Agenda packet — Gonzales City Council, September 3, 2024

Any writing or documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection at City Hall located at 147 Fourth Street, Gonzales, California, during normal business hours.

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A G E N D A

JOINT MEETING OF THE

GONZALES CITY COUNCIL AND

GONZALES SUCCESSOR AGENCY
CITY COUNCIL CHAMBERS – 117 FOURTH STREET
GONZALES, CA 93926
TUESDAY, SEPTEMBER 3, 2024
6:00 P.M.

CALL TO ORDER

PLEDGE OF ALLEGIANCE

1. ROLL CALL- City Council/Successor Agency
Mayor Pro Tem/Vice Chair Scott Funk, Council/Agency Member Liz Silva, Council/Agency Member Lorraine Worthy, Council/Agency Member Maria Orozco, Mayor/Chair Jose L. Rios
Successor Agency Item

If you wish to make either a general public comment or to comment on a specific agenda item, please use the Raise Hand function. You will be allowed three minutes for your comments.

If you choose not to attend the City Council meeting but wish to make a comment on a specific agenda item, please submit your comment limited to 250 words or less by 12:00p.m. on the day of the meeting to the City Clerk at [email protected]

PRESENTATIONS

2. Fire Department Update

BUSINESS FROM THE PUBLIC

3. Business from the Public not on the Agenda; any member of the Public may address the Council/Agency for a period not to exceed three minutes on any subject not on the Agenda. The Council/Agency will listen to all communications but may take no action. *
Any writing or documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection at City Hall located at 147 Fourth Street, Gonzales, California, during normal business hours.

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CONSENT AGENDA
All matters listed under the Consent Agenda are considered routine by the City Council and will be adopted by one action of the Council unless any Council Member has a question or wishes to make a statement or discuss an item. In that event, the Mayor will remove the item from the Consent Calendar for separate consideration.

4. Approve the Joint City Council and Successor Agency - Regular Meeting - August 19, 2024 Minutes

5. Approve City Accounts Payable Warrants #50648-50686

6. Consider Adoption of the Updated Version of the City of Gonzales Emergency Operations Plan, including the recently added section for power outage emergencies

7. Consider Approval of Resolution No. 2024-54, A Resolution of the City Council of the City of Gonzales Designating Resurfacing the 100 and 200 Blocks of Fourth Street as the City’s Priority Project for FY 2024-2025 to be Funded by SB 1 “The Road Repair and Accountability Act of 2017”

REGULAR AGENDA

8. Consider Approval of Proclamation No. 2024-06 Proclaiming September as the City of Gonzales’ Community Beautification Month
a) Staff Report
b) Public Comment
c) Council Discussion
d) Council Action
Staff Recommended Action-Adopt Proclamation No. 2024-06

9. Public Hearing to Consider Adoption, Waiver of Reading, and Reading by Title Only Ordinance No. 2024-146, An Ordinance of the City Council of the City of Gonzales Amending Chapter 3.16- Purchasing Procedures of Title 3- Revenue and Finance of the Gonzales City Code to Increase the Bidding Requirement Threshold for the Purchase of Supplies and Equipment From $5,000 to $50,000
a) Staff Report
b) Public Hearing
c) Council Discussion
d) Council Action
Staff Recommended Action-Adopt Ordinance No. 2024-146

10. Consider a) Awarding a Construction Contract to Sierra Construction & Excavation, Inc. for the Industrial Wastewater Pipeline Contract; b) Authorizing Task Order #2 with Dudek Consulting; and c) Authorizing Task Order #2 with MNS Engineers
a) Staff Report
b) Public Comment
c) Council Discussion
d) Council Action
Staff Recommended Action-Award the Contract to Sierra Construction & Excavation, Inc. and direct the City Manager to Execute the contract in the amount of $8,500,000 including a contingency budget of $889,825 for unanticipated field changes; Authorize Task Order #2 Under a Master Service Agreement with Dudek Consulting for Design Support during construction in the amount of $292,664 including a contingency budget of $38,174; and Authorize Task Order #2 under a Master Service Agreement with MNS Engineers for Construction Management and Inspection in the amount of $750,000 including a contingency budget of $57,244

GONZALES YOUTH COUNCIL UPDATES

11. Oral Communications
*
Any writing or documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection at City Hall located at 147 Fourth Street, Gonzales, California, during normal business hours.

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BUSINESS FROM CITY COUNCIL

12. City Council Board/Committee Reports
a. Transportation Agency for Monterey County
b. Mayor Selection Committee
c. Salinas Valley Recycles
d. Measure K Oversight Committee

13. Oral Communications

BUSINESS FROM CITY MANAGER

14. Oral Communications

ADJOURNMENT

In compliance with the American with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk at (831) 675-5000. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. (CFR 35.102-

35.104 ADA Title II). This is a public meeting and as such, can be seen live by people present or online and is being recorded; therefore; anything you say or do here is public information. The recordings are available online.

I, Mary Villegas, Deputy City Clerk of the City of Gonzales, do hereby certify that a copy of the foregoing Joint City Council/Successor Agency Regular Meeting Agenda was posted at City Hall, Council Chambers, and on the City’s website by Wednesday, August 28, 2024, at 5:00 p.m. 8/28/24
Mary Villegas Date

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MINUTES

JOINT MEETING OF THE

GONZALES CITY COUNCIL AND

GONZALES SUCCESSOR AGENCY
MONDAY, AUGUST 19, 2024
6:00 P.M.

CALL TO ORDER
The meeting was called to order at 6:00 PM by Mayor Jose L. Rios.

PLEDGE OF ALLEGIANCE
The flag salute was recited by all present.

1. ROLL CALL
Attendee Name Title Status
Jose L. Rios Mayor/Chair Present
Scott Funk Mayor Pro Tem/Vice Chair Present
Liz Silva Council/Agency Member Present
Lorraine Worthy Council/Agency Member Present
Maria Orozco Council/Agency Member Present

STAFF PRESENT
City Manager Carmen Gil, City Attorney Michael F. Rodriquez, Community Development Director Taven Kinson Brown, Executive Assistant to the City Manager/Deputy City Clerk Mary Villegas, Administrative Assistant II Esthela Palmerin, Public Works Director/City Engineer Patrick Dobbins, Fire Chief Jason Muscio, and Police Chief Keith Wise.
* Successor Agency Item
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Minutes Acceptance: Minutes of Aug 19, 2024 6:00 PM (CONSENT AGENDA) AGENDA
ITEM
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PUBLIC NOTICE
This meeting is being conducted consistent with State of California Executive Order N-29-20 dated March 17, 2020, regarding the COVID-19 pandemic. The public may participate in person or online via zoom at https://us06web.zoom.us/j/87020263943 or call 1 (669) 900-6833 and use Meeting ID: 870 2026 3943. If you wish to make either a general public comment or to comment on a specific agenda item, please use the Raise Hand function. You will be allowed three minutes for your comments.

PRESENTATIONS

2. Consider Approval of, and Present Proclamation No. 2024-05 Proclaiming September 2024 as National Alcohol and Drug Addiction Recovery Month
RESULT: APPROVED [UNANIMOUS]
MOVER: Scott Funk, Mayor Pro Tem
SECONDER: Maria Orozco, Council Member
AYES: Jose L. Rios, Scott Funk, Liz Silva, Lorraine Worthy, Maria Orozco Maria Camacho, Sun Street Centers South County Prevention Program Manager, received the Proclamation and introduced Youth Leaders Angelina Alcala, Jocelyn, and Juanita Chavez who were part of the STEPS Program. She thanked the City for their continued support of their mission and preventative measures to bring awareness to our communities.

The Youth Leaders expressed their appreciation to the City for the support by helping them make a difference in our communities, and expressed their mission was to prevent alcohol and drug addiction by offering education, prevention, treatment and recovery to individuals and families.

They explained that the STEPS (Safe Teens Empowerment Project) program has had the opportunity to support people in recovery by writing letters of encouragement, and they had actively promoted national recovery by engaging activities like the homecoming parade float, and inspiring posters advocating for recovery.

3. GYC Summer Fellowship Capstone
Youth Commissioners Valeria Cardenas and Emily Mendez introduced themselves and presented their capstone presentation. They explained the Gonzales Youth Council purpose, the program overview, the purpose of the fellowship, their experience of their fellowship, an overview of platform projects, next steps in moving forward, future projects, and recommendations. They expressed their gratitude to everyone they had the privilege of meeting and collaborating with, and they shared they had the opportunity to grow as leaders, build valuable connections, and gain a deeper understanding of their city governance and school administration. They aimed to inspire the next generation to be civically engaged and to advocate for the betterment of our community.

4. 3CE Annual Report to the City Council
Judith Young, 3CE Senior Account Manager, presented a powerpoint presentation explaining the different members of the organization, the 2023 year in review, 3CE innovation priority, the key to their procurement strategy, California breaking renewable energy records, 3CE power delivery, growing sustainable agriculture, and investing in the City's energy transition.

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Minutes Acceptance: Minutes of Aug 19, 2024 6:00 PM (CONSENT AGENDA)

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Justin Leblanc, Soledad Resident, commented about his background regarding projects all around the State to help municipalities advance the quality of their grid for the electrification, and coming across a new funding source for municipalities that allowed projects to be done at no money down during planning, engineering, procurement, and construction until the project was active.

BUSINESS FROM THE PUBLIC

5. Business from the Public not on the Agenda; any member of the Public may address the Council for a period not to exceed three minutes on any subject not on the Agenda. The Council will listen to all communications, but may take no action.

Marilyn Gibbons and Douglas McFarland commented their teammates and they live in Monterey County and were volunteers, not spokespersons with the United Sovereign Americans also known as USA. They read an analysis of the 2022 election they said was done by highly qualified teams and a summary of the UDA Resolution with their findings, the laws that applied, and a call to end inaccurate and uncertain elections. They provided a copy of the same to the City Clerk and the Council.

Henry Martinez Sr. apologized for his behavior at the last meeting and elaborated on his emotions and reasons for it. He also elaborated on the complaints he filed against an officer that was there at the meeting, and the incident on the Fourth of July where he felt attacked.

Roman Barba said loud music was an issue and commented about a resident who had his car doors open with pounding music. He asked why the Police Department was not giving tickets for that and felt they were not doing their job. He wanted the loud music ordinance to be brought forward to see if the department was telling the truth.

CONSENT AGENDA

6. Approve the Joint City Council and Successor Agency - Regular Meeting - August 5, 2024 Minutes

7. Approve City Accounts Payable Warrants #50599-50647

8. City Manager’s Report

9. Community Engagement & Recreation Departments Activity Report

10. Community Development Department Activity Report

11. Fire Department Activity Report

12. Police Department Activity Report

13. Public Works/City Engineer Department Activity Report

14. Consider Renewal of a Three-Year Lease Agreement Between the City of Gonzales and David Ramirez D.D.S. for the Property Located at 421 Center Street with the Option to Extend the Lease at a New Monthly Rate for an Additional Two-Year Term, Following Expiration of the Initial Term (August 31, 2027)

15. Consider Approval of Resolution No. 2024-53, A Resolution of the City Council of the City of Gonzales Amending the Adopted Conflict of Interest Code Council Member Worthy pulled item 7. She asked about the Pacheco Water Store warrant for a small business loan for $81,000.
*
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Minutes Acceptance: Minutes of Aug 19, 2024 6:00 PM (CONSENT AGENDA)

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Community Development Director Kinison Brown responded that was a loan approved by the City through the recycling of CDBG monies on July 11, 2023 for $100,000, and in September, the awardee drew down a check of about $18,000, so this one represented the balance. He mentioned that was a pool of money that the City recycled as repayments were made from about ten recipients and collected for other businesses.

City Manager Gil added that was money that could only go to support small businesses and could not be used for anything else. She said that any time the City got the money back from when a business paid their loan off, then someone else could apply.

Council Member Silva shared a comment with regards to item 13, page 43, subtitled parks, where we received the results from the ballots that were sent out. She felt disappointed that only about a third of the property owners took the time to cast the ballots, so the other two thirds, if they had an issue with things not getting done, maybe they should have submitted their ballot. She added there were 333 property owners that were sent ballots, and we only received probably about 130 or so. She added that whenever things go wrong, they need to talk to the property owners that did not take the time to cast their ballot.

With regards to a warrant for fumigation for $10,000, Mayor Rios felt that was an awful lot of money and thought we could have bought the trees versus fumigating them.

Public Works Director Dobbins clarified that $10,000 wasn’t for the treatment, it was like they had heard it before, one of the invoices of several that were processed for Smith and Enright, and less than $2,000 was for treating several trees. But the invoices were paid together in the month.

Mayor Rios thanked him and said that clarification was so much better and now knows that wasn't the amount for that.

Public Works Director Dobbins indicated this was how the old financial system generated them.

City Manager Gil added that was what staff was dealing with the old system where it only takes the first invoice that gets coded in, but the new system will be much better.

RESULT: APPROVED [UNANIMOUS] Consent Agenda Items 6-15
MOVER: Liz Silva, Council Member
SECONDER: Maria Orozco, Council Member
AYES: Jose L. Rios, Scott Funk, Liz Silva, Lorraine Worthy, Maria Orozco

REGULAR AGENDA

16. Vista Lucia Specific Plan Update
Staff Report: Community Development Director Kinison Brown presented the staff report via powerpoint presentation explaining the primary actions since the May 20th update, the public outreach efforts to increase awareness, tentative map, annexation area, and remaining actions.

City Manager Gil translated for the report to the Spanish speaking audience.

Public Comment: Roman Barba asked what the neighborhood green shown on the map was.

Community Development Director Kinison Brown responded it was a gathering spot.

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Minutes Acceptance: Minutes of Aug 19, 2024 6:00 PM (CONSENT AGENDA)

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Mr. Barba said he didn’t like the park or that green part next to a school district.

Justin Leblanc commented about his previous comment that the funding source he had mentioned previously was available for all kinds of infrastructure and improvements to land.

Council Discussion: Council Member Silva shared her disappointment at the timing for the LAFCO hearings, but was glad we were moving forward.

Mayor Rios concurred with her and said we now have a very capable City Manager and it was further along than it was before but we were getting there, and had full confidence in staff this time we would get there.

Informational item. No action required.

17. Introduce, Waive Reading and Read by Title Only Ordinance No. 2024-146, Ordinance No. 2024-146, An Ordinance of the City Council of the City of Gonzales Amending Chapter 3.16- Purchasing Procedures of Title 3- Revenue and Finance of the Gonzales City Code to Increase the Bidding Requirement Threshold for the Purchase of Supplies and Equipment From $5,000 to $50,000
Staff Report: City Attorney Rodriquz presented the staff report.

Public Comment: There was none.

Council Discussion: Council Member Silva asked for clarification if this was for all Department Managers or just the City Manager.

City Attorney Rodriquez answered that was all expenditures and the City Manager's spending limit was set at the same $5,000 threshold. He indicated that the City Manager ultimately had the final authority, but all expenditures were still going to be within the established and approved budget that had been approved by the City Council.

Council Member Worthy asked if that should be clarified in the language because she didn’t see where it mentioned the City Manager.

City Attorney Rodriquez responded that the ordinance referred to the funding designation for the title of the person who authorized that, which was the Purchasing Officer, being the City Manager, but he will bring that clarification again at the next meeting.

RESULT: APPROVED [UNANIMOUS]
MOVER: Scott Funk, Mayor Pro Tem
SECONDER: Maria Orozco, Council Member
AYES: Jose L. Rios, Scott Funk, Liz Silva, Lorraine Worthy, Maria Orozco

18. Consider Approval of the Top Two Projects Developed by the Safe Routes to School Steering Committee
Staff Report: Public Works Director Dobbins presented the staff report.

Public Comment: Roman Barba commented Fifth Street will always be dangerous going over the bridge and talked about Marina's walkways.

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Minutes Acceptance: Minutes of Aug 19, 2024 6:00 PM (CONSENT AGENDA)

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Council Discussion: There was discussion about providing education to all schools about informing the students that they can't walk on a crosswalk that's closed since there were a lot of students still walking on the closed crosswalks in front of the construction site. City Manager Gil will reach out to the school to see what they could do collectively to remind everyone and let the parents know that's closed for their own safety.

RESULT: APPROVED [UNANIMOUS] top two projects (Pedestrian Safety Improvements at the Fifth Street/Rincon Road Intersection, and at the Fifth Street/US 101 Interchange), and directed staff to add the projects to the City’s Capital Improvement Program and engage a consultant for design services
MOVER: Liz Silva, Council Member
SECONDER: Lorraine Worthy, Council Member
AYES: Jose L. Rios, Scott Funk, Liz Silva, Lorraine Worthy, Maria Orozco

19. Consider Approval of Resolution No. 2024-54, A Resolution of the City Council of the City of Gonzales Adopting a Public Meeting Decorum Policy
Staff Report: City Attorney Rodriquez presented the staff report.

Public Comment: Henry Martinez Sr. thanked the Attorney for the informative report because steps needed to be followed. He commented on a time when he got ejected without warning. He felt the sign waving could be free speech, but he liked this policy.

City Attorney Rodriquez indicated the issue was whether or not it was disruptive and gave him an example.

Mr. Martinez hoped everyone would follow the procedure with proper notifications and he admitted last week he was off his senses.

Roban Barba asked if this applied to the Council Members too since he had seen members like in Salinas getting into it.

City Attorney Rodriquez responded he couldn’t speak to Salinas, but the rules of decorum that were going to be established would be applicable to anybody who was engaged in conduct that was disrupting.

Justin Leblanc commented about freedom of speech needing to be productive and constructive in order to be beneficial and elaborated on students engaging with teachers about free speech. He also mentioned about respective authority being one of the things that was worth reminding as a part of the decorum policy.

Council Discussion: None.

RESULT: APPROVED [UNANIMOUS]
MOVER: Lorraine Worthy, Council Member
SECONDER: Maria Orozco, Council Member
AYES: Jose L. Rios, Scott Funk, Liz Silva, Lorraine Worthy, Maria Orozco

GONZALES YOUTH COUNCIL UPDATES

20. Oral Communications
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Minutes Acceptance: Minutes of Aug 19, 2024 6:00 PM (CONSENT AGENDA)

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Youth Commissioners Cardenas and Mendez reported on doing more outreach for the Youth Council this week and presentations in the middle schools, as well as offering application assistance.

BUSINESS FROM CITY COUNCIL

21. City Council Board/Committee Reports
a. League of California Cities Monterey Bay Division
No report.
b. Association of Monterey Bay Area Governments
Mayor Pro Tem Funk reported on a number of informational items that AMBAG staff was working on for long term growth.
c. Monterey Salinas Transit
Council Member Worthy reported on the roadblock currently with the Coastal Commission regarding obtaining a development permit since 2019 and the concern with the project if administration changed.

22. Oral Communications
Council Member Orozco thanked staff and the agencies that participated in the National Night Out event, which was a great event. She thanked the Police Chief and Police Officers for putting together a great event since the community was seen enjoying the event. She also thanked those who donated to the Rotary Annual Golf Tournament which was a successful event, and all of the funds would go to scholarships for our students.

Mayor Pro Tem Funk thanked the Police and Fire Departments for the National Night Out that he heard a lot of great things about. He also wanted to bring a no camping ordinance. He said not only in parks but areas like the slough could be dangerous for folks to accumulate. He believed it was important that we re-evaluated how we had our ordinance written and elaborated on the various reasons.

Council Member Silva gave a shout out to Valeria Cardenas for being selected to be the Delegate at the Girls State Leadership Conference this summer by the American Legion Auxiliary. She also said she got to meet with both Commissioners along with Council Member Worthy and they were very nervous at first, but later they felt comfortable. She reported on the Salinas Valley Recycles Annual Employee Appreciation Dinner, and announced the Monterey County Fair August 29th to September 2nd. She also announced field trips that would be available to local school from the Education Center at Johnson Canyon, and information would be provided to some local schools.

Council Member Worthy reminded everyone about the Measure K Community Grants being open currently and September 9th was the deadline. She mentioned talking to the Public Works Supervisor Twisselmann to get a trellis for the tomatoes at the community garden, and encouraged people to go to the Community Garden to get the vegetables, and get involved in the so they could plant something. She echoed Council Member Silva’s comments about the Youth Commissioners who were really excited for the things happening this year.

Mayor Rios mentioned he brought to the City Manager’s attention, but also wanted to let the Chief know about a young man that was doing donuts in the middle of the Fourth and Day Streets intersection, and he even felt the smoke going towards him. He said he had seen and heard about young men taking off from Fifth Street heading down and taking up both lanes speeding and blowing past the stop sign on Fourth Street on weekends, in the evening.

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Minutes Acceptance: Minutes of Aug 19, 2024 6:00 PM (CONSENT AGENDA)

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He asked the Chief to inform the Officers that those things were happening. He apologized to both Chiefs for not attending the National Night out because a friend went to his house really upset and complained about waiting from 1pm- 4pm to get a roof inspection and elaborated on the situation.

BUSINESS FROM CITY MANAGER

23. Oral Communications
City Manager Gil updated that staff had been working on the Blue Zones project, Wings of Knowledge, and Save the Whales, and the County to continue planning and engaging the folks in the Community Garden and ensuring that the space was being maintained. She mentioned that Wings of Knowledge was able to install the irrigation system and the third garden box and were committed to paying an intern that would be able to help with maintenance of the garden on a weekly basis. She informed that Save the Whales had also committed to a one year leadership which entailed helping to engage youth in the community and also the coordination of continuing events, and now that the school had started, they were going to be actively taking classes over to the community garden on a monthly basis. She added that the County's Resource Conservation District were there on August 16th and will be there on August 23rd to do some site preparation and continue working on getting planting dates and would also be purchasing a banner with a site map where things should go. She announced a survey went out regarding our tax measure on the ballot, which is Measure S, asking residents what their priorities were or where they would like to see the funding go if the measure were to pass. She said so far, we had 22 responses. She shared some of the initial things staff was hearing like a new fire engine, clean and decent parks and open spaces, and street repairs, and staff is still gathering data. On another note, she reported talking to Rotary regarding the sales tax as well as providing some educational points.

Public Works Director Dobbins reported on the truck ban on Fifth Street, design consultant, and installation of signs; and sending letters on a quarterly basis to the processing facilities in the business park since they were generating the long-haul trucks.

Community Development Director Kinison Brown reported on the Rianda Cooler agricultural easement that LAFCO would be processing.

ADJOURNMENT
The meeting was adjourned at 8:27 PM.

ATTEST:

Mary Villegas, Deputy City Clerk
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Minutes Acceptance: Minutes of Aug 19, 2024 6:00 PM (CONSENT AGENDA) City Of Gonzales
Check Register Report
Check
Date
Check
Number
Status Amount
BANK:

Vendor
Number Vendor Name Check Description
RABOBANK Page: 1
Time: 8:29 am
Date: 08/19/2024
Void/Stop
Date
Reconcile
Date
RABOBANK Checks
50648 08/02/24 Printed 1922 A & G PUMPING, INC. Toilet Service 342.50 50649 08/02/24 Printed 108 AIRGAS Propane & Oxygen 211.19 ALVAREZ TECHNOLOGY 69.30
GROUP INC.
50650 08/02/24 Printed 2180 Hands on Support PW Computer ARMANASCO PUBLIC 9,000.00

RELATIONS,
50651 08/02/24 Printed 3284 Public Relations Support
CAL-WEST LIGHTING AND 100.00
SIGNAL
50652 08/02/24 Printed 3838 Maintenance
COMPREHENSIVE PRINT 2,303.44

GROUP LLC
50653 08/02/24 Printed 4462 Pop 18 Ballot Mailing
GOLDEN STATE CONNECT 66,836.70

AUTHORITY
50654 08/02/24 Printed 4328 Broadband Work
50655 08/02/24 Printed 225 GONZALES IRRIGATION PVC Tee 981.88 GONZALES TIRE & AUTO 19.27
SUPPLY
50656 08/02/24 Printed 3477 Grease
50657 08/02/24 Printed 1109 GONZALES UNIFIED SCHOOL Fuel 17,123.52 GREEN VALLEY FARM 6.47
SUPPLY
50658 08/02/24 Printed 1319 Safety Vest
50659 08/02/24 Printed 3970 MNS ENGINEERS, INC. IW System CM Services 39,778.30 50660 08/02/24 Printed 245 MONTEREY COUNTY HEALTH Water Samples 3,569.25 MONTEREY COUNTY 6,925.63

SHERIFF
50661 08/02/24 Printed 23 CJIS April-June
50662 08/02/24 Printed 4365 CECILIO T. NAVARRO Softball Ump/Football referee 240.00 50663 08/02/24 Printed 91 P. G. & E. Electric 5,943.73
50664 08/02/24 Printed 3989 PSOMAS IW Pretreatment Program Prep 12,044.08 SALINAS VALLEY SOLID 28,002.88
WASTE
50665 08/02/24 Printed 258 Tonage Fee
50666 08/02/24 Printed 4167 SAVE THE WHALES Storm Water Outreach 14,227.00 50667 08/02/24 Printed 3718 TRINI'S PLUMBING June Plumbing 474.97 50668 08/02/24 Printed 1112 US BANK Special dept expenses 6,444.58 50669 08/02/24 Void 08/15/24 99 VOSTI'S, INC. Fire Dept 0.00 50670 08/06/24 Printed 341 PATRICK ASKEW Retiree Medical Ins Benefit - Aug 2024 361.00 50671 08/06/24 Printed 4463 VICENTE BLAS Made Duplicate Pmt Online on Account 132.88 AGILE OCCUPATIONAL 709.00

MEDICINE PC
50672 08/16/24 Printed 4362 Pre-Employment Physical
BANUELOS ENTERPRISES, 186.67
INC.
50673 08/16/24 Printed 1054 Fuel
50674 08/16/24 Printed 1471 CAL COAST IRRIGATION, INC. Deposit Refund 120.08 CALIFORNIA BUILDING 155.70

STANDARDS
50675 08/16/24 Printed 2509 Admin Fees: 4th Qtr 2021
50676 08/16/24 Printed 212 CITY OF GONZALES Water Deposits Applied 34.84 GONZALES TIRE & AUTO 16.37
SUPPLY
50677 08/16/24 Printed 3477 Fork Lift
50678 08/16/24 Printed 1109 GONZALES UNIFIED SCHOOL Fuel Cost - June 2024 5,628.02 50679 08/16/24 Printed 3228 HARRIS & ASSOCIATES, INC. CA Breeze Rate Increase 5,674.68 50680 08/16/24 Printed 4381 JOHN F. OTTO, INC. Community Center 537,827.43 50681 08/16/24 Printed 72 MISSION UNIFORM SERVICE Mats & Towels 89.57 50682 08/16/24 Printed 4166 SAGE RENEWABLE ENERGY EV Charger Design 8,231.25 SALINAS VALLEY SOLID 269.36
WASTE
50683 08/16/24 Printed 258 Adjusted Tag
50684 08/16/24 Printed 4464 TOP TIER GRADING Deposit Refund 1,454.78 50685 08/16/24 Printed 4086 TRANS UNION LLC Background 3.46 TRI-COUNTY FIRE 366.00

PROTECTION, IN
50686 08/16/24 Printed 142 Maint. @ Water & Sewer
Total Checks: 39 Checks Total (excluding void checks): 775,905.78 Total Payments: 39 Bank Total (excluding void checks): 775,905.78 Total Payments: 39 Grand Total (excluding void checks): 775,905.78 Packet Pg. 12
Attachment: Warrants #50648-50686 (3086 : Approve City Accounts Payable Warrants #50648-50686) AGENDA
ITEM
5 City of Gonzales

FIRE DEPARTMENT

STAFF REPORT
TO: Honorable Mayor Rios and City Council
DATE: September 3, 2024
FROM: Jason Muscio, Fire Chief
THROUGH: Carmen Gil, City Manager
SUBJECT: Emergency Operations Plan Update 2024

RECOMMENDATION
Staff recommends the City Council adopt the updated version of the City of Gonzales Emergency Operations Plan, including the recently added section for power outage emergencies.

BACKGROUND
The City is responsible for emergency response within its geographical boundaries. The California Emergency Services Act requires the City to manage and coordinate the overall emergency response and recovery activities within its jurisdiction. During disasters, it is required to coordinate emergency operations with the Monterey County Operational Area and, in some instances, with other local, state, and federal governments. The Emergency Operations Plan outlines how the City will fulfill its obligation to provide disaster readiness, response, and recovery to the residents and businesses in our community.

Gonzales Municipal Code Section 2.08.060 requires the City Council to review and adopt the Emergency Operations Plan. The Emergency Operations Plan was last adopted by the City Council in November of 2022. The plan has been revised to reflect changes in the Emergency Management system, as well as expected growth of our City. The plan also recognizes and addresses specific hazards to our City that were not addressed at the time of the last adoption.

REVIEW AND ANALYSIS
Explain Recommendation and How it Supports the Vision
Gonzales will continue to be a safe, clean, family-friendly community, diverse in its heritage, and committed to working collaboratively to preserve and retain its small-town charm.

AGENDA
ITEM
6 Packet Pg. 13
Explain: A comprehensive Emergency Operations Plan is vital for maintaining the health and safety of our residents during times of emergency.

Explain: The Emergency Operations Plan provides guidance for coordination with other government agencies that can assist the City by providing resources for response and recovery from a disaster. The plan also outlines how our community can prepare before an emergency to limit the impact to residents and businesses.

City services will be delivered in a cost-effective, respectful, and friendly manner to insure the safety and well being of the residents and the promotion of business, recreational, housing and employment opportunities in an environmentally sustainable manner.

Explain: Any costs involved with implementing the Emergency Response plan will not be significant when compared to the potential loss of revenue that would occur if the City is not prepared for, or able to respond to an emergency.

Strong fiscal policies allow us to provide appropriate infrastructure for:
• Public Safety X Yes No N/A
• Housing Yes No X N/A
• Recreation Yes No X N/A
• Environment Yes No X N/A
• Education Yes No X N/A

ALTERNATIVES
The Council could direct staff to make further additions or revisions to the plan and bring it back for adoption at a later date.

BUDGET IMPACT
Any budget impact involved with implementation of the Emergency Response plan would be minimal and may consist of training costs, and equipment for the Emergency Operations Center (EOC).

CONCLUSION
Staff recommends the City Council adopt the updated version of the City of Gonzales Emergency Operations Plan, including the recently added section for power outage emergencies.

Attachments:

1. Emergency Operations Plan 2024 Update
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Gonzales
California
Emergency
Operations
Plan
September 2024
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City of Gonzales Emergency Operations Plan
Table of Contents
CONTENTS Page No.

Table of Contents 1
Introduction/Situation and Assumptions 2
Concept of Operations 3
Definitions 6
Relationship to the System 7
Hazard Analysis 10
Departmental Responsibilities 14
Standardized Emergency Management System Roles and Responsibilities 22 Department Procedures 26
Authorities and References 39
Training and Exercising 40
Plan Development and Maintenance 40
Appendix
Letter of Promulgation 41
Plan Concurrence 42
Emergency Operations Center Plan 43
Recovery Operations Manual 48
California Title 19 - SEMS 56
Emergency Evacuation Plan 66
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The City of Gonzales, CA
Emergency Operations Plan

INTRODUCTION/SITUATION AND ASSUMPTIONS
The City of Gonzales Emergency Operations Plan identifies the City’s emergency planning, organization, and response policies and procedures. The plan also addresses the integration and coordination with other governmental levels when required.

This plan is based on the functions and principles of the Standardized Emergency Management System (SEMS), which is based on the FIRESCOPE Incident Command System (ICS), and identifies how the City fits in the overall SEMS structure.

The plan addresses how the City will respond to extraordinary events or disasters, from preparation through recovery. Hazard analysis and probability matrixes are also included in the plan. The responsibilities of each department are identified in matrices, which are based on each identified hazard or threat. The development of departmental Standard Operating Procedures (SOPs) is discussed, including what each department will include in their own SOPs.

The City of Gonzales Emergency Operations Plan will be approved by the City Council as required by Gonzales Municipal Code 2.08.030. The disaster council is responsible for reviewing the entire plan on an annual basis, and coordinating the revision of the plan as required.

Each department manager is responsible for reviewing its SOPs on an annual basis and coordinating the revision of the procedures with the disaster council.

Special districts serving the City of Gonzales are responsible for following this plan and developing procedures to fulfill their stated responsibilities.

The City’s disaster council will be responsible for maintaining records of all revisions.

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CONCEPT OF OPERATIONS
The City’s response to disasters is based on four phases:
• increased readiness;
• initial response operations;
• extended response operations; and
• recovery operations.

During each phase, specific actions are taken to reduce and/or eliminate the threat of specific disaster situations. In coordination with the Incident Commanders, the Emergency Services Director will determine the phase and initiate the appropriate level of alert for response agencies, including the activation of the Emergency Operations Center as required.

Increased Readiness
Triggers for readiness Upon receipt of a warning or the observation that an emergency situation activities is imminent or likely to occur soon, the City will initiate actions to increase its readiness. Events that may trigger increased readiness activities include:
• issuance of a credible long-term earthquake prediction; • receipt of a flood advisory or other special weather statement; • receipt of a potential dam failure advisory;
• conditions conducive to wildland fires, such as the combination of high heat, strong winds, and low humidity;
• an expansive hazardous materials incident; and
• information or circumstances indicating the potential for acts of violence or civil disturbance.

Examples of readiness Increased readiness activities may include, but are not limited to, the activities following activities:
• briefing of City Manager and key officials on the situation; • reviewing and updating of Gonzales Emergency Operations Plan and related SOPs;
• increasing public information efforts;
• accelerating training efforts;
• inspecting of critical facilities and equipment, including testing warning and communications systems;
• recruiting of staff and Community Emergency Response Team (CERT) Members;
• warning threatened elements of the population;
• conducting precautionary evacuations in the potentially impacted area(s); • mobilizing personnel and pre-positioning resources and equipment; and • establishing or activating staging areas.

Initial Response
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response level. Emphasis is placed on minimizing the effects of the emergency or disaster. Field responders will use the Incident Command System to organize response to the emergency or disaster, incorporating the functions, principles, and components of ICS (i.e., unified command, action planning, span of control, hierarchy of command, etc.).

Examples of initial response activities include:
• making all necessary notifications, including the Monterey County Operational Area;
• disseminating of warnings, emergency public information, and instructions to the citizens of the City Gonzales;
• conducting evacuations and/or rescue operations;
• caring for displaced persons and treating the injured; • conducting initial damage assessments and surveys;
• assessing need for mutual aid assistance;
• restricting movement of traffic/people and unnecessary access to affected areas;
• establishing Unified Commands;
• coordinating with state and federal agencies working in the field; and • developing and implementing Incident Action Plans.

Extended Response
The City’s extended response activities are conducted in the field and in the City's emergency operations center (EOC). The City of Gonzales EOC is located at the Public Safety Building at 109 Fourth Street Gonzales.

Extended emergency operations involve the coordination and management of personnel and resources to mitigate an emergency and facilitate the transition to recovery operations. Field response personnel will continue to use the Incident Command System (ICS) to manage field operations. EOC staff will support field response personnel in mitigating the affects of the disaster.

SEMS Functions EOC staff will be organized around the five Standard Emergency Management System (SEMS) functions: Management, Operations, Planning/Intelligence, Logistics, and Finance/Administration. The components and principles of SEMS will be used by the EOC staff to manage disaster operations. EOC staff will establish measurable and attainable objectives to be achieved for a given operational period. An EOC action plan will be developed for each operational period.

When the EOC is activated, communications and coordination will be established between the Incident Commander(s) and the EOC.

Communications and coordination will be established between the City of Gonzales EOC, when activated, and the Monterey County Operational Area EOC. Multi-agency or inter-agency coordination will be used by EOC staff to facilitate decisions for overall local government level emergency response activities.

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Mutual Aid “Mutual Aid System” means the system which allows for the progressive mobilization of resources to/from emergency response agencies, local governments, Operational Areas, regions, and the State with the intent of providing adequate resources to requesting agencies. The City of Gonzales is located in Mutual Aid Coastal Region.

Within the framework of the California Disaster and Civil Defense Master Mutual Aid Agreement, several discipline-specific mutual aid coordinators will operate from the Monterey County Operational Area EOC, such as fire and rescue, law, medical, and public works. Mutual aid requests for these disciplines will be coordinated through the coordinators.

Once the City EOC is activated, communications will be established between the EOC and these discipline-specific Operational Area mutual aid coordinators. All other requests for assistance will flow through the appropriate Operational Area SEMS function. The jurisdiction(s) requesting mutual aid will remain in charge and retain overall direction of personnel and equipment provided through mutual aid.

Examples of Examples of extended response activities include:
extended response
• preparing detailed damage assessments;
• operating mass care facilities;
• conducting coroner operations;
• procuring requirement resources to sustain operations; • documenting situation status;
• protecting, controlling, and allocating vital resources; • restoring vital utility services;
• tracking resource allocation;
• conducting advance planning activities;
• documenting expenditures;
• developing and implementing Action Plans for extended operations; • dissemination of emergency public information;
• declaring a local emergency;
• prioritizing resource allocation; and
• inter/multi-agency coordination.

Recovery
As the immediate threat to life, property, and the environment subsides, the rebuilding of the City of Gonzales will begin through various recovery activities.

Recovery activities involve the restoration of services to the public and rebuilding the affected area(s). Recovery activities may be both short-term and long-term, ranging from restoration of essential utilities such as water and power, to mitigation measures designed to prevent future occurrences of a given threat facing the City.

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This plan does not specifically identify the City of Gonzales' recovery operations. However, the Recovery Operations Manual covers the recovery process in detail, describing roles and responsibilities and the procedures for accessing the federal and state disaster assistance programs that are available to individuals, businesses, and the City.

The City of Gonzales Recovery Operations Manual is enclosed in the appendix of this plan.

Examples of Examples of recovery activities include:
recovery activities
• restoring of all utilities;
• establishing and staffing Local Assistance Centers and Disaster Assistance Centers;
• applying for state and federal assistance programs;
• conducting hazard mitigation analyses;
• identifying residual hazards; and
• determining and recovering costs associated with response and recovery.

DEFINITIONS
Emergency – 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, or earthquake, or other conditions, including conditions resulting from war or imminent threat of was, but other than conditions resulting from a labor controversy, which conditions are or are likely to be beyond the control of the services, personnel, and equipment and facilities of the city, requiring the combined forces of other political subdivisions to combat. [GMC 2.08.020] A condition of disaster or extreme peril to the safety of people, property, or the environment. Examples are floods, earthquakes, storms, riots, drought, or disease. [CCR Title 19, Div 2, Art 3, 2402(e)]
Emergency Manager – Person responsible for the management of jurisdictional resources during emergencies. The Emergency Manager is responsible for the management of the Emergency Operations Center.

The Director of Emergency Services or Assistant is the Emergency Manager.

The City Manager is the Director of Emergency Services [GMC

2.08.040.A1] and the Fire Chief is the Assistant Director of Emergency Services [GMC 2.08.020.A2]
Emergency Operations Center – Location used for centralized emergency management within a jurisdiction. [CCR Title 19, Div 2, Art 3, 2402(f)] Finance Section – This function is responsible for tracking all incident costs, evaluating the financial considerations of the incident, and any administrative duties not handled by other functions. [Guide for All-Hazard Emergency Operations Planning (SLG101), September 1996, p. 65]
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Incident Command Post – This is a location used by commanders in the field to direct operations at a specific site or area, usually located near the scene of the emergency.

Liaison Officer – This person is the point of contact for organizations that support operations. [Guide for All-Hazard Emergency Operations Planning (SLG101), September 1996, p. 66]
Logistics – This function is responsible for providing facilities, services, personnel, equipment, and materials needed. [Guide for All-Hazard Emergency Operations Planning (SLG101), September 1996, p. 65] Operations – Responsible for coordinating tactical operations in the field. [Guide for All-Hazard Emergency Operations Planning (SLG101), September 1996, p. 65]
Planning / Intelligence – This section is responsible for collection, evaluation, documentation, dissemination, and use of information about the incident, as well as the status of resources used and needed. This section is responsible for the action plan. [Guide for All-Hazard Emergency Operations Planning (SLG101), September 1996, p. 65]
Public Information Officer – This person is responsible for developing accurate and complete information and providing the media and governmental agencies with information as approved by the Emergency Manager. [Guide for All-Hazard Emergency Operations Planning (SLG101), September 1996, p. 66]
Safety Officer – This person is responsible for assessing the hazards and developing measures to ensure safety. [Guide for All-Hazard Emergency Operations Planning (SLG101), September 1996, p. 66]

RELATIONSHIP TO THE SYSTEM
The City is responsible for emergency response within its geographical boundaries. The California Emergency Services Act requires the City to manage and coordinate the overall emergency response and recovery activities within its jurisdiction. During disasters, it is required to coordinate emergency operations with the Monterey County Operational Area and, in some instances, other local governments.

Under the Standardized Emergency Management System (SEMS), the city has responsibilities at two levels, the field response and local government levels. At the field response level, all agencies will use the Incident Command System (ICS) to standardize the emergency response.

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At the local government level, a designated Emergency Operations Center (EOC) is used as the central location for gathering and disseminating information, coordinating all jurisdictional emergency operations, and coordinating with the Monterey County Operational Area.

The following diagram depicts the relationship between the City of Gonzales, the Monterey County Operational Area, and the State’s Regional Emergency Operations Center (REOC).

State Regional
Emergency Operations
Center
(Coastal Region - State of California)
Monterey County
Operational Area
Emergency Operations
Center
City of Gonzales
Emergency Operations
Center
City of Gonzales
Field Response Level

PRIMARY
SEMS

FUNCTION

FIELD RESPONSE LEVEL EOCS AT OTHER SEMS
LEVELS
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Gonzales
City
Manager
Police Planning Fire Building Recreation Finance Public Works
Command/
Management
Command is responsible for
the directing, ordering, and/or
controlling of resources.

Management is responsible
for overall emergency policy
and coordination.

Operations The coordinated tactical
response of all field operations
in accordance with the
Incident Action Plan.

The coordination of all
jurisdictional operations in
support of the response to the
emergency in accordance with
the EOC Action Plan.

Planning/
Intelligence
The collection, evaluation,
documentation, and use of
information related to the
incident.

Collecting, evaluating, and
disseminating information and
maintaining documentation
relative to all jurisdiction
activities.

Logistics Providing facilities, services,
personnel, equipment, and
materials in support of the
incident.

Providing facilities, services,
personnel, equipment, and
materials in support of all
jurisdiction activities as
required.

Finance/
Administration
Financial and cost analysis
and administrative aspects not
handled by the other
functions.

Broad fiscal and recovery
responsibility as well as
overall fiscal accountability.

Gonzales Daily Organizational Chart
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HAZARD ANALYSIS
The City of Gonzales recognizes that the planning process must address each hazard that threatens the City. The City of Gonzales is vulnerable to a wide range of threats. There are three broad categories of hazards: natural, technological or man-made and national security.

Hazards to City The City of Gonzales, with its proximity to agricultural operations, rapidly growing permanent population, and transient seasonal population is subject to a wide variety of negative impacts from natural and technological hazards.

The natural hazards and technological or man-made hazards that have a reasonable chance of confronting the City of Gonzales are as follows:

A hazard matrix that outlines each of these hazards and identifies their likelihood of occurrence and its severity is listed on table A.

Natural Hazards
• earthquakes;
• floods;
• conflagration;
• drought;
Technological Hazards
• extended communications outage;
• extended power outage;
• Ransom/malware attack
Man-made Hazards
• civil disturbance; and
• hazardous materials accident.

Earthquakes Due to the City of Gonzales’ close proximity to the San Andreas Fault, the City is vulnerable to severe damage from earthquakes. Gonzales is located in the same county as the earthquake capital of the world, Parkfield.

Recent earthquakes in central California reinforce the chance of Gonzales having a significant earthquake. The 1989 Loma Prieta 6.9 quake, the 2003 San Simeon 6.5 quake, and the 2004 Parkfield 6.0 quake were all within 50 miles of the Gonzales area.

Flooding Gonzales has experienced significant flooding in recent years; 1993, 1995, and 1998. “Drainage and flood patterns in Gonzales have been significantly altered over the years through urban development and agricultural operations.” (Brady, 1996, p. V-5) Gonzales is located a mile east of the Salinas River but has a drainage slough that runs through town. The Salinas River even at significant flood stages will not inundate Gonzales but will Packet Pg. 25
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significantly damage the city’s sewer system with their infrastructure on the river bank. The slough has the potential to backup and flood many homes in Gonzales. Though the chance of injury is low from flooding, the possibility of significant property damage is large. The city’s economy could be significantly hampered curing a flood. Transportation routes in and around the city can be blocked for significant periods of time. Emergency services are hampered by the lack of transportation routes.

The Nacimiento and San Antonio dams are upstream of the City of Gonzales.

If heavy rains caused either reservoir to be at or near capacity and there was a failure of either dam, flooding would be anticipated in the low-lying areas of Gonzales. The City’s sewer treatment facility would be inundated if either dam were to fail. If both dams were to fail due to a large seismic event, portions of Gonzales, West of Alta Street could be affected.

Conflagration The City of Gonzales, like many cities with combination career and volunteer fire departments lack sufficient resources to contain all fires. Conflagrations are a possibility in Gonzales and would have a devastating effect on the City’s economic base.

New sections of Gonzales are protected by residential fire sprinkler systems that could limit fire spread within residences. Older sections of Gonzales are more vulnerable to external fire spread due to combustible exterior construction and roofing.

Gonzales Fire Department participates in mutual aid and automatic aid to minimize fire spread by utilizing neighboring resources. These aid agreements also mean that Gonzales Fire Department serves other areas with its limited resources.

Drought Gonzales is part of the Salinas Valley Groundwater Basin. The basin is experiencing demand in excess of the recharge. The basin is also impacted by seawater intrusion. (Brady, 1996, p. VI-9) A drought should generate no injuries or impacts on the infrastructure. Gonzales’ water wells could require redesign and reconstruction. Gonzales’ economic base is agriculture. The industry is heavily dependent on pumped groundwater irrigation. The agricultural industry would be heavily impacted by an extended drought.

Damages to the agricultural industry could run into the millions and may not recover from an extended drought.

Communications Failure Communications are vital to emergency operations and protection of the public. “For more than five years, public safety professionals have been struggling with unreliable and unclear communications, which has jeopardized lives and the citizens they protect.” (Mitchell, 2004, p. 11) “It is possible that you may not hear an evacuation order due to communications or power failure…” (Federal Emergency Management Agency, 2002, p. 22) Part of any Emergency Operations Plan is to establish and maintain communications. (ICMA, 1988, p. 333) “We are in the midst of the ‘Information Age.’” (Dewar, 1998, Introduction) Communications is also Packet Pg. 26
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vital to business continuity. Businesses are vital to funding Government. An extended outage of communications should not cause any direct economic or physical impact but could have a dire impact on the local economy. It is impractical to estimate the potential monetary losses due to the many variables of seasons and business cycles.

Power Outage The only impact found for an extended power outage is to the local economy.

It is impractical to estimate the potential monetary losses due to the many variables of seasons and business cycles. Historically, power outages increase the likelihood of looting and other crimes of opportunity during darkness.

Gonzales is susceptible to extended outages though power is supplied from several directions into town.

Civil Disturbance Political activity can lead extremists to cause civil unrest. Labor movements, animal rights groups, and environmental concerns have caused civil unrest in other areas. Gonzales has experienced minor events but sustained no serious damage. Major events could cause economic damage and injuries. The occurrence of a major event is seen as slight within Gonzales.

Hazardous materials The release of a hazardous material to the environment could cause a multitude of problems that can be discussed in a general manner. The significance of the problems to the environment, property, or human health is dependent on the type, location, and quantity of the material released.

Although hazardous material incidents can happen almost anywhere, certain areas of the City are at a higher risk. Areas near roadways that are frequently used for transporting hazardous materials and facilities that use, store, or dispose of such materials all have an increasing potential for major mishaps, as do areas crossed by railways, airways, and pipelines. “Hazardous materials are stored in several locations in Gonzales. … Pesticides and herbicides are used on some of the farms in the Planning Area, including areas planned for eventual urban use. … Even after the application of these chemicals has stopped, some may persist in the surface and subsurface soils and/or groundwater for long periods.” (Brady, 1996, p. V10) There are no recorded deaths and only few found injuries from hazardous material in Gonzales. The potential remains for large releases of toxic material damaging the environment and affecting the area’s economy. Dollar damage is difficult to assign for environmental damage. The affect on the local economy could vary greatly depending on the duration of the event and the perceived stigma of the hazardous situation.

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Table A
Likelihood of Occurrence Severity
Hazard Infrequent Sometimes Frequent Low Moderate High
Natural
Earthquake - Major X X
Conflagration X X
Flood X X
Drought X X
Extreme Cold X X
Dam Failure X X
Epidemic X X
Technological
Power Outage X X
Communications
Outage
X X
Fuel Shortage X X
Man-made
Civil Disturbance X X
Hazardous Material X X
Train Wreck X X
Terrorism X X
Power Outage X X
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DEPARTMENTAL RESPONSIBILITIES
City of Gonzales departments have specific responsibilities and related activities/actions assigned to them for each identified hazard and threat. Each department is responsible for ensuring coordination with the other departments.

Key personnel The Director of Emergency Services is responsible for identifying key management personnel, with alternates, and alternative facilities to conduct government operations, based on the hazard analysis. Each department will be responsible for identifying key departmental personnel with backups and alternates for each position.

Alert list The Director of Emergency Services is responsible for developing and maintaining an emergency alert list, which will be used to notify the key city personnel. Each department will develop their own departmental alert list, which will be used by the departments to alert departmental personnel.

Special districts Special districts with responsibilities under this plan will coordinate all planning efforts with the fire department.

City FD, PD The fire department or police department has overarching responsibility for coordinating the City’s response to each identified hazard and threat.

Departmental responsibilities are outlined in hazard/threat specific matrices.

Typical activities/actions performed during a specific hazard/threat are listed on the vertical axis (y-axis); and the five Standardized Emergency Management System (SEMS) functions are listed on the horizontal axis (xaxis). For each activity/action, the departments' assigned responsibilities under this activity/action are listed under the appropriate SEMS function.

The following legend will apply to all the matrices:

AD ----- City Manager
BL ----- Building Official
FD ----- Fire Department
FN ----- Finance
PD ----- Police Department
PL ----- Planning Director
PW ----- Public Works
RC ----- Recreation
UT ----- Local utilities
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Table B
Earthquake - SEMS Functions
Activities Command Operations Planning Logistics Finance EOC Operations AD,PD FD,PD PL,PW PW,RC FN,AD
Incident Command FD,PD
Establish Perimeter FD,PD
Control Access PD,PW
Traffic/Crowd Ctr. PD,FD
Evacuations PD,FD
Notifications AD, PL PD,FD
Communications PW,RC
Damage
Assessment

BL,PW BL,PL
Shelter Operations RC,PW
Public Information AD,PL PD,FD
Fire Suppression FD
HazMat Operations FD
Debris Removal PW
Utility Restoration UT
Facility Restoration AD PW,BL PL FN
Situation Status PD,FD,BL,PW
Documentation PL,BL PW,RC FN,AD
Procurement PW,RC FN
Volunteer Mgmt. RC,AD
Recovery AD RC,PD,FD PL,BL PW,UT FN,AD
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Table C
Flood - SEMS Functions
Activities Command Operations Planning Logistics Finance EOC Operations AD,PD PW,FD PL,PW PW,RC FN,AD
Incident Command PW,FD
Establish Perimeter PD,PW PL,BL PW
Control Access PD,BL
Evacuation PD,FD
Notifications AD,PL PD,FD
Communications PW,RC
Damage Assessment BL,PW
Flood Fight Ops. PW,FD PL RC
Shelter Operations RC,AD
Public Information AD,PW PD,PL
Med/Rescue Ops. FD,PD
Situation Status PW,BL
Documentation PL,BL PW,RC FN,AD
Fatalities Mgmt. RC,BL
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Table D
Conflagration - SEMS Functions
Activities Command Operations Planning Logistics Finance EOC Operations AD,PD FD,PD PL,BL PW,RC FN,AD
Incident Command FD
Establish Perimeter PD,BL PL,BL PW
Traffic/Crowd Control PD,BL
Evacuation FD,PD
Communications PW,RC
Damage Assessment BL,FD
Shelter Operations RC,AD
Public Information AD,FD PD,BL
Fire Suppression FD
Med/Rescue Ops. FD,PD
Situation Status PW,BL
Documentation PL,BL PW,RC FN,AD
Fatalities Mgmt. BL,RC
Table E
Drought - SEMS Functions
Activities Command Operations Planning Logistics Finance EOC Operations AD,PD PW,PL PL,PW PW,RC FN,AD
Evacuation AD,PD PD,BL PL
Notifications PW,BL
Shelter Operations RC,AD
Public Information AD,PW PD,RC
Med/Rescue Ops. PD,FD
Situation Status PW,PL
Damage Assessment PW,BL
Recovery AD PL,RC FN
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Table F
Train/Transportation Accident - SEMS Functions
Activities Command Operations Planning Logistics Finance EOC Operations AD,PD FD,PD PL,BL PW,RC FN,AD
Incident Command PD,FD FD
Establish Perimeter PD,FD PW
Control Access PD,BL
Evacuation PD,FD BL
Notifications PD,FD
Communications FD,PD BL PW,RC
Documentation PD,FD
HazMat Ops PD FD,PW BL PW,RC AD,FN
Shelter Operations RC,AD
Public Information AD,PD PD,FD
Med/Rescue Ops. FD,PD
Situation Status PW,BL
Documentation PD,FD PL,BL FN,AD
Table G
Extended Communications or Power Outage - SEMS Functions Activities Command Operations Planning Logistics Finance EOC Operations AD,PD PW,BL PL,UT PW,RC FN,AD
Evacuation BL,PW BL,PW
Notifications AD,PL BL,PW
Damage Assessment BL,PW
Shelter Operations RC,AD
Public Information AD,PW PD,PL
Med/Rescue Ops. FD,PD
Situation Status PW,BL
Documentation PL,BL PW,RC FN,AD
Fatalities Mgmt. RC,BL
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Table H
Civil Disturbance - SEMS Functions
Activities Command Operations Planning Logistics Finance EOC Operations AD,PD PD,FD PL,PD PW,RC FN,AD
Incident Command PD
Establish Perimeter PD,PW PL,BL PW
Control Access PD
Public Information AD,PD PD,PL
Situation Status PD,BL
Fire Suppression FD
Damage Assessment BL,PW
Med/Rescue Ops. FD,PD
Shelter Operations RC,AD
Documentation PL,BL PW,RC FN,AD
Fatalities Mgmt. RC,BL
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Table I
Hazardous Material - SEMS Functions
Activities Command Operations Planning Logistics Finance EOC Operations AD,PD FD,PD PL,BL PW,RC FN,AD
Incident Command PD,FD
Establish Perimeter FD,PD BL,PL PW
Control Access PD,PW BL
Traffic/Crowd Ctr. PD,FD BL
Evacuations PD,FD BL,PL
Notifications AD, PL PD,FD
Communications FD,PD PW,RC
Damage Assessment BL,PW BL,PL
Shelter Operations RC,PW
Public Information AD,PL PD,FD
Medical Operations PD,FD
Fire Suppression FD
HazMat Operations FD
Hazard Removal PW
Situation Status PD,BL
Documentation PL,BL PW,RC FN,AD
Procurement PW,RC FN
Recovery AD RC,PD,FD PL,BL PW,UT FN,AD
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Table J
Terrorism - SEMS Functions
Activities Command Operations Planning Logistics Finance EOC Operations AD,PD PD,FD PL,BL PW,RC FN,AD
Incident Command PD,FD
Establish Perimeter PD,FD BL,PL PW
Control Access PD BL
Traffic/Crowd Ctr. PD,FD BL
Evacuations PD,FD PL
Notifications AD, PD PD,PL
Communications PD PW,RC
Damage Assessment BL,PW BL,PL
Shelter Operations RC,PW PL,RC RC,PW
Public Information AD,PD PL,FD
Medical Operations PD,FD
Fire Suppression FD
HazMat Operations FD
Hazard Removal PD,PW
Situation Status PD,BL
Documentation PD PL,BL PW,RC FN,AD
Procurement PW,RC FN
Recovery AD PD PL,BL PW FN,AD
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STANDARDIZED EMERGENCY MANAGEMENT SYSTEM ROLES AND

RESPONSIBILITIES
EOC Director
Function Description:

The EOC Director has overall responsibility and authority for the operation of the EOC. He/she will assure that the EOC is staffed and operated at a level commensurate with the emergency. The EOC Director’s reporting relationship to higher authority will vary depending upon the SEMS Level.

Examples of reporting relationships are described below.

Local Government Level:
● City Manager or Fire Chief, as Director of Emergency Services, as stated in the local government’s emergency ordinance.

Operational Area:
● County Chief Administrative Officer, Director of Emergency Services, or other named authority as stated in the operational areas emergency ordinances.

Regional:
● OES Region Administrator or designee.

State:
● OES Director or designee.

In some jurisdictions, the EOC Director may also be referred to as the EOC Manager. The title Incident Commander should not be used to refer to the person in charge of the EOC. The title Incident Commander should be reserved for use at the SEMS Field level.

The EOC Director will delegate authority as appropriate and necessary to members of the Management Staff and to the General Staff.

Positions reporting to the EOC Director will vary depending upon the SEMS level. Standard functions may include but are not limited to:
● Coordinators of Functional Sections (called the General Staff):
- Operations Section Coordinator
- Planning/Intelligence Section Coordinator
- Logistics Section Coordinator
- Finance/Administration Section Coordinator
EOC Director Management Staff
● EOC Coordinator
● Public Information Officer
● Rumor Control Coordinator
• Liaison Officer
• Agency Representative
• Safety Officer
• Security Officer
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● Management Staff:
- EOC Coordinator
- Public Information Officer
- Liaison Officer
- Safety Officer
- Security Officer
The position of EOC Director may be pre-established where the same person/agency is always in charge of the EOC regardless of the type of emergency, or as is done in some jurisdictions, a qualified person from the agency that has the greatest field involvement in the emergency will fill the position of EOC Director.

Responsibilities:

1. Establish the appropriate staffing level for the EOC and continuously monitor organizational effectiveness ensuring that appropriate modifications occur as required.

2. Exercise overall management responsibility for the coordination between emergency response agencies within the jurisdictional area.

3. In conjunction with the General Staff, set jurisdictional priorities for response efforts. Ensure that all department and agency actions are accomplished within the priorities established at the EOC.

4. Ensure that inter-agency coordination is accomplished effectively.

Operations Section Coordinator
Function Description:

The Operations Section Coordinator, a member of the General Staff, is responsible for the management and coordination of all EOC related operational functions. The Operations Section Coordinator will ensure, based on the emergency, that all necessary operational functions have been activated and are appropriately staffed.

Responsibilities:

1. Ensure that the Operations function is carried out including coordination of activities for all operational functions assigned to the EOC.

2. Ensure that operational objectives and assignments identified in the EOC Action Plan are carried out effectively.

3. Establish the appropriate level of branch and unit organizations within the Operations Section, continuously monitoring the effectiveness and modifying accordingly.

4. Exercise overall responsibility for the coordination of Branch and Unit activities within the Operations Section.

5. Ensure that the Planning/Intelligence Section is provided with Status Reports and Major Incident Reports (utilizing the RIMS formats if available).

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6. Conduct periodic Operations briefings for the EOC Director as required or requested.

7. Supervise the Operations Section.

Logistics Section Coordinator
Function Description:

The Logistics Section provides facilities, services, resources and other support services both to agencies responding to the emergency, and to meet internal EOC operating requirements. Incident, DOC or agency requests for support directed to the EOC will be channeled through the EOC Operations Section. The Logistics Section Coordinator reports to the EOC Director.

Responsibilities:

1. Ensure the Logistics function is carried out in support of the EOC. This function includes providing communication services, resource tracking; acquiring equipment, supplies, personnel, facilities, and transportation services; as well as arranging for food, lodging, and other support services as required.

2. Establish the appropriate level of branch and/or unit staffing within the Logistics Section, continuously monitoring the effectiveness of the organization and modifying as required.

3. Ensure section objectives as stated in the EOC Action Plan are accomplished within the operational period or within the estimated time frame.

4. Coordinate closely with the Operations Section Coordinator to establish priorities for resource allocation to activated Incident Commands within the affected area.

5. Keep the EOC Director informed of all significant issues relating to the Logistics Section.

6. Supervise the Logistics Section.

Finance/Administration Section Coordinator
Function Description:

The Finance/Administration function in the EOC manages all financial, administrative, and cost analysis aspects of the emergency. Initially, this work may be done in the EOC, but in later stages of the emergency this function may be accomplished at other locations.

Responsibilities:

1. Ensure that all financial records are maintained throughout the emergency.

2. Ensure that all on-duty time is recorded for all emergency response personnel.

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3. Ensure that all on-duty time sheets are collected from EOC assigned personnel and that departments are collecting this information from Field Level Supervisors or Incident Commanders and their staffs.

4. Ensure there is a continuum of the payroll process for all employees responding to the emergency.

5. Determine purchase order limits for the procurement function in Logistics.

6. Ensure that workers’ compensation claims, resulting from the response are processed within a reasonable time, given the nature of the situation.

7. Ensure that all travel and expense claims are processed within a reasonable time, given the nature of the situation.

8. Provide administrative support to all EOC Sections as required, in coordination with the Personnel Unit.

9. Activate units within the Finance/Administration Section as required; monitor section activities continuously and modify the organization as needed.

10. Ensure that all recovery documentation is accurately maintained during the response and submitted on the appropriate forms to the Federal Emergency Management Agency (FEMA) and/or the Governor’s Office of Emergency Services.

11. Supervise the Finance/Administration Section.

Planning/Intelligence Section Coordinator
Function Description:

The Planning/Intelligence Section is a primary function for any local government EOC. The Section will gather information from a variety of sources, analyze and verify information, and prepare and update internal EOC information and map displays. The Situation Analysis function will be activated under any EOC activation. The Section has an important function in overseeing the Planning Meetings and in preparing the EOC Action Plan. The Section will collect and process internal EOC documentation, and prepare advance planning information as necessary. Technical Specialists assigned to the EOC will initially be part of the Planning/Intelligence Section. The Section Coordinator reports directly to the EOC Director.

Responsibilities:

1. Ensure that the following responsibilities of the Planning/Intelligence Section are addressed as required:
● Collecting, analyzing, and displaying situation information, ● Preparing periodic Situation Reports,
● Preparing and distributing the EOC Action Plan and facilitating the Action Planning meeting,
● Conducting Advance Planning activities and report,
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● Providing technical support services to the various EOC sections and branches, and documenting and maintaining files on all EOC activities.

2. Establish the appropriate level of organization for the Planning/Intelligence Section.

3. Exercise overall responsibility for the coordination of unit activities within the section.

4. Keep the EOC Director informed of significant issues affecting the Planning/Intelligence Section.

5. In coordination with the other section coordinators, ensure that Status Reports are completed and utilized as a basis for situation reports, and the EOC Action Plan.

6. Supervise the Planning/Intelligence Section.

DEPARTMENT PROCEDURES
For the City of Gonzales’ Emergency Operations Plan to be complete, each SEMS functional section and department must have current Standard Operating Procedures (SOPs). Each of the SOPs should include readiness activities, procedures for recalling departmental personnel, and disaster assignments.

Each SOP should be reviewed by the applicable department for consistency with the City’s Emergency Operations Plan. Inconsistencies or overlaps between departmental actions will be addressed by the departments or the Director of Emergency services.

Strict adherence to the SOP by departments is not required. Departments may deviate from SOPs to respond to unique situations or needs in a particular response. Major variation from procedures shall be coordinated with the GZEOC.

City Manager’s Office
Readiness Develop a procedure for reviewing and updating office SOPs periodically.

Insure the Gonzales Disaster Council maintains current emergency plans in concert with State of California Office of Emergency Services Operational Area (Monterey County) plans.

Identify alternate government facilities for use during disaster operations, including alternate EOC.

Develop the process and procedure for increasing public information efforts, including disaster preparedness.

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Insure the maintenance of disaster preparedness within Gonzales. Insure departments are capable of staffing needed EOC positions for an extended period of time. Insure department leadership can staff the EOC and manage their departments.

Insure the GZEOC is always prepared for use.

Prepare for and maintain the capability to manage the GZEOC as the Director of Emergency Services. Maintain relief capabilities. Train in the Standardized Emergency Management System and the Incident Command System.

Maintain competence in the functions of all positions in the GZEOC.

Prepare for continuity of government in disaster circumstances, including proclamations and disaster council operations. Insure Gonzales’ political leadership is informed of their role during a declared disaster and during recovery operations.

Initial Response Activate the Gonzales Emergency Operations Center at the appropriate level.

Staff needed positions in the GZEOC.

Notify and update as needed Gonzales’ political leadership of the current situation.

Establish and maintain communications with the Operational Area EOC (OAEOC). Notify the OAEOC of any local emergency declarations.

Disseminate warnings, emergency public information, and instructions to City of Gonzales citizens as needed.

Declare a local emergency as needed. Through the Operational Area EOC, request a gubernatorial proclamation of a state of emergency, and a presidential declaration, as needed.

Coordinate Gonzales resource needs and resources with Operational Area needs.

Extended Response Declaring a local emergency as required.

Disseminate emergency public information as needed through the GZEOC.

Manage the GZEOC, prepare and operate replacement shifts as needed.

Protect, control, and allocating vital resources.

Communicate with and provide staffing for the Disaster Council. Conduct situational briefings for Gonzales’ political leadership as needed.

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Insure safe emergency operations in Gonzales.

Coordinate Gonzales’ efforts with the OES Operational Area.

Recovery Operations Coordinate the Gonzales recovery operations as needed.

Insure essential services are maintained during recovery operations.

Prepare after action reports as needed.

Coordinate Gonzales’ cost recovery and disaster assistance programs.

Insure continuity of Gonzales’ government operations, including the identification of alternate sites and succession of City leadership.

Police Department
Readiness Develop a procedure for reviewing and updating department SOPs periodically.

Identify the process and develop procedures for checking critical Police Department facilities and equipment during and after a disaster or significant event.

Develop procedures for mobilizing Police Department resources as may be necessary for event staging.

Develop procedures for extended operations including police department family support and relief shifts.

In coordination with the fire and other departments, develop a process for managing incidents, at the field level, using the Incident Command System.

In coordination with the fire and other departments, develop a process for communicating with the Monterey County Communications Center and the GZEOC during normal and disaster situations.

Identify and prepare key members for EOC positions that the department may be required to fill: Operations Chief, Police Branch, Medical Branch, Planning, Public Information Officer, or Safety Officer. Train in the Standardized Emergency Management System and the Incident Command System. Maintain competence in any position in the GZEOC that could require police personnel to fill.

Develop procedures and the capability to notify police department personnel of a recall during disaster circumstances.

In coordination with the Fire Department, develop process and procedures to warn threatened areas of Gonzales and elements of the population.

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Initial Response In coordination with the Fire Department and City Manager’s Office, develop procedures to disseminate warnings, emergency public information, and instructions to people in Gonzales.

Develop procedures for responding to:
• train or major transportation accidents;
• failure of the Nacimiento or San Antonio Dam (consistent with County plans);
• hazardous material incidents (consistent with the County HazMat Plan); • civil disturbances;
• terrorism incidents;
• earthquakes;
• floods; and
• extreme temperatures.

Develop procedures for initiating:
• damage assessment, “windshield survey”;
• medical operations, including triage and mass casualty operations; • perimeter management, including access control;
• isolating the incident, and controlling access to the incident; and • request for and responding to law enforcement mutual aid.

Develop procedures for evacuations/movement operations and traffic and crowd control operations, including the identification of evacuation routes, evacuation reception areas, shelter locations, and security for area.

Take into consideration specific planning requirements that are identified in the hazard analysis, in particular for earthquakes and hazardous materials incidents.

Extended Response Develop the procedures for EOC operations, including the communication and coordination protocol between the field and the GZEOC. Assign key members to take and relieve needed EOC positions.

Maintain capability to operate joint command within an Incident Command Post.

Activate sustained operations procedures, including police officer extended support.

Fire Department
Readiness Develop a procedure for reviewing and updating department SOPs periodically.

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Identify the process and develop procedures for checking critical Fire Department facilities and equipment during and after a disaster or significant event.

Develop procedures for mobilizing Fire Department resources as may be necessary for event staging.

Develop procedures for extended operations including volunteer firefighter family support and relief shifts.

In coordination with the police and other departments, develop a process for managing incidents, at the field level, using the Incident Command System.

In coordination with the police and other departments, develop a process for communicating with the Monterey County Communications Center and the GZEOC during normal and disaster situations.

Prepare key members for EOC positions that the department may be required to fill: Operations Chief, Fire Branch, Planning, or Safety. Train in the Standardized Emergency Management System and the Incident Command System. Maintain competence in any position in the GZEOC that could require Fire Department personnel to fill.

Develop procedures and the capability to page or call firefighters and other key personnel during disaster circumstances.

In coordination with the Police Department, develop the process and procedures to warn threatened areas of Gonzales and elements of the population.

Ensure that Gonzales hazardous material procedures are consistent with Monterey County’s Hazardous Materials Plan.

Initial Response In coordination with the Police Department and City Manager’s Office, develop procedures to disseminate warnings, emergency public information, and instructions to people in City of Gonzales.

Develop procedures for responding to and managing:
• train or major transportation accidents;
• failure of the Nacimiento or San Antonio Dam (consistent with County plans);
• hazardous material incidents (consistent with the County HazMat Plan); • earthquakes;
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• floods;
• conflagrations;
• wildland fires; and
• extreme temperatures.

Develop procedures for initiating:
• damage assessment, “windshield survey”;
• medical operations, including triage and mass casualty operations; • mutual aid response and requests;
• rescue operations; and
• evacuation.

Take into consideration specific planning requirements identified in the hazard analysis, in particular for earthquakes and hazardous materials incidents.

Maintain capability to operate joint command within an Incident Command Post.

Activate sustained operations procedures, including volunteer firefighter family support.

Public Works Department
Readiness Develop a procedure for reviewing and updating department SOPs periodically.

Identify the process and develop procedures for checking critical Public Works facilities and equipment during and after a disaster or significant event.

Develop procedure for mobilizing Public Works personnel and equipment as may be needed for event staging.

Develop and maintain communications capability with the GZEOC.

Prepare key personnel for EOC positions that the department may be required to fill. Train in the Standardized Emergency Management System and the Incident Command System. Maintain competence in any position in the GZEOC that could require public works personnel to fill.

Develop procedures and the capability to notify employees of a needed recall for disaster operations.

Initial Response Develop procedures for responding to:

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• sewer or water emergencies;
• earthquakes;
• floods;
• weather related emergencies; and
• terrorism incidents.

Develop procedures for initiating:
• utility system damage assessment operations;
• damage assessment operations for critical facilities; • debris removal operations;
• repair and restoration activities for damaged facilities, utility systems, and infrastructure;
• flood fighting activities/actions;
• sand bagging operations;
• hazardous waste clean up and disposal operations;
• requests for and provision of public works mutual aid.

Extended Response Prepare plan for restoring vital utility services.

Prepare plans for restoring essential public facilities.

Maintain capability to operate shifts in the GZEOC if required.

Provide logistical support for GZEOC.

Provide logistical support to the City of Gonzales.

Maintain communications with the Operational Area EOC.

Recovery Operations Identify and analyze potential hazard mitigation projects.

Coordinate recovery efforts for essential services as directed by the Director of Emergency Services.

Coordinate Disaster Assistance Office logistical support.

Assist in the preparation of after action reports.

Planning Department
Readiness Develop a procedure for reviewing and updating department SOPs periodically.

Develop and maintain current emergency plans to deal with disaster contingencies that could affect Gonzales.

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Review and update processes and procedures for briefing City Manager, GZEOC Staff, and the media of any impending disaster or emergency situation.

Review and revise as needed the process and procedures for public information releases, coordinate with the City Manager.

In coordination with the police, fire, and other departments develop a process and procedures to warn threatened areas of Gonzales and elements of the population.

Review maps of specific hazards (i.e., HazMat, dam inundation areas, flood inundation areas, earthquake faults zones, etc.) to be used during emergencies in Gonzales.

Train in the Standardized Emergency Management System and the Incident Command System. Maintain competence in any position in the GZEOC that could require Planning Department personnel to fill.

Prepare for call back during EOC activation, including relief personnel.

Develop procedures to initiate mutual aid request for building inspectors following an earthquake, with the building official.

Develop procedures to manage building inspection teams, with the building official.

Develop procedures to request and manage mutual aid Emergency Management Teams, with the Director of Emergency services.

Develop a procedure for mobilizing Planning Department personnel as needed for event staging.

Initial Response Develop procedures for assessing mutual aid needs.

Maintain communications with any incident planning section.

Develop Incident Action Plans as requested in the GZEOC or Incident Command Post.

Develop sufficient intelligence to provide situation and resource status briefings.

Manage assigned staff to provide all planning needs of the GZEOC.

Assist the Director of Emergency Services with public information, warnings, or other requests.

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Maintain communications with the OES Operational Area EOC to coordinate planning activities if possible.

Extended Response Insure detailed safety inspections of damaged facilities following an earthquake, including the determination of whether a structure will be able to be rebuilt or must be demolished. Assist in the planning and coordination of any demolition required for public safety.

Initiate mutual aid request for building inspectors following an earthquake, as needed and in coordination with the building official.

Manage building inspection teams, as needed and in coordination with the building official.

Request and manage mutual aid Emergency Management Teams, as needed and in coordination with the Director of Emergency services.

Develop procedures for conducting advance planning activities.

Develop situation and resource status reports for the disaster including updates.

Recovery Operations Identify the process used by the Redevelopment Agency to rebuild damaged areas of City of Gonzales under redevelopment laws and regulations.

Implement procedures to hasten rapid safe rebuilding of structures damaged during a disaster.

Identify the process for rezoning damaged areas of City of Gonzales.

Building Department
Readiness Develop a procedure for reviewing and updating department SOPs periodically.

Identify a process and develop procedures for checking GZEOC and other critical facilities periodically. Check and expedite any repairs to the EOC and equipment as required.

Review and update processes and procedures for briefing City Manager, Mayor, and employees of any impending disaster or emergency situation.

Coordinate with the City Manager and Planning Director to review and revise the process and procedures for public information releases.

In coordination with the police, fire, and other departments develop a process for managing incidents, at the field level, using the Incident Command System.

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In coordination with the police, fire, and other departments develop a process for communicating with the Monterey County Communication Center and the GZEOC during normal and disaster situations.

In coordination with the police, fire, and other departments develop a process and procedures to warn threatened areas of Gonzales and elements of the population.

Review maps of specific hazards (i.e., HazMat, dam inundation areas, flood inundation areas, earthquake faults zones, etc.) to be used during emergencies in Gonzales.

Train in the Standardized Emergency Management System and the Incident Command System. Maintain competence in any position in the GZEOC that could require Building Department personnel to fill.

Prepare for call back during EOC activation, including relief personnel.

Develop procedures to initiate mutual aid request for building inspectors following an earthquake, in coordination with the planning department.

Develop procedures to manage building inspection teams, in coordination with the planning department.

Develop procedures to hasten rapid safe rebuilding of structures damaged during a disaster.

Initial Response Verify safety of EOC and essential public facilities.

Evaluate damages in Gonzales. Prepare damage estimates.

In coordination with other departments disseminate warnings, emergency public information, and instructions to City of Gonzales citizens when required.

Staff any EOC position required by the Director of Emergency Services.

Prepare for extended operations.

Extended Response Perform detailed safety inspections of damaged facilities following an earthquake, including the determination of whether a structure will be capable of being rebuilt or must be demolished. Coordinate any demolition required for public safety.

Assist the Director of Emergency Services responding to press inquiries as needed.

Activation, operation, and deactivation of the City of Gonzales Emergency Operational Center (GZEOC) as needed.

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Maintain communications with the Monterey County Operational Area, surrounding jurisdictions, and utilities serving the City of Gonzales.

Recovery Operations Assist in the organization and preparation of after-action reports.

Assist in extended recovery operations.

Assist in applying for state and federal disaster assistance programs.

In coordination with other departments, identify and analyzing potential hazard mitigation projects.

Identify any residual hazards resulting from the disaster.

Implement procedures to hasten rapid safe rebuilding of structures damaged during a disaster.

Finance Department
Readiness Develop procedure for reviewing and updating Finance Department SOPs.

Develop forms and other paperwork necessary to account for all disaster activities and resources.

Develop and maintain accounting necessary for cost recover after disaster or emergency operations. Account for all disaster operational costs.

Maintain capability to prepare after-action reports.

Train in the Standardized Emergency Management System and the Incident Command System. Maintain competence in any position in the GZEOC that could require Finance Department personnel to fill.

Prepare for call back during EOC activation, including relief personnel.

Staff any GZEOC position required. Provide capability of supporting other needed positions as determined by the Director of Emergency Services.

Maintain current assets to support emergency operations.

Initial Response Procure emergency resources to sustain operations.

Document the financial cost of disaster response and recovery operations.

Prepare cost reports for the planning section and others as needed.

Staff any GZEOC position required. Provide capability of supporting other needed positions as determined by the Director of Emergency Services.

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Extended Response Maintain assets for procuring emergency resources to sustain extended operations.

Develop the documentation for the financial cost of disaster response and recovery operations.

Assist in the planning process for GZEOC as needed.

Maintain adequate staff for relief shifts in the GZEOC and other support as requested by the Director of Emergency Services.

Recovery Operations Assist the Director of Emergency Services with managing the recovery phase of the disaster or emergency situation.

Track employees’ time and issue paychecks during disaster operations.

Develop the process and procedures for submitting and processing workman compensation claims.

Assist any Disaster Assistance Centers as required.

Prepare projections for Gonzales’ long-term economic recovery.

Recreation Department
Readiness Reviewing and updating department SOPs periodically.

Identify the process and develop procedures for checking recreation facilities and equipment during and after a disaster or significant event.

Develop procedure for mobilizing Recreation Department personnel and resources as may be necessary for event staging.

Maintain sheltering capability for the City of Gonzales. Maintain contact information to activate sheltering operations as needed.

Develop plans and procedures for coordinating volunteers used for disaster relief.

Prepare plans for vector and animal control during disaster operations.

Train in the Standardized Emergency Management System and the Incident Command System. Maintain competence in any position in the GZEOC that could require recreation personnel to fill.

Prepare for call back during EOC activation, including relief personnel.

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Prepare to staff any GZEOC position required. Provide capability of supporting other needed positions as determined by the Director of Emergency Services.

Initial Response Evaluate Recreation Department facilities and equipment for safe operational capability.

Evaluate potential sheltering facilities for safe operational capability. Verify sheltering capability within Gonzales.

Staff any GZEOC position required. Provide support for other positions as determined by the Director of Emergency Services.

Mobilize Recreation Department employees and volunteers as needed to assist in emergency operations.

Coordinate any disaster service volunteers.

Coordinate any volunteer organizations assisting in disaster operations.

Extended Response In coordination with the American Red Cross, develop procedures for caring for displaced persons. Insure that all items under the American’s with Disabilities Act are considered when opening and managing a shelter.

In coordination with the Monterey County Health Department, utilize procedures for vector control operations.

In coordination with animal control, utilize procedures for the care and shelter of pets of sheltered residents.

Recovery Operations Provide sheltering for displaced persons in coordination with the American Red Cross. Ensure that all items under the American’s with Disabilities Act are considered when opening and managing a shelter.

Prepare plans for demobilizing sheltering operations.

Prepare an after action report on all operations of the Recreation Department.

Assist in the operations of Disaster Assistance Centers.

AUTHORITIES AND REFERENCES
The authority for the City of Gonzales Emergency Operations Plan (EOP) is provided in the California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code).

City of Gonzales resolution dated March 7, 2005 adopting the City of Gonzales EOP.

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In development of this EOP, references were used from many sources such as, Monterey County Multi-Hazard Plan, the Standardized Emergency Management System (SEMS) Regulations (California Government Code 8607 et seq) and Guidelines, and the State Emergency Plan.

References
Brady and Associates, Inc. Gonzales General Plan. 1996. Gonzales, CA.

Dewar, James A. The Information Age and the Printing Press: Looking Backward to See Ahead. 1998. Rand Documents,
http://www.rand.org/publications/P/P8014/#fn1
Federal Emergency Management Agency. Are You Ready? H-34, 2002.

Washington, DC.

International City Management Association. Managing Fire Services. 1988.

ICMA Training Institute, Washington. DC.

Mitchell, Ernest. FCC Reaches Bandwidth Consensus. 2004. Fire Chief.

Vol. 48 – 8.

TRAINING AND EXERCISING
The Director of Emergency Services is responsible for developing and providing all training required under the Standardized Emergency Management System (SEMS) regulations.

The departments are responsible for providing training for all department emergency responders, ensuring that all applicable laws are met, and employees are familiar with and knowledgeable of department Standard Operating Procedures (SOPs) and the City’s emergency plan.

The Director of Emergency Services is responsible for developing and distributing an exercise schedule, covering the exercises to be conducted throughout a given calendar year. Each department is responsible for sending emergency responders to these scheduled events pursuant to the exercise schedule published.

PLAN DEVELOPMENT AND MAINTENANCE
The Disaster Council is responsible for the development and ongoing maintenance of the EOP, Gonzales Municipal Code – 2.08.060.

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During California’s Earthquake Preparedness Month every April, the EOP shall be reviewed and checked for accuracy. In this way, the document will be maintained and kept in a constant state of readiness.

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Appendix:

Letter of Promulgation
Approval Date: November 1, 2021
To: Officials, Employees, and Citizens of the City of City of Gonzales The preservation of life, property, and the environment is an inherent responsibility of local, state, and federal government. The City of Gonzales has prepared this emergency operations plan to ensure the most effective and economical allocation of resources for the maximum benefit and protection of the community in time of emergency.

While no plan can completely prevent death and destruction, good plans carried out by knowledgeable and well-trained personnel can and will minimize losses. This plan establishes the emergency organization, assigns tasks, specifies policies, and general procedures, and provides for coordination of planning efforts of the various emergency staff and service elements utilizing the Standardized Emergency Management System (SEMS).

The objective of this plan is to incorporate and coordinate all the facilities and personnel of the city into an efficient organization capable of responding to any emergency.

This emergency operations plan is an extension of the California Emergency Plan.

It will be reviewed, exercised periodically, and revised as necessary to meet changing conditions.

The City Council gives its full support to this plan and urges all officials, employees, and citizens, individually and collectively, to do their share in the total emergency effort of the City of Gonzales.

Concurrence of this promulgation letter constitutes the adoption of the Standardized Emergency Management System by the City of City of Gonzales. This emergency operations plan will become effective on approval by the City Council. ________________________________ ________________
Jose Rios Date
Mayor
City of Gonzales
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PLAN CONCURRENCE
The following list of signatures documents each department’s concurrence with this emergency operations plan.

The City Manager concurs with the City of Gonzales's Emergency Operations Plan.

Signed ____________________________________ _______________________ (City Manger's) (date)
The Police Department concurs with the City of Gonzales's Emergency Operations Plan.

Signed _____________________________________ ______________________ (Police Chief) (date)
The Fire Department concurs with the City of Gonzales's Emergency Operations Plan.

Signed ____________________________________ _______________________ (Fire Chief) (date)
The Public Works Department concurs with the City of Gonzales's Emergency Operations Plan.

Signed ____________________________________ _______________________ (Public Works Director) (date)
The Planning Department concurs with the City of Gonzales's Emergency Operations Plan.

Signed ____________________________________ _______________________ (Planning director) (date)
The Building Department concurs with the City of Gonzales's Emergency Operations Plan.

Signed ____________________________________ _______________________ (Building Official) (date)
The Recreation Department concurs with the City of Gonzales's Emergency Operations Plan.

Signed ____________________________________ _______________________ (Recreation Director) (date)
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Gonzales Emergency Operations Center (GZEOC) PLAN
Gonzales Emergency Operations shall be in compliance with the Standardized Emergency Management System (SEMS) and National Incident Management system (NIMS) • Authority to Activate the GZEOC
o Basic authority rests with the City Manager as the Director of Emergency Services
o Fire Chief is the Deputy Director of Emergency Services o The Director of Emergency Services may establish policies allowing others to activate the GZEOC
• Levels of GZEOC activation
o Level 0 – Day to day operations
▪ Prepared for activation
o Level 1 – Director of Emergency Services and needed staff monitoring situation
▪ Emergency situation possible or probable
▪ Preparing for further activation
o Level 2 – GZEOC operational and Operational Area EOC notified of activation
▪ Major event or jurisdiction-wide emergency exists
▪ Support provide for Incident Command Post
▪ Communications established with Operational Area EOC
o Level 3 – full SEMS/NIMS functions filled and operational ▪ Major event requiring support of City Government
▪ Support and coordination provided to Incident Command Posts • Assessment of the Need to Activate the Emergency Operations Center o Any incident that may have jurisdiction wide implications may require activation of the GZEOC
o Any emergency that involves several departments may require activation of the GZEOC
o Preparation for a planned or potentially emergent situation could be reason to activate the GZEOC
o On-duty staff shall advice departmental leadership of active or pending major incidents that may require jurisdictional support and GZEOC activation o Departmental leadership shall advice Gonzales Director of Emergency Services or Deputy of any situation that may require activation of GZEOC • Notification of Emergency Operations Staff
o The Gonzales Director of Emergency Services and/or Deputy may be notified via Monterey County Communications Center
▪ Phone numbers for both shall be maintained by all departments’ leadership
▪ They may be notified via cell phone, pager, or residence o The notification of GZEOC staff shall be provided by – The Director of Emergency Services or designee
▪ Call lists shall be maintained as required by the Director of Emergency Services
▪ Call lists shall be used for call back of only needed personnel as determined by the GZEOC level of activation
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o The notification should occur within – the first half hour of GZEOC activation o The Operational Area Emergency Manager shall be notified per the Operational Area Emergency Plan when GZEOC is activated at level two or higher.
• Emergency Operations Center Staffing Level
o Level 0 – No staff assigned to coordinate activities
▪ Assigned staff shall check equipment periodically
▪ Emergency Operations Plan reviewed annually by assigned staff o Level 1 – Director of Emergency Services or Deputy shall monitor activities ▪ assemble staff as needed to and determine future activation status ▪ Planning/Intelligence section may be utilized
o Level 2 – Director of Emergency Services or Deputy shall assemble departmental leadership from affected or potentially affected areas to manage the GZEOC
▪ Management Section required
▪ Finance/Administration section shall be activated for record keeping ▪ May not require operations or logistics sections
o Level 3
▪ All SEMS/NIMS functional positions must be activated
▪ Public Information, Safety, and Liaison should be filled ▪ Planning section should make arrangements for ongoing shifts o Staffing Shifts
▪ Each department should be capable of supplying a backup person or people to assist in relief shifts at the GZEOC
▪ The relief personnel should have the appropriate training required for that SEMS/NIMS position
• Facilities
o Gonzales shall maintain an Emergency Operations Center in at least two places
▪ The primary EOC for Gonzales shall be in the Public Safety Building ▪ The primary backup shall be within Gonzales City Hall ▪ The Fire Station may function as a backup EOC
▪ The Public Works Building may operate as a backup EOC • Communications
o Incident Command Posts (ICP) to GZEOC
▪ Gonzales Public Works channel shall be the primary radio communications channel from ICP to GZEOC
o GZEOC to OAEOC
▪ Telephone communications should be primary
▪ Emergency Radios are provided by the Operational Area for this purpose
o PIO
▪ Media call lists should be maintained in the EOC
▪ Media should be used to provide accurate information to the affected public
▪ Reasonable efforts should be made to provide media access to operations in Gonzales
o Liaison with Policy Group – Political Leadership
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▪ The liaison officer should maintain close personal communications with political leadership group as directed by Director of Emergency Services
• Responsibilities
o General Staff
▪ Director of Emergency Services Determine level of GZEOC activation • Staff GZEOC as needed
• Maintain contact with Operational Area EOC
• Maintain contact with Gonzales political leadership
• Manage the Emergency Operations Center during activation • Coordinate City and other resources to support field operations ▪ Public Information
• Primary point of contact for media
• Coordinate incident information with Director of Emergency Services
• Rumor control
▪ Safety
• Insure safe field operations
• Insure safe EOC operations
▪ Liaison
• Primary point of contact for outside agency representatives • Coordinate Director of Emergency Services with political leadership
o Command Staff
▪ Operations
• Coordinate all incident command posts
• Coordinate resource requests from incident command posts • Responsible for providing maximum benefit to Gonzales as a whole
▪ Planning/Intelligence
• Gathering and posting situational information
• Gathering and posting resource information
• Developing action plans for each shift at the GZEOC
▪ Logistics
• Provide logistical support for the GZEOC
• Coordinate City resources for use at incidents
• Coordinates GZEOC with incident logistical sections
• Obtains resources needed by any incident within Gonzales • Coordinates Gonzales resources with Operational Area
resource needs
▪ Finance/Administration
• Maintains records of all incidents
• Accounts for all costs of emergency operations
• Provides needed finances for needed resources
• Coordinates cost recovery during recovery phase
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o Functional Chart
▪
• Access Control
o The Chief of Police or designee shall establish access control for the GZEOC when required
• Emergency Declarations
o The City Council may declare a disaster exists in Gonzales or may operate as part of Monterey County disaster operations if one is declared by the County.
• Training
o Training standards for GZEOC personnel shall be established by the Director of Emergency Services
o All employees and/or volunteers that could function in the GZEOC shall be trained for any position that they could be utilized in o All people operating in the GZEOC shall be trained in SEMS • Staff Assignments
o Department leaders assigned to the EOC may not be able to coordinate their department while functioning in an EOC position
o Management
▪ Primary – City Manager
▪ Deputy – Fire Chief
o Operations
▪ Primary – Department head most affected by incident
▪ Secondary – Law or Fire Representative as assigned by Director of Emergency Services
o Planning/Intelligence
▪ Primary – Planning Director
▪ Secondary – Public Works
o Logistics
▪ Primary – Public Works
▪ Secondary – Parks & Recreation
o Finance/Administration
▪ Primary – Finance
▪ Secondary – Parks & Recreation
o Public Information
▪ Primary – Law Enforcement
▪ Secondary – Assigned by Director of Emergency Services o Safety
Management
Operations Planning/Intel Logistics Finance/Admin
Law Branch
Fire Branch
Public works
Medical
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▪ Primary – Public Works
▪ Secondary – Building Official
o Liaison ▪ Primary
– Parks & Recreation
▪ Secondary – Finance
o Sheltering ▪ Primary
– Parks & Recreation
▪ Secondary – Public Works
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Recovery Operations Manual
Concept of Operations
Recovery Operations The City of Gonzales and the utility companies serving the City will be involved in recovery operations. In the aftermath of a disaster, many citizens will have specific needs that must be met before they can pick up the thread of their pre-disaster lives. Typically, there will be a need for such services as these:
• assessment of the extent and severity of damages to homes and other property;
• restoration of services generally available in communities - water, sewer, food, and medical assistance;
• repair of damaged homes and property; and
• professional counseling when the sudden changes resulting from the emergency have resulted in mental anguish and inability to cope.

The City will help to the extent possible individuals and families recover by ensuring that these services are available and by seeking additional resources if the community needs them.

Two phases Recovery occurs in two phases: short-term and long-term. Short-term recovery operations will begin during the response phase of the emergency. The major objectives of short-term recovery operations include rapid debris removal and clean-up, and orderly and coordinated restoration of essential services (electricity, water, and sanitary systems). Short-term recovery operations will include all the agencies participating in the City's disaster response.

The major objectives of long-term recovery operations include:
• coordinated delivery of long-term social and health services; • improved land use planning;
• an improved City of Gonzales Emergency Operations Plan; • re-establishing the local economy to pre-disaster levels; • recovery of disaster response costs; and
• the effective integration of mitigation strategies into recovery planning and operations.

City of Gonzales will handle long-term recovery activities in coordination with the Monterey County Operational Area. Changes to the plan will be coordinated with all participating departments and agencies. Structures that present public safety threats will be demolished and abated during short-term recovery operations.

SHORT-TERM The goal of short-term recovery is to restore local government services to at RECOVERY least minimal capacity. Short-term recovery includes:
• utility restoration;
• medical and mental health services;
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• transportation route restoration;
• debris removal and clean-up operations; and
• the abatement and demolition of hazardous structures.

The City of Gonzales will coordinate with special district and private utility companies on all efforts to restore utility systems and services during recovery operations. Medical services will continue in temporary facilities, as necessary. Monterey County Health Department will be requested to coordinate and conduct Critical Stress Debriefings for emergency response personnel and victims of the disaster/event.

For federally-declared disasters, centers may be established by the Federal Emergency Management Agency (FEMA) to assist disaster victims and businesses in applying for individual assistance grants and Small Business Administration loans.

In coordination with the American Red Cross, the City will provide sheltering for disaster victims until housing can be arranged. The City will ensure that debris removal and clean-up operations are expedited during short-term recovery operations.

LONG-TERM The goal of long-term recovery is to restore facilities to pre-disaster RECOVERY condition. Long-term recovery includes hazard mitigation activities, restoration and reconstruction of public facilities, and disaster response cost recovery.

The City will be responsible for its own approach to mitigation which could include zoning variances, plan reviews, seismic safety elements, and other land use planning techniques. With public safety a primary concern, rapid recovery may require adjustments to policies and procedures to streamline the recovery process.

Hazard mitigation actions will need to be coordinated and employed in all activities by the City and special districts in order to ensure a maximum reduction of vulnerability to future disasters. The City and special districts will strive to restore essential facilities to their pre-disaster condition by retrofitting, repairing, or reconstructing them during long-term recovery operations.

Recovery programs will also be sought for individual citizens and private businesses. The City's redevelopment agencies will play a vital role in rebuilding commercial areas of the City.

RECOVERY OPERATIONS ORGANIZATION
For the City of Gonzales, recovery operations will be managed and directed by the City Manager. Recovery issues involving other jurisdictions and/or special districts will be coordinated and managed between the City Manager and their designated representatives. On a regularly scheduled basis, the City Manager will convene meetings with department managers, key individuals, and representatives from affected jurisdictions and special districts. These meetings will be held to collectively make policy decisions and to gather and disseminate information regarding completed and ongoing recovery operations. The Police Chief will assist the City Manager in facilitating and leading the recovery process. City of Gonzales departments will also be Packet Pg. 64
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represented and responsible for certain functions throughout the recovery process. A recovery operations organizational chart is depicted below.

RECOVERY OPERATIONS RESPONSIBILITIES
The City and special districts have specific responsibilities in recovering from a disaster. The functional responsibility chart, listed below, depicts the functional responsibilities assigned to each of the departments and/or key personnel, the Monterey County Operational Area, and special districts.

Function Departments/Agencies
Political process management; interdepartmental coordination; City Manager’s Office policy development; decision making; and public information.

Land use and zoning variance; permits and controls for new City Planning Department development; revision of building regulations and codes; code enforcement; plan review; and building and safety inspections.

Restoration of medical facilities and associated services; continue County Health Department to provide mental health services; and perform environmental reviews.

Debris removal; demolition; construction; management of and Public Works Dept. liaison with construction contractors; restoration of utility services. Special Utility Districts Housing programs; assistance programs for the needy; oversight of County Social Services Dept. care facility property management; low income and special housing needs.

Public finance; budgeting; contracting; accounting and claims Finance Dept. processing; taxation; insurance settlements.

Redevelopment of existing areas; planning of new redevelopment City Redevelopment Agency projects; and financing new projects.

Applications for disaster financial assistance; liaison with assistance Finance Department providers; onsite recovery support; disaster financial assistance project management.

Advise on emergency authorities, actions, and associated City Attorney liabilities; preparation of legal opinions; preparation of new ordinances and resolutions.

Government operations and communications; space acquisition; Administrative Services supplies and equipment; vehicles; personnel; and related support.

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RECOVERY DAMAGE/SAFETY ASSESSMENT
Under the City of Gonzales Emergency Operations Center's Standard Operating Procedures, an Initial Damage Estimate is developed during the emergency response phase to support a request for gubernatorial proclamation and for the State to request a presidential declaration.

This is followed by a detailed assessment of damage during the recovery phase by the City and special districts. This detailed assessment provides the basis for determining the type and amount of state and/or federal financial assistance available for recovery.

In coordination with Planning Department, The Building Department will complete the detailed damage/safety assessment. Administrative and operational divisions of special districts will, in most cases, complete the detailed damage/safety assessment.

DOCUMENTATION
Documentation is the key to recovering emergency response and recovery costs. Damage assessment documentation will be critical in establishing the basis for eligibility of disaster assistance programs.

NDAA requirements Under the State Natural Disaster Assistance Act (NDAA), documentation is required for damage sustained to public buildings, levees, flood control works, irrigation works, county roads, city streets, bridges, and other public works.

Federal requirements Under federal disaster assistance programs, documentation must be obtained regarding damage sustained to:
• roads;
• water control facilities;
• public buildings and related equipment;
• public utilities;
• facilities under construction;
• recreational and park facilities;
• educational institutions; and
• certain private non-profit facilities.

Debris removal Debris removal and emergency response costs incurred by the affected entities should also be documented for assistance purposes under the federal programs. It will be the responsibility of the City and special districts to collect documentation of these damages.

The documented information should include the location and extent of damage, and estimates of costs for debris removal, emergency work, and repairing or replacing damaged facilities to pre-disaster condition.

Building codes The cost of compliance with building codes for new construction, repair, and restoration will also be documented. The cost of improving facilities may be included under federal mitigation programs.

Documentation is key to recovering expenditures related to emergency response and recovery operations. For City of Gonzales and their special districts, documentation must begin at the field response level and continue throughout the operation of their Emergency Operations Center as the disaster unfolds.

AFTER-ACTION REPORTING
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After-Action Report Standardized Emergency Management System (SEMS) regulations require any city, city and county, or county declaring a local emergency for which the governor proclaims a state of emergency to complete and transmit an after-action report to Emergency Services Director within (90) days of the close of the incident period.

The after-action report will provide, at a minimum, response actions taken, application of SEMS, suggested modifications to SEMS, necessary modifications to plans and procedures, identified training needs, and recovery activities to date.

The after-action report will serve as a source for documenting City of Gonzales’s emergency response activities, identifying areas of concern and successes. It will also be utilized to develop and describe a work plan for implementing improvements.

An after-action report will be a composite document for all SEMS levels, providing a broad perspective of the incident, referencing more detailed documents, and addressing all areas specified in regulations. It will include an overview of the incident, including enclosures, and addressing specific areas if necessary.

It will be coordinated with, but not encompass, hazard mitigation. Hazard mitigation efforts may be included in the “recovery actions to date” portion of the after-action report.

The Emergency Services Director of the City of Gonzales is responsible for the after-action report, including sending it to the Governor’s Office of Emergency Services within the required 90 day period. They may coordinate with the Operational Area and special districts in the completion of the afteraction report, incorporating information from them for the report.

For City of Gonzales, the after-action report’s primary audience will be City management and employees. As public documents, they are accessible to anyone who requests a copy through the Public Records Act procedure.

The after-action reports will be written in simple language, well-structured, brief and well-presented, and geared to multiple audiences.

Data for the after-action report will be collected from a questionnaire, RIMS documents, other documents developed during the disaster response, and interviews of emergency responders. The most recent After-Action Report Instructions and Report Form are available on RIMS.

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DISASTER ASSISTANCE PROGRAMS
Introduction
When requesting disaster assistance, some key areas of concern must be adequately addressed. These areas include the needs of distinct groups, disaster assistance available at each level of declaration, and the level of detail required on each request for disaster assistance.

The disaster assistance programs have been developed for the needs of four distinct groups:
• individuals;
• businesses (including agriculture interests);
• governments; and
• non-profit organizations.

Individuals Individuals may receive loans or grants for such things as real and personal property, dental, funeral, medical, transportation, unemployment, sheltering, and rental assistance, depending on the extent of damage.

Business Loans for many types of businesses are often made available through the United States Small Business Administration, assisting with physical and economic losses as a result of a disaster or an emergency.

Agriculture Programs exist for agricultural or other rural interests through the United States Department of Agriculture, including assistance for physical and production losses, repair, and reconstruction.

Government Funds and grants are available to government and non-profit organizations to mitigate the risk of future damage.

Type of Emergency Declaration
A state grant program is available to local governments to respond and recover from disasters. Federal grant programs are available to assist governments and certain non-profit organizations in responding to and recovering from disasters. At each level of emergency declaration, various disaster assistance programs become available to individuals, businesses, governments, and non-profit organizations. Under local emergency declarations, the City of Gonzales may be eligible for assistance under the Natural Disaster Assistance Act (with concurrence of the Director of the Governor’s OES).

Businesses and individuals may be eligible for local government tax relief, low-interest loans from the United States Small Business Administration, and relief programs under the United States Department of Agriculture.

State of Emergency Under a State of Emergency Proclamation by the Governor, the City, Proclamation special districts, individuals, and businesses may be eligible, in addition to the assistance available under a local emergency declaration, for services from the following agencies:
• Contractor's License Board;
• Department of Insurance;
• Department of Social Services;
• Franchise Tax Board Tax Relief;
• Department of Motor Vehicles;
• Department of Aging State Board of Equalization; and
• Department of Veteran's Affairs (CALVET).

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Presidential Declaration Under a Presidential Declaration, the City, special districts, individuals, and businesses may be eligible for the following disaster assistance programs and services:
• Cora Brown Fund;
• Crisis Counseling Program;
• Disaster Unemployment;
• Temporary Housing Program;
• Individual and Family Grant Program;
• Internal Revenue Service Tax Relief;
• Public Assistance;
• Hazard Mitigation;
• Veteran's Affairs Assistance; and
• Federal Financial Institutions.

Public Assistance Program Responsibilities
The City, private agencies, and special districts have the responsibility for the completion and submission of the required documents for both state and federal public assistance programs for their jurisdiction, agency, or company.

Specifically, the City Director of Emergency Services will complete the necessary public assistance program application and supporting materials.

Additionally, Director of Emergency Services will be the primary contact for state and federal field representatives.

Special districts will typically assign a representative from their accounting office to complete application materials and coordinate with state and federal representatives. This special district representative will also work closely with their agency’s/company’s field operations staff throughout this process.

Individual Assistance Program Responsibilities
Individuals are expected, whenever possible, to provide for themselves and direct their own personal recovery. However, many individuals will expect the City to deliver assistance to them well after the disaster.

The City will assist the individuals in any way possible, including providing them with the Federal Emergency Management Agency’s (FEMA) hotline number for individual assistance.

A sequence of delivery guide has been developed by FEMA to assist individuals and local governments in determining the flow of individual assistance. The City of Gonzales’s objective is to provide the citizens of their community with all the necessary information to help themselves recover from the disaster. The sequence of delivery appears as follows:
• individual actions for assistance (family, friends, volunteer organizations, churches, etc.);
• recovery/assistance from private insurance carrier;
• FEMA disaster housing assistance;
• United States Small Business Administration assistance; • individual and Family Grant Program assistance; and
• Cora Brown Fund Assistance.

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Hazard Mitigation Grant Program Responsibilities
Within declared areas, management of non-profit special districts and the Emergency Services Director isresponsible for identifying projects that will substantially reduce the risk of future damage, hardship, loss, or suffering from a disaster.

These agencies must ensure that each identified project is cost effective and meets basic project eligibility. These agencies will be the primary contact and coordinator for each funded project until completion.

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California Code of Regulations
Title 19, Division 2
Office of Emergency Services
Adopted Regulations
CHAPTER 1
Article 1. Short Title
§2400. Short Title.

This Chapter shall be known and may be cited as the Standardized Emergency Management System (SEMS) Regulations.

Note:

AUTHORITY: GOVERNMENT CODE §8607(a)
REFERENCE: GOVERNMENT CODE §8607
Article 2. Purpose and Scope
§2401. Purpose and Scope.

These regulations establish the Standardized Emergency Management System (SEMS) based upon the Incident Command System (ICS) adapted from the system originally developed by the Firefighting Resources of California Organized for Potential Emergencies (FIRESCOPE) program including those currently in use by state agencies, the Multi-Agency Coordination System (MACS) as developed by FIRESCOPE program, the operational area concept, and the Master Mutual Aid Agreement and related mutual aid systems.

SEMS is intended to standardize response to emergencies involving multiple jurisdictions or multiple agencies. SEMS is intended to be flexible and adaptable to the needs of all emergency responders in California. SEMS requires emergency response agencies use basic principles and components of emergency management including ICS, multi-agency or inter-agency coordination, the operational area concept, and established mutual aid systems. State agencies must use SEMS. Local government must use SEMS by December 1, 1996 in order to be eligible for state funding of response-related personnel costs pursuant to activities identified in California Code of Regulations, Title 19, §2920, §2925, and §2930. Individual agencies' roles and responsibilities contained in existing laws or the state emergency plan are not superseded by these regulations.

Note:

AUTHORITY: GOVERNMENT CODE §8607(a), §8607(b)
REFERENCE: GOVERNMENT CODE §8607, HEALTH AND SAFETY CODE §13071, §13072 Article 3. Definitions
§2402. Definitions.
(a) “Action Plan” means the plan prepared in the EOC containing the emergency response objectives of that SEMS level reflecting overall priorities and supporting activities for a designated period. The plan is shared with supporting agencies.

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(b) “Activate” means at a minimum, a designated official of the emergency response agency implements SEMS as appropriate to the scope of the emergency and the agency's role in response to the emergency. (c) “Department Operations Center” means an EOC used by a distinct discipline, such as fire, medical, hazardous material, or a unit such as Department of Public Works, Department of Health, or local water district. Department operations centers may be used at all SEMS levels above the field response level depending upon the impacts of the emergency.
(d) “Disaster Assistance Program” is a program that provides state funding or reimbursement for local government response-related personnel costs incurred in response to an incident as defined in §2402(I). (e) “Emergency” means 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.
(f) “Emergency Operations Center” means a location from which centralized emergency management can be performed.
(g) “Emergency Response Agency” means 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.
(h) “Emergency Response Personnel” means personnel involved with an agency's response to an emergency. (i) “Incident” means 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.
(j) “Incident Action Plan” means the plan developed at the field response level which contains objectives reflecting the overall incident strategy and specific tactical actions and supporting information for the next operational period. The plan may be oral or written.
(k) “Incident Commander” means the individual responsible for the command of all functions at the field response level.
(l) “Incident Command System (ICS)” means the 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 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. (m) “Local Government” means local agencies as defined in Government Code §8680.2 and special districts as defined in California Code of Regulations, Title 19, Division 2, Chapter 5, NDAA, §2900(y). (n) “Multi-agency or inter-agency coordination” means 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.
(o) “Office of Emergency Services” means the Governor's Office of Emergency Services.

Note:

AUTHORITY: GOVERNMENT CODE §8607(a)
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REFERENCE: GOVERNMENT CODE §8607, §8680.2, §8558(c)
Article 4. Standardized Emergency Management System
§2403. SEMS Organizational Levels and Functions.
(a) All emergency response agencies shall use the Standardized Emergency Management System in responding to, managing, and coordinating multiple agency or multiple jurisdiction incidents, whether single or multiple discipline.
(b) There are five designated levels in the SEMS organization: field response, local government, operational area, regional, and state. Each level is activated as needed. (1) “Field response level” commands emergency response personnel and resources to carry out tactical decisions and activities in direct response to and incident or threat. (2) “Local government level” manages and coordinates the overall emergency response and recovery activities within their jurisdiction.
(3) “Operational area level” manages and/or coordinates information, resources, and priorities among local governments within the operational area and serves as the coordination and communication link between the local government level and the regional level. (4) “Regional level” manages and coordinates information and resources among operational areas within the mutual aid region designated pursuant to Government Code §8600 and between the operational areas and the state level. This level along with the state level coordinates overall state agency support for emergency response activities.
(5) “State level” manages state resources in response to the emergency needs of the other levels, manages and coordinates mutual aid among the mutual aid regions and between the regional level and state level, and serves as the coordination and communication link with the federal disaster response system. (c) Local government, operational area, regional and state levels shall provide for all of the following functions within SEMS: management, operations, planning/intelligence, logistics, and finance/administration.
(1) Management is responsible for overall emergency policy and coordination through the joint efforts of governmental agencies and private organizations.
(2) Operations is responsible for coordinating all jurisdictional operations in support of the response to the emergency through implementation of the organizational level's action plan. (3) Planning/Intelligence is responsible for collecting, evaluating, and disseminating information; developing the organizational level's action plan in coordination with the other functions; and maintaining documentation.
(4) Logistics is responsible for providing facilities, services, personnel, equipment, and materials. (5) Finance/Administration is responsible for financial activities and administrative aspects not assigned to the other functions.

Note:

AUTHORITY: GOVERNMENT CODE §8607(a)
REFERENCE: GOVERNMENT CODE §8607, §8559, §8605, §8600
§2405. Field Response Level.
(a) Emergency response agencies operating at the field response level of an incident shall utilize the Incident Command System, incorporating the functions, principles, and components of ICS. (1) The functions of ICS are command, operations, planning, logistics, and finance. (A) Command is the directing, ordering, and/or controlling of resources by virtue of explicit legal, agency, or delegated authority.
(B) Operations is responsible for the coordinated tactical response of all field operations directly applicable to or in support of mission(s) in accordance with the Incident Action Plan.

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(C) Planning (may be referred to as planning/intelligence) is responsible for the collection, evaluation, documentation, and use of information about the development of the incident and the status of resources.
(D) Logistics is responsible for providing facilities, services, personnel, equipment, and materials in support of the incident.
(E) Finance (may be referred to as finance/administration) is responsible for all financial and cost analysis aspects of the incident, and for any administrative aspects not handled by the other functions. (2) The principles of ICS are that:
(A) The system provides for the following kinds of operation: single jurisdictional responsibility/single agency involvement, single jurisdictional responsibility with multiple-agency involvement, and multiple-jurisdictional responsibility with multiple-agency involvement. (B) The system's organizational structure adapts to any emergency or incident to which emergency response agencies would be expected to respond.
(C) The system shall be applicable and acceptable to all user agencies. (D) The system is readily adaptable to new technology.
(E) The system expands in a rapid and logical manner from an initial response to a major incident and contracts just as rapidly as organizational needs of the situation decrease. (F) The system has basic common elements in organization, terminology, and procedures. (3) The components of ICS are common terminology, modular organization, unified command structure, consolidated action plans, manageable span-of-control, predesignated incident facilities, comprehensive resource management, and integrated communications.
(A) Common terminology is the established common titles for organizational functions, resources, and facilities within ICS.
(B) Modular organization is the method by which the ICS organizational structure develops, based upon the kind and size of an incident. The organization's staff builds from the top down with responsibility and performance placed initially with the Incident Commander. As the need exists, operations, planning, logistics, and finance may be organized as separate sections, each with several units. (C) Unified command structure is a unified team effort which allows all agencies with responsibility for the incident, either geographical or functional, to manage an incident by establishing a common set of incident objectives and strategies. This is accomplished without losing or abdicating agency authority, autonomy, responsibility, or accountability.
(D) Consolidated action plans identify objectives and strategy determinations made by the Incident Commander for the incident based upon the requirements of the jurisdiction. In the case of a unified command, the incident objectives must adequately reflect the policy and needs of all the jurisdictional agencies. The action plan for the incident covers the tactical and support activities required for the operational period.
(E) Manageable span-of-control within ICS is a limitation on the number of emergency response personnel who can effectively be supervised or directed by an individual supervisor. The kind of incident, the nature of the response or task, distance, and safety will influence the span-of-control range. The ordinary span-of-control range is between three and seven personnel. (F) Predesignated incident facilities are identified within ICS. The determination of the kinds and locations of facilities to be used will be based upon the requirements of the incident. (G) Comprehensive resource management is the identification, grouping, assignment, and tracking of resources.
(H) Integrated communications are managed through the use of a common communications plan and an incident-based communications center established for the use of tactical and support resources assigned to the incident.

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(b) Where an agency has jurisdiction over multiple-agency incidents, it shall organize the field response using ICS to provide for coordinated decision-making with emergency response agencies.

Note:

AUTHORITY: GOVERNMENT CODE §8607(a)
REFERENCE: GOVERNMENT CODE §8607(a)(1), §8607(e), HEALTH AND SAFETY CODE §13071, §13072
§2407. Local Government Level.
(a) The Standardized Emergency Management System as described under SEMS Organizational Levels and Functions (§2403) shall be utilized:
(1) when the local government emergency operations center is activated. (2) when a local emergency, as defined in Government Code §8558(c), is declared or proclaimed. (b) When a local government EOC is activated, communications and coordination shall be established between the Incident Commander(s) and the department operations center(s) to the EOC or between the Incident Commander(s) and the EOC. Coordination of fire and law enforcement resources shall be accomplished through their respective mutual aid systems. (c) 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.
(d) Local government shall use multi-agency or inter-agency coordination to facilitate decisions for overall local government level emergency response activities.

Note:

AUTHORITY: GOVERNMENT CODE §8607(a)
REFERENCE: GOVERNMENT CODE §8558(c), §8607(a), §8607(e) §2409. Operational Area Level.
(a) “Operational Area Level” means an intermediate level of the state emergency services organization, consisting of a county and all political subdivisions within the county area. Each county geographic area is designated as an operational area. An operational area is used by the county and political subdivisions comprising the operational area for the coordination of emergency activities and to serve as a link in the system of communications and coordination between the state's emergency operation centers and the operation centers of the political subdivisions comprising the operational area, as defined in Government Code §8559(b) and §8605. This definition does not change the definition of operational area as used in the existing fire and rescue mutual aid system.
(b) All local governments within a county geographic area shall be organized into a single operational area by December 1, 1995, and the county board of supervisors shall be responsible for its establishment. (c) The operational area authority and responsibility under SEMS shall not be affected by non-participation of any local government(s) within the operational area. (d) The county government shall serve as the lead agency of the operational area unless another member agency of the operational area assumes that responsibility by written agreement with county government. (e) The lead agency of the operational area shall:
(1) Coordinate information, resources, and priorities among the local governments within the operational area.

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(2) Coordinate information, resources, and priorities between the regional level and the local government level. Coordination of fire and law enforcement resources shall be accomplished through their respective mutual aid systems.
(3) Use multi-agency or inter-agency coordination to facilitate decisions for overall operational area level emergency response activities.
(f) The operational area EOC shall be activated and SEMS used as described in the SEMS Organizational Levels and Functions (§2403) when any of the following conditions exists:
(1) A local government within the operational area has activated its EOC and requested activation of the operational area EOC to support their emergency operations. (2) Two or more cities within the operational area have declared or proclaimed a local emergency. (3) The county and one or more cities have declared or proclaimed a local emergency. (4) A city, city and county, or county has requested a governor's proclamation of a state of emergency, as defined in Government Code §8558(b).
(5) A state of emergency is proclaimed by the governor for the county or two or more cities within the operational area. (6) The operational area is requesting resources from outside its boundaries, except those resources used in normal day-to-day operations which are obtained through existing agreements providing for the exchange or furnishing of certain types of facilities and services on a reimbursable, exchange, or other basis as provided for under the Master Mutual Aid Agreement. (7) The operational area has received resource requests from outside its boundaries, except those resources used in normal day-to-day operations which are obtained through existing agreements providing for the exchange or furnishing of certain types of facilities and services on a reimbursable, exchange, or other basis as provided for under the Master Mutual Aid Agreement.

Note:

AUTHORITY: GOVERNMENT CODE §8607(a)
REFERENCE: GOVERNMENT CODE §8607(a), §8558(c), §8559(b), §8605, §8561, §8616, §8617, §8618 §2411. Regional Level.
(a) The regional level EOC shall be activated and SEMS used as described in SEMS Organizational Levels and Functions (§2403) when any operational area EOC within the mutual aid region is activated. (b) The lead agency for establishment of the regional level EOC shall be OES. (c) The location of the regional level EOC shall be identified by OES to accommodate the needs of the operational area(s) served.
(d) When the regional level EOC is activated, communications and coordination shall be established with the operational area(s), the state level EOC, and regional level department operations centers. Coordination of fire and law enforcement resources shall be accomplished through their respective mutual aid systems. (e) The regional level shall use multi-agency or inter-agency coordination to facilitate decisions for overall regional level emergency response activities.

Note:

AUTHORITY: GOVERNMENT CODE §8607(a)
REFERENCE: GOVERNMENT CODE §8607(a), §8600, §8559(a)
§2413. State Level.
(a) The state level EOC shall be activated and SEMS used as described in SEMS Organizational Levels and Functions (§2403) when any of the following conditions exists:
(1) A regional level EOC is activated.
(2) Upon the governor's proclamation of a state of emergency.

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(3) Upon the governor's proclamation of an earthquake or volcanic prediction. (b) The lead agency for establishment of the state level EOC shall be OES. (c) When the state level EOC is activated, communications and coordination shall be established with the regional level EOC(s), state level department operations centers, and federal emergency response agencies.

Coordination of fire and law enforcement resources shall be accomplished through their respective mutual aid systems.

Note:

AUTHORITY: GOVERNMENT CODE §8607(a)
REFERENCE: GOVERNMENT CODE §8607(a), §8558(b)
§2415. Mutual Aid.
(a) “Mutual Aid” means voluntary aid and assistance by the provision of services and facilities, including but not limited to: fire, police, medical and health, communication, transportation, and utilities. Mutual aid is intended to provide adequate resources, facilities, and other support to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation. (b) “Mutual Aid System” means the system which allows for the progressive mobilization of resources to/from emergency response agencies, local governments, operational areas, regions, and the state with the intent of providing adequate resources to requesting agencies. The California mutual aid system includes several discipline-specific mutual aid systems (e.g., fire and rescue, law enforcement, medical and public works) which are consistent with the Master Mutual aid Agreement. (c) All mutual aid systems and agreements shall be consistent with SEMS and the Master Mutual aid Agreement.
(d) Unless otherwise provided by agreement, the responsible local official in whose jurisdiction(s) an incident requiring mutual aid has occurred remains in charge and retains overall direction of personnel and equipment provided through mutual aid (as provided for in Government Code §8618).

Note:

AUTHORITY: GOVERNMENT CODE §8607(a)
REFERENCE: GOVERNMENT CODE §8607(a)(3), §8561, §8616, §8617, §8618 Article 5. Standardized Emergency Management System Advisory Board §2425. Establishment and Purpose.

The Director, OES, shall establish the SEMS Advisory Board consisting of representatives from emergency response agencies to provide advice on all aspects of this Chapter.

Note:

AUTHORITY: GOVERNMENT CODE §8607(a)
REFERENCE: GOVERNMENT CODE §8607(a), §8587
Article 6. Training
§2428. Minimum Performance Objectives.
(a) Emergency response agencies shall determine the appropriate level(s) of SEMS instruction for each member of their staff, based upon staff member's potential assignment during an emergency response. (b) Emergency response agencies shall ensure that their emergency response personnel can demonstrate and maintain, to the level deemed appropriate, the minimum SEMS performance objectives required by their agencies' training programs. Agencies shall use the Minimum Performance Objectives contained in the Approved Course of Instruction (ACI) Syllabus dated March 1, 1995, which are hereby incorporated by Packet Pg. 77
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reference, as the basis for their training programs. Minimum Performance Objectives are contained in Paragraph D of each Course Module description.
(c) SEMS minimum performance objectives shall be met through completion of materials from the ACI, completion of equivalent courses of instruction, or through incorporation of the objectives into exercises.

Note:

AUTHORITY: GOVERNMENT CODE §8607(a)
REFERENCE: GOVERNMENT CODE §8607(a) and §8607(e)
Article 7. Compliance
§2443. General Provisions
(a) Local government must use SEMS in order to be eligible for state funding of response-related personnel costs occurring in response to an incident as defined in §2402(i). All state agencies shall use SEMS to coordinate multiple jurisdiction or multiple agency emergency and disaster operations. (b) Compliance with SEMS shall be documented in the areas of planning, training, exercise, and performance.
(c) All applicants for reimbursement or response-related personnel costs shall self-certify compliance with §2445, §2446, §2447, and §2448.

This self-certification shall be submitted in writing with the application. (d) Evidence of compliance with SEMS as set forth in §2445, §2446, §2447, and §2448 shall be available for review.
(e) When the OES Director determines sufficient evidence exists to warrant a SEMS Compliance review, a Review Team shall be established to evaluate the compliance with SEMS of any local government which has requested funding of its response-related personnel costs under disaster assistance programs, or any operational area or state agency. The OES Director shall notify the local government, operational area, or state agency being evaluated, the SEMS Advisory Board, and the fund(s) administrator of any disaster assistance program of the establishment of the Review Team. At a minimum, participants on the Review Team shall include peers of the entity being evaluated, OES staff, and others knowledgeable in emergency operations and SEMS. The Review Team shall meet with the local government, operational area, or state agency being evaluated and solicit all pertinent information. The team may also review records and interview persons knowledgeable on the SEMS compliance activities of the entity being evaluated. The Review Team shall report its findings to the local government, operational area, or state agency that was evaluated, the SEMS Advisory Board, and the OES Director. This report must be issued within ninety (90) days of the establishment of the Review Team.
(f) The SEMS Advisory Board shall examine the Review Team's report within sixty (60) days of submittal of the report. The SEMS Advisory Board shall also consider additional information pertinent to the evaluation. The local government, operational area, or state agency being evaluated may submit additional information to the Board, either verbally or in writing. After consideration, the SEMS Advisory Board shall submit a recommendation to the OES Director. A copy of the recommendation shall be forwarded to the local government, operational area, or state agency being evaluated. (g) The OES Director shall make a determination on whether or not the local government, operational area, or state agency being evaluated was in compliance with SEMS. This determination shall be forwarded to the local government, operational area, or state agency being evaluated by certified letter within thirty (30) days of the SEMS Advisory Board's recommendation. A copy of the determination shall be provided to the fund(s) administrator of any disaster assistance program.

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Note:

AUTHORITY: GOVERNMENT CODE §8607(a)
REFERENCE: GOVERNMENT CODE §8607(e), §8682.9, 8558(c)
§2444. Appeal Process.
(a) In the event the local government, operational area, or state agency being evaluated disagrees with the determination of the OES Director, the local government, operational area, or state agency may request a reconsideration of the determination. The request must be submitted within thirty (30) days of receipt of the letter of determination.
(b) The request for reconsideration shall be in writing and indicate why the local government, operational area, or state agency disagrees with the decision, any new or additional pertinent information, and any legal authority or other basis for the disagreement with the determination. (c) The OES Director shall review the request for reconsideration and make a determination. The local government, operational area, or state agency that submitted the request for reconsideration shall be notified of the OES Director's decision by certified letter within thirty (30) days of receipt of the request for reconsideration. A copy of the determination shall be provided to the fund(s) administrator or any disaster assistance program.
(d) The OES Director's decision shall be considered final for the purposes of the appeal process.

Note:

AUTHORITY: GOVERNMENT CODE §8607(a)
REFERENCE: GOVERNMENT CODE §8607(e)
§2445. Planning.

Local governments, operational areas, and state agencies shall include the use of SEMS in emergency plans and procedures pursuant to §2403, §2405, §2407, §2409, §2411, §2413, and §2415.

Note:

AUTHORITY: GOVERNMENT CODE §8607(a)
REFERENCE: GOVERNMENT CODE §8607(a), §8607(b), §8607(c), 8607.2(c) §2446. Training.

Local governments, operational areas, and state agencies shall document SEMS training provided to its emergency response personnel pursuant to §2428.

Note:

AUTHORITY: GOVERNMENT CODE §8607(a)
REFERENCE: GOVERNMENT CODE §8607(c)
§2447. Exercises.

Local governments, operational areas, and state agencies shall incorporate the use of SEMS pursuant to §2403, §2405, §2407, §2409, §2411, §2413, and §2415 at all levels of operation when exercises are performed.

Note:

AUTHORITY: GOVERNMENT CODE §8607(a), §8607.2(c)
REFERENCE: GOVERNMENT CODE §8607(c), §8607.2(c)
§2448. Performance.

Local governments, operational areas, and state agencies shall document the use of SEMS. Documentation shall include activities performed pursuant to §2403, §2405, §2407, §2409, §2411, §2413, and §2415 during the emergency.

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Note:

AUTHORITY: GOVERNMENT CODE §8607(a)
REFERENCE: GOVERNMENT CODE §8607(d)
Article 8. After Action Reports
§2450. Reporting Requirements.
(a) Any city, city and county, or county declaring a local emergency for which the governor proclaims a state of emergency, and any state agency responding to that emergency shall complete and transmit an after action report to OES within ninety (90) days of the close of the incident period as specified in California Code of Regulations, Title 19, §2900(j).
(b) The after action report shall, at a minimum, be a review of response actions taken, application of SEMS, suggested modifications to SEMS, necessary modifications to plans and procedures, identified training needs, and recovery activities to date.

Note:

AUTHORITY: GOVERNMENT CODE §8607(a)
REFERENCE: GOVERNMENT CODE §8607(f)
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Evacuation Plan
City of Gonzales
October 2021
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Evacuation Plan
City of Gonzales
Purpose:

This plan is to provide for safe and orderly evacuation of people threatened by hazards within the City of Gonzales when appropriate.

Situation and assumptions:

Gonzales is located within a seismically active areai. Portions of Gonzales are located in a flood plainii. Hazardous Material is stored in several locations throughout Gonzalesiii.

During an emergency event, some normal travel pathsiv may be unavailable for safe travel. Portions of normal evacuation routes may be blocked due to specific emergenciesv.

Gonzales has not predetermined any specific sheltering location for evacuated people from any specific emergency. Sheltering may not be determined prior to the need to evacuate people from an affected area.

Some people will self evacuate, others will refuse to evacuate, and many people may need assistance with evacuation informationvi.

Concept of Operations:

Every emergency event presents unique circumstances. Emergency management shall determine any need for evacuation within Gonzales based on current and projected circumstances and resources. The State of California has designated the Standardized Emergency Management System (SEMS) as the appropriate method of operations in an emergencyvii. All operations in Gonzales shall utilize the principles of SEMS. Operations in Gonzales shall be coordinated with operational area operations if possible.

Organization and Assignment of Responsibilities:

Emergency Management
In Gonzales, the City Manager is designated as the Emergency Manager and responsible for coordinating operations during any emergencyviii. The Emergency Manger may be the Emergency Operations Center (EOC) Manager during any specific period. Another person may be EOC Manager at other times. The EOC Manager shall determine the need for evacuation of any general or specific area. The EOC Manager may designate an Evacuation Coordinator.

Evacuation Coordinator
The Evacuation Coordinator shall facilitate the safe and coordinated movement of people from an unsafe area of Gonzales as determined by and under the direction of the EOC Manager.

Law Enforcement
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Law enforcement shall be the primary department responsible for:
• Coordination of traffic control during evacuation
• Perimeter control for security of any closed area
• Basic damage assessment of affected areas
All law enforcement effort shall be coordinated through the EOC, if activated.

Public Works
Public works shall be responsible to:
• Assess transportation routes for safety
• Assist with traffic and perimeter control
All Public Works efforts shall be coordinated through the EOC, if activated.

Fire Department
The fire department shall be responsible for:
• Rescue
• Assistance with traffic control
• Assistance in patrolling any closed area
All Fire Department efforts shall be coordinated through the EOC, if activated.

Building Department
The building department shall be responsible for:
• Safety
• Assistance in the EOC as needed
All Building Department efforts shall be coordinated through the EOC, if activated.

Planning Department
The planning department shall be responsible for:
• Assistance with planning safety evacuation routes
• Assistance in the EOC planning section
All Planning Department efforts shall be coordinated through the EOC, if activated.

Evacuation Routes:

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Routes considered for evacuation use during an emergency shall be considered based on current and potential circumstances related to the existing emergency.

Routes identified for consideration areix:
• US 101 (All Zones)
• Alta Street, North and South1(Zones A, D, E)
• Gonzales River Road (Zone E)
• Johnson Canyon Road (Zones B, C)
• Fanoe Road
• Gloria Road
• Iverson Road
• Associated Lane
Basic Plan 69
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Emergency Communications
Plan update October 2022
Purpose:

This plan will set the framework for how various City departments and outside agencies will communicate to coordinate efforts in response to a disaster or large-scale emergency incident.

Possible scenarios and soltions:

1. If landline, cellular, and regular radio communications to County Dispatch are uninterrupted, emergency communications will be conducted through normal channels.

2. If landline and cellular communications are impacted but radio communication to dispatch remains unaffected, then all emergency communications will take place via radio. a. All City personnel in all departments that are actively engaged in the response to the emergency will conduct all communications through Gonzales Local Government radio channel (this channel is used daily by Public Works). b. The incident command staff operating out of the Emergency Operations Center (EOC) shall use whatever repeated radio channels are appropriate or available to coordinate with county dispatch and or outside responding agencies. c. Outside responding agencies will be given a radio equipped with the Gonzales Local Government channel out of our emergency radio cache when such agencies arrive.

3. If landline, cellular and regular radio communications to County Dispatch are all impacted by the event then all emergency communication and coordination will be conducted on the Gonzales Local Government channel.
a. The incident Command Staff operating of the Emergency Operations Center will use whatever means available to communicate and coordinate with outside agencies.

Radio Call signs and clear text:

1. Personnel operating on the Gonzales Local Government radio channel during a time of emergency shall utilize their normal radio call signs for communications. Incident Command Staff and support personnel will be issued a call sign based upon their function (command, operations, fiancé logistics and planning).

2. All radio communications will be conducted using clear text dialog, no 10 codes will be used on the Gonzales Local Government Radio Chanel.

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Power Outage Emergency
Operations Plan
Purpose:

This plan establishes a framework for a coordinated response to extended electrical outages that may affect the health and safety of residents. The plan will cover electrical outages lasting longer than eight (8) hours caused by any of the following scenarios:

Natural or manmade disaster
Public Safety Power Shutoff (PSPS)
Outages planned by the utility for repair or equipment maintenance Outages caused by accidents
Public information:

For circumstances involving a pre-planned outage, Emergency Management will notify residents through all available communications channels of the pending outage with as much advance notice as possible. The notification will provide the specific start date and time of the outage or best possible approximation, and the expected duration of the outage. Messaging will include information on how residents can prepare for the outage and what resources will be available to the public during the event. For unplanned outages the public will be notified of the situation, and as information becomes available the approximate duration of the outage, available resources, and any updates due to changes in conditions as appropriate.

The Emergency Services director or incident commander may designate a member of the emergency management team to act as a liaison to local businesses to provide notifications, and coordinate recovery efforts through the Monterey County Office of Emergency Services if applicable for the event.

Resources and Operations:

The Director of Emergency Services or Incident Commander may direct the establishment of the following resources to be made available to residents if logistically practical.

Heating or cooling centers (weather dependent)
Cell phone and device charging centers
Medical equipment charging stations
Cold storage for perishable medications
Nonperishable food distribution centers (for extended incidents) The Director of Emergency Services or Incident Commander may order the recall of off duty personnel to support critical daily or special operations.

Security- Police Department
EMS response – Fire Department
Logistics – Public Works and or Recreation Departments
Documentation and Cost recovery – Clerical staff
Locations for resource centers:

City Council Chambers
Gonzales Police Department Station
Gonzales Fire Department Station
Recovery:

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All mitigation efforts shall be tracked and documented for potential cost recovery should a local or state emergency or disaster be declared. The Emergency management team will be responsible for tracking costs related to the following:

Staff time, including pre-event planning and overtime.

Material resources furnished to the public.

Logistical costs for staff and volunteers.

Fuel
Contracts for needed equipment furnished by third parties.

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Plan Maintenance:

This plan has been developed and shall be maintained in compliance with Federal Emergency Management Agency Guidelinesx. This plan should be reviewed annually for consistency with other emergency plans and existing conditions. The City of Gonzales emergency manager is responsible for this plan.
i Gonzales General Plan – 1996, page 72
ii Gonzales General Plan – 1996, page 76
iii Gonzales General Plan – 1996, page 91
iv Gonzales General Plan – 1996, page 56
v Flood Insurance Rate Map, panel 250 of 1025, community panel number 060195 0250 D (1/30/1984) vi FEMA Guide for All-Hazard Emergency Operations Planning, Attachment E vii Office of Emergency Services, Emergency Planning Guidance for Local Government, vol. 3, page 13 (9/97) viii Gonzales Municipal Code, section 2.24.050
ix Gonzales General Plan – 1996, page 56
x FEMA Guide for All-Hazard Emergency Operations Planning (9/96), Attachment E Packet Pg. 88
Attachment: Emergency Operations Plan 2024 Update (3085 : Emergency Operations Plan Update 2024) City of Gonzales

PUBLIC WORKS / CITY ENGINEER DEPARTMENT

STAFF REPORT
TO: Honorable Mayor Rios and City Council
DATE: September 3, 2024
FROM: Patrick Dobbins, Public Works Director/City Engineer THROUGH: Carmen Gil, City Manager
SUBJECT: Resolution No. 2024-54 Designating Resurfacing the 100 and 200 Blocks of Fourth Street as the City’s Priority Project for FY 2024-2025 to be Funded by SB 1 “The Road Repair and Accountability Act of 2017

RECOMMENDATION
Staff recommends the City Council Adopt Resolution No. 2024-54, A Resolution of the City Council of the City of Gonzales Designating Resurfacing the 100 and 200 Blocks of Fourth Street as the City’s Priority Project for FY 2024-2025 to be Funded by SB 1 “The Road Repair and Accountability Act of 2017.”

BACKGROUND
The Road Repair and Accountability Act of 2017 (SB 1 Beall) provided for a significant investment in California’s roadway system of about $5.2 billion per year. The Act increased per gallon fuel excise taxes, diesel fuel sales taxes and vehicle registration taxes, stabilized the price-based fuel tax rates and provided for inflationary adjustments in future years. This legislation more than doubled local streets and road funds allocated through the Highway Users Tax Account, allocating funds from new taxes through a new “Road Maintenance and Rehabilitation Account” (RMRA).

The RMRA receives funds from the following taxes imposed by the State:
• A 12 cent per gallon increase to the gasoline excise tax effective November 1, 2017. • A 20 cent per gallon increase to the diesel fuel excise tax effective November 1, 2017, half of which will be allocated to Trade Corridors Enhancement Account (TCEA) with the remaining half to the RMRA.
• A new vehicle registration tax called the “transportation improvement fee,” effective January 1, 2018, based on the market value of the vehicle.

AGENDA
ITEM
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• An additional new $100 vehicle registration tax on zero emission vehicles model year 2020 and later effective July 1, 2020.

REVIEW AND ANALYSIS
The Road Repair and Accountability Act stipulates that, prior to receiving RMRA funds in any fiscal year, a city shall submit a project list pursuant to the agency’s adopted budget to the California Transportation Commission (CTC).

The City expects to receive approximately $226,000 in SB 1 funding for FY 2024/25 and City staff propose to use these funds for resurfacing the 100 and 200 blocks of Fourth Street. Therefore, staff recommends the City Council designate resurfacing the 100 and 200 blocks of Fourth Street as the City’s Priority Project for FY 2024/25 to be Funded by SB 1 “The Road Repair and Accountability Act of 2017”.

Explain Recommendation and How it Supports the Vision
Gonzales will continue to be a safe, clean, family-friendly community, diverse in its heritage, and committed to working collaboratively to preserve and retain its small-town charm.

Explain: Use of SB 1 monies on improving our local roadways has multiple benefits including safety, reduces delays, and maintaining critical infrastructure.

Explain: SB 1 monies increase funding for maintenance of city streets to improve the quality of life for Gonzales residents.

City services will be delivered in a cost-effective, respectful, and friendly manner to ensure the safety and well-being of the residents and the promotion of business, recreational, housing and employment opportunities in an environmentally sustainable manner.

Explain: See above Vision explanation.

Strong fiscal policies allow us to provide appropriate infrastructure for:
• Public Safety X Yes No N/A
• Housing Yes No X N/A
• Recreation Yes No X N/A
• Environment X Yes No N/A
• Education Yes No X N/A
Explain: The SB 1 monies and the related reporting requirements provide for accountability and cost-effective transportation funding.

ALTERNATIVES

1. Direct staff to change the use of these funds and modify the resolution.

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2. Delay adopting the resolution, which is not recommended since it would cause the City to miss a deadline related to SB 1.

BUDGET IMPACT
The City is expected to receive approximately $226,000 in SB1 funding for FY 2024-2025.

CONCLUSION
Staff recommends the City Council Adopt Resolution No. 2024-54, A Resolution of the City Council of the City of Gonzales Designating Resurfacing the 100 and 200 Blocks of Fourth Street as the City’s Priority Project for FY 2024-2025 to be Funded by SB 1 “The Road Repair and Accountability Act of 2017.”
Attachments:

1. Resolution No. 2024-54
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Page 1 of 2 ends

RESOLUTION NO. 2024-54

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GONZALES DESIGNATING RESURFACING THE 100 AND 200 BLOCKS OF FOURTH STREET AS THE CITY’S PRIORITY PROJECT FOR FY 2024-2025 TO BE FUNDED BY SENATE BILL 1 - THE ROAD REPAIR AND ACCOUNTABILITY ACT OF 2017 WHEREAS, Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017 (Chapter 5, Statutes of 2017) was passed by the Legislature and signed into law by the Governor in April 2017 to address the significant multi-modal transportation funding shortfalls; and WHEREAS, SB1 includes accountability and transparency provisions to ensure residents of the City of Gonzales are aware of the projects proposed for funding in our community and which projects have been completed each fiscal year; and WHEREAS, the City must adopt by resolution a list of the projects to receive funding from the Road Maintenance and Rehabilitation Account (RMRA), created by SB 1, in the City Budget as Fund 137, which includes a description and location of each proposed project, a proposed schedule for project completion and the estimated useful life of the improvement; and WHEREAS, the City expects to receive an estimated $226,000 in RMRA funding in Fiscal Year 2024/25 from SB 1; and
WHEREAS, this is the eighth year the City is receiving SB 1 funding and will enable the City to continue essential road maintenance and rehabilitation projects, safety improvements, and increasing access and mobility options for the traveling public that would not have otherwise been possible without SB 1; and
WHEREAS, the City of Gonzales will use SB 1 RMRA monies for resurfacing the 100 and 200 blocks of Fourth Street; and
WHEREAS, maintaining and preserving local streets and roads in good condition will reduce drive times and traffic congestion, improve pedestrian and bicycle safety, which leads to reduce vehicle emissions helping the State achieve its air quality and greenhouse gas emissions reductions goals; and
NOW, THEREFORE IT IS HEREBY RESOLVED, ORDERED AND FOUND by the City Council of the City of Gonzales as follows:

1. The project to be funded with Fiscal Year 2024-2025 Road Maintenance and Rehabilitation Account revenues will be:
a. Project Title: Resurfacing the 100 and 200 blocks of Fourth Street b. Project Description: Pavement reconstruction and resurfacing of the two blocks of Fourth Street that comprise the downtown core c. Project Location: 100 and 200 blocks of Fourth Street d. Project Schedule: Start (March 2025) – Completion (June 2025) e. Estimated Project Useful Life: +20 years
Packet Pg. 92
Attachment: Resolution No. 2024-54 (3081 : Resolution No. 2024-54 Resurfacing Fourth Street as Priority Project for FY 2024-2025)

Page 2 of 2 ends

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Gonzales duly held on the 3
rd day of September 2024, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

Jose L. Rios, The Honorable Mayor
ATTEST:

Mary Villegas, Deputy City Clerk
Packet Pg. 93
Attachment: Resolution No. 2024-54 (3081 : Resolution No. 2024-54 Resurfacing Fourth Street as Priority Project for FY 2024-2025) City of Gonzales

CITY MANAGER DEPARTMENT

STAFF REPORT
TO: Honorable Mayor Rios and City Council
DATE: September 3, 2024
FROM: Carmen Gil, City Manager
SUBJECT: Proclamation No. 2024-06 City of Gonzales' Community Beautification Month

RECOMMENDATION
It is recommended that the City Council consider approval of Proclamation No. 2024-06 Proclaiming September as the City of Gonzales’ Community Beautification Month.

BACKGROUND
In efforts to create more vibrant communities that promote wellbeing, ownership and pride, Cities across the State and Country have taken up Community Beautification initiatives as they have proven to strengthen civic participation and community unity.

The City Council has heard residents’ complaints of blight, loose animals and even animal waste left on sidewalks, and recognizes that these issues are community issues that require attention and community initiative. Declaring a “Community Beautification Month” helps to promote public participation in such efforts and allows the City Council and staff to recognize this as a serious matter to where action will be taken and efforts to make the community cleaner can be deployed.

REVIEW & ANALYSIS
Recognizing September as Gonzales’ Community Beautification Month will allow staff to encourage and support community clean-up projects, planting and gardening days, and art and cultural enrichment activities – all in an effort to make Gonzales a great place to live, work, and play.

Duties and Commitments
AGENDA
ITEM
8 Packet Pg. 94
Through limited funds, staff will purchase signage and create messages to help remind animal owners that they must clean up after their pets and be respectful of others by ensuring their dogs are on leashes, that their cats are taken care of, and that they make every effort to keep their neighborhood neat and clean.

Explain: The Measure K Oversight Committee has committed $5,000 to this effort, which will be used to purchase signage, dog waste stations and to create a messaging campaign around September being Community Beautification Month. We hope these efforts will encourage the community to help maintain their neighborhoods and community looking neat and clean.

Explain how the Recommendation Directly Implements the Mission The City Council and Staff of the City of Gonzales will realize our Vision by providing the leadership, commitment and resources necessary to provide excellent services that enhance the quality of life of our diverse community. X Yes _____No _____ NA
Explain: Proclaiming September as Community Beautification Month, will help to implement the City’s Mission of keeping our community safe, clean and help it retain its small-town charm.

Strong fiscal policies allow us to provide appropriate infrastructure for:
• Public Safety X Yes No N/A
• Housing X Yes No N/A
• Recreation X Yes No N/A
• Environment X Yes No N/A
• Education X Yes No N/A
Explain: Please see explanation above for the Vision.

ALTERNATIVES
The Council can decide not to move forward with proclaiming September as Gonzales Community Beautification Month. This is not recommended as making it an official Council action can help to encourage the community to take better care of their animals and their surroundings.

BUDGET IMPACT
There is no impact to the budget as $5,000 to support beautification efforts were allocated by the Measure K Oversight Committee.

CONCLUSION
It is recommended that the City Council consider approval of Proclamation No. 2024-06 Proclaiming September as the City of Gonzales’ Community Beautification Month.

Attachments:

1. Proclamation No. 2024-06
Packet Pg. 95

PROCLAMATION NO. 2024-06
WHEREAS, the City Council of the City of Gonzales wishes to support the institution of community pride in the residents of Gonzales; and
WHEREAS, the City Council wishes to support community members who go above and beyond to keep their neighborhoods and parks clean; and WHEREAS, the City Council wishes to encourage the community to take on Community Beautification Projects that will help enhance the community's look and feel to create a more vibrant community; and
WHEREAS, the City Council wishes to support the initiative to clean up and restore the Gonzales community by supporting placemaking projects like: neighborhood clean-ups, planting and gardening days, and art and cultural enrichment activities; and WHEREAS, beautification efforts will support community health and wellbeing and encourage further civic engagement and participation; and WHEREAS, the City Council of Gonzales wishes to declare September as Community Beautification Month.

NOW THEREFORE, I, Mayor Jose L. Rios, on behalf of the City Council of the City of Gonzales do hereby proclaim the month of September as the official Community Beautification Month of the City of Gonzales.
_______________________________
Jose L. Rios, The Honorable Mayor
September 3, 2024
Packet Pg. 96
Attachment: Proclamation No. 2024-06 (3084 : Proclamation No. 2024-06 City of Gonzales' Community Beautification Month) City of Gonzales

CITY ATTORNEY

STAFF REPORT
TO: Honorable Mayor Rios and City Council
DATE: September 3, 2024
FROM: Michael Rodriquez, City Attorney
THROUGH: Carmen Gil, City Manager
SUBJECT: Adoption of Ordinance No. 2024-146 Amending Chapter 3.16 -Purchasing Procedures of Title 3- Revenue and Finance of the Gonzales City Code to Increase the Bidding Requirement Threshold for the Purchase of Supplies and Equipment from $5,000 to $50,000

RECOMMENDATION
It is recommended that City Council consider waiver of reading, adoption and reading by title only of Ordinance No. 2024-146, An Ordinance of the City Council of the City of Gonzales Amending Chapter

3.16- Purchasing Procedures of Title 3- Revenue and Finance of the Gonzales City Code to Increase the Bidding Requirement Threshold for the Purchase of Supplies and Equipment From $5,000 to $50,000.

BACKGROUND
Although municipalities such as the City of Gonzales are required by law to adopt policies and procedures governing the purchase of supplies and equipment, including bidding regulations, they have considerable latitude to tailor purchases to meet local needs. See Gov. Code Section 54202; Davis v. City of Santa Ana (1952) 108 Cal.App.2d 669. Such policies and procedures create transparency regarding City purchases and provide the citizenry with reassurance that public funds are being properly spent. Most policies are structured to require purchasing by soliciting bids unless the purchase falls within an identified exception that allows staff to forego bidding.

The City of Gonzales’ purchase provisions are found in Chapter 3.16 of Title 3- Revenue and Finance of the Gonzales City Code (“GCC”). Pursuant to current GCC Section 3.16.050, purchases of less than five thousand dollars ($5,000) are exempt from bidding.

REVIEW AND ANALYSIS
AGENDA
ITEM
9 Packet Pg. 97
As staff has pointed out on several occasions with the City Council while discussing City projects and finances, the cost of supplies and equipment has increased dramatically in recent years due to supply chain constraints, general inflation, and strong demand for consumer goods and materials. The Producer Price Index, the metric reflecting the price that manufacturers charge dealers and distributors for their products, indicates that prices for machinery and equipment increased by 19% between January of 2020 and March of 2023. There was a significant increase in such costs during the Covid-19 Pandemic and although the impacts of the Pandemic are largely considered to be under control in the U.S., there has not been a corresponding decrease in the price of supplies and equipment.

As noted above, GCC Section 3.16.050 currently provides that purchases of supplies and equipment totaling less than $5,000 are exempt from bidding requirements. This threshold has been in place since at least 1972. It is clear that this threshold no longer covers the costs of the majority of purchases made by various City Departments. For example, the costs of the purchase of a single new or used automobile, software and related service agreements, and specialized equipment needed for use in variety of City Departments frequently exceeds the threshold and requires bidding and formal Council action. As a result, normal business in the City is often disrupted due to delays caused by compliance with formal bidding procedures.

In light of the foregoing, both the City Manager and staff have requested an increase in the bidding requirement threshold in order to allow the City to make necessary purchases to address City needs in an efficient and timely manner without bidding. It is worth noting that such purchases will still be subject to Council approval unless subject to another exception or within the City Manager’s spending authority and will always appear on the warrants list provided for approval at each Council meeting.

The City Attorney prepared an ordinance for Council consideration that will increase the current bidding threshold from $5,000 to $50,000. The effect of this change will be that supplies and equipment costing less than $50,000 will be exempt from bidding requirements and procedures. Ordinance No. 2024-146 was before the Council on August 19, 2024, and was introduced and set for hearing this evening.

Ordinance No. 2024-146 is before the Council this evening for waiver of reading, consideration of adoption and reading by title only.

At the August 19th meeting, the Council raised the issue of whether there was enough specificity in the proposed GCC amendment to Chapter 3.16 to ensure that the new spending authority was limited to the City Manager. As written, authority to use the purchasing procedures in Chapter 3.16 are vested in the City’s “purchasing officer.” By default in Gonzales, and as allowed by GCC Section 3.16.020 B, the City Manager has historically acted as the Purchasing Officer and has had oversight of all expenditures. As such, the new bidding threshold can only be used by and with the consent of the City Manager. We will bring an amendment to the City Manager’s Contract to this effect for Council consideration at the next Council meeting to reemphasize the limits of this authority.

The proposed Code amendment is not considered a project as defined by the California Environmental Quality Act (CEQA) (CEQA Guidelines Section 15378) because it will not result in or cause a direct or foreseeable indirect physical change on or in the environment.

Explain Recommendation and How it Supports the Vision.

Gonzales will continue to be a safe, clean, family-friendly community, diverse in its heritage, and committed to working collaboratively to preserve and retain its small town charm.

Explain: Adjusting the no-bid spending threshold will assist City staff and management in ensuring that the City’s Vision will continue to be supported by efficient and timely purchases of necessary equipment and supplies.

Explain how the Recommendation Directly Implements the Mission Packet Pg. 98
The City Council and Staff of the City of Gonzales will realize our Vision by providing the leadership, commitment and resources necessary to provide excellent services that enhance the quality of life of our diverse community. X Yes ____No ____NA
Explain: See above.

City services will be delivered in a cost-effective, respectful and friendly manner to ensure the safety and well being of the residents and the promotion of business, recreational, housing and employment opportunities in an environmentally sustainable manner. Yes ___No _X_NA Explain: See above.

Strong fiscal policies allow us to provide appropriate infrastructure for:
• Public Safety Yes ____ No X NA
• Housing Yes ____ No X NA
• Recreation Yes ____ No X NA
• Environment Yes ____ No X NA
• Education Yes ____ No X NA
Explain: NA.

ALTERNATIVES
• Adopt Ordinance No. 2024-146.
• Do not introduce the proposed Ordinance increasing the City’s bidding requirement threshold and provide staff with direction.

BUDGET IMPACT
There is no direct financial impact associated with the proposed modification of the GCC. All purchases will still need to be made within approved budgets.

CONCLUSION
It is recommended that City Council consider waiver of reading, adoption and reading by title only of Ordinance No. 2024-146, An Ordinance of the City Council of the City of Gonzales Amending Chapter

3.16- Purchasing Procedures of Title 3- Revenue and Finance of the Gonzales City Code to Increase the Bidding Requirement Threshold for the Purchase of Supplies and Equipment From $5,000 to $50,000.

PUBLIC NOTICE
A public hearing for this evening’s meeting was published in accordance with legal requirements.

Attachments:

1. Public Notice

2. Ordinance No. 2024-146
Packet Pg. 99
Small town,big heart! ~ ¡Pueblo chico, corazóngrande!
147 Fourth Street · PO Box 647, Gonzales, CA 93926· Phone: (831) 675-5000· Fax: (831) 675-2644 https://gonzalesca.gov/
City of Gonzales
Council Member Liz Silva, Council Member Lorraine Worthy, Council MemberMaria Orozco Mayor Jose L. Rios, Mayor Pro Tem Scott Funk, City Manager Carmen Gil MayScott Funk

PUBLIC HEARING NOTICE
NOTICE IS HEREBY GIVEN that the City Council of the City of Gonzales will hold a Public Hearing on Tuesday, September 3, 2024 at 6:00pm in the City Council Chambers, 117 Fourth Street, Gonzales, California to consider adoption of:

ORDINANCE NO. 2024-146

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF GONZALES AMENDING CHAPTER 3.16- PURCHASING PROCEDURES OF TITLE 3- REVENUE

AND FINANCE OF THE GONZALES CITY CODE TO INCREASE THE BIDDING

REQUIREMENT THRESHOLD FOR THE PURCHASE OF SUPPLIES AND
EQUIPMENT FROM $5,000 TO $50,000
The City Council will be considering the adoption of Ordinance No. 2024-146, which will increase the City’s current bidding requirement threshold for the purchase of supplies and equipment from $5,000 to $50,000. The effect of this change will be that supplies and equipment costing less than $50,000 will be exempt from the bidding requirements established in the Gonzales Municipal Code.

A copy of the full text of the proposed ordinance has been available in the office of the City Clerk since August 15, 2024. Ordinance No. 2024-146 was introduced and read by title only at a regular meeting of the City Council on August 15, 2024.

Further information is available for review at City Hall, 147 Fourth Street, between the hours of 8:00am and 5:00pm, Monday through Friday. Interested parties are invited to attend the public hearing and express opinions or submit evidence for or against the above request. Written comments may be submitted to Carmen Gil, City Manager/City Clerk, City of Gonzales, P. O.

Box 647 / 147 Fourth Street, Gonzales, CA 93926 or by email at [email protected] prior to the date and time of the hearing. For further information, please call the City Clerk at (831) 675-5000.

If you challenge this matter in court, you may be limited to raising only those issues you or someone else raised at the public hearings regarding the projects described in this notice, or in written correspondence delivered to the appropriate authority at or before these hearings.

Dated at Gonzales, California, this 21st day of August, 2024. /s/ Mary Villegas, Deputy City Clerk
En caso que usted necesite ayuda en leer o en entender este aviso de Audiencia Pública, usted puede ponerse en contacto con la oficina del Edificio Municipal en 147 Fourth Street o llamar al número 675-5000, y el aviso será traducido para usted.

Packet Pg. 100 Attachment: Public Notice (3083 : Ordinance No. 2024-146 (Adoption) Bidding Requirement Threshold)

Page 1 of 3 ends

ORDINANCE NO. 2024-146

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF GONZALES AMENDING CHAPTER 3.16- PURCHASING PROCEDURES OF TITLE 3- REVENUE

AND FINANCE OF THE GONZALES CITY CODE TO INCREASE THE BIDDING

REQUIREMENT THRESHOLD FOR THE PURCHASE OF SUPPLIES AND
EQUIPMENT FROM $5,000 TO $50,000
WHEREAS, municipalities are required by law to adopt policies and procedures governing the purchase of supplies and equipment, including bidding regulations, in order to provide transparency and assure the public that public funds are being properly spent; and WHEREAS, notwithstanding the aforesaid requirement, municipalities are allowed to tailor purchasing policies and procedures to meet local needs; and WHEREAS, the City of Gonzales’ purchase provisions are found in Chapter 3.16 of Title 3- Revenue and Finance of the Gonzales City Code (“GCC”); and WHEREAS, under current GCC Section 3.16.050, one of the exceptions to purchase bidding requirements exists when the amount of the proposed purchase is less than five thousand ($5,000) dollars; and
WHEREAS, the cost of supplies and equipment has increased dramatically in recent years, due to supply chain constraints, general inflation and strong demand, with the Producer Price Index (the metric reflecting the price that manufacturers charge dealers and distributors for their products) indicating that prices for machinery and equipment increased by 19% between January of 2020 and March of 2023; and
WHEREAS, the City’s current purchase bidding requirement threshold appears to have been established more than fifty years ago in 1972; and WHEREAS, the City Manager and Staff have both requested an increase to the bidding requirement threshold in order to allow the City to make purchases to address City needs in an efficient and timely manner without requiring bidding and related procedures; and WHEREAS, all City purchases will continue to require Council approval unless otherwise exempted or within the City Manager’s spending authority and will appear on the warrant list at each Council meeting.

NOW THEREFORE, BE IT HEREBY ORDAINED by the Gonzales City Council as follows:

Packet Pg. 101 Attachment: Ordinance No. 2024-146 (3083 : Ordinance No. 2024-146 (Adoption) Bidding Requirement Threshold)

Page 2 of 3 ends

SECTION 1. All of the recitals set forth above are true and correct to the best of its knowledge and by this reference are incorporated herein.

SECTION 2. Subsection A.1 of Section 3.16.050 Bidding Required- Exceptions of Gonzales City Code Chapter 3.16 Purchasing Procedures, is hereby amended as follows:

Section 3.16.050 Bidding Required- Exceptions
A. Purchases of supplies and equipment shall be by bid procedures as prescribed by this chapter; provided, that bidding shall be dispensed with:
(1) When the amount involved is less than five fifty thousand dollars ($50,000.00); or …
SECTION 3. The opening sentence of Section 3.16.080- Bidding Procedure of Gonzales City Code Chapter 3.16 Purchasing Procedures is hereby amended as follows:
“Except as otherwise provided in this chapter, purchases and contracts for supplies and equipment of estimated value greater than five fifty thousand dollars ($50,000.00) shall be by written contract with the lowest responsible bidder pursuant to the procedure prescribed in the section:”
SECTION 4. Severability. The provisions of this Ordinance are severable and if any provision, clause, sentence, word or part thereof is held illegal, invalid, unconstitutional, or inapplicable to any person or circumstances, such illegality, invalidity, unconstitutionality, or in applicability shall not affect or impair any of the remaining provisions, clauses, sentences, section, words or parts thereof of the ordinance or their applicability to other provisions or circumstances.

SECTION 5. Effective Date. This Ordinance shall take effect and be enforced thirty (30) days following its final adoption.

SECTION 6. CEQA. This Ordinance is not subject to the California Environmental Quality Act (CEQA) because it is not a “project” within the meaning of Section 15378 of the State CEQA Guidelines, since there is no potential for the Ordinance to result in direct or indirect physical change to the environment.

SECTION 7. Notice. The City Clerk shall certify the adoption of this ordinance and cause the full text of the ordinance or a summary thereof prepared by the City Attorney to be published at least once in a newspaper of general circulation in the City of Gonzales within fifteen days after its adoption.

Packet Pg. 102 Attachment: Ordinance No. 2024-146 (3083 : Ordinance No. 2024-146 (Adoption) Bidding Requirement Threshold)

Page 3 of 3 ends

INTRODUCED AND FIRST READ at a regular meeting of the Gonzales City Council on the 19
th day of August, 2024, and thereafter;
PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council of the City of Gonzales on the 3
rd day of September, 2024 by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

Jose L. Rios, The Honorable Mayor
ATTEST:

Mary Villegas, Deputy City Clerk
Packet Pg. 103 Attachment: Ordinance No. 2024-146 (3083 : Ordinance No. 2024-146 (Adoption) Bidding Requirement Threshold) City of Gonzales

PUBLIC WORKS / CITY ENGINEER DEPARTMENT

STAFF REPORT
TO: Honorable Mayor Rios and City Council
DATE: September 3, 2024
FROM: Patrick Dobbins, Public Works Director/City Engineer THROUGH: Carmen Gil, City Manager
SUBJECT: Award Contract to Sierra Construction & Excavation for the Industrial Wastewater Pipeline, Authorize Task Order #2 with Dudek Consulting, and Authorize Task Order #2 with MNS Engineers

RECOMMENDATION
Staff recommends that the City Council take the following actions:
• Award a construction contract to Sierra Construction & Excavation for the Industrial Wastewater Pipeline Contract and directing the City Manager to Execute a Contract with Sierra Construction and Excavation in the amount of $8,500,000 including a contingency budget of $889,825 for unanticipated field changes.
• Authorize Task Order #2 under a Master Service Agreement with Dudek Consulting for Design Support during Construction in the amount of $292,664 including a contingency budget of $38,174.
• Authorize Task Order #2 under a Master Service Agreement with MNS Engineers for Construction Management and Inspection in the amount of $750,000 including a contingency budget of $57,244.

BACKGROUND
The City’s Municipal Wastewater Treatment Plant (MWWTP) operates under a Waste Discharge Permit from the Central Coast Regional Water Quality Control Board (Regional Board). The MWWTP has a permitted capacity of 1.3 million gallons/day and current sewer flows to the plant are approximately 1.2 million gallons/day (MGD). Therefore, the MWWTP is near its permitted capacity and for several years has struggled to meet the 2006 discharge permit requirements as the MWWTP wasn’t designed to treat AGENDA
ITEM
10 Packet Pg. 104
the amount of ag-wash water it receives daily. The ag-wash water is approximately 75% of the wastewater treated at the MWWTP and the ag-wash water contains cleansers and sanitizers that disrupt the biological treatment process.

Through the preparation of a Long-Term Wastewater Management Plan, the City determined that construction of an Industrial Wastewater (IW) System was the most cost effective and expedient approach to expand the City’s wastewater system. The System will collect the ag-wash water discharged from the three large processing facilities in the Business Park and convey it to a new IW Treatment Facility to be constructed on City-owned property just east of the MWWTP.

In April 2023 the Regional Board issued a new Waste Discharge Permit (WDR) that contains requirements the MWWTP is not capable of meeting. Therefore, in addition to constructing the IW System, the City needs to upgrade the MWWTP to comply with the new RWQCB WDR permit.

The City will expand the wastewater system through the following phases:

Phase 1 – The IW System will be delivered under three contracts:

1. Construct the IW Pipeline along Fermin Lane and to the Business Park

2. Construct the IW Treatment Facility.

3. While the IWTF is under construction, issue a contract to rehabilitate the existing 21-inch sewer main constructed in 1981 by shifting sewer flows to the new IW Pipeline.

The CEQA-Plus document for the IW System was completed in October 2021 and construction documents (plans, technical specifications, and cost estimate) were completed in September 2022.

On July 16, 2024 City staff received the fully executed $29M State Revolving Fund (SRF) loan for project construction.

Phase 2 - Upon completion of the IW System, 850,000 gallons of ag-wash water will be shifted from the MWWTP to the IW Treatment Facility. The City will then rehabilitate the MWWTP which includes removing accumulated sludge, lining the treatment ponds, upgrading the aeration system and constructing a new treatment process. When this phase is completed, the MWWTP will meet the Regional Board new permit requirements.

Phase 3 - Add additional treatment processes at the MWWTP to expand the wastewater system capacity to 2.9MGD which will accommodate projected housing growth through 2050.

Phase 4 - Expand the IW System treatment capacity to 3.5 MGD to accommodate additional processing facilities in the City’s Industrial Business Park and add a recycled water component.

REVIEW & ANALYSIS
The construction documents (plans, technical specifications, and cost estimate) for the “Industrial Wastewater Pipeline Project” were prepared by Dudek Consulting.

The project was issued for public bid on June 27 which included a legal notice in the Salinas Valley Tribune and construction documents were provided to the various Builders Exchange for review by contractors. A pre-bid meeting was held on July 10 to allow bidders an opportunity ask questions and view the project alignment.

Packet Pg. 105
On August 6 the City received bids from the following contractors:

BIDDER TOTAL BID AMOUNT
1 Sierra Construction & Excavation $7,610,175
2 Ranger Pipelines $7,822,350
3 Specialty Construction $8,196,801
4 Anderson Pacific Construction $8,937,750
5 Monterey Peninsula Engineering $15,329,750
City staff and the MNS Engineers (WW/IW Program Manager) reviewed the bids and determined that the lowest responsive and responsible bid was submitted by Sierra Construction & Excavation. Therefore, staff is recommending the City Council award the construction contract for this project to Sierra Construction & Excavation and that the City Council reject the other submitted bids.

The schedule for the project is in the below table:

In addition to awarding the construction contract to Sierra Construction & Excavation, staff recommends that the following Task Orders are authorized for professional services to support the construction of the IW Pipeline:

1. Authorize Task Order #2 under a Master Service Agreement with Dudek Consulting for Design Support during Construction in the amount of $292,664 including a contingency budget of $38,174. Their August 19, 2024 letter proposal is attached.

2. Authorize Task Order #2 under a Master Service Agreement with MNS Engineers for Construction Management and Inspection in the amount of $750,000 including a contingency budget of $57,244. Their August 26, 2024 letter proposal is attached.

How Recommendation Supports the Vision
Gonzales will continue to be a safe, clean, family-friendly community, diverse in its heritage, and committed to working collaboratively to preserve and retain its small town charm.

Explain: This project supports our vision by making improvements to the wastewater system to increase its capacity for residential and industrial developments.

Date/Time
Award Construction Contract at City Council Meeting September 3, 2024 Construction Contract Executed September 17, 2024
Preconstruction Meeting / Notice to Proceed September 25, 2024 Contractor Mobilization (approx.) November 4, 2024
Construction Complete July 2025
Packet Pg. 106
Explain how the Recommendation Directly Implements the Mission The City Council and Staff of the City of Gonzales will realize our Vision by providing the leadership, commitment and resources necessary to provide excellent services that enhance the quality of life of our diverse community. X Yes ____ No____ N/A
Explain: Maintaining and improving the wastewater treatment plant enhances the community’s quality of life by providing for treatment and safe disposal of the City’s wastewater.

ALTERNATIVES
• Direct staff to not construct this project
• Direct staff to re-advertise and re-bid the project
• Amend or modify staff recommendation.

BUDGET IMPACT
This contract will be funded with the Sewer Rates and Sewer Impact funds.

CONCLUSIONS
Staff recommends that the City Council take the following actions:
• Award a construction contract to Sierra Construction & Excavation for the Industrial Wastewater Pipeline Contract and directing the City Manager to Execute a Contract with Sierra Construction and Excavation in the amount of $8,500,000 including a contingency budget of $889,825 for unanticipated field changes.
• Authorize Task Order #2 under a Master Service Agreement with Dudek Consulting for Design Support during Construction in the amount of $292,664 including a contingency budget of $38,174.
• Authorize Task Order #2 under a Master Service Agreement with MNS Engineers for Construction Management and Inspection in the amount of $750,000 including a contingency budget of $57,244.

Packet Pg. 107
Attachments:

1. Contract with Sierra Construction & Excavation

2. Task Order #2 under a Master Service Agreement with Dudek Consulting for Design Support during Construction

3. Task Order #2 under a Master Service Agreement with MNS Engineers for Construction Management and Inspection
Packet Pg. 108

CONTRACTING REQUIREMENTS AGREEMENT
SECTION 00510
00510-1

AGREEMENT FOR CONSTRUCTION OF

CITY OF GONZALES INDUSTRIAL SEWER COLLECTION SYSTEM
THIS AGREEMENT made and entered into this 3rd day of September, 2024, between the City of Gonzales, a municipal corporation of the State of California, hereinafter referred to as the “City” or “Owner” and, Sierra Construction & Excavation, Inc., hereinafter referred to as the “Contractor”;

RECITALS
WHEREAS, the City Council, heretofore caused Drawings and Specifications for the Work hereinafter mentioned to be prepared, and therefore did approve and adopt the Drawings and Specifications; and
WHEREAS, the City Council did cause to be published for the time and in the manner required by law, a Notice inviting sealed Bids for the performance of the Work; and WHEREAS, the Contractor, in response to such Notice, submitted to the City Council within the time specified in the Notice, and in the manner provided for therein, a sealed Bid for the performance of the Work specified in the Contract Documents, which the Bid, and the other Bids submitted in response to the Notice, the City publicly opened and canvassed in the manner provided by law; and WHEREAS, the Contractor was the lowest responsible Bidder for the performance of the Work, and the City Council, as a result of the canvass of the Bids, did determine and declare Contractor to be the lowest responsible Bidder for the Work and award a Contract to Contractor to do the Work referred to in the aforementioned plans and specifications; and
WHEREAS, Contractor is ready, willing, and able to complete all Work specified in the Contract Documents, in accordance with the Specifications, Drawings and all other terms and conditions of the Contract Documents; and
NOW, THEREFORE, in consideration of the mutual covenants hereinafter, the City and Contractor agree as follows:

ARTICLE 1 – SCOPE OF WORK

1.1 The Work. The Contractor shall furnish all labor, materials, tools, apparatus, equipment, transportation, insurance, bonds, special services, and skill to construct and complete in good workmanlike and substantial manner to the satisfaction of the City all the Work called for, and in the manner designated in, and in strict conformity with the Contract Documents for the project entitled: City of Gonzales Industrial Sewer Collection System Project. All incidental work not shown on the Plans or specified herein which is necessary to complete the Work so as to provide the project described, or shown, shall be furnished, and installed as part of this Contract at no additional cost to the City.

1.2 Location of Work. The Work will be performed at the following location: City of Gonzales and Monterey County, CA as shown on the Contract Drawings.

ARTICLE 2 – CONTRACT DOCUMENTS

2.1 Contract Documents.

The Contract Documents consist of the following documents:
• Introductory Information (Sections 00005 through 00010) • Bidding Requirements (Sections 00100 through 00499. Does not include Section 00300, Supplemental Project Information Available to Bidders); • Contracting Requirements (Sections 00500 through 00999); • General Requirements (Division 1);
Packet Pg. 109 Attachment: Contract with Sierra Construction & Excavation (3082 : Agreement W/ Sierra Construction & Excav. for IW Pipeline, Dudek Task

CONTRACTING REQUIREMENTS AGREEMENT
SECTION 00510
00510-2
• Technical Specifications (Division 2 and all other Divisions following); • Contract Drawings;
• Addenda (numbers 1 to 5, inclusive);
• Permits from other agencies as may be required by law; and • All other documents incorporated by reference into these Contract Documents. • The following which may be delivered or issued on or after the Effective Date of the Agreement and are not attached hereto:
o Notice to Proceed (Section 00600);
o Field Directive(s);
o Change Order(s);
o Unilateral Change Order; and
o Field Order(s).

2.2 Not Contract Documents. There are no Contract Documents other than those listed in this Section 00510, Article 2, Contract Documents. Section 00300, Supplemental Project Information Available to Bidders, and the information supplied therein, are not Contract Documents. The Contract Documents may only be amended, modified, or supplemented as provided for in Section 00700, General Conditions and Section 00800, Supplementary General Conditions.

2.3 Definitions and Terms. Unless otherwise specifically provided herein, all terms, words and phrases defined in Section 00700- 1.02, Definitions of Words and Terms, shall have the same meaning and intent in this Agreement.

2.4 Entire Contract; Interpretation. This Agreement, together with the Contract Documents, constitutes the entire agreement between the Parties with respect to the subject matter hereof, and supersedes all prior oral or written agreements between the Parties with respect thereto (including without limitation, City’s award of the Contract to Contractor and any applicable letter of intent), unless such agreement is expressly incorporated herein. City makes no representations or warranties, express or implied, not specified in this Agreement or the Contract Documents. This Agreement and the Contract Documents are the product of negotiation between the Parties. Accordingly, any rule of construction of contracts (including, without limitation, California Civil Code §1654) that ambiguities are to be construed against the drafting party shall not be employed in the interpretation of this Agreement or the Contract Documents.

2.5 Severability. Any provision or part of the Contract Documents held to be void or unenforceable under any Law or Regulation shall be deemed stricken, and all remaining provisions shall continue to be valid and binding upon City and Contractor, who agree that the Contract Documents shall be reformed to replace such stricken provision or part thereof with a valid and enforceable provision that comes as close as possible to expressing the intention of the stricken provision.

2.6 Amendments. The terms of this Agreement or the Contract Documents shall not be waived, altered, modified, supplemented, or amended in any manner whatsoever except as authorized by the Contract documents or by a written instrument signed by the Parties.

2.7 Further Assurances. The Parties shall cooperate fully in the execution of any and all other documents and in the completion of any additional actions that may be necessary or appropriate to give full force and effect to the terms and intent of this Agreement and the Contract Documents.

ARTICLE 3 – CONTRACT PRICE

3.1 Contract Price Breakdown. Subject to additions and deductions by Change Order(s) as provided in the Contract Documents, the City agrees to pay and Contractor agrees to accept, in full payment for completion of the Work in accordance with the Contract Documents as follows:

BID SCHEDULE
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Bid Items
Item Description
Approx.
quantity Unit
Total bid item price,
dollars

1. Mobilization/Demobilization, Bonding and
Insurance (not to exceed 5 percent of Total
Bid Price)
1 LS $134,100

2. Traffic Control 1 LS $20,930
3 AC Pavement Removal & Replacement 600 SF $28,800

4. Excavation Safety Measures 1 LS $175,060

5. 27-inch PVC Pipe 8500 LF $4,462,500

6. 24-inch PVC Pipe 2200 LF $715,000

7. Lateral A – 4-inch HDPE Pipe 1 LS $19,420

8. Lateral B – 12-inch PVC Pipe 1 LS $42,120

9. Lateral C – 12-inch PVC Pipe 1 LS $168,480

10. Storm Water Pollution Prevention Program
(SWPPP)
1 LS $50,310

11. Precast Polymer Sewer Manholes 11 EA $523,440

12. Cast in Place Polymer Sewer Manhole 1 EA $243,360

13. Precast Polymer Sewer Drop Manhole 1 EA $75,510

14. Potholing 1 LS $20,270

15. Testing 1 LS $75,140

16. Environmental Mitigation and Monitoring
Measures
1 LS $63,930

17. Dewatering (Allowance) 1 ALL $100,000

18. City-Directed Field Orders (Allowance) 1 ALL $50,000

19. Precast Polymer Sewer Manholes with
Ballasted Slab
9 EA $493,470
TOTAL BASE BID $7,461,840

20. CLSM Pipe Zone Backfill (Additive) 30 CY $8,400

21. Owner Directed Over-Excavation 1295 CY $99,715

22. Re-Alignment of Water Pipeline 2 EA $12,720

23. AC Pipeline Removal and Disposal 500 LF $27,500
TOTAL ADDITIVE BID ITEMS $148,335
GRAND TOTAL $7,610,175
TOTAL BID AWARD PRICE (Items 1 through 23) = $7,610,175.00 TOTAL BID AWARD PRICE (in words) Seven million, six hundred ten thousand, one hundred seventyfive dollars Packet Pg. 111 Attachment: Contract with Sierra Construction & Excavation (3082 : Agreement W/ Sierra Construction & Excav. for IW Pipeline, Dudek Task

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The above Total BID AWARD Price includes all allowances, if any, provided for in the Contract Documents.

Progress and final payments shall be in accordance with the General Conditions.

When, under the provisions of this Agreement, the City shall charge any sum of money against Contractor, City shall deduct and retain the amount of such charge from the amount of the next succeeding progress estimate, or from any other moneys due or that may become due to the Contractor from City. If, on completion or termination of the Contract, sums due Contractor are insufficient to pay City's charges against him, the City shall have the right to recover the balance from Contractor or its sureties.

Compensation for Unit Price Items shall be based upon the unit prices stated in above schedule times the actual quantities or units of work and materials performed or furnished. Unit prices paid by the City may change depending on actual quantities or units or work completed in accordance with Section 00700-

9.04, Increased or Decreased Quantities.

3.2 Substitution of Securities for Money Withheld. At any time prior to final payment, Contractor may request substitution of securities for any money withheld by the City to ensure performance of the Agreement in the manner as provided by California Public Contract Code §22300. At the expense of the Contractor, securities equivalent to the money withheld may be deposited with the City or with an approved financial institution as escrow agent according to a separate Security Agreement. Securities eligible for substitution shall include those listed in §16430 of the California Government Code or bank or savings and loan certificates of deposit.

ARTICLE 4 – CONTRACT TIMES

4.1 Time is of the Essence. All time limits for Milestones, if any, Substantial Completion, and completion and readiness for final payment as stated in the Contract Documents are of the essence of this Agreement.

4.2 Commence Work. Contractor shall commence execution of the Work on the date established in the Notice to Proceed, anticipated September 4, 2024, and begin construction within Temporary Construction Easements, no earlier than November 1, 2024. The City reserves the right to modify or alter the Commencement Date of the Work.

4.3 Days to Achieve Contract Times. The Contract time for this project will be 180 working days.

4.4 Liquidated Damages. The City and Contractor recognize that time is of the essence of this Agreement and that the City will suffer financial loss if the Work is not completed within the contract times specified in 4.3, Days to Achieve Contract Times. The actual fact of the occurrences of damages and the actual amount of the damages which City would suffer if the Work were not completed within the specified times set forth above are dependent upon many circumstances and conditions which could prevail in various combinations, and, from the nature of the case, it would be impracticable and extremely difficult to fix the actual damages.

Damages which City would suffer in the event of delay include loss of the use of the Project, and, in addition, expenses of prolonged employment of an architectural and engineering staff; costs of administration, construction management, inspection, and supervision; the loss suffered by the public within the City’s constituent cities by reasons of the delay in the completion of the project to serve the public at the earliest possible time; and, costs associated with ongoing and extended permit compliance.

Accordingly, the City and the Contractor agree that as liquidated damages for delay, in accordance with California Government Code Section 53069.85, the Contractor will forfeit and pay to the City liquidated damages in the amounts set forth below, per day for each and every working day that expires after the time for completion specified in the above section 4.3, Days to Achieve Contract Times, except as Packet Pg. 112 Attachment: Contract with Sierra Construction & Excavation (3082 : Agreement W/ Sierra Construction & Excav. for IW Pipeline, Dudek Task

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otherwise provided by extension of time pursuant to Section 00700-8.04, Time Extensions, of the General Conditions.

It is further understood and agreed in accordance with California Government Code Section 53069.85 that the liquidated damages sum specified in this provision is not manifestly unreasonable under the circumstances existing at the time this Contract was made, and that the City may deduct liquidated damages sums in accordance with this provision from any payments due or that may become due the Contractor.

The Contractor shall commence work on or before September 4, 2024 and all work under this contract shall be complete on or before the expiration of One Hundred and Eighty (180) working days after said Notice-To-Proceed. Liquidated damages of $3,000 per day will be assessed for each working day over contract time unless the Contractor can prove in writing, and shall be supplemented by the equipment manufacturer in writing, that equipment procurement lead time has delayed the project beyond the completion date and that the equipment was ordered in a timely manner.

4.5 Damages for Extension of Temporary Construction Easements. The City has negotiated and purchased Temporary Construction Easements (TCEs) from the property owners adjacent to the Project to facilitate construction. The TCE term is from November 1, 2024 through April 30, 2025. The Contractor shall conduct and complete work, including hydrostatic/leakage testing of facilities, within the TCEs during the TCE term. Failure to meet this construction milestone will result in additional cost to extend the TCEs through another crop cycle. If necessary, the Contractor will forfeit and pay to the City the cost to extend the TCEs, in the amount of $40,000 per 6-month crop cycle.

4.5 Damages for Violations of Environmental Impact Mitigation Requirements. The Contractor recognizes that the City has defined environmental controls for the Work to promote compliance with the environmental impact mitigation requirements identified in the City’s certified Programmatic Environmental Impact Report and related mitigation monitoring and reporting plan for the Work. In addition to the liquidated damages specified in Section 4.4, Liquidated Damages, the City, and the Contractor agree that penalties imposed on and costs incurred by the City as a result of violations of such requirements caused by the actions or inactions of the Contractor, its employees, or subcontractors, the Contractor will forfeit and pay the City any and all penalties and costs for such violations. Costs related to such penalties and violations include, without limitation, City staff time, City equipment costs, materials, City’s consultants, and legal fees.

ARTICLE 5 – INSURANCE AND BONDS

5.1 Insurance. Contractor shall maintain in full force and effect at all times during the term of the Agreement, at its sole expense, policies of insurance in accordance with the General Conditions and the Supplementary Special Conditions. By execution of this Agreement, the Contractor certifies as follows:
“I am aware of the provisions of §3700 of the Labor Code which require every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of that code, and I will comply with such provisions before commencing the performance of the Work of this contract.”

5.2 Faithful Performance Bond and Payment Bond. The Contractor, simultaneously with the execution of the Agreement, will be required to furnish a Faithful Performance Bond to guarantee the Faithful Performance of the Contract equal to one hundred (100%) of the Total Contract Price set forth in Article 4 and a Payment Bond required by Part 4, Title 15, Chapter 7, Division Three of the Civil Code of the State of California equal to one hundred percent (100%) of the Total Contract Price set forth in Article

4. The bonds must be issued by a surety company admitted in California and with a current A.M. Best’s rating of no less than A-VIII or equivalent, unless otherwise approved by Agency.

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Any alteration(s) made in any provision of this Agreement shall not operate to release any surety from liability on any bond required hereunder and the consent to make such alteration(s) is hereby given, and any surety on said bonds hereby waives the provisions of Sections 2819 and 2845 of the California Civil Code.

Contractor must submit the following document with the bonds: The original, or a certified copy, of the unrevoked appointment, power of attorney, bylaws or other instrument entitling or authorizing the person who executed the bond to do so.

ARTICLE 6 – CITY’S REPRESENTATIVE(S) AND AUTHORITY’S CONSULTANTS

6.1 City’s Representative. The City has designated Patrick Dobbins, or his/her designee to act as City’s Representative. The City may change the individual(s) acting as City’s Representative(s), or delegate one or more specific functions to one or more specific City’s Representative at any time with notice and without liability to Contractor. Each City’s Representative is the beneficiary of all Contractor obligations to the City, including without limitation, all releases, and indemnities. All documents requiring the signature/approval of City shall be signed by the City’s Representative.

6.2 Design Engineer. The City has designated Dudek to act as Design Engineer. The Design Engineer is included within and covered by Contractor’s release and indemnity obligations to the City.

6.3 Construction Manager. The City has designated MNS Engineers Inc. to act as Construction Manager. The City may assign, upon mutual agreement, all or part of the City’s Representative’s duties, rights, and responsibilities to the Construction Manager. The Construction Manager is the beneficiary of all Contractor obligations to the City, including without limitation, all releases, and indemnities.

ARTICLE 7 – CONTRACTOR’S REPRESENTATIONS

7.1 Representations and Warranties. In order to induce the City to enter into this Agreement, Contractor makes the following representations and warranties:

A. Contractor has visited the Site and has examined thoroughly and understood the nature and extent of the Contract Documents, Work, Site, locality, actual conditions, and all local conditions, and federal, state and local laws and regulations that in any manner may affect cost, progress, performance or furnishing of Work or which relate to any aspect of the means, methods, techniques, sequences or procedures of construction to be employed by Contractor and safety precautions and programs incident thereto.

B. Contractor has examined thoroughly and understood all reports of exploration and tests of subsurface conditions, record drawings, drawings, products specifications, or reports, available for bidding purposes, of physical conditions, including Underground Facilities, which are identified in Section 00300, Supplemental Project Information Available to Bidders, or which may appear in the Contract Documents. Contractor further acknowledges and agrees that, in executing the Agreement, it is relying on its own observation of (1) the site of the Work, (2) access to the Site, (3) all other data and matters requisite to the fulfillment of the Work and on its own knowledge of existing facilities on and in the vicinity of the site of the Work to be constructed under the Contract, (4) the conditions to be encountered, (5) the character, quality and scope of the proposed Work, (6) the quality and quantity of the materials to be furnished, and (7) the requirements of the Contract, the plans, the specifications, and other related information made available to Contractor by the City.

C. Contractor has correlated its knowledge and the results of all such observations, examinations, investigations, explorations, tests, reports and studies with the terms and conditions of the Contract Documents.

D. Contractor has given the City prompt written notice of all conflicts, errors, ambiguities, or discrepancies that it has discovered in or among the Contract Documents and record drawings Packet Pg. 114 Attachment: Contract with Sierra Construction & Excavation (3082 : Agreement W/ Sierra Construction & Excav. for IW Pipeline, Dudek Task

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and actual conditions and the written resolution thereof (if any) through Addenda issued by the City is acceptable to Contractor.

E. Contractor is duly organized, existing and in good standing under applicable state law, and is duly qualified to conduct business in the State of California.

F. Contractor has duly authorized the execution, delivery and performance of this Agreement, the other Contract Documents, and the Work to be performed herein. The Contract Documents do not violate or create a default under any instrument, agreement, order, or decree binding on Contractor.

Contractor has listed the following
Subcontractors consistent with the
Subcontractor Listing Law, California
Public Contract Code §4100 et seq.:

Name of Subcontractor and
Address of Mill or Shop Description of Subcontractor’s Work Subcontractor’s
License No.

ARTICLE 8 – LABOR CODE COMPLIANCE, DAVIS-BACON WAGES, and TERMS AND CONDITIONS

8.1 California Labor Code. Pursuant to the provisions of §1770 et seq. of the California Labor Code, which are hereby incorporated by reference and made a part hereof, the Director of the Department of Industrial Relations has determined the general prevailing rate of the per diem wages and the general prevailing rate for holiday and overtime Work in the locality in which the Work is to be performed, for each craft, classification or type of worker needed to perform the Work. Per diem wages shall be deemed to include employer payments for health and welfare, pension, vacation, apprenticeship or other training programs, and similar purposes. Copies of the rates are on file at City Public Works Department office or may be downloaded from the State Department of Industrial Relations website, Division of Labor Statistics and Research, http://www.dir.ca.gov/dlsr/. The rate of prevailing wage for any craft, classification, or type of workmanship to be employed in performing the Work is the rate established by the applicable collective bargaining contract which rate so provided is hereby adopted by reference and shall be effective for the life of this Agreement or until the Director of the Department of Industrial Relations determines that another rate is adopted.

It shall be mandatory for the Contractor and all subcontractors to pay not less than such specified prevailing wage rates to all workers employed in the performance of the Work. If any worker engaged in the performance of the Work is paid less than the specified prevailing wage rate, the Contractor shall pay to each such worker the difference between the specified prevailing wage rate and the actual amount paid to such worker for each calendar day or portion thereof. In addition, Contractor shall comply with the provisions of California Labor Code §1775, including provisions which require Contractor to (a) forfeit as penalty to City not more than $200 for each calendar day or portion thereof for each worker (whether employed by Contractor or any Subcontractor) paid less than the applicable prevailing wage rates for any work done under this Contract in violation of the provisions of the California Labor Code, and (b) pay to each worker Packet Pg. 115 Attachment: Contract with Sierra Construction & Excavation (3082 : Agreement W/ Sierra Construction & Excav. for IW Pipeline, Dudek Task

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the difference between the prevailing wage rate and the amount paid to each worker for each calendar day or portion thereof for which the worker was paid less than the prevailing wage.

The Contractor and each Subcontractor shall keep or cause to be kept an accurate record showing the names, addresses, social security numbers, work classifications, straight time and overtime hours worked each day and week for all laborers, workers and mechanics employed in connection with the performance under the Contract Documents or any subcontract thereunder, and showing the actual per diem wage paid to each of such workers, which records shall be open at all reasonable hours to inspection by City and its agents and to the representatives of the Division of Labor Law Enforcement of the State Department of Industrial Relations. Contractor assumes all responsibility for such payments and shall defend, indemnify, and hold the City harmless from any and all claims made by the State of California, the Department of Industrial Relations, any Subcontractor, any worker or any other third party with regard thereto. Contractor shall be responsible to ensure compliance with section 1776. Failure to comply with that section may result in the California Labor Commissioner’s assessment of a penalty of $100 per day per affected worker.

The Contractor shall post, at each jobsite, a copy of such prevailing rate of per diem wages as determined by the Director for the California Department of Industrial Relations.

The successful Bidder and its subcontractors shall employ the appropriate number of apprentices, in each apprenticeable craft, on the project site as stipulated in California Labor Code sections 1777.5, 1777.6 and 1777.7. Failure to comply may result in the California Labor Commissioner’s assessment of a penalty of $100 for each day of noncompliance.

Pursuant to California Labor Code Section 1771.1, by execution below, the Bidder and its Subcontractors certify that when the Bidder’s bid was submitted, the Bidder and its Subcontractors were registered and qualified to perform public work pursuant to Section 1725.5 of the California Labor Code, subject to limited legal exceptions. Pursuant to California Labor Code Section 1771.1, by execution below, the Bidder and its Subcontractors certify that they are registered and qualified to perform public work pursuant to Section 1725.5 of the California Labor Code, subject to limited legal exceptions.

Contractor shall submit executed Agreement to Comply with California Labor Law Requirements, Appendix A, with the submitted bid.

8.2 Davis-Bacon Wages. Pursuant to State Water Resources Control Board (SWRCB) Division of Financial Assistance for Clean Water State Revolving Fund (CWSRF), the successful bidder must comply with the Davis-Bacon Act (40 U.S.C. 276a to a-7) as supplemental by Department of Labor regulations (29 CFR Part 5) it shall be mandatory upon the Contractor to whom the work is awarded and upon any Subcontractor under the Contractor to pay not less than Davis-Bacon wage rates. A copy of said wage rates is on file at City Public Works Department office and in Specification Section 00225, Davis Bacon Wage Determinations. These rate determinations may also be found on the Department of Labor’s website at: SAM.gov | Wage Determinations. It shall be mandatory upon the Contractor to whom the work is awarded and upon any Subcontractor under the Contractor to pay not less than State prevailing wage rates or Davis-Bacon wage rates, whichever is higher, to all workmen employed by them in the execution of the Contract.

8.3 Davis-Bacon Terms and Conditions. Pursuant to State Water Resources Control Board (SWRCB) Division of Financial Assistance for Clean Water State Revolving Fund (CWSRF), the successful bidder must comply with the Davis-Bacon Act (Title VI of the Clean Water Act (CWA)) and Terms and Conditions in Specification Appendix E.

ARTICLE 9 – MISCELLANEOUS PROVISIONS

9.1 Assignment. Contractor shall not assign this Contract or any rights under or interests in the Contract without the City's written approval. No assignment will release or discharge the Contractor from any duty or responsibility under the Contract Documents.

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9.2 Successors and Assigns; No Third-Party Beneficiaries. The provisions of this Agreement and the Contract Documents shall inure to the benefit of and shall apply to and bind the successors and permitted assigns of the Parties. Nothing contained in this Agreement or the Contract Documents is intended to or shall be deemed to confer upon any person, other than the Parties and their respective successors and permitted assigns, any rights, or remedies hereunder.

9.3 Contractor Bankrupt. If Contractor should commence any proceeding under federal bankruptcy law, or if Contractor be adjudged bankrupt, or if Contractor should make any assignment for the benefit of creditors, or if a receiver should be appointed on account of Contractor's insolvency, then the City may, without prejudice to any other right or remedy, terminate the Agreement and complete the Work by giving notice to Contractor and its surety according to the General Conditions.

The City shall have the right to complete, or cause completion of the Work, all as specified in the General Conditions.

9.4 Unfair Competition. The following provision is included in this Agreement pursuant to California Public Contract Code §7103.5.
"In entering into a public works contract or a subcontract to supply goods, services, or materials pursuant to a public works contract, the contractor or subcontractor offers and agrees to assigning to the awarding body all rights, title, and interest in and to all causes of action it may have under Section 4 of the Clayton Act (15 U.S.C. Sec. 15) or under the Cartwright Act (Chapter 2 (commencing with §16700) of Part 2 of Division 7 of the Business and Professions Code), arising from purchases of goods, services, or materials pursuant to the public works contract or the subcontract. This assignment shall be made and become effective at the time the awarding body tenders final payment to the contractor, with further acknowledgment by the parties."

9.5 Nondiscrimination and Equal Opportunity. The Contractor shall not discriminate on the basis of a person’s race, religion, color, national origin, age, physical or mental handicap or disability, medical condition, marital status, sex, or sexual orientation, against any employee, applicant for employment, subcontractor, bidder for a subcontract, or participant in, recipient of, or applicant for any services or programs provided by Contractor under this Agreement. Contractor shall comply with all applicable federal, state, and local laws, policies, rules, and requirements related to equal opportunity and nondiscrimination in employment, contracting, and the provision of any services that are the subject of this Agreement, including but not limited to the satisfaction of any affirmative obligations required of Contractor thereby.

Contractor shall include the provisions of this Subsection in any subcontract.

9.6 No Waiver of Remedies. Neither the inspection by the City or its agents, nor any order or certificate for payment of money, nor any payment for, nor acceptance of the whole or any part of the Work by the City, nor any extensions of time, nor any positions taken by City or its agents shall operate as a waiver of any provision of this Agreement or the Contract Documents or of any power herein reserved to City or any right to damages herein provided, nor shall any waiver of any breach of this Agreement or of the Contract Documents be held to be a waiver of any other or subsequent breach. All remedies provided in this Agreement and in the Contract Documents shall be taken and construed as cumulative; that is, in addition to each and every other remedy provided in this Agreement and/or the Contract Documents, and the City shall have any and all equitable and legal remedies, which it would in any case have.

9.7 Governing Law, Jurisdiction and Venue. This Agreement and the Contract Documents shall be deemed to have been entered into in the County of Monterey, State of California, and governed by and construed in accordance with the laws of the State of California, without regard to conflict of law or choice of law principles. Proper venue of legal actions will be exclusively vested in a state court in the County of Monterey. The parties agree that subject matter and personal jurisdiction are proper in state court in the County of Monterey and waive all venue objections.

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9.8 Rights of Action. No right of action shall accrue upon or by reason of this Agreement to or for the use or benefit of anyone other than the parties to this Agreement. The parties to this Agreement are the Contractor and the City.

9.10 American Iron and Steel (AIS). The Contractor acknowledges to and for the benefit of the City and the State of California (“State”), that it understands the goods and services under this Agreement are being funded with monies made available by the Clean Water State Revolving Fund and/or Drinking Water State Revolving Fund that have statutory requirements commonly known as “American Iron and Steel;” that requires all of the iron and steel products used in the project to be produced in the United States (“American Iron and Steel Requirement”) including iron and steel products provided by the Contactor pursuant to this Agreement. The Contractor hereby represents and warrants to and for the benefit of the City and the State that (a) the Contractor has reviewed and understands the American Iron and Steel Requirement, (b) all of the iron and steel products used in the project will be and/or have been produced in the United States in a manner that complies with the American Iron and Steel Requirement, unless a waiver of the requirement is approved, and (c) the Contractor will provide any further verified information, certification or assurance of compliance with this paragraph, or information necessary to support a waiver of the American Iron and Steel Requirement, as may be requested by the City or the State. Notwithstanding any other provision of this Agreement, any failure to comply with this paragraph by the Contractor shall permit the City or State to recover as damages against the Contractor any loss, expense, or cost (including without limitation attorney’s fees) incurred by the City or State resulting from any such failure (including without limitation any impairment or loss of funding, whether in whole or in part, from the State or any damages owed to the State by the City). While the Contractor has no direct contractual privity with the State, as a lender to the City for the funding of its project, the City and the Contractor agree that the State is a third-party beneficiary and neither this paragraph (nor any other provision of this Agreement necessary to give this paragraph force or effect) shall be amended or waived without the prior written consent of the State.

9.11 Notices. Except as otherwise specified herein, all notices to be sent pursuant to this Agreement or the Contract Documents shall be made in writing and sent to the Parties at their respective addresses specified below or to such other address as a Party may designate by written notice delivered to the other parties in accordance with this Section. All such notices shall be sent by:

A. personal delivery, in which case notice is effective upon delivery; B. certified or registered mail, return receipt requested, in which case notice shall be deemed delivered on receipt if delivery is confirmed by a return receipt; C. nationally recognized overnight courier, with charges prepaid or charged to the sender’s account, in which case notice is effective on delivery if delivery is confirmed by the delivery service; D. facsimile transmission, in which case notice shall be deemed delivered upon transmittal, provided that (a) a duplicate copy of the notice is promptly delivered by first-class or certified mail or by overnight delivery, or (b) a transmission report is generated reflecting the accurate transmission thereof. Any notice given by facsimile shall be considered to have been received on the next business day if it is received after 5:00 p.m. recipient’s time or on a non-business day.

E. Rejection or other refusal to accept or the inability to deliver because of changed address of which no notice was given shall be deemed to be receipt of the notice as of the date of such rejection, refusal, or inability to deliver.

Any written notice to Contractor shall be sent to:

Company Name
Company Address
Individual’s Name
Individual’s Email Address
Individual’s Direct Dial Phone #:

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Individual’s Fax #
Any written notice to City shall be sent to:

City of Gonzales
Department of Public Works
PO Box 647
147 Fourth Street
Gonzales, CA 93926

9.12 Execution in Counterparts. This Agreement may be executed in counterparts each of which shall be deemed an original and all of which taken together shall constitute one and the same instrument.

IN WITNESS WHEREOF, the parties hereto have signed the Agreement on the date set forth opposite their names.

CONTRACTOR
Under penalty of perjury, I certify that the taxpayer
identification number and all other information provided here are correct.

DATE: BY_________________________________
____________________________________
Print Name
____________________________________
Title
BY_________________________________
__________________________________
Print Name
____________________________________
Title
____________________________________
DIR Registration #
____________________________________
Federal ID#
____________________________________
State ID#
________________________________________
California Contractor’s License # & Classifications
______________________________________
Contractor’s License Expiration Date
Type of Business Entity (check one):

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_____ Individual/Sole Proprietor
_____ Partnership
_____ Corporation
_____ Limited Liability Company
_____Other (please specify:________________)
If Contractor is an out-of-state corporation, Contractor warrants and represents that it possesses a valid certificate of qualification to transact business in the State of California issued by the California Secretary of State pursuant to Section 2105 of the California Corporations Code.

CITY OF GONZALES
DATE: BY _________________________________
Carmen Gil, City Manager
Attest:

Mary Villegas, Deputy City Clerk

END OF SECTION
Packet Pg. 120 Attachment: Contract with Sierra Construction & Excavation (3082 : Agreement W/ Sierra Construction & Excav. for IW Pipeline, Dudek Task Task Order No. 2 to Consulting Services Agreement Between City of Gonzales and Dudek Consulting for Wastewater Design Services This is an Amendment to the Consulting Services Agreement dated June 17, 2024 between the City of Gonzales, a municipal corporation of the State of California ("City") and Dudek ("Consultant”) regarding professional services for Wastewater Design Services.

City and Consultant agree to the following changes to the Agreement:

Section 1 - Services
Services will now include Design Support Services during Construction of the Industrial Wastewater System as outlined in Dudek’s August 19, 2024 letter proposal (copy attached).

Section 2 - Compensation
City will pay Consultant an additional sum of $292,664 on an hourly not-to-exceed basis.

In all other respects, the terms of the Agreement shall remain in effect.

CITY CONSULTANT
City of Gonzales, a municipal corporation Dudek
_____________________________ _____________________________ Carmen Gil, City Manager Mike Metts, Principal
Date Signed: __________________ Date Signed: __________________ Packet Pg. 121 Attachment: Task Order #2 under a Master Service Agreement with Dudek Consulting for Design Support during Construction (3082 :

August 19, 2024
Patrick Dobbins, PE
City of Gonzales
[email protected]
Subject: Proposal for Design Support Services During Construction for Industrial Sewer Collection System Dear Patrick Dobbins:

We are pleased to provide this proposal for engineering support services during construction for the Industrial Sewer Collection System. Included within this proposal are the following sections:

1. General Information – General Information and Primary Point of Contact

2. Project Understanding and Approach – Describes project background and objectives

3. Scope of work with specific work elements

4. Fee Proposal – Quantifies our anticipated level of effort Our proposal demonstrates a thorough understanding of your project goals and offers a comprehensive approach and dedicated project team for successful completion. 1 General Information
The Dudek team presented within this proposal has the resources to perform all work required for each of the Project Tasks as included in the Project Scope of Work. No subcontractors are required for this Scope of Work. The primary point of contact for all proposal and project correspondence is Kate Palmer, P.E., Senior Project Manager, available at 760.479.4160 and [email protected].
2 Project Understanding and Approach
The Industrial Sewer Collection System advertised with bids opening on August 6, 2024. The City received five (5) separate bids with the lowest responsive and qualified contractor being Sierra Construction, Inc, with an overall contract price (including additive bid schedule items) of $7,610,175. Construction is anticipated to begin in November 2024.

Packet Pg. 122 Attachment: Task Order #2 under a Master Service Agreement with Dudek Consulting for Design Support during Construction (3082 :

TO: PATRICK DOBBINS
SUBJECT: PROPOSAL FOR DESIGN SUPPORT SERVICES DURING CONSTRUCTION FOR INDUSTRIAL SEWER

COLLECTION SYSTEM
AUGUST 2024 2
As Engineer of Record (EOR), Dudek understands the full scope of project construction activities for the project.

Supply chain issues may potentially impact the ability of the contractor to successfully complete construction within the contract duration. To assist in successful completion of the contract within the contract duration, Dudek will work with Sierra Construction to prioritize submittal review of the materials with the longest lead times so that these may be ordered as soon as possible. These specific topics and any other critical path items can be discussed at the kick-off meeting to collaborate potential solutions and mitigate potential delays. 3 Scope of Services
Dudek will follow the detailed scope of work tasks as outlined below. In preparation of the scopes below, Dudek assumes that the City will employ the services of their construction management (CM) team that will include field staff on the construction site daily, and thus we have not included scope/hours for a daily onsite presence. Dudek assumes that environmental monitoring services (i.e., cultural monitoring) will be provided under separate contract.

In accordance with the City’s request, Dudek proposes to provide the following services:

IW Conveyance System Design Support Services During Construction TASK 1 PROJECT MANAGEMENT
Dudek will conduct effective project administration and management including the preparation and distribution of monthly progress reports including progress to date, potential completion issues, and anticipated next steps in progress. Progress reports will also include budget status and project schedule updates. Dudek is providing budget on this item based on an anticipated thirteen (13) month project duration.

TASK 2 DESIGN SERVICES DURING CONSTRUCTION
Task 2.1 Pre-Construction Meeting
Dudek will attend the Pre-Construction Meeting, which is assumed to occur at the City offices. The meeting is assumed to be conducted by the City’s Construction Manager.

Task 2.2 RFIs and Design Clarifications
Dudek will provide RFI and Design Clarifications for the project that include:
a. Provide responses for up to forty (40) requests for information (RFIs) and/or requests for clarification (RFCs). At the City’s discretion, the Dudek team will provide responses to RFIs and RFCs in letter form or email form. b. Dudek assumes RFIs from the Contractor will be formally submitted to the Construction Manager.

Questions requiring responses from the design team will be forwarded to the Dudek Project Manager for distribution and response.

Packet Pg. 123 Attachment: Task Order #2 under a Master Service Agreement with Dudek Consulting for Design Support during Construction (3082 :

TO: PATRICK DOBBINS
SUBJECT: PROPOSAL FOR DESIGN SUPPORT SERVICES DURING CONSTRUCTION FOR INDUSTRIAL SEWER

COLLECTION SYSTEM
AUGUST 2024 3
Task 2.3 Shop Drawings and Submittal Reviews
Dudek will provide shop drawings and submittal review to include:
a. Review and process up to fifty (50) shop drawings and submittals and up to thirty (30) resubmittals. b. Dudek assumes submittals and shop drawings from the Contractor will be formally submitted to the Construction Manager who will forward to the Dudek Project Manager for distribution and response.

Task 2.4 Site Visits
Dudek will attend site visits at City request to observe specific conditions or situations for which design engineer input would facilitate developing an appropriate response to the Contractor. We have assumed a total of five (5) site visits by one or more members of the design team. Appropriate Dudek team member(s) based in the issue(s) being discussed will attend each of these site visits / meetings.

Task 2.5 Construction Progress Meetings
Dudek will attend weekly construction progress meetings virtually throughout the duration of the project. Dudek attendance/participation at forty-four (44) meetings is included. Dudek attendance includes the Dudek project manager and the appropriate team member(s) based on the issue(s) being discussed. Dudek assumes weekly construction meetings will be organized and documented by the Construction Manager.

Task 2.6 Change Order Assistance
Dudek will assist City staff on change order reviews. We are allocating budget to be used for up to ten (10) change order reviews at the request and direction of the City. It is assumed that the Construction Manager will prepare and review construction change orders, and Dudek will assist, as necessary and requested.

Task 2.7 Design Deviation Review
Dudek will assist the City with evaluation of Contractor-proposed design deviations and substitutions to support the activities of the Construction Manager. Dudek will evaluate the proposed design changes relative to consistency with the original design intention and capability. As the extent and nature of any Contractor-proposed design deviations are undefined currently, an allowance is assumed for this contract item. Services will be provided at City direction within the available allowance.

Task 2.8 Construction Punch List Assistance
Dudek will assist the Construction Manager with punch list resolution including the following:
a. One or more members of the Dudek Team joining the Construction Manager and/or City staff on walkthroughs to confirm that the work was constructed per the design documents, and if not, what could be done to resolve observed deficiencies.
b. As the extent and nature of the Punch List is undefined currently, an allowance is assumed for this contract item. Services will be provided at City direction within the available allowance.

Packet Pg. 124 Attachment: Task Order #2 under a Master Service Agreement with Dudek Consulting for Design Support during Construction (3082 :

TO: PATRICK DOBBINS
SUBJECT: PROPOSAL FOR DESIGN SUPPORT SERVICES DURING CONSTRUCTION FOR INDUSTRIAL SEWER

COLLECTION SYSTEM
AUGUST 2024 4
Task 2.9 Record Drawing Preparation
Dudek will provide assistance to the City for preparation of record drawings:
a. Following construction, Dudek will prepare a complete set of record drawings. b. The drawings will be prepared based on field changes and redlines documented by the Construction Manager and the Contractor, and changes resulting from RFIs, clarifications and contract change orders. c. Dudek will provide electronic files (PDF and AutoCAD) of the revisions. Dudek will provide the files in electronic format only (including PDF and AutoCAD formats) and no hard copies are included. 4 Fee Proposal
Dudek proposes a not-to-exceed project budget of $292,664 considering a 15% contingency as requested by the City for completion of the above Tasks 1 through 2 for the Design Support Services During Construction for the Industrial Sewer Collection System Project. Full breakdowns of estimated labor hours by category for each task are attached.

We look forward to continuing our work on this project with you and the City and to providing the services described herein. Please do not hesitate to call or email me (760.479.4160 or [email protected]) with any questions you might have about our proposal.

Respectfully Submitted,
__________________________________ __________________________________ Robert Ohlund, P.E. Kate Palmer, P.E.

Vice President Senior Project Manager
Bob Ohlund is authorized to sign on behalf of Dudek.

Packet Pg. 125 Attachment: Task Order #2 under a Master Service Agreement with Dudek Consulting for Design Support during Construction (3082 :

City of Gonzales
Task Order 2: Industrial Wastewater Conveyance PipelineDesign Services During Construction (DSDC) DUDEK FEE ESTIMATEAugust 19, 2024
Project Team Role: PIC
QA/QC
Sr. Mgr
Program &
Conveyance
Manager
Senior
Engineer
Project
Engineer CAD Designer Admin
Team Member: Metts
Ohlund
Deibert Palmer Chuang Nuhaily/
Hawkinson
Vargas Kinney TOTAL

DUDEK LABOR OTHER DIRECT
Billable Rate : $310 $265 $265 $240 $210 $195 $155 HOURS COSTS COSTS TOTAL FEE Task 1 Project Management and Project Status Reporting

1.1 Project Administration 2 8 80 40 130 30,140$ $ 30,140 Subtotal Task 1 2 8 80 40 130 $ 30,140 $ - $ 30,140
Task 2 Design Services During Construction (ESDC)

2.1 Pre-Construction Meeting 8 8 12 28 6,760$ 1,000$ $ 7,760

2.2 RFIs and Design Clarifications 8 40 40 80 168 39,480$ $ 39,480

2.3 Shop Drawings and Submittal Reviews 50 60 160 270 61,250$ $ 61,2502.4 Site Visits 40 8 40 88 21,120$ 5,000$ $ 26,1202.5 Construction Progress Meetings 24 44 32 44 144 34,940$ $ 34,9402.6 Change Order Assistance 4 10 24 10 48 12,650$ $ 12,6502.7 Design Deviation Review 2 16 8 40 16 82 18,300$ $ 18,3002.8 Construction Punch List Assistance 8 2 16 26 6,010$ 1,000$ $ 7,010

2.9 Record Drawing Preparation 2 8 30 40 80 16,840$ $ 16,840 Subtotal Task 2 16 90 200 150 422 56 934 $ 217,350 $ 7,000 $ 224,350 Total Non-Optional Hours and Fee 18 98 280 150 422 56 40 1064 $ 247,490 $ 7,000 $ 254,490 Percent of Hours: 2% 9% 26% 14% 40% 5% 4% 100% Contingency $292,664 Packet Pg. 126
Attachment: Task Order #2 under a Master Service Agreement with Dudek Consulting for Design Support during Construction (3082 :

Task Order No. 2 to Consulting Services Agreement Between City of Gonzales and MNS Engineers for Program and Construction Management Services for Wastewater Projects
This is an Amendment to the Consulting Services Agreement dated March 18, 2024 between the City of Gonzales, a municipal corporation of the State of California ("City") and MNS Engineers ("Consultant”) for Program and Construction Management Services for Wastewater Projects.

City and Consultant agree to the following changes to the Agreement:

Section 1 - Services
Services will now include Construction Management and Inspection Services for the Industrial Sewer Collection Project as outlined in MNS Engineers’ August 26, 2024 letter proposal (copy attached).

Section 2 - Compensation
City will pay Consultant an additional sum of $750,000 on an hourly not-to-exceed basis.

In all other respects, the terms of the Agreement shall remain in effect.

CITY CONSULTANT
City of Gonzales, a municipal corporation MNS Engineers _____________________________ _____________________________ Carmen Gil, City Manager Joe Pope, Vice President of Construction

Date Signed: __________________ Date Signed: __________________ 8/27/2024 Packet Pg. 127 Attachment: Task Order #2 under a Master Service Agreement with MNS Engineers for Construction Management and Inspection (3082 :
811 El Capitan Way, Suite 130 | San Luis Obispo, CA 93401 805.787.0326 OFFICE
mnsengineers.com
August 26, 2024
Patrick M. Dobbins, PE
Public Works Director/City Engineer
PO Box 647
147 Fourth Street
Gonzales, CA 93926
SUBJECT: Proposal for Construction Management and Inspection Services – Industrial Sewer Collection System Project
Dear Mr. Dobbins,
MNS Engineers, Inc. (MNS) appreciates the opportunity to submit this proposal to provide construction management and inspection services for the Industrial Sewer Collection System Project (Project) for the City of Gonzales (City). We offer our highly qualified team to provide services for this Project.

Project Understanding
The City has requested a proposal to provide construction management and inspection services for the construction of approximately 11,000 LF of 27-inch and 24-inch PVC gravity sewer pipeline from Katherine Street to the proposed industrial water treatment facility, adjacent the City’s existing wastewater treatment plan.

Work will take place primarily within the existing easements for the existing 12-inch and 21-inch sewers, a proposed easement, and a public right-of-way.

MNS’s extensive experience with gravity sewer pipeline construction makes us well qualified to provide construction management and inspection of the proposed improvements.

Scope of Work
MNS staff will support the City by providing construction management and daily fulltime inspection in accordance with the contract documents for the industrial sewer collection system project per the following tasks.

Task 1 – Pre-Construction
Subtask 1.1: Pre-Construction Conference
MNS will organize and conduct a pre-construction meeting. The Construction Manager (CM) will prepare and distribute an agenda prior to the meeting. At the pre-construction conference, we will discuss the roles and responsibilities of the Project team (City, Design Engineer, Construction Manager, Materials Testing/Special Inspection, Contractor, etc.) as well as establish the protocol to be

MNS DETAILS

LEGAL NAME
MNS Engineers, Inc.

FIRM OWNERSHIP
TYPE
C-Corporation

YEAR FIRM

ESTABLISHED
1962

CALIFORNIA

DEPARTMENT OF

INDUSTRIAL

RELATIONS
DIR No. 1000003564

CORPORATE OFFICE
201 N. Calle Cesar Chavez,
Suite 300
Santa Barbara, CA 93103
805.692.6921 Office/Fax
mnsengineers.com

LOCAL OFFICE
811 El Capitan Way #130, San
Luis Obispo, CA 93401
(805) 787-0326

PROJECT CONTACT
Megan Panofsky, PE, CCM
Construction Manager
(805) 331-4860
[email protected]

AUTHORIZED

SIGNATURE
Joe Pope, PE
Vice-President and Prinicipal
Construction Manager
(805) 302-1624
[email protected]
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CITY OF GONZALES

GONZALES, INDUSTRIAL SEWER COLLECTION SYSTEM PROJECT
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used throughout the project. The meeting will set the tone of cooperation for the project and elaborate on contract requirements and concerns. MNS will distribute meeting minutes to all parties in attendance.

Subtask 1.2: Contract Administration/Document Control
MNS will develop an administration system to assure all elements of the actual construction are furnished, installed, and constructed in accordance with the contract documents and applicable standards, providing organization of files and computer-generated forms and spreadsheets to assist in tracking correspondence, submittals, requests for information (RFIs), contract change orders (CCOs), and progress payments.

Contract administration includes:
• Daily diaries
• Labor compliance and certified payrolls
• Logs for submittals, RFIs, CCOs, and materials testing results • Correspondence, permits, and agreements
• Progress schedule/Weekly Statement of Working Days (WSWDs) • Progress pay estimates and quantities
• Potential claims
• Safety and traffic control
• Material verification
• Weekly meetings agenda and minutes
Subtask 1.3: Site Documentation
MNS will take pre-construction site photos to document the existing condition of the Project limits prior to construction. MNS will document construction throughout the life of the Project. Photos will be logged and filed in the Project files.

Task 2 –Construction
Subtask 2.1: Project Communication and Coordination
The CM will oversee project communication and coordination between the City, Design Engineer, residents, and contractor throughout the construction phase. Weekly updates will be provided to the City, specifically identifying anticipated public impacts for the upcoming week. Progress meetings will be held bi-weekly. The CM will distribute an agenda prior to the meeting and record meeting minutes.

Subtask 2.1: Project Schedule Adherence
The CM will review and approve the contractor’s baseline schedule at the start of the Project. The CM will require and review three-week-look-ahead schedules from the contractor on a weekly basis. The contractor will be issued weekly summary of working days (WSWDs) to document the progress of the work and the number of working days expended.

Packet Pg. 129 Attachment: Task Order #2 under a Master Service Agreement with MNS Engineers for Construction Management and Inspection (3082 :

CITY OF GONZALES

GONZALES, INDUSTRIAL SEWER COLLECTION SYSTEM PROJECT
P A G E 3
Subtask 2.3: Cost Control
The Project’s document control system will track and monitor the actual Project construction costs. The tracking of contract item payments and quantities is incorporated into the progress payment spreadsheet.

Contract change order (CCO) payments, extra work, and item overruns and underruns will also be tracked.

The project contingency balance will be verified as part of the monthly progress pay estimate review and submittal.

Subtask 2.4: Progress Pay Estimate
MNS will track each contract item and review the quantity to be paid for each progress pay estimate. The Construction Inspector will track any extra work and supplemental work costs to be compared against the authorized change order amounts. We will review the contractor’s monthly request for payment and recommend approval for payment to the City.

Subtask 2.5: Submittals/RFIs
MNS will perform a timely review of submittals and RFIs; all submittals and RFIs will be reviewed for completeness, logged, and distributed as appropriate. MNS will monitor the log to verify responses are submitted in a timely manner.

Subtask 2.6: CCO and Claims Management
Prior to beginning any contract work, we will coordinate with the City to define the CCO process. All CCOs must define the project scope of work and limits and comply with the project documents. MNS will be proactive in identifying actual and potential problems and work towards a timely and cost-effective solution.

The CM will:
• Determine the validity and justification for all CCOs • Notify the City if CCOs are needed
• Negotiate costs with the contractor
• Prepare CCO documentation for City authorization
• Track all CCOs against project contingency balance
The CM will work closely with the City, Design Engineer, and the contractor to resolve CCOs and/or disputes.

Subtask 2.7: Construction Inspection
The Construction Inspector will be onsite daily to observe the work with the goal of verifying it is performed safely and in accordance with the contract documents. The Construction Inspector’s responsibilities will also include:
• Daily Inspection. Inspect the construction for compliance with the plans and specifications. • Quality Assurance. Assure the contractor’s overall Quality Control (QC) is implemented in a manner consistent with the Projects’ Special Provisions.
• Traffic Control/No Parking Zones. Inspect the contractor’s daily traffic control per approved standards. Notify the contractor of any perceived unsafe conditions.

Packet Pg. 130 Attachment: Task Order #2 under a Master Service Agreement with MNS Engineers for Construction Management and Inspection (3082 :

CITY OF GONZALES

GONZALES, INDUSTRIAL SEWER COLLECTION SYSTEM PROJECT
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• Daily Reports. Prepare daily inspection reports, daily quantities, note any safety issues, and include an accurate description of the work, labor, and equipment. Note any extra work or changes to the plans. Maintain photographic record of construction.
• Materials. Verify approved materials are incorporated into the project. • Acceptance/Performance Testing. Coordinate acceptance and performance testing in conformance with the contract documents.
• Materials Testing/Special Inspection. Coordinate with the Materials Testing and Special Inspection firm as needed and will maintain testing records with current tester and laboratory certifications placed in the construction file.
• Punch List. Prepare punch list and inspect for completion of punch list work items.

Subtask 2.8: Safety
The contractor has sole responsibility for compliance with safety requirements on the construction contract, but MNS will monitor compliance with their safety program and advise the City of observed deficiencies. The contractor’s Safety Plan, Traffic Control Plan, and Cal/OSHA Construction Safety Orders will guide our inspectors in monitoring the contractor’s work.

Subtask 2.9: Permit Management
MNS will monitor the construction to ensure all items of work are performed in accordance with encroachment permits, and stormwater pollution control requirements.

Subtask 2.10: Commissioning
MNS will oversee commissioning of the pipelines, including pressure testing, disinfection, sampling, and tieins. MNS’ inspector will also ensure proper notification is provided to industrial users prior to service swap over.

Subtask 2.11: Final Punchlist
The CM/Inspector will prepare and submit a final punch list of outstanding contract items to the contractor.

MNS will conduct a final inspection in the presence of the City representatives and the contractor.

Subtask 2.12: Red Line As-Builts
MNS will track and maintain as-built drawings in accordance with the contract requirements and ensure they are complete to the extent feasible. The CM will hold regular meetings with the contractor to monitor the status of the as-built drawing set, which is often made a contingency for approval of the monthly pay request.

The inspector will also keep a field set of as-built drawings for use in reviewing the contractor’s copy.

Task 3 – Project Closeout
Subtask 3.1: Closeout
Once the contractor provides the required documentation, MNS will submit an acceptance recommendation report with the final pay request for payment. MNS will submit job files and final reports to the City upon completion of the contract.

Packet Pg. 131 Attachment: Task Order #2 under a Master Service Agreement with MNS Engineers for Construction Management and Inspection (3082 :

CITY OF GONZALES

GONZALES, INDUSTRIAL SEWER COLLECTION SYSTEM PROJECT
P A G E 5
Project Team
Our highly qualified project team is available to provide the City with high quality construction management, inspection, and quality assurance for a project delivered in accordance with the plans and specification. The following is the proposed CM team. Three highly qualified inspectors have been listed below. Depending on when construction of the Project starts, one of these three inspectors will be assigned to the Project through completion.

Project Manager/Construction Manager – Megan Panofksy, PE, CCM Ms. Panofsky will be responsible for overall construction management of the Project. Megan is a seasoned construction industry professional with 17 years of experience in the development and construction of municipal infrastructure, concentrating in water and wastewater facilities. Megan has served as a Design Engineer consultant for contractors and Owners, providing a unique ability to see projects from multiple perspectives and identify risks to successful project completion early in the process. She specializes in complete project delivery, construction management, program management, and contract management.

Resident Engineer – Ryuun Ernst
Mr. Ernst, has over 19 years of experience managing large, complex construction projects in the water and wastewater industry. He brings hands-on experience from the field as an operator, as well as construction management and engineering from every aspect of construction from cradle to grave, including planning, budgeting, scheduling, grant funding, design, construction, inspection, Quality Assurance, and operation/maintenance of facilities. As Resident Engineer, Ryuun, will provide day to day coordination with the inspector and contractor, processing submittals, RFIs, pay applications, and escalating potential issues to the CM.

Construction Inspector – Bill Smith
Mr. Smith has an extensive history in the civil engineering field and project delivery, with experience that includes municipal projects, Caltrans, and project management for the US Air Force. Bill brings with him a great deal of expertise and a well-rounded background, paired with an enthusiasm for problem solving, Bill is well qualified to provide inspection on the City’s project.

Construction Inspector – Chuck Littlejohn
Mr. Littlejohn has over 26 years of experience working in the construction industry with extensive field experience in underground utilities, Hot Mix Asphalt/PCC paving, retaining wall construction, drainage structure construction, managing soil erosion control measures, drafting non-compliance notices, facilitating labor compliance/interviews, implementing temporary traffic control, and monitoring of environmentally sensitive areas. He also possesses excellent leadership experience in construction meetings and coordination.

Construction Inspector – Joe Scholle
Mr. Scholle has over 30 years of construction experience as a Foreman, Project and Construction Manager, Superintendent, and Operator. Joe’s project experience includes underground utilities, storm drains, landscape, irrigation, and construction of bridges, concrete structures, as well as seismic retrofits. He is well versed with Caltrans Standard Specifications, the standard specifications of public works construction, contract administration field procedures, and materials testing.

Office Engineer – Laurie Jones
Ms. Jones has over eight years of experience with project coordination/management and senior administration experience on a variety of projects in the construction industry. Her strengths include a wide range of office, program management and coordination skills; including, but not limited to, project Packet Pg. 132 Attachment: Task Order #2 under a Master Service Agreement with MNS Engineers for Construction Management and Inspection (3082 :

CITY OF GONZALES

GONZALES, INDUSTRIAL SEWER COLLECTION SYSTEM PROJECT
P A G E 6
scheduling, cost control, and document control. She is skilled with Microsoft Office and Project. Laurie has worked on public works and Caltrans oversite projects supporting construction managers with various contract and project administration responsibilities, including project setup and closeout, and overall document control. Ms. Jones is MNS’ in house CMIS expert, which will be instrumental for document control on the project.

Materials Testing and Special Inspection – Pacific Crest Pacific Crest Engineering Inc. (PCEI) will be providing materials testing and special inspection on the project, specifically compaction testing along the pipeline installations. PCEI is a full service geotechnical, chemical process and environmental engineering firm providing engineering services to both the public and private sectors of the Monterey Bay and Silicon Valley areas. PCEI’s field technicians are highly qualified and licensed and/or certified by numerous state and national agencies (i.e. NICET Soils Technician, ICC, etc).

Labor Compliance Monitoring Services – 360PSM Inc.

As part of the monthly closeout, 360PSM will review certified payroll to verify the contractor and their subcontractors have complied with the California Department of Industrial Relations (DIR) requirements about certified payroll verification and submission. 360PSM will also conduct field surveys of the contractor's staff and subcontractors to ensure compliance with prevailing wage rate requirements. The Labor Compliance Officer will manage this process with the contractors providing that all required information is obtained and processed promptly.

Project Schedule
MNS understands it is the intention of the City to be in construction by November 1, 2024. MNS has assumed a Notice to Proceed (NTP) date of September 16, 2024, and a construction period of 8 months.

Contract Award September 3, 2024
Insurance & Bonds September 4, 2024 – September 15, 2024 NTP September 16, 2024
Submittals/Procurement September 16, 2024 – October 30, 2024 Construction November 1, 2024 – June 15, 2025
Assumptions/Exclusions
• No nightwork, weekend, or holiday work is anticipated. • Full-time inspection is assumed over an 8-month period; however, the City will be billed on an hourly basis with a 4-hour minimum.

Compensation
A detailed fee spreadsheet is provided herein. All fees are in accordance with the 2024 MNS Standard Fee Schedule and escalation rate.

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Closing
Thank you for the opportunity to submit this proposal. We are excited and look forward to working with the City. Please feel free to contact Megan Panofsky with any questions you may have at 805.331.4860 or [email protected]. Thank you for your consideration.

Sincerely,
MNS Engineers, Inc.

Joe Pope, PE
Vice President of Construction - Water
Attachments: MNS Standard Fee Schedule
Fee Estimate Spreadsheet
Packet Pg. 134 Attachment: Task Order #2 under a Master Service Agreement with MNS Engineers for Construction Management and Inspection (3082 :

Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Submittals/Procurement
Construction
Project Closeout
Role Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Principal In-Charge 2 2 4 340.00 357.00 1,360.00 $
Project Manager/CM 16 16 32 275.00 289.00 8,800.00 $
Resident Engineer 24 24 48 270.00 284.00 12,960.00 $
Senior Inspector 8 24 32 198.00 208.00 6,336.00 $
Office Administrator 16 16 32 135.00 142.00 4,320.00 $
66 82 0 0 0 0 0 0 0 0 0 0 148 33,776.00 $
Principal In-Charge 2 2 2 2 2 2 2 2 16 340.00 357.00 5,644.00 $ Project Manager/CM 32 24 24 24 24 24 24 16 192 275.00 289.00 54,704.00 $ Assistant Resident Engineer 48 64 72 72 72 72 64 48 512 270.00 284.00 143,840.00 $ Senior Inspector 172 172 172 172 172 172 172 96 1300 198.00 208.00 266,960.00 $ Office Administrator 16 16 16 16 16 16 16 16 128 135.00 142.00 17,952.00 $ 0 0 270 278 286 286 286 286 278 178 0 0 2148 489,100.00 $ Principal In-Charge 2 2 4 340.00 357.00 1,428.00 $
Project Manager/CM 16 12 28 275.00 289.00 8,092.00 $
Assistant Resident Engineer 24 16 40 270.00 284.00 11,360.00 $ Senior Inspector 24 16 40 198.00 208.00 8,320.00 $
Office Administrator 24 16 40 135.00 142.00 5,680.00 $
0 0 0 0 0 0 0 0 0 0 90 62 152 34,880.00 $
66 82 270 278 286 286 286 286 278 178 90 62 2448 557,756.00 $

SUBCONSULTANT
Materials Testing
Labor Compliance

CONSTRUCTION MANAGEMENT AND INSPECTION TOTAL
Notes:

1. Durations based on a 32 week construction period.

2. Hours and costs are an estimate only; actual hours and costs will be based on contractor's schedule.

3. Overtime not included in this cost estimate. Any OT would be billed per MNS Standard Fee Schedule.

4. Construction Inspector's rate subject to adjustment if DIR Prevailing Wage rates are applicable.

5. Annual escalation of hourly rates applied at 5% starting Jan 2025 Laurie Jones
Laurie Jones
Megan Panofsky
Megan Panofsky
Megan Panofsky

SUB-TOTAL
TASK 2 Construction
TBD
TBD
Ryuun Ernst
Ryuun Ernst
Ryuun Ernst
Laurie Jones
$ 10,000.00
Direct Expenses

DIRECT EXPENSES SUB-TOTAL
TASK 1 Pre-Construction
Joe Pope
Field/Direct Costs

SUB-TOTAL
TOTALS
TASK 3 Project Closeout
Joe Pope

SUB-TOTAL
TBD
Joe Pope

HOURLY RATE
2024 2025

TOTAL COST
$ 10,000.00
2024
$ 692,756.00

TOTAL COST
SUBCONSULTANTS SUB-TOTAL $ 125,000.00
Pacific Crest $ 91,000.00
360 PSM $ 34,000.00
Construction Management and Inspection Services
Industrial Sewer Collection System Project
City of Gonzales

TOTAL COST
Staff
PHASE
Project Schedule
TOTAL
HOURS
Industrial Sewer Collection
System Project
PHASE
2024 2025
2025
Packet Pg. 135 Attachment: Task Order #2 under a Master Service Agreement with MNS Engineers for Construction Management and Inspection (3082 :
2 0 2 4 S T A N D A R D S C H E D U L E O F F E E S

PROJECT/PROGRAM MANAGEMENT
Principal-In-Charge ............................... $340 Senior Project/Program Manager ...... 325
Project/Program Manager .................... 275
Assistant Project/Program Manager 255
Senior Project Coordinator ................... 195
Project Coordinator ................................. 165

ENGINEERING
Principal Engineer .................................. $305 Lead Engineer ............................................ 270 Supervising Engineer .............................. 255 Senior Project Engineer ......................... 235
Project Engineer........................................ 210 Associate Engineer .................................. 190 Assistant Engineer.................................... 175

SURVEYING
Principal Surveyor .................................. $280 Lead Surveyor ............................................ 270 Supervising Surveyor .............................. 230 Senior Project Surveyor ......................... 210
Project Surveyor........................................ 185 Associate Project Surveyor ................... 175
Assistant Project Surveyor .................... 160
Party Chief (PW) ........................................ 190 Chainperson (PW) .................................... 160 One-Person Survey Crew (PW) ........... 225

TECHNICAL SUPPORT
CADD Manager ....................................... $210 Supervising Technician .......................... 180
Senior Technician ..................................... 170 Engineering Technician ......................... 130

CONSTRUCTION MANAGEMENT
Principal Construction Manager ...... $335
Senior Construction Manager ............. 290
Senior Resident Engineer ...................... 280
Resident Engineer .................................... 270 Structure Representative ....................... 260
Construction Manager ........................... 230
Assistant Resident Engineer................. 215
Sr. Construction Inspector (PW) ........ 198
Construction Inspector (PW) .............. 188
Office Administrator ................................ 135

PLANNING
Planning Director ................................... $235 City Planner/Planning Manager ......... 220
Principal Planner ....................................... 205 Senior Planner ........................................... 190 Associate Planner ..................................... 160 Assistant Planner ...................................... 135 Planning Technician ................................ 115

ADMINISTRATIVE SUPPORT
Senior Management Analyst ............. $195
Management Analyst.............................. 165
IT Technician ............................................... 150 Graphics/Visualization Specialist ....... 160
Administrative Assistant ........................ 105

GOVERNMENT SERVICES
City Engineer ........................................... $265 Deputy City Engineer .............................. 235 Assistant City Engineer ........................... 225 Plan Check Engineer................................ 185 Permit Engineer ......................................... 175 City Inspector ............................................. 175 Senior City Inspector (PW) .................. 198
City Inspector (PW) .................................. 188 Principal Stormwater Specialist .......... 190
Senior Stormwater Specialist ............... 180
Stormwater Specialist ............................. 170 Stormwater Technician .......................... 150
Building Official ......................................... 250 Senior Building Inspector ...................... 200
Building Inspector .................................... 175 Senior Grant Writer .................................. 190 Grant Writer ................................................ 180 Associate Grant Writer ........................... 160
Assistant Grant Writer ............................ 145

DIRECT EXPENSES
Use of outside consultants as well as copies, blueprints, survey stakes, monuments, computer plots, telephone, travel (out of area) and all similar charges directly connected with the work will be charged at cost plus fifteen percent (15%). Mileage will be charged at the current federal mileage reimbursement rate.

PREVAILING WAGE RATES
Rates shown with Prevailing Wage “(PW)” annotation are used for field work on projects subject to federal or state prevailing wage law and are subject to increases per DIR.

ANNUAL ESCALATION
Standard fee rates provided for each classification are subject to 5% annual escalation or the most recent US Bureau of Labor Statistics Consumer Price Index, whichever is higher.

OVERTIME
Overtime for non-exempt employees will be charged at 1.5 x hourly rate; overtime for exempt employees and other classifications will be charged at 1 x hourly rate.

Rev. 1/9/2024
Packet Pg. 136 Attachment: Task Order #2 under a Master Service Agreement with MNS Engineers for Construction Management and Inspection (3082 :

Gonzales City CouncilSeptember 3, 2024

Gonzales City Council
September 3, 2024