
• Facilitates toxic callouts (drug labs).
Procedures have been established for the handling of such incidents as:
• Hazardous Materials Spill Reports
• Earthquakes
• Tsunamis
• Floods
• Major fires
• Sewer Discharges
• Search and rescues
• Radiation incidents
• Nuclear Incidents
• Weather watches and warnings
• Train derailments
6.1.5: READY SBC ALERTS
The ReadySBC Alerts program is a County notification system for disseminating emergency alerts and information to the community before, during, and after an incident. The program is managed by the County Office of Emergency Management. This is an opt-in program. Those who sign up can update contact information, change delivery methods, or opt out at any time through the creation of a profile. Individuals can sign up to receive ReadySBC Alerts at www.ReadySBC.org.
6.1.6: NIXLE
Nixle is a component of SBCOA’s ENS, primarily managed through Everbridge. This is an opt-in program. It is a free-to-opt-in platform requiring users to register by texting a SBCOA zip code to the number “888-777.” Individuals may subscribe to multiple zip codes within the SBCOA and DRAFT – REVIEW ONLY
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choose to opt-in to receive additional Nixle emails. Subscribers can opt-out at any time.
Generally, City of Goleta ESD and County OEM does not promote registration through this method as it has very limited abilities to send smaller geographically targeted notifications. The City does not have access a Nixle account to release messages, but can request the activation of a Nixle alert through the OEM Duty Officer.
6.2: PUBLIC INFORMATION
During an incident, emergency public information is traditionally managed by public information officers (PIOs). The City’s Community Relations Team provides public information on a day-today basis. During EOC activation, these staff members can be activated to the position of EOC PIO. City EOC PIOs develop validated public information products and oversee the organized, accurate, and coordinated release of official incident information. These activities include:
• Press conferences.
• Use of the Station 19 television station.
• Social media posts and activity.
• Press releases.
• Communications with the local news media.
o To the greatest extent possible this will include coordination with local cultural media outlets such as TV and radio stations that broadcast in other non-English languages.
• Bilingual/multi-lingual services for written and spoken content, including translators and real-time interpreters.
• American Sign Language (ASL) interpreters, assistive technology, and other AFN accommodationsfor all City-organized, emergency-related press conferences, town halls, and community briefings, where possible.
• Media visits to sensitive sites such evacuation shelters.
Information shared to the public must meet the requirements of California Government Code § 7299.7 (AB 1638). Additional information is available in the Public Safety Messaging Standard Operating Guideline.
6.2.1: EOC PUBLIC INFORMATION OFFICER
The EOC Public Information Officer (PIO) reports to the Director of Emergency Services. The PIO conducts media monitoring and makes sure that government officials, the media, and the public receive complete, accurate, and consistent information about the status of emergency operations. The EOC PIO also serves as the coordination point for all media contacts and releases.
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6.2.2: CITY OF GOLETA TELEVISION STATION 19
Station 19 is a City-controlled television channel that broadcasts official City business. It typically airs meetings of the City Council, as well as boards and commissions. In the event of an emergency, the station can serve as a critical platform for delivering important public information.
6.2.3: CITY OF GOLETA EMERGENCY NEWS
The City maintains an opt-in information system to provide Goleta‑specific content to the public before, during, and after an incident. This system is not an alert and warning system. Its purpose is to share news and updates relevant to the Goleta community.
6.2.4: CITY OF GOLETA WEBPAGE
During an emergency and/or when critical and timely information must get to the general public, ESD may utilize a banner on the City Website to direct the public to information related to the incident. The City’s website features a dedicated Emergency Services section, highlighting emergency preparedness resources, public training opportunities, and information about Goleta CERT.
6.2.5: SOCIAL MEDIA
The City Communication Relations Division maintains the City’s social media accounts. These channels are one of the methods that the City provides accurate and timely information and education about City programs, projects and events to residents, stakeholders. • Facebook (@CityofGoleta)
• X (@CityofGoleta)
• YouTube (CityofGoleta1)
• Instagram (@CityofGoleta)
Law enforcement for the City has following methods and channels:
• X (@sbsheriff)
• Instagram (@santabarbaracountysheriff)
• YouTube (@santabarbaracountysheriff)
Fire protection services for the City has the following methods and channels:
• X (@SBCFireInfo)
6.2.6: JOINT INFORMATION CENTER
A JIC is a central coordination point for all emergency public information to be developed, published, and managed. The Santa Barbara County Office of Emergency Management maintains this capability. During multi-jurisdictional incidents involving the City, Goleta will coordinate its public information efforts directly with the JIC either remotely or in person at the JIC location.
The City may request the County to activate the JIC to support a City specific incident.
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The JIC is a component of the County/OA EOC and is primarily staffed by the public information officers (PIOs) from all response agencies and impacted jurisdictions, as well as some technical support staff, to release accurate, consistent, and unified incident information to the public. A JIC also serves as a sole point of contact for the news media to submit questions or interview requests during an incident. Furthermore JIC organizes press conferences, creates press releases, social media and web content, and printed or digital informational materials; works closely with subject matter experts on information research, creation and validation; supports translation of communication products into non-English languages; transmits updates to the County Call Center, 2-1-1 Helpline, and other information-sharing entities; and monitors social media and open sources for rumor control and monitoring, amongst other tasks.
6.2.7: CALL CENTER
The County Call Center allows members of the public to seek more information and answers to their questions through direct phone communication. Activation of the County/OA Call Center is not dependent upon activation of the County/OA EOC. The City may request the County to activate the Call Center to support a City specific incident. City EOC will need to contact the OEM Duty Officer to make the request.
Call Center Phone Line:
• When Active: When the County/OA Call Center is active and staffed, operators will answer and process calls from the public. Based on the needs of the incident, the Call Center may establish operating hours that will be publicized through various County communication methods (e.g., press releases, press conferences). • When Inactive: When the County/OA Call Center is inactive, a pre-recorded message will inform the caller that the Call Center is not active, direct the caller to call 9-1-1 if they are experiencing an emergency, contact 2-1-1 for information and resource linkage, and visit www.ReadySBC.org for emergency preparedness, current incident information, and recovery resources.
More detailed information regarding the County/OA Call Center is available in the Call Center Operational Instructions Guide, which is maintained by County OEM. 2-1-1: The County maintains a contract with CommUnify to provide 2-1-1 Helpline services to the community for day-to-day and emergency public information and resource linkage 24 hours a day, seven days a week at no cost to the caller and in over 150 languages.
6.2.8: READYSBC.ORG
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valuable information before, during, and after an emergency. During an emergency, the County may create an incident web page on www.ReadySBC.org that provides the latest incident information and emergency resources, and services available to the public. OEM will be the primary content author/moderator, and the City can coordinate with County OEM to have Cityspecific content added to an incident webpage if necessary.
6.2.9: GENASYS EVAC
Genasys EVAC is a map-based software designed to support rapid, cross-agency emergency coordination, decision-making, and public mapping. As part of the Genasys Protect platform, it enables responding agencies to act quickly, collaborate effectively, and share real-time event status with other agencies, businesses, and the public. The system centralizes data and preidentified emergency zones for the City of Goleta. Pre-identified all-hazard zones were jointly established by the City, County OEM, and public safety partners using a GIS system.
The County OEM serves as the system administrator and manages the Genasys contract for all participating jurisdictions within the SBCOA, however the City has the ability to make its own public-facing modifications to Genasys for areas within the City's boundaries. The City of Goleta has entered into an MoA with the County that grants the City access to and use of the Genasys system for emergency zone mapping including publishing protective action information, emergency care and shelter sites, road closures, and public locations for resources including and not limited to sand bag stations or cooling center sites.
6.2.10: COUNTY EMERGENCY RADIO STATIONS
During an emergency when the power is out and/or when critical and timely information must get to the general public, OEM may utilize a network of low-wattage radio stations at frequency AM 530 to broadcast public safety information. The County of Santa Barbara has the authority to control the content broadcast on these stations. This program is designed to provide emergency information in both English and Spanish, supporting cultural competence and inclusivity.
6.2.11: ACCESSIBLE MESSAGING
Communications tools, especially for deaf and speech-impaired communities, have expanded.
Texting, email, instant messaging, social networks, telecommunications relay services (TRS), and other computer-based technologies are becoming more prominent than older technologies such as teletype writing devices for the deaf (TDDs and TTYs). Including these new tools in emergency messaging practices will help prevent those with sensory disabilities from experiencing information isolation.
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SECTION 7: COMMUNICATION PARTNERSHIPS
Goleta Emergency Services Division coordinates with City Departments and County partners before, during, and after emergencies. City ESD maintains a living database of contact information from all partner organizations. City ESD attends the SBCOA Emergency Managers Committee (EMC) meeting, which is typically held monthly. EMC Meetings provide a platform for OA-wide information sharing, trainings, and discussions related to critical emergency management issues within the SBCOA. Local jurisdictions, including state partners, have an opportunity to share any notable incidents or information that are beneficial to the group or for situational awareness.
During a disaster, County OEM may provide situation updates via email, host SBCOA-wide coordination calls, or use a combination of both to communicate updates on evacuations, response operations, sheltering, weather forecasts, and recovery information. These communication methods are also an opportunity for the City to communicate any significant impacts or needs that may require OA-level support.
7.1: INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION The City EOC will serve as the hub for information collection, analysis, and dissemination of information relating to an incident or event when activated. The Situation Status Report developed by the EOC for every operational period will provide City staff current information regarding ongoing response and recovery operations.
The ability of personnel from different agencies and disciplines to work together depends greatly on their ability to communicate with each other. Using plain language is essential to emergency response operations and will be used by City EOC personnel during emergencies. The use of common terminology enables emergency responders, EOC personnel, and City staff, as well as personnel from neighboring jurisdictions or the State to communicate clearly with each other and effectively coordinate response activities regardless of an incident’s size, scope, or complexity.
Information and communication will have a two-way flow (both bottom up and top-down) through the established structure between the levels of government as detailed in SEMS: Field Response, Local Government, OA, Region, and State.
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7.1.1: SITUATIONAL AWARENESS
Situational awareness refers to the ability to identify, process, and comprehend the critical elements of information related to an incident. Situational awareness is vital for the effectiveness of decision-making in both field operations and the EOC and is critical for preserving the safety of responders and the public.
During an emergency, the DES will convene briefings on a regular basis, at which time the EOC staff will attend and provide verbal and/or written summaries of existing problems, actions taken, priorities, and timetables and potential for new issues for incorporation into the EOC Emergency Action Plan (EAP). The situational awareness approach will primarily take the form of each operational period’s EOC EAP, which is developed by consolidating situation reports, obtaining supplemental information, and preparing maps. Status boards and other visual resources may also be displayed in the City EOC as appropriate to enhance situational awareness of EOC staff.
See Appendix I for detailed information on Action Planning and Situation Reporting.
7.1.1.1: PARTNERSHIPS WITH SCHOOLS AND SPECIAL DISTRICTS During incidents that may affect school operations, student transportation, evacuation routes, parent access, sheltering, or public messaging, the City may coordinate situational awareness and public information with impacted education partners, including local school districts, SBCEO, and higher education partners as appropriate.
7.1.1.2: CITY LEADERSHIP
When an incident of significant concern is anticipated, the Emergency Services Division will begin providing timely updates to City leadership, including the City Manager, Assistant City Manager, Neighborhood Services Director, Public Works Director and Assistant Director, General Services Director and Community Relations Manager. These updates will include information that is meant for internal use and is not for public distribution along with noted public information, if appropriate. The frequency of these updates will be determined by the evolution of the incident.
These updates may also come from other departments or agencies directly depending on the nature and onset of the incident.
7.1.2: INITIAL INCIDENT BRIEFING FORM
The EOC Form 201, also known as the Initial Incident Briefing Form, is used by EOC staff during the initial Operational Period (Op Period) of the City EOC’s activation to quickly summarize the current situation, actions taken to date, initial objectives, and who is staffing activated positions within the EOC. This form is essentially the first EOC EAP for a given incident and should be provided to all EOC staff during the initial Op Period of the City EOC. Internal incident updates should be made frequently as information is collected and as the extent and potential duration of the incident become clear and in alignment with the City EOC’s Planning P.
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The “Planning P” (Figure 7.1) outlines the actions to be taken during every Op Period within the EOC. An initial report to City leadership and staff should be made within the first two (2) hours following an emergency, and reporting should continue as long as the EOC is activated, or as circumstances warrant. After the first Op Period, EOC briefings and EAPs should start to include concepts related to preliminary damage assessments and status of City response operations.
FIGURE 7.1 –THE “PLANNING P”
EOC
Briefing
* = Op Periods typically last 24 hours and are
composed of 2 twelve-hour shifts (shift changeover
occurring at 0700 and 1900 daily). Timing is
dependent on the scope of the incident and EOC
Director guidance.
+ = EOC Director/Deputy Director discretion as to if
the OA will be invited to this or if this will be an EOC
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SECTION 8: MUTUAL AID
California’s emergency planning and response foundation is supported by a statewide mutual aid system that is designed to make sure that adequate resources, facilities, and other support are provided to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation. The basis for the system is the California Disaster and Civil Defense Master Mutual Aid Agreement, as provided for in the California Emergency Services Act. This Agreement was developed in 1950 and has been adopted by the State, all 58 counties, and most incorporated cities in the State of California.
The Master Mutual Aid Agreement (MMAA) creates a formal structure wherein each jurisdiction retains control of its own facilities, personnel, and resources, but may also receive from or render assistance to other jurisdictions within the State. State government is obligated to provide available resources to assist local jurisdictions in emergencies. It is the responsibility of the City of Goleta to negotiate, coordinate, and prepare mutual aid agreements. Mutual aid systems exist in law enforcement, fire services, medical services, public works, mosquito and vector control districts and through the Emergency Management Mutual Aid (EMMA) request program amongst other mutual aid avenues.
8.1: MUTUAL AID SYSTEMS
A statewide mutual aid system, operating within the framework of the Master Mutual Aid Agreement, allows for the progressive mobilization of resources to and from emergency response agencies, local governments, OAs, regions, and the state with the intent to provide requesting agencies with adequate resources. The general flow of mutual aid resource requests and resources within mutual aid systems are depicted in Figure 8.1.
The statewide mutual aid system includes several discipline-specific mutual aid networks, such as fire and rescue, law enforcement, medical, public works, and water/wastewater. These systems work through the various levels of government as outlined in SEMS.
Disaster-related mutual aid requests that do not fall into one of the discipline-specific mutual aid systems and that are not addressed in existing agreements between agencies are handled through the EMMA system. Pursuant to the MMAA, the California Emergency Council approved the Emergency Management Mutual Aid Plan on November 21, 1997.
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The purpose of EMMA is to support disaster operations in affected jurisdictions by providing professional emergency management personnel. Allocating resources may include the following actions:
• Goleta will forward their requests for mutual aid through the OA. The Santa Barbara County OA will first seek mutual aid fulfillment from within our own OA. • If the OA cannot fulfill the need through local agencies, the OA will act as the coordinator point between the OA’s County, Cities, and special districts and the CalOES Southern Region to seek regional fulfillment of mutual aid requests. • The CalOES regional offices will act as the coordination point and facilitate mutual aid request fulfillment from among the OAs in their respective mutual aid region.
FIGURE 8.1 – MUTUAL AID FLOW CHART
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• If the regional level of SEMS cannot fulfill a mutual aid resource request, CalOES headquarters will facilitate the provision of mutual aid among the state’s departments and potentially out of state or federal agencies.
Mutual aid may also be obtained from other states. Inter-state mutual aid may be obtained through direct state-to-state contacts, pursuant to inter-state agreements and compacts, or may be coordinated through federal agencies.
8.1.1: PRIVATE AND COMMUNITY MUTUAL AID
Within the City as well as the larger OA, there exists several private and community organizations that could provide support during the time of a disaster. These organizations include the American Red Cross, United Way, Direct Relief, Salvation Army. Liaisonsfrom these organizations could be invited to the City EOC if the County is not impacted or if the County is activated, would likely be present at the County EOC.
8.1.2: VOLUNTARY VS OBLIGATORY MUTUAL AID
Mutual Aid can occur in both a voluntary or obligatory manner. The distinction is:
Voluntary: Mutual Aid is voluntary when an agreement is initiated either verbally or in writing.
When in writing, the conditions may be given as to what and how much of a jurisdiction’s resources may be committed.
Obligatory: Mutual Aid under a “State of War Emergency” shall be deemed obligatory. Mutual Aid under a “State of Emergency” may be obligatory (Emergency Services Act, 1970).
8.1.3: EMERGENCY MANAGEMENT ASSISTANCE COMPACT – INTERSTATE MUTUAL AID When resource requests are unfilled using local, regional, or state resources, Mutual Aid may be obtained from other states. California is a signatory to the interstate Emergency Management Assistance Compact (EMAC), an organization ratified by the US Congress that provides form, structure, and procedures for rendering emergency assistance between states.
Once the Governor has proclaimed a State of Emergency, CalOES will assess the resource needs for the incident. California can then request resources through the EMAC network for assistance provided by other states.
8.1.4: DEFENSE SUPPORT OF CIVIL AUTHORITIES (DSCA) AND IMMEDIATE RESPONSE AUTHORITY (IRA)
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authorities for domestic emergencies, law enforcement support (in compliance with the Posse Comitatus Act), and other domestic activities, or from qualifying entities for special events.
The Stafford Act provides federal military commanders, heads of DoD components, and responsible DoD civilian officials with Immediate Response Authority (IRA). In response to a request for assistance from a civil authority, under imminently serious conditions and if time does not permit approval from higher authority, DoD officials may provide an immediate response by temporarily employing the resources under their control, subject to any supplemental direction provided by higher headquarters, to save lives, prevent human suffering, or mitigate great property damage within the US.
FEMA coordinates response support from across the federal government. DSCA requests are made through FEMA to the DoD based upon resources needed. Joint Publication 3-28 Defense Support of Civil Authorities, is the DoD’s regulation covering DSCA and IRA protocols and procedures.
8.2: MUTUAL AID REGIONS IN CALIFORNIA
Mutual aid regions (Figure 8.2) are established under the State Emergency Services Act by the Governor. Six mutual aid regions numbered I-VI have been established within California. Each mutual aid region consists of designated counties. The OAs within CalOES Mutual Aid Region I are San Luis Obispo, Santa Barbara, Ventura, Los Angeles, and Orange. CalOES has also established three administrative regions that carry out the coordination of information and resources within the region between the different levels of SEMS. Goleta is in the SBCOA which is located in the CalOES Southern Administrative Region. Note: Different professional sectors, such as fire and law enforcement, may use different regional and/or sub-regional designations for their respective mutual aid systems.
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8.3: MUTUAL AID POLICIES AND PROCEDURES
Mutual aid resources will be provided and utilized in accordance with the California Master Mutual Aid Agreement and supporting separate agreements.
During a proclaimed emergency, inter-jurisdictional mutual aid will be coordinated at the appropriate OA or Mutual Aid Regional level whenever the available resources are:
• Subject to state or federal control
• Subject to military control
• Located outside the requesting jurisdiction
• Allocated on a priority basis
In order to facilitate and expedite a request for assistance the following information should be included. The requests for, and the coordination of, mutual aid support is accomplished through established channels (cities to OAs, to Mutual Aid Regions, to State). Generally, requests should include the following information. Depending on the mutual aid system being used, other information than what is listed below may be needed as well:
• Number of personnel needed
• Type and amount of equipment
FIGURE 8.2 – STATE MUTUAL AID REGION MAP
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• Reporting time and location
• Authority to whom they are to report
• Access routes
• Estimated duration of operations
• Reimbursement rate if provided
• Lodging location
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SECTION 9: PLAN MAINTENANCE
The following section provides direction for maintaining, updating, and distributing the EOP. It includes guidance for testing, training, and exercises to keep the EOP current and train City staff on using the Plan. The Emergency Services Division is responsible for plan maintenance.
9.1: PLAN UPDATES
Individual departments are responsible for updating and revising their own departmental plans and procedures regularly and communicating those updates to the ESD, who will incorporate them into the EOP as appropriate. These updates should include new information (e.g., an update of phone numbers and revisions of relevant standard operating procedures or positions). All changes to the EOP will be documented in the record of changes table located in Appendix C.
Changes to the EOP will be distributed to the City Departments and partners shown on the Plan Distribution list located in Appendix D. Major EOP revisions will be submitted to the Director of Emergency Services for approval, then routed for approval to the Goleta Disaster Council and then the City Council. Minor EOP revisions will be incorporated and logged in Appendix C: Record of Changes.
Evaluating the effectiveness of the EOP involves capturing information from training events, exercises, and real-world incidents to determine whether the protocols and policies of the EOP should be updated. This process may require changes to protocols described in the EOP. These changes may involve revising planning assumptions and operational concepts, changing organizational tasks, or modifying other documents related to processes within the EOP, such as standalone checklists or templates. Required changes may also include providing refresher training for personnel. The input of the OA stakeholders will be included on major updates and planning processes for the City EOP.
The EOP will be revised every five (5) years.
9.2: PLAN TESTING, TRAINING, AND EXERCISES
The City is responsible for identifying, planning, preparing, executing, and documenting training and exercise events in accordance with policies, procedures, and preparedness goals. Training and exercises are essential at all levels of government to make emergency response personnel operationally ready.
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All City employees are required to complete training in accordance with California Government Code §2428, and 2446 requiring compliance with SEMS/NIMS/ICS as well as City Personnel Rules Sec. 11.3. Additionally, City ESD is responsible for providing regular training and exercise events for the City EOC Team. City EOC Team training will occur quarterly; real world activations may be used to achieve this requirement in the event that real world response and recovery activities negatively impact the ability conduct a planned training event.
The objective of the ESD training and exercise program is to inform, train, and prepare local government officials, emergency response personnel, and partner agencies on emergency plans, policies, and processes to enhance readiness and solidify coordination efforts in advance of an emergency. The best method to achieve this is through exercise. Exercises will be conducted using the concepts and principles of SEMS and NIMS. The City uses the U.S. Department of Homeland Security’s Homeland Security Exercise and Evaluation Program (HSEEP) guidance for exercise design, development, conduct, evaluation, and improvement planning. HSEEP constitutes a national standard for all exercises.
HSEEP Exercise Categories include both discussion-based formats and operations-based formats.
The following are examples of these two types of exercise:
Discussion-Based Exercises:
• Seminars are discussion-based exercises designed to orient participants to new or updated plans, policies, or procedures in a structured training environment. • Workshops are discussion-based exercises used as a means of developing specific products, such as a draft plan or policy.
• Tabletop Exercises provide a convenient and low-cost method to evaluate policy, plans, and procedures; establish and reinforce coordination between departments and personnel; and establish responsibilities. Such exercises are an excellent way to see if policies and procedures exist to handle specific issues. • Games are a structured form of play designed for individuals or teams in a competitive or noncompetitive environment. Games are designed to depict an actual or hypothetical situation to challenge participants to make decisions and take actions that would be plausible. Games can be used to reinforce training, stimulate team building, or enhance operational and tactical capabilities.
Operations-Based Exercises:
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perfect one small part of your program and help prepare for more extensive exercises, in which several functions will be coordinated and tested. • Functional Exercises are designed to test and evaluate the capability of an individual aspect of the plan such as evacuation, emergency medical services, communications systems and equipment, or dissemination of public information. • Full-Scale Exercises simulate an actual emergency. They typically involve complete emergency management staff and are designed to evaluate the operational capability of the emergency management system.
9.2.1: EXERCISES
Short of real-world operations, exercises are the best method of evaluating the effectiveness of a plan. They also provide a valuable tool in training emergency responders and other City staff to become familiar with the procedures, equipment, and systems they use or manage in emergencies. Exercises must be conducted regularly to maintain readiness. Table 9.1 provides a recommended schedule of exercise for City staff.
TABLE 9.1: RECOMMENDED CITY-WIDE EXERCISE SCHEDULE
FREQUENCY TYPE PARTICIPANTS
Annually Evacuation Drills of All CityOwned Facilities All employees Annually Tabletop or Functional
Exercise Emergency operations staff
Note: In addition to the above exercises noted in this table, an exercise of the Lake Los Carneros Dam Emergency Action Plan is required annually per California Government Code § 8589.5.
9.2.2: EXERCISE AFTER ACTION REVIEW
After every exercise, an after-action review should be conducted, and an After-Action Report/Improvement Plan (AAR/IP) should be completed. The AAR/IP has two (2) components:
1) an AAR, which captures observations and recommendations based on exercise objectives as associated with the capabilities and tasks, and 2) an IP, which identifies specific corrective actions, assigns them to responsible parties, and establishes targets for their completion. The division responsible for creating and facilitating the exercise is responsible for developing the AAR/IP and convenes participants to discuss action items and solicit recommendations for improvements. Section 3.2.4 includes additional considerations for incident driven AARs, which can also inform the process for exercises.
9.2.3: EOC TRAINING
When a new City Employee is hired, Human Resources notifies ESD of the employee. ESD contacts the employee to notify them of their responsibility as a required Disaster Service Worker (DSW).
ESD assigns required training to complete to prepare them for a potential assignment as a DSW.
As authorized within the U.S. Department of Homeland Security NIMS Training Program (Summer 2020), the authority having jurisdiction determines the requirements for refresher training.
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APPENDIX A: ACRONYMS AND GLOSSARY OF TERMS
73 APPENDIX A: ACRONYMS AND GLOSSARY OF TERMS
APPENDIX A: ACRONYMS AND GLOSSARY OF TERMS
74 ACRONYMS
AAR – After Action Report
ADA – Americans with Disabilities Act
ADFN – Access, Disabilities, and Functional Needs
AFB – Air Force Base
AHJ – Authority Having Jurisdiction
AOR – Area of Responsibility
ARC – American Red Cross
AREP – Agency Representative
ARES – Amateur Radio Emergency Services
ASL – American Sign Language
CAISO – California Independent System Operator
CAL FIRE – California Department of Forestry and Fire Protection CalGS – California Geological Survey
CalOES – California Governor’s Office of Emergency Services CalWARN – California Water/Wastewater Agency Response Network CBRN – Chemical, Biological, Radiological, and Nuclear
CCR – California Code of Regulations
CDAA – California Disaster Assistance Act
CDPH – California Department of Public Health
CEO – County Executive Officer
CERT – Community Emergency Response Team
CFR – Code of Federal Regulation
CHP – California Highway Patrol
COG – City of Goleta
CPUC – California Public Utilities Commission
CSWC – California State Warning Center
CUPA – Certified Unified Program Agency
CY – Calendar Year
DEIA – Diversity, Equity, Inclusion, and Accessibility
DES – Director of Emergency Services
DoD – Department of Defense
DOC – Department Operations Center
DRC – Disaster Recovery Center
DROC – Disaster Recovery Operations Center
DSCA – Defense Support of Civil Authorities
DSR – Damage Survey Reports
DSW – Disaster Service Worker
DSW-V – Disaster Service Worker Volunteer
EAS – Emergency Alert System
EAP – Emergency Action Plan
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75 ECC – Emergency Communications Center
EMMA – Emergency Management Mutual Aid
EMPG – Emergency Management Performance Grant
EMS – Emergency Medical Services
EMSA – Emergency Medical Services Agency (State EMS Authority) ENS – Emergency Notification System
EOC – Emergency Operations Center
EOP – Emergency Operations Plan
EPA – Environmental Protection Agency
ESC – Emergency Services Manager
FAA – Federal Aviation Administration
FAC – Family Assistance Center
FBI – Federal Bureau of Investigation
FD – Fire Department
FEMA – Federal Emergency Management Agency
FIRM – Flood Insurance Rate Map
FMAG – Fire Management Assistance Grant
FOUO – For Official Use Only
FY – Fiscal Year
GIS – Geographic Information System
HHS – Health and Human Services
HMGP – Hazard Mitigation Grant Program
HSPD-5 – Homeland Security Presidential Directive-5
IA – Individual Assistance
IAP – Incident Action Plan
ICP – Incident Command Post
ICS – Incident Command System
IED – Improvised Explosive Device
ILRC – Independent Living Resource Center
IMR – Incident Management Room
IMT – Incident Management Team
IPAWS – Integrated Public Alert and Warning System
IPP – Integrated Preparedness Plan
IPZ – Ingestion Pathway Zone
IRA – Immediate Response Authority
JIC – Joint Information Center
JIS – Joint Information System
JTTF – Joint Terrorism Task Force
LAC – Local Assistance Center
LGOSC – Local Government On-Scene Coordinator
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76 MAC Group – Multi-Agency Coordination Group
MAG – Mass Alerting Generator
MCI – Mass Casualty Incident
MCR – Management Conference Room
MHOAC – Medical and Health Operational Area Coordinator MJHMP – Multi-Jurisdictional Hazard Mitigation Plan
MOA – Memorandum of Agreement
MOU – Memorandum of Understanding
MPH – Miles Per Hour
MYTEP – Multi-Year Training and Exercise Plan
MYTEW – Multi-Year Training and Exercise Workshop
NFHL – National Flood Hazard Layer
NGO – Non-Governmental Organization
NIMS – National Incident Management System
NOAA – National Oceanic and Atmospheric Administration
NRC – Nuclear Regulatory Commission
NWS – National Weather Service
OA – Operational Area
OASIS – Operational Area Satellite Information System
OEM – Office of Emergency Management
OES – Office of Emergency Services
PA – Public Assistance
PAZ – Protective Action Zone
PD – Police Department
PIO – Public Information Officer
PG&E – Pacific Gas and Electric
PNP – Private Non-Profit
POC – Point of Contact
POD – Point of Distribution/Dispensing
PSAP – Public Safety Answering Point
PSPS – Public Safety Power Shutoff
PWR – Pressurized Water Reactor
RDMHC – Regional Disaster Medical Health Coordinator
RP – Responsible Party
SBA – Small Business Administration
SBC – Santa Barbara County
SBCEMSA – Santa Barbara County Emergency Medical Services Agency SBCOA – Santa Barbara County Operational Area
SCE – Southern California Edison
SEMS – Standardized Emergency Management System
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77 SFB – Space Force Base
SLO – San Luis Obispo
SOC – State Operations Center
SOP – Standard Operating Procedures
SRDT – Storm Risk Decision Team
TEP – Temporary Evacuation Point
TTY/TTD – Teletype/Telecommunication Device of the Deaf UC – University of California
USCG – United States Coast Guard
USDA – United States Department of Agriculture
USAF – United States Air Force
USAR – Urban Search and Rescue
USPS – United States Postal Service
USSF – United States Space Force
VHF – Very High Frequency (radio)
vND – Virulent Newcastle Disease
VOAD – Voluntary Organizations Active in Disasters
WEA – Wireless Emergency Alert
WUI – Wildland Urban Interface
GLOSSARY OF TERMS
Board of Supervisors (BoS): Elected officials representing the five districts in Santa Barbara County who together form the highest elected governing body of the County of Santa Barbara.
California Disaster Assistance Act (CDAA): Authorizes the state to provide financial assistance for costs incurred as a result of a disaster. CDAA may be implemented in circumstances when local resources are exceeded. In general, the state’s share eligible under CDAA is no more than 75 percent of total state eligible costs; however, funding may vary with the type of disaster at the discretion of the Legislature. There are two levels of CDAA assistance:
• Director’s Concurrence: Under CDAA, the CalOES Director may concur with a local government request for state assistance independently of a Governor’s Proclamation of a State of Emergency. A Director’s Concurrence is limited to eligible permanent repair work. There is generally a 75%-25% cost share between state and local governments. • During a State of Emergency: When the Governor proclaims a State of Emergency and authorizes CDAA, both emergency and permanent work are eligible for assistance. Again there is generally a 75%-25% cost share between state and local governments. In addition, the State of Emergency allows certain eligible private nonprofit organizations to receive state assistance for providing essential community services during a state declared disaster.
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78 California Governor’s Office of Emergency Services (CalOES): Manages the state-level practice of emergency management in order to enhance safety and preparedness in California through strong leadership, collaboration, and meaningful partnerships in order to protect lives and property by effectively preparing for, preventing, responding to, and recovering from all threats, crimes, hazards, and emergencies.
California Health and Safety Code: This code is a comprehensive collection of state laws which governs public health, environmental protections, and safety regulations. Among other provisions, it grants authority for government agencies and entities to enforce abatement of public health hazards and nuisances, and the enforcement and regulation of building standards and food facility requirements.
California National Guard (CNG): The California Military Department is comprised of four pillars:
the California Army National Guard, the California Air National Guard, the California State Military Reserve, and the California Youth and Community Programs.
California Public Utilities Commission (CPUC): The CPUC regulates privately owned electric, natural gas, telecommunications, water, railroad, rail transit, and passenger transportation companies. The CPUC serves the public interest by protecting consumers and ensuring the provision of safe, reliable utility service and infrastructure at reasonable rates, with a commitment to environmental enhancement and a healthy California economy. The CPUC regulates utility services, stimulates innovation, and promotes competitive markets, where possible.
California State Warning Center (CSWC): The mission of the CSWC is to be the central information hub for statewide emergency communications and notifications. The CSWC is staffed with Emergency Notification Controllers, Emergency Services Managers, and Program Managers.
The CSWC serves as a highly reliable and accurate “one-stop” resource for emergency management, law enforcement, and key decision-making personnel throughout the state.
California Water/Wastewater Agency Response Network (CalWARN): A coalition of water/wastewater agencies that collectively supports and promotes statewide emergency preparedness, disaster response, and mutual assistance processes for public and private water and wastewater utilities.
Chemical, Biological, Radiological, and Nuclear (CBRN): The employment of CBRN agents either as a primary or tertiary means of inflicting harm. This includes protective measures taken in situations in which CBRN warfare (including terrorism) hazards may be present.
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79 City Council: The City of Goleta has an elected five-person City Council, including a directly elected Mayor, and four Councilmembers representing each district.
Community Emergency Response Team (CERT): A community-level program administered by local government that trains citizens to understand their responsibility in preparing for disaster.
The program increases its members’ ability to safely help themselves, their family, and their neighbors. If activated, trained CERT volunteers provide immediate assistance to victims in their area.
Department Operations Center (DOC): Location for City Departments to conduct emergency management operations in support of an incident. The DOC serves the same function as the EOC, but focuses on conducting tasks in support of the specific tactical operational responsibilities of that DOC’s department.
Disabled Individual: As defined by the Americans with Disabilities Act, an individual with a disability is a person who has a physical or mental impairment that substantially limits one or more major life activities, a person who has a history or record of such an impairment, or a person who is perceived by others as having such an impairment. The ADA does not specifically name all of the impairments that are covered.
Disaster: A sudden and extraordinary misfortune; a calamity which threatens or effects extraordinary loss of life or property.
Disaster Recovery Operations Center (DROC): The location from which a jurisdiction centrally manages individual, community, and governmental recovery operations and services, typically following a significant incident. Like an EOC, a DROC has specific positions organized within different sections and operates based on objectives and action planning. In some cases, it may be appropriate to transition an activated EOC into a DROC.
Disaster Service Worker (DSW): Under State law, Title I, Section 3100 of the California Government Code, all government employees are declared Disaster Service Workers who can be called upon in any emergency. This means that County employees are responsible to help in a disaster when called upon.
Disaster Service Worker-Volunteer (DSW-V): Any person registered with an accredited Disaster Council for the purpose of engaging in disaster service without pay or other consideration. This also may include any unregistered person impressed into service during a state of war emergency, a state of emergency, or a local emergency by a person having authority to command the aid of the citizens in the execution of his or her duties.
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80 Emergency: A condition of disaster or of extreme peril to the safety of persons and property within the state caused by such conditions as air pollution, fire, flood, hazardous material incident, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestations or disease, the Governor's warning of an earthquake or volcanic prediction, or an earthquake or other conditions, other than conditions resulting from a labor controversy.
Emergency Alert System (EAS): A national public warning system commonly used by state and local authorities to deliver important emergency information, such as weather and AMBER alerts, to affected communities over television and radio.
Emergency Management Mutual Aid (EMMA): A formalized system coordinated through CalOES that provides emergency management-related mutual aid assistance specifically for EOC positions in jurisdictions that have been impacted by a disaster.
Emergency Operations Center (EOC): A location from which centralized coordination of an emergency can be performed.
Emergency Response Agency: Any organization responding to an emergency, whether in the field, at the scene of an incident, or to an EOC, in response to an emergency, or providing mutual aid support to such an organization.
Emergency Response Personnel: Personnel involved with an agency's response to an emergency.
Endemic: A disease that exists permanently in a particular region or population. For example, Malaria is a constant threat in parts of Africa.
EOC Emergency Action Plan (EAP): The plan prepared in the EOC containing the emergency response objectives of that SEMS level reflecting overall priorities and supporting activities for a designated period (called an Operational Period).
Epidemic: An outbreak of disease that attacks many people at about the same time and may spread through one or several communities.
Family Assistance Center (FAC): Location to provide assistance and support during a mass casualty or injury incident or disaster. A family assistance center provides responding and support agencies with the ability to provide a consistent and coordinated response to survivors and victim’s families by centralizing the flow of information and services, and assigning responsibilities to specific response agencies.
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81 Federal Declaration of Emergency or Major Disaster: The President of the United States can declare an Emergency or Major Disaster under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 USC §5121 et seq.), thereby providing federal government resources to support the states’ response, recovery, and mitigation activities. While Presidential Declarations under the Stafford Act release federal resources and funding to support response and recovery, federal agencies may also provide assistance under other authorities or agreements that do not require a Presidential Declaration. • Federal Emergency Declaration: The President can declare an emergency for any occasion or instance when the President determines federal assistance is needed.
Emergency declarations supplement State and local or Indian tribal government efforts in providing emergency services, such as the protection of lives, property, public health, and safety, or to lessen or avert the threat of a catastrophe in any part of the United States. The total amount of assistance provided for in a single emergency may not exceed $5 million. The President shall report to Congress if this amount is exceeded. • Major Disaster Declaration: The President can declare a major disaster for any natural event, including any hurricane, tornado, storm, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, or drought, or, regardless of cause, fire, flood, or explosion, that the President determines has caused damage of such severity that it is beyond the combined capabilities of state and local governments to respond. A major disaster declaration provides a wide range of federal assistance programs for individuals and public infrastructure, including funds for both emergency and permanent work.
Geographic Information Systems (GIS): Computer-based systems used to design, capture, store, manipulate, analyze, manage, and present geographical data (digital mapping).
Goleta Municipal Code (GMC): Goleta Municipal Code consists of all ordinances adopted by the City Council which are of a general and permanent nature.
Hazardous Materials (HazMat): Solids, liquids, or gases that can harm people, other living organisms, property, or the environment. These are most commonly associated with industrial and agricultural applications.
Health and Human Services (HHS) Departments: The County of Santa Barbara has identified six County Departments as being member departments of the County Health and Human Services group. Together, the following County Departments make up the Health and Human Service Department group: Department of Behavioral Wellness, Public Health Department, First 5, Child Support Services Department, and the Community Services Department.
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82 Homeland Security Presidential Directive-5: The purpose of this directive, which was issued on 28 February 2003, is to enhance the ability of the United States to manage domestic incidents by establishing a single, comprehensive NIMS.
Incident: An occurrence or event, either human-caused or by natural phenomena, that requires action by emergency response personnel to prevent or minimize loss of life or damage to property and/or natural resources.
Incident Action Plan (IAP): The plan developed at the field response level which contains objectives reflecting the overall field incident strategy and specific tactical actions and supporting information for the next operational period. The plan may be oral or written.
Incident Commander (IC): The individual responsible for the command of all functions at the field response level.
Incident Command Post (ICP): A field location where the primary response functions are performed. The Incident Command Post may be co-located with the Incident Base or other incident facilities.
Incident Command System (ICS): A nationally used standardized on-scene emergency management concept specifically designed to allow its user(s) to adopt an integrated organizational structure equal to the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS is the field level component of SEMS. It is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, with responsibility for the management of resources to effectively accomplish stated objectives pertinent to an incident.
Individual Assistance (IA): The provision of financial recovery assistance for individuals and households, businesses, and/or the agricultural community in the State of California following a disaster from federal, state, local, and voluntary/nonprofit entities.
Isolation: Used to separate ill persons who have a communicable disease from those who are healthy and involves the restriction of movement of ill persons to help stop the spread of certain diseases.
Joint Information Center (JIC): A facility established to coordinate all incident-related public information activities. It is the central point of contact for all news media for an incident. Public information officials from all participating agencies should collocate at the JIC.
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83 Local Agencies: Local agencies are any city, city and county, county, county office of education, community college district school district, or special district, as defined in California Government Code § 8680.2.
Local Assistance Center (LAC): A centralized resource center established after a disaster to provide support services and accelerate the recovery time for those who have been affected by the disaster. This typically includes supportive services from non-profit organizations, local government, and state agencies. LACs are sometimes collocated with a federal Disaster Recovery Center (DRC).
Local Emergency Proclamation: The duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within the territorial limits of a county, city and county, or city, caused by conditions stemming from an emergency or disaster event that are or are likely to be beyond the control of the services, personnel, equipment, and facilities of that political subdivision and require the combined forces of other political subdivisions to effectively preserve life, prevent undue suffering, protect property, and maintain continuity of government.
Master Mutual Aid Agreement: The California Disaster and Civil Defense Master Mutual Aid Agreement made and entered into by and among the State of California, its various departments and agencies, and the various political subdivisions of the State (cities, counties, special districts, etc.). The agreement provides for support of one jurisdiction by another.
Memorandum of Agreement (MoA): A document written between parties to cooperate on an agreed upon project or meet an agreed objective. The purpose of a MoA is to have a written understanding of the agreement between parties, preferably prior to the onset of an emergency or disaster.
Memorandum of Understanding (MOU): Describes a bilateral or multilateral agreement between two or more parties. It expresses a convergence of will between the parties, indicating an intended common line of action.
Multi-Agency or Inter-Agency Coordination: The participation of agencies and disciplines involved at any level of the SEMS organization, working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.
Mutual Aid: Voluntary aid and assistance in the event that a disaster should occur, by the interchange of services and facilities, including, but not limited to: fire, police, medical and health, communication, and transportation services and facilities, to cope with the problems of rescue, relief, evacuation, rehabilitation, and reconstruction that would arise in the event of a disaster.
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84 Mutual aid is designed to ensure that adequate resources, facilities, and other support are provided to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation. Typically, the first 12 hours of rendered mutual aid support are provided at the responding agency’s cost.
Mutual Aid Region: A subdivision of the state emergency services organization, established to facilitate the coordination of mutual aid and other emergency operations within an area of the state, consisting of two or more county Operational Areas. California has six mutual aid regions, and Santa Barbara County is located in Mutual Aid Region 1. Mutual Aid Region 1 consists of San Luis Obispo, Santa Barbara, Ventura, Los Angeles, and Orange counties.
National Incident Management System (NIMS): A system mandated by Homeland Security Presidential Directive-5 (HSPD-5) that provides a consistent nationwide approach for federal, state, local, and tribal governments; the private sector, and nongovernmental organizations to work effectively and efficiently together to prepare for, respond to, and recover from domestic incidents, regardless of cause, size, or complexity. To provide for interoperability and compatibility among federal, state, local, and tribal capabilities, the NIMS includes a core set of concepts, principles, and terminology. HSPD-5 identifies these as the ICS; Multi-agency Coordination Systems; training; identification and management of resources (including systems for classifying types of resources); qualification and certification; and the collection, tracking, and reporting of incident information and incident resources.
National Response Framework (NRF): A plan mandated by HSPD-5 that integrates federal domestic prevention, preparedness, response, and recovery plans into one all-discipline, allhazards plan.
National Weather Service (NWS): Official U.S. weather, marine, fire and aviation forecasts, warnings, meteorological products, climate forecasts and information about meteorology.
Nuclear Regulatory Commission (NRC): The NRC regulates commercial nuclear power plants and other uses of nuclear materials, such as in nuclear medicine, through licensing, inspection and enforcement of its requirements.
Operational Area (OA): An intermediate level of the state emergency services organization, consisting of a county and all political subdivisions within the county area. The Operational Area is a special purpose organization created to prepare for and coordinate the response to emergencies within a county area. Each county is designated as an Operational Area. An Operational Area is used by the county and the political subdivisions of the Operational Area for the coordination of emergency activities and to serve as a communication and coordination link between the state's emergency operating centers and the operating centers of the political DRAFT – REVIEW ONLY
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85 subdivisions of the operational area. The Operational Area augments, but does not replace, any member jurisdiction.
Operational Area Satellite Information System (OASIS): A State of California owned satellite system established to provide Emergency Management voice and data communications independent of commercial networks.
Operational Period: The time scheduled for executing a given set of operational actions and objectives, as specified in the Incident Action Plan (IAP) or EOC Emergency Action Plan (EAP).
Operational Periods can be of various lengths, but are typically 12 to 24 hours.
Pandemic: When an epidemic spreads throughout the world.
Political Subdivision: Any city, city and county, county, district, or other local governmental agency or public agency authorized by law.
Presidential Declaration: See “Federal Declaration of Emergency or Major Disaster.” Public Assistance (PA): PA provides financial assistance to state agencies, local governments, special districts, and eligible private non-profit organizations impacted by a disaster.
Quarantine: Used to separate and restrict the movement of well persons who may have been exposed to a communicable disease to see if they become ill. These people may have been exposed to a disease and do not know it, or they may have the disease but do not show symptoms. Quarantine measures can also help limit the spread of communicable disease.
Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act): The Stafford Act (42 U.S.C. §§ 5121-5207) authorizes the President to provide financial and other assistance to state and local governments, certain private nonprofit organizations, and individuals to support response, recovery, and mitigation efforts following Presidential emergency or major disaster declarations.
Soft Target: Locations that are easily accessible to large numbers of people and have limited to no security measures in place, such as sports venues, shopping areas, schools, and transportation systems, that are significantly more vulnerable to violent activities.
Standardized Emergency Management System (SEMS): A consistent set of rules and procedures governing the overall operational control or coordination of emergency operations specified in regulations (Title 19 CCR, Division 2, Chapter 1, § 2400 et sec). It identifies at each level of the DRAFT – REVIEW ONLY
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86 statewide emergency organization, the direction of field forces and the coordination of joint efforts of government and private organizations. ICS is the field level component of SEMS.
State of Emergency: Pursuant to California Government Code Section 8625, the Governor may proclaim a State of Emergency in an area affected by a natural or intentional disaster, when the Governor is requested to do so by the governing body of the local agency affected, or the Governor finds the local authority is inadequate to cope with the emergency. A local jurisdiction should request the Governor to proclaim a State of Emergency when the governing body of a city, county, or city and county determine emergency conditions are beyond the control of the services, personnel, equipment, and facilities of any single county, city, or city and county, and emergency conditions require the combined forces of a mutual aid region(s) to combat.
State of War Emergency: The condition which exists immediately, with or without a proclamation thereof by the Governor, whenever the state or nation is directly attacked by an enemy of the United States, or upon the receipt by the state of a warning from the federal government that such an enemy attack is probable or imminent.
Unified Command (UC): An application of ICS used when there is more than one agency with incident jurisdiction or when incidents cross-political jurisdictions. Agencies work together through the designated members of the UC, often the senior person from agencies and/or disciplines participating in the UC, to establish a common set of objectives and strategies and a single IAP.
APPENDIX B: AUTHORITIES AND REFERENCES 87
APPENDIX B: AUTHORITIES, REFERENCES, AND SUPPORTING DOCUMENTS APPENDIX C: RECORD OF CHANGES 88
The following guidance provides emergency authorities for conducting and/or supporting emergency operations. Links on this reference page will be updated as identified and will not be noticed or redistributed as a full update of this Plan.
LOCAL (City and County)
• Santa Barbara County Resolution No. 95-429, September 19, 1995, adopting the SEMS Multi-Hazard Functional Plan
• Foodbank of Santa Barbara County Multi-Agency Disaster Feeding Plan, 2020 • Transportation Emergency Preparedness Plan, 2020
• Santa Barbara County Climate Change Vulnerability Assessment, 2021 • Santa Barbara County Multi-Jurisdiction Hazard Mitigation Plan, 2023 • Santa Barbara County and Operational Area Emergency Operations Plan, 2025 • County/OA Extreme Heat Response Annex
• County/OA Disaster Care and Shelter Plan
• County Alert and Warning Policy
• Goleta Code of Ordinance, including:
o §2.10 Emergency Organizations
• City of Goleta Personnel Rules
• City Emergency Operations Center Roster
• City Emergency Operations Center Standard Operating Guidelines • City of Goleta Community Wildfire Protection Plans (CWPP), 2012 • City of Goleta Climate Action Plan, 2014
• City of Goleta Coastal Hazards Vulnerability Assessment and Fiscal Impact Report, 2015 • City of Goleta Strategic Energy Plan, 2019
• City of Goleta Multijurisdictional Hazard Mitigation Plan Annex • City of Goleta General Plan Safety Element, 2025
• Lake Los Carneros Dam Emergency Action Plan
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STATE
• Constitution of California
• California Government Code
• California Code of Regulations
• SEMS Regulations (Chapter 1, Division 2, Title 19 of the California Code of Regulations commencing with § 2400) and (Government Code § 8607(a). SEMS Guidelines). • The California Master Mutual Aid Agreement adopted December 4, 1950 • California Emergency Services Act (Chapter 7, Division 1, Title 2 of the Government Code, commencing with § 8550).
• California Master Mutual Aid Agreement
• California Assembly Bill 477-Cervantes (2019, Emergency Preparedness: Vulnerable Populations)
• California Assembly Bill 747-Levine (2019; Planning and Zoning: General Plan, Safety Element)
• California Assembly Bill 1638-Fong (2023; Local government: emergency response services: use of languages other than English.)
• California Assembly Bill 2311-Brown (2016; Emergency Services: Access and Functional Needs in Emergencies)
• California Senate Bill 99-Nielson (2019; General Plans: Safety Element: Emergency Evacuation Routes)
• California Senate Bill 160-Jackson (2019; Emergency Services: Cultural Competence) • California Senate Bill 379-Jackson (2015; Land Use: General Plan: Safety Element) • California Senate Bill 1035-Jackson (2018; General Plans) • “Good Samaritan” Liability (Health and Safety Code §§ 8659, 13970 and 50086). • California Emergency Plan (Government Code § 8568)
• California Disaster Assistance Act (Chapter 7.5, Division 1, Title 2 of the Government Code, commencing with § 8680)
• California Animal Response Emergency System
• California Health and Safety Code
o Division 20, Chapter 6.5, §§ 25115 (defines “Extremely Hazardous Waste”) and 25117 (defines “Hazardous Waste”),
o Division 20, Chapter 6.95, §§ 25500 et seq. (Business and Area Plans relating to the handling and release or threatened release of hazardous material), (§ 114705 et seq., dealing with Control of Radioactive Contamination of the Environment) • Orders and Regulations, which may be Selectively Promulgated by the Governor during a State of Emergency.
• Orders and Regulations Promulgated by the Governor to Take Effect upon the existence of a State of War Emergency.
• Other Statewide Mutual Aid Systems, including:
o Emergency Management Mutual Aid (EMMA)
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o California Water/Wastewater Agency Response Network (CalWARN) o Public Works Mutual Aid Agreement (PWMAA)
FEDERAL
• Developing and Maintaining Emergency Operations Plans: Comprehensive Preparedness Guide (CPG) 101, Version 2.0, September 2021
• Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 (Public Law 100- 707, as amended)
• Americans with Disabilities Act of 1990 (Public Law 101-336, as amended) • Post-Katrina Emergency Management Reform Act of 2006 (Public Law 109-295, as amended)
• Sandy Recovery Improvement Act of 2013 (Public Law 113-2, as amended) • Homeland Security Presidential Directive-5
• Homeland Security Presidential Directive-8
• Homeland Security Presidential Directive-9
• Federal Disaster Relief Act of 1974 (Public Law 93-288) • Federal Civil Defense Act of 1950 (Public Law 920, as amended) • Pets Evacuation and Transportation Standards Act of 2006 (Public Law 109-308, as amended)
• Public Law 84-99 (U.S. Army Corps of Engineers-Flood Fighting) • NRT-1, Hazardous Materials Emergency Planning Guide and NRT-1A Plan Review Guide (Environmental Protection Agency’s National Response Team) • National Incident Management System (Third Edition), October 2017 • National Response Framework (Fourth Edition), 28 October 2019 • National Preparedness Goal (Second Edition), September 2015 • Defense Support for Civil Authorities (Joint Publication 3-28), 29 October 2018
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APPENDIX C: RECORD OF CHANGES
APPENDIX C: RECORD OF CHANGES 92
RECORD OF CHANGES
The Emergency Operations Plan (EOP) is reviewed and updated (revised) as described in Section
9.1 of the EOP’s Basic Plan. Maintenance, revision, distribution, and modification of the City of Goleta EOP is the responsibility of the Emergency Services Division.
Non-substantive updates or modifications made outside of normal review and revision frequencies may be made by City ESD without initiating a new review and approval process. The prudence of such changes is up to the discretion of the Emergency Services Manager or designee.
If such modifications are made, digital copies of the updated version of this EOP will be sent to agencies listed on the distribution list in Appendix D to this Plan. Appendix C: Record of Changes of this Plan will reflect such changes.
Changes, updates, or other modifications to this plan made during or outside of planned review and revision frequencies will be tracked in the following table.
TABLE C.1: RECORD OF CHANGES
DATE PAGE MODIFICATION DESCRIPTION
APPENDIX D: RECORD OF DISTRIBUTION 93
APPENDIX D: RECORD OF DISTRIBUTION
APPENDIX D: RECORD OF DISTRIBUTION 94
RECORD OF DISTRIBUTION
The City of Goleta Emergency Services Division will publish the City of Goleta (EOP) online upon City Council adoption of the Plan. This virtual publishing will allow all members of the public and agencies within and outside of the City to access the Plan. ESD will also disseminate final draft copies of the new City EOP virtually via email to all City Departments and the Santa Barbara Office of Emergency Management, which are listed below in Table D.1: Record of Distribution.
TABLE D.1: RECORD OF DISTRIBUTION
CITY OF GOLETA DEPARTMENTS AND DIVISIONS AND PARTNER AGENCIES City Council
• District 1
• District 2
• District 3
• District 4
City Mayor
City Manager
• City Clerk
• Community Relations
Public Works
• Streets Division
• Open Space
Division
Neighborhood Services
• Parks and Recreation
Division
• Homelessness Division
• Library Services
Planning Department
• Current Planning
• Advance Planning
General Services Department
• Facilities
• Information Technology
• Purchasing Officer
Finance Department
Goleta Police Department / Santa
Barbara County Sheriff Department
Santa Barbara County Fire
Department
• County Fire District
• Office of Emergency
Management
Santa Barbara County Social
Services Department
Santa Barbara County
Health Department
Santa Barbara Foodbank 211 / Communify Access Central Coast American Red Cross Tri-County Regional Center
APPENDIX E: RESOLUTION OF ADOPTION 95
APPENDIX E: RESOLUTION OF ADOPTION
APPENDIX E: RESOLUTION OF ADOPTION 96
[PLACEHOLDER FOR CITY COUNCIL RESOLUTION ADOPTING THE PLAN] APPENDIX F: HAZARD DESCRIPTIONS 97
APPENDIX F: HAZARD DESCRIPTIONS
APPENDIX F: HAZARD DESCRIPTIONS 98
Knowledge of the types of hazards, whether manmade, natural, or technological, that specifically threaten the City of Goleta is vital for the prudent maintenance of the City’s emergency program.
The following summaries provide baseline data for the hazards potentially impacting City of Goleta.
The hazards are described in the Local Hazard Mitigation Plan (City’s MJHMP Annex (2023)) and the City’s General Plan – Safety Element (2025). The following hazard types include:
WILDFIRE - The City of Goleta ranked the wildfire hazard as being a significant planning concern for the City. For example, Goleta has significant fire risk due to the invasive Eucalyptus trees in open spaces and existing development along the foothills creating a significant wildland-urban interface area. A complete description of wildfire hazards within the County is provided in Section 5.3.1 of the MJHMP. While the probability for the City of Goleta is likely lower due to the Pacific Ocean to the south and agricultural orchards to the north, the threat remains Moderate.
However, portions of western Goleta are adjacent to High and Very High Fire Hazard Severity Zone areas. (LHMP 2023)
EARTHQUAKE & LIQUEFACTION - The City of Goleta ranked the earthquake hazard as being a significant planning concern for the City. An earthquake is caused by a release of strain within or along the edge of the Earth's tectonic plates producing ground motion and shaking, surface fault rupture, and secondary hazards, such as ground failure. After earthquakes, some regions may be prone to liquefaction. On level ground, liquefaction results in water rising to the ground surface.
On sloping ground, liquefaction will usually result in slope failure such as the event at the Sheffield Dam in the aftermath of the 1925 Santa Barbara earthquake. (LHMP 2023) FLOOD - A flood is a general and temporary condition of partial or complete inundation on land that is normally dry. The geographical location, climate, and topography of Santa Barbara County make the county prone to flooding. The drainages in the southern part of the County are characterized by high intensity, short duration runoff events, due to the relatively short distance from the top of the Santa Ynez Mountains to the Pacific Ocean. In particular, the City experiences flooding along Hollister Road between Los Carneros and Highway 217. Runoff from high intensity, short-duration storm events can cause inundation of overbank areas, debris including sediment, rock, downed trees in the water that can plug culverts and bridges, erosion and sloughing of banks, and loss of channel capacity due to sedimentation. (LHMP 2023) The aftermath of flooding can result in widespread creation of stagnant water sources which are ideal for mosquito breeding. Diseases carried by insects and other pests (organisms that carry disease pathogens are known as “vectors”) rarely occur in large-scale outbreaks, but could become a problem in a worst-case scenario where a catastrophic disaster strikes and results in creating conditions conducive for large outbreaks of vectors coupled with a large number of vulnerable disaster survivors who are readily exposed to the vectors (e.g. forced to live unhoused and living within or near areas where vectors are breeding. Addressing and mitigating such a DRAFT – REVIEW ONLY
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scenario would fall under the jurisdiction and direction of the County Health Department which would coordinate with the Mosquito & Vector Management District.
COASTAL HAZARDS - Erosion is a natural process that alters existing geomorphic features. Erosion can occur due to several factors, including winter storms, tidal action, wind‐generated high surf, wave action, and rising sea levels. The South Coast has a long history of exposure to coastal hazards from bluff retreat to coastal erosion and flooding. Historical coastal erosion is a recurring and ongoing hazard in south county and is particularly severe along the City’s coastline and adjoining areas in the unincorporated community of Isla Vista. (LHMP 2023) TSUNAMI - The City of Goleta ranked the tsunami hazard as being a limited planning concern for the City, but it is worth mentioning as a subset of earthquake hazards. Areas prone to tsunami hazards in the county are limited to coastal areas and offshore areas. Thirteen possible tsunamis have been observed or recorded in the county from local earthquakes between 1812 and 1988; however, there have been no recorded locally generated tsunamis since 1988. (LHMP, 2023) DROUGHT - Drought conditions are expected to become more frequent, prolonged, and severe in Goleta as a result of shifting precipitation patterns. Water scarcity impacts not only the availability of potable water but also the agricultural sector and natural ecosystems. (Safety Element, 2025)
EXTREME HEAT - The number of extreme heat days is projected to rise, increasing health risks for vulnerable populations, such as the elderly, children, and individuals with preexisting health conditions. (Safety Element, 2025)
SEA LEVEL RISE - Sea level rise poses long-term threats to Goleta’s coastal areas, potentially causing erosion, flooding, and habitat loss. (Safety Element, 2025) APPENDIX G: SANTA BARBARA COUNTY DAM INVENTORY 100
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APPENDIX G: SANTA BARBARA COUNTY DAM INVENTORY 101
APPENDIX G: CITY OF GOLETA DAM INVENTORY
APPENDIX G: SANTA BARBARA COUNTY DAM INVENTORY 102
DAM INVENTORY
Dam Name Location Dam owner Dam Operator Emergency Action Plan Lake Los Carneros 34.440857, -119.848350 City of Goleta City of Goleta Parks and Open Space
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Glen Annie Reservoir 34.47276, -119.882004 US Bureau of Reclamation
US Bureau of
Reclamation
Rancho Del Ciervo 34.475219, -119.821626 US Bureau of
Reclamation
US Bureau of
Reclamation
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APPENDIX H: EOC FUNCTIONAL OVERVIEW
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INCIDENT COMMAND SYSTEM (ICS) FORMS
Number Title Description
201 Incident Briefing
ICS
Provides the Incident Commander (and the Command and General Staffs) with basic information regarding the incident situation and the resources allocated to the incident. In addition to a briefing document, the ICS Form 201 also serves as an initial action worksheet. It serves as a permanent record of the initial response to the incident
202 Incident
Objectives
Describes the basic incident strategy, incident objectives, command emphasis/priorities, and safety considerations for use during the next operational period.
203 Organization
Assignment List
Provides ICS personnel with information on the units that are currently activated and the names of personnel staffing each position/unit. It is used to complete the Incident Organization Chart (ICS Form 207) which is posted on the Incident Command Post display. An actual organization will be incident or event specific.
Not all positions need to be filled. Some blocks may contain more than one name. The size of the organization is dependent on the magnitude of the incident, and can be expanded or contracted as necessary.
204 Assignment List Informs Division and Group supervisors of incident assignments.
Once the Command and General Staffs agree to the assignments, the assignment information is given to the appropriate Divisions and Groups.
205 Incident Radio
Communications
Plan
Provides information on all radio frequency or trunked radio system talk group assignments for each operational period. The plan is a summary of information obtained about available radio frequencies or talk groups and the assignments of those resources by the Communications Unit Leader for use by incident responders.
Information from the Incident Radio Communications Plan on frequency or talk group assignments is normally placed on the Assignment List (ICS Form 204).
205A Communications
List
Records methods of contact for incident personnel. While the Incident Radio Communications Plan (ICS Form 205) is used to provide information on all radio frequencies down to the Division/Group level, the ICS Form 205A indicates all methods of contact for personnel assigned to the incident (radio frequencies, phone numbers, pager numbers, etc.), and functions as an incident directory.
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206 Medical Plan Provides information on incident medical aid stations, transportation services, hospitals, and medical emergency procedures.
207 Incident
Organization
Chart
Provides a visual wall chart depicting the ICS organization position assignments for the incident. The ICS Form 207 is used to indicate what ICS organizational elements are currently activated and the names of personnel staffing each element. An actual organization will be event-specific. The size of the organization is dependent on the specifics and magnitude of the incident and is scalable and flexible. Personnel responsible for managing organizational positions are listed in each box as appropriate.
208 Safety
Message/Plan
Outlines safety message(s), priorities, and key command emphasis/decisions/directions, safety hazards and specific precautions to be observed during this Operational Period. 209 Incident Status
Summary
Summarizes incident information for staff members and external parties, and provides information to the Public Information Officer for preparation of media releases. The ICS Form 209 is designed to provide a “snapshot in time” to effectively move incident decision support information where it is needed. It should contain the most accurate and up-to-date information available at the time it is prepared.
210 Resource Status
Change
Used by the Incident Communications Center Manager to record status change information received on resources assigned to the incident. This information could be transmitted with a General Message (ICS Form 213). The form could also be used by Operations as a worksheet to track entry, etc.
211 Incident CheckIn ListPersonnel and equipment arriving at the incident can check in at various incident locations. Check-in consists of reporting specific information, which is recorded on the Check-In List (ICS Form 211).
The ICS Form 211 serves several purposes, as it: (1) records arrival times at the incident of all overhead personnel and equipment, (2) records the initial location of personnel and equipment to facilitate subsequent assignments, and (3) supports demobilization by recording the home base, method of travel, etc., for resources checked in.
213 General
Message
Used by the incident dispatchers to record incoming messages that cannot be orally transmitted to the intended recipients. The ICS Form 213 is also used by the Incident Command Post and other incident personnel to transmit messages (e.g., resource order, incident name change, other ICS coordination issues, etc.) to the Incident Communications Center for transmission via radio or telephone to the addressee. This form is used to send any message DRAFT – REVIEW ONLY
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or notification to incident personnel that requires hard-copy delivery.
214 Activity Log Records details of notable activities at any ICS level, including single resources, equipment, Task Forces, etc. These logs provide basic incident activity documentation, and a reference for any After Action Report.
215 Operational
Planning
Worksheet
Communicates the decisions made by the Operations Section Coordinator during the Tactics Meeting concerning resource assignments and needs for the next operational period. The ICS Form 215 is used by the Resources Unit to complete the Assignment Lists (ICS Form 204) and by the Logistics Section Coordinator for ordering resources for the incident.
215A Incident Action
Plan Safety
Analysis
Aids the Safety Officer in completing an operational risk assessment to prioritize hazards, safety, and health issues, and to develop appropriate controls. This worksheet addresses communications challenges between planning and operations, and is best utilized in the planning phase and for Operations Section briefings. 221 Demobilization
Check-Out
Ensures that resources checking out of the incident have completed all appropriate incident business, and provides the Planning Section information on resources released from the incident.
Demobilization is a planned process and this form assists with that planning.
BACKGROUND
Purpose: Though Section 4: Emergency
Operations Center and Assignment of
Responsibilities of the Basic Plan addressed
general principles of the City EOC and
describes activations, facility layout,
organizational structure, field/EOC
interface, and other topics, Appendix H: EOC Functional Overview describes the responsibilities and functions of each section in greater detail. The City EOC is comprised of five sections mirroring those seen in the ICS. These sections are Management, Operations, Planning and Intelligence, Logistics, and Finance and Administration.
Scope: Appendix H: EOC Function Overview is designed to identify the activities and responsibilities associated with each City EOC section. Greater technical detail can be found in the position-specific checklists for each City EOC position.
Uniformly, Appendix H will speak to the purpose, overview, objectives, section structure, activities and responsibilities, and the leadership position within each City EOC section.
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City EOC Concept of Operations: Each Section and function operating within the city EOC will operate under the following policies during an incident as the situation dictates:
• The SEMS will be followed.
• All existing City and departmental operating procedures will be followed unless modified by the City Council or the DES.
• At the start of an incident, on-duty employees are expected to remain on duty until properly relieved and dismissed from a supervisor.
• Unless determined ineffective, unnecessary, or impossible, EOC operational periods will be 24 hours in length composed of two 12 hour shifts for the duration of the event. • EOC Staff are not excused from their shift until they have turned in their completed EOC Form 214 at the end of their shift in accordance with local protocols and direction from EOC leadership.
• EOC Section Coordinators must approve all EOC Form 213 Resource Requests from staff within their Section either verbally or in writing before they are submitted to the EOC Logistics Section for fulfillment.
• Responsibilities of unstaffed EOC positions will fall to the next higher position to execute.
City EOC Leadership Structure: The City EOC’s leadership structure uses the concept of “unity of command;” each EOC staff member will have only one supervisor. Each Section Coordinator supervises all Branch or Unit Leaders within their Section.
Most EOC Branch and Unit Leaders do not need to activate other people within their branch/unit to conduct their responsibilities; any given branch/unit usually has only one staff member (the Branch/Unit Leader). In the event that a Branch/Unit Leader needs to activate more people in their branch/unit to operate, that Branch/Unit Leader will supervise others in their branch/unit.
By allowing Branch/Unit Leaders to supervise their own staff, less burden is assumed by all in the chain of command, and an effective span of control can be preserved.
City EOC Activation and Deactivation: EOC activation and deactivation thresholds and identification of those authorized to activate the City EOC is provided in Section 4.3 through Section 4.4 of this Plan.
City EOC Staffing Coordination: A City EOC Section Coordinator may request to the EOC Director or EOC Deputy Director that a branch or unit within their Section be activated or deactivated based on the scope of the incident and needs within the EOC. Those responsibilities within a given section that are vacant or otherwise not supported by staff will fall to the EOC Section Coordinator to accomplish.
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MANAGEMENT SECTION
Purpose: To provide executive leadership and direction to City EOC staff and support emergency response and recovery activities for field units, the city government, and the public.
Overview: The Management Section is responsible for overall emergency policy and coordination through the joint efforts of governmental agencies and private organizations. The GMC §
2.10.030 (b) designates the City Manager as the Director of Emergency Services (DES), who also serves as the primary EOC Director in the City EOC’s Management Section. Coordination and direction provided by the Management Section will occur at the City EOC when activated.
Objectives: The overall objective of emergency management is to provide effective management of response forces, information, communication, and resources in preparing for, responding to, and recovering from situations associated with natural disasters, technological incidents, major mishaps, criminal acts, and national security emergencies. To carry out its responsibilities, the Management Section will accomplish the following objectives during an incident:
FIGURE H.1 – CITY EOC STRUCTURE – LEVEL 1
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• Overall management and coordination of emergency response and recovery operations. • Coordinate and liaise with appropriate Federal, State, or other local government agencies, as well as applicable segments of private sector entities and volunteer organizations. • Establish priorities and resolve any conflicting demands for support. • Prepare and disseminate emergency information to inform, alert, and warn the public. • Disseminate damage information and other essential data.
Management Section Structure: Fully staffed, the City EOC Management Section is comprised of six (6) positions supervised by the EOC Director. The EOC Deputy Director supervises all Section Coordinators.
Management Section Activities and Responsibilities: Collectively, the Management Section is responsible for several functions spanning several professions and specialties. Specifically, the Management Section’s activities and responsibilities include:
• Overall EOC management.
• Public Information management.
o Rumor Control.
o Public Inquiries.
o Press Release and Other Public Information Content Development. o Public safety messaging.
• Mutual Aid coordination.
• EOC staff safety.
o Facility Security.
o Development of incident-specific safety measures (i.e., social distancing). o Safe practices enforcement.
o Mental health of EOC staff.
• Maintaining equity of services and space for EOC staff and EOC-activated functions, including access and functional needs concepts.
• Coordination with partner agencies, offices, officials, and jurisdictions. o Field activities and needs.
FIGURE H.2 – CITY EOC MANAGEMENT SECTION STRUCTURE
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o Liaise with SBCOA partner organizations and other stakeholders including special districts and utilities.
o Local senior leaders (local elected officials, local appointed officials, etc.) o City Council communication.
City EOC Director: The City Director of Emergency Services, or designee, will operate as the primary City EOC Director upon activation of the EOC to Levels 1-3. The City EOC Director is responsible for the overall leadership of the entire EOC, its sections, and its components.
The EOC Director is supported by the emergency management organization and has overall responsibility to:
• Supervise the EOC Deputy Director and Management Section • Exercise overall management responsibility for the coordination of response efforts within the affected area.
• Make executive decisions commensurate with the policies and priorities, including direction received from the City Council.
• Develop and issue rules, regulations, proclamations, and orders. • In conjunction with EOC Section Coordinators, set priorities for response efforts and see that all actions are accomplished within the priorities established. • See that multi-agency or inter-agency coordination is accomplished effectively within the EOC.
• Support the continuity of City Departments’ essential missions that are impacted or otherwise disrupted by an emergency.
• Provide support to local authorities and stakeholder partner organizations. • Keep the EOC appropriately staffed and maintained for each operational period. • Support the facilitation and consideration of those with access and functional needs (AFN) and others traditionally referred to as “Disadvantaged Populations” at all times and in all activities within the EOC, as well as in all decision-making efforts impacting the general public.
• Provide leadership and direction to City Departments. • Direct that safety and security principles and procedures are followed for all EOC activities.
• Communicate with City Council on incident situation and EOC activities.
When absent, the responsibilities of the EOC Director will fall to the EOC Deputy Director unless the position is designated to another individual by the DES. The EOC Deputy Director is staffed by the Director of Neighborhood Services unless otherwise designated.
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OPERATIONS SECTION
Purpose: To enhance the capability of the City to respond to emergencies by carrying out coordinated tactical operations based upon the EOC Emergency Action Plan (EAP) and direction provided by the EOC Director, DES (if not also the EOC Director), EOC Deputy Director, and Goleta Disaster Council. Operations Section priorities are to:
• Protect life, property, and the environment.
• Carry out objectives of the EOC EAP.
• Provide a coordinated incident response.
• Liaise with field response entities.
Overview: The Operations Section’s primary responsibility is to manage and conduct the tactical operation of various EOCactivated field response elements involved in the incident while also supporting counterparts in the field. These elements may include:
• Care and Shelter Liaison
o Support care and shelter
o Feeding
o Homeless support
• Public Works Branch
o Infrastructure and right-of-way assessment
o Traffic control and access restoration
o Debris removal and emergency repairs
• Building and Safety Branch
• City Facilities Branch
• Law Branch (Contracted Service with County)
• Fire Branch (Service provided by Fire Protection
District)
Objectives: The Operations Section is responsible for the coordination of all response elements associated with EOC activities and coordination with field response entities, which may be multi-jurisdictional. It carries out the objectives of the EOC EAP, facilitates EOC support to the field response organization, requests additional resources as needed, and supports the demobilization of major field resources.
Operations Section Structure: Fully staffed, the City EOC Operations Section is comprised of six (6) primary positions. These positions may or may not be staffed depending on the size and scope of the incident, the operational period, and the EOC activation level. All of these positions directly FIGURE H.3 – CITY EOC
OPERATIONS SECTION STRUCTURE
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contribute to operations in the field, whether assisting first and emergency responders or providing services to members of the public impacted by the incident. The organizational structure of the Operations Section within the City EOC is illustrated in Figure H.3. In addition to the five primary positions, there are two dashed-outline boxes for the Law Branch and Fire Branch which are staffed through the City’s contractual agreements with the County Sheriff’s Office and the Fire Protection District, respectively.
Operations Section Activities and Responsibilities: Collectively, the Operations Section is responsible for several functions spanning several professions and specialties. Specifically, the Operations Section’s activities and responsibilities may include:
• Evacuation management
o People
o Small Animals
o Large Animals
• Continued emergency service operations
• Traffic direction and control
• Debris management*
o Removal
o Sorting
o Transport
o Environmental compliance
• Access control
• Hazardous materials management.
• Roadway restoration
• Flood operations
• Initial damage assessments
• Safety assessments
• Care and Shelter
o People and animals
• Non-medical POD management and operations
o Food and water dissemination
*Public Works primarily operates with light-duty equipment and does not maintain heavy-duty equipment required for: large-scale debris removal, major excavation, significant infrastructure reconstruction. The Operations Section is required to identify and submit a 213 Logistics Request for any activities associated with their assigned objectives that require tools not owned by the City or personnel not on City staff, ensuring the Public Works Branch can provide appropriate support. Existing MoUs and mutual aid networks are to be exhausted first and the City will make attempts to rent or otherwise locate public works equipment before requesting support from the next level of SEMS (i.e.- the County).
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Operations Section Coordinator Selection: The Operations Section is a field-impacting, crossfunctional section within the City EOC. Because of this, the Operations Section Coordinator will be determined by the type of incident meriting EOC activation. During initial City EOC activations, the senior Public Works Department official in the EOC will serve as the Operations Section Coordinator. Table 4.1 of Section 4.8 of this Plan suggests which department should serve as the City EOC’s Operations Section Coordinator based on incident type. Once the EOC is activated and organized, the decision to appoint an Operations Section Coordinator from a different department may be made by the EOC Director or Deputy.
PLANNING SECTION
Purpose: To enhance the capability of the City to respond to emergencies by planning application, City coordination, incident documentation, and consistent maintenance of situational awareness. Planning Section priorities during responses are:
• Protect life and property.
• Provide planning and documentation for the EOC’s operations. • Provide support to the other sections of the City EOC.
Overview: The Planning Section’s primary responsibility is to collect, evaluate, display, document, and disseminate incident information. It must develop an Emergency Action Plan (EAP) for the EOC for every EOC operational period until the EOC is deactivated. The Section also provides analysis and develops specialized plans necessary to address the needs of the field, including advanced planning. During an incident, the Planning Section Coordinator will collect and document information received from multiple sources, including the field IC/UC, all City EOC Section Coordinators, senior City Department officials, and various SBCOA partners.
Objectives: The Planning Section is responsible for the detailed recording of the entire response effort. This includes receiving safety and damage assessments from the field. The Planning Section will accomplish the following specific objectives during an incident:
• Collect initial situation and safety/damage assessment information. • Display situational and operational information in the City EOC using maps, visual aids, and other necessary tools.
• Prepare and disseminate intelligence information and situation summaries to all EOC staff, the City, and other necessary agencies.
• Develop geospatial mapping products.
• Provide planning and intelligence support to other sections. • Provide accurate documentation of the incident, including virtual and physical records. • Prepare the City EOC’s EAPs for each operational period. • Maintain accurate documentation of all actions taken to verify that all required records are preserved for future use and CalOES/FEMA filing requirements.
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EOC Emergency Action Plans: The EOC conducts a similar process for action planning as the field response organization’s Planning Section. To differentiate action plans and reduce confusion, the EOC’s action plans are called EOC EAPs. The field’s action plans are called Incident Action Plans (IAPs).
EOC EAPs use special forms to collectively create an action plan for each operational period within the City EOC. These EAPs codify objectives and incident status details for a specific operational period. Initial EOC activations typically use an ICS Form 201 or similar document to complete the initial EAP. Several forms and visual aids are collated in order to address several essential elements of information, such as staffing, objectives, safety considerations, provide policy, and summarize incident details into a single document (the EOC EAP) for the proceeding operational period. All draft content prepared for EOC EAPs should be reviewed and approved by the EOC Director or EOC Deputy Director. When properly prepared, an EOC EAP should be a vital source of information for the response and support coordination efforts of other City Departments.
It is the responsibility of the Planning Section Coordinator within the City EOC to oversee EOC EAP development, completion, and dissemination by section staff for each operational period until the City EOC is deactivated.
See Appendix I: Action Planning and Situation Reporting for a step-by-step explanation of the action planning process conducted during each EOC operational period.
Planning Section Structure: Fully staffed, the City EOC Planning Section is comprised of eight (8) positions. These positions may or may not be staffed depending on the size and scope of the incident, the operational period, and the EOC activation level. The organizational structure of the Planning Section within the City EOC is illustrated in Figure H.4.
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Planning Section Activities and Responsibilities: The
Planning Section is responsible for several functions, and its activities and responsibilities may include:
• EOC EAP development
• EOC All Staff Meeting facilitation
• Situation status (SitStat) report development and
maintenance
• Situation analysis and assessment
• Information display
• Physical and virtual data preservation
• Advanced planning
• GIS services
• Action planning
• EOC Meeting Schedule maintenance
• Demobilization planning
• EOC coordination
Planning Section Coordinator Selection: Ideally, the
Planning Section Coordinator will have a firm
background in emergency management. However, the
individual filling the role of Planning Section Coordinator will be successful without an emergency management background if provided with the necessary training and exercise opportunities to learn the position. At its heart, this Section’s Coordinator must be capable of information management, multitasking, schedule keeping, situation assessment, and attention to detail.
Reference Table 4.1 of Section 4.8 to see which City Departments are assigned to fulfill the EOC Planning Section Coordinator position.
LOGISTICS SECTION
Purpose: To enhance the capability of the City to respond to emergencies by facilitating the fulfillment of resource needs of City EOC staff and, when necessary, supporting the logistics needs of the field response organization. Logistics Section priorities when responding to an emergency are:
• Protect life, property, and the environment.
• Provide logistical support for emergency response and optimize the use of resources. • Provide support to the other sections of the City.
• Support the restoration of essential services and systems.
FIGURE H.4 – CITY EOC PLANNING SECTION
STRUCTURE
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Overview: The Logistics Section’s primary responsibility is to arrange the acquisition, transportation, mobilization, and demobilization of resources to support the response effort at the disaster site(s), the EOC, and other incident-related locations. This Section provides all necessary personnel, supplies, and equipment procurement support, as well as contract management and vendor collaboration. Methods for obtaining and using facilities, equipment, supplies, services, and other resources to support emergency response at all operational sites during emergencies will follow the GMC, Policies and Procedures, purchasing regulations, and should include consideration of guidance provided by FEMA to maximize disaster cost recovery.
Objectives: The Logistics Section strives to provide the resources needed for all EOC sections for the duration of the incident. Any unmet needs requiring personnel, equipment, supplies, or services will be coordinated through the Logistics Section. The Logistics Section will accomplish the following objectives during a disaster/emergency:
• Receive, process, and fulfill resource requests submitted by EOC staff. • Prepare required reports identifying the activities performed by the Logistics Section, including ordering and rental statuses.
• Provide information technology (IT) and communications services for EOC systems. • Plan for both immediate and long-term logistical support requirements and prepare for future operations.
• Maintain proper and accurate documentation of all items procured to verify that all required records are preserved for future use and CalOES/FEMA filing requirements. • Oversee and negotiate contract creation and renewal with coordination from the Finance and Administration Section.
• Prepare and present contracts and purchases requiring City Council approval with support from the Finance and Administration Section.
• Track resources and equipment mobilized for the incident and manage demobilization.
Logistics Section Structure: Fully staffed, the City EOC Logistics Section is comprised of eight (8) positions. These positions may or may not be staffed depending on the size and scope of the incident, the operational period, and the EOC activation level. The organizational structure of the Logistics Section within the City EOC is illustrated in Figure H.5.
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Logistics Section Activities and Responsibilities: The Logistics Section is responsible for several functions, and its activities and responsibilities may include:
• Field incident support.
• Communications, computer, and other IT support.
• Transportation support.
• Personnel.
• Contracting support.
• Supply and procurement.
• Resource tracking.
• Sanitation services.
• Resource demobilization.
Mutual Aid Systems and Field Logistics:
• Mutual Aid: Some governmental sectors, such as
emergency management, law enforcement, fire,
water/wastewater and public health, have preestablished mutual aid systems statewide that allow for resources and staff to be deployed to
overwhelmed jurisdictions. Local mutual aid
coordinators for those government sectors will
manage their own mutual aid resource logistics. The Emergency Management Mutual Aid (EMMA) system, which coordinates certain resource requests across the state, is managed by the Santa Barbara County OEM on behalf of the SBCOA. The City EOC Logistics Section will manage resource request needs that are outside the scope of these mutual aid systems or established mutual aid agreements. • Field Logistics: The field’s response organization will also have a Logistics Section that is responsible for supporting the logistical needs of the field, such as fire service and law enforcement activities. The field’s Logistics Section may request logistical support of the EOC’s Logistics Section if the field’s section is overwhelmed or struggling to fulfill a resource need, depending on the situation. If needed, this coordination should be facilitated by the EOC’s Operations Section Coordinator with EOC Deputy Director involvement.
Logistics Section Coordinator Selection: The Logistics Section Coordinator should be a senior departmental official from the General Services Department. This and other positions within the City EOC that are responsible for procurement on behalf of the City will be from a City Department unless a delegation of authority letter is provided authorizing a person who is not a City employee to make purchases and enter into contracts on behalf of the City.
FIGURE H.5 – CITY EOC LOGISTICS
SECTION STRUCTURE
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FINANCE AND ADMINISTRATION SECTION
Purpose: To enhance the capability of the City to respond to emergencies by providing financial support and coordination to emergency operations and coordinating the recovery of costs as allowed by federal and state law. The Finance and Administration Section priorities of response are to:
• Protect life, property, and the environment.
• Provide continuity of financial functions to the City. • Provide support to the other sections of the City EOC. • Document costs and recovery of those costs as allowable.
Overview: The Finance and Administration Section’s primary responsibilities are to maintain the financial systems necessary to keep the City functioning during a disaster/emergency, to track and document all response costs, and to facilitate the public assistance reimbursement process.
These systems include:
• Payroll
• Payments
• Revenue collection
• Claim processing
• Cost recovery documentation
• Documentation
This Section also supports the negotiation and administration of vendor and supply contracts and procedures assuring compliance with public assistance reimbursement policies and programs.
Objectives: The Finance and Administration Section preserve incident financial records for future reference and CalOES and FEMA filing requirements through the maintenance of proper documentation of all financial dealings. The Finance and Administration Section will accomplish the following objectives during a disaster or emergency:
A. For all disasters and emergencies:
1. Notify the other Sections and City Departments of accounting information to be used for tracking the disaster or emergency.
2. Notify the City’s property, liability, and cyber insurance carrier(s) and/or risk pool (e.g., CJPIA or equivalent) of the event at the time of EOC activation. Initiate the insurer’s loss reporting process and document all communications with the carrier. Ensure compliance with any policy-specific notification deadlines to preserve the City’s coverage.
3. Determine the extent to which computer systems are accessible and/or usable for digital timesheet completion and other financial functions.
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4. Determine if the City’s banking institution can continue to handle financial transactions. If the primary bank is inaccessible or unable to process transactions, implement the contingency banking procedures detailed in the Finance Department Continuity of Operations Plan (COOP), including backup banking contacts, alternative payment processing methods, and manual check issuance procedures.
5. Maintain the financial continuity of the City (payroll, payments, and revenue collection, etc.).
6. Coordinate to initiate the cost recovery process upon declaration of a disaster by the State and/or Federal Government.
7. Coordinate the collection and documentation of costs pertaining to the incident with other Sections, and City Departments.
8. Coordinate the required inspections, documentation, audits, and other necessary work in order to recover costs.
B. For disasters and emergencies where the City computer systems and bank are accessible and useable:
1. Inform the other Sections and Departments that the payroll and payments processing will be handled on a “business-as-usual” basis except that all incidentrelated costs shall be tracked using disaster-specific project codes established by the Finance Department within the City’s financial management system. The Finance and Administration Section Coordinator will activate disaster accounting codes upon EOC activation and notify all Sections and Departments of the codes to be used for time tracking, purchasing, and cost documentation. Procedures for activating and using disaster accounting codes are detailed in the Finance Department’s Standard Operating Guide.
2. Continue with objectives A1 through A8 above.
C. For disasters and emergencies where the City’s computer systems and/or bank are either inaccessible or unusable for a short period of time (less than one week):
1. Inform the other Sections and Departments that payroll and payments will be on hold for a short time and that processing will continue a normal basis on a specific date.
2. Continue with objectives A1 through A8 above.
D. For disasters and emergencies where the City’s computer and/or bank systems are either inaccessible or unusable for an extended period of time (one week or more):
1. Inform the other Sections and Departments that accounting procedures will be necessary for the next payroll and all critical payments.
2. Consider activating more Finance and Administration Section staff as necessary.
3. Continue with objectives A1 through A8 above.
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Finance and Administration Section Structure: Fully staffed, the City EOC Finance and Administration Section is comprised of five positions.
These positions may or may not be staffed depending on
the size and scope of the incident, the operational period, and the EOC activation level. The organizational structure of the Finance and Administration Section within the City EOC is illustrated in Figure H.6.
Finance and Administration Section Activities and
Responsibilities: The Finance and Administration Section is responsible for several functions, and its activities and responsibilities may include:
• Fiscal management
• Timekeeping
• Financial document record keeping and filing
• Purchasing
• Compensation and claims
• Cost recovery
Finance and Administration Section Coordinator Selection: The Finance and Administration Section Coordinator role will be filled by staff assigned from the City Finance Department, as described in Table 4.1 of Section 4.5. This position within the City EOC is responsible for fiscal management and purchasing on behalf of the City.
FIGURE H.6 – CITY EOC FINANCE AND
ADMINISTRATION SECTION STRUCTURE
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APPENDIX I: EOC ACTION PLANNING AND SITUATION REPORTING 121 APPENDIX I: EOC ACTION PLANNING AND SITUATION REPORTING DRAFT – REVIEW ONLY
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APPENDIX I: EOC ACTION PLANNING AND SITUATION REPORTING 122 This appendix provides a description of the action planning process used in EOC activations.
Development of the Action Plan: The ICS emphasizes orderly and systematic planning. The EOC Emergency Action Plan (EAP) is the central tool for planning during a response to an emergency.
The EOC Planning Section Coordinator is responsible for making sure that the EOC EAP is prepared by staff within the Planning Section with input from the appropriate sections and units of the EOC. Without exception, the EOC EAP must be completed before the start of the operational period it was created for; this is a reoccurring and time sensitive task and is the primary priority of the EOC Planning Section.
Incidents vary in type, complexity, size, and requirements for detailed and written plans. The level of detail and contents required in an EOC EAP will vary according to the complexity of the response. The Action Plan process facilitates timely and coordinated development of situational awareness, objectives, tactics, planning, execution, and emergency response assessment.
The following outlines the process required to develop an EOC EAP. Following the steps below will allow effective development of an EOC EAP while minimizing the time required to do so.
General Responsibilities of the Planning Section: The Planning Section Coordinator should review with the EOC Director, Deputy Director, and all EOC Section Coordinators the following responsibilities associated with the development of the EOC EAP prior to starting the initial Objectives Meeting of the EOC action planning process.
• EOC Director/EOC Deputy Director
o Provide general incident objectives and strategy with input from EOC Section Coordinators
o Provide direction or overall management and strategy
o Contribute to the development of EOC EAP objectives for the next operational period
o Provide section staffing information for the next operational period for inclusion in the EOC EAP
o Direct the Safety Officer to complete/update the EOC Form 206 (Medical and Safety Plan) and any other safety-related messages for the EOC EAP o Approve the completed EOC EAP by signature
• Planning Section Coordinator
o Schedule and facilitate the Objectives Meeting, EOC All Staff Briefing, and EOC Briefing
o Provide section staffing information for the next operational period for inclusion in the EOC EAP
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APPENDIX I: EOC ACTION PLANNING AND SITUATION REPORTING 123 o Making sure that EOC Planning Section staff develop an EOC EAP for the proceeding operational period, including updated Situation Status Reports, staffing assignments, staff contact information, and applicable GIS images. • Operations Section Coordinator
o Contribute to the development of EOC EAP objectives for the next operational period, including advising the feasibility of draft objectives o Provide section staffing information for the next operational period for inclusion in the EOC EAP
o Determine resource requirements
o Determine tactics
o Determine work assignments for operations personnel
• Logistics Section Coordinator
o Contribute to the development of EOC EAP objectives for the next operational period
o Provide section staffing information for the next operational period for inclusion in the EOC EAP
o Confirm that the Logistics Section can support the EOC EAP • Finance and Administration Section Coordinator
o Contribute to the development of EOC EAP objectives for the next operational period
o Provide section staffing information for the next operational period for inclusion in the EOC EAP
o Provide cost implications of incident objectives as required The Planning Cycle: Action Plan development involves seven steps. Once the initial response is complete, steps 2-7 of this process are repeated for each operational period.
Step 1: Initial Response: The planning cycle should begin immediately upon EOC activation. At the EOC level, the initial response to the event will be to activate the EOC. Based on the initial assessment of the emergency, the EOC Deputy Director or Planning Section Coordinator will provide an Incident Briefing using an ICS Form 201. A template for conducting the Initial Meeting is provided in Table I.1.
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APPENDIX I: EOC ACTION PLANNING AND SITUATION REPORTING 124 The ICS Form 201 should include information on potential operational objectives, the current state of situational awareness, resources employed and deployed, initial staffing assignments, and significant actions.
FIGURE I.1 – PLANNING CYCLE STEP 1
EOC
Briefing
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APPENDIX I: EOC ACTION PLANNING AND SITUATION REPORTING 125 Table I.1: Initial Meeting Template (One-Time Only)
Facilitator: EOC Deputy Director or Planning Section Coordinator Purpose:
• Establish initial EOC Objectives and guidance for the current operational period
• Establish Operational Periods
• Identify Conditions, Actions, and Needs (CAN)
Attendees: All EOC staff
(Add members as required)
1 Bring meeting to order, conduct roll call, and cover ground rules for the meeting (Plans Section)
2 Discuss situation as obtained from field and other EOCs/DOCs (Plans Section or City ESD)
3 Establish initial EOC Objectives for the current operational period (EOC Deputy Director)
4 CAN Reports (Conditions, Actions, Needs)
• Leadership (EOC Director and Deputy Director)
• Management (Management Section Coordinator)
• Operations (Operations Section Coordinator)
• Logistics (Logistics Section Coordinator)
• Finance (Finance and Administration Section Coordinator) • Planning & Intelligence (Planning Section Coordinator) 5 Establish Operational Periods (EOC Deputy Director)
6 Review and/or establish the timing of coordination meetings (e.g., Objectives Meeting, Strategy Meeting, Planning Meeting) 7 Roundtable and Closing Comments (All)
8 Adjourn (Plans)
Outcome(s): Set the pace for the Action Planning process Next Step(s):
• Prepare for the Objectives Meeting
• Objectives Meeting time: ______________________________ DRAFT – REVIEW ONLY
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APPENDIX I: EOC ACTION PLANNING AND SITUATION REPORTING 126 Step 2: Set Incident Objectives/Objectives Meeting: The EOC Director, Deputy, and all EOC Section Coordinators will meet to develop objectives and priorities for the next operational period. Before finalizing the EOC Director’s/Deputy Director’s objectives for the next operational period, EOC Planning Section staff will provide a draft copy to the Operations Section Coordinator. The Operations Section Coordinator should verify that the Incident Objectives are understood and realistic.
FIGURE I.2 – PLANNING CYCLE STEP 2
EOC
Briefing
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APPENDIX I: EOC ACTION PLANNING AND SITUATION REPORTING 127 After discussion, the Incident Objectives for the next operational period are written on the EOC Form 202 and delivered to all EOC Section Coordinators, the EOC PIO, and EOC Coordinator to inform them of the strategy for the next operational period following final EOC Director/Deputy Director approval.
Guidelines for the EOC Director/Deputy Director on Setting Goals and Objectives: Setting or reaffirming goals and objectives at the beginning of each operational period for the proceeding operational period is the duty of, and must be a top priority for, the EOC Director/Deputy Director. Three important guidelines:
1. Goals and objectives must be clearly stated, understood, and measurable so that the EOC Team may determine the extent to which goals and objectives are accomplished during their shift’s operational period.
2. Goals and objectives must be attainable given the people, equipment, and supplies available during that operation period.
3. Goals and objectives must be broad and flexible enough for the Operations Section Coordinator to achieve them in the best way possible.
Table I.2: Objective Meeting Template
Facilitator: Planning Section Coordinator
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: EOC Director, EOC Deputy Director, All EOC Section Coordinators, EOC PIO (Add members as required)
1 Bring meeting to order, conduct roll call, and cover ground rules for the meeting (Plans Section)
2 Discuss the current situation and assess previous objectives to determine carryover items (Ops Section Coordinator) 3 Establish and prioritize EOC Objectives for the NEXT OPERATIONAL PERIOD • Leadership (EOC Director and Deputy Director)
• Management (Management Section Coordinator and EOC PIO) • Operations (Operations Section Coordinator)
• Logistics (Logistics Section Coordinator)
• Finance (Finance and Administration Section Coordinator) • Planning and Intelligence (Planning Section Coordinator) 4 Discuss needs for additional plans (e.g., Evacuation Plan, Traffic Plan, etc.) 5 Roundtable and Closing Comments (All)
6 Adjourn (Plans Section)
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APPENDIX I: EOC ACTION PLANNING AND SITUATION REPORTING 128 Outcome(s): A set of EOC Objectives for the NEXT OPERATIONAL PERIOD Next Step(s):
• EOC Director or Deputy Director approves EOC Objectives • Section Meetings to Prepare for the Strategy Meeting
• Strategy Meeting time: ___________________________________________ DRAFT – REVIEW ONLY
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APPENDIX I: EOC ACTION PLANNING AND SITUATION REPORTING 129 Step 3: Section Meetings: ICS Form 201, Incident Briefing Form, EOC Form 202, and/or ICS Form 209 Incident Status Summary Form are reviewed by Section Coordinators with their staff and other appropriate EOC Team members. The EOC Director or Deputy Director will update the initial objectives if warranted. After their Section Meeting, staff will work towards the objectives for their current operational period under the leadership of their Section Coordinators until the next EOC All Staff Meeting.
FIGURE I.3 – PLANNING CYCLE STEP 3
EOC
Briefing
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APPENDIX I: EOC ACTION PLANNING AND SITUATION REPORTING 130 Step 4: EOC All Staff Meeting: The EOC All Staff Meeting provides incident updates and EOC Section status reports, allow for all EOC staff to be addressed by EOC and City leadership, and discuss EOC objectives for the current operational period. All EOC staff are expected to attend this meeting, however meeting coordination and speaking will primarily be handled by EOC leadership, all EOC Section Coordinators, and special guests as appropriate. The Planning Section Coordinator conducts the EOC All Staff Meeting following the agenda template in Table I.3.
FIGURE I.4 – PLANNING CYCLE STEP 4
EOC
Briefing
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APPENDIX I: EOC ACTION PLANNING AND SITUATION REPORTING 131 At the conclusion of the meeting, the Planning Section Staff will indicate when all elements of the plan and support documents are required to be submitted so the individual elements of the draft EOC EAP can be edited, collated, reviewed, and approved by EOC leadership, and shared with all EOC staff upon finalization.
Table I.3: EOC All Staff Meeting Template
Facilitator: Planning Section Coordinator
Purpose:
• Receive a situation update regarding the incident and field operations. • Receive updates from each EOC Section Coordinator
• Discuss and resolve issues prior to approving EOC EAP • Gather information needed to support the completion of the draft EOC EAP
Attendees: All EOC Staff
(Add members as required)
1 Bring meeting to order, conduct roll call, and cover ground rules for the meeting (Planning Section Coordinator)
2 Situation Update (Planning and Intelligence Coordinator, or Representative from Incident Command)
3 EOC Section Updates and Needs
• Management (Management Section Coordinator and EOC PIO) • Operations (Operations Section Coordinator)
• Logistics (Logistics Section Coordinator)
• Finance (Finance and Administration Section Coordinator) Planning & Intelligence (Planning Section Coordinator)
4 Discuss status of completion of CURRENT operational period objectives (Planning Section Coordinator and Operations Section Coordinator) 5 Discuss what information is still needed to complete the draft EOC EAP for the NEXT operational period. (Planning Section Coordinator) 6 Roundtable and Closing Comments (All, ending with the EOC Director or Deputy Director)
7 Adjourn (Plans)
Outcome(s): Establish situational awareness and share the most current available information with all EOC staff.
Next Step(s):
• Gather outstanding information needed to complete the EOC EAP for the next operational period.
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APPENDIX I: EOC ACTION PLANNING AND SITUATION REPORTING 132 Step 5: EOC EAP Final Preparation: The next step in the Action Plan Process is final plan preparation and approval. The written plan is comprised of a series of standard forms and supporting documents developed during this process that convey the EOC Director/Deputy Director’s intent and the objectives set to accomplish the plan for that Operational Period amongst other valuable information such as staffing charts, a situation status (SitStat) report, and GIS data.
FIGURE I.5 – PLANNING CYCLE STEP 5
EOC
Briefing
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APPENDIX I: EOC ACTION PLANNING AND SITUATION REPORTING 133 Once the EOC Director or Deputy Director has signed off and finalized all forms and contents of the EOC EAP, the action plan will be considered finalized. Once finalized, the EOC Planning Section will accomplish the following:
1. Get hardcopy wet signatures of approval on all finalized EOC EAP components from the EOC Director or Deputy Director.
2. Add “Approved, Signature Available Upon Request” to digital versions of final draft components of the approved EOC EAP.
3. Collate all finalized EOC EAP elements into one document digitally (this will allow hyperlinks within the EOC EAP to be useable by staff). Hardcopy collating and photocopying should be an option of last resort.
4. File the hardcopy/wet signature version of the EOC EAP in accordance with local filing protocols.
5. Print copies of the final EOC EAP and disseminate to EOC staff.
6. Email the final SitStat Report and EOC EAP to the OEM Duty Officer.
The EOC Liaison will share the finalized SitStat Report to Op Area partners, City leadership. The EOC Director will share it with the City Council.
NOTE: Unless otherwise directed by the EOC Director or Deputy Director, the EOC EAP is NOT APPROVED for dissemination to personnel and agencies outside of the EOC as it may have sensitive incident data or contact information for individual staff members.
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APPENDIX I: EOC ACTION PLANNING AND SITUATION REPORTING 134 Step 6: EOC Staff Shift Changeover: Relieving personnel will start to report to the City EOC towards the end of the operational period. During this period of staff transition, EOC staff are expected to fully brief their replacements on the situation, their individual lines of effort, and objectives for the new operational period.
FIGURE I.6 – PLANNING CYCLE STEP 6
EOC
Briefing
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APPENDIX I: EOC ACTION PLANNING AND SITUATION REPORTING 135 The expectation is that incoming staff are fully prepared to continue EOC activities before the start of the new operational period. It is strongly recommended that each EOC Section Coordinator meet with their assigned staff for a detailed review of their respective assignments during the time between the start of staff changeover and the EOC Briefing. Table I.4 provides a template for EOC Section Coordinators to initially meet with replacing staff.
Table I.4: Section Transition Meeting Template
Facilitator: EOC Section Coordinator
Purpose:
• Distribute approved EOC Action Plan
• A “stand-up” briefing conducted by each individual EOC Section at the end/beginning of each Operational Period to brief the EOC EAP to oncoming EOC Staff
• Staff introductions
Attendees: All Incoming Staff for each EOC Section- Distribute the approved EOC EAP to all EOC Section Staff before the briefing begins
1 Current Situation Review (EOC Section Coordinator)
2 Review Objectives from EOC Action Plan (EOC Section Coordinator) 3 Review the EOC Form 207 or other applicable EOC organizational chart with staff (EOC Section Coordinator)
4 Provide Logistics Guidance (i.e., forms, process) (EOC Section Coordinator) • All resource requests must be approved verbally or in writing by the Section Coordinator before being submitted to Logistics for fulfillment • All resource requests must be submitted electronically using the EOC’s Logistics Resource Request Portal unless otherwise directed 5 Provide Finance/Administration Guidance (i.e., forms, process) (EOC Section Coordinator)
• All EOC staff and personnel working in the field under the direction of the EOC (I.e. those working in shelters, runners, etc.) and support staff, including those in Department Operations Centers (DOCs) must complete an EOC Form 214 for every shift worked.
• All completed EOC Form 214s must be submitted to the EOC Section Coordinator at the end of each shift.
• EOC staff are not excused from their shift until they have turned in their completed EOC Form 214 to their EOC Section Coordinator and have been given authorization to leave.
6 Review safety-related information within the EOC EAP (EOC Section Coordinator) 7 Roundtable discussion and questions (All EOC Section Staff) 8 Closing Comments (EOC Section Coordinator)
Outcome(s): A completed EOC Action Planning process
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APPENDIX I: EOC ACTION PLANNING AND SITUATION REPORTING 136 Next Step(s):
• Execute & assess the plan
• Attend the EOC Briefing
• Prepare for the next Objectives Meeting (EOC Section Coordinators) • Objectives Meeting time: ________________________________________ DRAFT – REVIEW ONLY
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APPENDIX I: EOC ACTION PLANNING AND SITUATION REPORTING 137 Step 7: EOC Briefing: The EOC Briefing involves all EOC staff and covers the same topics as EOC All Staff meetings (see Step 4) EXCEPT representatives from the City may be invited to participate in the meeting via conference call at the discretion of the EOC Director/Deputy Director. This allows the City to maintain situational awareness of City EOC activities, voice concerns or needs, and provide report outs if they wish. Doing this allows EOC staff to understand lines of effort and potential operations-impacting concepts at the beginning of their operational period.
FIGURE I.7 – PLANNING CYCLE STEP 7
EOC
Briefing
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APPENDIX I: EOC ACTION PLANNING AND SITUATION REPORTING 138 The EOC Director or Deputy Director will determine if it is appropriate to open this meeting to include participation by non-City agencies and jurisdictions who are stakeholders to the City’s response. Regardless of whether or not outside agencies are invited to participate, the briefing will follow the same format as the EOC All Staff Meeting and be facilitated by the EOC Planning Section Coordinator. See Step 4 for the template meeting agenda to be used at this point of the EOC action planning process.
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APPENDIX J: CONTINUITY FRAMEWORK 139
APPENDIX J: CONTINUITY FRAMEWORK
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APPENDIX J: CONTINUITY FRAMEWORK 140
Background: A major disaster could result in great loss of life, including the death or injury of key government officials. In the aftermath of a major disaster, law and order must be preserved, and essential government services must be maintained. It is particularly essential that local units of government continue to function. Applicable portions of the California Government Code and the State Constitution provide authority for the continuity and preservation of state and local government.
Government at all levels is responsible for providing continuous, effective leadership and authority over all aspects of emergency services operations, including preparedness, response, recovery, and mitigation. Under California’s concept of mutual aid, local officials remain in control of their jurisdiction’s emergency operations, while others may provide additional resources upon request.
Preservation of Local Government: Article 15 of the California Emergency Services Act provides the authority, as well as the procedures, to maintain the continued functioning of political subdivisions within the state of California. Generally, Article 15 permits the appointment of up to three standby officers for each member of the governing body and up to three standby officers for the chief executive if not a member of the governing body.
Article 15 provides for the succession of officers who head departments responsible for maintaining law and order or furnishing public services relating to health and safety. Article 15 also outlines procedures for the continued functioning of political subdivisions in the event the governing body, including standby officers, is unavailable to serve. In this context, “unavailable” means that the official is killed, missing, or so seriously injured that they are unable to attend meetings and otherwise perform their duties.
City Continuity of Operations Plans: The City of Goleta’s continuity planning consists of two core sections: the City’s Continuity of Operations Base Plan and individual Continuity of Operations plans (COOPs) for each City Department.
The City Continuity of Operations Base Plan is the overarching framework designed to address the coordination of City-wide and multi-departmental response to disruptions to City operations.
This Plan includes prioritization of essential services, allocation of limited resources including staffing, development of policy changes, and coordination with the EOC or other activated resources. The City Continuity of Operations Base Plan will be activated by the City Manager/Director of Emergency Services or designee 1) at the request of City Departments to support the continued performance of essential functions, 2) at the discretion of the City Manager/Director of Emergency Services or designee, and/or 3) if two or more departments have been impacted due to a current incident or when a future incident has a potential impact on the DRAFT – REVIEW ONLY
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APPENDIX J: CONTINUITY FRAMEWORK 141
continuous performance of essential functions. Every 48 hours of cumulative EOC activation, the COOP plan consideration for activation should be revisited.
Additionally, each department of the City of Goleta has developed and continues to maintain their respective COOP. Individual department COOPs codify each department’s mission, essential functions, key facilities and resources, and devolution concepts amongst other vital planning considerations. These plans allow for the continued performance of essential functions of each department by continuing to provide essential services to the community whenever there is a disruption to normal operations. The City of Goleta Emergency Services Division is the lead coordinator for City Department planning COOP efforts, however each individual department is responsible for maintaining their respective COOP.
City staff should reference their department’s COOP in the event that an emergency impacts the department’s ability to perform essential functions.
Lines of Succession for Officials Charged with Discharging Emergency Responsibilities: Article 15, § 8638 of the California Emergency Services Act authorizes governing bodies to designate and appoint three standby officers for each member of the governing body and for the chief executive if not a member of the governing body. Standby officers take the same oath as regular officers.
These standby officers are designated numbers 1, 2, or 3, respectively. • GMC § 2.03.050 specifies that the City Manager may designate an acting City Manager during any temporary absence or disability, and such letter is on file with the City Clerk. • GMC § 2.04.010 specifies that the City Manager may appoint an acting City Clerk, when the existing individual is unable to serve.
• GMC § 2.10.040 designates the Director of Emergency Services the power to develop an order of succession. The City Continuity of Operations Plan contains a section approved by the Director of Emergency Services denoting the order of succession.
Article 15, § 8644 of the California Emergency Services Act establishes a method for reconstituting the governing body.
In accordance with and as required by § 8640 of the Government Code of the State of California, each person holding a position designated as a standby officer shall take an oath of office required for the officer occupying the office for which the officer is standby. Persons acting in interim, acting, or temporary capacities in the positions designated as standby officers for other positions shall not take an oath of office and shall not assume the standby duties designated; in this case, the next designated standby officers shall assume the standby office.
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APPENDIX J: CONTINUITY FRAMEWORK 142
Article 15, § 8642 of the California Emergency Services Act orders 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, § 8643 of the California Emergency Services Act describes the duties of a governing body during emergencies as follows:
• Ascertain the damage to the jurisdiction and its personnel and property. • Reconstitute the governing body and any subdivisions by filling vacancies. • Perform functions in preserving law and order and furnishing local services.
Preservation of Vital Records: Vital records are defined as those records that are essential to:
• Protect and preserve the rights and interests of individuals, governments, corporations, and other entities. Examples include vital statistics, land and tax records, license registers, and articles of incorporation.
• Conduct emergency response and recovery operations. Records of this type include utility system maps, locations of emergency supplies and equipment, emergency operations plans and procedures, personnel rosters, etc.
• Reestablish normal governmental functions and protect the rights and interests of the government. Constitutions and charters, statutes and ordinances, court records, official proceedings, and financial records will be included here.
Record depositories should be located well away from potential danger zones and/or housed in facilities designed to withstand blast, fire, water, and other destructive forces. Such action will improve the likelihood that constitutions and charters, statutes and ordinances, court records, official proceedings, financial records, plans, and policies will be available following any disaster.
Each department within the City must identify, maintain, and protect its own essential records.
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APPENDIX K: ANNEX LIST
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Appendix K: This is a table of supporting plans to the City’s EOP.
Title Date
Adopted
Date Last
Reviewed
City of Goleta Standard Operating Guidelines:
Emergency Operations Center DRAFT
Emergency Operations Center - Finance and
Administration Section
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Public Safety Messaging DRAFT
City of Goleta Continuity of Operations Plan DRAFT
Lake Los Carneros Emergency Action Plan DRAFT
Attachment 2
City of Santa Barbara Ordinance Chapter 10.52-Bicycles
CHAPTER 10.52
BICYCLES
Prior History: Prior code §§ 31.62 and 31.64; Ord. 2173, 1959; Ord. 3033, 1965; Ord. 3350, 1969; Ord. 3795, 1975; and Ord. 5883, 2019
§ 10.52.010. Definitions.
For the purpose of this chapter, the following words and phrases are defined as follows:
Bicycle. The same meaning as defined in California Vehicle Code Section 231, as it may be amended from time to time.
Bicycle Lane. The same meaning as defined in Street and Highways Code Section 890.4, as it may be amended from time to time.
Bicycle Path or Bicycle Trail. The same meaning as defined in California Vehicle Code Section 231.5, as it may be amended from time to time.
E-Conveyance. Any electric bicycle, electric scooter, electric skateboard, or other device that is designed to convey one or more people and is capable of being powered by human propulsion or electric motor propulsion.
Electric Bicycle. All bicycles equipped with operable pedals and an electric motor, and shall include Class 1, Class 2, and Class 3 units as defined in California Vehicle Code Section 312.5, as it may be amended from time to time.
Electric Skateboard. A device that has a floorboard that is designed to be stood upon when riding that may powered by an electric motor and is capable of being powered by either human propulsion or electric motor propulsion.
Motorized Bicycle. The same meaning as defined in California Vehicle Code Section 406, as it may be amended from time to time.
Motorized Scooter. The same meaning as defined in California Vehicle Code Section 407.5, as it may be amended from time to time.
Narrow Width Lane. A lane that is too narrow for a bicycle and a vehicle to travel safely side by side within the lane.
Pedestrian. Has the same meaning as defined in California Vehicle Code Section 467, as it may be amended from time to time.
(Ord. 6173, 3/4/2025)
§ 10.52.020. Unsafe Operation.
No person shall ride a bicycle or e-conveyance in an unsafe manner on a public street, public right-of-way, public place, or place open to the public for vehicle or pedestrian travel.
A. Riding in an unsafe manner means an operation:
1. In a manner that violates an existing traffic safety law; or City of Santa Barbara, CA
§ 10.52.010 § 10.52.020
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2. In a manner that constitutes a danger to the operator, a passenger, other motorists, other riders, pedestrians, or property.
B. Examples of riding in an unsafe manner may include, but are not limited to, the following examples:
1. Riding on a public street or bikeway against the flow of traffic.
2. Not yielding to vehicles or pedestrians when required.
3. Operating an e-conveyance in a manner it was not designed for, including carrying passengers when not designed for carrying passengers.
4. Failing to obey posted traffic or other signs.
5. A person under the age of 18 riding without a properly fitted and fastened helmet.
6. Engaging in racing or speed contests.
7. Carrying any package, bundle, item or article which prohibits the operator from having full control and forward visibility at all times.
8. Operating a bicycle or e-conveyance at a speed greater than is reasonable and prudent under the conditions then existing taking into account the weather, pedestrian and vehicular traffic, and the surface and width of the sidewalk or roadway.
9. Performing any acrobatics, tricks, wheelies, or stunts when pedestrians or moving vehicles are close proximity.
C. Any person operating a bicycle or e-conveyance upon a street at a speed less than the normal speed of traffic moving in the same direction at such time shall ride as close as practicable to the right-hand curb or edge of the roadway, except under any of the following situations:
1. When overtaking and passing another bicycle, e-conveyance, or vehicle proceeding in the same direction.
2. When preparing for a left turn at an intersection or into a private road or driveway.
3. When reasonably necessary to avoid conditions (including, but not limited to, fixed or moving objects, vehicles, e-conveyances, bicycles, pedestrians, animals, surface hazards, or narrow width lanes) that make it unsafe to continue along the right-hand curb or edge.
4. When operating as close as practicable to the left-hand curb or edge of the roadway on a one-way street.
D. Persons riding or operating bicycles or electric bicycles shall not ride more than two abreast, except on paths or parts of a roadway set aside for the exclusive use of City of Santa Barbara, CA
§ 10.52.020 § 10.52.020
Downloaded from https://ecode360.com/SA5006 on 2026-07-20 (Ord. 6173, 3/4/2025)
§ 10.52.030. No Bicycles or Electric Bicycles on Sidewalks.
No person shall ride a bicycle or electric bicycle on any sidewalk except:
(Ord. 6173, 3/4/2025)
§ 10.52.040. Equipment.
(Ord. 6173, 3/4/2025)
§ 10.52.050. Parking.
No person shall leave or park a bicycle, motorized bicycle, or e-conveyance in a manner that obstructs the pedestrian travel way of any sidewalk or pedestrian path, or on public property in violation of any official sign prohibiting parking of bicycles at a location. (Ord. 6173, 3/4/2025)
§ 10.52.060. Enforcement.
bicycles.
E. Any person operating a bicycle or e-conveyance who is emerging from an alley, driveway, bicycle path, building or otherwise approaching upon a sidewalk or sidewalk area, shall yield the right-of-way to all pedestrians on such sidewalk or sidewalk area, and upon entering a bicycle lane, highway, or street shall yield the right-of-way to all vehicles, bicycles, or e-conveyances on the roadway.
A. A person may ride a bicycle or electric bicycle on any area designated as a driveway; or
B. Any area designated as a bikeway by the City Council.
A. All persons under the age of 18 operating or riding as a passenger upon a bicycle or e-conveyance on a public street, public right-of-way, public place, or place open to the public for vehicle and pedestrian travel must wear a properly fitted and fastened bicycle helmet.
B. No person shall operate a bicycle or electric bicycle on a roadway unless it is equipped with a brake that will enable the operator to make one braked wheel skid on dry, level, clean pavement.
C. All bicycles and electric bicycles shall have reflectors affixed to both the front and back wheels and on the rear of the bicycle or electric bicycle.
D. All bicycles and electric bicycles operated during darkness upon shall be equipped with a lamp emitting a white light that, while the bicycle is in motion, illuminates the ground in front of the bicycle or electric bicycle and is visible from a distance of 300 feet in front and from the sides of the bicycle.
A. Any person who violates the provisions of this chapter shall be subject to an infraction or administrative citation as described in subsection B below. First City of Santa Barbara, CA
§ 10.52.020 § 10.52.060
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§ 10.52.070. Tampering with Manufacturer Serial Number.
No person shall remove, destroy, mutilate or otherwise alter the serial number permanently stamped or cast on a bicycle or e-conveyance’s frame by the bicycle or econveyance manufacturer. (Ord. 6173, 3/4/2025)
responders, as defined by California Government Code Section 8562, are exempt from this chapters while in the performance of their duties.
B. Administrative Fines. A violation of this chapter is also punishable by the following:
1. An administrative fine not exceeding $100.00 for the first violation.
2. An administrative fine not exceeding $200.00 for a second violation within one year of the first violation;
3. An administrative fine not exceeding $500.00 for each additional violation within one year of the first violation.
C. Appeal. Administrative citations issued pursuant to this chapter may be appealed according to the provisions of Sections 1.25.090 through 1.25.120 of this Code. In reviewing an appeal, the Hearing Administrator shall take into consideration the person’s ability to pay the fine. The citation must include notice of the right to appeal, including the right to request an ability-to-pay determination and shall make available information regarding how to file an appeal. If a person meets the criteria described in Government Code Section 68632(a) or (b), the City will accept, in full satisfaction, 20% of the administrative fine imposed pursuant to this section.
D. Violations by Minors. Any minor cited for committing a violation under Section
10.52.020 shall be required to participate in the Youth Diversion Program (or a substantially similar program if the Youth Diversion Program should cease to operate) that will help facilitate education on bicycle and e-conveyance safety. If the minor fails to participate in or complete the Youth Diversion program, the minor will then be issued an administrative fine pursuant to Section 10.52.060, and the parents or legal guardian(s) of that minor shall be jointly and severally liable for the administrative fine pursuant to this chapter. Both the minor and the parents or legal guardian(s) of that minor have the right to appeal the citation pursuant to this section prior to enrolling into the Youth Diversion Program or paying the administrative fine.
With respect to minors whose bicycling activities are in violation of this chapter and where such activities result in damage to public property, the City may, pursuant to California Civil Code Section 1714.1, pursue a civil complaint in tort for property damage caused by such activity against the minor’s parent(s) or guardian having custody and control of the minor.
City of Santa Barbara, CA
§ 10.52.060 § 10.52.080
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Nothing in this chapter shall apply to pedestrians as defined above in Section 10.52.010. (Ord. 6173, 3/4/2025)
City of Santa Barbara, CA
§ 10.52.080 § 10.52.080
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City of Carpinteria Ordinance Chapter 10.60 Bicycles and Electric Mobility Devices Title 10 - VEHICLES AND TRAFFIC
Chapter 10.60 BICYCLES AND ELECTRIC MOBILITY DEVICES
Carpinteria, California, Code of Ordinances Created: 2026-05-28 08:25:10 [EST] (Supp. No. 55)