GRIDLEY CITY COUNCIL AGENDA: Regular Meeting of 9-21-26 Page 1 of 4 “Our purpose isto continuously enhance our community’s vitality and overall quality of life. We are committed to providing high quality, cost-effective municipal services and forming productive partnerships with our residents and regional organizations. We collectively develop, share, and are guided by a clear vision, values, and meaningful objectives.” The Public is encouraged to attend and participate in person. Comments from the public on agenda items will be accepted until 4 pm on September 21, 2026, via email to [email protected] or via the payment/document drop box at Gridley City Hall and will be conveyed to the Council for consideration.
You may view using the following link, ID, and passcode:
https://us06web.zoom.us/j/86305439471?pwd=9Fd3bjBhoK1kAvhCXwWtcGo2ArX4PP.1 Passcode:042583
Webinar ID: 863 0543 9471
CALL TO ORDER - Mayor Farr
ROLL CALL
PLEDGE OF ALLEGIANCE – Vice Mayor Johnson
PROCLAMATION – None
INTRODUCTION OF NEW OR PROMOTED EMPLOYEES - None
COMMUNITY PARTICIPATION FORUM - Members of the public may address the City Council on matters not listed on the agenda. The City Council may not discuss nor take action on any community participation item brought forward by a member of the community. Comments are requested to be limited to three (3) minutes.
CONSENT AGENDA
1. City Council Minutes
City Council review and approval of City Council minutes Recommended Action(s):
a. Approve regular City Council meeting minutes dated August 3rd, September 8th, 2026
b. Approve special City Council meeting minutes dated August 20th, August 24th, August 28th, 2026
Gridley City Council – Regular Meeting Agenda
Monday, September 21, 2026; 6:00 pm
Gridley City Hall, 685 Kentucky Street, Gridley, CA 95948 GRIDLEY CITY COUNCIL AGENDA: Regular Meeting of 9-21-26 Page 2 of 4
ITEMS FOR CONSIDERATION
2. Emergency Operation Plan Update
City Council to review and adopt the Emergency Operation Plan update Recommended Action(s):
a. Adopt Resolution No. 2026-R-036: a Resolution of the City Council of the City of Gridley adopting the updated Emergency Operations Plan for Gridley
3. Discussion and Direction Regarding Procurement of On-Call City Engineering and Electric Utility Engineering Services
The City Council provide direction regarding the procurement structure for on-call City engineering and electric-utility engineering services and authorize staff to prepare and issue the corresponding Requests for Qualifications (RFQs).
Recommended Action(s):
a. Staff recommends that the City Council provide direction regarding the procurement structure for on-call City engineering and electric-utility engineering services and authorize staff to prepare and issue the corresponding Requests for Qualifications (RFQs).
4. Tentative Parcel Map 2-26 (Cunningham); APN 009-061-001; 999 Indiana Street / 1445 Pecan Street
City Council to consider approval Resolution 2026-R-037: a Resolution of the City Council of the City of Gridley approving tentative parcel map no. 2-26 (APN 009-061-001) for the division of one parcel into two (2) parcels located at 999 Indiana St. and 1445 Pecan St.
Recommended Action(s):
a. Approve Resolution 2026-R-037: a Resolution of the City Council of the City of Gridley approving tentative parcel map no. 2-26 (APN 009-061-001) for the division of one parcel into two (2) parcels located at 999 Indiana St. and 1445 Pecan St
5. Introduction and first reading by title only of Ordinance No. 851-2026 Amending Title 17 (Zoning) of the Gridley Municipal Code to Implement 2022-2030 Housing Element Programs and Comply with State Housing Law
City Council to receive introduction of Ordinance No. 851-2026 by reading of title only, and set the second reading and adoption of the ordinance for a tentative date of October 5th, 2026
GRIDLEY CITY COUNCIL AGENDA: Regular Meeting of 9-21-26 Page 3 of 4 Recommended Action(s):
a. Approve Open the public hearing and receive public testimony; b. Introduce Ordinance No. 851-2026 (Attachment 1) by reading of title only, and c. Set the second reading and adoption of Ordinance for a tentative date of October 5th. 2026.
6. Introduction and first reading of title only of Ordinance No. 852-2026 Removal of Additional Three-Foot Story Setback Requirement (Gridley Municipal Code Section
17.78.020(A)(2)(a))
City Council to receive introduction of Ordinance No. 852-2026 by reading of title only, and set the second reading and adoption of the ordinance for a tentative date of October 5th, 2026
a. Approve Open the public hearing and receive public testimony; b. Introduce Ordinance No. 852-2026 (Attachment 1) by reading of title only, and c. Set the second reading and adoption of Ordinance for a tentative date of October 5th. 2026.
COUNCIL COMMITTEE REPORTS - Brief reports on conferences, seminars, and meetings attended by the Mayor and City Council members, if any.
CITY ADMINISTRATOR REPORTS - Brief updates and reports on conferences, seminars, and meetings attended by the City Administrator, if any.
DEPARTMENT UPDATE REPORTS – Brief updates and reports on City services as it pertains to each department, if any.
POTENTIAL FUTURE CITY COUNCIL ITEMS - (Appearing on the Agenda within 30 days):
Noise Ordinance Amendment 10/5/2026
AMI Metering 10/5/2026
Electric Distribution System Study 10/5/2026
Records Retention RFP 10/5/2026
Code of Conduct Handbook 10/19/2026
CLOSED SESSION – None
ADJOURNMENT – adjourning to a regular meeting on October 5th, 2026.
GRIDLEY CITY COUNCIL AGENDA: Regular Meeting of 9-21-26 Page 4 of 4 NOTE 1: POSTING OF AGENDA- This agenda was posted on the public bulletin board at City Hall at or before 6:00 p.m., September 18th, 2026. This agenda along with all attachments is available for public viewing online at www.gridley.ca.us and at the Administration Counter in City Hall, 685 Kentucky Street, Gridley, CA.
NOTE 2: REGARDING UNSCHEDULED MATTERS – In accordance with state law, it shall be the policy of this Council that no action shall be taken on any item presented during the public forum or on unscheduled matters unless the Council, by majority vote, determines that an emergency situation exists, or, unless the Council by a two-thirds vote finds that the need to take action arose subsequent to the posting of this agenda.
GRIDLEY CITY COUNCIL MINUTES: Regular Meeting of 8-3-26 Page 1 of 5 “Our purpose isto continuously enhance our community’s vitality and overall quality of life. We are committed to providing high quality, cost-effective municipal services and forming productive partnerships with our residents and regional organizations. We collectively develop, share, and are guided by a clear vision, values, and meaningful objectives.”
CALL TO ORDER
Mayor Farr called the meeting to order at 6:00 pm.
ROLL CALL
Present: Roberts, Calderon, Farr, Johnson, Sanchez
Absent: None
Arriving after roll call: None
Staff Present: Elisa Arteaga, City Administrator
Todd Farr, Police Chief
Landon Little, Deputy City Attorney
Martin Pineda, Finance Director
Ryan Carlson, Electric Director
Jerry Cox, Public Works Director
Christopher Smith, Principal Planner
Carmen Santana, Deputy City Clerk
Pamela Roberts, Code Enforcement
PLEDGE OF ALLEGIANCE
Councilmember Calderon led the Pledge of Allegiance.
PROCLAMATION – None
INTRODUCTION OF NEW OR PROMOTED EMPLOYEES
Public Works Director Jerry Cox introduced the new employee Rafael Carmona, Maintenance Worker I. Mr. Carmona thanked the City Council for the opportunity to join the City of Gridley.
COMMUNITY PARTICIPATION FORUM
Joantha Guthrie of Waste Management addressed the City Council and provided an update. She reported that each customer concern raised during the previous Council meeting had been reviewed and resolved.
Gridley City Council – Regular Meeting Minutes
Monday, August 3, 2026; 6:00 pm
Gridley City Hall, 685 Kentucky Street, Gridley, CA 95948 GRIDLEY CITY COUNCIL MINUTES: Regular Meeting of 8-3-26 Page 2 of 5
CONSENT AGENDA
1. City Council Minutes
City Council review and approval of regular meeting minutes for the February 18, 2025 Recommended Action(s):
a. Approve regular City Council meeting minutes dated July 20th, 2026 b. Approve special City Council meeting minutes dated June 18th, 2026
2. Professional Services Agreement – Jennifer Arbuckle Consulting City Council to consider approval of a Professional Services Agreement (PSA) with Jennifer Arbuckle Consulting to serve as the City of Gridley’s ongoing SB 1383 compliance partner Recommended Action(s):
a. Approve the PSA with Jennifer Arbuckle Consulting for as-needed services
3. Cal Card Policy Amendment
City Council to consider an amendment to the City's Cal Card Policy to clarify the ownership and authorized use of reward points or travel miles earned through purchases made with City-issued Cal Cards.
Recommended Action(s):
a. Approve the amendment to the City's Cal Card Policy
Councilmember Sanchez requested that item number 2 be pulled from the consent calendar for discussion.
ROLL CALL
Motion: Johnson
Second: Roberts
Action: approve items 1 and 3 on the consent agenda
Ayes: Calderon, Farr, Roberts, Johnson, Sanchez
Noes: None
Absent: None
Abstain: None
Motion passed, 5-0
ITEMS PULLED FROM CONSENT CALENDAR
2. Professional Services Agreement – Jennifer Arbuckle Consulting GRIDLEY CITY COUNCIL MINUTES: Regular Meeting of 8-3-26 Page 3 of 5 City Council to consider approval of a Professional Services Agreement (PSA) with Jennifer Arbuckle Consulting to serve as the City of Gridley’s ongoing SB 1383 compliance partner Recommended Action(s):
a. Approve the PSA with Jennifer Arbuckle Consulting for as-needed services Doug Hipchen spoke in favor of the contract.
ROLL CALL
Motion: Johnson
Second: Roberts
Action: approve the professional services agreement with Jennifer Arbuckle Consulting Ayes: Calderon, Farr, Roberts, Johnson, Sanchez
Noes: None
Absent: None
Abstain: None
Motion passed, 5-0
INFORMATIONAL ITEMS
4. Sidewalk Inspection Report – Precision Concrete
The City Council will receive a presentation from Precision Concrete regarding their recent inspections of City sidewalks
Recommended Action(s):
a. Receive and review the Precision Concrete presentation. b. Provide feedback and direction to staff on priorities and next steps.
Ernesto Martinez of Precision Concrete presented the findings of the recent sidewalk inspection and proposed follow-up items for the City’s consideration. No formal Council action was taken.
5. ADA Self-Evaluation and Transition Plan – Launch of Public Outreach and Community Input Period
City Council to receive an informational update on the launch of the public outreach process for the City of Gridley's Americans with Disabilities Act (ADA) Self-Evaluation and Transition Plan update.
Recommended Action(s):
a. Receive presentation, no formal Council action is required.
Jessica Ginnever and Logan Howard of Bennett Engineering provided an informational update on the launch of the public outreach process for the City of Gridley’s Americans with Disabilities Act (ADA) Self-Evaluation and Transition Plan update. No formal Council action was taken.
GRIDLEY CITY COUNCIL MINUTES: Regular Meeting of 8-3-26 Page 4 of 5
6. 110 Virginia St. and 390 Virginia St. Property Abatements City Council to receive informational report regarding the properties currently under City receivership
Recommended Action(s):
a. Receive City Attorney informational update.
b. Provide feedback and direction to staff on priorities and next steps.
Landon provided an update, noting that 110 Virginia Street is in escrow and that there are interested buyers for 390 Virginia Street. Any additional information will be brought back to the City Council. No formal Council action was taken.
ITEMS FOR CONSIDERATION
7. Maintenance Assessment Districts
Council to review and approve the three assessment district resolutions.
Recommended Action(s):
a. Approve Resolution 2026-R-0 25: A Resolution of the City Council of the City of Gridley to Levy Assessment District No. 2 (Eagle Meadows) on Butte County 2025- 2026 Tax Roll
b. Approve Resolution 2026-R-026: A Resolution of The City Council of the City of Gridley to Levy Assessment District No. 3 (Heron Landing) on Butte County 2025- 2026 Tax Roll
c. Approve Resolution 2026-R-027: A Resolution of The City Council of the City of Gridley to Levy Assessment District No. 7 (Parkland Estates) on Butte County 2025- 2026 Tax Roll
d. Approve Resolution 2026-R-028: A Resolution of The City Council of the City of Gridley to Levy Assessment District No. 8 (Steffen Estates) on Butte County 2025- 2026 Tax Roll
ROLL CALL
Motion: Roberts
Second: Johnson
Action: approve Resolution 2026-R-025, 2026-R-026, 2026-R-027, and 2026-R-028 Ayes: Calderon, Farr, Roberts, Johnson, Sanchez
Noes: None
Absent: None
Abstain: None
Motion passed, 5-0
GRIDLEY CITY COUNCIL MINUTES: Regular Meeting of 8-3-26 Page 5 of 5
COUNCIL COMMITTEE REPORTS
Vice Mayor Johnson provided an update on the Mosquito and Vector Control District.
Mayor Farr announced the upcoming National Night Out event on August 5 from 5:00–8:00 p.m.
CITY ADMINISTRATOR REPORTS
City Administrator Arteaga provided updates on the potential acquisition of 860 Cedar Street and the land exchange with Gridley Unified School District.
DEPARTMENT UPDATE REPORTS
Fire Chief Dyer provided an update on Fire Station 74 activities.
Public Works Director Cox provided an update on Public Works activities.
Principal Planner Smith provided an update on ongoing Planning projects.
POTENTIAL FUTURE CITY COUNCIL ITEMS - (Appearing on the Agenda within 30 days):
Master Fee Schedule Study Session 8/17/2026
Noise Ordinance Amendment 9/8/2026
AMI Metering 9/8/2026
Electric Distribution System Study 9/8/2026
Records Retention RFP 9/8/2026
Code of Conduct Handbook 10/19/2026
CLOSED SESSION - None
ADJOURNMENT
Mayor Farr adjourned to the regular meeting on August 17, 2026.
Approve: _________________________
Elisa Arteaga, City Clerk
GRIDLEY CITY COUNCIL AGENDA: Regular Meeting of 9-8-26 Page 1 of 4 “Our purpose isto continuously enhance our community’s vitality and overall quality of life. We are committed to providing high quality, cost-effective municipal services and forming productive partnerships with our residents and regional organizations. We collectively develop, share, and are guided by a clear vision, values, and meaningful objectives.”
CALL TO ORDER
Mayor Farr called the meeting to order at 6:00 pm.
ROLL CALL
Present: Roberts, Calderon, Farr, Johnson
Absent: Sanchez
Arriving after roll call: None
Staff Present: Elisa Arteaga, City Administrator
Todd Farr, Police Chief
Landon Little, Deputy City Attorney
Martin Pineda, Finance Director
Ryan Carlson, Electric Director
Jerry Cox, Public Works Director
Christopher Smith, Principal Planner
Carmen Santana, Deputy City Clerk
PLEDGE OF ALLEGIANCE
Mayor Farr called the meeting to order at 6:00 pm.
PROCLAMATION – None
INTRODUCTION OF NEW OR PROMOTED EMPLOYEES - None
COMMUNITY PARTICIPATION FORUM
The community forum was opened and seeing as no one was present to speak, was closed.
CONSENT AGENDA
1. City Council Minutes
City Council review and approval of City Council minutes Recommended Action(s):
Gridley City Council – Regular Meeting Minutes
Tuesday, September 8, 2026; 6:00 pm
Gridley City Hall, 685 Kentucky Street, Gridley, CA 95948 GRIDLEY CITY COUNCIL AGENDA: Regular Meeting of 9-8-26 Page 2 of 4 a. Approve regular City Council meeting minutes dated August 17th, 2026 b. Approve special City Council meeting minutes dated August 17th, 2026
ROLL CALL
Motion: Roberts
Second: Johnson
Action: approve the consent agenda as presented
Ayes: Calderon, Farr, Roberts, Johnson
Noes: None
Absent: Sanchez
Abstain: None
Motion passed, 4-0
ITEMS FOR CONSIDERATION
2. Transition to Action Minutes and Official Meeting Recordings City Council to consider the transition to action minutes and official meeting recordings as public record
Recommended Action(s):
a. Adopt Resolution No. 2026-R-033 authorizing the City to transition to action minutes for City Council and Planning Commission meetings and recognizing the City's audio/video recordings as the official record of the proceedings
ROLL CALL
Motion: Johnson
Second: Roberts
Action: approve Resolution No. 2026-R-033 authorizing the City to transition to action minutes for City Council and Planning Commission meetings and recognizing the City's audio/video recordings as the official record of the proceedings
Ayes: Calderon, Farr, Roberts, Johnson
Noes: None
Absent: Sanchez
Abstain: None
Motion passed, 4-0
3. Supplemental Appropriation for Emergency Replacement Server Room HVAC System The City Council to authorizing the necessary budget adjustment to fund the emergency replacement upgrades for Heating and Air Conditioning unit serving the City’s server room Recommended Action(s):
GRIDLEY CITY COUNCIL AGENDA: Regular Meeting of 9-8-26 Page 3 of 4 a. Approve Resolution 2026-R-034: a Resolution of the City Council of the City of Gridley authorizing a supplemental appropriation for the emergency replacement of the VAC units serving the city server room
ROLL CALL
Motion: Roberts
Second: Johnson
Action: approve Resolution 2026-R-034: a Resolution of the City Council of the City of Gridley authorizing a supplemental appropriation for the emergency replacement of the VAC units serving the city server room
Ayes: Calderon, Farr, Roberts, Johnson
Noes: None
Absent: Sanchez
Abstain: None
Motion passed, 4-0
4. Establishment of Restricted Parking Zones Near Gridley High School City Council to consider approval Resolution 2026-R-035 establishing restricted parking zones during designated school hours on specified portions of Fairview Drive, East Spruce Street, and East Hazel Street in the vicinity of Gridley High School Recommended Action(s):
a. Approve Resolution 2026-R-035 establishing restricted parking zones during designated school hours on specified portions of Fairview Drive, East Spruce Street, and East Hazel Street in the vicinity of Gridley High School
ROLL CALL
Motion: Roberts
Second: Calderon
Action: approve Resolution 2026-R-035 establishing restricted parking zones during designated school hours on specified portions of Fairview Drive, East Spruce Street, and East Hazel Street in the vicinity of Gridley High School
Ayes: Calderon, Farr, Roberts, Johnson
Noes: None
Absent: Sanchez
Abstain: None
Motion passed, 4-0
COUNCIL COMMITTEE REPORTS
Councilmember Calderon reported on the recent visit from Sister City representatives from Comala.
Mayor Farr reported on his recent attendance at the Butte Subbasin Groundwater Committee meeting.
GRIDLEY CITY COUNCIL AGENDA: Regular Meeting of 9-8-26 Page 4 of 4 Vice Mayor Johnson reported on his recent attendance at BCAG and Butte County Air Quality meetings.
CITY ADMINISTRATOR REPORTS
City Administrator Arteaga reported on meetings with consultants and Sister City Comala representatives, stated the City is currently working on a return-to-work policy, and reported on discussions with the City of Biggs regarding the electric contract.
DEPARTMENT UPDATE REPORTS
Fire Chief Dyer provided an update on Fire Station 74 activities.
POTENTIAL FUTURE CITY COUNCIL ITEMS - (Appearing on the Agenda within 30 days):
Master Fee Schedule Study Session 9/15/2026
Noise Ordinance Amendment 10/5/2026
AMI Metering 10/5/2026
Electric Distribution System Study 10/5/2026
Records Retention RFP 10/5/2026
Code of Conduct Handbook 10/19/2026
CLOSED SESSION – None
ADJOURNMENT
Mayor Farr adjourned to the next regular meeting on September 21, 2026.
Approve: ______________________________
Elisa Arteaga, City Clerk
GRIDLEY CITY COUNCIL MINUTES: Special Meeting of 8-20-26 Page 1 of 2 “Our purpose isto continuously enhance our community’s vitality and overall quality of life. We are committed to providing high quality, cost-effective municipal services and forming productive partnerships with our residents and regional organizations. We collectively develop, share, and are guided by a clear vision, values, and meaningful objectives.”
CALL TO ORDER
Mayor Farr called the meeting to order at 6:00 pm.
ROLL CALL
Present: Roberts, Calderon, Farr, Johnson, Sanchez
Absent: None
Arriving after roll call: None
Staff Present: Elisa Arteaga, City Administrator
Landon Little, Deputy City Attorney
Carmen Santana, Deputy City Clerk
COMMUNITY PARTICIPATION FORUM
The community forum was opened and seeing as no one was present to speak, was closed.
CONSENT AGENDA – None
ITEMS FOR CONSIDERATION
1. City Council Appointment In-Lieu of Election
City Council shall appoint the candidates to the respective offices in lieu of an election pursuant to Section 10229 of the California Elections Code. As of the close of the nomination period on August 7, 2026, there were not more candidates than offices to be elected.
Recommended Action(s):
a. Approve Resolution 2026-R-031: a Resolution of the City Council of the City of Gridley providing for the appointment to the offices of this city that were to be elected on Tuesday, November 3rd, 2026
ROLL CALL
Motion: Roberts
Gridley City Council – Special Meeting Minutes
Thursday, August 20, 2026; 6:00 pm
Gridley City Hall, 685 Kentucky Street, Gridley, CA 95948 GRIDLEY CITY COUNCIL MINUTES: Special Meeting of 8-20-26 Page 2 of 2 Second: Calderon
Action: approve Resolution 2026-R-031
Ayes: Calderon, Farr, Roberts, Johnson
Noes: None
Absent: None
Abstain: Sanchez
Motion passed, 4-1-0
2. Agreement for the Positive Location of Underground Utilities with Caltrans City Council to consider the attached agreement establishing a process for Caltrans to perform positive location activities for the City’s underground utilities in connection with the Highway 99 and Cherry Street project
Recommended Action(s):
a. Authorize the City Administrator to execute the Agreement for the Positive Location of Underground Utilities between the City of Gridley and the California Department of Transportation
ROLL CALL
Motion: Johnson
Second: Roberts
Action: Authorize the City Administrator to execute the Agreement for the Positive Location of Underground Utilities between the City of Gridley and the California Department of Transportation Ayes: Calderon, Farr, Roberts, Johnson
Noes: None
Absent: None
Abstain: Sanchez
Motion passed, 5-0
CLOSED SESSION – None
ADJOURNMENT
Mayor Farr adjourned to the regular meeting on September 7, 2026.
Approve: ______________________________
Elisa Arteaga, City Clerk
GRIDLEY CITY COUNCIL MINUTES: Special Meeting of 8-24-26 Page 1 of 2 “Our purpose isto continuously enhance our community’s vitality and overall quality of life. We are committed to providing high quality, cost-effective municipal services and forming productive partnerships with our residents and regional organizations. We collectively develop, share, and are guided by a clear vision, values, and meaningful objectives.”
CALL TO ORDER
Mayor Farr called the meeting to order at 2:00 pm.
ROLL CALL
Present: Roberts, Farr, Johnson, Sanchez
Absent: Calderon
Arriving after roll call: None
Staff Present: Elisa Arteaga, City Administrator
Todd Farr, Police Chief
Landon Little, Deputy City Attorney
Martin Pineda, Finance Director
Jerry Cox, Public Works Director
COMMUNITY PARTICIPATION FORUM
The community forum was opened and seeing as no one was present to speak was closed.
CONSENT AGENDA – None
ITEMS FOR CONSIDERATION
1. Application for Grant Funding Under the Community Resilience Centers Program City Council consider Resolution 2026-R-032: A resolution of the City Council of City of Gridley authorizing the application for grant funding under the community resilience centers program as administered by the Strategic Growth Council in the amount of $500,000 before the September 4th deadline
Recommended Action(s):
a. Approve Resolution 2026-R-032
ROLL CALL
Motion: Roberts
Second: Johnson
Gridley City Council – Special Meeting Minutes
Monday, August 24, 2026; 2:00 pm
Gridley City Hall, 685 Kentucky Street, Gridley, CA 95948 GRIDLEY CITY COUNCIL MINUTES: Special Meeting of 8-24-26 Page 2 of 2 Action: Approve Resolution 2026-R-032: A resolution of the City Council of City of Gridley authorizing the application for grant funding under the community resilience centers program as administered by the Strategic Growth Council in the amount of $500,000 before the September 4th deadline
Ayes: Farr, Roberts, Johnson, Sanchez
Noes: None
Absent: Calderon
Abstain: None
Motion passed, 5-0
CLOSED SESSION – None
ADJOURNMENT
Mayor Farr adjourned to the next regular meeting on September 7, 2026.
Approve: ___________________________
Elisa Arteaga, City Clerk
GRIDLEY CITY COUNCIL MINUTES: Special Meeting of 8-28-2026 Page 1 of 1 “Our purpose isto continuously enhance our community’s vitality and overall quality of life. We are committed to providing high quality, cost-effective municipal services and forming productive partnerships with our residents and regional organizations. We collectively develop, share, and are guided by a clear vision, values, and meaningful objectives.”
CALL TO ORDER
Mayor Farr called the meeting to order at 10:00 am.
PROCLAMATION – Reaffirming the Sister City Relationship between the City of Gridley, California, and Comala, Colima, Mexico
Mayor Farr presented the Proclamation reaffirming the Sister City relationship between the City of Gridley and Comala, Colima, Mexico.
RECOGNITION AND PRESENTATIONS
Representatives from Comala presented gifts to the City of Gridley.
ADJOURNMENT
Following the presentations, Mayor Farr adjourned to the regular meeting on September 8th, 2024.
Approve: _____________________________
Elisa Arteaga, City Clerk
Gridley City Council – Special City Council Meeting Minutes Friday, August 28, 2024; 10:00 am
Gridley City Hall, 685 Kentucky Street, Gridley, CA 95948 City Council Agenda Item #2
Staff Report
Date: September 14, 2026
To: Mayor and City Council
From: Elisa Arteaga, City Administrator
Subject: Adoption of Emergency Operation Plan Update
Recommendation
Adoption of the City of Gridley Emergency Operations Plan (EOP) update or provide alternate direction
BackgroundThe City of Gridley’s EOP was last updated in January of 2014. It was identified that the EOP is outdated and required an update to modernize it, better adhere to current requirements, reflect current operations, and align with Butte County’s EOP.
The previous update also had errors in titles creating confusion in responsibility and placed a very high level of responsibility on the Police Chief. The proposed update allows the Police Chief to delegate responsibility at his discretion.
See Attachment “Summary of Changes”
Financial Impact
Cost will be under $500 in paper and printing supplies.
Compliance with City Council Strategic Plan or Budget Goals The EOP addresses the city’s planned response to extraordinary emergency situations associated with natural disasters, technological incidents and national security emergencies in or affecting the City of Gridley. This plan does not apply to normal day-to-day emergencies or the established departmental procedures used to cope with such emergencies. Rather, this plan focuses on operational concepts and would be implemented relative to large-scale disasters which can pose major threats to life, property and the environment requiring unusual emergency responses.
This plan accomplishes the following:
• Establishes the emergency management organization required to mitigate any significant emergency or disaster affecting the City of Gridley.
X Regular
Special
Closed
Emergency
• Incorporates the California Office of Emergency Services (Cal OES) and Federal Emergency Management Agency (FEMA) Whole Community approach to emergency planning and response.
• Identifies the roles and responsibilities required to protect the health and safety of Gridley residents, public and private property and the environmental effects of natural and technological emergencies and disasters.
• Establishes the operational concepts associated with a field response to emergencies, the City of Gridley Emergency Operations Center (EOC) activities and the recovery process.
Attachments
City of Gridley EOP Summary of Changes
City of Gridley EOP Final Draft with track changes
City of Gridley Final Draft for adoption
RESOLUTION NO. 2026-R-036
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GRIDLEY ADOPTING THE UPDATED CITY OF
GRIDLEY EMERGENCY OPERATIONS PLAN
WHEREAS, the City of Gridley’s Emergency Operations Plan (“EOP”) was last updated in January 2014 and requires updating to reflect current operations, requirements, and emergency management practices; and
WHEREAS, the updated EOP establishes the City’s emergency management organization, identifies roles and responsibilities, incorporates the California Office of Emergency Services and Federal Emergency Management Agency Whole Community approach, and establishes operational concepts for emergency response, the Emergency Operations Center, and recovery; and WHEREAS, the updated EOP includes revisions to responsibilities, emergency management response levels, the Emergency Operations Center process, succession roles, training, plan maintenance, and other emergency management procedures; and
WHEREAS, the updated EOP provides the Chief of Police with the ability to designate responsibilities to appropriate designees as necessary during large-scale emergencies.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Gridley as follows:
1. The City Council hereby adopts the updated City of Gridley Emergency Operations Plan, attached hereto as Exhibit A and incorporated herein by reference.
2. The City Administrator and appropriate City staff are authorized to implement the updated EOP and take such actions as are reasonably necessary to maintain and administer the Plan.
3. This Resolution shall take effect immediately upon its adoption.
PASSED AND ADOPTED by the City Council of the City of Gridley on this 21ST day of September, 2026, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST: APPROVE:
_____________________________ _____________________________ Elisa Arteaga, City Clerk Michael W. Farr, Mayor
City of Gridley Emergency Operations Plan (EOP)
Summary of Changes
• Updated the EOP to an editable, updated, clean version • Record of Changes and Concurrence
• Emergency Management Response levels System
• Responsibility Matrix
• Gave the ability to the Chief of Police (identified in the Gridley Municipal Code as the Assistant Director of Emergency Services and the Emergency Services Coordinator) to designate various roles and responsibilities to “designees” to distribute the potential workload during a large scale emergency.
• Updated the Emergency Operations Center (EOC) action planning process to include department heads and agency representatives.
• Added the option to utilize the Fire Department for Planning Responsibilities. • Gave the ability to the Chief of Police to assign a designee to lead / identify upcoming emergency management and operations training and the training program in general. • Gave the ability to the Chief of Police to assign a designee to ensure the necessary changes and revisions to this plan are prepared, coordinated, published, and distributed.
• Added a link to the Gridley Municipal Code for reference. • Added the ability to utilize a Web based EOC
• Moved the responsibility of overall physical set-up, functionality and close-out of the EOC from the Gridley Police Department to the City Clerk • Updated the Emergency Operations Center (EOC) Director role and Position Checklist title.
• Gave the ability to the Chief of Police to designate the responsibility on Annex Maintenance.
• Updated the Succession roles to act as the Director of Emergency Services should the need arise.
• Added the Butte County Emergency Alert system
• Gave the ability to the Chief of Police to designate a designee to assess when the transition to recovery should begin during a large scale emergency.
City of Gridley
Emergency
Operations
Plan June 2026
City of Gridley - Emergency Operations Plan
June 2026 Page 2
ACKNOWLEDGEMENT
The Dease Group Consulting would like to acknowledge and thank the City of Gridley for their support during the update of this Emergency Operations Plan and the overall project. Additionally, we would like to thank those City of Gridley departments and stakeholders who play a critical role in the Emergency Management Organization within the city.
As with any working plan, this document represents planning strategies as understood as of the date of this plan’s release. Our hope is that this plan provides effective tools, guidance and strategies in support of emergency operations planning, preparedness, response, recovery and mitigation within the City of Gridley.
This document was prepared under a grant from the Federal Emergency Management Agency’s Grant Programs Directorate (FEMA/GPD) within the U.S.
Department of Homeland Security. Points of view or opinions expressed in this document are those of the authors and do not necessarily represent the official position or policies of FEMA/GPD or the U.S. Department of Homeland Security.
City of Gridley - Emergency Operations Plan
June 2026 Page 3
LETTER OF PROMULGATION
January 2012
To: Officials and Employees of the City of Gridley
The preservation of life and property is an inherent responsibility of all levels of government. As disasters occur in devastating form at any time, the City of Gridley must provide safeguards, which will save lives and minimize property damage through planning, preparedness measures and training. Sound emergency plans carried out by knowledgeable and well-trained personnel can and will minimize losses.
The City of Gridley Emergency Operations Plan (EOP) establishes an Emergency Management Organization and assigns functions and tasks consistent with California’s Standardized Emergency Management Systems (SEMS) and the National Incident Management System (NIMS). Both systems provide for the integration and coordination of efforts within Gridley. These systems were adopted by both the State and Federal Government following disasters where lack of coordination resulted in greater losses than necessary. It is very valuable to the City of Gridley that our plan works in conjunction with SEMS and NIMS.
The city’s plan was developed for use by City of Gridley employees with emergency service responsibility. Input was sought from agencies inside and outside of Gridley that have a coordination role in providing emergency services.
These include the Butte County Office of Emergency Management and the California Emergency Management Agency (Cal OES). Our plan provides directions on emergency response from onset, through an extended response, and into the recovery process.
Once adopted, this plan is an extension of the California Emergency Plan. It will be reviewed and tested periodically and revised as necessary to meet changing conditions.
The Gridley City Council gives its full support to this Emergency Operations Plan and urges all employees to read the plan, understand it, know your role and be prepared to provide extraordinary support to the citizens of Gridley when needed.
Mike Farr,Mayor
City of Gridley
Date
City of Gridley - Emergency Operations Plan
June 2026 Page 4
THIS PAGE INTENTIONALLY LEFT BLANK
City of Gridley - Emergency Operations Plan
June 2026 Page 5
APPROVAL AND IMPLEMENTATION
Foreword
The City of Gridley Emergency Operations Plan (EOP) addresses the city’s planned response to extraordinary emergency situations associated with natural disasters, technological incidents and national security emergencies in or affecting the City of Gridley. This plan does not apply to normal day-to-day emergencies or the established departmental procedures used to cope with such emergencies. Rather, this plan focuses on operational concepts and would be implemented relative to large-scale disasters which can pose major threats to life, property and the environment requiring unusual emergency responses.
This plan accomplishes the following:
• Establishes the emergency management organization required to mitigate any significant emergency or disaster affecting the City of Gridley.
• Incorporates the California Office of Emergency Services (Cal OES) and Federal Emergency Management Agency (FEMA) Whole Community approach to emergency planning and response. • Identifies the roles and responsibilities required to protect the health and safety of Gridley residents, public and private property and the environmental effects of natural and technological emergencies and disasters. • Establishes the operational concepts associated with a field response to emergencies, the City of Gridley Emergency Operations Center (EOC) activities and the recovery process.
Plan Approval and Implementation
Upon concurrence of the City Council, the plan will be officially adopted and promulgated. The approval date will be included on the title page. The plan will be distributed to those city departments, supporting allied agencies and community organizations having assigned primary functions or responsibilities within the EOP.
Plan Activation
The City of Gridley Emergency Operations Plan may be activated by the Director of Emergency Services (City Administrator) or Emergency Services Coordinator (Chief of Police, or designee) under any of the following circumstances:
• On the order of the Director of Emergency Services as designated by Chapter 2.20 Emergency Organization of the city of Gridley Municipal Code.
• Upon proclamation by the Governor that a STATE OF EMERGENCY exists in an area of the state. • Automatically on the proclamation of a STATE OF WAR EMERGENCY as defined in the California Emergency Services Act (Chapter 7, Division 1, Title 2, California Government Code.) • Upon declaration by the President, of the existence of a National Emergency.
City of Gridley - Emergency Operations Plan
June 2026 Page 6
• Automatically, on receipt of an attack warning or actual attack on the United States, or upon occurrence of a catastrophic disaster that requires immediate government response.
Plan Modifications
Upon the delegation of authority from the Director of Emergency Services, specific modifications can be made to this plan by the Assistant Director of Emergency Services (Chief of Police or designee) without the signature of the City Council. This 2026 Updated Emergency Operations Basic Plan, its Functional Annexes and Hazard Appendices supersedes all previous versions of the City of Gridley Emergency Operations Plan.i City of Gridley - Emergency Operations Plan
June 2026 Page 7
RECORD OF CHANGES
REVISION
NUMBER
ENTERED BY DATE REVISION
NUMBER
ENTERED BY DATE
1 Jason Dyer (Fire Chief) 9/10/2026 21
2 22
3 23
4 24
5 25
6 26
7 27
8 28
9 29
10 30
11 31
12 32
13 33
14 34
15 35
16 36
17 37
18 38
19 39
20 40
(Note: File each revision transmittal letter behind this record page.) City of Gridley - Emergency Operations Plan
June 2026 Page 8
RECORD OF CONCURRENCE
The following list of signatures documents each City Councilmember’s concurrence and receipt of the 2026 Updated City of Gridley Emergency Operations Plan. As needed, revisions will be submitted to the Gridley Police Department or its designee.
Councilmember
DATE
Councilmember
DATE
Councilmember
DATE
Councilmember Vice-Mayor
DATE
Councilmember Mayor
DATE
Vice-Mayor City Administrator
DATE
Mayor City Clerk
DATE
City Administrator/ Clerk Police Chief
DATE
Public Safety Director Fire Chief
DATE
City of Gridley - Emergency Operations Plan
June 2026 Page 9
THIS PAGE INTENTIONALLY LEFT BLANK
City of Gridley - Emergency Operations Plan
June 2026 Page 10
TABLE OF CONTENTS
ACKNOWLEDGEMENT .......................................................................................................................................... 2 LETTER OF PROMULGATION ............................................................................................................................... 3 APPROVAL AND IMPLEMENTATION..................................................................................................................... 5 Foreword............................................................................................................................................................ 5 Plan Approval and Implementation .................................................................................................................. 5 Plan Activation................................................................................................................................................ 5 Plan Modifications........................................................................................................................................... 6 RECORD OF CHANGES ........................................................................................................................................ 7 RECORD OF CONCURRENCE .............................................................................................................................. 8 BASIC PLAN......................................................................................................................................................... 15 SECTION 1.0 PURPOSE, SCOPE, SITUATION AND ASSUMPTIONS................................................................... 15
1.1 PURPOSE.................................................................................................................................................. 15
1.1.1 Planning Organization and Format.................................................................................................... 15
1.2 SCOPE....................................................................................................................................................... 16
1.3 SITUATION OVERVIEW............................................................................................................................. 17
1.3.1 City History ...................................................................................................................................... 17
1.3.2 Hazard Analysis Summary................................................................................................................ 19
1.3.3 Capability Assessment ..................................................................................................................... 20
1.3.4 Mitigation Overview.......................................................................................................................... 20 SECTION 2.0 CONCEPT OF OPERATIONS ......................................................................................................... 23 Assumptions................................................................................................................................................. 23
2.1 Goals, Priorities and Strategies.................................................................................................................... 23
2.1.1 Operational Goals ............................................................................................................................ 23
2.1.2 Operational Priorities........................................................................................................................ 24
2.1.3 Operational Strategies...................................................................................................................... 24
2.2 Standardized Emergency Management System(SEMS)............................................................................... 24
2.2.1 SEMS Organization Levels............................................................................................................... 25
2.2.2 SEMS Functions .............................................................................................................................. 25
2.2.3 SEMS Components.......................................................................................................................... 27
2.2.4 National Incident Management System (NIMS).................................................................................. 29
2.2.5 Mutual Aid........................................................................................................................................ 30
2.2.6 Mutual Aid Coordination.................................................................................................................... 30
2.3 Sequence of Events During Disasters .......................................................................................................... 33
2.3.1 Before Impact .................................................................................................................................. 33
2.3.2 Immediate Impact............................................................................................................................. 33 City of Gridley - Emergency Operations Plan
June 2026 Page 11
2.3.3 Sustained Operations ....................................................................................................................... 35
2.3.4 Transition to Recovery...................................................................................................................... 35
2.3.5 Proclaiming an Emergency ............................................................................................................... 36
2.4 Continuity of Government (COG) Operations................................................................................................ 39
2.4.1 City of Gridley Emergency Operations Policy Statement .................................................................... 39
2.4.2 Disaster Service Workers ................................................................................................................. 39
2.5 Continuity of Operations (COOP)................................................................................................................. 40 SECTION 3.0 ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES........................................................ 42
3.1 Emergency Management Response Levels.................................................................................................. 42
3.1.1 National Emergency ......................................................................................................................... 45
3.2 City Department/Allied Agency EOC Organization Assignments.................................................................... 46
3.2.1 Director of Emergency Services........................................................................................................ 46
3.3 Role of the Private Sector............................................................................................................................ 47
3.3.1 Gridley Residents............................................................................................................................. 47
3.3.2 Populations with Access and Functional Needs ................................................................................. 47
3.3.3 At-Risk Individuals............................................................................................................................ 48
3.3.4 Businesses ...................................................................................................................................... 48
3.3.5 Volunteer Organizations ................................................................................................................... 49
3.3.6 Public-Private Partnerships............................................................................................................... 49 SECTION 4.0 DIRECTION, CONTROL AND COORDINATION .............................................................................. 52
4.1 EOC Coordination with Other Government Levels and the Private Sector...................................................... 52
4.1.1 Coordination with Field Response Level............................................................................................ 52
4.1.2 Coordination with Butte Operational Area and Member Jurisdictions .................................................. 52
4.1.3 Coordination with the County and Special Districts ............................................................................ 52
4.1.4 Coordination with the Inland Region Emergency Operations Center................................................... 53
4.1.5 Coordination with State and Federal Field Response......................................................................... 53
4.1.6 Coordination with Volunteers and the Private Sector.......................................................................... 53 SECTION 5.0 INFORMATION COLLECTION AND DISSEMINATION..................................................................... 55
5.1 Action Planning........................................................................................................................................... 55
5.1.1 Planning Requirements .................................................................................................................... 52
5.1.2 Plan Elements.................................................................................................................................. 55
5.1.3 Planning Responsibilities .................................................................................................................. 56
5.2 EOC Reporting............................................................................................................................................ 56
5.3 EOC Reporting Systems ........................................................................................................................ 57
5.4 Emergency Public Information ................................................................................................................ 57 SECTION 6.0 COMMUNICATIONS....................................................................................................................... 59 City of Gridley - Emergency Operations Plan
June 2026 Page 12
6.1 Warning Responsibility ................................................................................................................................ 59
6.2 Warning and Alert Mechanisms ................................................................................................................... 59
6.3 Warning Conditions..................................................................................................................................... 59 SECTION 7.0 ADMINISTRATION, FINANCE AND LOGISTICS.............................................................................. 61
7.1 Damage Assessment .................................................................................................................................. 61
7.2 Process ...................................................................................................................................................... 61
7.3 Documenting and Reporting Damage Assessments ..................................................................................... 64
7.4 After Action Reporting ................................................................................................................................. 64
7.5 Expenditure Tracking................................................................................................................................... 65
7.5.1 Eligible Expenses............................................................................................................................. 65
7.5.2 Recordkeeping Requirements........................................................................................................... 65
7.6 Resource Management ............................................................................................................................... 66
7.6 1 Resource Priorities........................................................................................................................... 66
7.6.2 Resource Requests.......................................................................................................................... 67
7.6.3 Emergency Resource Directory......................................................................................................... 67 SECTION 8.0 PREPAREDNESS, TRAINING AND EXERCISES ............................................................................ 69
8.1 Preparedness Planning ............................................................................................................................... 69
8.1.1 Community Preparedness and Awareness ........................................................................................ 69
8.1.2 Preparedness Actions ...................................................................................................................... 69
8.2 Readiness Training ..................................................................................................................................... 69
8.3 Exercise and Evaluation .............................................................................................................................. 70 SECTION 9.0 PLAN DEVELOPMENT AND MAINTENANCE.................................................................................. 72
9.1 Plan Development and Maintenance Responsibility ...................................................................................... 72
9.2 Review and Updating .................................................................................................................................. 72 SECTION 10.0 AUTHORITIES AND REFERENCES.............................................................................................. 74
10.1 Authorities................................................................................................................................................. 74
10.2 References ............................................................................................................................................... 74 GLOSSARY OF TERMS....................................................................................................................................... 75 ACRONYMS......................................................................................................................................................... 82 SUPPORTING DOCUMENTS ............................................................................................................................... 85 Delegation of Authority...................................................................................................................................... 86 Sample Proclamations...................................................................................................................................... 89 Sample Press Statement................................................................................................................................... 96 HAZARD/SPECIFIC THREAT APPENDICES........................................................................................................ 97 FUNCTIONAL ANNEXES...................................................................................................................................... 98 City of Gridley - Emergency Operations Plan
June 2026 Page 13
TABLE OF FIGURES
Figure 1 - Base Map of Gridley .............................................................................................................................. 18 Figure 2 - Hazard Analysis Summary..................................................................................................................... 19 Figure 3 - SEMS Organizations Levels................................................................................................................... 25 Figure 4 - SEMS Functions.................................................................................................................................... 26 Figure 5 - Comparison of Field and EOC SEMS Functions...................................................................................... 27 Figure 6 - Inland Region Mutual Aid....................................................................................................................... 30 Figure 7 - Discipline Specific Mutual Aid Systems................................................................................................... 32 Figure 8 - Flow of Requests and Resources ........................................................................................................... 32 Figure 9 - Response Phase Sequence of Events.................................................................................................... 38 Figure 10 - Damage Assessment Chronology Summary Chart................................................................................ 63 City of Gridley - Emergency Operations Plan
June 2026 Page 14
THIS PAGE INTENTIONALLY LEFT BLANK
City of Gridley - Emergency Operations Plan
June 2026 Page 15
BASIC PLAN
SECTION 1.0 PURPOSE, SCOPE, SITUATION AND ASSUMPTIONS
1.1 PURPOSE
The purpose of the city of Gridley Emergency Operations Plan (EOP), its Functional Annexes and Hazard/Threat Specific Appendices is to provide the basis for a coordinated response before, during and after a disaster incident affecting the City of Gridley.
This plan is the principal guide for the city’s response to, and management of real or potential emergencies and disasters occurring within its designated geographic boundaries. Specifically, this plan is intended to:
• Facilitate multi-jurisdictional and interagency coordination, particularly between local government, private sector, operational area (geographic county boundary), and state response levels, and appropriate federal agencies, in emergency operations.
• Serve as a city plan, a reference document and when possible, it may be used for pre-emergency planning in addition to emergency operations.
• To be utilized in coordination with applicable local, state and federal contingency plans. • Identify the components of an Emergency Management Organization (EMO), and establish associated protocols required to effectively respond to, manage and recover from major emergencies and disasters. • Establish the operational concepts and procedures associated with field response to emergencies, and Emergency Operations Center (EOC) activities.
• Establish the organizational framework for implementation of the California Standardized Emergency Management System (SEMS), and the National Incident Management System (NIMS), within the City of Gridley.
Allied agencies, private enterprise, special districts and volunteer organizations having roles and responsibilities established by this plan are encouraged to develop operating protocols and emergency action checklists based on the provisions of this plan.
1.1.1 Planning Organization and Format
The plan is divided into four elements that contain general and specific information relating to city emergency management operations. Those four elements are as follows:
Basic Plan
This section provides the structure and organization of the City of Gridley Emergency Management Organization; identifies individual roles and responsibilities; describes the concept of emergency operations; and identifies how the city integrates into the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS).
City of Gridley - Emergency Operations Plan
June 2026 Page 16
Functional Annexes
The Functional Annexes contain detailed descriptions of the methods that the City of Gridley and its departments follow for critical functions during emergency operations.
Hazard or Threat-Specific Appendices
These Hazard or Threat-Specific Appendices describe the city’s emergency response strategies that apply to a specific hazard.
Supporting Documents
This section contains supporting materials to the overall Emergency Operations Plan.
1.2 SCOPE
The scope of this plan applies to any extraordinary emergency situation associated with any hazard, natural or human caused which may affect the City of Gridley that generates situations requiring planned, coordinated responses by multiple agencies or jurisdictions.
The provisions, policies, and procedures of this plan are applicable to all agencies and individuals, public and private, having responsibilities for emergency preparedness, response, recovery, and/or mitigation in the city. The other governmental agencies within the City of Gridley maintain their own emergency operations plans and those plans are consistent with the policies and procedures established by this plan.
Incorporating the FEMA Comprehensive Preparedness Guide (CPG) 101 and State of California Emergency Plan best practices, this plan is designed to be read, understood and exercised prior to an emergency and establishes the framework for implementation of the California Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS) for the city. The Gridley EOP is intended to facilitate multi-agency and multi-jurisdictional coordination, particularly between the city of Gridley and its jurisdictions, including special districts, utilities, major businesses, the American Red Cross, community groups, state agencies, and the Federal Government. Emergency operations in Gridley will be coordinated through the structure of the Emergency Operations Center. This plan will be used in coordination with the Butte County Emergency Operations Plan, State Emergency Plan and the National Response Framework.
This plan is part of a larger framework that supports emergency management within the State. Through an integrated framework of emergency plans and procedures involving all stakeholders in the emergency management community, the city of Gridley together with Butte County, the State of California Emergency Management Agency (Cal OES) and the Federal Government will promote effective planning and coordination prior to an emergency, thereby ensuring a more effective response and recovery.
Each element of the emergency management organization is responsible for assuring the preparation and maintenance of appropriate response plans and current standard operating procedures (SOPs), resource lists and checklists that detail how assigned responsibilities will be performed to support implementation of this plan and to ensure successful response during a major disaster.
Elements to be addressed in SOPs are:
• Arrangements for the provision of direction and control within the department/agency. • Specific emergency authorities that may be assumed by a designated successor during emergency situations.
• Circumstances under which successor emergency authorities would become effective, and when they would be terminated.
City of Gridley - Emergency Operations Plan
June 2026 Page 17
• Current internal personnel notification/recall rosters and procedures to implement them. This should include a 24-hour communication system with the capability to notify and call-out personnel designated by the agency for emergency response.
• Designation and establishment of a work/control/dispatch center or Department Operations Center (DOC) to manage organizational resources and response personnel and maintain contact with the EOC during emergencies.
• Designation of a representative to report to the EOC during an emergency to advise decision makers and coordinate the agency's response effort with other responding entities. • Reporting of appropriate information (casualties, damage observations, evacuation status, shelter status, chemical exposure, etc.) to the EOC during an emergency. • Support of cleanup and recovery operations during disasters. • Training of assigned response staff to perform emergency functions.
It is the city’s intent to fulfill the policies described herein, within the capabilities and resources available at the time of an emergency or disaster event.
1.3 SITUATION OVERVIEW
This chapter describes a number of potential hazards that could affect the city upon their occurrence which would warrant the activation of the City of Gridley Emergency Management Organization.
1.3.1 City History
The City of Gridley is located in the southwest
corner of Butte County, approximately five miles
south of the City of Biggs. State Route 99 runs in a
north-south direction through the eastern portion of
the city, and the Union Pacific Railroad extends
through the center of the city.
The City of Gridley was founded in 1905 as an
agricultural service center built upon and
surrounded by prime agricultural soils. The City
has a small commercial area that serves most daily
needs of its residents, but most shopping for major
items occurs in the other population centers (e.g.,
Chico or the Marysville-Yuba City area).
Development in Gridley since the mid-1970s has been primarily single-family residential in character. Subsequent development around the city's periphery began to depart from the traditional grid street system by incorporating curved street patterns and non-continuous streets. Some of the internal street patterns do not include adequate provisions for canal crossings or other connections with the surrounding street systems. Consequently, some recent developments have obstructed orderly expansion of the community.
City of Gridley - Emergency Operations Plan
June 2026 Page 18
Figure 1 – Base Map of Gridley
Figure 1 - Base Map of Gridley
City of Gridley - Emergency Operations Plan
June 2026 Page 19
1.3.2 Hazard Analysis Summary
In 2013, Butte County's Office of Emergency Management worked with the cities of Chico, Gridley, Biggs, Gridley and the Town of Paradise and a consortium of community stakeholders to complete the Butte County Multi-Hazard Mitigation Plan. The City of Gridley was an integral part of that planning process. The purpose of this analysis was to identify and discuss the natural, technological and human-caused threats confronting the communities and the mitigation efforts that might address those threats. For a more detailed explanation, please refer to the Butte County Multi-Hazard Mitigation plan, located on the Butte County website at www.buttecounty.net.
The City of Gridley is vulnerable to a wide range of threats. A local threat perspective must include a complete range of threats including emerging and increasing technological factors (e.g., the increased transportation of numerous hazardous materials on state highways, roads and interstates throughout the city). It is important to consider past events for future planning, with the consideration that the location and scope of hazards changes over the years.
Although an attempt has been made to identify all major hazards and their respective impacts, it must be remembered that we live in a time of emerging threats, and nature, coupled with humankind’s ongoing development and tendencies toward violence ensures that the material contained within this document will surely require modification over time.
A brief hazard analysis summary is located in Figure 2 - Hazard Analysis Summary for the City of Gridley. The summary is based on Probability (likelihood) and Severity (loss of life and/or property) categorized in the three main types of disaster events: Natural Disasters, Technological Hazards and Human-Caused.
City of Gridley Hazard Analysis Summary
HAZARD PROBABILITY SEVERITY
NATURALHAZARDS
Wildland Fire/Urban Interface Low Very Low
Severe Weather Moderate High
Flood Moderate High
Earthquake Low High
Landslide/Mudslide Low Very Low
Infestation/Pestilence Low Very Low to Low
Public Health/Epidemic Low Moderate
Environmental (Drought and Water Shortage) Moderate Very High
TECHNOLOGICAL HAZARDS
Utility/Power Failure Moderate Moderate
HazardousMaterials Low Moderate
Transportation Accident Moderate to High Moderate to High Resource Disruption/Depletion Low to Moderate High
Levee Failure Low High
Dam Failure Low High
HUMAN CAUSED HAZARDS
Civil Disorder Very Low Moderate to High
Terrorism (Agriculture) Low Moderate
Violent Encounter Low to Moderate Moderate to High
Figure 2 - Hazard Analysis Summary
City of Gridley - Emergency Operations Plan
June 2026 Page 20
For detailed City of Gridley hazard descriptions on each hazard identified in the summary, refer to Hazard/Threat Specific Appendices.
1.3.3 Capability Assessment
A capability assessment provides part of the foundation for determining the type of emergency management, preparedness and mitigation strategy. The assessment process also identifies gaps or weaknesses that may need to be addressed through preparedness planning goals and actions deemed practical considering the jurisdiction’s capabilities to implement them. Finally, the capability assessment highlights the positive measures that are in place or underway for continued support and enhancement of the jurisdiction’s preparedness and response efforts.
As an established organization, the City of Gridley Police Department has the capabilities to perform the necessary emergency response duties outlined in this EOP. The city has an established emergency management organization, alert and warning & communication system and channels. As outlined in the Municipal Code: Chapter
2.20 Emergency Organization, Gridley has identified the response capabilities and resources (equipment, personnel, etc.) to provide a response to an emergency situation.
1.3.4 Mitigation Overview
The City of Gridley has taken a number of mitigation measures for each identified hazard to minimize the impact that is likely to result from an emergency. In May 2007, the City of Gridley City Council approved the Butte County MultiHazard Mitigation Plan that identifies the cities’ mitigation efforts to reduce the likelihood that a defined hazard will impact their community. As the cost of damage from natural disasters continues to increase nationwide, the City of Gridley recognizes the importance of identifying effective ways to reduce their vulnerability to disaster events.
The following short- and long-term mitigation goals from their Hazard Mitigation Plan identifies potential protection, prevention and mitigation strategies for the city including public education and awareness, critical facilities and highrisk targets as listed below:
• Improve public notification and evacuation programs
o Common County Notification System
o Develop integrated county-wide evacuation and sheltering plan • Protect infrastructure and agriculture from long-term risks of flood o Feather River Levee Reinforcement
o Reinforce city infrastructure adjacent to Feather River For detailed information on the City of Gridley’s mitigation strategies, please refer to the 2019 Butte County Local Hazard Mitigation Plan.
The City of Gridley, as a jurisdiction within Butte County, has additional mitigation measures by developing or being a part of sector-specific protection plans. Some of those plans include • General: An approved county 2030 General Plan that includes the Health and Safety Element section which outlines all of the mitigation measures that have occurred and will occur regarding the safety of the city citizenry and communities.
City of Gridley - Emergency Operations Plan
June 2026 Page 21
• Public Health: – The Butte County Public Health Department has an Emergency Response Division which focuses on Citizen, Community and Environmental Health, public information/preparedness outreach and planning.
• Animal Care: – Butte County has preparedness documentation for livestock, horse and domestic pet preparedness.
• Resource Management: –Butte County General Services maintains an Emergency Resource Directory (ERD) that lists all emergency vendors, equipment and resources including shelters available during a disaster situation to aid in response and recovery.
• Mass Care and Shelter Plan: – Butte County has undertaken Mass Care and Shelter planning efforts. The shelters are managed by the American Red Cross.
• Access and Functional Needs: –Butte County has developed documentation at the county Public Health Department highlighting Access and Functional Needs preparedness efforts. • Hazardous Materials Plan: – Butte County has developed documentation to provide guidance to the Hazardous Materials Response Team (HMRT) in the event of a Hazardous Materials incident within the county.
City of Gridley - Emergency Operations Plan
June 2026 Page 22
THIS PAGE INTENTIONALLY LEFT BLANK
City of Gridley - Emergency Operations Plan
June 2026 Page 23
SECTION 2.0 CONCEPT OF OPERATIONS
Assumptions
Certain assumptions were used during the development of this plan. These assumptions translate into basic principles associated with conducting emergency management operations in preparation for, response to and recovery from major emergencies. “Assumptions” provide context, requirements, and situational realities that must be addressed in plan development and emergency operations. • Emergencies or disasters may occur at any time, day or night, in populated as well as remote, areas of the City of Gridley.
• Major emergencies and disasters will require a multi-agency, multi-jurisdictional response. For this reason, it is essential that the Standardized Emergency Management System (SEMS), and in many cases a Unified Command, be implemented immediately by responding agencies, and expanded as the situation dictates. • The City of Gridley is primarily responsible for emergency actions within the city boundaries and will commit all available resources to save lives, minimize injury to persons and minimize property damage. • Large-scale emergencies and disasters may overburden local resources and necessitate mutual aid from neighboring jurisdictions.
• Large-scale emergencies and disasters and the complex organizational structure required to respond to them pose significant challenges in terms of warning and notification, logistics, and agency coordination. • Major emergencies and disasters may generate widespread media and public interest. The media must be considered a partner in large-scale emergencies and disasters; this relationship can provide considerable assistance in emergency public information and warning
• Large-scale emergencies and disasters may pose serious long-term threats to public health, property, the environment, and the local economy. While responding to significant disasters and emergencies, all strategic decisions must consider each of these consequences. • Disasters and emergencies may require an extended commitment of personnel and other resources from involved agencies and jurisdictions.
2.1 Goals, Priorities and Strategies
During the Response Phase, emergency managers set goals, prioritize actions and outline operational strategies.
This plan provides a broad overview of those goals, priorities and strategies and describes what should occur during each step, when and at whose direction.
2.1.1 Operational Goals
During the response phase, the agencies that are charged with responsibilities in this plan should focus on the following five goals:
• Mitigate Hazards.
• Meet Basic Human Needs.
City of Gridley - Emergency Operations Plan
June 2026 Page 24
• Address Needs of People with Access and Functional Needs. • Restore Essential Services.
• Support Community and Economic Recovery.
2.1.2 Operational Priorities
Operational priorities govern resource allocation and the response strategies for the City of Gridley and its political subdivisions during an emergency. Below are operational priorities addressed in this plan:
1. Save Lives – The preservation of life is the top priority of emergency managers and first responders and takes precedence over all other considerations.
2. Protect Health and Safety – Measures should be taken to mitigate the emergency’s impact on public health and safety.
3. Protect Property – All feasible efforts must be made to protect public and private property and resources, including critical infrastructure, from damage during and after an emergency.
4. Preserve the Environment – All possible efforts must be made to preserve California’s environment and protect it from damage during an emergency.
2.1.3 Operational Strategies
To meet the operational goals, emergency responders should consider the following strategies:
• Mitigate Hazards – As soon as practical, suppress, reduce or eliminate hazards and/or risks to persons and property during the disaster response. Lessen the actual or potential effects or consequences of future emergencies.
• Meet Basic Human Needs – All possible efforts must be made to supply resources to meet basic human needs, including food, water, shelter, medical treatment and security during the emergency. Afterwards provisions will be made for temporary housing, food stamps and support for re-establishing employment after the emergency passes.
• Address Needs of People with Access and Functional Needs – People with access and functional needs are more vulnerable to harm during and after an emergency. The needs of people with access and functional needs must be considered and addressed.
• Restore Essential Services – Power, water, sanitation, transportation and other essential services must be restored as rapidly as possible to assist communities in returning to normal daily activities. • Support Community and Economic Recovery – All members of the community must collaborate to ensure that recovery operations are conducted efficiently, effectively and equitably, promoting expeditious recovery of the affected areas.
2.2 Standardized Emergency Management System (SEMS)
The Standardized Emergency Management System (SEMS) is the cornerstone of California’s emergency response system and the fundamental structure for the response phase of emergency management. SEMS is required by the California Emergency Services Act (ESA) for managing multiagency and multijurisdictional responses to emergencies in California. The system unifies all elements of California’s emergency management community into a single integrated system and standardizes key elements. SEMS incorporates the use of the Incident Command System (ICS), California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA), the Operational Area (OA) concept and multiagency or inter-agency coordination. State agencies are required to use SEMS and local City of Gridley - Emergency Operations Plan
June 2026 Page 25
government entities must use SEMS in order to be eligible for any reimbursement of response-related costs under the state’s disaster assistance programs. More on mutual aid will be discussed in Section 2.2.5.
2.2.1 SEMS Organization Levels
There are five SEMS organizational levels, as illustrated in Figure 3 - SEMS Organization Levels.
Field – The Field Level is where emergency response personnel and resources, under the command of responsible officials, carry out tactical decisions and activities in direct response to an incident or threat.
Local Government – The Local Government level includes cities, counties and special districts. Local governments manage and coordinate the overall emergency response and recovery activities within their jurisdiction. Local governments are required to use SEMS when their Emergency Operations Center (EOC) is activated or a local emergency is declared or proclaimed in order to be eligible for state reimbursement of response-related costs.
Operational Area (OA) – An OA is the intermediate level of the state's emergency management organization which encompasses a county’s boundaries and all political subdivisions located within that county, including special districts. The OA facilitates and/or coordinates information, resources and decisions regarding priorities among local governments within the OA. The OA serves as the coordination and communication link between the Local Government Level and Regional Level. State, federal and tribal jurisdictions in the OA may have statutory authorities for response similar to that at the local level.
Region – The Regional Level manages and coordinates information and resources among OAs within the mutual aid region and also between the OA and the state level. The Regional Level also coordinates overall state agency support for emergency response activities within the region. California is divided into three California Emergency Management Agency (CalOES) Administrative Regions – Inland, Coastal and Southern – which are further divided into six mutual aid regions. The Regional Level operates out of the Regional Emergency Operations Center (REOC).
See Figure 6 – Inland Region Mutual Aid.
State – The state level of SEMS prioritizes tasks and coordinates state resources in response to the requests from the Regional level and coordinates mutual aid among the mutual aid regions and between the Regional Level and State Level. The state level also serves as the coordination and communication link between the state and the federal emergency response system. The state level requests assistance from other state governments through the Emergency Management Assistance Compact (EMAC) and similar interstate compacts/agreements and coordinates with the Federal Emergency Management Agency (FEMA) when federal assistance is requested. The state level operates out of the State Operations Center (SOC).
At the Federal level, the National Response Framework (NRF) identifies the methods and means for federal resources to provide support to the state and local government. Federal resources would be accessed via the SEMS process through the mutual aid region and State Operations Center.
2.2.2 SEMS Functions
SEMS requires that every emergency response involving multiple jurisdictions Figure 3 - SEMS Organizations Levels
State
Region
Operational Area
Local Government
Field
City of Gridley - Emergency Operations Plan
June 2026 Page 26
Command/Management
Operations Planning/Intelligence Logistics Finance/Administration or multiple agencies include the five functions identified in Figure 4 - SEMS Functions. These functions must be applied at each level of the SEMS organization.
Figure 4 - SEMS Functions
Command/Management: Command is responsible for the directing, ordering, and/or controlling of resources at the field response level. Management is responsible for overall emergency policy and coordination at the SEMS EOC levels. Command and Management are further discussed below:
• Command: A key concept in all emergency planning is to establish command and tactical control at the lowest level that can perform that role effectively in the organization. In the Incident Command System (ICS), the Incident Commander (IC), with appropriate policy direction and authority from the responding agency, sets the objectives to be accomplished and approves the strategy and tactics to be used to meet those objectives. The IC must respond to higher authority. Depending upon the incident’s size and scope, the higher authority could be the next ranking level in the organization up to the agency or department executive. This relationship provides an operational link with policy executives who customarily reside in the Department Operations Center (DOC) or EOC, when activated. • Management: The EOC serves as a central location from which multiple agencies or organizations coordinate information collection and evaluation, priority setting and resource management. Within the EOC, the Management function:
o Facilitates multiagency coordination and executive decision making in support of the incident response
o Implements the policies established by the governing bodies o Facilitates the activities of the Multi-Agency Coordination (MAC) Group • Operations: Responsible for coordinating and supporting all jurisdictional operations in support of the response to the emergency through implementation of the organizational level's Action Plans (AP). At the Field Level, the Operations Section is responsible for the coordinated tactical response directly applicable to, or in support of the objectives in accordance with the Incident Action Plan (IAP). In the EOC, the Operations Section Coordinator manages functional coordinators who share information and decisions about discipline-specific operations.
• Logistics: Responsible for providing facilities, services, personnel, equipment and materials in support of the emergency. Unified ordering takes place through the Logistics Section Ordering Managers to ensure City of Gridley - Emergency Operations Plan
June 2026 Page 27
controls and accountability over resource requests. As needed, Unit Coordinators are appointed to address the needs for communications, food, medical, supplies, facilities and ground support. • Planning/Intelligence: Responsible for the collection, evaluation and dissemination of operational information related to the incident for the preparation and documentation of the IAP at the Field Level or the AP at an EOC. Planning/Intelligence also maintains information on the current and forecasted situation and on the status of resources assigned to the emergency or the EOC. As needed, Unit Coordinators are appointed to collect and analyze data, prepare situation reports, develop action plans, set Geographic Information Systems (GIS) priorities, compile and maintain documentation, conduct advance planning, manage technical specialists and coordinate demobilization. • Finance/Administration: Responsible for all financial and cost analysis aspects of the emergency and for any administrative aspects not handled by the other functions. As needed, Unit Leaders are appointed to record time for incident or EOC personnel and hired equipment, coordinate procurement activities, process claims and track costs.
The field and EOC functions are further illustrated in Figure 5 - Comparison of Field and EOC SEMS Functions.
PRIMARY SEMS
FUNCTION FIELD RESPONSE LEVEL EOCS AT OTHER SEMS LEVELS Command/Management Command is responsible for the directing, ordering, and/or controlling of resources.
Management is responsible for facilitation of overall
policy, coordination and support of the incident.
Operations The coordinated tactical response of all
field operations in accordance with the
Incident Action Plan.
The coordination of all jurisdictional operations in
support of the response to the emergency in
accordance with the EOC Action Plan.
Planning/Intelligence The collection, evaluation, documentation and use of intelligence related to the
incident.
Collecting, evaluating and disseminating information
and maintaining documentation relative to all
jurisdiction activities.
Logistics Providing facilities, services, personnel,
equipment andmaterials 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.
Responsible for coordinating and supporting
administrative and fiscal consideration surrounding
an emergency incident.
Figure 5 - Comparison of Field and EOC SEMS Functions
2.2.3 SEMS Components
Management by Objectives
The Management by Objectives (MBO) feature of ICS, as applied to SEMS, means that each SEMS Level establishes for a given Operational Period, measurable and attainable objectives to be achieved. An objective is an aim or end of an action to be performed. Each objective may have one or more strategies and performance actions needed to achieve the objective.
Operational Period
The Operational Period is the length of time set by command at the Field Response Level, and by management at other levels to achieve a given set of objectives. The period may vary in length from a few hours to days, and will be determined by the situation.
City of Gridley - Emergency Operations Plan
June 2026 Page 28
Action Plans
Action planning should be used at all SEMS Levels. There are two types of action plans in SEMS: Incident Action Plans and EOC Action Plans. The Incident Action Plans (IAP) are used at the Field Response Level. The IAP can be either written or verbal although for documentation purposes the written IAP is preferable. The IAP contains objectives reflecting the overall incident strategy and specific tactical actions and supporting information for the next Operational Period. Incident Action Plans are an essential and required element in achieving objectives under ICS.
EOC Action Plans are crafted at Local Government, Operational Area, Region, and State EOC Levels. The use of EOC Action Plans provides designated personnel with knowledge of the objectives to be achieved and the steps required for achievement. EOC Action Plans not only provide direction, but also serve to provide a basis for measuring achievement of objectives and overall system performance. Action Plans can be extremely effective tools during all phases of a disaster.
Organizational Flexibility – A Modular Organization
The intent of this SEMS feature is that at each SEMS Level, only those functional elements that are required to meet current objectives need to be activated. All elements of the organization can be arranged in various ways within or under the five SEMS essential functions.
The functions of any non-activated element are the responsibility of the next highest element in the organization.
Each activated element must have a person in charge; however, one supervisor may be in charge of more than one functional element.
Organizational Unity and Hierarchy of Command
Organizational unity means that every individual within an organization has a designated supervisor. Hierarchy of command/management means that all functional elements within each activated SEMS Level are linked together to form a single overall organization with appropriate span of control limits.
Span of Control
Maintaining a reasonable span of control is the responsibility of every supervisor at all SEMS Levels. The optimum span of control is one to five, meaning that one supervisor has direct supervisory authority over five positions or resources. The recommended span of control for supervisory personnel at the Field Response Level and all EOC Levels should be in the one-to-three to one-to-seven ratio. A larger span of control may be acceptable when the supervised positions or resources are all performing a similar activity.
Personnel Accountability
An important feature to all SEMS Levels is personnel accountability. This is accomplished through the Organizational Unity and Hierarchy of Command or Management features, along with the use of check-in forms, position logs and various status forms. The intent is to ensure that there are proper safeguards in place so all personnel at any SEMS Level can be accounted for at any time.
Common Terminology
In SEMS, common terminology is applied to functional elements, position titles, facility designations, and resources.
The purpose of having common terminology is to rapidly enable multi-agency, multi-jurisdiction organizations and resources to work together effectively. This will vary from level to level in terms of directing, controlling, coordinating, and resource inventorying. Procedures for effective resources management must be geared to the function and the level at which the function is performed.
Integrated Communications
This feature of SEMS relates to hardware systems, planning for system selection and linking, and the procedures and processes for transferring information. At the Field Response Level, integrated communications are used on any emergency. At and between all SEMS Levels, there must be a dedicated effort to ensure that communications City of Gridley - Emergency Operations Plan
June 2026 Page 29
systems, planning and information flow are accomplished in an effective manner. The specifics of how this is accomplished at EOC Levels may be different than at the Field Response Level.
More on the SEMS Regulations and SEMS Guidelines can be found on the CalOES Website.
2.2.4 National Incident Management System (NIMS)
The terrorist attacks of September 11, 2001, illustrated the need for all levels of government, the private sector, and nongovernmental agencies to prepare for, protect against, respond to, and recover from a wide spectrum of events that exceed the capabilities of any single entity. These events require a unified and coordinated national approach to planning and to domestic incident management. To address this need, the President signed a series of Homeland Security Presidential Directives (HSPDs) that were intended to develop a common approach to preparedness and response. Two HSPDs that are of particular importance to emergency planners:
• HSPD-5, Management of Domestic Incidents, identifies steps for improved coordination in response to incidents. It requires the Department of Homeland Security (DHS) to coordinate with other federal departments and agencies and state, local, and tribal governments to establish a National Response Framework (NRF) and a National Incident Management System (NIMS). • HSPD-8, National Preparedness, describes the way Federal departments and agencies will prepare. It requires DHS to coordinate with other Federal departments and agencies—and with state, local, and tribal governments to develop a National Preparedness Goal.
Together, NIMS, the NRF, and the National Preparedness Goal define what needs to be done to prevent, protect against, respond to, and recover from a major event; how it needs to be done; and how well it needs to be done.
These efforts align federal, state, local, and tribal entities; the private sector; and nongovernmental agencies to provide an effective and efficient national structure for preparedness, incident management, and emergency response.
NIMS provides a consistent framework for incident management at all jurisdictional levels, regardless of the cause, size, or complexity of the incident. Building on the ICS, NIMS provides the nation’s first responders and authorities with the same foundation for incident management for terrorist attacks, natural disasters, and all other emergencies.
NIMS requires the institutionalization of ICS and its use to manage all domestic incidents.
NIMS integrates existing best practices into a consistent, nationwide approach to domestic incident management that is applicable at all jurisdictional levels and across functional disciplines. Six major components make up the NIMS system’s approach:
• Command and Management
• Preparedness
• Resource Management
• Communications and Information Management
• Supporting Technologies
• Ongoing Management and Maintenance
City of Gridley - Emergency Operations Plan
June 2026 Page 30
2.2.5 Mutual Aid
California's emergency assistance is based on a statewide mutual aid system designed to ensure that additional resources are provided to the state’s political subdivisions whenever their own resources are overwhelmed or inadequate. The basis for this system is the California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA), which is entered into by and between the State of California, its various departments and agencies and the various political subdivisions, municipal corporations and public agencies to assist each other by providing resources during an emergency. The agreement obligates each signatory entity to provide aid to each other during an emergency without expectation of reimbursement. Under specific conditions, federal and state monies may be appropriated to reimburse public agencies who aid other jurisdictions. If other agreements, memoranda and contracts are used to provide assistance for consideration, the terms of those documents may affect disaster assistance eligibility and local entities may only be reimbursed if funds are available. This plan promotes the establishment of emergency assistance agreements between public and private sector agencies at all levels.
There are four approved, formal Mutual Aid Systems in
California. Those systems are:
• Fire and Rescue
• Law Enforcement
• Coroner
• Emergency Management (resources not covered
by the other three systems)
Other informal mutual aid involves, but is not limited to the interchange of:
• Public Information
• Medical and Health
• Communications
• Transportation Services
• Facilities
• Hazardous Materials Mutual Aid System
• Volunteer and Private agencies
California is divided into six mutual aid regions, which are subdivisions of the state emergency services organization established to facilitate the coordination of mutual aid and other emergency operations within an area of the state consisting of two or more Operational Areas.
Figure 6 - Inland Region Mutual Aid
A map of Inland Region is shown in Figure 6 - Inland Region Mutual Aid, which details the Mutual Aid Regions III, IV & V, Butte County is located in Mutual Aid Region III.
2.2.6 Mutual Aid Coordination
Formal mutual aid requests will follow specified procedures and are processed through pre-identified mutual aid coordinators. Mutual aid requests will follow discipline-specific chains (i.e. fire, law enforcement, emergency manager, etc.) from one level of government to the next. The mutual aid coordinator receives the mutual aid request and coordinates the provision of resources from within the coordinator's geographic area of responsibility. In the City of Gridley - Emergency Operations Plan
June 2026 Page 31
Even if resources are unavailable at one level of government, the request is forwarded to the next higher level of government to be filled.
Field Level Requests: Requests for MMAA resources originate from the Field Level and are managed by the Incident Commander (IC). If the IC is unable to obtain the resource through existing local channels, the request is elevated to the next successive government level until obtained or cancelled.
Local Government Request: Local jurisdictions are responsible for the protection of life and property within the municipal geographic boundaries. The local jurisdiction where the incident occurred should assess its resource inventory and existing local agreements to determine if the requested resource is available. When locally committed resources are exhausted and mutual aid is needed, the local official will request assistance from the OA Mutual Aid Coordinator.
Operational Area Requests: The OA is a composite of its political subdivisions, (i.e. municipalities, contract cities, special districts and county agencies). The OA Mutual Aid Coordinator assesses the availability of resources within the OA and fulfills the resource request based upon that assessment. In the event resources are unavailable at the OA level, the request is forwarded to the responsible Regional Mutual Aid Coordinator to be filled.
Region Level Requests: The state is geographically divided into six Mutual Aid Regions. For Law Enforcement Mutual Aid, Region I is divided into two sub-regions. Each Mutual Aid Region is comprised of multiple Operational Areas and has a Regional Mutual Aid Coordinator. The Regional Mutual Aid Coordinator is granted the authority to coordinate the mutual aid response of discipline-specific resources within the region to support a mutual aid request by a jurisdiction also within the region. In the event resources are unavailable at the regional level, the request is forwarded to the State Mutual Aid Coordinator to be filled.
State Level Requests: On behalf of the Governor, the Secretary of CalOES has the responsibility for coordination of state mutual aid resources in support of local jurisdictions during times of emergency. The Secretary will analyze and coordinate the request by forwarding the request to an unaffected REOC or tasking an appropriate state agency to fill the need.
City of Gridley - Emergency Operations Plan
June 2026 Page 32
Figure 7 - Discipline-Specific Mutual Aid Systems documents the flow of information, resources requests and resources within specific mutual aid agreements relative to the SEMS organization levels.
Figure 7 - Discipline Specific Mutual Aid Systems
Figure 8 – Flow of Requests and Resources depicts the resource management process for the state under SEMS.
In this model, the affected local government has the ability to access all stakeholders at all levels of the system.
Figure 8 - Flow of Requests and Resources
City of Gridley - Emergency Operations Plan
June 2026 Page 33
2.3 Sequence of Events During Disasters
Two sequences of events are typically associated with disasters: One involves the response and the other involves emergency proclamations. The response sequence generally describes the emergency response activities to save lives, protect property and preserve the environment. This sequence describes deployment of response teams, activation of emergency management organizations and coordination among the various levels of government. The emergency proclamation sequence outlines the steps to gain expanded emergency authorities needed to mitigate the problem. It also summarizes the steps for requesting state and federal disaster assistance.
2.3.1 Before Impact
Routine Monitoring for Alerts, Watches and Warnings: Emergency officials constantly monitor events and the environment to identify specific threats that may affect their jurisdiction and increase the awareness level of emergency personnel and the community when a threat is approaching or imminent.
Increased Readiness: Sufficient warning provides the opportunity for response agencies to increase readiness, which are actions designed to increase an agency’s ability to effectively respond once the emergency occurs. This includes, but is not limited to:
• Briefing government officials.
• Reviewing plans and procedures.
• Preparing and disseminating information to the community. • Updating resource lists.
• Testing systems such as warning and communications systems. • Precautionary activation of Emergency Operations Centers.
Pre-Impact: When a disaster is foreseen as highly likely, action is taken to save lives and protect property. During this phase, warning systems are activated, evacuations may be initiated and resources are mobilized.
2.3.2 Immediate Impact
During this phase, emphasis is placed on control of the situation, saving lives and minimizing the effects of the disaster.
Alert and Notification: Local response agencies are alerted about an incident by the public through reverse 9-1-1, another response agency, or other method. First responders are then notified of the incident. Upon an alert, response agencies notify response personnel.
Resource Mobilization: Response agencies activate personnel and mobilize to support the incident response. As the event escalates and expands, additional resources are activated and mobilized to support the response.
Activation and mobilization continue for the duration of the emergency as additional resources are needed to support the response. This includes resources from within the city, or, when resources are exhausted, from surrounding unaffected jurisdictions.
Incident Response: Immediate response is accomplished within the city by local responders. First responders arrive at the incident and function within their established field level plans and procedures. The responding agencies will manage all incidents in accordance with ICS organizational structures, doctrine and procedures.
City of Gridley - Emergency Operations Plan
June 2026 Page 34
Establishing Incident Command: Incident Command is established to direct, order, or control resources by virtue of some explicit legal, agency or delegated authority. Initial actions are coordinated through the on-scene Incident Commander (IC). The Incident Commander develops an initial Incident Action Plan (IAP), which sets priorities for the incidents, assigns resources and includes a common communications plan. If multiple jurisdictions or agencies are involved, the first responders will establish a Unified Incident Command Post (ICP) to facilitate multijurisdictional and multiagency policy decisions. The Incident Commander may implement an Area Command to oversee multiple incidents that are handled by separate ICS organizations or to oversee the management of a very large or evolving incident that has multiple incident management teams engaged.
Activation of the Multiagency Coordination System (MACS): Responding agencies will coordinate and support emergency management and incident response objectives through the development and use of integrated Multiagency Coordination Systems (MACS) and MAC Groups. This includes developing and maintaining connectivity capability between ICP, local 9-1-1 Centers, local Emergency Operations Centers (EOC), REOC, the SOC and federal EOC and NRF organizational elements.
Local EOC Activation: Local jurisdictions activate their local EOC based on the magnitude or need for more coordinated management of the emergency. When activated, local EOCs help form a common operating picture of the incident by collecting, analyzing and disseminating emergency information. The local EOC can also improve the effectiveness of the response by reducing the amount of external coordination of resources by the Incident Commander by providing a single point of contact to support multiagency coordination. When activated the local EOC notifies the OA lead that the local EOC has been activated.
For more information on the City of Gridley, local EOC activation criteria, refer to the Functional Annex A – Direction and Control.
Communications between the Field and EOC: When a jurisdiction’s EOC is activated, communications and coordination are established between the IC and the Department Operations Center (DOC) to the EOC, or between the IC and the EOC.
Operational Area (OA) EOC Activation: If one or more Local EOCs are activated, or if the event requires resources outside the affected jurisdiction, the OA EOC activates. The OA EOC also activates if a Local Emergency is proclaimed by the affected local government. The OA EOC then coordinates resource requests from the affected jurisdiction to an unaffected jurisdiction, or if resources are not available within the Operational Area, forwards the resource request to the REOC and mutual aid coordinators.
Regional Emergency Operations Center (REOC) Activation: Whenever an Operational Area EOC is activated the Cal OES Regional Administrator will activate the REOC within the affected region and notifies Cal OES Headquarters. The REOC will then coordinate resource requests from the affected Operational Area to unaffected Operational Areas within the affected region, or, if resources are not available within the affected region, resource requests are forwarded to the SOC for coordination.
State Level Field Teams: The state may deploy Field On-Site Observation Teams (FOOT) to provide situation reports on the disaster to the REOC in coordination with the responsible Unified Command.
State Operations Center (SOC) Activation: The SOC is activated when the REOC activates in order to:
• Continuously monitor the situation and provide situation reports to brief state officials as appropriate. • Process resource requests between the affected regions, unaffected regions and state agency Department Operation Centers.
• Process requests for federal assistance and coordinate with Federal Incident Management Assistance Teams (IMATs) when established.
City of Gridley - Emergency Operations Plan
June 2026 Page 35
• Coordinate interstate resource requests as part of the Emergency Management Assistance Compact (EMAC) or Interstate Disaster and Civil Defense Compact. • The SOC may also be activated independently of a REOC to continuously monitor emergency conditions.
Joint Information Center (JIC) Activation: Where multiple agencies provide public information, the lead agencies will work together to analyze the information available and provide a consistent message to the public and the media.
Where practical, the agencies will activate a joint information center to facilitate the dissemination of consistent information.
Department Operations Center (DOC) Activation: Each state agency may activate a department operations center to manage information and resources assigned to the incident. If a DOC is activated, an agency representative or liaison may be deployed to facilitate information flow between the two facilities.
FEMA Regional Response Coordination Center (RRCC) Activation: The FEMA RRCC may deploy a liaison or IMAT to the SOC to monitor the situation and provide situational awareness to federal officials.
2.3.3 Sustained Operations
As the emergency situation continues, further emergency assistance is provided to victims of the disaster and efforts are made to reduce the likelihood of secondary damage. If the situation demands, mutual aid is provided, as well as search and rescue of, shelter and care for and identification of victims.
2.3.4 Transition to Recovery
As the initial and sustained operational priorities are met, emergency management officials consider the recovery phase needs. Short-term recovery activities include returning vital life support systems to minimum operating standards. Long-term recovery is designed to return to normal activities. Recovery planning should include reviews of ways to avert or mitigate future emergencies. During the recovery phase, damage is assessed, local assistance centers and disaster recovery centers are opened and hazard mitigation surveys are performed.
Local Assistance Centers: Local Assistance Centers (LACs) are opened by local governments to assist communities by providing a centralized location for services and resource referrals for unmet needs following a disaster or significant emergency. The LAC is normally staffed and supported by local, state and federal agencies, as well as non-profit and voluntary organizations. The LAC provides a single facility at which individuals, families and businesses can access available disaster assistance programs and services. As more federal resources arrive, a state-federal Disaster Recovery Center (DRC) may be collocated with the LACs.
Joint Field Office: The state coordinates with FEMA as necessary to activate a JFO to coordinate federal support for the emergency. The state will appoint a State Coordinating Officer (SCO) to serve as the state point of contact. A Federal Coordinating Officer (FCO) is appointed upon a Presidential Declaration of an Emergency or Major Disaster.
Demobilization: As resources are no longer needed to support the response, or the response activities cease, resources are demobilized. Demobilization includes provisions to address and validate the safe return of resources to their original location and include processes for resource tracking and ensuring applicable reimbursement. Where applicable, the demobilization should include compliance with mutual aid and assistance provisions.
For more information on the Recovery efforts following a disaster refer to Functional Annex E - Recovery and Mitigation.
City of Gridley - Emergency Operations Plan
June 2026 Page 36
2.3.5 Proclaiming an Emergency
The California Emergency Services Act provides for three types of emergency proclamations in California: (1) Local Emergency, (2) State of Emergency and (3) State of War Emergency.
Emergency proclamations expand the emergency powers and authorities of the state and its political subdivisions.
They also provide a mechanism for unaffected jurisdictions to provide resources and assistance to the affected jurisdictions. Although emergency proclamations facilitate the flow of resources and support to the affected jurisdictions and local government, they are not prerequisite for rendering mutual aid and assistance under existing agreements or requesting assistance from the American Red Cross (ARC) or state agencies. • Local Emergency Proclamation: A Local Emergency may be proclaimed by the Director and Assistant Director of Emergency Services, and the Gridley City Council as specified by the adopted municipal code (Ordinance – 2.20.070). A Local Emergency proclaimed by these individuals must be ratified by the Gridley City Council within seven days.
The governing body must review the need to continue the proclamation at least every 30 days until the Local Emergency is terminated. The Local Emergency must be terminated by resolution as soon as conditions warrant. Proclamations are normally made when there is an actual incident or threat of disaster or extreme peril to the safety of persons and property within the City of Gridley, caused by natural, technological or humancaused situations.
The proclamation of a Local Emergency provides the governing body with the legal authority to:
• If necessary, request that the Governor proclaim a State of Emergency. • Promulgate or suspend orders and regulations necessary to provide for the protection of life and property, including issuing orders or regulations imposing a curfew within designated boundaries. • Exercise full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans, or agreements.
• Request state agencies and other jurisdictions to provide mutual aid. • Require the emergency services of any local official or employee. • Requisition necessary personnel and materials from any local department or agency. • Obtain vital supplies and equipment and, if required, immediately commandeer the same for public use. • Impose penalties for violation of lawful orders.
• Conduct emergency operations without incurring legal liability for performance, or failure of performance. (Note: Article 17 of the Emergency Services Act provides for certain privileges and immunities.)
• Request for Cal OES Secretary’s Concurrence: Local governments can request cost reimbursement from the state for certain disaster–related repair costs under the California Disaster Assistance Act (CDAA) following the proclamation of a Local Emergency. The Secretary’s concurrence with the local proclamation is required for this reimbursement. This step is not required if a Governor’s Proclamation of a State of Emergency is received for the same event.
• Request for the Governor to Proclaim a State of Emergency: When emergency conditions exceed or have the potential to exceed local resources and capabilities, local government may request that the Governor proclaim a State of Emergency. The formal request may be included in the original emergency proclamation or as a separate document. The request must be received within ten days of the event. In addition to providing access to reimbursement for eligible disaster related response and recovery expenditures, a Governor’s City of Gridley - Emergency Operations Plan
June 2026 Page 37
proclamation can facilitate other actions, such as waiver of State regulations impacting response or recovery operations.
• Initial Damage Estimate: The request for a Secretary’s concurrence or a Governor’s proclamation should include a copy of the proclamation document and an Initial Damage Estimate (IDE) that estimates the severity and extent of the damage caused by the emergency. An IDE may not be immediately required for sudden emergencies with widespread impacts, emergencies of significant magnitude, or during fast moving emergencies where immediate response assistance is necessary.
• Analysis of Request: The request and the IDE are reviewed by the Cal OES Region and a recommendation is made to the Governor through the Secretary of Cal OES.
• Proclamation of a State Emergency: The Governor proclaims a State of Emergency based on the formal request from the local governing body and the recommendation of Cal OES. If conditions and time warrant, the Governor drafts and signs a formal State of Emergency Proclamation. The Governor has expanded emergency powers during a proclaimed State of Emergency. The Governor:
o Has the right to exercise police power as deemed necessary, vested in the State Constitution and the laws of California within the designated area.
o Is vested with the power to use and commandeer public and private property and personnel, to ensure all resources within California are available and dedicated to the emergency when requested.
o Can direct all state agencies to utilize and employ personnel, equipment and facilities for the performance of any and all activities designed to prevent or alleviate actual and threatened damage due to the emergency and can direct them to provide supplemental services and equipment to political subdivisions to restore any services in order to provide for the health and safety of the residents of the affected area.
o May make, amend, or rescind orders and regulations during an emergency and temporarily suspend any non-safety-related statutes, ordinances, regulations, or rules that impose restrictions on the emergency response activities.
• Governor’s Proclamation Without a Local Request: A request from the local governing body is not always necessary for the Governor to proclaim a State of Emergency. The Governor can proclaim a State of Emergency if the safety of persons and property in California are threatened by conditions of extreme peril or if the emergency conditions are beyond the emergency response capability and capabilities of the local authorities.
This situation is, however, unusual.
• Proclamation of a State of War Emergency: In addition to a State of Emergency, the Governor can proclaim a State of War Emergency whenever California or the nation is attacked by an enemy of the United States, or upon receipt by California of a warning from the federal government indicating that such an enemy attack is probable or imminent. The powers of the Governor granted under a State of War Emergency are commensurate with those granted under a State of Emergency.
• State Request for a Presidential Declaration: When it is clear that state capabilities will be exceeded, the Governor can request federal assistance, including assistance under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act). The Stafford Act authorizes the President to provide financial and other assistance to state and local governments, certain private nonprofit organizations, and individuals to support response, recovery, and mitigation efforts following Presidential emergency or major disaster declarations.
City of Gridley - Emergency Operations Plan
June 2026 Page 38
• Preliminary Damage Assessment: Upon submission of the request, FEMA coordinates with the state to conduct a Preliminary Damage Assessment (PDA) and determine if the incident is of sufficient severity to require federal assistance under the Stafford Act. This process could take a few days to a week depending on the magnitude of the incident. FEMA uses the results of the PDA to determine if the situation is beyond the combined capabilities of the state and local resources and to verify the need for supplemental federal assistance. The PDA also identifies any unmet needs that may require immediate attention. The PDA may not be required if immediate response assistance is necessary. • Federal Analysis of the State’s Request: The FEMA Regional Administrator assesses the situation and the request and makes a recommendation to the President through the Federal Department of Homeland Security on a course of action. The decision to approve the request is based on such factors as the amount and type of damage, the potential needs of the affected jurisdiction and the state, availability of state and local government resources, the extent and type of insurance in effect, recent disaster history and the state’s hazard mitigation history.
• Federal Declarations without a PDA: If the incident is so severe that the damage is overwhelming and immediately apparent, the President may declare a major disaster immediately without waiting for the PDA process described above.
• Declaration of Emergency or Major Disaster: The President of the United States can declare an Emergency or Major Disaster under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 USC §5121 et seq.), thereby providing federal government resources to support the states’ response and recovery activities.
While Presidential Declarations under the Stafford Act release federal resources and funding to support response and recovery, federal agencies may also provide assistance under other authorities or agreements that do not require a Presidential Declaration.
The sequence of activities occurring for the emergency response and the proclamation process is illustrated in Figure 9 – Response Phase Sequence of Events.
Figure 9 - Response Phase Sequence of Events
City of Gridley - Emergency Operations Plan
June 2026 Page 39
2.4 Continuity of Government (COG) Operations
A major disaster could result in great loss of life and property, including the death or injury of key government officials, the partial or complete destruction of established seats of government, and the destruction of public and private records essential to continued operations of government and industry.
In the aftermath of a major disaster, during the reconstruction period, law and order must be preserved and, so far as possible, government services must be maintained. This can best be done by civil government. To this end, it is particularly essential that the local units of government continue to function.
Applicable portions of the California Government Code and the State Constitution provide authority for the continuity and preservation of state and local government.
For additional information regarding the City of Gridley Continuity of Government, refer to Functional Annex B - Continuity of Government/Continuity of Operations.
2.4.1 City of Gridley Emergency Operations Policy Statement • Limitations: Due to the nature of emergency response, the outcome is not easy to predict. Therefore, it should be recognized that this plan is meant to serve as a guideline and that the outcome of the response may be limited by the scope, magnitude and duration of the event. • Suspension of Routine Activities and Availability of Employees: Day-to-day functions that do not contribute directly to the disaster operation may be suspended for the duration of an emergency. Efforts normally required for routine activities may be redirected to accomplish emergency tasks. During an emergency response, city employees not otherwise assigned emergency/disaster related duties will, unless otherwise restricted, be made available to augment the work of their department, or other city departments, if required.
• Households of Emergency Response Personnel: City employees may not be at peak efficiency or effectiveness during a disaster if the status of their households is unknown or in doubt. Employees who are assigned disaster response duties are encouraged to make arrangements with other employees, friends, neighbors or relatives to check on their immediate families in the event of a disaster and to communicate that information to the employee through the City of Gridley Emergency Operations Center. • Non-Discrimination: All local activities will be carried out in accordance with federal nondiscrimination laws. It is the city’s policy that no service will be denied on the basis of race, religion, national origin, age, sex, marital status, veteran status, sexual orientation or the presence of any sensory, mental or physical disability.
• Citizen Preparedness: This plan does not substitute government services for individual responsibility.
Citizens are expected to be aware of developing events and take appropriate steps to respond in a safe and timely manner. Since the city's resources and personnel may be overwhelmed at the onset of a disaster event, individuals and organizations should be prepared to be self-sufficient following a disaster. The city will make every effort to provide information to the public, via the media and other sources to assist citizens in dealing with the emergency.
2.4.2 Disaster Service Workers
Under California Government Code, Section 3100-3109, all public employees are obligated to serve as Disaster Service Workers (DSW’s). Public employees (civil service) are all persons employed by any county, city, state City of Gridley - Emergency Operations Plan
June 2026 Page 40
agency or public district in the State of California. Disaster Service Workers provide services and support during declared emergencies or disasters.
In the event of a major emergency or disaster, city employees may be called upon to perform certain duties in support of emergency management operations, such as: serve in a position in the EOC, support shelter operations, or work at a logistics base in the field.
• City employees may be required to work at any time during a declared emergency and may be assigned to disaster service work.
• Assignments may require service at locations, times and under conditions other than normal work assignments.
• Disaster Service Worker assignments may include duties within the EOC, in the field or at another designated location.
Under no circumstances will city employees that do not usually have a response role in their day to day responsibilities be asked to perform duties or functions that are hazardous, that they have not been trained to perform or that are beyond their recognized capabilities.
2.5 Continuity of Operations (COOP)
General Guidance
A critical component of the city emergency management strategy involves ensuring that government operations will continue during and after a major emergency or disaster. The ability to maintain essential government functions, including the continuity of lawfully constituted authority, is a responsibility that must be provided for to the greatest extent possible.
For additional information regarding the City of Gridley Continuity of Operations, refer to Functional Annex B - Continuity of Government/Continuity of Operations.
City of Gridley - Emergency Operations Plan
June 2026 Page 41
THIS PAGE INTENTIONALLY LEFT BLANK
City of Gridley - Emergency Operations Plan
June 2026 Page 42
SECTION 3.0 ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES
3.1 Emergency Management Response Levels
The City of Gridley Emergency Operations Plan (EOP) will be activated when an emergency occurs or threatens to exceed capabilities to adequately respond to and mitigate an incident(s). The scope of an emergency, rather than the type, will largely determine whether the EOP and EOC will be activated, and to what level.
For planning purposes, the California Emergency Management Agency (Cal OES) has established three "levels" of response to emergencies. The City of Gridley also employs this system to guide local response to emergencies.
Emergency Response includes the following three levels:
Level One EOC Activation: Level One is a minimum activation. This level may be used for situations which initially only require a few people, e.g., a short term earthquake prediction at condition level one or level two; alerts of storms, tsunamis; or monitoring of a low risk planned event. At a minimum, Level One staffing consists of the EOC Director. Section Coordinators and a situation assessment activity in the Planning and Intelligence Section may be included in this level. Other members of the organization could also be part of this level of activation e.g., the Communications Unit, from the Logistics Section, or an Information Officer.
Level Two EOC Activation: Level Two activation is normally achieved as an increase from Level One or a decrease from Level Three. This activation level is used for emergencies or planned events that would require more than a minimum staff but would not call for a full activation of all organization elements, or less than full staffing. One person may fulfill more than one SEMS function. The EOC Director, in conjunction with the General Staff, will determine the required level of continued activation under Level Two, and demobilize functions or add additional staff to functions as necessary based upon event considerations.
Representatives to the EOC from other agencies or jurisdictions may be required under Level Two to support functional area activations.
Level Three EOC Activation: Level Three activation involves a complete and full activation with all organizational elements at full staffing. Level Three would normally be the initial activation during any major emergency. The numbering sequence of EOC staffing progression is established in the SEMS guidelines and is opposite of the NIMS numbering sequence. Given that the SEMS guideline has been in place since the inception of SEMS, this plan recommends continuing the sequence as established in the SEMS guidance documents.
City of Gridley - Emergency Operations Plan
June 2026 Page 43
EOC Activation Guide
Level Conditions EOC Duties Activation Actions
ZERO
(0)
Normal
No potentialsevere
weather
No increasing
probability of hazard
Maintenance
Monitor world, national,
regional, and local news
and monitor regional
weather forecasts and
space forecasts.
No Activation
Only regularstaff in
normal operations
No actions.
No increasing
national orlocal
tension
No increasing
international tension
ONE
(1)
Severe weather
watch isissued
Flood watch
Wildfire affecting
specific areas
Small incidents
involving one
jurisdiction
Continuousmonitoring of
event
Check & update all
resource lists
Distribute status and
analysis to EOC
personnel;start action
plan
Only Command &
General staff as
needed or as
determined by Director
EOC Section Chiefs
review Plan and
Guidelines and check
readiness ofstaff and
resources.
Earthquake advisory
Situational conditions
warrant
Receive briefing from
field personnel and/or
local jurisdictions as
necessary
Possibility oflocal
unrest
TWO
(2)
Severe weather
warning issued
Wildfire affecting
specific areas
Incidentsinvolving 2
or more jurisdictions
Moderate earthquake
Continuousmonitoring of
event
Initiate EOC start-up
checklist
Facilitate resource
requestsfromlocal
jurisdictions
Staffed as situation
warrants and liaison to
other agencies
Primary EOC personnel
will be available and
check-in regularly
Briefingsto County staff
and Department Heads
Brief Cal OES Regional
Administrator or
Director
EOC activated as
required
Hazardousmaterials
evacuation
Provide status updatesto
EOC personnel
City of Gridley - Emergency Operations Plan
June 2026 Page 44
EOC Activation Guide continued
Level Conditions EOC Duties Activation Actions
Imminent earthquake
alert
Majorscheduled
event
Smallscale civil
unrest
Situational conditions
warrant
THREE
(3)
Severe weather is
occurring
Major emergency in
the County or Region
Incidents occurring
involving heavy
resource involvement
Hazardous conditions
that affect a
significant portion of
the County
Verified and present
threat to critical
facilities
Situational conditions
warrant
Major earthquake
Acts of terrorism
(biological, technical,
other) are imminent
Civil disorder with
relatively large-scale
localized violence
International crisis
deteriorated to the
pointthat widespread
disorder is probable
Brief arriving staff on
current situation
FacilitateOperational
Area EOC staff
Facilitate Resource
Requestsfromlocal
jurisdictions
Facilitate Resource
Requeststo State OES
As determined by the
Director
EOC essential and
necessary Command&
General staff
Key department heads
Required supportstaff
Representativesfrom
other agencies and
jurisdictions
Full EOC activation
Gridley City EOC will be activated and staffed accordingly by city personnel and representatives from allied agencies, jurisdictions, and organizations as appropriate.
City of Gridley - Emergency Operations Plan
June 2026 Page 45
3.1.1 National Emergency
In the event of a declared National Emergency, the Gridley City EOC could be activated and all elements of local government organized to respond to the indicated threat. A National Emergency may occur due to a real or potential act of terrorism or other catastrophic event that affects the country, including the City of Gridley and surrounding jurisdictions.
For additional information regarding the City of Gridley Direction and Control and EOC Functions, refer to Functional Annex A - Direction and Control.
City of Gridley - Emergency Operations Plan
June 2026 Page 46
3.2 City Department/Allied Agency EOC Organization Assignments In the event of an EOC activation, each city department and selected allied agencies are assigned specific functions to support emergency management operations. These assignments may involve direct participation within the EOC or provide indirect support. See the Responsibility Matrix below for Primary (P) and Support (S) roles for each city department/organization.
City of Gridley County Other
AdministrationFire DepartmentPolice DepartmentInformation TechnologyRecreation DepartmentPlanningFinance DepartmentPublic Works / Utilities (Electric)Building departmentHuman ResourcesOffice of Emergency ManagementEnvironmental HealthPublic HealthSocial ServicesSheriffSchool DistrictAmerican Red Cross/Other NGOsState/Federal Agencies Action Planning P P S
Alerting and Warning S S P S S
Animal Care P S S
Care and Shelter P S S S
Construction & Engineering S P
Coroner P
Damage Assessment S S S P
Debris Clearance S P P
Evacuation P S
Facilities S P
Finance/Administration P
Fire and Rescue P
Flood Control S P S S
Hazardous Materials P S
I.T. & Telecommunications P
Law Enforcement P S
Legal Considerations P S
Management P S S S
Medical/Health P P S
Personnel P
Procurement P S
Public Information P S S S S
Public Works P
Services & Support P
Situation Status S S S S S P S S S S S S S S S S S S
Transportation S P
Utilities P
Vital Records P
P=Primary S=Support
3.2.1 Director of Emergency Services
During a local level emergency or disaster, the City Administrator as the Director of Emergency Services coordinates citywide emergency operations with the Assistant Director of Emergency Services (Chief of Police or designee) and Gridley’s mutual aid partners. During an emergency the City Administrator, to the extent deemed necessary, has complete authority over
City of Gridley - Emergency Operations Plan
June 2026 Page 47
all City of Gridley department personnel and resources as directed in the Municipal Code. (Gridley Municipal Code, Chapter 2.20-Emergency Organization)
3.3 Role of the Private Sector
3.3.1 Gridley Residents
The residents of Gridley are the primary beneficiaries of the city’s emergency management system. At the same time, residents play an important role in emergency management by ensuring that they and their families are prepared for disasters. Before an emergency, residents can assist the emergency management effort by taking first aid training, maintaining supplies and being prepared to evacuate or shelter in-place for several days.
Many residents join disaster volunteer programs such as the American Red Cross (ARC) and remain ready to volunteer or support emergency response and recovery efforts. During an emergency, residents should monitor emergency communications and carefully follow directions from authorities. By being prepared, residents can better serve their family, and their community and reduce demands on first responders.
3.3.2 Populations with Access and Functional Needs
According to the U.S. Census of 2000 there are almost 6 million people who identify as having a disability in California. Populations with access and functional needs include those members of the community that may have additional needs before, during, and after an incident in functional areas, including but not limited to maintaining independence, communication, transportation, supervision, and medical care.
Individuals in need of additional response assistance may include those who:
• Have disabilities
• Live in institutionalized settings
• Are elderly
• Are children
• Are from diverse cultures
• Have limited English proficiency or are non-English speaking; or who do not have transportation.
Lessons learned from recent emergencies concerning people with disabilities and older adults have shown that the existing paradigm of emergency planning, implementation and response must change to meet the needs of these groups during an emergency. These lessons show four areas that are repeatedly identified as most important to people with disabilities and older adults:
• Communications and Public Information – Emergency notification systems must be accessible to ensure effective communication for people who are deaf/hard of hearing, blind/low vision, or deaf/blind. • Evacuation and Transportation – Evacuation plans must incorporate disability and older adult transportation providers for identifying and the movement of people with mobility impairments and those with transportation disadvantages.
• Sheltering – Care and shelter plans must address the access and functional needs of people with disabilities and older adults to allow for sheltering in general population shelters. • Americans with Disabilities Act - When shelter facilities are activated, the state will work with local officials to ensure they accommodate the provisions of the Americans with Disabilities Act (ADA).
City of Gridley - Emergency Operations Plan
June 2026 Page 48
3.3.3 At-Risk Individuals
Another perspective is to consider the needs of people who are not in contact with traditional emergency service providers. These people may feel they cannot comfortably or safely access and use the standard resources offered in preparedness, response and recovery. These include, but are not limited to individuals who are:
• Homeless
• Without transportation
• Out of hearing range of community alert sirens
• Without radio or television to know they need to take action • Without access to telephones
• Visiting or temporarily residing in an impacted region • Not familiar with available emergency response and recovery resources • Limited in their understanding of English, and
• Geographically or culturally isolated.
3.3.4 Businesses
Much of Gridley’s critical infrastructure is owned or maintained by businesses and must be protected during a response to ensure a quick and complete recovery from an emergency. These same businesses provide valuable resources before, during and after an emergency and play a critical role in meeting the needs of those impacted by an emergency.
Target Hazards: Some key industries are potential targets for terrorist attacks and must institute measures to prevent attacks and protect their infrastructure and the surrounding community. This requires businesses to coordinate with federal, state and local governments to ensure that their emergency plans are integrated with government plans.
Hazardous Materials Area Plans: Some industries are required by law or regulation to have emergency operations procedures to address a variety of hazards. The Cal OES Hazardous Materials Program requires businesses that handle hazardous materials that meet certain quantity or risk thresholds must submit Business Program Plans and Risk Management Plans to the Butte County Certified Unified Program Agency (CUPA) or Administering Agency (AA). The AA can then develop Hazardous Materials Area Plans to respond to a release of hazardous materials within Butte County.
Business Emergency Plans: This plan recommends that all businesses develop comprehensive emergency plans that include employee injury and illness prevention programs, business resumption and continuity of operations elements. A comprehensive business emergency plan can assist the business and the community at-large by providing:
o Information to the employees to protect themselves and their families from the effects of likely emergencies.
o A business emergency organization with identified positions having clear and specific emergency roles, responsibilities, delegated authority and identified successors. o An identification of actions necessary to protect company property and records during emergencies.
o A listing of critical products and services.
City of Gridley - Emergency Operations Plan
June 2026 Page 49
o Production shut-down procedures.
o A company command post.
o Alternate work sites.
o Methods and channels of communication.
o Contacts with local emergency management officials.
o A method to provide and accept goods and services from other companies.
Business Operations Centers: This plan also promotes the use of business operations centers to enhance public and private coordination. Local governments can effectively coordinate with businesses by establishing a business operations center that is linked to their existing emergency operations center.
3.3.5 Volunteer Organizations
The City of Gridley recognizes the value and importance of organizations that perform voluntary services in their community. These organizations have resources which can augment emergency response and recovery efforts.
Examples of voluntary organizations are:
• City of Gridley Volunteers: Volunteers who are already connected to the City of Gridley prior to an emergency can be a great asset during a disaster.
o Volunteer Firefighters.
o Volunteers in Police Services (VIPS)
o Animal Shelter Friends.
• American Red Cross (ARC): The American Red Cross Northeastern Chapter is very active when disaster threatens or strikes a member of our community. The Red Cross provides shelter, food and health and mental health services to address basic human needs to enable them to resume normal daily activities. The American Red Cross Northeastern Chapter Regional Offices are located at 2125 East Onstott Road, Yuba City, CA 95991 or go to their website at www.arcnec.org. • Examples of additional volunteer organizations in Gridley are:
o Kiwanis
o Knights of Columbus
o Lions Club
o Rotary Club
o Moose Lodge
o Quota Club
o Faith-based Organizations.
3.3.6 Public-Private Partnerships
The private sector provides valuable assistance and resources to support emergency response and recovery activities. The goal of the Public-Private Partnership is to advise on:
• Appropriate agreements to provide for quick access to emergency supplies and essential services in order to minimize the need to stockpile such supplies during normal times. • Logistic measures required to quickly deliver needed supplies and services to affected areas.
City of Gridley - Emergency Operations Plan
June 2026 Page 50
• Methods to utilize non-profit and private sector capabilities to increase the surge capacity of local agencies responding to emergencies.
• Methods to promote the integration of the non-profit and private sectors into the emergency services system so that people can be better informed and prepared for emergencies. • Systems that aid business and economic recovery after an emergency.
City of Gridley - Emergency Operations Plan
June 2026 Page 51
THIS PAGE INTENTIONALLY LEFT BLANK
City of Gridley - Emergency Operations Plan
June 2026 Page 52
SECTION 4.0 DIRECTION, CONTROL AND COORDINATION
Responsibility for emergency response is based on statutory authority. The emergency response is coordinated under SEMS, which provides a flexible adaptable and expandable response organization to address local hazards of varying magnitude and complexity.
• Command and Control: During response to minor or moderate events, the City of Gridley may manage the emergency with existing resources. The Emergency Operations Center (EOC) may not be activated under this scenario. Personnel that are part of a field level emergency response will utilize the Incident Command System (ICS) to manage and direct on-scene operations. • Field/EOC Communications and Coordination: The Gridley EOC is activated to support field operations when an emergency requires additional resources, or when requested resources exceed that which is available from within the jurisdiction. Field Incident Commanders and the City EOC will establish communications when the EOC is activated. The Gridley EOC will communicate with the Butte Operational Area EOC and the Butte Operational Are EOC will communicate with the Inland Region Emergency Operations Center (REOC) and the REOC will communicate with the State Operations Center (SOC). • Multi-Agency Coordination: Larger scale emergencies involve one or more responsible jurisdictions and or multiple agencies. Management personnel from the responsible jurisdictions form a Unified command and/or a Multi-Agency Coordination (MAC) group. Provision is made for situation assessment, determining resources requirements, establishing a logistical system and allocating resources. Various emergency operations centers, dispatch centers and other essential facilities located in or adjacent to the affected area are activated at this time.
4.1 EOC Coordination with Other Government Levels and the Private Sector
4.1.1 Coordination with Field Response Level
Communications and coordination must be established between the EOC and field responders who are responding within the city boundaries. This is accomplished through coordination with the Department Operations Centers (DOC), when activated, and as necessary through the City EOC.
4.1.2 Coordination with Butte Operational Area and Member Jurisdictions Direct communications and coordination will be established between Butte County and any Operational Area member jurisdictions activated EOC. Additionally, as time permits, communications will be established by the county with other member jurisdictions that have not activated their EOCs. Initially, communications will be established by any means available and with whoever is available, regardless of their functional EOC position. Ideally, communications and coordination amongst the cities and special district EOCs will occur along functional lines.
A department representative from any jurisdiction within the OA that has activated its EOC may request to have a liaison at the City’s EOC; this will be coordinated through the Butte OA EOC or the Emergency Services Officer if the County EOC is not activated. Due to space limitations, this would only be recommended during complex or large operations between the city and other Butte OA members.
4.1.3 Coordination with the County and Special Districts The emergency response role of county and special districts is generally focused on restoring their normal services or functional area of responsibility. During disasters, some types of special districts will be more extensively involved City of Gridley - Emergency Operations Plan
June 2026 Page 53
in the emergency response by directly coordinating, communicating, and assisting local governments (for instance utilizing school districts for incidents involving shelters, school facilities, or the children.) If a special district does not send a representative to the EOC, then the Liaison Officer in the EOC will be responsible for establishing communications and coordination with the special district liaison.
4.1.4 Coordination with the Inland Region Emergency Operations Center Communications with the Inland Region Emergency Operations Center (REOC) are conducted through the Butte Operational Area. The REOC will work with the OA directly on behalf of the city and the methods are described as follows:
• Primary Method - The REOC sends a field representative to the Operational Area. • Alternate Method - The Operational Area and the REOC coordinate through various telecommunications systems.
Coordination and communications between the Butte County EOC and the Inland REOC will occur between the five SEMS functions. Direct coordination and communications will also be established between the Operational Area Mutual Aid Coordinators, who are located in the County EOC, and the Region's Mutual Aid Coordinator, who may be located in the REOC.
4.1.5 Coordination with State and Federal Field Response There are some instances where a state or federal agency will have a field response. State agency field responses may result from a flood fight effort, oil spill, hazardous materials accident on a highway or other hazard scenarios.
Federal field response could result from the same scenarios or a military aircraft accident, and/or terrorism incidents.
When a state agency or federal agency is involved in field operations, coordination may be established with the City EOC. State or federal agencies operating in the field may be found in any ICS section, branch, or unit or part of a Unified Command. The agency’s responsibilities in responding to the incident will determine their location in the organization. Per NIMS, any multi-agency response will require the formation of a Unified Command structure.
4.1.6 Coordination with Volunteers and the Private Sector Within Butte County, coordination of response activities with non-governmental organizations may occur. Privatelyowned utilities, such as PG&E will frequently send representatives to activated EOCs to facilitate coordination of critical facility restoration. The County EOC will address volunteer requests from the general public by directing them to the logistics section or the Emergency Volunteer Center (EVC) if activated. Other private sector corporate interests may contact the EOC through the appropriate liaisons to express their interest in assisting in response and recovery operations.
For additional information regarding the City of Gridley Direction and Control and EOC Functions, refer to Functional Annex A - Direction and Control.
City of Gridley - Emergency Operations Plan
June 2026 Page 54
THIS PAGE INTENTIONALLY LEFT BLANK
City of Gridley - Emergency Operations Plan
June 2026 Page 55
SECTION 5.0 INFORMATION COLLECTION AND DISSEMINATION
5.1 Action Planning
The use of Action Plans in the Gridley EOC provides a clear and measurable process for identifying objectives and priorities for a given event. Action Planning is an important management tool that involves:
• Process for identifying priorities and objectives for emergency response or recovery efforts. • Plans which document the priorities and objectives, and the tasks and personnel assignments associated with meeting the objectives.
The Action Planning process should involve the EOC Director, and Section Chiefs (one from each Section), Department Heads / Agency Representatives along with other EOC staff, as needed. such as agency representatives The EOC Director is responsible for approving the plan.
5.1.1 Planning Requirements
The initial EOC Action Plan may be a verbal plan that is developed during the first hour or two following EOC activation. A verbal plan may also be utilized for incidents involving a limited scope, short duration (less than 12 hours) and a limited number of response personnel. An EOC Action Plan shall be developed whenever the EOC is activated, either partially or fully. The general guideline for use of a written versus a verbal action plan is when:
• Two or more jurisdictions are involved;
• The incident continues into another planning or operational period; • A number of organizational elements have been activated; and • It is required by agency policy.
The EOC Action Plan addresses a specific operational period which may vary in length from a few hours to days depending on the circumstances. The plan should be regularly reviewed and evaluated throughout the operational period and revised or updated as warranted.
5.1.2 Plan Elements
The elements to be included in the EOC Action Plan are:
• Operational period covered by the plan.
• Identify parts of EOC organization that have been activated on an organization chart. • Assignment of primary and support personnel and material resources to specific tasks and locations. • Describe any logistical or technical support to be provided and by whom. • State the objectives (attainable, measurable and flexible) to be accomplished. • Establish the current priorities to meet the objectives. • Describe the strategy to be utilized to achieve the objectives.
In addition to the required elements listed above, the Action Plan may also include:
• Specific departmental mission assignments.
• Policy and/or cost constraints.
• Any inter-agency considerations.
City of Gridley - Emergency Operations Plan
June 2026 Page 56
5.1.3 Planning Responsibilities
Primary responsibility for developing the EOC Action Plan rests with the Planning Section. However, development of the plan requires the active participation of the EOC Management and General Staff. The Operations Section, in particular, must work closely with the Planning Section during Action Plan development. When indicated, the Planning Section Chief (position may be filled by the fire department) will request specific technical experts to provide input to the plan. The EOC Director is responsible for approving the plan.
For those incidents requiring close coordination with external agencies, (e.g., Cal OES, state first response agencies, and special districts, etc.), their input should also be included in the Action Planning process.
For additional information regarding the City of Gridley Action Planning, refer to Functional Annex A - Direction and Control.
5.2 EOC Reporting
Information may be sent to city departments, EOC personnel, the Butte Operational Area and other key agencies using radio, telephone, email, internet or fax. Regardless of the method of communication, all data should be verified prior to transmission. If unverified data must be transmitted, it should be clearly designated as unconfirmed information. The Gridley EOC should transmit the following reports to DOCs, if activated, city departments, and the Butte OA EOC:
5.2.1 Preliminary Reports
Preliminary Reports are used during the first two hours of an emergency to provide an initial picture of the scope and magnitude of the situation.
5.2.2 Situation Reports
Situation Reports are brief narratives that present a concise picture of the emergency situation and are prepared for specific time periods.
• At the beginning of an emergency response, the EOC Management and Planning staff will determine appropriate times for submitting data and issuing Situation Reports. • The Situation Report is intended for use after the first two hours of an emergency and can be updated as requested or needed.
• The Inland Region Situation Status forms contain the information presented on the Situation Report form.
The information may be transmitted via the Internet or fax.
5.2.3 Flash Reports
Flash Reports are used for transmitting critical, time-sensitive information outside regularly scheduled Preliminary Reports or Situation Reports. For example, a Flash Report would be used to report an impending dam failure or a receipt of a Federal Declaration of a Major Disaster.
Oral Flash Reports may precede written reports. The written report later serves as confirmation and documentation.
5.2.4 Documentation
Unit/activity logs are used to record significant events, communications and actions associated with an emergency for a given operational period or shift. Each EOC staff position is responsible for maintaining a unit/activity log.
City of Gridley - Emergency Operations Plan
June 2026 Page 57
All copies of reports, SEMS forms, and logs must be submitted to the Planning Section, Documentation Unit, prior to the close of each operational period (or prior to EOC deactivation if operations do not require multiple shifts).
5.2.5 Status Boards
Status Boards are erasable boards or projections from computer systems located around the EOC. The Status Boards provide decision-makers and EOC staff with essential information such as road closures, shelter location information, river gauge levels etc., at a glance.
5.3 EOC Reporting Systems
The State of California has an internet based information reporting system for use during emergencies. The purpose of the Response Information Management System (RIMS) is to improve the state’s ability to respond to major disasters. The system will increase the level of service and efficiency by improving the state’s ability to:
• Respond to, manage and coordinate requests for resources • Collect, process, and disseminate information during and after a disaster
5.4 Emergency Public Information
Emergency Public Information is a priority of utmost importance during emergencies and disasters. City government has a primary responsibility to provide accurate and timely information to the public regarding conditions, threats, and protective measures. To avoid conflicts and confusion, the Emergency Public Information function operates best when centralized and coordinated among all involved jurisdictions, agencies and organizations.
City of Gridley - Emergency Operations Plan
June 2026 Page 58
THIS PAGE INTENTIONALLY LEFT BLANK
City of Gridley - Emergency Operations Plan
June 2026 Page 59
SECTION 6.0 COMMUNICATIONS
In coordination with established public safety warning protocols, the activated EOC will manage the dissemination of timely and adequate warnings to threatened populations in the most effective manner possible. Warning information will be issued as quickly as a threat is detected, using the most direct and effective means possible.
6.1 Warning Responsibility
When the EOC is not activated, the City Police Departments will coordinate the dissemination of official alerts and warnings to the general public and allied agencies using available methods. This alert and warning activity will be coordinated through the City PIO, the dispatch center and other available alert and warning mechanisms available to the city.
6.2 Warning and Alert Mechanisms
Depending upon the threat and time availability, the EOC will initiate alerts and warnings utilizing any of the following methods:
• Activation of the Emergency Alert System (EAS)
• Activation of the Emergency Digital Information System (EDIS) • Activation of the California Law Enforcement Mutual Aid Radio System (CLEMARS) • Activation of the Telephonic Alert and Warning System • Media broadcast alerts
As in any emergency, the effectiveness of any warning will be dependent upon many factors including:
• Time availability
• Initial notice of threat
• Time of day
• Language barriers
• Receiving challenges for the hearing and sight impaired
6.3 Warning Conditions
Typically, warnings will be issued during periods of flash flooding, major hazardous materials incidents, public health emergencies, fast moving fires, severe weather conditions, and potential acts of violence. However, warnings may be issued wherever a threat is perceived and the potential for safeguarding public safety is possible through rapid alerting.
For additional information regarding the City of Gridley Communications and Warning procedures, refer to Functional Annex C - Communications and Warning.
City of Gridley - Emergency Operations Plan
June 2026 Page 60
THIS PAGE INTENTIONALLY LEFT BLANK
City of Gridley - Emergency Operations Plan
June 2026 Page 61
SECTION 7.0 ADMINISTRATION, FINANCE AND LOGISTICS
ADMINISTRATION
Introduction
The Administration function 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.
7.1 Damage Assessment
Damage Assessment is the process of identifying and quantifying damages that occur as a result of a disaster. The objective of the damage assessment is to provide situational awareness to the EOC about the state of critical and essential functions to help facilitate the move from response into recovery. It also facilitates the decisions to appropriately direct resources and teams. Additionally, the damage assessment results are used as the initial basis to justify or determine state or federal assistance. Damage assessment is conducted in two phases:
7.1.1 Initial Damage Estimate (IDE)
This assessment begins immediately after the incident occurs and helps to determine life safety issues, identify the hardest hit areas and to estimate the damaged infrastructure. The initial damage assessment determines whether more detailed damage assessments are necessary and identifies those areas where further efforts should be concentrated.
7.1.2 Preliminary Damage Assessment (PDA)
This assessment is done to verify the initial damage assessment (especially for state/federal assistance) and gather additional information on areas or functions that are going to require additional resources so recovery can be prioritized.
7.2 Process
7.2.1 Windshield Surveys
Following a disaster, on-duty fire, police and public works field units perform windshield surveys. The survey is done quickly, without exiting the vehicle and includes a brief observation of the structure or area for obvious damages. The Red Cross also may conduct windshield surveys, if requested. Windshield surveys may also be used to develop the Initial Damage Estimate (IDE) discussed in the previous section.
7.2.2 Safety Assessment
As soon as possible following the emergency event, a Rapid Safety Assessment is conducted on occupied buildings and pre-designated essential facilities (e.g., occupied structures, access roads, bridges, utilities etc.) The assessment involves an immediate visual inspection by Safety Assessment Teams (SATs) assigned by the EOC Safety Assessment staff to identify unsafe structures/area and obvious hazards.
Unsafe structures are evacuated immediately, hazardous conditions are secured and occupied buildings are posted as Unsafe, Restricted Use or Inspected, as indicated. The inspection and assessment process will be performed in accordance with the Applied Technology Council (ATC-20-2) Procedures for Post Earthquake Safety Evacuation of Buildings. Mutual aid for the conduct of these assessments can be obtained through the Safety Assessment Program, overseen by Cal OES.
7.2.3 Detailed Inspection
Based on findings from the SAT’s, detailed inspections are performed on damaged facilities by personnel assigned by the EOC Safety Assessment staff. This inspection includes a more thorough examination to City of Gridley - Emergency Operations Plan
June 2026 Page 62
document damages, identify repair, bracing and shoring requirements, evaluate the initial posting of occupied structures and identify facilities that require an engineering assessment. The condition of occupied structures may be upgraded or downgraded based on the results of the inspection.
7.2.4 Engineering Assessment
Licensed engineers conduct detailed assessments on damaged structures and facilities to prepare plans for repairs, reconstruction and engineering cost estimates. Depending on the type of facility and the nature of the damage, civil, structural, mechanical, and other specialty engineering services may be contracted, or requested through the Butte OA EOC.
7.2.5 Damage Assessment Chronology Summary
Refer to Figure 10 - Damage Assessment Chronology Summary Chart on the following page:
City of Gridley - Emergency Operations Plan
June 2026 Page 63
Damage Assessment Chronology
Time Frame Purpose Method/Teams
Windshield Survey
0-12 hours post-event Locate and identify casualties and hazards to aid the direction of
response efforts.
1. Windshield Survey Form
2. Police, Fire and Public Works
field units, and ARC
Safety Assessment
0-24 hours post-event Identify life safety problems, obvious structural or utility damage. Includes
assessment of roads, bridges,
tunnels, and access areas.
Buildings are posted “Unsafe” (Red),
“Restricted Use” (Yellow), or
“Inspected” (Green). The
assessment is also used to identify
requirements for barricades.
1. ATC-20-2 Rapid Evaluation
Safety Assessment Form
2. Safety Assessment Teams
assigned by the EOC Safety
Assessment staff
Detailed Damage Assessment
24 hours to 1 week post-event Identify and document damage and initial cost estimates. Inspect
structures, bridges, tunnels, water
lines, fire alarm systems, sewer
lines, streetlights, and roadways. The
assessment is also used to prepare
for emergency repairs,
bracing and shoring.
1. ATC-20-2 Detailed Evaluation
Safety Assessment Form
2. ATC-20-2 Fixed Equipment
Checklist
3. Safety Assessment Teams
assigned by the EOC Safety
Assessment staff
Engineering Assessment
1 week to 2 months post-event A quantitative engineering evaluation of damage. This assessment is
used to prepare plans for permanent
repairs and to prepare engineering
cost estimates.
1. Engineers and architects
2. Consulting structural, mechanical
and geotechnical engineers
Figure 10 - Damage Assessment Chronology Summary Chart
City of Gridley - Emergency Operations Plan
June 2026 Page 64
7.3 Documenting and Reporting Damage Assessments
7.3.1 Reporting
Any damage that endangers life safety, the operation of a facility or damage that could result in additional damage will be reported immediately to the EOC Operations Section via phone or radio. Copies of all damage reports are forwarded to the Planning Section for review, analysis and posting on status boards, as indicated.
7.3.2 Windshield Survey
Field units report hazards or major damage to the assigned EOC Operations Section Chief or designee via phone or radio.
7.3.3 Safety Assessment
The results of safety assessments are reported by SATs to the assigned Operations Section Safety Assessment staff via phone or radio. Based on the results of these assessments, initial response strategies and priorities may be received by the Operations Section Chief.
7.3.4 Detailed Damage Assessment
Each SAT submits its findings in writing on the appropriate form to the EOC Safety Assessment staff. The Safety Assessment staff arrange for further engineering assessments based on the findings from this assessment. Copies of all forms are forwarded to the Planning Section for the Situation/Status Report.
7.3.5 Engineering Evaluation
Each SAT submits its findings in writing to the EOC Safety Assessment staff. The engineering reports will include all supporting materials, such as drawings, calculations, cost estimates, etc, and will be used to develop, repair and reconstruct plans.
7.3.6 Documentation
Police, Fire and Public Works field units conduct the Windshield Surveys and document their findings. The information may be reported verbally to the EOC, or to the appropriate Law, Fire or Public Works representative who in turn records the information.
Inspections and assessments are recorded by assigned SATs on the appropriate ATC-20-2 forms and photographs are taken of all damages observed. Where indicated, appropriate maps and schematics are attached to the ATC-20-2 forms. Completed forms, photographs and schematics are forwarded to the EOC Planning Section as soon as practical.
7.4 After Action Reporting
The Standardized Emergency Management System (SEMS) and National Incident Management System (NIMS) protocols 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 (AAR) to Cal OES within 90 days of the close of the incident period.
The after-action report will provide, at a minimum, the following:
• response actions taken
• application of SEMS
• suggested modifications to SEMS
• necessary modifications to plans and procedures
City of Gridley - Emergency Operations Plan
June 2026 Page 65
• training needs
• recovery activities to date
The after-action report will serve as a source for documenting the City of Gridley emergency response activities and identifying areas of concern and successes. It will also be utilized to develop 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 attachments, and will also address specific areas of the response, 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 Coordinator (Police Department or designee) is responsible for the completion and distribution of the after-action report to the City Administrator and Department Directors as well as ensuring that it is sent to the California Emergency Management Agency (Cal OES) within the required 90 day timeframe.
For Gridley, the after-action report’s primary audience will be Cal OES and city employees, including management.
As public documents, they are accessible to anyone who requests a copy and will be made available through the Gridley Police Department.
The after-action reports will be written in simple language, well structured, brief and well presented, and geared to the primary audience.
FINANCE
7.5 Expenditure Tracking
The city may be reimbursed from insurance, state and/or federal sources for disaster-related expenses. The purpose of this section is to provide guidance on the record keeping requirements for claiming such expenses.
7.5.1 Eligible Expenses
Eligible costs are extraordinary costs incurred while providing emergency services required by the direct impact of a declared disaster and which service is the responsibility of the applicant agency. Eligible costs are generally considered to be the net costs over and above any increased revenue or subsidy for the emergency service. Ineligible expenses include costs for standby personnel and/or equipment and lost revenue.
7.5.2 Recordkeeping Requirements
State and federal governments require detailed information to support claims for reimbursement. Funding will be approved or denied based upon the information supplied by applicant agencies. Documentation supporting all costs claimed will be required, and all information must relate back to individual original source records. The following guidelines should be followed when documenting disaster-related reimbursable expenses:
• Costs and revenues associated with emergency operations should be segregated from normal operating expenses.
City of Gridley - Emergency Operations Plan
June 2026 Page 66
• Separate records should be maintained for each vehicle and piece of heavy equipment used for emergency operations.
• Vehicle and equipment documentation should include the miles and/or hours operated by location and by operator.
• Vehicle operating expenses should include fuel, tires, tubes and maintenance. • Labor costs should be compiled separate from vehicle and/or equipment expenses. • Equipment documentation should include exactly where the equipment was used and for what; hours and minutes used; and the name of the equipment operator if applicable. • Revenues and subsidies for emergency operations must be subtracted from any costs claimed. • Requisitions, purchase orders, and invoices must be maintained for all supplies, materials and equipment expenses claimed.
• Costs for supplies and materials must include documentation of exactly where resources were used and for what purpose.
• All noncompetitive procurements must be justified.
Expenditure tracking should commence upon notice or obvious occurrence of disasters that require expense of labor, equipment use, materials, and other expenses. The Incident Commander(s), EOC Director, and EOC staff are responsible for maintaining written records of all disaster-related personnel overtime, requests for supplies, equipment and contract personnel, and receipts for emergency purchases of supplies, equipment and other disasterrelated expenses. The city will activate a special coding for emergency expenditure tracking which is used for both labor and equipment.
The Finance Section will compile reports, including total expenditures by category. The Finance Section Chief will submit a summary report on total costs to the EOC Director as requested. This information will be used for state and federal disaster assistance applications. The expenditure data and documentation is vital to state and federal agencies for requesting financial assistance during and after the disaster.
For more information on state and federal disaster assistance programs refer to Functional Annex E - Recovery and Mitigation.
LOGISTICS
7.6 Resource Management
7.6 1 Resource Priorities
When activated, the City of Gridley EOC establishes priorities for resource allocation during the emergency. All city resources are considered part of a pool, which may be allocated by the City EOC to fulfill priority missions. Each department retains control of its non-assigned resources until released for an emergency assignment by the EOC.
City of Gridley - Emergency Operations Plan
June 2026 Page 67
7.6.2 Resource Requests
Resource Requests will be made through one of the following processes:
• Discipline-specific (usually Fire and Law) mutual aid systems: Requests for resources that are normally within the inventories of the mutual aid system will go from local coordinator to Operational Area Mutual Aid Coordinator to the Regional Mutual Aid Coordinator.
• All other resource requests will be made through the logistics function at each level.
Resource requests from jurisdictions within the city will be coordinated with the Butte OA EOC to determine if the resource is available internally or other more appropriate sources located within the OA. Emergency Management Mutual Aid Coordinators at each level will keep the Operations Chiefs informed of the status of resource requests and allocations. Coordinators at each level will communicate and coordinate with each other to maintain current status on resource requests and allocations within the disaster area.
Resource requests from the City of Gridley EOC to the Butte OA EOC may be verbally requested then will be documented. Available resources will be allocated to the requesting local government field Incident Commander. If requests for a specific resource exceed the supply, the available resources will be allocated consistently with the priorities established through the action planning process. The Section Chiefs in the City EOC are responsible for ensuring that priorities are followed.
Resource requests for equipment, personnel or technical assistance not available to the city should be coordinated with the Butte OA EOC to the Inland Region REOC. Once the resource requested is coordinated, approved and deployed, the Resource Status Unit, in coordination with various Operations Branches, is responsible for tracking the resource.
7.6.3 Emergency Resource Directory
The City of Gridley will work with Butte County Emergency Management to access the Countywide Emergency Resource Directory (ERD) maintained by the Butte County Department of General Services. The ERD lists available vendors, supplies, and equipment that can be available during a disaster situation.
City of Gridley - Emergency Operations Plan
June 2026 Page 68
THIS PAGE INTENTIONALLY LEFT BLANK
City of Gridley - Emergency Operations Plan
June 2026 Page 69
SECTION 8.0 PREPAREDNESS, TRAINING AND EXERCISES
8.1 Preparedness Planning
City government conducts a wide array of emergency planning activities. Planning efforts include development of internal operational documents as well as interagency response plans having multi-jurisdictional participation.
In addition to the planning activities conducted, the city departments develop internal preparedness and contingency plans to ensure provision of government services and maintenance of departmental functions during disasters. The Department Operations Plan (DOP) is an integral supporting component of the master Emergency Operations Plan (EOP).
Emergency readiness cannot be conducted within a vacuum. The city is responsible for working with all city departments, special districts and allied agencies that are considered a component of the Gridley Emergency Organization. Such coordination extends to the following activities:
• Interagency plan development
• Interagency training coordination
• Interagency exercise development and presentation
• Interagency response management
• Interagency emergency public information activities
Additionally, the Public Safety Director acts as the city government’s key representative and lead agent for day-today emergency management activities such as: mitigation, preparedness, response, and recovery. Non-emergency functions include planning, training and exercise development, preparedness presentations, interagency coordination, hazard assessment, development of preparedness and mitigation strategies, grant administration and support to city response agencies.
8.1.1 Community Preparedness and Awareness
The public's response to any emergency is based on an understanding of the nature of the emergency, the potential hazards, the likely response of emergency services, and knowledge of what individuals and groups should do to increase their chances of survival and recovery.
Public awareness and education prior to an emergency or disaster will directly affect Gridley’s emergency operations and recovery efforts. For this reason, the City of Gridley will make emergency preparedness information from county, state and federal sources available to the member jurisdictions and our citizens upon request.
8.1.2 Preparedness Actions
In identifying general preparedness actions, city government works with community based organizations, faith-based organizations, other local governments/special districts, private industry, preparedness groups, and other entities to provide information relating to individual and group preparedness.
Government is limited in its ability to provide endless services and support during times of disaster, so public preparedness is essential for ensuring individual and organizational safety and protection.
8.2 Readiness Training
The Emergency Services Coordinator (Police Department or designee) will notify holders of this plan of training opportunities associated with emergency management and operations. Individual city departments and agencies City of Gridley - Emergency Operations Plan
June 2026 Page 70
within the City of Gridley are responsible for maintaining training records. Jurisdictions and agencies having assigned functions under this plan are encouraged to ensure that assigned personnel are properly trained to carry out these tasks.
The Emergency Services Coordinator (Police Department or designee) will develop and execute a comprehensive training program for emergency management topics on an annual basis. The established training schedule will include applicable courses of instruction and education that cover management subjects. Such instruction shall meet or exceed the State SEMS and Federal NIMS training requirements.
8.3 Exercise and Evaluation
Elements of this plan will be exercised regularly. The Police Department will conduct emergency preparedness exercises, in accordance with its annual exercise schedule, following appropriate state and federal guidance.
Deficiencies identified during scheduled exercise activities will result in the development of a corrective action plan to initiate appropriate corrections.
The planning for, development and execution of all emergency exercises will involve close coordination between all city departments, allied agencies, special districts, and supporting community and public service organizations.
The primary focus will be to establish a framework for inter-organizational exercise collaboration in coordination with local hazard response and recovery planning and training activities, conducted within the City of Gridley Emergency exercise activity will be scheduled as to follow state and federal guidance and program requirements.
Exercise activity will follow the Homeland Security Exercise and Evaluation Program (HSEEP) guidance and may be designed as one or more of the following exercise types:
• Drills
• Seminars (Workshops)
• Tabletop Exercises (TTX)
• Functional Exercises (FE)
• Full Scale Exercises (FSE)
City of Gridley - Emergency Operations Plan
June 2026 Page 71
THIS PAGE INTENTIONALLY LEFT BLANK
City of Gridley - Emergency Operations Plan
June 2026 Page 72
SECTION 9.0 PLAN DEVELOPMENT AND MAINTENANCE
9.1 Plan Development and Maintenance Responsibility
This plan is developed under the authority conveyed to the Emergency Services Coordinator (Police Department or designee) in accordance with the City’s Director of Emergency Services and Disaster Council who has the primary responsibility for ensuring that necessary changes and revisions to this plan are prepared, coordinated, published, and distributed.
9.2 Review and Updating
This plan and its supporting documents or annexes, such as Continuity of Operations, Direction and Control or Recovery, will be reviewed annually, with a full document update conducted minimally every three (3) years.
Changes to the plan will be published and distributed to all involved departments and organizations. Recommended changes will be received by the Emergency Services Coordinator (Police Department or designee), reviewed and distributed for comment on a regular basis.
Elements of this plan may also be modified by the Emergency Services Coordinator (Police Department or designee) any time state or federal mandates, operational requirements, or legal statute so require. Once distributed, new editions to this plan shall supplant older versions and render them inoperable.
City of Gridley - Emergency Operations Plan
June 2026 Page 73
THIS PAGE INTENTIONALLY LEFT BLANK
City of Gridley - Emergency Operations Plan
June 2026 Page 74
SECTION 10.0 AUTHORITIES AND REFERENCES
10.1 Authorities
Federal
• Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, 42 U.S.C. 5121, et seq., as amended • Homeland Security Presidential Directive 5, Management of Domestic Incidents, February 28, 2003 • Homeland Security Presidential Directive 8, National Preparedness, December 17, 2003 • The Code of Federal Regulations, Title 44, Chapter 1, Federal Emergency Management Agency, October 1, 2007
State
• California Emergency Services Act (CA government Code Section 8550 et. seq.) • California Disaster Assistance Act (CA government Code Section 8680 et. seq.) • California Code of Regulations Title 19, (Standardized Emergency Management System and California Disaster Assistance Act))
• California Disaster and Civil Defense Master Mutual Aid Agreement County
• Butte County Ordinance, Chapter 8-Emergency Services of the Butte County Municipal Code • Butte County Resolution adopting the California Master Mutual Aid Agreement • Butte County Resolution relating to Emergency Operations within Butte County • Butte County Resolution adopting the Emergency Operations Plan, 2022 City
• Gridley Municipal Code: Chapter 8-Disasters and Emergencies
10.2 References
Federal
• National Response Framework (As revised)
• National Incident Management System (NIMS)
• Comprehensive Preparedness Guide (CPG) 101
State
• California State Emergency Plan, July 2009 edition
• Standardized Emergency Management System (SEMS)
• California Disaster Assistance Act (CDAA)
• California Law Enforcement Mutual Aid Plan
• California Fire and Rescue Mutual Aid Plan
• Continuity of Government in California (Article IV, Section 21 of the State Constitution) • Preservation of Local Government
County
• Butte County Emergency Operations Plan, 2022 edition
City
• Gridley Emergency Operations Plan, 2005 edition
City of Gridley - Emergency Operations Plan
June 2026 Page 75
GLOSSARY OF TERMS
Action Plan: 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.
All Hazards: Refers to a policy or programthat is designed to deal with a variety of natural and technological hazards.
Agency: A division of government with a specific function offering a particular kind of assistance. In the Incident Command System (ICS), agencies are defined either as jurisdictional (having statutory responsibility for incident management) or as assisting or cooperating (providing resources or other assistance). Governmental organizations are most often in charge of an incident, though in certain circumstances private sector organizations may be included. Additionally, Non-Governmental Organizations (NGOs) may be included to provide support.
Catastrophe: Any natural or manmade incident, including terrorismthat results in extraordinary levels of mass casualties, damage, or disruption severely affecting the population, infrastructure, environment, economy, national morale, and/or government functions.
Command: The act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority.
Command/Management: Command is responsible for the directing, ordering, and/or controlling of resources at the field response level. Management is responsible for overall emergency policy and coordination at the SEMS EOC levels.
Command Post: See Incident Command Post.
Command Staff: The Command Staff at the SEMS Field Level consists of the Information Officer, Safety Officer and Liaison Officer. They report directly to the Incident Commander. They may have an assistant or assistants, as needed. These officers are also found at the EOC levels in SEMS and they report directly to the EOC Director and comprise the Management Staff. They may have an assistant or assistants, as needed.
Common Terminology: Normally used words and phrases-avoids the use of different words/phrases to provide consistency and allow diverse incident management and support organizations to work together across a wide variety of incident management functions and hazard scenarios.
Continuity of Government (COG): Includes measures to ensure continued leadership and preservation of vital records, thereby maintaining a viable system of government supported by law; establish emergency authorities legally vested in government leaders so that they have prescribed powers to act; ensure survivability of mechanisms and systems for direction and control so that actions directed by leaders can be communicated and coordinated; sustain essential emergency services and resources so that critical response and recovery actions can achieve widest possible implementation.
Continuity of Operations Planning (COOP): An internal effort within an organization to assure that the capability exists to continue essential business functions across a wide range of potential emergencies, including localized acts of nature, accidents, and technological and/or attack/terrorist-related emergencies. Accordingly, an effective Emergency Management Program (EMP) not only addresses the four phases of mitigation, preparedness, response and recovery, but includes COOP planning activities to ensure that ancillary, and support functions would continue, with little or no interruption.
Critical Infrastructure: Systems and assets, whether physical or virtual, are vital to the City of Gridley that the incapacity or destruction of such systems and assets would have a debilitating impact on security, local economic security, local public health or safety, or any combination of those matters.
Department Operations Center: A centralized location for a single department or agency where their internal incident management and response takes place.
City of Gridley - Emergency Operations Plan
June 2026 Page 76
Disaster: A sudden and extraordinary misfortune; a calamity which threatens or affects extraordinary loss of life or property.
Disaster Service Worker (DSW): All public employees in California are subject to such emergency or disaster activities as may be assigned by their supervisors or by law.
Emergency: A condition of disaster or of extreme peril to the safety of persons and property within the state caused by such conditions as air pollution, fire, flood, hazardous material incident, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestations or disease, the Governor's warning of an earthquake or volcanic prediction, or an earthquake or other conditions, other than conditions resulting from a labor controversy.
Emergency Alert System (EAS): An established system to enable the President, federal, state, and local jurisdiction authorities to disseminate emergency information to the public via the Commercial Broadcast System. Composed of amplitude modulation (AM), frequency modulation (FM), television broadcasters, and the cable industry. Formerly known as the Emergency Broadcast System(EBS).
Emergency Management: The discipline and the profession of applying science, technology, planning, and management to deal with extreme events that can injure or kill large numbers of people, do extensive damage to property and disrupt community life. As a process it involves preparing, mitigating, responding and recovering from an emergency. Critical functional components include planning, training, simulating drills (exercises), and coordinating activities.
Emergency Operations Center (EOC): A centralized location where individuals responsible for responding to a large scale emergency can have immediate communication with each other and with emergency management personnel for the purpose of enhancing coordination in exercising direction and control of emergency response and recovery efforts.
Emergency Operations Plan (EOP): The EOP is the document that describes strategies for managing emergency situations.
Emergency Response Agency: Any organization responding to an emergency, whether in the field, at the scene of an incident, or to an EOC, in response to an emergency, or providing mutual aid support to such an organization.
Emergency Response Personnel: The personnel involved with an agency's response to an emergency.
Emergency Resource Directory (ERD): A directory containing information on agency or organization personnel emergency certifications and qualifications and vendor and support organization supplies, equipment, etc. that may be needed during an emergency. Supplies and equipment can include such items as potable water tenders, portable toilets, heavy equipment, prepared meals, bulk foodstuffs, cost, rental office trailers, etc. To the extent possible and when appropriate, equipment should be typed by capability according to a common and accepted typing schematic. Emergency resource directories should only include those items likely to be needed by the preparing agency or organization in the performance of their duties and should not attempt to include everything that may be needed in any emergency.
Evacuation: The process of moving persons out of an area affected or potentially affected by a disaster situation.
Federal Coordinating Officer (FCO): The individual appointed by the Federal Emergency Management Agency Director (by delegation of authority fromthe President) to coordinate assistance in a federally-declared disaster.
Federal Disaster Area: An area of a state (oftentimes defined by counties) that is declared eligible for federal disaster relief under the Stafford Act. These declarations are made by the President usually as a result of a request made by the Governor of the affected state.
City of Gridley - Emergency Operations Plan
June 2026 Page 77
Federal Emergency Management Agency (FEMA): An agency created in 1979 to provide a single point of accountability for all federal activities related to disaster mitigation, preparedness, response, and recovery. FEMA manages the President’s Disaster Relief Fund, and coordinates the disaster assistance activities of all federal agencies in the event of a presidential disaster declaration.
Federal Emergency Response Team: An interagency team, consisting of the lead representative from each federal department or agency assigned primary responsibility for an Emergency Support Function and key members of the Federal Coordinating Officer’s staff, formed to assist the Federal Coordinating Officer in carrying out his/her coordination responsibilities. The Emergency Response Team provides a forum for coordinating the overall federal response, reporting on the conduct of specific operations, exchanging information, and resolving issues related to Emergency Support Functions and other response requirements. Emergency Response Teammembers respond to and meet as requested by the Federal Coordinating Officer. The Emergency Response Team may be expanded by the Federal Coordinating Officer to include designated representatives of other Federal departments and agencies as needed.
Full-Scale Exercise: An activity intended to evaluate the operational capability of emergency management systems in an interactive manner over a substantial period of time. It involves the testing of a major portion of the emergency plan and organizations in a highly stressful environment. It includes the mobilization of personnel and resources to demonstrate coordination and response capabilities. The EOC is activated and field command posts may be established. A full-scale exercise is always formally evaluated.
Functional Annex: A document that supplements the Emergency Operations Plan, which provides further planning information for a specific aspect of emergency management.
Functional Exercise: An activity designed to test or evaluate the capability of individual or multiple emergency management functions. It is more complex than a tabletop exercise in that activities are usually under time constraints and are followed by an evaluation or critique. It usually takes place in some type of coordination or operating center. The use of outside resources is often simulated. No field units are used.
Governor’s Authorized Representative (GAR): An individual authorized by the Governor to sign amendments to the Federal-State Agreement and to verify the grant applications from the state and local jurisdictions.
Hazardous Materials Team: A termused to describe a team of highly skilled professionals who specialize in dealing with hazardous material incidents.
Hazard Mitigation Grant Program: A program authorized under Section 404 of the Stafford Act, which provides funding for hazard mitigation projects that are cost effective and complement existing post-disaster mitigation programs and activities by providing funding for beneficial mitigation measures that are not funded through other programs.
Incident: An occurrence or event, either human-caused or by natural phenomena, that requires action by emergency response personnel to prevent or minimize loss of life or damage to property and/or natural resources.
Incident Action Plan: 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.
Incident Commander: The individual responsible for the command of all functions at the field response level.
Incident Command Post (ICP): The ICP is the location where the Incident Commander operates during response operations. There is only one ICP for each incident or event, but it may change locations during the event. Every incident or event must have some form of an Incident Command Post. The ICP may be located in a vehicle, trailer, tent, or within a City of Gridley - Emergency Operations Plan
June 2026 Page 78
building. The ICP will be positioned outside of the present and potential hazard zone but close enough to the incident to maintain command.
Incident Command System (ICS): A nationally used standardized on-scene emergency management concept specifically designed to allow its user(s) to adopt an integrated organizational structure equal to the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS is the field level component of SEMS. It is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, with responsibility for the management of resources to effectively accomplish stated objectives pertinent to an incident.
Individual Assistance: Supplementary federal assistance available under the Stafford Act to individuals, families, and businesses which includes disaster housing assistance, unemployment assistance, grants, loans, legal services, crisis counseling, tax relief, and other services or relief programs.
Joint Information Center (JIC): A facility established to coordinate all incident-related public information activities. It is the central point of contact for all news media. Public information officials from all participating agencies should co-locate at the JIC.
Joint Information System (JIS): Integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, accurate, accessible, timely and complete information during crisis or incident operations.
The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages; developing, recommending and executing public information plans and strategies on behalf of the IC; advising the IC concerning public affairs issues that could affect a response effort; and controlling rumors and inaccurate information that could undermine public confidence in the emergency response effort.
Key Resources: Any publicly or privately controlled resources essential to the minimal operations of the economy and government.
Local Government: Local agencies as defined in Government Code §8680.2 and special districts as defined in California Code of Regulations, Title19, Division 2, Chapter 5, CDAA, §2900(y).
Major Disaster: As defined in federal law, is “ any hurricane, tornado, storm, flood, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, drought, fire, explosion, or other technological or human caused catastrophe in any part of the United States which, in the determination of the President, causes damage of sufficient severity and magnitude to warrant major disaster assistance in alleviating the damage, loss, hardship, or suffering caused thereby.”
Master Mutual Aid Agreement: The California Disaster and Civil Defense Master Mutual Aid Agreement made and entered into by and among the State of California, its various departments and agencies, and the various political subdivisions of the State. The agreement provides for support of one jurisdiction by another.
Mitigation: Activities taken to eliminate or reduce the degree of risk to life and property from hazards, either prior to or following a disaster or emergency.
Mobilization: A process of activating resources including personnel, equipment and supplies. The process would include notification, reporting, and setup to attain full or partial readiness to initiate response and recovery actions.
Multi-agency or inter-agency coordination: The participation of agencies and disciplines involved at any level of the SEMS organization, working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.
City of Gridley - Emergency Operations Plan
June 2026 Page 79
Mutual Aid: Voluntary aid and assistance in the event that a disaster should occur, by the interchange of services and facilities, including, but not limited to: fire, police, medical and health, communication, and transportation services and facilities, to cope with the problems of rescue, relief, evacuation, rehabilitation, and reconstruction which would arise in the event of a disaster. Mutual aid is designed to ensure that adequate resources, facilities, and other support are provided to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation.
Mutual Aid Region: A subdivision of the state emergency services organization, established to facilitate the coordination of mutual aid and other emergency operations within an area of the state, consisting of two or more county Operational Areas.
National Response Framework (NRF): A national level plan developed by the Federal Emergency Management Agency (FEMA) in coordination with 26 federal departments and agencies plus the American Red Cross.
National Warning System (NAWAS): The federal portion of the Civil Defense Warning System, used for the dissemination of warnings and other emergency information from the FEMA National or Regional Warning Centers to Warning Points in each state. Also used by the State Warning Points to disseminate information to local Primary Warning Points. Provides warning information to state and local jurisdictions concerning severe weather, earthquake, flooding, and other activities which affect public safety.
Operational Area: An intermediate level of the state emergency services organization, consisting of a county and all political subdivisions within the county area. The Operational Area is a special purpose organization created to prepare for and coordinate the response to emergencies within a county area. Each county is designated as an Operational Area. An Operational Area may be used by the county and the 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 operating centers and the operating centers of the political subdivisions comprising the operational area.
TheOperational Area augments, but does not replace any member jurisdiction.
Preliminary Damage Assessment (PDA): The joint local, state, and federal analysis of damage that has occurred during a disaster and which may result in a Presidential declaration of disaster. The Preliminary Damage Assessment is documented through surveys, photographs, and other written information.
Preliminary Damage Assessment Team: An ad hoc group that comes together after a disaster whose main purpose is to determine the level of disaster declaration that is warranted. The team usually consists of federal, state, and local representatives to do an initial damage evaluation to sites damaged.
Preparedness: Actions taken in advance of an emergency to develop operational capabilities and facilitate an effective response in the event an emergency occurs. Preparedness measures include continuity of government, emergency communications, emergency operations centers, emergency operations plans, emergency public information materials, public education programs, exercise of plans, mutual aid agreements, stocking of disaster supplies, training of emergency response personnel, and warning systems.
Presidential Declaration: A formal declaration by the President that an Emergency or Major Disaster exists based upon the request for such a declaration by the Governor and with the verification of FEMA preliminary damage assessments.
Private Sector: Organizations and entities that are not part of any governmental structure. The private sector includes forprofit and not-for-profit organizations, formal and informal structures, commerce and industry.
Protocols: Sets of established guidelines for actions (which may be designated by individuals, teams, functions, or capabilities) under various specified conditions.
Political Subdivision: Any city, city and county, county, district, or other local governmental agency or public agency authorized by law.
City of Gridley - Emergency Operations Plan
June 2026 Page 80
Public Assistance (PA): Supplementary federal assistance provided under the Stafford Act to state and local jurisdictions, special purpose districts, Native Americans, or eligible private, nonprofit organizations.
Public Assistance Officer (PAO): A member of the FEMA Regional Director’s staff who is responsible for management of the Public Assistance Program.
Public Information: Processes, procedures and systems for communicating timely, accurate and accessible information on the incident’s cause, size and current situation; resources committed; and other matters of general interest to the public, responders and additional stakeholders (both directly affected and indirectly affected).
Public Information Officer (PIO): A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for interfacing with the public and media and/or with other agencies with incident-related information requirements.
Recovery: An activity to return vital life support systems to minimum operating standards and long-termactivity designed to return life to normal or improved levels, including some formof economic viability. Recovery measures include, but are not limited to: crisis counseling, damage assessment, debris clearance, disaster loans and grants, disaster unemployment assistance, public information, reassessment of emergency plans, reconstruction, temporary housing and business resumption full scale.
Resource Management: Efficient emergency management and incident response requires a system for identifying available resources at all jurisdictional levels to enable timely and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under NIMS includes mutual aid agreements and assistance agreements; the use of special federal, state, tribal and local teams; and resource mobilization protocols.
Resources: Personnel and major items of equipment, supplies and facilities available or potentially available for assignment to incident operations and for which status is maintained. Resources are described by kind and type and may be used in operational support or supervisory capacities at an incident or at an EOC.
Response: Actions taken immediately before, during, or directly after an emergency occurs, to save lives, minimize damage to property and the environment, and enhance the effectiveness of recovery. Response measures include, but are not limited to, emergency plan activation, emergency alert system activation, emergency instructions to the public, emergency medical assistance, staffing the emergency operations center, public official alerting, reception and care, shelter and evacuation, search and rescue, resourcemobilization, and warning systems activation.
Robert T. Stafford Disaster Relief and Emergency Assistance Act: (Public Law 93-288, as amended by Public Law 100- 707) - The act that authorizes the greatest single source of federal disaster assistance. It authorizes coordination of the activities of federal, state, and volunteer agencies operating under their own authorities in providing disaster assistance, provision of direct federal assistance as necessary, and provision of financial grants to individuals and families. This act is commonly referred to as the Stafford Act.
Safety Officer: A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for monitoring incident operations and advising the IC on all matters relating to operational safety, including the health and safety of emergency responder personnel. The Safety Officermay have assistants.
Section: The organizational level having responsibility for a major functional area of incident or EOC Management, (e.g.
Operations, Planning, Logistics, Finance/Administration).
Situation Report: Often contains confirmed or verified information regarding the specific details relating to the incident.
City of Gridley - Emergency Operations Plan
June 2026 Page 81
Span of Control: The number of resources for which a supervisor is responsible, usually expressed as the ratio of supervisors to individuals. (Under NIMS, an appropriate span of control is between 1:3 and 1:7, with optimal being 1:5.) Special District: A unit of local government (other than a city, county, or city and county) with authority or responsibility to own, operate and maintain systems, programs, services, or projects (as defined in California Code of Regulations (CCR) Section 2900(s) for purposes of natural disaster assistance. This may include a joint powers authority established under Section 6500 et. seq. of the Code.
Standardized Emergency Management System (SEMS): That consistent set of rules and procedures governing the overall operational control or coordination of emergency operations specified in CCR Title 19, Division 2, §2400 et sec. It identifies at each level of the statewide emergency organization the direction of field forces and the coordination of joint efforts of government and private agencies. The Incident Command System (ICS) is the field level component of SEMS.
State of Emergency: A governmental declaration that may suspend some normal functions of government, alert citizens to change their normal behaviors, or order government agencies to implement emergency operations plans.
Tabletop Exercise: An activity in which officials and key staff or others with emergency responsibilities are gathered together informally to discuss simulated emergency situations. It is designed to elicit constructive discussion by the participants without time constraints. Participants evaluate plans and procedures and resolve questions of coordination and assignment of responsibilities in a non-threatening format underminimumstress.
Vital Records: The essential agency records that are needed to meet operational responsibilities under national security emergencies or other emergency or disaster conditions (emergency operating records), or to protect the legal and financial rights of the Government and those affected by Government activities (legal and financial rights records).
Volunteer: For purposes of NIMS, a volunteer is any individual accepted to perform services by the lead agency (which has authority to accept volunteer services) when the individual performs services without promise, expectation, or receipt of compensation for services performed. See 16 U.S.C. 742f(c) and 29 CFR 553.101.
Windshield Survey: A quick visual overview of the affected disaster area performed within the first 24 hours after the disaster.
City of Gridley - Emergency Operations Plan
June 2026 Page 82
ACRONYMS
ACRONYMS
A
AAR After Action Report
AFN Access and Functional Needs
ARC American Red Cross
ATC Air Traffic Control
ATC-20-2 Applied Technology Council (20-2 refers to the training course for building inspectors) B
BOS Board of Supervisors
C
Cal-EMA California Emergency Management Agency
CAHAN California Health Alert Network
CBP Customs and Border Protection
CDAA California Disaster Assistance Act
CERT Community Emergency Response Team
CGC California Government Code
CGS California Geological Survey
CISD Critical Incident Stress Debriefing
COG Continuity of Government
COOP Continuity of Operations
D
DCF Disaster Control Function
DHS Department of Homeland Security
DMC Debris Management Center
DOC Department Operations Center
DOP Department Operations Plan
DRC Disaster Recovery Center
DSW Disaster Service Worker
E
EAP Emergency Action Plan
EAS Emergency Alert System
EDIS Emergency Digital Information System
EMS Emergency Medical Services
EMO Emergency Management Organization
EOC Emergency Operations Center
EOP Emergency Operations Plan
ERC Emergency Response Coordinator
City of Gridley - Emergency Operations Plan
June 2026 Page 83
ESA Emergency Services Act
F
FAA Federal Aviation Administration
FCO Federal Coordinating Officer
FE Functional Exercise
FEMA Federal Emergency Management Agency
FMAG Fire Management Assistance Grant
FSE Full Scale Exercise
G
GAR Governor’s Authorized Representative
GAR Governor’s Action Request
H
HM Hazard Mitigation
HMGP Hazard Mitigation Grant Program
HSPD Homeland Security Presidential Directive
I
IAP Incident Action Plan
IC Incident Commander
ICP Incident Command Post
ICS Incident Command System
IDE Initial Damage Estimate
IMT Incident Management Team
IT Information Technology
J
JFO Joint Field Office
JIC Joint Information Center
L
LAC Local Assistance Center
M
MACS Multi-Agency Coordination System
MBO Management by Objectives
MCI Multi-Casualty Incident
MHOAC Medical Health Operational Area Coordinator
MOU Memorandum of Understanding
N
NAWAS National Warning System
NIMS National Incident Management System
City of Gridley - Emergency Operations Plan
June 2026 Page 84
NFIP National Flood Insurance Program
NRF National Response Framework
NWS National Weather Service
O
OA Operational Area
OASIS Operational Area Satellite Information System
OEM Office of Emergency Management
OES Office of Emergency Services
P
PA Public Assistance
PAO Public Assistance Officer
PDA Preliminary Damage Assessment
PDM Pre-Disaster Mitigation
PSAP Public Safety Answering Point
PIO Public Information Officer
PGE Pacific Gas and Electric
R
RDMHC Regional Disaster Medical Health Coordinator
REOC Regional Emergency Operations Center
RIMS Response Information Management System
S
SAP Safety Assessment Program
SAT Safety Assessment Team
SCO State Coordinating Officer
SEMS Standardized Emergency Management System
SRRCS Sacramento Regional Radio Communications System
SOP Standard Operating Procedure
T
TTX Tabletop Exercise
U
USGS United States Geological Survey
V
VIPS Volunteers in Policing Services
City of Gridley - Emergency Operations Plan
June 2026 Page 85
SUPPORTING DOCUMENTS
City of Gridley
City of Gridley - Emergency Operations Plan
June 2026 Page 86
THIS PAGE INTENTIONALLY LEFT BLANK
City of Gridley - Emergency Operations Plan
June 2026 Page 87
Sample Proclamations
RESOLUTION PROCLAIMING EXISTENCE OF A LOCAL EMERGENCY
(by City Council)
WHEREAS, Ordinance No. of the City of Gridley empowers the City Council to proclaim the existence or threatened existence of a local emergency when said city is affected or likely to be affected by a public calamity; and
WHEREAS, said City Council has been requested by the Director of Emergency Services* of said city to proclaim the existence of a local emergency therein; and WHEREAS, said City Council does hereby find:
That conditions of extreme peril to the safety of persons and property have arisen within said city, caused by _ ;
(fire, flood, storm, epidemic, riot, earthquake, drought, energy shortage, or other causes) commencing on or about .m. on the day of , 20 ); and
That the aforesaid conditions of extreme peril warrant and necessitate the proclamation of the existence of a local emergency;
NOW, THEREFORE, IT IS HEREBY PROCLAIMED that a local emergency now exists throughout said city; and
IT IS HEREBY FURTHER PROCLAIMED AND ORDERED that during the existence of said local emergency the powers, functions, and duties of the Director of Emergency Services* and the emergency organization of this city shall be those prescribed by state law, by ordinances, and resolutions of this city and approved by the City Council on , 20 .
IT IS FURTHER PROCLAIMED AND ORDERED that said local emergency shall be deemed to continue to exist until its termination is proclaimed by the City Council of the City of , State of California.**
Dated: CITY COUNCIL
ATTEST: City of Gridley
* Use appropriate title, as established by ordinance.
** Section 8630 of the Government Code provides: “...(c) (1) The governing body shall review, at its regularly scheduled meetings until the local emergency is terminated, the need for continuing the local emergency. However, in no event shall a review take place more than 21 days after the previous review. (2) Notwithstanding paragraph (1), if the governing body meets weekly, it shall review the need for continuing the local emergency at least every 14 days, until the local emergency is terminated. (d) The governing body shall proclaim the termination of the local emergency at the earliest possible date that conditions warrant.” City of Gridley - Emergency Operations Plan
June 2026 Page 88
RESOLUTION PROCLAIMING EXISTENCE OF A LOCAL EMERGENCY*
(by Director of Emergency Services)**
WHEREAS, Ordinance No. of the City of Gridley empowers the Director of Emergency Services** to proclaim the existence or threatened existence of a local emergency when said city is affected or likely to be affected by a public calamity and the City Council is not in session; and WHEREAS, the Director of Emergency Services** of the City of Gridley does hereby find; That conditions of extreme peril to the safety of persons and property have arisen within said city, caused
by ; and ;
(fire, flood, storm, epidemic, riot, earthquake, drought, energy shortage, or other causes) That the City Council of the City of Gridley is not in session (and cannot immediately be called into session);
NOW, THEREFORE, IT IS HEREBY PROCLAIMED that a local emergency now exists throughout said city; and
IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said local emergency the powers, functions, and duties of the emergency organization of this city shall be those prescribed by state law, by ordinances, and resolutions of this city, and by the City of Gridley Emergency Operations Plan, as approved by the City Council on , 20 .
Dated: By:
Director of Emergency Services**
City of Gridley
* This form may be used when the director is authorized by ordinance to issue such a proclamation. Section 8630of the Government Code provides: “...Whenever a local emergency is proclaimed by an official designated by ordinance, the local emergency shall not remain in effect for a period in excess of seven days unless it has been ratified by the governing body ...” ** Use appropriate title, as established by ordinance.
City of Gridley - Emergency Operations Plan
June 2026 Page 89
RESOLUTION CONFIRMING EXISTENCE OF A LOCAL EMERGENCY*
WHEREAS, Ordinance No. of the City of Gridley empowers the Director of Emergency Services** to proclaim the existence or threatened existence of a local emergency when said city is affected or likely to be affected by a public calamity and the City Council is not in session, subject to ratification by the City Council within seven days; and WHEREAS, conditions of extreme peril to the safety of persons and property have arisen within this city, caused
by
(fire, flood, storm, epidemic, riot, earthquake, drought, energy shortage, or other causes) commencing on or about .m. on the day of , 20 , at which time the City Council of the City of Gridley was not in session; and
WHEREAS, said City Council does hereby find that the aforesaid conditions of extreme peril did warrant and necessitate the proclamation of the existence of a local emergency; and WHEREAS, the Director of Emergency Services** of the City of Gridley did proclaim the existence of a local emergency within said city on the day of , 20 ; NOW, THEREFORE, IT IS HEREBY PROCLAIMED AND ORDERED that said local emergency shall be deemed to continue to exist until its termination is proclaimed by the City Council of the City of Gridley, State of California.***
Dated: CITY COUNCIL
ATTEST: City of Gridley
* This form may be used by a City Council to ratify the proclamation of existence of a local emergency, issued by the Director of Emergency Services.
** Use appropriate title, as established by ordinance.
*** Section 8630 of the Government Code provides: “...(c) (1) The governing body shall review, at its regularly scheduled meetings until the local emergency is terminated, the need for continuing the local emergency. However, in no event shall a review take place more than 21 days after the previous review. (2) Notwithstanding paragraph (1), if the governing body meets weekly, it shall review the need for continuing the local emergency at least every 14 days, until the local emergency is terminated. (d) The governing body shall proclaim the termination of the local emergency at the earliest possible date that conditions warrant.” City of Gridley - Emergency Operations Plan
June 2026 Page 90
RESOLUTION REQUESTING GOVERNOR TO
PROCLAIM A STATE OF EMERGENCY
WHEREAS, on , 20 , the City Council of the City of Gridley found that due to
;
(fire, flood, storm, epidemic, riot, earthquake, drought, energy shortage, or other causes) a condition of extreme peril to life and property did exist within said city; and WHEREAS, in accordance with state law, the City Council proclaimed an emergency did exist throughout said
City; and
WHEREAS, it has now been found that local resources are unable to cope with the effects of said emergency;
NOW, THEREFORE, IT IS HEREBY PROCLAIMED AND ORDERED that a copy of this resolution be forwarded to the Governor of California with the request that he proclaim the City of Gridley to be in a state of emergency; and
IT IS FURTHER ORDERED that a copy of this resolution be forwarded to the Secretary of the California Emergency Management Agency (CalOES); and
IT IS FURTHER RESOLVED that ,
(Title) , is thereby designated as the authorized representative for public assistance and ,
(Title) , is hereby designated as the authorized representative for individual assistance of the City of Gridley for the purpose of receipt, processing, and coordination of all inquiries and requirements necessary to obtain available state and federal assistance.
Dated : CITY COUNCIL
ATTEST: City of Gridley
City of Gridley - Emergency Operations Plan
June 2026 Page 91
LOCAL RESOLUTION REQUESTING SECRETARY, CALIFORNIA EMERGENCY MANAGEMENT AGENCY’ (Cal OES) CONCURRENCE IN LOCAL EMERGENCIES* WHEREAS, on , 20 , the City Council of the City of Gridley found that due to
;
(fire, flood, storm, epidemic, riot, earthquake, drought, energy shortage, or other causes) a condition of extreme peril to life and property did exist within said city; and WHEREAS, in accordance with state law the City Council now proclaims an emergency does exist throughout said City;
NOW, THEREFORE, IT IS HEREBY PROCLAIMED AND ORDERED that a copy of this resolution be forwarded to the Secretary of the California Emergency Management Agency (CalOES) with a request that he find it acceptable in accordance with provisions of the California Disaster Assistance Act; and IT IS FURTHER RESOLVED that ,
(Title) , is hereby designated as the authorized representative of the City of Gridley for the purpose of receipt, processing, and coordination of all inquiries and requirements necessary to obtain available state assistance.
Dated: CITY COUNCIL
ATTEST: City of Gridley
* Proclamation of local emergency must be made within 10 days of the disaster occurrence in order to qualify for assistance under the California Disaster Assistance Act.
Note: Attach list of damaged Public Facilities showing location and estimated cost of repairs.
City of Gridley - Emergency Operations Plan
June 2026 Page 92
RESOLUTION PROCLAIMING TERMINATION OF LOCAL EMERGENCY
WHEREAS, a local emergency existed in the City of Gridley in accordance with the resolution thereof by the City Council on the day of , 20 , or Director of Emergency Services* on the day of , 20 , and its ratification by the City Council on the day of , 20 , as a result of conditions of extreme peril to the safety of persons and property caused by ;
and
(fire, flood, storm, epidemic, riot, earthquake, drought, energy shortage, or other causes) WHEREAS, the situation resulting from said conditions of extreme peril is now deemed to be within the control of the normal protective services, personnel, equipment, and facilities of and within said City of ;
NOW, THEREFORE, the City Council of the City of Gridley, State of California, does hereby proclaim the termination of said local emergency.
Dated: CITY COUNCIL
ATTEST: City of Gridley
* Use appropriate title, as established by ordinance.
City of Gridley - Emergency Operations Plan
June 2026 Page 93
City of Gridley Municipal Code
To view the language contained in Chapter 2.20 – Emergency Organizations of the City of Gridley Municipal Code, go to their website at : https://codelibrary.amlegal.com/codes/gridley/latest/overview City of Gridley - Emergency Operations Plan
June 2026 Page 94
Sample Press Statement
TEMPLATE PRESS STATEMENT
CONTACT: (Name of contact)
PHONE: (Number of contact)
Date of release: (Date) FOR IMMEDIATE RELEASE
Two to three sentences describing what happened and expressing empathy on the situation.
Two to three sentences describing what is currently happening in response to the incident.
Two to three sentences listing protective actions for community and actions that will be taken in the future.
Contact information, ways to get more information and other resources.
City of Gridley - Emergency Operations Plan
June 2026 Page 95
HAZARD/THREAT SPECIFC
APPENDICES
City of Gridley
Hazard or Threat Specific Appendices
June 2026- Emergency Operations Plan Page 2
Table of Contents
Hazard Appendix 1 - Flooding and Levee Failure/Dam Failure.................................................................................................... 3 Flooding/Levee Failure ......................................................................................................................................................... 3 Dam Failure ......................................................................................................................................................................... 4 Hazard Appendix 2 –Severe Weather........................................................................................................................................ 5 Severe/Extreme Weather...................................................................................................................................................... 5 Hazard Appendix 3 – Wildfire-Urban Interface............................................................................................................................ 7 Wildfire ................................................................................................................................................................................ 7 Hazard Appendix 4 - Earthquake............................................................................................................................................... 8 Earthquake .......................................................................................................................................................................... 8 Hazard Appendix 5 – Hazardous Materials ................................................................................................................................ 9 HazardousMaterials Incidents .............................................................................................................................................. 9 Hazard Appendix 6 – Landslide/Mudslide.................................................................................................................................13 Hazard Appendix 7 – Insect Infestation....................................................................................................................................12 Hazard Appendix 8 – Public Health/Epidemics.........................................................................................................................13 Hazard Appendix 9 – Transportation Incidents.........................................................................................................................15 Transportation Incidents .....................................................................................................................................................15 Hazard Appendix 10 - Terrorism..............................................................................................................................................18 Terrorism...........................................................................................................................................................................18 Hazard Appendix 11 -– Civil Disorder and Violent Encounters ..................................................................................................19 Civil Disorder......................................................................................................................................................................19 Hazard or Threat Specific Appendices
June 2026- Emergency Operations Plan Page 3
Hazard Appendix 1 - Flooding and Levee Failure/Dam Failure Flooding/Levee Failure
Hazard Definition
A flood is defined as an overflowing of water onto an area of land that is normally dry. Floods generally occur from natural causes, usually weather-related, such as a sudden snow melt, often in conjunction with a wet or rainy spring or with sudden and very heavy rainfalls. Floods can, however, result from human causes as a dam impoundment bursting. Dam break floods are usually associated with intense rainfall or prolonged flood conditions.
The primary effect of flooding is the threat to life and property. People and animals may drown; structures and their contents may be washed away or destroyed; roads, bridges, and railroad tracks may be washed out; and crops may be destroyed.
Floods may also create health hazards due to the discharge of raw sewage from damaged septic tank leach fields, sewer lines, and sewage treatment plants and due to flammable, explosive, or toxic materials carried off by flood waters. In addition, vital public services may be disrupted.
Floods are generally classed as either slow-rise or flash floods. Slow-rise floods may be preceded by a warning time lasting from hours, to days, or possibly weeks. Evacuation and sand bagging for a slow rise flood may lessen flood related damage. Conversely, flash floods are the most difficult to prepare for due to the extremely short warning time, if available at all. Flash flood warnings usually require immediate evacuation within the hour. On some occasions, adequate warning may be impossible.
Once flooding begins, personnel will be needed to assist in rescuing persons trapped by flood waters, securing utilities, cordoning off flood areas, and controlling traffic. The Public Health Department would be actively involved in addressing the public health impact of a flood, such as disease and environmental health issues. These actions may overwhelm local agencies, and additional personnel and resources may be required. It is anticipated that existing mutual aid resources would be used as necessary to augment local resources.
Local Situation
The probability and severity of flooding in the City of Gridley is categorized as low to high with the main risk within the city being the potential for localized stormwater after a heavy rainstorm.
Hazard or Threat Specific Appendices
June 2026- Emergency Operations Plan Page 4
Dam Failure
Hazard Definition
A dam failure is the partial or complete collapse of an impoundment, with the associated downstream flooding. Flooding of the area below the dam may occur as the result of structural failure of the dam, overtopping, or a seethe. Dam failures are caused by natural and manmade conditions. The list of causes includes earthquake, erosion of the face or foundation, improper siting, structural/design flaws, and prolonged rainfall and flooding. The primary danger associated with a dam failure is the swift, unpredictable flooding of those areas immediately downstream of the dam.
A dam failure will cause loss of life, damage to property, and other ensuing hazards, as well as the displacement of persons residing in the inundation path. Damage to electric transmission lines could impact life support systems in communities outside the immediate hazard areas. A catastrophic dam failure, depending on size of dam and population downstream, could exceed the response capability of local communities.
Damage control and disaster relief support would be required from other local governmental and private organizations, and from the state and federal governments. Mass evacuation of the inundation areas would be essential to save lives, if warning time should permit. Extensive search and rescue operations may be required to assist trapped or injured persons. Emergency medical care, food, and temporary shelter would be required for injured or displaced persons. Identification and burial of many dead persons would pose difficult problems; public health would be a major concern. Many families would be separated, particularly if the failure should occur during working hours.
These and other emergency/disaster operations could be seriously hampered by the loss of communications, damage to transportation routes, and the disruption of public utilities and other essential services. Governmental assistance could be required and may continue for an extended period. Actions would be required to remove debris and clear roadways, demolish unsafe structures, assist in reestablishing public services and utilities, and provide continuing care and welfare for the affected population including, as required, temporary housing for displaced persons.
Local Situation
Failure of the Oroville Dam during a catastrophic event, such as a severe earthquake, is considered a very unlikely event. Due to the method of construction of the dam, it has performed well in earthquakes; and failure is not expected to occur.
The hazard’s probability of affecting the City of Gridley is very low; however, if this incident should happen, the severity would be high or critical.
Emergency Response Actions
Emergency Operations Center (EOC) response actions applicable to all hazards are included in EOC Handbook and Position Checklists in Functional Annex A - Direction and Control.
Refer to the 2019 Butte County Local Hazard Mitigation Plan for detailed information and maps on the Flood and Levee Failure/Dam Failure hazards for the city.
Hazard or Threat Specific Appendices
June 2026- Emergency Operations Plan Page 5
Hazard Appendix 2 –Severe Weather
Severe/Extreme Weather
This hazard category is defined by those naturally occurring events that are environmentally or meteorologically initiated, and have either a long-term rate of occurrence or occur with regular frequency.
Their impacts, although normally not considered damaging, have the capacity to present significant challenges in the areas of public safety, economic vitality, environmental quality, and other social consequences.
Local Situation
The City of Gridley experiences wide-ranging hazard probabilities with moderate to high impacts due to extreme weather. Extreme weather may cause a variety of damages, depending on the type or weather situation. Damage may range from temporary power and utility outages due to thunderstorm and high wind activity to the sometimes, although rare, destruction of a tornado. Extreme weather such as a drought can have long-term economic repercussions.
Drought
The City of Gridley, as with Butte County, chronically experiences drought. The 1987 to 1992 and 1994 drought was notable for its six-year duration and the statewide nature of its impacts throughout California.
Groundwater extraction increased substantially during the drought which caused excessive drawdown of the groundwater table. Numerous private domestic wells went dry, as did wells supplying small systems in rural areas. In addition, the drought conditions have caused extensive weakening of trees in forested areas causing them to become highly vulnerable to disease and insect infestation. Many trees have weakened and died, creating a severe fire hazard. Furthermore, wildland brush areas are dry, presenting wildfire risk.
For detailed information on Drought activity in Butte County, please refer to the Drought Preparedness Plan from the Department of Water and Resource Conservation.
Heat/Cold
Annually, the City of Gridley can experience summer temperatures that reach into the 100’s and in the winter, temperatures can drop in the low teens. Exposure to extreme temperatures can cause unsafe changes to the body temperature and cause the city infrastructure to fail or become otherwise compromised. Overall, this hazard is considered a moderate to high risk to the City of Gridley.
Thunderstorms
Numerous thunderstorms develop and mature on an annual basis. In the Butte County area, the frequency of storms is less in the inland areas than in the mountainous areas. Based on the topography of the City of Gridley, the overall severity of a thunderstorm is moderate and would be limited to direct lightning strikes, wind damage, and precipitation. Overall, this hazard is considered a moderate risk to the city.
Tornados
Butte County has a history of chronic tornados that have caused six injuries recorded between 1950 and 2011. On December 17, 1992, a category 1 tornado injured 4 people and caused between $500,000 and $5,000,000 in damages. On February 10, 1994, a category 2 tornado damaged a dozen structures and caused power outages. The City of Gridley Oroville experienced a tornado in 2005 that had enough strength to
Hazard or Threat Specific Appendices
June 2026- Emergency Operations Plan Page 6
cause minor roof damage and down several telephone poles. Butte County experienced three tornadoes in May 2011 in a rural area of the county north of the City of Gridley.
Emergency Response Actions
Emergency Operations Center (EOC) response actions applicable to all hazards are included in EOC Handbook and Position Checklists in Functional Annex A –- Direction and Control.
Refer to the 2019 Butte County Local Hazard Mitigation Plan for detailed information and maps on the Severe/Extreme weather hazards for the city.
Hazard or Threat Specific Appendices
June 2026- Emergency Operations Plan Page 7
Hazard Appendix 3 – Wildfire-Urban Interface
Wildfire
Hazard Definition
A wildfire is an uncontrolled fire spreading through vegetative fuels, posing danger and destruction to life and property. Wildfires can occur in undeveloped areas and spread to urban areas where structures and other human development are more concentrated.
To describe an area where urban development has been located in proximity to open space, or wildland areas, the term, “wildland-urban interface” is commonly used. The most common type of wildland-urban interface results when development occurs immediately adjacent to wildland vegetation. Other interface conditions can be created when urban development is intermixed with wildland vegetation, or when pockets of wildland vegetation occur inside developed areas.
Local Situation
Countywide, the wildland fire risk is considered Very High, but it is not evenly distributed. Valley communities, such as Biggs, Chico, and Gridley range from Low to Medium risk, but the communities of Gridley, Paradise, and other foothill unincorporated communities (e.g., Cohasset, Forest Ranch, Yankee Hill, Berry Creek, Forbestown and Bangor) are High risk.
Butte County has an extensive history of large damaging fires, most of which have burned within the urban interface area resulting in not only the loss of property but life. During the past decade, Butte County has experienced several large and damaging wildfires in and around the wildland urban interface areas. In 2000 and 2001, three fires in the Yankee Hill area burned close to 12,000 acres, destroyed 65 residences, numerous outbuildings and vehicles, and resulted in two civilian fatalities.
The Butte Lightening Complex fire occurred in June/July 2008 due to a series of lightning strikes causing fires that eventually destroyed over 200 dwellings in the Concow area and caused the evacuation of up to 15,000 people and thousands of animals. There were initially 36 lightning caused fires; however, while not all the fires were in Butte County some of the fires threatened Butte County communities. The fires threatened the Town of Paradise and the areas in Butte County known as Magalia, Butte Meadows, Jonesville, Feather Falls, and Berry Creek. Most recently the Wall Fire in July of 2026, threatened the City of Gridley, the greater Gridley Community and caused evacuations, loss of structures and property.
Major wildfires can completely destroy ground cover. If heavy rains follow a major fire, flash floods, heavy erosion, landslides and mudflows can occur. These cascading effects can have ruinous impacts on people, structures, infrastructure, and agriculture.
Emergency Response Actions
Emergency Operations Center (EOC) response actions applicable to all hazards are included in EOC Handbook and Position Checklists in Functional Annex A -– Direction and Control.
Refer to the 2019 Butte County Local Hazard Mitigation Plan for detailed information and maps on the Wildfire/Urban Interface hazards for the city.
Hazard or Threat Specific Appendices
June 2026- Emergency Operations Plan Page 8
Hazard Appendix 4 - Earthquake
Earthquake
Hazard Definition
An earthquake is a sudden, rapid shaking of the ground caused by the breaking and shifting of rock beneath the Earth's surface. For hundreds of millions of years, the forces of plate tectonics have shaped the Earth as the huge plates that form the Earth's surface move slowly over, under, and past each other.
Sometimes the movement is gradual. At other times, the plates are locked together, unable to release the accumulating energy. When the accumulated energy grows strong enough, the plates break free causing the ground to shake. Most earthquakes occur at the boundaries where the plates meet; however, some earthquakes occur in the middle of plates.
The major form of direct damage from most earthquakes is damage to construction. Bridges are particularly vulnerable to collapse, and dam failure may generate major downstream flooding. Buildings vary in susceptibility, dependent upon construction and the types of soils on which they are built. Earthquakes destroy power and telephone lines; gas, sewer, or water mains; which, in turn, may set off fires and/or hinder firefighting or rescue efforts. The hazard of earthquakes varies from place to place, dependent upon the regional and local geology.
Ground movement during an earthquake is seldom the direct cause of death or injury. Most earthquakerelated injuries result from collapsing walls, flying glass, and falling objects as a result of the ground shaking, or people trying to move more than a few feet during the shaking. Much of the damage in earthquakes is predictable and preventable.
Local Situation
The only known active fault in Butte County is the Cleveland Hills Fault south of Oroville, the site of the August 1975 Gridley earthquake. This earthquake had a Richter magnitude of 5.7. Prior to the 1975 earthquake this fault had not been considered active. Reports by the California Division of Mines and Geology indicate that the ground motion at Gridley was approximately 0.1 times acceleration of gravity.
Emergency Response Actions
Emergency Operations Center (EOC) response actions applicable to all hazards are included in EOC Handbook and Position Checklists in Annex A – Direction and Control.
Refer to the 2019 Butte County Local Hazard Mitigation Plan for detailed information and maps on the Earthquake hazard for the city.
Hazard or Threat Specific Appendices
June 2026- Emergency Operations Plan Page 9
Hazard Appendix 5 – Hazardous Materials
Hazardous Materials Incidents
Hazard Definition
Hazardous materials consist of substances that by their nature, lack of containment, and reactivity, have the capability for inflicting harm. Hazardous materials pose a threat to health and the environment when improperly managed. It can be toxic, corrosive, flammable, explosive, reactive, an irritant, or a strong sensitizer. Hazardous materials substances also include certain infectious agents, radiological materials, oxidizers, oil, used oil, petroleum products, and industrial solid waste substances.
Hazardous materials incidents are one of the most common technological threats to public health and the environment. Incidents may occur as the result of natural disasters, human error, and/or accident. Although hazardous material incidents can happen almost anywhere, certain areas are at higher risk. Jurisdictions near roadways that are frequently used for transporting hazardous materials and jurisdictions with industrial facilities that use, store, or dispose of such materials all have an increasing potential for major mishaps, as do jurisdictions crossed by certain railways, waterways, airways and pipelines. The types of hazmat incidents that can occur and the resulting impact are:
Spill or Release
Immediate threat from any hazardous materials release into the atmosphere is from exposure to toxic vapors, gases, liquids and solids. Even a small release of a hazardous substance can have devastating effects on those who are exposed. A release may result in requiring city residents and businesses to take protective actions such as evacuation or shelter in place.
The secondary risk is to the environment. Unchecked exposure can lead to contamination of the air, ground and subsurface water sources, soil and affect the health of wildlife. Large spills can contaminate drinking water supplies that may affect entire communities, especially in rivers, underground aquifers or reservoirs.
Fire
When hazardous materials burn, toxic chemicals are often present in the smoke in which the greatest danger is from inhalation, but eye damage and absorption through the skin can also be a problem.
Firefighting can be quite difficult. Large hazardous materials fires are mainly a hazard in and around industrial areas, although smoke and vapor plumes can travel for miles.
Explosion
The major threats from an explosion involving hazardous materials are from falling objects and flying debris, thermal exposure, released contaminants, and over pressure during detonation. Like hazardous materials fires, explosions are mainly a hazard in and around industrial areas, and along ground or marine transportation corridors.
Local Situation
Hazardous materials require special care in handling because of the hazards they pose to the public’s health and safety, and the environment. The major generators of this waste in Butte County are haulers that are licensed to pick up used oil from locations in other counties. Therefore, the largest sources of hazardous waste important to Butte County are outside of the County. It is brought in by a licensed hauler Hazard or Threat Specific Appendices
June 2026- Emergency Operations Plan Page 10
and then shipped out for recycling, treatment, or disposal. Medical wastes are another growing source of hazardous wastes in the County. Household hazardous waste facilities are operated by Recology Butte Colusa Counties in Gridley.
The Butte County Hazardous Materials Response Team is the agency which responds to large scale, emergency hazardous material incidents within the county. This team was organized by the Butte County Fire Chiefs Association brought in through the use of a Joint Powers Agreement (JPA). Team members are provided through various fire departments from the cities of Chico, Gridley Oroville, Biggs, and Gridley; the Town of Paradise and the County of Butte/CDF CALFIRE.
State Highway 99 passes through the City of Gridley. and There are a variety of vehicles and cargo tank trucks that traverse the route, including:
1. Motor fuel (gasoline/gasohol/diesel) tankers
2. LPG tankers
3. Pressurized gases in small cylinders
4. Cryogenic tankers (liquid oxygen)
5. Agricultural trucks (animal and vegetation)
Also, Ameri-Gas Propane is a local business that is in Gridley and services all of Butte County. Their yard houses propane tanks and trucks.
Emergency Response Actions
Emergency Operations Center (EOC) response actions applicable to all hazards are included in EOC Handbook and Position Checklists in Functional Annex A –- Direction and Control.
Refer to the 2019 Butte County Local Hazard Mitigation Plan for detailed information and maps on the Hazardous Materials hazard for the city.
Hazard or Threat Specific Appendices
June 2026- Emergency Operations Plan Page 11
Hazard Appendix 6 – Landslide/Mudslide
Hazard Definition
Landslide is a general term for a falling mass of soil or rocks; vertical movement of small pieces of soil. “Mudslide” (mudflow) is a flow of very wet rock and soil. The primary effects of landslides or mudslides can include:
• Abrupt depression and lateral displacement of hillside surfaces over distances of up to several hundreds of feet.
• Disruption of surface drainage.
• Blockage of flood control channels and roadways.
• Displacement or destruction of improvements such as roadways, buildings, oil and water wells.
The speed with which landsides can occur vary considerably from rapid rockfalls to virtually imperceptible movements down slope under the pull of gravity. Soil creep is a very slow type of earth flow movement. It occurs mainly in solids containing clay. Most landslides are shallow, ranging up to perhaps 100 feet in depth and limited in extent to generally less than 100 acres. Most are not presently in motion (active), but have moved down slope to a position of stability and have remained.
An unusual number of brush fires in hillside areas may create the potential for mudslides if heavy rains arrive before the replanting has taken hold. Situations of this nature can usually be managed by warnings to the residents in advance of the predicted heavy rainfall.
Local Situation
The probability and severity of a landslide/mudslide hazard occurring in the City of Gridley is categorized as low risk/negligible.
Most landslides in Butte County occur on slopes greater than 15 percent, and most new landslides occur in areas that have experienced previous landslides. The areas of highest landslide potential are in the mountainous central area of the county where well-developed soils overly impervious bedrock on steep slopes which at times undergo heavy rainfall. The slopes around flat uplands, such as Table Mountain, are also highly susceptible to landslides.
Emergency Response Actions
Emergency Operations Center (EOC) response actions applicable to all hazards are included in EOC Handbook and Position Checklists in Functional Annex A –- Direction and Control.
Refer to the 2019 Butte County Local Hazard Mitigation Plan for detailed information and maps on the Landslide/Mudslide hazard for the city.
Hazard or Threat Specific Appendices
June 2026- Emergency Operations Plan Page 12
Hazard Appendix 7 – Insect Infestation
Hazard Definition
Insect infestation occurs when an undesirable type of insect inhabits an area in a manner that causes serious harm to agriculture crops, livestock, or poultry; wild land trees, plants, or animals, or humans.
Countless insects live on, in, and around plants, animals, and humans in all environments. Many are harmless, while others can cause fatal damage. Under some conditions, insects that have been present and relatively harmless can become hazardous. For example, severe drought conditions can weaken trees and make them more susceptible to destruction from insect attacks.
The major forms of insects are: chewing insects, boring or tunneling insects, and sucking insects. Also, while not technically an “insect,” it is worth noting that pathogens such as fungi can kill large stands of trees. In conjunction with the above outlined problems, insects can carry and spread disease to plants, animals, and people.
Local Situation
The probability and severity of an insect infestation hazard occurring in the City of Gridley is categorized as a very low to low risk.
Emergency Response Actions
Emergency Operations Center (EOC) response actions applicable to all hazards are included in EOC Handbook and Position Checklists in Functional Annex A - Direction and Control.
Refer to the 2019 Butte County Local Hazard Mitigation Plan for detailed information and maps on the Insect Infestation hazard for the city.
Hazard or Threat Specific Appendices
June 2026- Emergency Operations Plan Page 13
Hazard Appendix 8 – Public Health/Epidemics
Hazard Definition
From time to time, a pathogen is introduced to or evolves within a human population to which we have little or no immunity. If that pathogen is highly communicable or easily transmitted from person to person, and virulent, causing severe illness or death in a significant percentage of persons, then such a pandemic can infect millions of people and potentially cause a destabilizing social disruption.
Epidemics (an infectious disease that spreads person to person, and beyond the local population) and pandemics (an epidemic that reaches global proportions), have been noted in recent past. Three acknowledged pandemics occurred in the twentieth century. The Spanish flu of 1918 was not a highly virulent pathogen in terms of mortality - only 2.5 percent of those infected died - but it was highly communicable. As a result, a large percentage of the U.S. population fell ill; approximately one-half million Americans died, and during the waves of the pandemic essential public services were threatened. The 1958 Asian Flu (H2N2) caused 70,000 deaths in the US. The 1968 Hong Kong Flu (H3N2) caused 34,000 deaths in the US.
Already in the 21st Century the world has two epidemic flu strains that raised the threat level for influenza around the world.
• In 2003 the H5N1 Avian Influenza caused over 500 cases of human infection and was reported by more than a dozen countries. Avian influenza flu infection in humans is very rare and has never been detected in the United States.
• In 2009 the H1N1 (sometimes called the Swine Flu) flu pandemic spread throughout the world, including the United States, and infected more than 61 million people, causing 12,000 deaths. The US government coordinated a public health emergency response within the states that saved lives and helped limit the impact of the outbreak. In summer of 2010, the U.S. Public Health Emergency for H1N1 flu expired.
Local Situation
The probability and severity of public health/epidemic hazard occurring in the City of Gridley is categorized as a moderate risk.
The first California recorded death from West Nile Virus in 2006 occurred in Butte County. In 2005 there was the presence of West Nile Virus infecting 25 humans, 79 birds, 53 sentinel chickens and 7 horses.
Outbreaks had been localized and controlled. From 1995 to 2003 there have been reported 98 cases of Lyme disease in the county.
The Butte County Department of Public Health (BCDPH) is the lead department for the county’s response.
BCDPH will work closely with local jurisdictions such as the City of Gridley to ensure that:
• planning efforts are consistent throughout the county; • official information will be provided to the jurisdictions in a timely manner; • pharmaceutical distribution planning, training and exercising is conducted Hazard or Threat Specific Appendices
June 2026- Emergency Operations Plan Page 14
• The organization is SEMS/NIMS (Standardized Emergency Management System/National Incident Management System) compliant.
The Butte County Office of Emergency Management (OEM) and Department of Public Health would coordinate personnel and material resource acquisition and distribution in coordination with local, state, and federal agencies. In addition, potential pharmaceutical distribution sites have been identified in each locale within of Butte County to assist in dispensing pharmaceuticals or vaccines if there is a credible public health threat.
Emergency Response Actions
Emergency Operations Center (EOC) response actions applicable to all hazards are included in EOC Handbook and Position Checklists in Functional Annex A - Direction and Control.
Refer to the 2019 Butte County Local Hazard Mitigation Plan for detailed information and maps on the Public Health/Epidemic hazard for the city.
Hazard or Threat Specific Appendices
June 2026- Emergency Operations Plan Page 15
Hazard Appendix 9 – Transportation Incidents
Transportation Incidents
Air
A major air crash that occurs in a populated residential area can result in considerable loss of life and property. The impact of a disabled aircraft as it strikes the ground creates the likely potential for multiple explosions, resulting in intense fires. Regardless of where the crash occurs, the explosions and fires have the potential to cause injuries, fatalities and the destruction of property at and adjacent to the impact point.
The time of day when the crash occurs may have a profound effect on the number of dead and injured.
Damage assessment and disaster relief efforts associated with an air crash incident will require support from other local governments, private organizations and in certain instances from the state and federal governments.
It can be expected that few, if any, airline passengers will survive a major air crash. The intense fires, until controlled, will limit search and rescue operations. Police barricades will be needed to block off the affected area. The crowds of onlookers and media personnel will have to be controlled. Emergency medical care, food and temporary shelter will be required by injured or displaced persons. Many families may be separated, particularly if the crash occurs during working hours; and a locator system should be established at a location convenient to the public. Investigators from the National Transportation Safety Board and the Butte County Coroner’s Office will have short-term jurisdiction over the crash area and investigations will be completed before the area is released for cleanup. The clean-up operation may consist of the removal of large debris, clearing of roadways, demolishing unsafe structures and towing of demolished vehicles.
It is impossible to totally prepare, either physically or psychologically, for the aftermath of a major air crash.
However, since the Butte County area has an active air space, air crash incidents are no longer a probability but a reality. Therefore, air crash incidents must be included among other potential disasters.
Rail
A major train derailment that occurs in a heavily populated area can result in considerable loss of life and property. As a train leaves its track, there is no longer any control as to the direction it will travel.
Potential hazards could be overturned rail cars, direct impact into an industrial building or entering into normal street traffic. Each of these hazards encompasses many threats, such as a hazardous materials incident, fire, severe damage to either adjacent buildings or vehicles and loss of life of those in either adjacent buildings or vehicles and pedestrians.
Freight/Truck
A major truck incident that occurs in a heavily populated industrial area or residential area can result in considerable loss of life and property. When a truck is involved in an accident, there is no longer control as to the direction the truck will travel.
Potential hazards could be overturned tank trailers, direct impact either into a residence or industrial building, or entering into the normal flow of traffic. Each of these hazards encompass many threats, such as hazardous materials incident, fire, severe damage to either adjacent buildings or vehicles, and loss of life of pedestrians or those in either the adjacent buildings or vehicles.
Hazard or Threat Specific Appendices
June 2026- Emergency Operations Plan Page 16
Local Situation
The City of Gridley is susceptible to several different types of transportation emergencies, including emergencies involving the airplane crashes, railroad, major truck (freight) and auto accidents. Many of these emergency situations may cause ancillary emergencies such as hazardous materials spills, which may require extensive population movement and sheltering efforts.
Air
The impact of a disabled aircraft as it strikes the ground creates the potential for multiple explosions, resulting in an intense fire. Wherever the crash occurs, the resulting explosions and fires have the potential to cause injuries, fatalities and the destruction of property at and adjacent to the impact point. The time of day when the crash occurs may have a profound effect on the number of injuries and fatalities.
The skies above the City of Gridley are occupied by aircraft originating and departing from the Gridley Oroville Municipal Airport, the Siller Bros Inc Airport and by the Lake Gridley Oroville Landing Area Seaplane Base.
Rail
Approximately twenty-five (25) Union Pacific (UP) railroad trains pass through the City of Gridley each day.
The railroad runs in a north-south direction, bisecting the city into approximately two equal sections with the City Administration buildings and most of the residential units to the west and the majority of the commercial units along with the highway (SR99) to the east. There are four (4) major street/railroad crossings in the City of Gridley .
With the fairly large number of trains passing through the City of Gridley along the UP Railroad line, the possibility of a train derailment poses a risk to the city. Derailment would most likely be due to a trainvehicle accident, but could also occur because of mechanical failure of the tracks or train. A derailment could close all east-west corridors within the city, thereby separating the city into two separate areas, which may need emergency services or responses. The most serious occurrence of a derailment would involve the release of hazardous materials into the environment.
Freight/Truck
State Highway 99 passes through the City of Gridley and there are a variety of vehicles and cargo tank trucks that traverse the route, including:
1. Motor fuel (gasoline/gasohol/diesel) tankers
2. LPG tankers
3. Pressurized gases in small cylinders
4. Cryogenic tankers (liquid oxygen)
5. Agricultural trucks (animal and vegetation)
Because of this routine heavy truck traffic, the potential for a highway accident involving one or more trucks carrying volatile cargo is great. Generally, these accidents are handled as incidents by the appropriate jurisdiction; however, because of the dense population in and around the City of Gridley combined with the sheer volume of vehicular traffic, the risk of a crash becoming a catastrophic event grows.
Hazard or Threat Specific Appendices
June 2026- Emergency Operations Plan Page 17
Chain reaction accidents on the crowded freeways that surround Gridley must also be considered. These events can quickly grow into localized disasters that overstrain local responders. Potentially, they could expand into catastrophic incidents involving hazardous materials, mass casualties, fire, and transportation disruption. Depending on the occurrence, the response could involve mass evacuation, mutual aid and other aspects of managing a disaster.
Emergency Response Actions
Emergency Operations Center (EOC) response actions applicable to all hazards are included in EOC Handbook and Position Checklists in Functional Annex A - Direction and Control.
Refer to the 2019 Butte County Local hazard Mitigation Plan for detailed information and maps on the Transportation Incident hazard for the city.
Hazard or Threat Specific Appendices
June 2026- Emergency Operations Plan Page 18
Hazard Appendix 10 - Terrorism
Terrorism
Terrorism is defined in 28 CFR Section 0.85 as “…the unlawful use of force and violence against persons or property to intimidate or coerce a government, the civilian population, or any segment thereof, in furtherance of political or social objectives.” Since September 11, 2001, terrorism has become a fact of life for all Americans. Planning for response to potential terrorist incidents has long been part of California’s Emergency Preparedness Planning effort. California provides a target-rich environment for terrorists, with many facilities and venues and an easy place to hide in California’s diverse population.
There are many forms that terrorism can take and the most prevalent is a terrorist attack involving Chemical, Biological, Radiological, Nuclear and Explosive (CBRNE) agents and/or devices. There is also the threat of Cyber-Terrorism involving the use of computer data and networks to interrupt or shut down critical government infrastructures such as energy, transportation or financial sectors and Agro-Terrorism involving threats or interruptions to the food supply chain via crop contamination or a more targeted threat to a restaurant, distribution center or grocery store.
National security emergencies are typically war-related events or those events which threaten our national infrastructure, both physical and human, including those which hold the potential for destabilizing our national economy. National security emergencies could also include events such as severe petroleum shortages, disruption to food production and the supply chain or a public health emergency such as a pandemic. National security emergencies are, by their nature, catastrophic events which impact us not just on a local or regional level but threaten the well-being of the entire country.
Local Situation
Butte County and its cities are home to many business and government agencies, transportation infrastructure and cultural facilities which are vulnerable to terrorist attack. Terrorism is a continuing threat throughout the world and within the United States. A variety of political, social, religious, cultural and economic factors underlie terrorist activities. Terrorists typically target civilians to advance their agenda.
The media interest generated by terrorist attacks makes this a high visibility threat.
While the City of Gridley has not experienced terrorism threats whether conventional, CBRNE, Agricultural or any significant cyber-terrorism attack; incidents generating significant mass casualties make preparedness and the mechanisms for effective response essential.
In the event of an occurrence, local law enforcement has the primary responsibility to respond to terrorist events and in the event of a CBRNE incident will require the assistance of the hazardous materials response teams and other specialized response agencies on all levels (local, State and Federal) depending on the situation.
Emergency Response Actions
Emergency Operations Center (EOC) response actions applicable to all hazards are included in EOC Handbook and Position Checklists in Functional Annex A - Direction and Control. Refer to the 2019 Butte County Local Hazard Mitigation Plan for detailed information and maps on the Terrorism hazard for the city.
Hazard or Threat Specific Appendices
June 2026- Emergency Operations Plan Page 19
Hazard Appendix 11 -– Civil Disorder and Violent Encounters Civil Disorder
Hazard Definition
Generally, civil disorder is tied to a social situation/event or an issue of dispute, usually involving large groups who are celebratory, angry, frustrated and wanting to express an opinion or position. Public assembly can turn violent, resulting in civil disorder conditions in which the community well-being is directly at risk.
Civil Disorder incidents may result in the following impacts to public safety and wellbeing:
• Injury to targeted population groups or individuals within the perimeter of the event • Damage to public and private property, structures and systems • Interruption of official government operations
• Loss of revenue from people being discouraged from entering affected areas • Costs of managing response resources
• Interrupted traffic and loss of mobility due to rioting and official road closures • Societal disruptions and long-term stigma associated with such occurrences Large groups of people may become unruly and disturb the peace or commit other illegal activities. The law enforcement’s effort to quell such a situation may require mutual aid beyond standard agreements.
A violent encounter is a sudden and significant act of lawlessness by one or more persons or groups resulting in extreme violence and hazard.
Local Situation
The City of Gridley does not have a history of major civil disorder and violent encounter incidents which make this hazard a low risk for the city. Locations within the City of Gridley that have large public gatherings, such as Butte County Fairgrounds, Manuel Vierra Park or Nick Daddow Plaza, have the potential for unstable conditions, possibly impacting a jurisdiction's ability to provide sufficient law enforcement and fire protective services.
The effects of civil disorder and/or violent encounters are varied and are usually based upon the type, severity, scope and duration of the disturbance. The effects of civil disorder include traffic congestion or gridlock, illegal assemblies, disruption of utility service, property damage, injuries and potentially loss of life.
Emergency Response Actions
Emergency Operations Center (EOC) response actions applicable to all hazards are included in EOC Handbook and Position Checklists in Functional Annex A - Direction and Control.
Refer to the 2019 Butte County Local Hazard Mitigation Plan for detailed information and maps on the Civil Disorder/Violent Encounter hazard for the city.
Hazard or Threat Specific Appendices
June 2026- Emergency Operations Plan Page 98
FUNCTIONAL ANNEXES
City of Gridley
Direction and Control Annex A
City of Gridley
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 2
Table of Contents
INTRODUCTION......................................................................................................................................................................... 4 CITY OF GRIDLEY EMERGENCYMANAGEMENT ORGANIZATION........................................................................................... 4 City of Gridley SEMS Organization........................................................................................................................................... 4 CONCEPT OF OPERATIONS ..................................................................................................................................................... 6 EOC Purpose.......................................................................................................................................................................... 6 EOC Facility Location - Primary................................................................................................................................................ 6 EOC Facility Map .................................................................................................................................................................... 7 EOC Activation Policy.............................................................................................................................................................. 7 EOC Activation Responsibility .................................................................................................................................................. 7 EOC Staffing........................................................................................................................................................................... 9 EOC Reporting......................................................................................................................................................................10 EOC Reporting Systems........................................................................................................................................................11 EOC Briefings .......................................................................................................................................................................11 EOC Deactivation..................................................................................................................................................................12 EOC ACTION PLANNING .........................................................................................................................................................13 Introduction...........................................................................................................................................................................13 Planning Requirements..........................................................................................................................................................13 Plan Elements.......................................................................................................................................................................13 Planning Responsibilities .......................................................................................................................................................14 Planning Process ..................................................................................................................................................................15 Planning Considerations ........................................................................................................................................................16 Planning Cycle......................................................................................................................................................................16 Documentation and Distribution..............................................................................................................................................16 CITY EOC ROLES AND RESPONSIBILITIES ............................................................................................................................17 Management Section.............................................................................................................................................................17 Management Staff.............................................................................................................................................................17 Emergency Operations Center (EOC) Director ................................................................................... 17 Public Information Officer (PIO)..........................................................................................................................................17 Legal Affairs Officer...........................................................................................................................................................17 Liaison Officer...................................................................................................................................................................17 Safety & Security Officers..................................................................................................................................................17 Operations Section................................................................................................................................................................18 Planning/Intelligence Section .................................................................................................................................................18 Logistics Section ...................................................................................................................................................................19 Finance/Administration Section..............................................................................................................................................19 ANNEXMAINTENANCE............................................................................................................................................................19 EOC POSITION CHECKLISTS..................................................................................................................................................20 Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 3
List of Figures
Figure 1 – City of Gridley EOC Organization......................................................................................................... 5 Figure 2 - SEMS EOC Activation Requirements ................................................................................................... 8 Figure 3 - Planning Process Schedule................................................................................................................. 15 Figure 4 - Planning Considerations...................................................................................................................... 16 Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 4
INTRODUCTION
The City of Gridley has a municipal code Chapter 2.20 – Emergency Organization that establishes an emergency organization and local disaster council. The municipal code provides for the development of an emergency plan, establishing responsibilities for emergency management operations and specifying the officials authorized to proclaim a local emergency. When there is an immediate threat or actual emergency, The City of Gridley will implement emergency plans and take actions to mitigate or reduce the emergency threat. Actions may include deploying fieldlevel emergency response personnel and activating the Emergency Operations Center (Physical EOC or web based EOC or a combination of both) and issuing orders to protect the public. All accessible and applicable local, state and federal resources will be committed to protect lives, property and the environment. This annex is dedicated to the overall Direction and Control of the emergency or disaster as it pertains to the Emergency Operations Center (EOC).
CITY OF GRIDLEY EMERGENCY MANAGEMENT ORGANIZATION
City of Gridley SEMS Organization
The City of Gridley operates an EOC staffed by personnel from city departments and allied agencies. The EOC team is organized around the five functions (Management, Operations, Planning/Intelligence, Logistics, Finance/Administration) of the Standardized Emergency Management System (SEMS). City personnel staff the positions to ensure coordination. Please see Figure 1 – City of Gridley EOC SEMS Organizational Chart.
Consistent with SEMS, the City EOC organizational structure develops in a modular fashion, based upon the type and size of the incident:
• The EOC staff builds from the top down.
• As the need arises, five separate sections can be activated, each with several sub-units that may be established as needed.
• The specific organizational structure established for any given incident will be based on the management and resource needs of the incident and is detailed in Figure 1 – City of Gridley EOC SEMS Organizational Chart.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 5
City of Gridley EOC SEMS Organization
Management Section
Director of Emergency Services
Deputy Director of Emergency Services
(EOC Director)
Public Information Officer
Legal Affairs Officer
Liaison Officer
Safety Officer
Security Officer
EOC Coordinator
(Assistant Director of
Emergency Services)
Operations
Section
Planning/Intelligence
Section Logistics Section Finance/Administration
Section
Law Enforcement
Branch
Law
Evacuation
Search & Rescue
Situation/Status
Unit
Communications
and Information
Technology Branch
Cost Recovery Unit
Fire and Rescue
Branch
Fire Unit
Emergency Medical
Services
HazMat
US&R
SF-SAR
Action Planning
Unit
Resources Unit
Transportation
Branch
Facilities Branch
Compensation &
Claims Unit
Fiscal Unit
Public Works
Branch
Roads, Bridges &
Transportation
Flood Management
Debris & Water
Building Inspection
Municipal Utilities
Advance Planning
Unit
Technical Specialists
Unit
Geographic
Information Systems
Procurement
Branch
Personnel Branch
Care & Shelter
Branch
General Shelters
Animals
Demobilization
Documentation
Figure 1 – City of Gridley EOC Organization
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 6
CONCEPT OF OPERATIONS
During a disaster or emergency, the City of Gridley Emergency Operations Center (EOC) will support field response operations within the city. The EOC will operate using the Standardized Emergency Management System (SEMS) functions, principles, and components. It will implement the action planning process, identifying and implementing specific objectives for each operational period.
EOC Purpose
Within the City of Gridley, the various departments and agencies throughout the city are responsible for conducting normal day-to-day operations. When a major emergency or disaster strikes, the EOC is the location from which centralized emergency management will be performed. The EOC facilitates a coordinated response by all the departments and agencies that are assigned emergency management responsibilities. The level of EOC staffing will vary with the specific emergency situation. Departments with critical response functions may activate their own Department Operation Centers (DOC) which act as conduits of information between field operations and the EOC.
The DOC is the location from which individual departments coordinate and control their own resources and response actions specific to that department.
The EOC provides a central location of authority and information, and allows for face-to-face coordination among personnel who must make emergency decisions. The following functions are performed in the City of Gridley EOC:
• Managing and coordinating emergency operations.
• Receiving and disseminating warning information.
• Developing emergency policies and procedures.
• Collecting intelligence from and disseminating information to, the various EOC representatives, from the city departments, county, state, and federal agencies.
• Preparing intelligence/information summaries, situation reports, operational reports, and other reports as required.
• Maintaining general and specific maps, information display boards, and other data pertaining to emergency operations.
• Continuing analysis and evaluation of all data pertaining to emergency operations. • Controlling and coordinating, within established policy, the operational and logistical support of departmental resources committed to the emergency and requesting resources from outside of the city. • Maintaining contact and coordination with support DOCs, other local government EOCs, and the Butte Operational Area Emergency Operations Center (OA/EOC).
• Providing emergency information and instructions to the public, making official releases to the news media and scheduling of press conferences as necessary.
EOC Facility Location - Primary
Gridley City Hall
685 Kentucky St.
Gridley, Ca 95948
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 7
The Primary EOC offers the following facilities for use during major emergencies:
• Dedicated operating space
• Radio communications capabilities
• Office support facilities
• Dedicated task work areas
• Auxiliary power generator capability
• Adequate parking for personnel
• Adequate restroom/kitchen facilities
The alternate City of Gridley Emergency Operations Center (EOC) will be located at the Butte County Emergency Operations Center.
EOC Facility Map
Map is currently in development.
EOC Activation Policy
The City of Gridley has adopted the criteria (developed by Cal OES) that identify the events/situations which may require EOC activation. This criterion is shown in Figure 2 – SEMS EOC Activation Requirements.
EOC Activation Responsibility
The Director of Emergency Services administers and directs the city Emergency Management Organization.
During an emergency when the EOC is activated or there is the potential for activation, the Director of Emergency Services manages and directs all aspects of the city’s response and recovery operations.
Gridley Police Department The City Clerk will be responsible for facilitating the overall physical set-up, functionality and close-out of the EOC.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 8
SEMS EOC ACTIVATION REQUIREMENTS
Shaded areas = not applicable to
SEMS levels SEMS LEVELS
Situation identified in SEMS Regulations
Field Level
Local
Government
Operational
Area Region State
Emergency involving two or more
emergency response agencies
§2407(a)(1)
Use ICS
Local Emergency Proclaimed*
§2407(a)(2) Use ICS Use SEMS
Local Government EOC Activated
§2407(a)(1) Use ICS Use SEMS
Local Government activates EOC and
requests Operational Area EOC
activation §2407(a)(1)
Use ICS Use SEMS Activate OA
EOC Activate REOC ActivateSOC
Two or more cities within an Operational
Area proclaim a local emergency §2409
(f)(2)
Use ICS Use SEMS Activate OA
EOC Activate REOC ActivateSOC
County and one or more cities proclaim a
local emergency
§2409 (f)(3)
Use ICS Use SEMS Activate OA
EOC Activate REOC ActivateSOC
City, city and county, or county requests
Governor’s State of Emergency
proclamation
§2409 (f)(4)
Use ICS Use SEMS Activate OA
EOC Activate REOC ActivateSOC
Governor proclaims a State of
Emergency for county or two ormore
cities §2409 (f)(5)
Use ICS Use SEMS Activate OA
EOC Activate REOC ActivateSOC
Operational Area requests resources
from outside it boundaries**§2409 (f)(6) Use ICS Use SEMS Activate OA EOC Activate REOC ActivateSOC Operational Area receives resource
requests from outside it
boundaries**§2409 (f)(7)
Use ICS Use SEMS Activate OA
EOC Activate REOC ActivateSOC
An Operational Area EOC is activated
§2411 (a) Use ICS Use SEMS Activate OA
EOC Activate REOC ActivateSOC
A Regional EOC is activated
§2413 (a)(1) Use ICS Use SEMS Activate OA
EOC Activate REOC ActivateSOC
Governor proclaims a State of
Emergency §2413 (a)(2) Use ICS Use SEMS Activate OA EOC Activate REOC ActivateSOC Governor proclaims and earthquake or
volcanic prediction §2413 (a)(3) Use ICS Use SEMS Activate OA EOC Activate REOC ActivateSOC This matrix highlights the flow of SEMS activation requirements. Activation of an Operational Area EOC triggers activation of the Regional EOC which, in turn, triggers activation of the State level EOC. * The EOC is usually activated, but in some circumstances, such as agricultural emergencies or drought, a local emergency may be proclaimed without the need for EOC activation.
** Does not apply for requests for resources used in normal day-to-day operations which are obtained through existing mutual aid agreements providing for the exchange or furnishing of certain types of facilities and services as provided for under the California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA). § Indicates sections in the California Code of Regulations (CCR) Title 19, Division 2, Chapter 1 (SEMS) Figure 2 - SEMS EOC Activation Requirements
If EOC activation is warranted, the first EOC staff member to arrive begins set-up procedures. The Director of Emergency Services or designee Assistant Director of Emergency Services (Gridley Police Department or designee) makes all decisions regarding the level and scope of EOC operations. The scope and nature of the emergency, current conditions, and potential concerns dictate the level of EOC operations and staffing requirements.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 9
Security and Access Control
Upon activation, only authorized personnel are permitted in the EOC. Access shall be granted to all personnel identified as EOC staff or city officials, and those persons having legitimate business in the EOC.
Authorized EOC staff and visitors shall be issued identification for EOC access. The identification shall distinguish the bearer as a member of the EOC team or as a visitor.
EOC Staffing
The City of Gridley Emergency Operations Plan (EOP) will be activated when an emergency occurs or threatens to exceed capabilities to adequately respond to and mitigate an incident(s). The scope of an emergency, rather than the type, will largely determine whether the EOP and EOC will be activated, and to what level.
For planning purposes, the California Emergency Management Agency (Cal OES) has established three "levels" of response to emergencies. The City of Gridley also employs this system to guide local response to emergencies. Emergency Response includes the following three levels:
Level One EOC Activation: Level One is a minimum activation. This level may be used for situations which initially only require a few people, e.g., a short term earthquake prediction at condition level one or level two; alerts of storms, tsunamis; or monitoring of a low risk planned event.
At a minimum, Level One staffing consists of the EOC Director. Section Coordinators and a situation assessment activity in the Planning and Intelligence Section may be included in this level. Other members of the organization could also be part of this level of activation e.g., the Communications Unit, from the Logistics Section, or an Information Officer.
Level Two EOC Activation: Level Two activation is normally achieved as an increase from Level One or a decrease from Level Three. This activation level is used for emergencies or planned events that would require more than a minimum staff but would not call for a full activation of all organization elements, or less than full staffing. One person may fulfill more than one SEMS function. The EOC Director, in conjunction with the General Staff, will determine the required level of continued activation under Level Two, and demobilize functions or add additional staff to functions as necessary based upon event considerations. Representatives to the EOC from other agencies or jurisdictions may be required under Level Two to support functional area activations.
Level Three EOC Activation: Level Three activation involves a complete and full activation with all organizational elements at full staffing. Level Three would normally be the initial activation during any major emergency. The numbering sequence of EOC staffing progression is established in the SEMS guidelines and is opposite of the NIMS numbering sequence. Given that the SEMS guideline has been in place since the inception of SEMS, this plan recommends continuing the sequence as established in the SEMS guidance documents.
EOC Activation Guide
Level Conditions EOC Duties Activation Actions
ZERO
(0)
Normal
No potentialsevere
weather
No increasing
probability of hazard
Maintenance
Monitor world, national,
regional, and local news
and monitor regional
weather forecasts and
space forecasts.
No Activation
Only regularstaff in
normal operations
No actions.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 10
No increasing
national orlocal
tension
No increasing
international tension
ONE
(1)
Severe weather
watch isissued
Flood watch
Wildfire affecting
specific areas
Small incidents
involving one
jurisdiction
Continuousmonitoring of
event
Check & update all
resource lists
Distribute status and
analysis to EOC
personnel;start action
plan
Only Command &
General staff as
needed or as
determined by Director
EOC Section Chiefs
review Plan and
Guidelines and check
readiness ofstaff and
resources.
Earthquake advisory
Situational conditions
warrant
Receive briefing from
field personnel and/or
local jurisdictions as
necessary
Possibility oflocal
unrest
TWO
(2)
Severe weather
warning issued
Wildfire affecting
specific areas
Incidentsinvolving 2
or more jurisdictions
Moderate earthquake
Continuousmonitoring of
event
Initiate EOC start-up
checklist
Facilitate resource
requestsfromlocal
jurisdictions
Staffed as situation
warrants and liaison to
other agencies
Primary EOC personnel
will be available and
check-in regularly
Briefingsto County staff
and Department Heads
Brief Cal OES Regional
Administrator or
Director
EOC activated as
required
Hazardousmaterials
evacuation
Provide status updatesto
EOC personnel
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 11
EOC Activation Guide Continued
Level Conditions EOC Duties Activation Actions
Imminent earthquake
alert
Majorscheduled
event
Smallscale civil
unrest
Situational conditions
warrant
THREE
(3)
Severe weather is
occurring
Major emergency in
the County or Region
Incidents occurring
involving heavy
resource involvement
Hazardous conditions
that affect a
significant portion of
the County
Verified and present
threat to critical
facilities
Situational conditions
warrant
Major earthquake
Acts of terrorism
(biological, technical,
other) are imminent
Civil disorder with
relatively large-scale
localized violence
International crisis
deteriorated to the
pointthat widespread
disorder is probable
Brief arriving staff on
current situation
FacilitateOperational
Area EOC staff
Facilitate Resource
Requestsfromlocal
jurisdictions
Facilitate Resource
Requeststo State OES
As determined by the
Director
EOC essential and
necessary Command&
General staff
Key department heads
Required supportstaff
Representativesfrom
other agencies and
jurisdictions
Full EOC activation
Communications
Communications within the EOC are accomplished using the most expedient and appropriate means possible (usually in person). Each EOC position has a telephone available for communicating directly with Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 12
EOC staff members, outside agencies, or field forces. Radios may also be used for direct communications with field forces or outside agencies. Key decision-makers and certain EOC staff will be issued portable radios. Regardless of the medium used, all significant communications shall be recorded on the EOC unit/activity log.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 13
EOC Reporting
Information may be sent to city departments, EOC personnel, the and other key agencies using radio, telephone, email, internet or fax. Regardless of the method of communication, all data should be verified prior to transmission. If unverified data must be transmitted, it should be clearly designated as unconfirmed information. The Gridley EOC should transmit the following reports with DOCs, other EOCs and the OA EOC.
Preliminary Reports
Preliminary Reports are used during the first two hours of an emergency to:
• Provide an initial picture of the scope and magnitude of the situation.
Situations Reports
Situation Reports are brief narratives that present a concise picture of the emergency situation and are prepared for specific time periods.
• At the beginning of an emergency response, the EOC Management and Planning staff will determine appropriate times for submitting data and issuing Situation Reports. • The Situation Report is intended for use after the first two hours of an emergency and can be updated as requested or needed.
• The Situation Reports contain the information presented on the Situation Report form located in Supporting Documents section of the Basic Plan. The information may be transmitted via the Internet or fax.
Flash Reports
Flash Reports are used for transmitting critical, time-sensitive information outside regularly scheduled Preliminary Reports or Situation Reports. For example, a Flash Report would be used to report an impending dam failure or a receipt of a Federal Declaration of a major disaster. • Oral Flash Reports may precede written reports. The written report later serves as confirmation and documentation.
Documentation
Unit/activity logs are used to record significant events, communications and actions associated with an emergency for a given operational period (shift). Each EOC staff position is responsible for maintaining a unit/activity log.
All copies of reports, SEMS forms, and logs must be submitted to the Planning/Intelligence Section, Documentation Unit, prior to the close of each operational period (or prior to EOC deactivation if operations do not require multiple shifts).
Status Boards
Status Boards are erasable boards located around the EOC. The Status Boards provide decision-makers and EOC staff with essential information such as road closures, shelter location information, river gauge levels etc., at a glance.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 14
EOC Reporting Systems
There are a number of systems available to communicate information during an EOC activation. In addition, the Operational Area EOC has provided the Gridley EOC a radio to use for EOC to EOC communication.
EOC Briefings
The purpose of EOC briefings is to familiarize or update EOC staff on the current emergency situation.
Briefings provide an opportunity for the Section Chiefs, the Emergency Operations Center (EOC) Director and all EOC staff to exchange information on the incident, create and evaluate an Action Plan, and make any revisions deemed necessary to the response strategy and/or priorities. Regular briefings provide a forum away from the high level of activity in the EOC for ensuring that each of the five essential SEMS functions are coordinated (Management, Operations, Planning, Logistics and Finance) and that the EOC staff have the same information from which to base individual and collective actions and decisions.
Management and General Staff
The Management and General Staff conduct regular briefings to receive updated information, evaluate the effectiveness of the response strategy, identify and solve problems, and revise objectives, response strategy and priorities as necessary. These briefings do not replace the Action Planning Sessions, which are required for each operational period. The General Staff briefings should be conducted outside the activity of the EOC.
Each Section Chief will appoint someone in the section to assume his/her role in the EOC for the duration of the briefing.
During the briefing, the EOC Director asks each Section Chief for a thorough, but concise status report. Only information relevant to the entire EOC should be discussed in the group briefing. Function-specific issues and questions should be discussed one-on-one between the EOC Director and the involved Section Chief.
At the conclusion of each briefing, the time for the next General Staff briefing is set. Section Chiefs leave each General Staff briefing with a clear understanding of the objectives to be accomplished and the specific information to be collected before the next briefing.
Section Briefings
Following each Management and General Staff briefing, Section Chiefs provide their respective Section staff with a briefing. Overall situation status and response objectives, strategy and priorities should be reviewed.
Each Section member must have a clear understanding of the activities they are expected to perform, including any coordination requirements with other EOC staff or external agencies.
Incoming Briefing
Upon arrival at the EOC, Section Chiefs are briefed by the EOC Director to obtain an overall perspective on the current situation. Section Chiefs provide a similar briefing to the personnel assigned to their respective Sections. Incoming briefings include:
• Current situation assessment
• Summary of the significant actions taken or in process • Initial incident objectives and priorities
• Any limitations on available communications or personnel/equipment resources • Any directives on specific actions to be taken
In addition to the above information, Section Chiefs review the following information with assigned staff:
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 15
• Responsibilities of the assigned function
• Any specific actions to be taken
• Appropriate flow/sharing of information within and between Sections • Work shifts
• Eating and sleeping arrangements, if necessary
• Time of next briefing
Update Briefings
Throughout EOC activation, General Staff and individual Section briefings are conducted on a regular, predetermined basis, and whenever a major change in incident status has occurred. Update briefings should include a review of the following information:
• Current situation assessment
• Current and potential problems
• Actions being taken, including staff assigned
• Weather forecast, if applicable
• Time for next scheduled briefing
Shift Change Briefing
Shift change briefings are a component of the EOC Action Planning Process. At these briefings the current Action Plan is “handed off” and a briefing on assignments for the operational period, which is about to begin, is presented. Facilitated by the Planning/Intelligence Section Chief, this briefing is approved by the EOC Director and attended by the General staff as appropriate. Shift change briefings should include the following:
• Current situation assessment
• Current and potential problems
• Review of the Action Plan
• Weather forecast, if applicable
• Time for next scheduled briefing
Deactivation Briefing
Immediately following deactivation of the EOC, the EOC Director, with all EOC staff, conducts a deactivation briefing. The purpose of this briefing is to advise all EOC staff of the specific contacts and/or referrals to be made for any incident-related questions or concerns that may arise.
EOC Deactivation
Once the critical aspects of an emergency or disaster have been secured, EOC operations may begin to scale down as conditions warrant. The purpose of this procedure is to outline the process to be followed whenever it is determined that the EOC can be deactivated. The EOC Director, with input from the Section Chiefs, may decide to deactivate the EOC.
Deactivation Triggers
Once the emergency response phase has been terminated and system operations are stabilized, the EOC Director may determine that the EOC can be deactivated. Triggers for determining deactivation may include:
• The emergency response phase has been terminated and recovery operations are underway. • No further city, OA, state, media or public information dissemination is needed.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 16
Procedure for Deactivation
The EOC Director will:
• Establish the time period for deactivation
• Advise EOC staff of the actions to be taken, including time • Identify EOC staff to be on-call if stand down is implemented • Direct the liaison or other EOC staff to make notifications Deactivation Notifications
All internal and external individuals, groups and agencies that were notified of activation will be notified of stand down and/or deactivation. At a minimum, all department managers, elected officials, neighboring jurisdictions, responding agencies will be notified. The person making the notifications, documents the date, time, name and contact method for all persons/organizations notified. Notifications will include:
• Date and time of stand down period or deactivation
• A 24-hour contact number for further information
EOC ACTION PLANNING
Introduction
The use of Action Plans in the City of Gridley EOC provides a clear and measurable process for identifying objectives and priorities for a given event. Action Planning is an important management tool that involves:
• Process for identifying priorities and objectives for emergency response or recovery efforts. • Plans which document the priorities and objectives, and the tasks and personnel assignments associated with meeting the objectives.
The Action Planning process should involve the EOC Director and Section Chiefs (one from each Section), along with other EOC staff, as needed, such as special districts, and other agency representatives.
Planning Requirements
The initial EOC Action Plan may be a verbal plan that is developed during the first hour or two following EOC activation. A verbal plan may also be utilized for incidents involving a limited scope, short duration (less than 12 hours) and a limited number of response personnel. An EOC Action Plan shall be developed whenever the EOC is activated, either partially or fully. A written EOC Action Plan is required whenever:
• Two or more agencies are involved in the response
• The incident overlaps more than one operational period • All EOC functions are fully staffed
The EOC Action Plan addresses a specific operational period. The plan should be regularly reviewed and evaluated throughout the operational period and revised or updated as warranted.
Plan Elements
The elements to be included in the EOC Action Plan are also indicated on the Action Plan form located in the Supporting Documents section of the Basic Plan and include:
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 17
• Operational period covered by the plan
• Identify parts of EOC organization that have been activated on an organization chart • Assignment of primary and support personnel and material resources to specific tasks and locations • Describe any logistical or technical support to be provided and by whom • State the objectives (attainable, measurable and flexible) to be accomplished • Establish the current priorities to meet the objectives • Describe the strategy to be utilized to achieve the objectives In addition to the required elements listed above, the Action Plan may also include:
• Specific departmental mission assignments
• Policy and/or cost constraints
• Any inter-agency considerations
Planning Responsibilities
Primary responsibility for developing the EOC Action Plan rests with the Planning/Intelligence Section.
However, development of the plan requires the active participation of the EOC Director and the General Staff. The Operations Section, in particular, must work closely with the Planning/Intelligence Section during Action Plan development. When indicated, the Planning/Intelligence Section Chief (role can be filled by the Fire Department) will request specific technical experts to provide input to the plan. The EOC Director is responsible for approving the plan.
For incidents requiring close coordination with external agencies, (e.g., local OES, State field response agencies, special districts, etc.), input from the involved agencies should also be included in the Action Planning process.
Specific EOC staff responsibilities associated with the Action Plan includes the following:
Management and General Staff
• Provide general incident objectives and strategy
• Provide direction and overall management
• Ensure incident safety
• Approve the completed Action Plan
Operations Section Chief
• Determine the tactics necessary to achieve objectives • Determine associated resource requirements
• Communicate Action Plan to EOC staff and Incident Commanders, as appropriate • Conduct Operations Shift Briefing
Planning/Intelligence Section Chief
• Conduct the Action-Planning meeting
• Establish planning timelines
• Coordinate preparation of the Action Plan
• Manage planning process
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 18
Logistics Section Chief
• Establish/confirm procedure for off-incident resource ordering • Ensure that resource ordering process is in place
• Ensure that Logistics Section can support the Action Plan Finance Section Chief
• Provide cost assessment of incident objectives
• Ensure that adequate finance approvals are in place for implementation of the Action Plan Planning Process
The Planning/Intelligence Section staff will maintain the EOC Major Incident Status Board and will develop short-and long-term planning scenarios based upon the situation and its impacts on facilities and operations, as reported. Utilizing these planning scenarios, the Planning/Intelligence Section Chief will conduct an Action Planning meeting with the EOC Director, General Staff and appropriate technical experts. The Operations Section Chief will immediately report any significant changes in information verbally to the Planning/Intelligence Section Chief.
PLANNING/INTELLIGENCE SECTION PLANNING PROCESS SCHEDULE Time Event
0700 – 0800 Shift Change.
0800 – 0900 Prepare for Planning Meeting. Purpose: To review accomplishments, identify new issues, identify resource needs, and determine assignments for next operational period. 0900 – 1000 Planning Meetings (with Management and General Staff, Resources Status Unit Leader, Supply Unit Leader, Communications Unit Leader, and Technical Specialists). 1000 – 1400 Prepare EOC Action Plan.
1400 – 1600 Finalize EOC Action Plan.
1600 Complete EOC Action Plan.
1600 – 1700 Prepare for Operations Briefing. Purpose: To review EOC Action Plan for next operational period. 1700 – 1800 Operations briefing (Management, General Staff, and identified Operations staff and Technical Specialists). 1800 – 1900 Finalize Reports (including Situation Status Report for the Operational Area EOC). 1900 – 2000 Shift Change.
2000 – 2100 Prepare for Planning Meeting. Purpose: To review accomplishments, identify new issues, identify resource needs, and determine assignments for next operational period. 2100 – 2200 Planning Meetings (with Management and General Staff, Resources Status Unit Leader, Supply Unit Leader, Communications Unit Leader, and Technical Specialists). 2200 – 0200 Prepare EOC Action Plan.
0200 – 0400 Finalize EOC Action Plan.
0400 Complete EOC Action Plan.
0400 – 0500 Prepare for Operations Briefing. Purpose: To review EOC Action Plan for next operational period. 0500 – 0600 Operations briefing (Management, General Staff, and identified Operations staff and Technical Specialists). 0600 – 0700 Finalize Reports (including Situation Status Report for the Operational Area EOC).
Figure 3 - Planning Process Schedule
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 19
Planning Considerations
In developing the Action Plan, a number of issues should be considered, as outlined in the table below. Applicable issues should be addressed in each iteration of the Action Plan.
ISSUE CONSIDERATIONS RESPONSIBILITY
Inter-Agency Coordination • Use of resources
• Contact information and frequency
• Communications methods
Liaison
Public Information • Constraints on information to be
disseminated
• Special instructions
• Target areas/audiences
Public Information Officer
EOC Director
Safety • Special precautions to be taken
• Personal protective gear required
Safety Officer
Technical Resources • System maps and schematics
• Technical expert input
Planning/Intelligence Section
Chief
Operations • Special skills required
• Mutual aid needs
• Staging Area needs
• Progress in resolving major incident
objectives
Operations Section Chief
Policy • Legal/political issues
• Fiscal constraints
EOC Director
Special Needs • Contingency Plans Planning/Intelligence Section Chief
Special Resources • Availability of special supplies and equipment
• Transportation support
Logistics Section Chief
Figure 4 - Planning Considerations
Planning Cycle
The Planning Chief, with input from the EOC Director and the Operations Section Chief, establishes the schedule and cycle for action planning. Initially, meetings may be conducted every few hours or several times each day. Over time, meetings may be held twice each day, and then daily. The following graphic describes the planning cycle process for development of the Action Plan.
Documentation and Distribution
Written EOC Action Plans will be documented on the Action Planning form. The Planning/Intelligence Section Situation Status function is responsible for:
• Posting a copy of the current Action Plan in the EOC. • Maintaining a copy of each Action Plan as part of the permanent incident record. • Distributing copies of the current Action Plan to all involved agencies and other personnel as directed by the Planning/Intelligence Section Chief.
The Operations Section Chief will ensure that the current EOC Action Plan is distributed to all Operations Section personnel.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 20
CITY EOC ROLES AND RESPONSIBILITIES
Management Section
The Director of Emergency Services leads the Management Section and is responsible for the overall management of EOC operations to address the impacts of an emergency directly upon the city and assessing conditions outside the city, which have the potential for affecting local resources. Additionally, the Director of Emergency Services is responsible for directing the creation of an EOC Action Plan and the overall strategic direction of response, including appropriate mutual aid liaison activities.
Management Staff
Assisting the Director of Emergency Services is the Management Staff. The Management Staff is responsible for providing direct administrative and executive-level support to the Director, as well as for providing additional emergency support functions within selected areas of responsibility. When fully activated the EOC Management Staff includes the following:
Emergency Operations Center (EOC) Director
The EOC Manager Director is responsible for disaster operations and will remain at the EOC to observe and direct all operations during the emergency. They will ensure the safety of staff and others within the EOC during its operation/activation. The City Police Department is responsible for staffing this position. The City Administrator or its designee will staff this position.
Public Information Officer (PIO)
The PIO is directly responsible for managing Emergency Public Information activities within the EOC and in support of all city Emergency Public Information operations. The PIO may be assisted by additional staff who will conduct assorted Emergency Public Information tasks and duties (Rumor Control and activation of the Gridley Public Information Center) within the EOC or a Joint Information Center (JIC) if established, or at a field incident command post. The responsible city department staffing this position is the City Administrator’s Office.
Legal Affairs Officer
The Legal Affairs Officer is responsible for providing legal advice and guidance to the Director and the Council on all emergency management issues and concerns. The responsible city department staffing this position is the City Attorney.
Liaison Officer
The Liaison Officer functions as the primary point of contact for all allied agencies and jurisdictional representatives not directly assigned to the City EOC. All agency and jurisdictional representatives will coordinate with the Liaison Officer, as needed. The responsible individuals/agencies staffing this position are designated by the EOC Director based on the incident.
Safety & Security Officers
The Safety & Security Officers are responsible for ensuring that the EOC is secure when activated, that hazards are identified and mitigated, and that the EOC environment is suitable for conducting operations in a safe and healthful manner. The responsible city departments staffing these positions are the Police Department for security and the Fire Department for safety.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 21
Operations Section
The Operations Section, an element of the EOC General Staff is responsible for coordinating the deployment of response resources in support of field operations. Such coordination activities will normally include:
• Manage operational elements of approved EOC Action Plan (EAP). • Support Department Operations Centers (DOC) and field incident commands (if DOCs are not activated) and associated response activities.
• Coordinate and liaise with DOCs for reporting status information to the EOC for action planning and situation reporting purposes.
• Liaise with designated Mutual Aid Coordinators.
• Coordinate incident response assets (in accordance with the approved Action Plan) regardless of agency affiliation or type of asset (e.g., law enforcement, fire suppression, medical, etc.). • Assess the emergency within the city or in nearby jurisdictions that affect local government’s response organizations.
This section is composed of several functional groups, each with its own functional coordinator. Some or all of the functions may be involved in an incident response. An Operations Section Chief will be identified between fire, law enforcement, public works or other staff as designated by the EOC Director.
The Operations Section Chief will activate those functions deemed appropriate. When fully activated, the Operations Section could be comprised of the following branches, with each position being staffed with city or allied-agency personnel.
• Law Enforcement Branch – Police Department
• Fire and Rescue Branch – CAL FIRE
• Public Works Branch – Public Works Department
• Mass Care & Shelter Branch – Recreation Department
Planning/Intelligence Section
The Planning/Intelligence Section, an element of the EOC General Staff, collects and analyzes incident data relating to hazards, damage, operations, and other problems. This section becomes the organizational focus for all information or intelligence analysis and advanced planning relative to the incident or emergency.
The Planning/Intelligence Section is divided into several units. Within those units, the following emergency support functions are organized and performed as part of the Planning/Intelligence Section. • Situation Status Unit
• Action Planning Unit
• Resource Status Unit
• Documentation Unit
• Advanced Planning Unit
• Technical Specialists Unit
• Demobilization Unit
This section will be staffed by the Planning Department and other departments as directed by the EOC Director as needed to perform the various functions required to support emergency management operations within the activated EOC. Additional branches or units may be established as needed to meet operational needs.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 22
Logistics Section
The Logistics Section is responsible for coordinating the provision of a broad assortment of procurement, service, maintenance, communication, and information technology services in support of the city’s emergency management activities during a disaster.
The Logistics Section is divided into several branches. Within those branches, the following emergency support functions are organized and performed as part of the Logistics Section. • IT and Communications Branch
• Facilities Branch
• Personnel Branch
• Procurement Branch
• Transportation Branch
The section will be staffed by the City Administrator’s Office, Public Works, and Electrical Department, as needed to perform the various functions required to support emergency management operations within the activated EOC. Additional branches or units may be established as needed to meet operational needs.
Finance/Administration Section
This section is responsible for the financial management of an operation, including payment for equipment, supplies, and services. It is also responsible for maintaining and monitoring response costs, personnel timekeeping records, and for providing administrative support to the EOC. The following functions are the responsibility of the Finance Section.
• Cost Recovery Unit
• Compensation and Claims Unit
• Fiscal Unit
The section will be staffed by the City Finance and other city departments as directed by the EOC Director as needed to perform the various functions required to support emergency management operations within the activated EOC. Additional branches or units may be established as needed to meet operational needs.
ANNEX MAINTENANCE
The City of Gridley Police Department, or its designee will coordinate with the various city departments on any updates and revisions of this Direction and Control Annex.
Those agencies and organizations listed as having anticipated roles and responsibilities under this annex shall inform the Emergency Services Coordinator ( Police Department or designee )when they are aware that changes need to be made.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 23
EOC POSITION
CHECKLISTS
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 24
Below is a basic checklist intended to provide guidance for the application of the Standardized Emergency Management System (SEMS) for an EOC/field response to a disaster. Specific position checklists begin on the following page.
JOB ASSIGNMENT Receive assignment from your department, including:
1. Job assignment
2. Reporting location
3. Reporting time
4. Travel instructions
5. Any special communications instructions, e.g., phone numbers, travel frequency
CHECK-IN Upon arrival at the EOC or incident, check in at designated Check-in location.
Check-in may be found at:
1. Emergency Operations Center
2. Incident Command Post
3. Base or Camps
4. Staging Areas
INITIAL BRIEFING Receive briefing from immediate supervisor.
WORK MATERIALS Acquire work materials.
WORK SAFE Conduct all tasks in a manner that ensures safety and welfare of you and your coworkers.
SUPERVISION Organize and brief subordinates, if in supervisory role.
COMMUNICATION Know the assigned telephone or cellular numbers and radio frequency (ies) (if necessary) for your area of responsibility and ensure that communication equipment is operating properly.
Use clear text and ICS terminology (no codes) in all radio communications (only when needed in the field.)
DOCUMENTATION Complete forms and reports required of the assigned position and send through chain of command to Documentation Unit.
DEMOBILIZATION Respond to demobilization orders and brief subordinates regarding demobilization.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 25
(This page left intentionally blank)
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 26
Purpose
The Management Section directs the City of Gridley Emergency Management Organization, coordinates the actions of the EOC staff, establishes operational priorities, ensures development and implementation of strategies to meet the needs of the emergency, works with Elected Officials on issues related to emergency response and recovery, communicates with the media, coordinates response with outside agencies including federal and state resources, and ensures the safety of the responders. The Management Section staff must evaluate the potential economic, social and environmental impacts of the disaster on its citizens, while managing the response to the conditions within the city. Additionally, the Management Section must consider whether an emergency in a neighboring city could impact Gridley, or draw upon resources normally available to the city.
When fully staffed, the Management Section may include the positions shown in the organizational chart above. If staffing is not available for each position, the duties assigned to the unfilled position are the responsibility of the Director of Emergency Services.
Objectives
The overall objective of emergency management is to ensure the effective management of response forces and resources in preparing for and responding to situations associated with disasters. To carry out its responsibilities, the Management Section will accomplish the following objectives during a disaster/emergency:
• Overall management and coordination of emergency response and recovery operations. • Coordinate and liaise with appropriate federal, state and other local government agencies, as well as applicable segments of private sector entities and volunteer agencies. • Establish priorities and resolve any conflicting demands for support. • Prepare and disseminate emergency public information to inform, alert and warn the public. • Disseminate damage information and other essential data.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 27
Read entire position checklist before taking any action! □ Review Common Responsibilities – All personnel.
□ Determine appropriate level of activation based on situation as known. □ Mobilize appropriate personnel for the initial activation of the EOC. □ Establish the appropriate staffing level for the City of Gridley Emergency Operations Center (EOC) and continuously monitor organizational effectiveness, ensuring that appropriate modifications occur as required.
□ Exercise overall management responsibility for the coordination between emergency response agencies.
□ Respond immediately to EOC site and determine operational status. □ Obtain briefing from whatever sources are available.
□ Ensure that the EOC is properly set up and ready for operations. □ Ensure that an EOC check-in procedure is established immediately. □ Ensure that an EOC organization and staffing chart is posted and completed. □ Determine which sections are needed, assign Section Chiefs as appropriate and ensure they are staffing their sections as required.
□ Determine which Management Section positions are required and ensure they are filled as soon as possible.
□ In coordination with General Staff, set priorities for response efforts. □ Ensure that all agency actions are accomplished within the priorities established. □ Ensure that Inter-Agency coordination is accomplished effectively within the EOC. □ Ensure that communications with emergency response agencies are established and functioning. □ Confer with the General Staff to determine what representation is needed at the EOC from member jurisdictions, special districts, and other emergency response agencies. □ Assign a liaison officer to coordinate outside agency response to the EOC, and to assist as necessary in establishing an Interagency Coordination Group. □ Monitor General Staff activities to ensure that all appropriate actions are taken. □ In coordination with the Public Information Officer, conduct news conferences and review media releases for final approval, following the established procedure for information releases and media briefings.
□ Ensure that the Liaison Officer is providing for and maintaining effective interagency coordination. □ Based on current status reports, establish initial strategic objectives for the EOC. □ In coordination with Management Staff, prepare management function objectives for the initial Action Planning Meeting.
□ Convene the initial Action Planning meeting. Ensure that all Section Chiefs, Management Staff, and other key agency representatives are in attendance. Ensure that appropriate Action Planning procedures are followed (refer to Planning/Intelligence Section, “Action Planning”) and the meeting is facilitated appropriately by the Planning/Intelligence Section. □ Once the Action Plan is completed by the Planning/Intelligence Section, review, approve and authorize its implementation.
EOC Director Position Checklist
(Position filled by City Manager, Assistant City Manager City Administrator or Designee) Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 28
□ Conduct periodic briefings with the General Staff to ensure strategic objectives are current and appropriate.
□ Conduct regular briefings for the Elected and Executive representatives and/or their designee. □ Formally issue Emergency Proclamation and coordinate with other agencies as appropriate. □ Brief your relief at shift change, ensuring that ongoing activities are identified and follow-up requirements are known.
□ Authorize deactivation of sections, branches, and units when they are no longer required. □ Notify the other activated EOCs, emergency response agencies, and other appropriate organizations of the planned deactivation time.
□ Ensure that any open actions not yet completed will be handled after deactivation. □ Ensure that all required forms or reports are completed prior to deactivation. □ Be prepared to provide input to the After Action Report. □ Deactivate the EOC at the designated time, as appropriate. □ Proclaim termination of the emergency and proceed with recovery operations. □ Maintain unit/activity log.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 29
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Assist the EOC Director with the overall facilitation and functioning of the Gridley Emergency Operations Center (EOC.)
□ Assist and serve as an advisor to the EOC Director and General Staff as needed, providing information and guidance related to the internal functions of the EOC and ensure compliance with existing emergency plans and procedures.
□ Assist the EOC Director in determining appropriate staffing for the EOC. □ Provide assistance and information regarding section staffing to all General Staff. □ Assist the EOC Director and the General Staff in developing overall strategic objectives as well as section objectives for the Action Plan.
□ Advise the EOC Director on procedures for enacting emergency proclamations, emergency ordinances and resolutions, and other legal requirements. □ Assist the Planning/Intelligence Section in the development, continuous updating and execution of the EOC Action Plan.
□ Provide overall procedural guidance to General Staff as required. □ Ensure that all notifications are made to Butte County OEM and represent Gridley on any and all Butte County and CalOES Inland Region conference calls or briefings, as necessary. □ Ensure that all communications with jurisdictional emergency response agencies have been established and are maintained.
□ Assist the EOC Director, PIO and Liaison in preparing for and conducting briefings with Management Staff, the Elected/Executive members, the media, and general public. □ Assist the EOC Director and Liaison Officer in establishing and maintaining an Inter-agency Policy Group comprised of outside agency representatives and executives not assigned to specific sections within the EOC.
□ Assist the Liaison Officer in ensuring proper procedures are in place for directing agency representatives and conducting VIP/visitor tours of the EOC. □ Provide assistance with shift change activity, as required. □ Maintain unit/activity log.
Emergency Services Coordinator (Police Department or designee) Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 30
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Serve as the coordination point for all media releases for the Gridley Emergency Operations Center (EOC).
□ Represent the Gridley EOC as the lead Public Information Officer (PIO). □ Ensure the public, within the affected area, receives complete, accurate and consistent information about life safety procedures, public health advisories, relief and assistance programs and other vital information.
□ Coordinate media releases with Public Information Officers representing other affected emergency response agencies within the jurisdiction.
□ Coordinate the provision of situation information on the city’s website and ensure that rumor control is provided with the same information throughout the event. □ Organize the format for press conferences in coordination with the EOC Director. □ Maintain a positive relationship with the media representatives. □ Supervise the Rumor Control function (IF ACTIVATED).
□ Establish and manage the Joint Information Center (JIC), as necessary. □ Determine staffing requirements and make required personnel assignments for the JIC function as necessary.
□ Obtain policy guidance from the EOC Director on media releases. □ Keep the EOC Director advised of all unusual requests for information and all major critical or unfavorable media comments. Recommend procedures or measures to improve media relations. □ Coordinate with the Situation Status Unit and identify method for obtaining and verifying significant information as it develops.
□ Develop and publish a media briefing schedule, to include location, format, preparation, and distribution of handout materials.
□ Implement and maintain an overall information release program. □ Establish a Media Information Center, as necessary, providing necessary space, materials, telephones, and electrical power.
□ Maintain up-to-date status boards and other references at the media information center. Provide adequate staff to answer questions from members of the media. □ Interact with other EOC sections, branches, and units to provide and obtain information relative to public information operations.
□ Develop content for state Emergency Alert System (EAS) releases. Monitor EAS releases, as necessary.
□ In coordination with other EOC sections, as approved by the EOC Director, issue timely and consistent advisories and instructions for life safety, health, and assistance to the public.
Public Information Officer Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 31
□ At the request of the EOC Director, prepare media briefings for Elected/Executive representatives and/or their designees, other government officials, and provide assistance as necessary to facilitate their participation in media briefings and press conferences. □ Ensure that adequate staff is available at incident sites to coordinate and conduct tours of the disaster areas.
□ Provide sufficient staffing and telephones for call center operations to efficiently handle incoming media and public calls.
□ Prepare, update, and distribute to the public a Disaster Assistance Information Directory which contains locations to obtain food, shelter, supplies, health services, etc. □ Ensure that announcements, emergency information, and materials are translated and prepared for special populations (non-English speaking, hearing impaired, etc.). □ Monitor broadcast media, using information to develop follow-up news releases and rumor control. □ Ensure file copies are maintained of all information releases (for submission to Planning/Intelligence Section).
□ Provide copies of all releases to the EOC Director.
□ Conduct shift change briefings in detail, ensuring that in-progress activities are identified and followup requirements are known. □ Prepare final news releases and advise media representatives of points-of-contact for follow-up stories.
□ Maintain unit/activity log.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 32
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Provide staffing for rumor control telephone bank.
□ Supervise the Rumor Control Unit.
□ Obtain "confirmed" disaster information.
□ Operate a telephone bank for receiving incoming inquiries from the general public. □ Correct rumors by providing factual information based on confirmed data. □ Establish a "Disaster Hotline" recorded message and provide updated information periodically. □ Refer inquiries from member of the media to the lead Public Information Officer or designated staff. □ Maintain unit/activity log.
Rumor Control Unit Position Checklist
(Usually used in large disasters, otherwise PIO performs this function) Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 33
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Oversee all liaison activities, including coordinating outside agency representatives assigned to the Gridley Emergency Operations Center (EOC) and handling of requests from other EOCs for Gridley EOC agency representatives.
□ Establish and maintain a central location for incoming agency representatives, providing workspace and support as needed.
□ Ensure that position specific guidelines, policy directives, situation reports, and a copy of the EOC Action Plan are provided to Agency Representatives upon check-in. □ In coordination with the Management Section, provide orientations for VIPs and other visitors to the EOC.
□ Contact Agency Representatives already on-site, ensuring they:
Sign into the EOC organization
Understand assigned functions
Know work locations
Review and understand Gridley’s EOC organization and floor plan □ Determine if additional agency representation is required from:
Other agencies
Schools
Volunteer organizations
Private organizations
Utilities not already represented
□ Arrange and coordinate VIP tours with the PIO and the Elected/Executive members or their designees.
□ Determine the status and resource needs and availability of other agencies. □ Notify and coordinate with adjacent jurisdictions on facilities and/or dangerous releases which may impose risk across boundaries.
□ Request agency representatives maintain communications with their agencies and obtain Situation Status Reports regularly.
□ Act as liaison with state or federal emergency response officials and appropriate city and/or county personnel.
□ With the approval of the EOC Director, provide agency representatives from the Gridley EOC to other EOCs, as required and requested.
□ Maintain a roster of agency representatives located at the EOC. Roster should include the assignment within the EOC (Section or Interagency Coordination Group). Roster should be distributed internally on a regular basis.
□ Release agency representatives that are no longer required in the EOC when authorized by the EOC Director (be sure to get contact information from representative before demobilization.) □ Maintain unit/activity log.
Liaison Officer Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 34
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Facilitate requests for Local Emergency proclamations and requests for a State of Emergency to the Governor through the Butte County OA.
□ Provide legal opinion on requests from management on actions which may have impacts on jurisdictional policy and authority by ordinances, statutes and under state and federal laws (e.g., evacuations, quarantines, etc.)
□ Check-in with the EOC Director and clarify any issues regarding authority and assignment, including the functions of others in the EOC organization.
□ Review rules, regulations and laws required for acquisition and/or control of critical resources within the city.
□ Develop necessary ordinances and emergency orders to provide legal basis for the enforcement of emergency actions or protective measures.
□ Establish communications with other jurisdictional legal offices for support. □ Facilitate requests for support or information as requested. □ Review and/or prepare the templates for declarations and other actions. □ Provide appropriate proclamation status to the Planning/Intelligence Section. □ Keep the jurisdictional Executives and/or their designees informed and provide policy guidance and clarification for the EOC Management staff, as required. □ Maintain unit/activity log.
Legal Affairs Officer Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 35
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Ensure that all buildings and other facilities used in support of the Gridley EOC are in safe operating condition.
□ Monitor operational procedures and activities in the EOC to ensure they are being conducted in a safe manner, considering the existing situation and conditions. □ Stop or modify all unsafe operations outside the scope of the EOC Action Plan, notify the EOC Director of actions taken.
□ Tour the entire EOC facility and evaluate conditions. Advise the EOC Director of any conditions and actions that might result in liability - e.g., oversights, improper response actions, etc. Include these when writing the EOC Safety Plan.
□ Study the EOC facility and document the locations of all fire extinguishers, emergency pull stations, and evacuation routes and exits.
□ Be familiar with particularly hazardous conditions in the facility and reduce their threats. □ Prepare and present safety briefings for the EOC Director and General Staff. □ Ensure that the EOC facility is free from any environmental threats - e.g., radiation exposure, air purity, water potability, etc.
□ Keep the EOC Director advised of unsafe conditions; take action when necessary. □ Coordinate with the Finance Section in preparing any personnel injury claims or records necessary for proper case evaluation and closure.
□ Maintain unit/activity log.
Safety Officer Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 36
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Provide or coordinate/monitor 24-hour security for the Gridley EOC, as necessary. □ Control personnel access to the Gridley EOC in accordance with policies established by the EOC Director.
□ Determine the current EOC security requirements and arrange for staffing as needed. □ Determine needs for special access to EOC facilities. □ Provide Elected/Executive and VIP security as appropriate and required. □ Provide recommendations as appropriate to EOC Director. □ Prepare and present security briefings for the EOC Director and General Staff at appropriate meetings.
□ Maintain unit/activity log.
Security Officer Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 37
Purpose
The Operations Section supports all tactical emergency response assets, regardless of agency affiliation or type. The Operations Section orchestrates strategic support to all emergency response operations. The Operations Section implements the Emergency Operations Center (EOC) Action Plan and facilitates the direction of and makes changes to the plan based on the needs of the emergency. The Operations Section staff must evaluate the potential economic, social and environmental impacts of the disaster on its citizens, while managing response to the conditions within the city. Additionally, the Operations Section staff must consider whether an emergency in a neighboring jurisdiction could impact the City of Gridley or draw upon resources normally available to the city.
When fully staffed, the Operations Section may include the positions shown in the organizational chart above. The duties assigned to the unfilled position are the responsibility of the Operations Section Chief.
Objectives
The Operations Section carries out the objectives of the EOC Action Plan and requests additional resources as needed. The Operations Section's primary responsibilities in a disaster/emergency are to:
• Support tactical operations.
• Assist in the development of the Operations Section portion of the EOC Action Plan. • Request, coordinate and manage resources needed to implement the Operations Section tactics as a part of the EOC Action Plan development.
• Report situation status information through DOC’s, or if no DOC is activated, report information directly to the ICP.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 38
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Ensure the Operations function is carried out including coordination of response for all operational functions assigned to the Emergency Operations Center (EOC). □ Ensure operational objectives and assignments identified in the EOC Action Plan are carried out effectively.
□ Establish the appropriate level of branch and unit organizations within the Operations Section, continuously monitoring its effectiveness and modifying accordingly. □ Exercise overall responsibility for the coordination of Branch and Unit activities within the Operations Section.
□ Ensure the Planning/Intelligence Section is provided with Branch Status Reports on a regular schedule.
□ Conduct periodic Operations briefings for the EOC Director, as required or requested. □ Provide overall supervision of the Operations Section. □ Ensure that the Operations Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps and status boards. □ Meet with Planning/Intelligence Section Chief to obtain a preliminary situation briefing. □ Determine the need for Mutual Aid.
□ If Mutual Aid systems are activated, ensure that the appropriate Mutual Aid Coordinator or representative is located in the corresponding branch in operations. □ Obtain a current communications status briefing from Telecommunications in Logistics and ensure there is adequate equipment and frequencies available for the section. □ Determine estimated times of arrival of section staff from the Personnel Branch in Logistics. □ Confer with the EOC Director to ensure that the Planning and Logistics Sections are staffed at levels necessary to provide adequate information and support for response operations. □ Coordinate with the Liaison Officer regarding the need for agency representatives in the Operations Section.
□ Establish radio or cell phone communications with Incident Commander(s) operating in the field, if no DOC is activated.
□ Determine activation status of other EOCs around the jurisdiction and establish communication links with their Operations Sections.
□ Based on the situation known or forecasted, determine likely future needs of the Operations Section. □ Identify key issues currently affecting the Operations Section, meet with Section personnel to determine appropriate section objectives for the first operational period. □ Review responsibilities of branches in section to develop an Operations Plan detailing strategies for carrying out Operations objectives.
Operations Section Chief Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 39
□ Adopt a proactive attitude. Think ahead and anticipate situations and problems before they occur. □ Ensure that all media contacts are referred to the Public Information Officer. □ Conduct periodic briefings and work to reach consensus among staff on objectives for forth-coming operational periods.
□ Attend and participate in EOC Action Planning meetings. □ Provide the Planning/Intelligence Section Chief with the Operations Section's objectives prior to each Action Planning meeting.
□ Work closely with each Branch Coordinator to ensure that the Operations Section objectives, as defined in the current Action Plan, are being addressed. □ Ensure that the branches coordinate all resource needs through the appropriate Mutual Aid Coordinators or the Logistics Section.
□ Maintain unit/activity log.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 40
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Coordinate law enforcement, traffic, evacuation/movement and security/access control operations. □ Supervise the Law Enforcement Branch.
□ Coordinate all law enforcement activities with the other units of the Operations Section and with the Operations Section Chief on a regular basis.
□ Assist with notification, alert and warning of the public as necessary. □ Track law enforcement resources committed and resources that are still available for deployment and keep the Resources Unit apprised of status.
□ Assist with coordination of deceased with the Butte County Sheriff’s Department. □ Based on the situation, activate the necessary Units within the Law Enforcement Branch per the EOC Organization Chart. If units are not activated those duties are the responsibility of the Branch Coordinator.
□ Provide an initial law enforcement situation report to the Operations Section Chief. □ Based on the initial EOC strategic objectives, prepare objectives for the Law Enforcement Branch and provide them to the Operations Section Chief.
□ Maintain current status on Law Enforcement missions being conducted. □ Coordinate the need for voluntary or mandatory evacuations with the Operation Section Chief. □ Initiate animal control measures as necessary and coordinate with the Care and Shelter Branch. □ On a regular basis, complete and maintain the Law Enforcement Branch Status Report and provide to the Operations Section Chief.
□ Refer all contacts with the media to the Public Information Officer. □ Assist Planning/Intelligence Section with Damage Assessment in disaster area. □ Maintain unit/activity log.
Law Enforcement Branch Coordinator Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 41
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Evaluate and process requests for Law Enforcement Mutual Aid Resources through the Butte Operational Area Law Enforcement Mutual Aid Coordinator. □ Establish and maintain communication with the Law Enforcement Branch Directors in the field. □ Respond to requests for Law Enforcement resources from the field in a timely manner, following established priorities (life safety, protection of property, and then the environment). □ Monitor and track law enforcement resources utilized during the event. □ Provide general support to field personnel as required. □ Supervise the Law Enforcement Operations Unit.
□ Establish and maintain radio or cell-phone communication with the Law Enforcement Branch Directors at the field level.
□ Obtain regular status reports on the law enforcement situation from the Department Operations Center or Law Enforcement branch at the field level.
□ Assess the impact of the disaster/event on the Gridley Police Department’s operational capability. □ Establish the objectives of the Law Enforcement Operations Unit based on the nature and severity of the disaster, and provide them to the Law Enforcement Branch Coordinator prior to the first Action Planning meeting.
□ Ensure that the assignment of the law enforcement resources are closely monitored and coordinated, and that on-scene time is logged at the field level. □ If not addressed at the ICP, ensure that incident facilities are established (staging areas, etc.) to coordinate incoming law enforcement mutual aid and resources, as requested. □ In coordination with Situation Status Unit, determine if current and forecasted weather conditions will affect law enforcement operations.
□ Coordinate with the Fire Operations Branch to determine geographical boundaries of evacuations. □ Coordinate with the Care and Shelter Branch to establish suitable shelter locations and appropriate shelter facilities for evacuated population and/or animals. □ Assist in establishing camp facilities for law enforcement personnel, through the Logistics Section, if not addressed at the ICP.
□ Reinforce the use of proper procedures for media contacts. □ Provide law enforcement status updates to the Law Enforcement Branch Coordinator on a regular basis.
□ Maintain unit/activity log.
Law Enforcement Operations Unit Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 42
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Coordinate fire, hazardous materials, and search and rescue operations. □ Assist the Fire & Rescue Mutual Aid Coordinator in acquiring mutual aid resources, as necessary. □ Complete and maintain branch status reports for major incidents requiring or potentially requiring operational area, state, and federal response, and maintain status of unassigned fire & rescue resources.
□ Implement the objectives of the EOC Action Plan assigned to the Fire & Rescue Branch. □ Provide overall supervision of the Fire & Rescue Branch. □ Prepare and submit a preliminary branch status report as appropriate to the Operations Section Chief.
□ Prepare objectives for the Fire & Rescue Branch and provide them to the Operations Section Chief prior to the first Action Planning meeting.
□ Ensure that Branch and Unit position logs and other files are maintained. □ Maintain current status of Fire & Rescue missions being conducted in your area of responsibility. □ Provide the Operations Section Chief and the Planning/Intelligence Section Chief with an overall summary of Fire & Rescue Branch operations periodically or as requested during the operational period.
□ On a regular basis, complete and maintain the Fire & Rescue Branch Status Report. □ Refer all contacts with the media to the Public Information Officer. □ Ensure that fire, hazardous material, and search and rescue resources are channeled through the mutual aid coordinators.
□ Prepare objectives for the Fire & Rescue Branch for the subsequent operations period and provide them to the Operations Section Chief prior to the end of the shift and the next Action Planning meeting.
□ Maintain unit/activity log.
Fire and Rescue Branch Coordinator Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 43
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Evaluate and process requests for fire resources through the Butte Operational Area Fire & Rescue Mutual Aid Coordinator.
□ Establish and maintain communication with Fire Branch Directors in the field for incidents occurring in the city.
□ Respond to requests for fire resources from the field in a timely manner, following established priorities (life safety, property, and then the environment). □ Monitor and track fire resources utilized during the event. □ Provide general support to field personnel, as required. □ Supervise the Fire Operations Unit.
□ Establish and maintain radio or cell-phone communication with the Department Operations Center or Fire Branch Director at the field level.
□ Obtain regular status reports on the fire situation from the Fire & Rescue Branch at the field level. □ Assess the impact of the disaster/event and the Gridley Police Department's operational capabilities.
□ Establish the objectives of the Fire Operations Unit based on the nature and severity of the disaster, and provide them to the Fire & Rescue Branch Coordinator prior to the first Action Planning Meeting. □ If the Department Operations Center is not activated, ensure that the assignment of fire resources are closely monitored and coordinated, and that on-scene time is logged at the field level. □ Provide fire status updates to the Fire & Rescue Branch Coordinator on a regular basis. □ Evaluate and process all requests for fire mutual aid resources through the Operational Area Fire & Rescue Mutual Aid Coordinator.
□ If not addressed at the Incident Command Post, ensure that incident facilities are established (marshaling areas, staging areas, etc.) to coordinate incoming fire mutual aid resources, as required. □ In coordination with Situation Status, determine if current and forecasted weather conditions will affect fire and rescue operations.
□ Inform the Fire & Rescue Branch Coordinator of all significant events that occur. □ Coordinate with the Law Enforcement Branch to determine status of evacuations and shelter locations.
□ Assist in establishing camp facilities through the Logistics Section, if not addressed at the ICP or DOC.
□ Reinforce the use of proper procedures for media contacts. □ Maintain unit/activity log.
Fire Operations Unit Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 44
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Coordinate personnel, equipment and resources to provide emergency medical care and transportation during a disaster.
□ Monitor and coordinate all tactical operations of out-of-hospital triage. □ Assess number of medical casualties and needs.
□ Coordinate resources and communication with health care facilities and transportation agencies for patient evacuation and care.
□ Maintain contact with medical field operations and ensure coordination and information exchange between field responders and the EOC.
□ Initiate and maintain contact with the Butte County Operational Area Medical/Health Coordinator. □ Prepare objectives for the EMS Unit and provide them to the Fire & Rescue Branch Coordinator prior to the first Action Planning Meeting.
□ Refer all contacts with the media to the Public Information Officer. □ Brief the Butte County Operational Area Medical/Health Coordinator about the:
Scope of medical involvement
Resources committed, need for mutual aid
Approximate number/location of casualties that require hospitalization □ Advise the Control Facility (CF) to assess/report back on local hospital capabilities and impact on operations.
□ Coordinate with the CF and the Fire & Rescue Branch Coordinator for transportation and care of injured persons, including transportation to appropriate care facilities/areas. □ Provide information on established disaster routes to hospitals, healthcare facilities, and to other transport agencies.
□ Coordinate with Law Enforcement Branch Coordinator during evacuations to relocate and reduce the patient population in affected hospitals, nursing homes and other care facilities. □ Coordinate continued medical care for patients who cannot be moved when hospitals/nursing homes/healthcare facilities are evacuated.
□ Identify facilities that could be expanded or utilized for emergency treatment and extended care centers.
□ Establish and coordinate the staffing of casualty collection points (CCP) as needed. □ Coordinate/provide for appropriate medications to be distributed to hospitals, shelters, CCPs and/or treatment areas.
□ Establish a patient tracking system in coordination with Fire and Law. □ Identify issues, resource needs, and shortfalls for the next operational period. □ Maintain unit/activity log.
EMS Unit Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 45
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Determine the scope of hazardous materials incidents throughout the jurisdiction. □ Assist in mobilizing hazardous materials teams at the request of the Incident Commanders in the field.
□ Provide hazardous materials support, as required to emergency response agencies consistent with established priorities and objectives.
□ Ensure that deployed teams are provided with adequate support. □ Supervise the Hazardous Materials Unit.
□ Work closely with all Operations Section Branch Coordinators to determine the scope of hazardous materials incident response required.
□ Coordinate with the Fire & Rescue Branch Coordinator to determine missions for hazmat teams based on established priorities.
□ Mobilize and deploy available hazardous materials teams in a manner consistent with the HazMat Mutual Aid System established priorities.
□ Establish radio or cell-phone communication with all deployed hazmat teams to determine the scope of support required.
□ Work closely with the Resources Unit to determine the status and availability of HazMat Response Teams in the jurisdiction.
□ Coordinate with the Public Works Branch to provide on-site assistance with hazmat operations at the request of the Field Incident Commander.
□ Coordinate with the EMS Unit to determine medical facilities where victims of hazmat incidents can be transported following decontamination.
□ Coordinate with the Coroner to provide on-site assistance for fatalities at hazmat scenes. □ Monitor and track the progress and status of each hazmat team. □ Ensure that HazMat Team Leaders report all significant events. □ Assist in establishing camp facilities for hazmat teams through the Logistics Section, if not addressed at the ICP.
□ Inform the Fire & Rescue Branch Coordinator of all significant events. □ Reinforce the use of proper procedures for media contacts. This is particularly critical in instances where the media is seeking technical information on the hazardous material, statistical information, or personal identities of injured victims or fatalities. □ Maintain unit/activity log.
Hazardous Materials Unit Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 46
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Survey all utility systems and restore systems that have been disrupted, including coordinating with utility service providers.
□ Survey all public and private facilities, assessing the damage to such facilities and coordinating the repairs of damage to public facilities.
□ Supervise the Public Works Branch.
□ Based on the situation, activate the necessary units within the Public Works Branch per the EOC Organization Chart.
□ Contact and assist the Operational Area Public Works Mutual Aid Coordinator with the coordination of mutual aid resources as necessary. If there is none, work through a Coordinator in the Butte County EOC.
□ Provide an initial situation report to the Operations Section Chief. □ Based on the initial EOC strategic objectives prepare objectives for the Public Works Branch and provide them to the Operations Section Chief prior to the first Action Planning meeting. □ Maintain current status on all public works activities being conducted in your area of responsibility. □ Ensure that damage and safety assessments are being carried out for both public and private facilities. Request mutual aid as required.
□ Determine and document the status of transportation routes into and within the affected areas. □ Coordinate debris removal services as required.
□ Provide the Operations Section Chief and the Planning/Intelligence Section Chief with an overall summary of the Public Works Branch operations periodically during the operational period or as requested.
□ Ensure that all Public Works Status Reports, as well as the initial damage estimates are completed and maintained.
□ Refer all contacts with the media to the Public Information Officer. □ Prepare objectives for the Public Works Branch for the subsequent operations period, and provide them to the Operations Section Chief prior to the end of the shift and the next Action Planning meeting.
□ Provide your relief with a briefing at shift change, informing him/her of all ongoing activities, branch objectives for the next operational period, and any other pertinent information. □ Maintain unit/activity log.
Public Works Branch Coordinator Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 47
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Provide road closure and traffic light outage information to the EOC. □ Coordinate with Fire and Law on road closures and openings. □ Ensure that current road closures and traffic signal outage information is displayed in the EOC. □ Participate in evacuation route planning.
□ Coordinate transportation related activities with other operations units. □ Coordinate with Cal Trans and CHP on status of highways. □ Coordinate and track mutual aid resources.
□ Maintain contact with department operations centers and ensure coordination and information exchange between field responders and the EOC.
□ Collect preliminary situation information on division activities, the emergency situation, and the status of resources.
Based on the situation, staff the unit to perform the following functions:
Road closure coordination
DOC/field coordination
Evacuation coordination
□ Brief the Branch Coordinator on the emergency situation:
Scope of the division’s involvement in the incident
Personnel and resources committed, need for mutual aid Current and potential threats to life and property
Recommend course of action to mitigate immediate threats Share current situation status and division activities that may impact another department’s operations to ensure field activities are coordinated
Discuss strategies for dealing with potential problems Identify critical issues, needs, and resources
Update the Action Plan and report back on previously assigned tasks □ Warn the Branch Coordinator immediately when the emergency situation escalates or there is a critical situation occurring.
□ Assist with Action Planning:
Prepare objectives for the Branch Coordinator prior to the briefing/planning meetings Brief unit on the EOC Action Plan objectives and assign specific responsibilities Provide unit tactical plan to the Branch Coordinator
□ Coordinate critical emergency information within the unit and with other units in the branch. □ Assist with resource management by tracking resources used in the response, or sent/received as mutual aid and coordinate with the resources tracking unit.
Roads and Bridges (Transportation) Unit Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 48
□ Provide periodic situation or status reports to the Branch Coordinator for update of the overall situation.
□ Ensure that unit position logs are maintained.
□ Identify issues, resources needs, and shortfalls for the next operational period. □ Brief your replacement at shift change. Ensure that in-progress activities are identified and follow-up requirements are conveyed.
□ Maintain unit/activity log.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 49
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Positions.
□ Gather information about the status of rivers, levees and dams and provide information about flooding and levee status in the affected areas to the Operations Section Chief. □ Provide affected agencies with information and coordinate mutual aid requests for assistance/resources from agencies within the jurisdiction, including but not limited to, specialized personnel, equipment and transportation.
□ Manage the process of tracking, requesting, and deploying flood control mutual aid resources. □ Provide status information and reports to the Planning/Intelligence Section for inclusion into the situation report.
□ Maintain activity log for the flood control function. At a minimum, the log should record the following:
Conversations in which decisions were reached, instructions given or received, vital information exchanged;
Requests filled, mission assignments from Butte County OEM; and Major events/activities.
□ Establish contact with the following agencies/jurisdictions:
Butte County Water Resources
DWR Flood Operations Center
□ Request and obtain reports from flood control agencies within the affected area. This information should include:
Status of rain/stream gages ALERT
Status of levee patrols
Damage to levees/flood fight locations status and risk Flooding occurring or imminent, areas of impact, estimated damages Sump pump outages and causes of outage and when repairs will be complete and street flooding and risk of structure flooding
Status of storm drain systems
Status of all dams which could affect the area including: inflow, outflow and volume Special resources required to accomplish flood fight and major problem identification Projection of impending areas of concern
Established locations for staging and processing incoming support resources □ Consolidate all information on the Flood Control Status Report form. Provide information to the Planning/Intelligence Section.
□ Determine the various flood control agencies capabilities to staff flood fight, and level of additional support needed.
□ Assess resource capabilities within the jurisdiction and be prepared to respond to mutual aid resources requests.
Flood Management Unit Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 50
□ Coordinate requests for additional personnel or other support with other agencies and jurisdictions. □ Process requests for mutual aid to Butte County OEM, if resources within the jurisdiction are inadequate.
□ Participate in Action Planning sessions.
□ Disseminate established flood control priorities to jurisdictions. □ Brief your relief at shift change time. Ensure that in-progress activities are identified and follow-up requirements are known.
□ Maintain unit/activity log.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 51
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Assess and project debris types and quantities generated by the event. □ Identify preferred debris collection, storage, diversion, and disposal alternatives. □ Coordinate intra-departmental and intra-jurisdictional debris management efforts. □ Supervise the Debris Management Unit (DMU).
□ Determine regulatory compliance needs.
□ Based on the situation, activate the necessary units with the DMU per the DMU organization chart. □ Contact and coordinate with other city departments and Butte County to establish collection and disposal of debris with the mutual aid resources.
□ Provide an initial situation report to the Operations Section Chief. □ Based on the initial EOC strategic objectives prepare objectives for the Debris Management Unit and provide them to the Public Works Branch prior to the first Action Planning meeting. □ Ensure that Debris Management Unit position logs and other necessary files are maintained. □ Maintain current status on all debris management activities being conducted in your area of responsibility.
□ Ensure that debris assessments are being carried out for both public and private facilities; request mutual aid as required.
□ Ensure that regular residential refuse and recycling collection services are maintained to the extent possible. Identify areas where service is not possible and communicate to the EOC. □ Ensure the Butte County waste disposal and transfer facilities remain operational. □ Ensure that adequate public education efforts aimed at keeping Household Hazardous Waste (HHW) and source materials separated and segregated are executed. □ Secure debris removal services from franchised haulers and other services providers as required. □ Provide the Public Works Branch an overall summary of the Debris Management Unit operations periodically during the operational period or as requested. □ Coordinate all contacts with the media with the Public Information Officer. □ Ensure that the temporary Debris Storage facilities are returned to their pre-event condition prior to the site closure
□ Ensure that debris tonnage jurisdictional allocations are distributed accurately. □ Maintain unit/activity log.
Debris Management, Waste Management
and Recycling Unit Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 52
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Collect initial damage/safety assessment information from other branches/units within the Operations Section.
□ Provide detailed damage/safety assessment information to the Planning/Intelligence Section, with associated loss damage estimates.
□ Maintain detailed records on damaged areas and structures. □ Coordinate mutual aid requests for engineers to inspect structures and/or facilities, to include organizing the inspectors into inspection teams upon their arrival. □ Supervise the Building Inspection Unit.
□ Obtain initial damage/safety assessment information from the Fire & Rescue Branch, Law Enforcement Branch, Utilities Unit, and other branches/units as necessary. □ Coordinate with other sources for additional damage/safety assessment information. □ Prepare detailed damage/safety assessment information, including estimate of value of the losses, and provide to the Planning/Intelligence Section.
□ Clearly label each structure and/or facility inspected in accordance with ATC-20 standards and guidelines.
□ Maintain a list of structures and facilities requiring immediate inspection or engineering assessment. □ Coordinate all requests for engineers and building inspectors from emergency response agencies.
Communicate mutual aid resource needs with the Butte County EOC. □ Keep the Public Works Branch Coordinator informed of the inspection and engineering assessment status.
□ Refer all contacts with the media to the Public Information Officer. □ Maintain unit/activity log.
Building Inspection Unit Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 53
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Assess the status of utilities, and provide Utilities Status Reports as required. □ Coordinate restoration of damaged utilities with utility representatives. □ Supervise the Utilities Unit.
□ Establish and maintain a position log and other necessary files. □ Establish and maintain communications with Pacific Gas and Electric (P.G. & E and other utility service providers.
□ Assess the extent of damage to utility systems in the city. □ Coordinate with the Liaison Officer to ensure that agency representatives from utility service providers are available to respond to the EOC.
□ Ensure that all information on system outages are consolidated and provided to the Situation Status Unit in the Planning/Intelligence Section.
□ Ensure that support to utility providers is available as necessary to facilitate restoration of damaged systems.
□ Keep the Public Works Branch Coordinator informed of the restoration status. □ Refer all contacts with the media to the Public Information Officer. □ Maintain unit/activity log.
Utilities Unit Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 54
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Manages and assumes responsibilities of those functions assigned to the Care and Shelter Branch. □ Coordinates with the ARC on the overall management of mass care shelters, including the preparation of action plans, listing objectives to be accomplished, and formation of strategies to achieve those objectives as well as advanced planning considerations. □ Coordinates with other Butte County and other city Operations Section counterparts to ensure support services are provided to shelters, including medical, public and behavioral health, security, fire/safety, and building inspection.
□ Communicates care and shelter activities to the Operations Section Chief. □ Ensures coordination with the ARC to provide temporary shelter, food, clothing, medical care, and other essential life support needs for persons impacted by the disaster. □ Coordinate with the Liaison Officer to request an Agency Representative from the American Red Cross. Work with the Agency Representative to coordinate all shelter and congregate care activity. □ Provide the Operations Chief and Planning Chief with updates and/or reports as requested or appropriate.
□ Prepare objectives for the Care and Shelter Branch for the subsequent operational period and provide them to the Operations Section Chief prior to the end of the shift and the next Action Planning meeting.
□ Refer all contacts with the media to the Public Information Officer. □ Maintain unit/activity log.
Care and Shelter Branch Chief Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 55
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Coordinate the provision of animal shelter with the Section Chief. □ Coordinate with the Care and Shelter Branch Coordinator on animal shelter locations adjacent to human shelters.
□ Coordinate with veterinarians/CVMA to prevent the spread of animal diseases during disasters. □ Coordinate and track mutual aid resources.
□ Maintain contact with Butte County Animal Control and ensure coordination and information exchange between agencies.
□ Work with the Butte County Agricultural Commissioner on issues associated with livestock. □ Request support from neighboring animal control agencies, Butte County, NGO animal welfare groups and large animal haulers for assistance in animal evacuation and shelter. □ Refer all contacts with the media to the Public Information Officer. □ Collect preliminary situation information and the status of resources. □ Warn Branch Coordinator immediately when the emergency situation escalates or there is a critical situation occurring.
□ After the disaster, coordinate the process of displaced animal reunification and or placement. □ Disassemble the temporary animal shelter, disinfect and store the equipment or return to original owners.
□ Maintain unit/activity log.
Animal Care Unit Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 56
Purpose
The Planning/Intelligence Section is responsible for directing and managing the creation of a comprehensive situation status report, development of EOC Action Plans for each operational period, and maintenance of all documentation related to the emergency. The Planning/Intelligence Section staff must evaluate the potential economic, social and environmental impacts of the disaster, while managing response to the conditions within the city. Additionally, the Planning/Intelligence Section staff must consider whether an emergency in a neighboring jurisdiction could impact the City of Gridley or draw upon resources normally available to the city.
The Planning/Intelligence Section Chief identifies whether full or partial staff is required to respond. When fully activated the section may include the positions shown in the organizational chart above. The duties assigned to the unfilled position are the responsibility of the Planning/Intelligence Section Chief.
Objectives
The Planning/Intelligence Section will accomplish the following specific objectives during a disaster/emergency:
• Collect initial situation and damage assessment information. • Display situation status information in the EOC using maps and visual aids. • Conduct mapping and documentation operations.
• Disseminate summary situation status and damage assessment reports to other EOC sections, city departments, and Butte County EOC.
• Determine the city post-event condition and prepare a post-disaster recovery plan. • Provide planning support to other sections.
• Ensure accurate recording and documentation of the incident. • Prepare the City EOC Action Plan.
• Maintain proper and accurate documentation of all actions taken to ensure that all required records are preserved for future use and CalOES and FEMA filing requirements. • Acquire technical experts for special interest topics or special technical knowledge subjects.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 57
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Ensure that the responsibilities of the Planning/Intelligence Section are carried out, to include:
Ensure collecting, analyzing, and displaying of situation information Preparing periodic Situation Reports
Preparing and distributing the EOC Action Plan and facilitating the Action Planning meeting Conducting Advance Planning activities and reports
Providing technical support services to the various EOC sections and branches Documenting and maintaining files on all EOC activities □ Establish the appropriate level of organization for the Planning/Intelligence Section. □ Ensure the early and continued coordination with the Planning/Intelligence Sections of other activated EOCs within the jurisdiction (i.e. special districts, Butte OA EOC or Inland REOC). □ Exercise overall responsibility for the coordination of unit activities within the section. □ Keep the EOC Director informed of significant issues affecting the Planning/Intelligence Section. □ In coordination with the other Section Chiefs, ensure that Branch Status Reports and Situation Status Reports are used to develop the EOC Action Plan. □ Supervise the Planning/Intelligence Section.
□ Ensure that the Planning/Intelligence Section is set up properly and appropriate personnel, equipment, and supplies are in place, including maps and status boards. □ Based on the situation, activate within the section as needed and designate Unit Leaders for each element per the EOC Organization Chart.
□ Request additional personnel for the section as necessary to maintain a 24-hour operation. □ Establish contact with all activated DOCs and within the jurisdiction and coordinate Situation Status Reports with their Planning/Intelligence Sections.
□ Meet with Operations Section Chief and obtain and review any major incident reports. □ Review responsibilities of branches in section and develop plan for carrying out all responsibilities. □ Make a list of key issues to be addressed in the EOC Action Plan process by consulting with Section Chiefs, including specific objectives to be accomplished during the initial Operational Period. □ Keep the EOC Director informed of significant events. □ Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur.
□ Ensure that the Situation Analysis Unit is maintaining current information for the Situation Status Report.
□ Ensure major incidents reports and branch status reports are completed by the Operations Section and are accessible by Planning/Intelligence Section.
□ Ensure a Situation Status Report is produced and distributed to all EOC Sections and the Butte OA EOC at least once, prior to the end of the operational period. □ Ensure all status boards and other displays are kept current and that posted information is neat and legible.
□ Ensure the Public Information Officer has immediate and unlimited access to all status reports and displays.
Planning/Intelligence Section Chief Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 58
□ Conduct periodic briefings with section staff and work to reach consensus among staff on section objectives for forthcoming operational periods.
□ Facilitate the EOC Director's Action Planning meetings approximately two hours before the end of each operational period.
□ Ensure objectives for each section are completed, collected, and posted in preparation for the next Action Planning meeting.
□ Ensure the EOC Action Plan is completed and distributed at the start of the next operational period. □ Work closely with each unit within the Planning/Intelligence Section to ensure the section objectives as defined in the current EOC Action Plan are being addressed. □ Ensure the Advance Planning Unit develops and distributes a report that highlights forecasted events or conditions likely to occur beyond the forthcoming operational period (usually within the next 36-72 hours) particularly those situations which may influence the overall strategic objectives of the EOC.
□ Ensure the Documentation Unit maintains files on all activities related to the event, and provides reproduction services for the EOC, as required.
□ Provide technical services, such as energy advisors and other technical specialists to all EOC sections as required.
□ Maintain unit/activity log.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 59
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Oversee the collection, organization, and analysis of disaster situation information. This includes gathering data by contacting all activated EOCs in the jurisdiction. □ Ensure that information collected from all sources is validated prior to posting on status boards. □ Ensure that Situation Status Reports are developed for dissemination to EOC staff and the Butte OA EOC.
□ Ensure that an EOC Action Plan is developed for each operational period, based on objectives developed by each EOC Section.
□ Ensure that all maps, status boards, and other displays contain current and accurate information. □ Supervise Situation Analysis Unit.
□ Ensure there is adequate staff available to collect and analyze incoming information, maintain the Situation Status Report and facilitate the Action Planning process. □ Prepare Situation Analysis Unit objectives for the initial Action Planning meeting. □ Oversee the collection and analysis of all event or disaster related information. □ Oversee the preparation and electronic distribution of the Situation Status Report. □ Coordinate with the Documentation Unit for manual distribution and reproduction as required. □ Ensure that each EOC Section provides the Situation Analysis Unit with Branch Status Reports on a regular basis.
□ Meet with the Public Information Officer to determine the best method for providing them with up-todate information. □ Prepare a situation summary for the EOC Action Planning meeting. □ Ensure each section provides an update on their objectives at least 30 minutes prior to each Action Planning meeting. This includes those completed, and the status of those not completed, as well as new objectives to be added to the Action Plan.
□ Convene and facilitate the Action Planning meeting following the meeting process guidelines. □ In preparation for the Action Planning meeting, ensure that all EOC objectives are posted on chart paper and the meeting room is set up with appropriate equipment and materials (easels, markers, Situation Status Reports, etc.).
□ Following the meeting, ensure that the Documentation Unit publishes and distributes the Action Plan at the beginning of the next operational period.
□ Ensure that adequate staff is assigned to maintain all maps, status boards, and other displays. □ Maintain unit/activity log.
Situation Status Unit Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 60
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Establish an EOC Action Planning meeting schedule for the operational period with the EOC Director and Planning/Intelligence Section Chief.
□ Coordinate the calling of EOC Action Planning meetings and reminding Section Chiefs to bring summaries of their issues and needs, along with updates on the existing Action Plan. □ Facilitate the EOC Action Planning Meeting.
□ Complete and distribute the initial/updated EOC Action Plan (EAP). □ Monitor the current Situation Report.
□ Coordinate the EOC Action Plan (EAP) meeting with the EOC Director and Planning/Intelligence Section Chief.
□ Remind all of the Section Chiefs and the EOC Director about ten minutes before the EAP meeting so they can prepare their concerns, needs, and updates to any action items on the existing EAP. □ Facilitate the EAP meeting by ensuring the following actions occur in the meeting:
Provide a short briefing on situation and resource status. Set control objectives for the event---desired management outcomes. Plot control lines and division boundaries for the event. Specify tactics for each Section.
Specify resources needed by each Section.
Specify Operations facilities and reporting locations--Plot on map. Place resource and personnel orders.
Consider Communications, Medical and Traffic Plan requirements. Finalize, approve and implement EOC Action Plan.
□ Prepare a draft EAP and submit it to the EOC Director/Planning/Intelligence Section Chief for approval.
□ Print and distribute the approved EAP as directed by the Planning/Intelligence Section Chief. (Ensure that a copy is provided to all EOC positions).
□ Maintain unit/activity log.
Action Planning Unit Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 61
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Collect, organize and file all completed event or disaster related forms, to include: all EOC Position Logs, Situation Status Reports, EOC Action Plans, and any other related information, just prior to the end of each operational period.
□ Provide documentation reproduction services to EOC staff. □ Distribute the EOC Situation Status Reports, EOC Action Plan, and other documents, as required. □ Maintain a permanent electronic archive of all Situation Reports and Action Plans associated with the event or disaster.
□ Assist the EOC Coordinator in the preparation and distribution of the After Action Report. □ Supervise the Documentation Unit.
□ Meet with the Planning/Intelligence Section Chief to determine what EOC materials should be maintained as official records.
□ Meet with the Planning/Intelligence Section Chief to determine what EOC materials and documents are necessary to provide accurate records and documentation for recovery purposes. □ Initiate and maintain a roster of the City EOC staffing to ensure that position logs are accounted for and submitted to the Documentation Unit at the end of each shift. □ Reproduce and distribute the Situation Status Reports and Action Plans either manually or electronically. Ensure distribution is made to the CalOES Inland REOC. □ Keep extra copies of reports and plans available for special distribution, as required. □ Set up and maintain document reproduction services for the EOC □ Maintain unit/activity log.
Documentation Unit Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 62
Please read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Prepare and maintain displays, charts and lists which reflect the current status and location of controlled resources, transportation and support vehicles. □ Establish a resource reporting system for field and EOC units. □ Prepare and process resource status change information. □ Coordinate with city/county/state counterparts.
□ Prepare Resources Tracking Unit objectives for the initial Action Planning meeting. □ Develop a system to track resources deployed for disaster response. □ Establish a reporting procedure for resources at specified locations. □ Direct the collection, organization and display status of incident resources to include allocation, deployment and staging areas.
□ Maintain a master list of all resources reported.
□ Provide for an authentication system in case of conflicting resources status reports. □ Provide a resources overview and summary information to the Situation Status Unit as requested and written status reports on resources allocations as requested by the Section Chiefs. □ Assist in strategy planning based on the evaluation of the resource allocations, resources en route and projected resource shortfalls.
□ Ensure available resources are not overlooked by the Operations Section staff. □ Make recommendations to the Planning/Intelligence Section Chief of resources that are not deployed or should be deactivated.
□ Prepare a situation summary for the EOC Action Planning meeting. □ Ensure that adequate staff is assigned to maintain all maps, status boards, and other displays. □ Maintain unit/activity log.
Resources Tracking Unit Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 63
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Development of an Advance Plan consisting of potential response and recovery related issues likely to occur beyond the next operational period, generally within 36 to 72 hours. □ Review all available Status Reports, Action Plans, and other significant documents. □ Determine potential future impacts of the event or disaster, particularly issues which might modify the overall strategic EOC objectives. This includes coordination of information with all activated jurisdictional EOCs.
□ Provide periodic briefings for the EOC Director and General Staff addressing Advance Planning issues.
□ Supervise the Advance Planning Unit.
□ Monitor the current Situation Report to include recent updates. □ Meet individually with the General Staff and determine best estimates of the future direction of the event or disaster.
□ Develop an Advance Plan identifying future policy related issues, social and economic impacts, significant response or recovery resource needs, and any other key issues likely to affect EOC operations within a 36 to 72 hour time frame.
□ Submit the Advance Plan to the Planning Chief for review and approval prior to conducting briefings for the General Staff and EOC Director.
□ Review Action Planning objectives submitted by each section for the forthcoming operational period.
In coordination with the General Staff, recommend a transition strategy to the EOC Director when EOC activity shifts predominantly to Recovery Operations. □ Maintain unit/activity log
Advance Planning Unit Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 64
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Develop a Demobilization Plan for the EOC based on a review of the pertinent planning documents and status reports. Ensure demobilization is coordinated in the activated jurisdictional DOCs as well as the Logistics section as they will carry out the Demobilization Plan. □ Supervise personnel assigned to the Demobilization Unit. □ Monitor the current situation report to include recent updates. □ Meet individually with the EOC Director and General Staff to administer the section worksheets for the demobilization plan.
□ Utilizing the worksheets, develop the Demobilization Plan and circulate to the EOC Director and General Staff for review.
□ Formalize the Demobilization Plan for the EOC Director. □ Demobilization planning must occur at least once during the operational period for as long as EOC Sections are formally staffed.
□ Advise all Section Chiefs to ensure that demobilized staff complete all reports, time sheets, and exit surveys in coordination with the Personnel Unit prior to leaving the EOC. □ Maintain unit/activity log.
Demobilization Unit Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 65
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Provide technical observations and recommendations to the EOC in specialized areas, as required. □ Ensure that qualified specialists are available in the areas required by the particular event or disaster.
□ Supervise the Technical Services Unit.
□ Coordinate with the Logistics Section to ensure that technical staff are located and mobilized. □ Assign technical staff to assist other EOC Sections in coordinating specialized areas of response or recovery.
□ Assign technical staff to assist the Logistics Section in interpreting specialized resources. □ Maintain unit/activity log.
Technical Specialists Unit Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 63
(This page left intentionally blank)
.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 64
Purpose
The Logistics Section's primary responsibility is to ensure the acquisition; transportation and mobilization of resources are available to support the response effort at the disaster sites, public shelters, EOCs, etc. This Section provides all necessary personnel, supplies and equipment procurement support. Methods for obtaining and using facilities, equipment, supplies, services and other resources to support emergency response at all operational sites during emergency conditions, will be the same as those used during normal operations unless authorized by the Director of Emergency Services. The difference is the coordination will be from the EOC.
When fully activated, the section may include the positions shown in the organizational chart above. If staffing is not available for each position, the duties assigned to the unfilled position are the responsibility of the Logistics Section Chief.
Objectives
The Logistics Section ensures that all other sections are supported for the duration of the incident. Any personnel, equipment, supplies or services required by the other sections, except mutual aid resources requested through law enforcement and fire mutual aid channels, will be ordered through the Logistics Section.
The Logistics Section will accomplish the following specific objectives during a disaster:
• Collect information from other sections to determine needs and prepare for expected operations. • Coordinate provision of logistical support with the EOC Director. • Prepare required reports identifying the activities performed by the Logistics Section. • Determine the city's logistical support needs and plan for both immediate and long-term requirements.
• Maintain proper and accurate documentation of all actions taken and all items procured to ensure that all required records are preserved for future use for CalOES and FEMA filing requirements.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 65
Please read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Ensure the logistics function is carried out in support of the Emergency Operations Center (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 to the EOC and its supporting facilities. □ 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. □ Ensure section objectives as stated in the EOC Action Plan are accomplished within the operational period or within the estimated time frame.
□ Coordinate closely with the Operations Section Chief to establish priorities for resource allocation to activated EOCs within the jurisdiction.
□ Keep the EOC Director informed of all significant issues relating to the Logistics Section. □ Supervise the Logistics Section.
□ Ensure the Logistics Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps, status boards, vendor references, and other resource directories.
□ Based on the situation, activate Branches/Units within the Section as needed and designate Branch and Unit Leaders for each element per the EOC Organization Chart. □ Mobilize sufficient Section staffing for 24-hour operations. □ Establish communications with Logistics Sections in activated DOCs within the jurisdiction. □ Advise Logistics Section Branches and Units to coordinate with appropriate branches in the Operations Section to prioritize and validate resource requests from activated DOCs within the jurisdiction. This should be done prior to acting on the request. □ Meet with the EOC Director and General Staff and identify immediate resource needs. □ Meet with the Finance Section Chief and determine level of purchasing authority for the Logistics Section.
□ Assist Branch and Unit Leaders in developing objectives for the section as well as plans to accomplish their objectives within the first operational period, or in accordance with the Action Plan. □ Provide periodic Section Status Reports to the EOC Director. □ Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur, especially regarding the acquisition, movement, and deployment of resources. □ Meet regularly with Section staff and work to reach consensus on section objectives for forthcoming operational periods.
□ Provide the Planning/Intelligence Section Chief with the Logistics Section objectives at least 30 minutes prior to each Action Planning meeting.
□ Attend and participate in EOC Action Planning meetings. □ Ensure that transportation requirements, in support of response operations, are met. □ Ensure that all requests for facilities and facility support are addressed. □ Maintain unit/activity log.
Logistics Section Chief Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 66
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Provide desktop support services to EOC.
□ Ensure all desktop and printer hardware is fully functional, coordinating with hardware vendors where necessary to obtain in-warranty support.
□ Install desktop hardware.
□ Ensure latest desktop images are ready, available and installed on all supported desktops. □ Ensure available images have the latest security updates and software versions installed. □ Provide desktop support and troubleshooting activities as necessary in EOC. □ Keep team members informed of developments, bringing up to speed at shift changes. □ Perform post-mortem from incident management reports and submit reports to designated EOC contact.
□ Monitor and maintain Anti-Virus service to assure client servers and desktops are protected from virus, spyware/grayware.
□ Monitor and maintain shared file and print servers to assure file and print services are available. □ Monitor and maintain backup service to assure servers and files are being backed up and recoverable.
□ Maintain adequate documentation of systems and services supporting EOC activations.
IT Unit Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 67
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Ensure that all necessary voice and data communications lines remain operational. □ Monitor and maintain network devices to assure LAN connectivity and Internet access □ Monitor and maintain severs to assure network authentication services are available. □ Monitor and maintain Email servers to assure email service is available. □ Monitor and maintain telephone service support for end-users. □ Maintain adequate documentation of systems and services supporting EOC activations. □ Attend any necessary EOC Operations training as recommended from EOC staff. □ Ensure that all user requests and/or service incidents are maintained □ Keep EOC personnel informed of the status of communications systems. □ Review and update procedures for supported systems as needed or as requested by EOC staff. □ Perform post-mortem from incident management reports and submit reports to designated EOC contact.
Telecommunications Unit Position Checklist
(Telephones, Network, Internet, Email)
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 68
Please read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Ensure that adequate essential facilities are provided for the response effort, including securing access to the facilities and providing staff, furniture, supplies, and materials necessary to configure the facilities in a manner adequate to accomplish the mission. □ Ensure acquired buildings, building floors, and/or workspaces are returned to their original state when no longer needed.
□ Supervise the Facilities Branch.
□ Work closely with the EOC Coordinator and other sections in determining facilities and furnishings required for effective operation of the EOC.
□ Coordinate with branches and units in the Operations Section to determine if assistance with facility acquisition and support is needed at the field level.
□ Arrange for continuous maintenance of acquired facilities, to include ensuring that utilities and restrooms are operating properly.
□ If facilities are acquired away from the EOC, coordinate with assigned personnel and designate a Facility Manager.
□ Develop and maintain a status board or other reference which depicts the location of each facility, a general description of furnishings, supplies, and equipment at the site, hours of operation, and the name and phone number of the Facility Manager.
□ As facilities are vacated, coordinate with the Facility Manager to return the location to its original state. This includes removing and returning furnishings and equipment, arranging for janitorial services, and locking or otherwise securing the facility. □ Keep the Logistics Section Chief informed of significant issues affecting the Facilities Branch. □ Maintain unit/activity log.
Facilities Branch Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 69
Please read entire position checklist before taking any action! □ Review Common responsibilities – All Personnel.
□ Oversee the procurement and allocation of supplies and material not normally provided through mutual aid channels.
□ Coordinate delivery of supplies and material as required through the Logistics section. □ Supervise the Procurement Branch.
□ Determine procurement spending limits. Obtain a list of pre-designated emergency purchase orders as required in coordination with the Finance Section, Fiscal Unit. □ In conjunction with the Resource Tracking Unit, maintain a status board or other reference depicting procurement actions in progress and their current status. For Example:
resources readily available
resource requests
status of shipments
priority resource requirements
shortfalls
□ Determine if the procurement item can be provided without cost from another jurisdiction or organization within the jurisdiction.
□ Determine unit costs of supplies and material, from suppliers and vendors, and if they will accept purchase orders as payment prior to completing the order. □ Orders exceeding the purchase order limit must be approved by the Finance Section before the order can be completed.
□ Keep the Finance Section Chief informed of significant issues affecting the Procurement Branch. □ Maintain unit/activity log.
Procurement Branch Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 70
Please read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Determine feeding requirements for the EOC and supporting facilities. □ Complete menu planning including determining the required catering options and food distribution facilities.
□ Provide water and general maintenance of the food service areas. □ In conditions wherein food preparation is conducted relative to the response scenario, direct food preparation including serving.
□ Determine location of working assignment of catering and service staff at the EOC and supporting facilities.
□ Determine method of feeding to best fit each situation. □ Obtain necessary equipment and supplies to operate food service facilities. □ Set up food unit equipment.
□ Prepare menus to ensure personnel of well-balanced meals, appropriate snacks and an adequate supply of drinks available.
□ Ensure that sufficient water is available to meet all personnel needs. □ Ensure that all appropriate health and safety measures are taken. □ Supervise all food unit personnel.
□ Keep inventory of food on hand, and check in food orders. □ Provide Procurement Branch with food supply orders.
□ Keep the Logistics Section Chief informed of significant issues affecting the Food Unit. □ Maintain unit/activity log.
Feeding Unit Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 71
Please read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Provide personnel resources as requested in support of the EOC, DOC and Field Operations. □ Identify, recruit, track and register volunteers as required. □ Develop an EOC organization chart.
□ Supervise the Personnel Branch.
□ In coordination with the Documentation Unit, develop a large poster size EOC organization chart depicting each activated position. Upon check in, indicate the name of the person occupying each position on the chart. The chart should be posted in a conspicuous place, accessible to all EOC personnel.
□ Coordinate with the Liaison Officer and Safety Officer to ensure that all EOC staff, including volunteers, receive a current situation and safety briefing upon check in. □ Establish communications with volunteer agencies and other organizations that can provide personnel resources.
□ Coordinate with the Butte OA EOC to activate the Emergency Management Mutual Aid System (EMMA) if approved by the Logistics Section Chief, and ONLY AFTER REQUESTED BY THE EOC DIRECTOR.
□ Process all incoming requests for personnel support. Identify the number of personnel, special qualifications or training, reporting location, and the person or unit they should report to upon arrival.
Determine the estimated time of arrival of responding personnel, and advise the requesting parties accordingly.
□ Maintain a status board or other reference to keep track of incoming personnel resources. □ Coordinate with the Liaison Officer and Security Officer to ensure access and proper direction for responding personnel upon arrival at the EOC.
□ To minimize redundancy, coordinate all requests for personnel resources from the field level, or from activated DOCs within the jurisdiction, through the EOC Operations Section prior to acting on the request.
□ In coordination with the Safety Officer, determine the need for crisis counseling for emergency workers; acquire a mental health specialist as needed.
□ Arrange for childcare, eldercare, and pet care services for EOC personnel as required. □ Keep the Logistics Section Chief informed of significant issues affecting the Personnel Branch. □ Maintain unit/activity log.
Personnel Branch Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 72
Please read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Coordinate with Fire and Law on road closures and traffic light outage information to the EOC. □ Ensure that current road closures and traffic signal outage information is displayed in the EOC. □ Participate in evacuation route planning, transportation routes and resources to support operations. □ Coordinate transportation related resource needs with other operations units to include heavy equipment resources.
□ Coordinate with the Butte OA EOC for highway status with Cal Trans and CHP. □ Based on the situation, staff the branch to perform the following functions:
• Road closure and traffic light outage coordination
• DOC/field coordination
• Light and heavy equipment transportation resources
□ Warn the Branch Chief immediately when the emergency situation escalates or there is a critical situation occurring.
□ Coordinate transportation resources to support evacuation. □ Assist with resource management by tracking transportation resources used in the response, or sent/received as mutual aid.
□ Maintain unit/activity log.
Transportation Branch Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 73
Purpose
The Finance Section is responsible to organize and operate the finance and administration actions for the EOC; arrange for emergency purchasing and financing of resources and services; participate in development and implementation of the EOC Action Plan; and activate and supervise the Finance Section staff.
When fully activated the section may include the positions shown in the organizational chart above. If staffing is not available for each position, the duties assigned to the unfilled position are the responsibility of the Finance Section Chief.
Objectives
To carry out its responsibilities, the Finance Section will accomplish the following objectives during a disaster:
• Determine the extent to which the city's financial systems are accessible and/or usable. • Determine if the city's bank can continue handling financial transactions. • Maintain to the extent possible the financial continuity of the city (payroll, payments and revenue collection).
• Disseminate information about the disaster accounting process to other sections and departments as necessary.
• Upon declaration of a disaster by the state and/or federal governments, coordinate with disaster agencies to initiate the recovery of city costs.
• Coordinate with the other sections and departments the collection and documentation of costs pertaining to the disaster/emergency both for cost recovery purposes and to ensure prompt vendor payments.
• Coordinate with disaster assistance agencies and the impacted city departments for the required inspections, documentation, audits and other necessary work in order to recover costs.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 74
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Ensure that all financial records are maintained throughout the event or disaster. □ Ensure that all on-duty time is recorded for each person staffing the EOC. □ Ensure that all on-duty time sheets are collected from Field Level Supervisors or Incident Commanders and their staff, who are assigned within the jurisdiction. □ Ensure that there is a continuum of the payroll process for all city employees responding to the event or disaster.
□ Determine purchase order limits for the procurement function. □ Ensure that workers’ compensation claims, resulting from the response to the event or disaster by employees, are processed within a reasonable time, given the nature of the situation. □ Ensure that all travel and expense claims are processed within a reasonable time, given the nature of the situation.
□ Provide administrative support to the EOC Sections as required, in coordination with the Personnel Unit.
□ Activate units within the Finance Section as required and monitor section activities continuously and modify the organization as needed.
□ Ensure that all recovery documentation is accurately maintained during the response and submitted on the appropriate forms to FEMA and/CalOES. (See Part IV of the EOP) □ Supervise the Finance Section.
□ Ensure that the Finance Section is set up properly and that appropriate personnel, equipment, and supplies are in place.
□ Based on the situation, activate units within the Section as needed and designate unit leaders for each element per the EOC Organization Chart.
□ Ensure that sufficient staff is available for a 24-hour schedule, or as required. □ Ensure there is coordination with all activated DOCs for the purpose of gathering and consolidating response cost estimates and other related information.
□ Meet with the Logistics Section Chief and review financial and administrative support requirements and procedures. Determine the level of purchasing authority. □ In coordination with Unit Leaders, determine the initial Action Planning objectives operational periods.
□ Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur. If there is any indication that the jurisdiction can no longer support the costs of the response and/or recovery, the EOC Director needs to be informed immediately. □ Ensure that Finance position logs and other necessary files are maintained. □ Ensure that displays associated with the Finance Section are current and that information is posted in a legible and concise manner.
□ Participate in all Action Planning meetings.
□ Keep the EOC Director, General Staff, and individual city departments aware of the current fiscal situation and other related matters, on an on-going basis.
Finance/Administration Section Chief Position Checklist Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 75
□ Ensure the Cost Recovery Unit maintains all financial records throughout the event or disaster. □ Ensure the Time Keeping Unit tracks and records all agency staff time. □ Ensure departments are coding their time correctly in accordance with the specific SOPs for disaster cost tracking.
□ Ensure that the Procurement Unit processes purchase orders and develops contracts in a timely manner.
□ Ensure that the Compensation and Claims Unit processes all workers’ compensation claims resulting from the disaster, in a reasonable time frame, given the nature of the situation. □ Ensure that the Time Keeping Unit processes all time sheets and travel/expense claims promptly through city budget and payroll office.
□ Ensure that the Finance Section provides administrative support to other EOC Sections as required. □ Maintain unit/activity logs.
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 76
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Collect and maintain documentation of all disaster information for reimbursement from FEMA and CalOES.
□ Coordinate all fiscal recovery with responding disaster assistance agencies. □ Prepare and maintain a cumulative cost report for the event or disaster. Be sure to provide this at least once a shift to the Situation Status Unit.
□ Supervise the Cost Recovery Unit and ALL recovery operations. □ In coordination with the finance office, compute costs for use of equipment and facilities owned, rented, donated, or obtained through mutual aid.
□ Obtain information from the Resources Unit regarding equipment use times. □ Ensure that each section is documenting cost recovery information from the onset of the event or disaster or collect required cost recovery documentation daily, at the end of each shift. □ Meet with the Documentation Unit in Planning and review EOC position logs, journals, all Status Reports, and Action Plans to determine additional cost recovery items that may have been overlooked.
□ Act as the liaison for the jurisdiction with the disaster assistance agencies, to coordinate the cost recovery process.
□ Prepare all required state and federal documentation as necessary to recover all allowable disaster response and recovery costs.
□ Prepare and maintain a cost report for the Finance Chief, EOC Director, and Elected/Executive representatives. The report should provide cumulative analyses, summaries, and total expenditures for the jurisdiction (for information purposes).
□ Organize and prepare records for final audit.
□ Maintain unit/activity log.
Cost Recovery Unit Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 77
Please read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Coordinate vendor contracts, not previously addressed by existing approved vendor lists. □ Coordinate with the Procurement Unit in Logistics on all matters involving the need to exceed established purchase order limits.
□ Document and track all EOC staff time in coordination with the Personnel Branch in Logistics. □ Supervise the Fiscal Unit.
□ Establish and maintain position logs and other necessary files. □ Review and be familiar with the emergency purchasing procedures. □ Prepare and sign contracts as needed and obtain concurrence from the Finance/Administration Section Chief, per existing policy and procedures.
□ Ensure that all contracts identify the scope of work and specific site locations. □ Negotiate rental rates not already established, or purchase price with vendors as required. □ Warn vendors as necessary, regarding unethical business practices, such as inflating prices or rental rates for their merchandise or equipment during disasters. There are both state and federal penalties for price gouging during disasters.
□ Finalize all agreements and contracts, as required.
□ Complete final processing and send documents to Finance Department for payment. □ Verify costs data in the pre-established vendor contracts and/or agreements. □ In coordination with the Logistics Section, ensure the purchase orders are completed in a timely manner.
□ Keep the Finance/Administration Section Chief informed of all significant issues involving the Fiscal Unit.
Fiscal Unit Position Checklist
Direction and Control - Annex A
June 2026 – Emergency Operations Plan Page | 78
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Oversee the investigation of injuries and property/equipment damage claims involving the jurisdiction and arising out of the event or disaster.
□ Complete all forms required by Workers’ Compensation program and the jurisdiction. □ Maintain a file of injuries and illnesses associated with the event or disaster, which includes results of investigations.
□ Supervise the Compensation and Claims Unit.
□ Maintain a chronological log of injuries and illnesses, and property damage reported during the event or disaster.
□ Investigate all injury and damage claims as soon as possible. □ Prepare appropriate forms for all verifiable injury claims and forward them to Workers’ Compensation within the required time frame, consistent with existing Policy and Procedures. □ Coordinate with the Safety Officer regarding the mitigation of hazards. □ Keep the Finance Chief informed of significant issues affecting the Compensation and Claims Unit. □ Forward all equipment or property damage claims to the Cost Recovery Unit. □ Maintain unit/activity logs.
Compensation and Claims Unit Position Checklist
Continuity of Operations
Continuity of Government Annex B
City of Gridley
COOP/COG - Annex B
June 2026 – Emergency Operations Plan Page | 2
Table of Contents
INTRODUCTION..................................................................................................................................................3 Purpose ............................................................................................................................................................3 CONTINUITY OF GOVERNMENT (COG)..........................................................................................................3 Preservation of Local Governments - Succession of Local Officials/City Council.........................................4 Director of Emergency Services ......................................................................................................................4 Department Heads ...........................................................................................................................................5 Temporary Seat of Government......................................................................................................................5 PRESERVATION OF VITAL RECORDS............................................................................................................7 Security Measures Used to Protect Essential Records ..................................................................................8 CONTINUITY OF OPERATIONS (COOP)..........................................................................................................9 Essential Functions ..........................................................................................................................................9 ANNEX MAINTENANCE......................................................................................................................................9 COOP/COG - Annex B
June 2026 – Emergency Operations Plan Page | 3
INTRODUCTION
The City of Gridley, as a jurisdiction within Butte County government, is responsible for essential functions, such as public safety, public health, public works, and for protecting its citizens, staff, visitors and businesses. The city must be prepared to conduct emergency operations to respond to emergencies, as well as to support the city’s own functions during emergencies, and especially during catastrophic events that may severely impact the citizenry and its populace.
Continuity of Government (COG) is defined as the preservation, maintenance, or reconstitution of the civil government’s ability to carry out its constitutional responsibilities during a time of emergency or disaster.
This effort typically involves
• Succession of Leadership;
• Pre-delegation of emergency authority
• Devolution Strategy
Continuity of Operations (COOP) is defined as an effort within individual departments to ensure continuity of minimum Essential Functions across a wide range of emergencies and events. Essentially, it is the capability of maintaining the business of government under all eventualities. This effort typically involves • The identification and prioritization of each department’s Essential Functions; • The identification of Critical Resources that support Essential Functions; • Personnel Protection;
• Activation, Organization and Responsibilities;
• Alternate Locations; and
• Succession and Delegation of Authority.
Most specifically, the COG refers to activities that support the continuance of constitutional government, such as providing for legislative activities, elected officials convening to complete constitutionally required activities, and command of emergency operations and recovery, while the COOP refers to activities that support the continuance of the governmental operations.
Purpose
The purpose of this annex is to support the City of Gridley’s Emergency Operations Plan and to document the strategy for the city’s response to emergencies that involve the activation and the implementation of activities in response to a disaster or emergency that impacts the operations and governmental functions of the city. Focus areas within this annex includes the continuity of essential functions of the city’s Departments and details the orders of succession for key positions within the city government.
CONTINUITY OF GOVERNMENT (COG)
Government at all levels is responsible for providing continuous, effective leadership and authority under all aspects of emergency services operations (preparedness, response, recovery, and mitigation). Under California's concept of mutual aid, local officials remain in control of their jurisdiction's emergency operations while additional resources may be provided by others upon request. A key aspect of this control is to be able to communicate official requests, situation reports, and emergency information throughout any disaster a community might face.
COOP/COG - Annex B
June 2026 – Emergency Operations Plan Page | 4
Preservation of Local Governments - Succession of Local Officials/City Council Sections 8635 through 8643 of the California Government Code:
• Furnish a means by which the continued functioning of political subdivisions can be assured by providing for the preservation and continuation of local government in the event a State of Emergency or Local Emergency is declared.
• Authorize political subdivisions to provide for the succession of officers (department heads) having duties related to law and order and/or health and safety. • Under Article 15, the duties of a governing body during emergencies include ascertaining the damage to the jurisdiction and its personnel and property, reconstituting it and any subdivision, and performing functions in preserving law and order and furnishing local services. • Authorize governing bodies to designate and appoint three standby officers for each member of the governing body and three standby officers for the Chief Executive, if not a member of the governing body. Standby officers may be residents or officers of a political subdivision other than those to which they are appointed. Standby officers take the same oath as regular officers and are designated number 1, 2, and 3.
• Authorize standby officers to report ready for duty in the event of a State of Emergency, or Local Emergency at the place previously designated.
• Authorize local governing bodies to convene as soon as possible whenever a State of Emergency, or Local Emergency exists, and at a place not within the political subdivision.
Authorize that, should all members, including all standbys, be unavailable, temporary officers shall be appointed as follows:
o By the Chairperson of the Board of Supervisors in which the political subdivision is located, and if they are unavailable; then
o By the Chairman of the Board of supervisors of any other county with 150 miles of the political subdivision, beginning with the nearest and most populated county and going to the farthest and least populated; then
o By the mayor of any city within 150 miles (nearest and most populated down to farthest and least populated).
Director of Emergency Services
A successor to the position of Director of Emergency Services is appointed by the City Council. The succession occurs:
• Should the director be unavailable or unable to serve, the positions listed below, in order, shall act as the Director of Emergency Services.
o First Alternate: Police Chief/Assistant Director of Emergency Services o Second Alternate: Fire Department Chief
o Third Alternate: Electric or Public Works Director
COOP/COG - Annex B
June 2026 – Emergency Operations Plan Page | 5
• Should these positions be unavailable or unable to serve, the individuals who hold permanent appointments to the following positions in the city will automatically serve as acting director in the order shown. The individual who serves as acting director shall have the authority and powers of the Director, and will serve until the Director is again able to serve, or until a successor has been appointed by the City Council.
Department Heads
Article 15, Section 8637 of the Emergency Services Act authorizes political subdivisions to provide for the succession of officers (department heads) having duties related to law and order and/or health and safety. • The alternates to key positions in units of the emergency organization are shown in appropriate staff, service, or division annexes of this operations plan. • The lines of succession list to key positions in the regular departments and agencies of the City of Gridley government are shown in executive or administrative orders (or the equivalent) issued by department or agency authorities.
Temporary Seat of Government
Section 23600 of the California Government Code
This code specifies that the Board of Supervisors shall designate alternative city seats which may be located outside city boundaries, (real property cannot be purchased for this purpose), a resolution designating the alternate city seats must be filed with the Secretary of State, and additional seats may be designated subsequent to the original site designations if circumstances warrant.
The primary seat of government site for the City of Gridley will be:
City Council Chambers at City Hall
685 Kentucky Street
Gridley, CA 95948
Alternate sites can include:
Gridley Guardian Building (Primary)
1931 Arlin Rhine Drive
Gridley, CA 95948
Veteran’s Hall (Secondary)
249 Sycamore Street
Gridley, CA 95948
COOP/COG - Annex B
June 2026 – Emergency Operations Plan Page | 6
Butte County Fairgrounds (Tertiary)
199 East Hazel Street
Gridley, CA 95948
COOP/COG - Annex B
June 2026 – Emergency Operations Plan Page | 7
PRESERVATION OF VITAL RECORDS
Preservation of vital records of the City of Gridley is critical to conducting emergency operations in the event of a disaster and to restoring the day-to-day operations of the city following a disaster. In addition, certain records contain information that document and protect the rights and interests of individuals and government. These latter records must also be protected and preserved.
In the City of Gridley, the City Administrator’s office is responsible for the preservation and protection of vital records per the City Municipal Code. Each department within the city will identify, maintain, and protect its vital records.
Typically, vital records comprise of a small percentage of all the records of the city government and meet one or more of the following criteria:
1. Records necessary to conduct emergency operations may include the following categories:
• Utility system maps
• Locations of emergency supplies and equipment
• Emergency operations plans and procedures
• Lists of regular and auxiliary personnel
2. Records required to restore day-to-day city operations include the following categories:
• Constitutions and charters
• Statutes
• Ordinances
• Resolutions
• Court records
• Official proceedings
• Financial reports
3. Records necessary for the protection of rights and interests of individuals and government, which may include the following categories:
• Vital statistics and records by the City Administrator • Land and tax records
• License registers
• Articles of incorporation
Currently, vital records for the City of Gridley are routinely stored within City Hall, located at 685 Kentucky Street in Gridley, CA 95948. The alternate storage location is:2 nd floor of City Hall in the event of flooding .
Preservation Methods
The first step in preserving essential city records is to identify the source, location, and department to which is designated as the official record holder for these records. Vital records typically appear on an approved records retention schedule for each city department.
COOP/COG - Annex B
June 2026 – Emergency Operations Plan Page | 8
Each department typically maintains the approved records retention schedules. The schedules should be among the first documents reviewed in restoring city operations following the occurrence of a disaster.
Current back-up and preservation methods for city records and vital information within the City Administrator’s office include:
• All records are backed up on tape nightly and placed in a fireproof box and sent to an offsite facility on a daily basis;
• All records are backed up to disk (in-house) nightly
Additionally, each city department is responsible for managing the back-up and preservation of their vital and essential records.
Security Measures Used to Protect Essential Records
Essential city records may be protected at any point in the life cycle (e.g., from creation to final disposition).
As the designated responsible position, the City Clerk may assist departments in identifying and planning the appropriate methods of protecting such records. The department will determine the appropriate method of managing the essential records, including:
1. Determining the appropriate time and methods of protection, including the resources of department(s) and other factors unique to the department(s).
2. Acceptable methods of preserving essential records may include the following methodologies:
• Media – whether to store materials as hard copy, microfiche, disk, CD etc. • Dispersal – maintaining records in two different city facilities/departments. • Duplication – essential records are duplicated on a scheduled basis and held for the purpose of reconstructing such records at any time, with the least amount of effort and cost.
• On-site storage – essential records are stored on-site in fire resistant containers, file cabinets, safes, vaults, and or fire rooms designed for preservation of vital records. • Off-site storage – stored off-site in facilities specifically designed to preserve and make available such records when needed. These may be commercial sites.
3. Current Storage Facilities
• If an emergency threatens the safety of the city’s essential records, they will be relocated to an alternate facility by the department that is responsible for the records. • As departments create records, documents considered essential city records will be identified and preserved by the methods indicated above. Records from other departments are backed-up and stored as determined by the Department Director.
COOP/COG - Annex B
June 2026 – Emergency Operations Plan Page | 9
4. City archives:
The City of Gridley has also established an archive for the preservation and permanent retention of documents and information of historic value. The archive is specifically designed to store vital city records, and contains records that may serve the following purposes:
• Protect the rights of individuals and government.
• Document the development of the city, its organization structure and decisions made by its governing body.
• Such records may, therefore, be used to restore city operations following disasters and documenting actions of the government body and from other information contained in the archives.
• The city archive includes, but is not limited to the historical records for the city.
CONTINUITY OF OPERATIONS (COOP)
It is the responsibility of all city officials, elected and appointed, to ensure the survival and continuity of government operations. This includes the maintenance of essential services during emergencies, as well as timely recovery and restoration of government functions following a disaster. The public can only be served if government is able to respond and support community needs during emergencies.
Essential Functions
From the standpoint of identifying essential functions of City of Gridley government, the following represents general areas of primary service that should be maintained:
• Public Safety (law enforcement, fire suppression, emergency rescue, EMS, hazmat, emergency management, public health)
• Critical Infrastructure (roads, water systems, sewer and sanitation, communications) • Public Functions (vital records, funding disbursement) • Critical Administrative Functions (Payroll, Human Resources, Information Technology, Finance, Public Works, Social Services).
Each city department is responsible for the development of a plan for the continuance of essential government functions during major emergencies. Each departmental plan becomes a supporting document for City of Gridley Continuity of Operations (COOP) plan and should be reviewed regularly, tested periodically and evaluated as to efficacy and appropriateness.
ANNEX MAINTENANCE
The City of Gridley Emergency Services Coordinator (Police Department or designee) in collaboration with City Administration will update, revise and record any revisions of this Continuity of Operations/Continuity of Government Annex.
Communications and Warning Annex C
City of Gridley
Communications and Warning - Annex C
June 2026 – Emergency Operations Plan Page | 2
Table of Contents
INTRODUCTION.................................................................................................................................................. 3 Purpose ............................................................................................................................................................ 3 Communications........................................................................................................................................... 3 Warning ........................................................................................................................................................ 3 COMMUNICATIONS SYSTEMS......................................................................................................................... 3 Expectations of Use ......................................................................................................................................... 3 COMMUNICATIONS SYSTEM VULNERABILITIES .......................................................................................... 3 General............................................................................................................................................................. 3 Warning ............................................................................................................................................................ 4 FEDERAL ALERT AND WARNING SYSTEMS.................................................................................................. 4 Emergency Alert System (EAS) ...................................................................................................................... 4 National Warning System (NAWAS) ............................................................................................................... 5 STATE ALERT AND WARNING SYSTEMS....................................................................................................... 6 California Warning System (CALWAS) ........................................................................................................... 6 California Emergency Services Radio System (CESRS)............................................................................... 6 California Law Enforcement Telecommunications System (CLETS)............................................................. 6 Emergency Digital Information System (EDIS)............................................................................................... 7 Operational Area Satellite Information System (OASIS) ................................................................................ 7 California Health Alert Network (CAHAN)....................................................................................................... 8 LOCAL/OPERATIONAL AREA ALERT AND WARNING SYSTEMS................................................................ 8 Local Alerting and Warning System................................................................................................................ 8 Emergency Alert List........................................................................................................................................ 8 Law Enforcement Network............................................................................................................................... 9 Public Health and Social Services Network .................................................................................................... 9 City Watch Emergency Notification ................................................................................................................. 9 OTHER WARNING DEVICES AND SYSTEMS................................................................................................ 10 Social Media................................................................................................................................................... 10 Local Radio and Television Stations ............................................................................................................. 10 Communications Management...................................................................................................................... 10 ANNEX MAINTENANCE.................................................................................................................................... 10 Communications and Warning - Annex C
June 2026 – Emergency Operations Plan Page | 3
INTRODUCTION
Essential to all emergency organizations is an effective communications capability to support emergency operations. The magnitude of a particular emergency situation will determine the degree to which communications systems are used. Communications systems are relied upon to be used for direction/coordination of emergency operations, alerting and warning government and the public, and provide advice and instructions to the public.
Purpose
Communications
This annex describes the processes for providing reliable and effective communications among organizations participating in an emergency operation and outlines communications procedures and facilities by which the emergency missions and functions of the operations plan will be carried out in an emergency.
Warning
This annex describes the system that provides reliable, timely, and effective warnings to the public at the onset and throughout a disaster and outlines warning procedures to inform the public of any highly probable and/or immediate danger.
COMMUNICATIONS SYSTEMS
ExpectationsofUse
Generally, in a wide-spread disaster, communications used daily by most departments, particularly Police Departments, will be used as well for intra-jurisdictional communications. These departments will also be expected, at least initially, to operate from their day-to-day offices and headquarters. Departments requiring personnel augmentation to properly staff their facilities should request assistance through the Logistics Section/Personnel Unit at the City EOC. Emergency procurements of communications-related equipment/supplies should also be handled through the Logistics Section/Procurement Unit of the EOC.
All communications personnel must familiarize themselves with protective measures and countermeasures to employ that minimize the risk of outages or failures caused by elements of a disaster or emergency.
The City of Gridley Emergency Management Organization (EMO) has a radio system installed in the EOC that supports and coordinates communication between on and off scene personnel. Typically, communications is conducted via cell phone. The interoperable communication plan for City of Gridley is the Butte County Operational Area Tactical Interoperable Communications Plan (TICP).
COMMUNICATIONS SYSTEM VULNERABILITIES
General
Telecommunications systems are composed of many subsystems; each may be interdependent or interconnected. A radio network, for example, may use a combination of telephone lines, microwave circuits, satellite interfaces, underground and overhead cables, and secondary radio paths. The failure of any one link in this chain can effectively disable or severely limit a large portion of the system.
Communications and Warning - Annex C
June 2026 – Emergency Operations Plan Page | 4
Communications systems may be overloaded or even rendered inoperable in an emergency. Telephone communications may be overloaded by calls within or into affected areas. The situation may be further complicated by physical damage to equipment, loss of electrical power and subsequent failure of some auxiliary sources. Loss of emergency power has been the primary cause of communications failure in past disasters.
Poor installation practices and inadequate preventative maintenance of backup power sources can contribute to the high failure rate. Scarcity of primary fuels during an emergency or disaster situation for back-up systems (gasoline, natural gas, and diesel)may limit viability of surviving communications sites.
In situations arising from a radiological incident or detonation, high intensity, short duration electromagnetic pulse (EMP), may cause damage or malfunctions to unprotected electrical and electronic systems. EMP damage can occur instantaneously over very large areas. All communications equipment is susceptible to damage or destruction by EMP, including broadcast stations, radios, televisions, car radios, and battery-operated portable radios.
Warning
Warning is the process of alerting governmental forces and the general public to the threat of imminent extraordinary danger. Dependent upon the nature of the threat and the population group at risk, warning can originate at any level of government.
Success in saving lives and property is dependent upon timely dissemination of warning and emergency information to persons in threatened areas. Local government is responsible for warning the populace of the jurisdiction. Government officials accomplish this using warning devices located within the community or mounted on official vehicles. The warning devices are normally activated froma point staffed 24 hours a day.
There are various mechanical systems in place, described below, whereby an alert or warning may originate or be disseminated. Following the description of the systems is an explanation of the "Emergency Conditions and Warning Actions" depicted at the federal, state and local levels through which these systems may be accessed.
City of Gridley Radio Frequencies:
Frequency License Type Tone Alpha Tag Description Mode Tag 155.04000 WPMA377 RM 411 DPL Gridley PD Police Dispatch FM Law Dispatch 154.31000 WNMR885 M 131 .8 PL Gridley FD Fire Tactical FM Fire-Tac 155.80500 WQPL307 100.0 Gridley PW Public Works FM PW
FEDERAL ALERT AND WARNING SYSTEMS
EmergencyAlertSystem(EAS)
The Emergency Alert System (EAS) is a network of public broadcast stations and interconnecting facilities that have been authorized by the FCC to operate in a controlled manner during a state of public peril or disaster, or other large scale emergency. The system’s main purpose is to provide the President and federal government officials the means by which to transmit emergency communications to the public. It may also be used for local, state and other national programming for public information on situations posing a threat to life and/or property.
Communications and Warning - Annex C
June 2026 – Emergency Operations Plan Page | 5
NationalWarningSystem(NAWAS)
The National Warning System (NAWAS) is a nationwide wire-line communications 2-way voice system connecting subscribing emergency management organizations and designed primarily to warn of a nationwide attack. It may also be used for coordination and communications for major peacetime emergencies.
Communications and Warning - Annex C
June 2026 – Emergency Operations Plan Page | 6
STATE ALERT AND WARNING SYSTEMS
CaliforniaWarningSystem(CALWAS)
The California Warning System (CALWAS) is the state portion of NAWAS that extends to communications and dispatch centers throughout the state. CalEMA headquarters ties into the federal system through the Warning Center in Sacramento. Circuits then extend to county warning points. The California Highway Patrol headquarters in Sacramento is the state's alternate warning point. Both state and federal circuits are monitored 24 hours a day at the Warning Center, the alternate point and each of the local warning points.
Counties not on this system will receive warning through other means (normally over the California Law Enforcement Telecommunications System [CLETS]).
CaliforniaEmergencyServicesRadioSystem(CESRS)
The California Emergency Services Radio System (CESRS) serves as an emergency communications system for CalEMA and county emergency services organizations. The system assists in the dissemination of warning information and to support disaster and emergency operations. The system may be used on a day-to-day basis for administrative emergency services business. Statewide communications are provided through a number of microwave interconnected mountain top relays. It operates under appropriate FCC rules and regulations and is administered by CalEMA.
California Law Enforcement Radio System (Inter-agency Radio) (CLERS) The California Law Enforcement Radio System (CLERS) is a microwave interconnected radio repeater system with statewide coverage. It may also have been referred to locally as Inter-agency Radio. This system was designed for use by law enforcement agencies for point-to-point communications and to provide a backup warning system to all counties in the state. CalEMA provides and maintains the statewide repeater system and microwave network for use by law enforcement agencies. System users are responsible for providing their own base station equipment and obtaining proper licensing from the FCC. CLERS participation is voluntary, and many agencies no longer maintain the equipment; however, the City of Gridley Police Department participates in CLERS.
CaliforniaLawEnforcementTelecommunicationsSystem(CLETS) The California Law Enforcement Telecommunications System (CLETS) is a high-speed message switching system which became operational in 1970. CLETS provides law enforcement and criminal justice agencies access to various data bases and the ability to transmit and receive point-to-point administrative messages to other agencies within California or via the National Law Enforcement Telecommunications System (NLETS) to other states and Canada. Broadcast messages can be transmitted intrastate to participating agencies in the Group Bulletin Network and to regions nationwide via NLETS. The state provides the computer hardware, switching center personnel, administrative personnel, and the circuitry to one point in each county. The local departments provide the circuitry and equipment which link them to their county termination point. A number of departments have message switching computer (MSC) systems and computer aided dispatch (CAD) systems which directly connect to CLETS. The CLETS terminal in the City of Gridley is housed at the Gridley Police Department.
Communications and Warning - Annex C
June 2026 – Emergency Operations Plan Page | 7
EmergencyDigitalInformationSystem(EDIS)
The Emergency Digital Information System (EDIS) provides local departments and state agencies with a direct computer link to the news media and other departments during emergencies. EDIS supplements existing emergency public information systems such as the Emergency Alert System. By combining existing data Input Networks with a digital radio Distribution System, EDIS gives authorized agencies a direct data link to the news media and other agencies.
The main purpose of EDIS is to distribute official information to the public during emergencies. However, a system that is not used day-to-day will not be used with confidence during an emergency. Therefore, certain non-emergency uses of EDIS are permitted so long as they do not interfere with more urgent transmissions.
EDIS may be used to transmit information in the following categories, listed in priority order:
• FLASH - Alerts and warning of immediate life-safety value to members of the public. • NEWS - Information of immediate benefit to the public. Releases in this category may include reports of unusual natural, social or technological events; notices of government activities requiring specific action by members of the public; road and traffic information and instructions for those affected by an emergency.
• INFO - Advisory messages for coordination between government and the news media. Topics might include: times and locations of news briefings, schedules for media tours of emergency scenes, "pool coverage" arrangements, airspace restrictions. • TEST - Transmissions to verify operation of equipment and for training of originating personnel.
Senders of EDIS messages should bear in mind that almost anyone can obtain the equipment to receive EDIS messages. Confidential or sensitive information should never be transmitted over EDIS.
OperationalAreaSatelliteInformationSystem(OASIS)
The Operational Area Satellite Information System (OASIS) project, funded under the Earthquake Hazards Reduction Act of 1986, was established to create the most robust communications system possible using leased transponder space from commercial satellite operators. The result is the establishment of a system which allows virtually un-interruptible communication between state, regional and operational area level EOCs.
OASIS is a system that consists of a communications satellite, multiple remote sites and two hubs. The satellite is in a stationary or geo-synchronous orbit above the earth's equator. A high frequency (HF) radio system and a satellite communications network were constructed to link all 58 counties with CalEMA and other state agencies for disaster communications as well as day-to-day traffic. The system, which uses technology similar to cellular telephones, has more than 800 phone lines statewide.
The equipment necessary for the remote sites includes a six-foot diameter dish antenna using Very Small Aperture Terminal or VSAT technology. These sites were originally set up by CalEMA and are capable of conducting eight simultaneous voice conversations and one data channel at DSL speed.
Communications and Warning - Annex C
June 2026 – Emergency Operations Plan Page | 8
The final components are the hubs. The hubs are large external dish antennas and a network control station which is managed by CalEMA personnel. The hubs provide access control for the system and can control all 58 Operational Areas and 15 transportables. CalEMA personnel will use the hubs to define the network, detect trouble and serve as an emergency alert network for other CalEMA personnel.
CaliforniaHealthAlertNetwork(CAHAN)
The California Health Alert Network (CAHAN) is the State of California’s web-based information and communications system available on a 24/7/365 basis for distribution of health alerts, dissemination of prevention guidelines, coordination of disease investigation efforts, preparedness planning, and other initiatives that strengthen state and local preparedness. CAHAN participants have the ability to receive alerts and notifications via alphanumeric pager, e-mail, fax, and phone (cellular and landline).
The City of Gridley does not receive CAHAN alerts as they are not part of the program; however, they receive information from Butte County OEM and the Department of Public Health.
LOCAL/OPERATIONAL AREA ALERT AND WARNING SYSTEMS
LocalAlertingandWarningSystem
City Police Departments (Police and Fire) have the primary responsibility in alerting and warning the public, with assistance from the city Public Information Officer (PIO), as deemed necessary. Alerting and warning the public may be accomplished through the Emergency Alert System (EAS), special broadcasts, or simply driving up and down the streets using the public address system.
Examples of emergencies identified by the City of Gridley which may warrant either immediate or delayed response under EAS by the broadcast industry are severe weather, widespread power failures, severe industrial accidents, hazardous material accidents, agricultural and transportation incidents, serious fires and earthquakes. The context of any emergency broadcast transmitted on EAS should be of concern to a significant segment of the population of the City of Gridley.
The City Administrator, while not the originator of the EAS material, is responsible for the content and authenticity of the information broadcast over the local EAS. Local broadcast stations have the right to edit or use any or all of an EAS broadcast. Any jurisdiction within the county may make separate programming arrangements with any broadcast station independent of the EAS.
EmergencyAlertList
The Emergency Alert List is to be activated and implemented when an emergency or disaster affects the City of Gridley and poses a major threat to life, property, and/or the environment. The list will only be activated when directed by the City of Gridley Director of Emergency Services, the Deputy Directors of Emergency Services, or the Incident Commander when a disaster occurs or threatens to occur within city limits.
Once an activation is requested and properly authorized, the City of Gridley Emergency Operations Center personnel will implement the Emergency Alert List. Notifications and alerts begin with the Director of Communications and Warning - Annex C
June 2026 – Emergency Operations Plan Page | 9
Emergency Services. If the Director cannot be reached, his/her successor(s) will be contacted until someone is reached to assume the Director of Emergency Services’ role.
The dispatcher will provide the Director with a complete status of the incident or disaster, identifying damage sustained, current response actions, resource status, etc. Based on the information provided by the dispatcher, the Director of Emergency Services will determine what parts of the Emergency Alert List will be implemented, including what sections of the City of Gridley Emergency Operations Center will be alerted and what personnel will be requested to respond.
Additionally, the dispatchers will confirm whether or not the Director of Emergency Services will personally contact and inform the City of Gridley Council of the situation affecting the city. The Director may request that the dispatchers notify the City Council.
Additionally, the City of Gridley Emergency Management Organization must maintain and keep current the Emergency Alert List. The City EMO must also ensure that the EOC, City Administration and the Butte County Office of Emergency Management (OEM) have current copies of the Emergency Alert List.
LawEnforcementNetwork
This network operates on several channels. Channels are used for the city wide dispatch and control of Law Enforcement service mobile units based on area. These channels will be used by the Law Enforcement Unit in the EOC to keep informed on developments. Main dispatch will remain with City of Gridley Police Department and should the 9-1-1 system go offline, the notification duties get transferred to other agencies. The EOC will have radio contact to a dispatch operator.
The City of Gridley Dispatch Center
The dispatch center provides a centralized, law enforcement program directly supporting the Police Department. Operational responsibilities incorporate a wide variety of public safety activities, and direct interaction with many local government agencies. Event coordination involves the use of complex phone, radio and computer aided dispatch systems.
PublicHealthandSocialServicesNetwork
This network is operated by the Butte County Department of Public Health which utilizes 800 Mhz to communicate with hospitals and clinics. The hospitals and clinics in the City of Gridley rely on the use of landline phone, cellular phones and deployment of the Amateur Radio Emergency Services (ARES) network for shelter communications and are notified through the CAHAN system as well as other communication systems used by the city.
Smart 911/ RAVE
Butte County Emergency Alerts is Butte County’s newly upgraded notification system for sending emergency alerts via text, phone, and email. Rave alert is integrated with Smart911 and Butte County, allowing residents to opt in and provide key information to the secure system for emergency alerts.. While the City of Gridley does not have the system, city residents and non-residents have the ability to be notified in the event of an emergency through this system and can sign-up for notification on the Butte County website. Smart 911/ RAVE is managed by the Butte County Sheriff’s Department and was designed exclusively for Law Enforcement, Fire and Emergency Services to deliver phone messages to the community to advise them of an immediate threat to life and/or property .
Communications and Warning - Annex C
June 2026 – Emergency Operations Plan Page | 10
OTHER WARNING DEVICES AND SYSTEMS
The City of Gridley’s website is used as a resource for information dissemination to the citizenry and general public especially during emergency situations. The city will also begin to use the website as a means for the citizenry to receive Emergency Preparedness and Evacuation information.
SocialMedia
The City of Gridley may establish a Twitter account that the citizenry can sign up for to receive preparedness and emergency information.
LocalRadioandTelevisionStations
The City of Gridley has dedicated radio and television station channels to inform the citizenry of potential incidents. Those channels are as follows:
Primary Radio KALF 95.7 FM
Secondary Radio KZFR 90.1 FM
Other Radio KCHO 91.7 FM
Primary TV KNVN Channel 24 (NBC)
Secondary TV KHSL Channel 12 (CBS)
Other TV KCVU Channel 20 (FOX)
Other warning systems utilized by the City of Gridley include mobile emergency vehicle sirens and loudspeakers, door-to-door notification by neighborhood groups and associations, and law enforcement volunteers, explorers and reserve deputies/officers.
CommunicationsManagement
In the event that there is a breakdown or a shortfall in communication channels, the City of Gridley Police Department has access to a radio cache through mutual aid that are programmed with federal interoperability frequencies.
ANNEX MAINTENANCE
The City of Gridley Police Department (or its designee) will coordinate with City Administration on any updates and revisions of this Communications and Warning Annex.
Emergency Public Information Annex D
City of Gridley
Emergency Public Information - Annex D
June 2026 – Emergency Operations Plan Page | 2
Table of Contents
INTRODUCTION..................................................................................................................................................3 Emergency Public Information Assumptions ...................................................................................................3 PUBLIC OUTREACH PROGRAMS ....................................................................................................................3 EMERGENCY PUBLIC INFORMATION.............................................................................................................3 JOINT INFORMATION SYSTEM (JIS)................................................................................................................4 Joint Information System..................................................................................................................................4 Joint Information Center (JIC) ..........................................................................................................................4 Public Information Coordinators (PIO) Coordination Teams ..........................................................................4 Media Centers...................................................................................................................................................5 Inquiry Centers..................................................................................................................................................5 Virtual Joint Information Center........................................................................................................................5 ANNEX MAINTENANCE......................................................................................................................................6 Emergency Public Information - Annex D
June 2026 – Emergency Operations Plan Page | 3
INTRODUCTION
Public information consists of the processes, procedures and systems to communicate timely and accurate information by accessible means and in accessible formats on the incident’s cause, size and current situation to the public, responders and additional stakeholders (both directly affected and indirectly affected). Public information must be coordinated and integrated as part of the Multi-Agency Coordination System (MACS) across jurisdictions, department and organizations; among federal, state, tribal and local governments; and with the private sector and NGOs. Public information includes processes, procedures and organizational structures required to gather, verify, coordinate and disseminate information.
Emergency Public Information Assumptions
The following assumptions involving public information during emergencies highlight how local government response and public preparedness may be affected during a major emergency. • The public will demand information about the emergency and instructions on proper survival/response actions.
• Rumors and misinformation are likely to develop when there is a lack of official news and information readily available.
• The media will demand information about the emergency. • Local and regional radio/television stations without emergency power may also be off the air. • Telephones (cellular and hardwire) may be inoperative. • The emergency organization will become overwhelmed by the demand for information if sufficiently trained staff is not available.
PUBLIC OUTREACH PROGRAMS
The City of Gridley will communicate and educate the public (including businesses, individuals and residents) on the risks and issues faced by the community and provide resources to mitigate risks and support preparedness. Outreach programs should address information on established emergency plans and procedures and delineate the roles and responsibilities of first responders and the public immediately following an emergency and during a sustained response. For more information on preparedness planning refer to the Section 8.0 within the Basic Plan.
EMERGENCY PUBLIC INFORMATION
During an emergency, the city will be responsible for the dissemination of information about the emergency to keep the public informed about what has happened, the actions of emergency response departments and to summarize the expected outcomes of the emergency actions. • Local Government Responsibilities: Local government (Gridley Police Department and City Administration) will provide immediate and critical emergency public information to their constituents.
• State Government Responsibilities: CalOES will coordinate the state’s emergency public information efforts and provides support to other state agencies to ensure that the state government issues a timely, clear, concise, consistent message.
Emergency Public Information - Annex D
June 2026 – Emergency Operations Plan Page | 4
• State Assistance to Local Officials: State assistance may be required when:
o The means of dispersing public information at the local government level is damaged or overwhelmed.
o Critical information needs to be disseminated to victims, responders, recovery personnel and members of the media.
o Multiple response agencies and levels of government need to work cooperatively to provide consistent emergency information.
JOINT INFORMATION SYSTEM (JIS)
Under SEMS, public information is directly managed and controlled by the jurisdictions with responsibility for the emergency incident through the Multi-Agency Coordination System (MACS) beginning at the Field Level under a Unified Command structure and linking to Multi-Agency Coordination Groups (MAC Group) within each EOC level of SEMS as a Joint Information Center (JIC). Collectively, the activated JICs form the Joint Information System (JIS) that coordinates and communicates lifesaving measures, evacuation routes, threat and alert methods and other public safety information to numerous audiences in an accurate, timely, accessible and consistent manner.
Joint Information System
The JIS provides the mechanism to organize, integrate and coordinate information to ensure timely, accurate, accessible and consistent messaging activities across multiple jurisdictions and/or disciplines with the private sector and NGOs. It includes the plans, protocols, procedures and structures used to provide public information. Federal, state, tribal, territorial, regional, local and private sector Public Information Officers (PIO) and established JICs are critical supporting elements of the JIS. Key elements include the following:
o Inter-agency/department coordination and integration; o Gathering, verifying, coordinating and disseminating consistent messages; o Support for decision makers; and
o Flexibility, modularity and adaptability.
Joint Information Center (JIC)
The JIC is a central location that facilitates operation of the JIS. It is a location where personnel with public information responsibilities perform critical emergency information functions, crisis communications and public affairs functions. A JIC may be established at various levels of government, at incident sites, or can be components of federal, state, tribal, territorial, regional, or local EOC. Typically, an incident specific JIC is established at a single, on scene location in coordination with federal, state and local agencies (depending on the requirements of the incident). Informational releases are cleared through Incident Commander (IC)/Unified Command, and/or the EOC.
Public Information Coordinators (PIO) Coordination Teams When a JIC is established, it will be staffed with Public Information representatives from the responding agencies, who will coordinate as a team to:
Emergency Public Information - Annex D
June 2026 – Emergency Operations Plan Page | 5
o Gather, verify and produce information for dissemination to the media and public (such as news releases, background information, fact sheets, public service announcements, briefings and news conference materials).
o Respond to media questions and requests.
o Schedule media releases, briefings, news conferences, interviews, public service announcements, etc.
o Arrange for media interviews and tours.
o Assign department representatives to coordinate information from their department with other team members before it is released to the public.
Media Centers
Local government departments may establish a Media Center that serves as a central location for media briefings, conferences and information distribution. Media Centers may be activated independently or as part of a larger JIC. The Media Center for the City will be located at:
Inquiry Centers
Gridley City Hall-Council Chambers
685 Kentucky Street
Gridley, CA 95948
Local government departments may activate an inquiry center to centralize information sharing between the public, the media and government. Inquiry Centers should be directly linked to media centers or joint information centers as appropriate. Inquiry Centers allow for:
o Establishment of Public Information Hotlines (including TTY capability for individuals who are deaf) and hotline staff.
o Monitoring of radio and television stations and informing the PIO Coordination Team of inaccuracies.
o Sharing of information about the emergency or the government’s response. o Identification of information trends, which in turn allows the PIO to focus on providing targeted information.
o Identification of rumors and misinformation and bringing these to the attention of the PIO Coordination Team.
o Response to questions using official, verified information that has been approved for release. o Call referrals, as appropriate, to federal, state, local, volunteer and private sector agencies. o Current and updated information records.
o Records of questions, responses and actions.
o Enhancing information to meet the needs of those whose primary language is not English and to meet the functional needs of the blind, deaf and hard of hearing.
Virtual Joint Information Center
A virtual JIC may be initiated through technological means when geographical restrictions, incident management requirements, or other limitations preclude physical attendance by public information officers/liaisons at a central location. Through telephone or video teleconferences, personnel participating in the virtual JIC can meet and coordinate information.
Emergency Public Information - Annex D
June 2026 – Emergency Operations Plan Page | 6
ANNEX MAINTENANCE
The City of Gridley Police Department (or its designee) in collaboration with City Administration -– Public Information Officer will update, revise and record any revisions of this Emergency Public Information Annex.
Recovery and Mitigation Annex E
City of Gridley
Recovery and Mitigation - Annex E
June 2026 – Emergency Operations Plan Page | 2
Table of Contents
RECOVERY............................................................................................................................................................ 3 Transition to Recovery........................................................................................................................................ 3 Short Term Recovery.......................................................................................................................................... 3 Long Term Recovery .......................................................................................................................................... 4 RECOVERY OPERATIONS RESPONSIBILITIES................................................................................................ 5 RECOVERY OPERATIONS DEPARTMENTAL ASSIGNMENTS........................................................................ 6 RECOVERY PLANNING CONSIDERATIONS...................................................................................................... 7 Physical Recovery Activities............................................................................................................................... 7 Governmental Recovery Activities ..................................................................................................................... 7 Social Recovery Activities................................................................................................................................... 7 Economic Recovery Activities ............................................................................................................................ 8 DOCUMENTATION ............................................................................................................................................ 8 STATE AND FEDERAL POST-DISASTER ASSISTANCE PROGRAMS............................................................ 9 Introduction.......................................................................................................................................................... 9 Emergency Proclamations/Declarations........................................................................................................... 10 Damage Assessment........................................................................................................................................ 11 City Responsibilities to Access Assistance...................................................................................................... 12 Applicant Briefings ............................................................................................................................................ 12 Public Assistance Project Approval Process ................................................................................................... 13 Individuals and Households Program (IHP)..................................................................................................... 13 SBA and USDA................................................................................................................................................. 13 HAZARD MITIGATION - IMPROVING CONDITIONS TO PREVENT LOSS .................................................... 14 Introduction........................................................................................................................................................ 14 Hazard Mitigation Planning............................................................................................................................... 14 Funding for Pre-Disaster Mitigation.................................................................................................................. 14 Funding or Post-Disaster Mitigation ................................................................................................................. 15 DISASTER ASSISTANCE PROGRAMS AND THEIR REQUIREMENTS......................................................... 16 Public Assistance through CalOES.................................................................................................................. 17 Public Assistance through other Agencies....................................................................................................... 18 Individual and Family Assistance ..................................................................................................................... 19 Businesses, Ranchers and PNP Assistance ................................................................................................... 20 ANNEX MAINTENANCE...................................................................................................................................... 21 Recovery and Mitigation - Annex E
June 2026 – Emergency Operations Plan Page | 3
RECOVERY
Transition to Recovery
While the immediate lifesaving activities are occurring, the city’s Emergency Services Coordinator (Police Department or designee) is simultaneously assessing how soon the response phase can transition to recovery. Critical response phase operations will gradually shift to assisting individuals, households, businesses and governments in meeting basic needs and returning to self-sufficiency.
The recovery phase of an emergency or disaster is often defined as restoring a community to its pre-disaster condition. More realistically, recovery is the process of re-establishing a state of normalcy in the affected communities. The specific approach to recovery operations following a disaster will be determined by the location, type, magnitude and effects of the incident.
The City of Gridley and various special districts within the city boundaries will be involved in recovery operations. In the aftermath of a disaster, many residents, businesses, and even government itself will have specific needs that must be met before they can return to their pre-disaster lives. There will be a need for services such as:
• Assessment of the extent and severity of damages to homes, businesses, and infrastructure; • Restoration of services generally available in communities – water, power, transportation, food, and medical assistance;
• Repair of damaged homes, businesses, and infrastructure; and • Professional counseling when the sudden changes resulting from the emergency have resulted in mental anguish and inability to cope.
The city can help individuals, families, businesses, and community organizations recover by ensuring that these services are available and by seeking additional resources if the community needs them. If the City of Gridley requires state or federal assistance, a local proclamation of an emergency may be required as a prerequisite to obtaining the assistance. This annex provides an overview of state and federal assistance programs, including proclamation/declaration requirements. Please Note: If a local emergency proclamation is required, it must be issued within 10 days of the event.
The recovery process occurs in two phases; short-term and long-term. Those processes are discussed in more detail in the following sections.
Short Term Recovery
The goal of short-term recovery is to restore the city to at least a minimal operating capacity. Short-term recovery includes:
• Utility restoration;
• Delivery of social, medical, and mental health services; • Provision of interim housing
• Re-establishment of Gridley government operations;
• Establishment of transportation routes;
• Debris removal;
• Cleanup operations; and
• Abatement and demolition of hazardous structures.
Recovery and Mitigation - Annex E
June 2026 – Emergency Operations Plan Page | 4
The city will coordinate its efforts to restore utility systems and services during recovery operations between city departments, special districts serving the city and investor-owned utilities, including Pacific Gas and Electric, Comcast Cable, and the various telephone companies serving the city. Medical and other essential services may need to operate from temporary facilities, as necessary. If there is serious damage to the city’s housing stock, the city may be asked to identify and assist in the support of interim housing solutions, such as motels or temporary trailer sites. The city may request support to conduct Critical Incident Stress Debriefings (CISD) for emergency response personnel and victims of the disaster event.
The city will ensure that debris removal and cleanup operations are expedited. The city will need to inspect damaged buildings and facilities. Assistance in conducting post-disaster inspections of public and private facilities may be requested through California’s Safety Assessment Program, which is accessed through the California Officer of Emergency Services. The Safety Assessment Program provides professional evaluators (volunteers) and mutual aid resources to local governments to determine use and occupancy of homes, buildings and infrastructure. On the basis of the city’s assessments, structures that pose a public safety concern may be demolished or cordoned off.
If needed for the continuation of government operations and the provision of recovery services, the city may implement its Continuity of Operations Plan (COOP), including relocation of operations from damaged facilities. If such relocation is required, information on alternate service delivery locations will be provided to the public. For more information on the City’s COOP refer to Functional Annex B-Continuity of Operation/Government of the Emergency Operations Plan.
Long Term Recovery
The goal of long-term recovery is to restore facilities and the community to pre-disaster condition. Long-term recovery includes hazard mitigation activities, restoration or reconstruction of public facilities, facilitating restoration and reconstruction of damaged homes and businesses, and disaster response cost recovery.
The city will be responsible for its own approach to mitigation, which could include zoning variances, building codes changes, plan reviews, seismic safety elements, and other land use planning techniques. Long term recovery will likely necessitate the need for significant coordination with Butte County, state, and federal entities, the private sector, and with community-based organizations.
With public safety a primary concern, rapid recovery may require adjustments to various city policies, procedures, codes, and ordinances to streamline the recovery process. Identification of specific statutes and policies to be adjusted will be disaster-specific and should be identified during the damage assessment process. The city will also determine if temporary modification of state or county statutes are needed to facilitate recovery; if so, those modifications should be requested through the SEMS process.
Depending on the extent of the damage, the city may consider activating a Local Assistance Center (LAC) to provide a centralized location or “one stop shop” for services and resource referrals for the unmet needs of disaster victims. State funding may be available for eligible LAC operations. Historically, LACs have proven to be a key factor for a successful recovery. LAC characteristics generally include:
• Resource facility for recovery information, services and programs; • Community-based service facilities;
• Managed by the city;
• Staffed by Red Cross, other NGO’s and various City of Gridley departments, PNPs, local, state and federal government, as appropriate; and
Recovery and Mitigation - Annex E
June 2026 – Emergency Operations Plan Page | 5
• Local utilities, insurance adjusters, and others may be asked to collocate with the LAC to facilitate access to services
Depending on the extent of damage, state and federal recovery assistance will also be sought for residents, businesses, and community organizations. If federal assistance for households and businesses is granted, the city may be asked to assist in implementing a Disaster Recovery Center (DRC). A DRC may be activated by key federal agencies to provide a location for victims and private non-profit organizations to obtain information about federal recovery programs. The DRC may be collocated with a LAC if one has been established.
RECOVERY OPERATIONS RESPONSIBILITIES
The city has specific responsibilities in recovering from a disaster. The list below summarizes some of the key functional responsibilities:
• Political process management; interdepartmental coordination; policy development; decision making; coordination with community and non-profit organizations; establish a long term recovery committee (if needed); and public information.
• Conduct Initial Damage Estimate; compile and update damage information; and assist state and federal agencies in conducting formal Preliminary Damage Assessment, as needed. • Activation of the Safety Assessment Program (if needed); land use and zoning variance; permits and controls for new development; revision of building regulations and codes; code enforcement; and plan review.
• Debris removal; demolition; construction; management of and liaison with construction contractors; and restoration of utility services.
• Housing programs; assistance programs for those with functional needs; and low income and special housing needs.
• Public finance; budgeting; contracting; accounting and claims processing; taxation; and insurance settlements.
• Redevelopment of existing areas; planning of new redevelopment projects; and financing new projects.
• Applications for disaster financial assistance; liaison with assistance providers; onsite recovery support; and disaster financial assistance project management. • Advise on emergency authorities, actions and associated liabilities; preparation of legal opinions; identification of statutes in need of temporary modification; and review and assist in preparation of new ordinances and resolutions.
• Implementation of the COOP (if needed); government operations and communications; space acquisition; supplies and equipment; vehicles; personnel; and related support.
Recovery and Mitigation - Annex E
June 2026 – Emergency Operations Plan Page | 6
RECOVERY OPERATIONS DEPARTMENTAL ASSIGNMENTS
The city has specific responsibilities in recovering from a disaster. The chart below summarizes the functional responsibilities assigned to the city departments and/or key personnel.
Function Departments
Political process management; interdepartmental coordination; policy development; decision making; coordination with community and non-profit organizations; establish a long term recovery committee (if needed); and public information.
City Administrator’s Office or designee
Conduct Initial Damage Assessment; compile and update damage information; and assist state and federal agencies in conducting formal Preliminary Damage Assessment, as needed.
Police Department, Fire Department,
Planning Department, Building
Department
Activation of the Safety Assessment Program (if needed); land use and zoning variance; permits and controls for new development; revision of building regulations and codes; code enforcement; and plan review.
Building Department, Planning
Department
Debris removal; demolition; construction; management of and liaison with construction contractors; and restoration of utility services.
Public Works, Planning/Building,
Utility, Electric Department
Housing programs; assistance programs for those with functional needs; and low income and special housing needs.
City Administrator’s Office and
Recreation Department
Public finance; budgeting; contracting; accounting and claims processing; taxation; and insurance settlements.
Finance Department
Redevelopment of existing areas; planning of new redevelopment projects; and financing new projects.
City Administrator’s Office and
Recreation Department
Applications for disaster financial assistance; liaison with assistance providers; onsite recovery support; and disaster financial assistance project management.
Finance Department, City
Administrator’s Office, Police
and Fire Departments
Advise on emergency authorities, actions and associated liabilities; preparation of legal opinions; identification of statutes in need of temporary modification; and review and assist in preparation of new ordinances and resolutions.
City Administrator’s Office, Police
Department, CAL FIRE, City Attorney
Implementation of the COOP (if needed); government operations and communications; space acquisition; supplies and equipment; vehicles; personnel; and related support;
City Administrator’s Office, Police
Department, Fire Department
Recovery and Mitigation - Annex E
June 2026 – Emergency Operations Plan Page | 7
RECOVERY PLANNING CONSIDERATIONS
Rebuilding and restoration efforts require decisions on a number of critical activities that have long-term social, economic and physical recovery implications. Specific recovery considerations will be disaster specific and will be identified through the post-disaster damage assessment process. Recovery considerations will begin to be identified through the advance planning process undertaken during the response phase. During development of advance plans that address the transition to recovery, Planning Section staff should consider the applicability of the activities and issues listed below to the specific disaster scenario.
Physical Recovery Activities
• Conducting a comprehensive damage assessment and compiling the data into an Initial Damage Estimate to support a local Emergency Proclamation
• Identifying and preserving damaged historical or cultural sites • Identifying environmental concerns (e.g., damage adjacent to riparian habitat) • Removing debris from public and private property and managing disposal sites • Identifying redevelopment opportunities, if appropriate • Deferring permits, fees, etc. for rebuilding of damaged structures • Pursuing hazard mitigation projects and advancing mitigation efforts, including upgrading infrastructure and utilities
• Modifying land use and zoning requirements and incorporating changes in construction standards and other codes, both for repair or rebuilding of disaster-damaged structures and for promoting disaster resistant future development
• Evaluating repair and rebuilding options
Governmental Recovery Activities
• Continuing the performance of governmental functions (“Continuity of Government”) • Protecting, restoring, or replacing essential city facilities, equipment, records, processes, etc. (“Continuity of Operations”)
• Managing donations of goods, services, and funds to assist with recovery • Coordinating voluntary agencies and requests for volunteer assistance to assist with recovery • Establishing a “long term recovery committee” to aid in building community consensus by engaging stakeholders, special interests groups, and the public in decision-making processes • Updating community plans, including the Emergency Plan and Redevelopment Plan, based on lessons learned from the disaster
• Upgrading communication systems
• Communicating recovery activities to the public
• Addressing community questions about health consequences of the event Social Recovery Activities
• Promoting community participation in recovery efforts through the “Long Term Recovery Committee”, volunteer opportunities, and in plan revision
• Supporting distribution of essential commodities and other daily living needs • Evaluating community stress and providing services for the mental health of individuals • Supporting restoration of critical community support structure, such as schools, medical services, and financial institutions
Recovery and Mitigation - Annex E
June 2026 – Emergency Operations Plan Page | 8
• Restoring community values
• Promoting family and individual preparedness
• Establishing Local Assistance Centers for ‘one-stop’ disaster recovery services and assisting in establishing a Disaster Recovery Center(s) in the city if requested to do so to support delivery of state and federal recovery programs
Economic Recovery Activities
• Establishing a documentation system to collect and store disaster-related cost information to ensure maximum state and federal reimbursement
• Filing insurance claims, as appropriate
• Identifying economic impact of the disaster on the community, such as impacts on the tax base and employment
• Reviewing the city budget to identify potential sources of available working capital • Facilitating business recovery by reestablishing commercial services and promoting businesses in damaged areas
• Securing disaster business loans, disaster recovery assistance grants and hazard mitigation project funding
Documentation
Documentation is essential to recovering expenditures related to emergency response and recovery operations. For the city, documentation must begin at the field response level and continue throughout the operation of the Emergency Operations Center as the disaster unfolds.
As such, the City of Gridley should incorporate disaster documentation into their current accounting system.
To obtain maximum reimbursement for disaster-related expenditures, it is critical that the city:
• Implement the disaster documentation system during a disaster; • Ensure disaster-related expenditures are easily distinguished from on-going activities; and • Maintain accurate accounting records for disaster-related expenditures including:
o Force account labor (timesheets) and equipment;
o Invoices for rented equipment, materials and purchases; o Photographs of damage and repair;
o Insurance information;
o Environmental and historical preservation issues; and o Records of donated goods and services.
• Keep these records for a minimum of three years after the last action on a state or federally funded disaster project (CalOES will notify the city when the three year-time frame begins) Recovery and Mitigation - Annex E
June 2026 – Emergency Operations Plan Page | 9
STATE AND FEDERAL POST-DISASTER ASSISTANCE PROGRAMS
Introduction
Depending on the nature and extent of the disaster, state and federal assistance programs may be available to assist the city, special districts, and eligible households, businesses and non-profit organizations that have experienced disaster-related expenses that are not covered by insurance. For public agencies, assistance may be available, on a cost-share basis, for emergency response costs, costs for debris removal and emergency protective measures, and repair or rebuilding of damaged facilities and infrastructure. For households and businesses, assistance may include loans to repair damaged buildings. Households may also be eligible for assistance with other unmet needs and businesses may be eligible for loans for disasterrelated loss of revenue. Disaster unemployment assistance and assistance for disaster-related mental health needs may also be available. The following pages describe the assistance programs that may be available under certain criteria, following a disaster
Recovery and Mitigation - Annex E
June 2026 – Emergency Operations Plan Page | 10
Emergency Proclamations/Declarations
If Gridley requires state or federal assistance, it is important to know if a local proclamation of an emergency is a prerequisite to obtaining the assistance. The chart below provides an overview of the programs discussed in this section and indicates proclamation/declaration requirements. Please Note: If a local emergency proclamation is required, it must be issued within 10 days of the event. More information on these assistance programs is provided following this section of the annex.
Program Name Type of Assistance
Local
Proclamation
Required?
State of
Emergency
Required?
Federal
Declaration or
Designation
Required?
SAP
Provides professional evaluators to determine
safety, use and occupancy of homes and
buildings
No No No
FMAG Reimbursement of emergency response costs
for fire suppression No No Yes
State PA under a
CALOES Secretary’s
Concurrence
Funding to restore eligible public infrastructure Yes No No State PA under a
Governor’s
proclamation of state of
emergency
Reimbursement of eligible local emergency
response costs, debris removal and funding to
restore eligible public infrastructure
Yes Yes No
Federal PA (major
disaster declaration)
Reimbursement of eligible local emergency
response costs, debris removal and funding to
restore eligible public and allowable private
non-profit infrastructure
Yes Yes Yes
Federal PA (emergency
declaration)
Reimbursement of eligible local emergency
response costs Yes Yes Yes
Individuals and
Household Program
(IHP)
Grants for unmet recovery needs to
individuals and families Yes Yes Yes
State Supplemental
Grant Program(SSGP)
Supplemental grants for individuals for
recovery may be available only when
maximum IHP has been reached
Yes Yes Yes
SBA Economic Injury
Disaster Loan Program
Working capital loans for small businesses
that have suffered an economic loss due to a
disaster
No No Yes
SBA Physical Disaster
Loan Program
Loans for individuals, families and businesses
that have lost real and personal property due
to a disaster
No No Yes
USDA Disaster
Designation
Loans for farmers and ranchers for physical
and crop production losses due to a disaster No No Yes
Crisis Counseling
Programs
Referral/resource services and short-term
counseling for emotional and mental health
problems caused by the disaster
Yes Yes Yes
Disaster Unemployment
Assistance
Weekly unemployment benefits and job
finding services due to a disaster Yes Yes Yes
Recovery and Mitigation - Annex E
June 2026 – Emergency Operations Plan Page | 11
Damage Assessment
When requesting state or federal disaster assistance, the City of Gridley must provide information to support the request. The chart below describes the mechanisms required to document damages and determine needed assistance in the impacted area.
Report
Title
Responsible
Party Description Needed Purpose of Report
Initial
Damage
Estimate
(IDE)
Local jurisdiction Initial description of damage including:
• type and extent of public and private
sector damage
• basic repair and emergency response
costs
• any acute public health issues
• number of homes and businesses not
insured or underinsured
Provides information for Cal OES to
determine if state and/or federal
disaster assistance is warranted and
to what external resources are
needed. An IDE should be provided
concurrently with request for
assistance. Not providing this
information promptly can delay
recovery assistance.
Preliminary
Damage
Assessment
(PDA)
Cal OES
Recovery Branch
staff assisted by
Cal OES Regional
staff, local, state
and/or federal
government staff
Preliminary detailed damage report
including:
• facility types (e.g., school, road,
private residences) and location
• facility insurance and/or maintenance
records
• damage description and repair
estimates
• local government budget reports
• destroyed/damaged residences,
personal property, businesses
• any identified environmental or
historical issues
Provides information for Cal OES to
determine extent and type of state
and/or federal disaster assistance.
This information is also used by
FEMA to prepare a regional analysis
of the request for consideration by
FEMA headquarters.
Damage
Assessment
by other
Federal
Agencies
Small Business
Administration
(SBA)
U.S. Dept. of
Agriculture
(USDA) and/or
local Agricultural
Commissioner
(this is usually
done by the Ag
commissioner)
Includes the number of private homes
and businesses damaged or destroyed
and estimate uninsured losses. It also
may include documentation showing
economic injury to businesses.
Includes cause, type and value of
crop/livestock losses.
Ensures minimum damage criteria
have been satisfied to implement the
Physical or Economic Injury Disaster
Loan Program.
Provides USDA with justification to
implement emergency loan program.
Recovery and Mitigation - Annex E
June 2026 – Emergency Operations Plan Page | 12
City Responsibilities to Access Assistance
If a request for assistance is necessary, the city should include the following information in the request:
• A copy of the local proclamation (if required)
• Initial Damage Assessment (IDA)
• Written request/resolution by the City Council (or the City Manager if the council cannot be convened)
• Type of disaster and areas of the city affected
• Date of occurrence and whether situation is continuing • Type of assistance needed
Submit the request to:
• Butte County OEM
The county will then forward the request to the California Emergency Management Agency (CalOES). The city should submit its request separately only if the County does not intend to submit the same request.
Assistance programs have deadlines for application which must be strictly adhered to; technical assistance is available from CalOES in identifying those deadlines.
When a request for assistance is submitted, CalOES will:
• Review the request for completeness;
• Request additional information if necessary
• Determine the need to conduct damage assessments, and • Make a determination regarding the level of appropriate disaster assistance for the request.
Applicant Briefings
If there is a state or federal declaration including the provision of public or individual assistance the CalOES Recovery Branch will schedule and hold Public Agency Applicant Briefings. Affected public agencies will be notified by letter, e-mail, Cal OES website, Cal OES regional offices, or by telephone of the date, location, and time of the briefing. The city and any local special districts that have experienced damages or may have eligible response costs should participate in the Applicant Briefing.
At the Applicant Briefing available Public Assistance (assistance to public agencies) and Individual Assistance (assistance for households and businesses) will be described. Applications for federal and state Public Assistance will be available and accepted during these briefings. Detailed instructions on Public Assistance applicant eligibility, project eligibility, eligible costs, program criteria, documentation requirements and important deadlines for work completion will also be explained. Public Assistance applicants are assigned a primary point of contact that will process the application, monitor work progress, and provide technical assistance for the duration of the application.
Recovery and Mitigation - Annex E
June 2026 – Emergency Operations Plan Page | 13
Public Assistance Project Approval Process
The Cal OES Recovery Branch encourages applicant agencies to participate fully in the decision-making process of the approved scope of work and cost estimation for each project. The city and other eligible applicants are notified by mail when FEMA or the state has approved the project for funding. This notification includes instructions to request payment of the funds. Additional information regarding both federal and state public assistance programs on the Recovery section of the Cal OES website and technical assistance is available through the Cal OES Recovery Branch or the Regional Office.
Upon a Presidential declaration, local governments that have incurred significant emergency response costs may request the expedited processing of state and federal funding. Qualifying costs may include:
• Emergency costs (e.g., police and fire overtime salaries); • Debris removal necessary to protect life and property; and • Temporary shelter operating costs
Individuals and Households Program (IHP)
Upon the implementation of the IHP, individuals are required to first ‘tele-register” with FEMA. Widespread notice through the local media and posting on the city’s website to inform the public of the toll-free teleregistration number should take place. Upon tele-registration, FEMA will assign a representative to evaluate the claim and will refer the individual to the appropriate program for loan and/or grant assistance. Individuals will then be provided loan and/or grant application information, instructions, terms and conditions directly from the agency providing assistance (FEMA, SBA, USDA). The city may be asked for assistance in identifying appropriate locations for Disaster Recovery Centers (DRC) and to participate in the DRC when activated.
SBA and USDA
When SBA and/or USDA has implemented its disaster program(s) independent of a Presidential declaration, individuals, businesses, private non-profit agencies, and/or the agricultural community, will be instructed to file an application directly with their local SBA and/or USDA office. If a DRC is not activated, the SBA or USDA will normally administer their programs through an existing local office or, particularly for SBA, in locally leased space.
Recovery and Mitigation - Annex E
June 2026 – Emergency Operations Plan Page | 14
HAZARD MITIGATION - IMPROVING CONDITIONS TO PREVENT LOSS Introduction
Hazard Mitigation (HM) is any cost-effective activity that seeks to eliminate or reduce human suffering and property damage from natural and manmade hazards. Hazard Mitigation includes both pre-disaster and postdisaster activities.
Hazard Mitigation Planning
Hazard Mitigation Planning includes analyses of ways to eliminate or reduce the impact of future disasters.
The federal Disaster Mitigation Act of 2000 required the state to develop and maintain a State Hazard Mitigation Plan. California’s hazard mitigation planning process is continuous and involves a multitude of federal, state, and local agencies, academia, private non-profit organizations, and community-based organizations.
The Hazard Mitigation Plan is approved by FEMA and is also required for the city or a special district to receive grant funds for mitigation projects from the federal Hazard Mitigation Grant Program and the federal Pre-Disaster Mitigation Grant Program. Butte County has an approved Local Hazard Mitigation Plan and is in the process of updating the document to include all cities, the town and special districts.
Funding for Pre-Disaster Mitigation
The federal Pre-Disaster Mitigation Grant Program (PDM) provides funds for hazard identification, mitigation strategies, and public partnerships. More specifically, PDM:
• Supports development of the hazard mitigation planning process at the state and local levels and funds high priority projects from these plans.
• Provides a continuous flow of funding to states for hazard mitigation, whether the state has experienced a recent disaster or not.
• Supports local communities in becoming disaster resistant by providing technical and financial assistance to state and local governments in implementing cost effective pre-disaster hazard mitigation measures.
• Helps to reduce injuries, loss of life, and damage and destruction of property, including damage to critical services and facilities under the jurisdiction of state or local governments.
Communities that wish to participate in the PDM program must demonstrate commitment to the implementation of hazard mitigation activities within their jurisdiction. Assistance includes both planning grants and project grants. Planning grants assist the state and its communities in developing a multi-hazard mitigation plan. Planning grants may also be used for technical assistance including risk assessments, project development, community outreach and education. Funds applied to planning grants cannot exceed 10 percent of the state’s allocation. Project grants are awarded in accordance with the priorities cited in the State Hazard Mitigation Plan. Project grants may be used to reimburse costs for acquisitions or relocations of vulnerable properties, structural retrofits, vegetation management (e.g., shaded fuel breaks, defensible space), public information and educational programs.
Flood Mitigation Assistance (FMA) provides funding for measures to reduce or eliminate the long-term risk of flood damage to repetitive loss of buildings, manufactured homes, and other structures insurable under the FEMA National Flood Insurance Program (NFIP). Communities requesting FMA planning and project grants Recovery and Mitigation - Annex E
June 2026 – Emergency Operations Plan Page | 15
must be participating in the NFIP. FMA planning grants are available for the flood portion of any mitigation plan. FMA project grants are available to NFIP-participating communities to implement measures to reduce flood losses. Example FMA projects are elevating structures, acquisitions, watershed management (e.g., detention basins, increased culvert size). FEMA contributes up to 75 percent of total eligible costs for each grant. At least 25 percent of the total eligible cost must be provided from a non-federal source. The state will evaluate and approve applications for FMA planning grants.
Funding for Post-Disaster Mitigation
The Hazard Mitigation Grant Program (HMGP) provides grants following a disaster to state and local governments, Indian tribes, and certain non-profit organizations to develop plans and implement long term hazard mitigation measures.
Federal funding for the HMGP becomes available only after the President signs a major disaster declaration.
The amount of funding available is based on a percentage of the federal share of the aggregate disaster costs for public and individual assistance. As manager of the HMGP, CalOES is responsible for soliciting program interest, helping potential applicants develop applications, establishing deadlines for applications, providing technical assistance, establishing funding priorities and forwarding selected projects to FEMA for approval based on those priorities. CalOES posts grant applications, instructions and deadlines on the website for a limited time following a federal declaration of a disaster. Successful applicants are notified by mail when FEMA has approved the grant for funding. This notification includes instructions to request payment of the funds.
Planning and project grants can be funded under HMGP. By regulation, HMGP projects must meet the minimum eligibility criteria, be consistent with the state and local hazard mitigation plans, and meet the guidelines and priorities established for a particular disaster. Projects must also demonstrate costeffectiveness.
Recovery and Mitigation - Annex E
June 2026 – Emergency Operations Plan Page | 16
DISASTER ASSISTANCE PROGRAMS AND THEIR REQUIREMENTS
The following tables are designed to provide a quick reference to disaster assistance programs administered or coordinated by CalOES. The tables are grouped by potential recipients and indicate general program implementation criteria, including key deadlines.
Recovery and Mitigation - Annex E
September 2026 – Emergency Operations Plan Page | 17
Public Assistance through CalOES
Public agencies include state agencies and departments, cities, counties, city and county, school districts, community college districts, special districts and certain private non-profit agencies. The following table describes implementation criteria for the five main public assistance disaster programs administered by CalOES: Director’s Concurrence, Governor’s Proclamation of a State of Emergency, Fire Management Assistance Program (FMAG), Presidential Declaration of an Emergency, and Presidential Declaration of a Major Disaster.
Type of Assistance Program Name and Authority Cost Share Requirements Implemental Criteria
Funding to restore damaged
public infrastructure (e.g.
roads, buildings, utilities)
State Public Assistance
CDAA – Director’s Concurrent with local
emergency
75% State
25% Local
Local agency must proclaim an emergency and request a “Director’s Concurrent” within 10 days of an event. A Governor’s proclamation of a state of emergency is not required for the CalOES Director to provide CDAA funding to repair damaged public facilities.
Reimbursement of local
emergency response costs,
debris removal, and funding to
restore damaged public
infrastructure.
State Public Assistance
CDAA – Governor’s Proclamation of a
State of Emergency
75% State
25% Local
Local agency must proclaim and emergency and request the Governor to proclaim a state of emergency within 10 days of an event. The request should include dates of the event, an IDE, areas affected, and appropriate type of assistance needed.
Reimbursement for fire
suppression costs
FMAG
Stafford Act
75% Federal
25% Local
Responsible fire agency must request FMAG assistance while the fire is still burning out of control. Neither local nor state emergency proclamation are necessary for the implementation of this program.
Reimbursement of local
emergency response and
debris removal costs
Federal and State Public Assistance
Stafford Act and CDAA – Presidential
Declaration of an Emergency
75% Federal
18.75% State
6.25% Local
Local agency must proclaim an emergency and request the Governor to proclaim a state of emergency within 10 days of an event. The Governor has 5 days to request federal assistance. Local government should provide detailed information including date of the event, an IDE, areas affected, and appropriate type of assistance needed.
Funding to restore public
infrastructure* and
reimbursement of emergency
response and debris removal
costs
Federal and State Public Assistance
Stafford Act and CDAA – Presidential
Declaration of a Major Disaster
75% Federal
18.75% State
6.25% Local
Local agency must proclaim an emergency and request the Governor to proclaim a state of emergency within 10 days of an event. The Governor has 30 days to request federal assistance. Local government should provide detailed information including dates of the event, an IDE, areas affected, and appropriate type of assistance needed. *Funding beyond what is necessary to restore a facility may also be approved for hazard mitigation measure to ensure that future similar damage will not occur. These mitigation projects include cost-effective improvements to the current design and capacity of the existing facility.
Funding to provide crisis
counseling services
FEMA Crisis Counseling Program
Stafford Act
75% Federal
25% State
This program is funded by FEMA and administered through the state Department of Mental Health. Benefits may be short term or long term (up to 9 months).
Recovery and Mitigation - Annex E
September 2026 – Emergency Operations Plan Page | 18
Public Assistance through other Agencies
The following table describes the implementation criteria for disaster assistance programs available to public entities through federal agencies other than FEMA. Through CDAA, the state may also cost share with these federal programs.
Type of Assistance Program Name/Lead Federal Agency
and Authority
Cost Share
Requirements Implemental Criteria
Watershed restoration EmergencyWatershed Program / NRCS Division of the U.S. Department of
Agriculture
Section 216, P.L. 81-516 and Section
403-405, P.L. 95-334
75% NRCS
18.75% State
6.25% Local
Eligible activities include providing financial and technical assistance to remove debris from streams, protect destabilized stream banks, establish cover on critically eroding lands, repair conservation practices, and the purchase of flood plain easements. This program does not require a Presidential declaration before it is implemented. However, in order for the sponsoring agency to be eligible for state cost share, the Governor must have proclaimed a state of emergency for the event.
Emergency flood and postflood activities
USACE Emergency Operations / USACE
Flood Control and Coastal Emergencies
Act (P.L. 84-99)
100% USACE
The USACE may provide manpower, supplies, and equipment for flood-fighting, debris clearance and temporary levee repairs during the emergency period and up to a maximum of 10 days thereafter. This program does not require a Presidential disaster declaration before it is implemented.
Restoration of publicly
sponsored flood control
structures
USACE Rehabilitation Program/ USACE
Flood Control and Coastal Emergencies
Act (P.L. 84-99)
100% USACE
The USACE Rehabilitation program provides assistance for permanent repairs to federal system levees. Although USACE covers the repair costs, the local sponsoring agency may be required to purchase additional soil and must sign “Hold Harmless” agreements and other applicable assurance before work can begin. This program does not require a Presidential disaster declaration before it is implemented.
Emergency repairs to federal
roads and highways
FHWA Emergency Relief (ER)
Program/FHWA
Title 23, U.S.C., Section 125
100% FHWA if
performedwithin
180 days of an
event
This program may be implemented upon a Presidential Declaration or by special request from the Governor when a state of emergency has been proclaimed. The FHWA ER program is administered through Caltrans.
Permanent restoration of
damaged federal aid highways
FHWA ER Program/FHWA
Title 23, U.S.C., Section 125
88.53% FHWA
8.6% State
2.87% Local
FHWA funds 88.53% of repairs upon a Presidential Declaration or by special request from the Governor when a state of emergency has been proclaimed. The FHWA program is administered through Caltrans in close coordination with CalOES Long-term economicredevelopment
HUD Disaster Recovery Initiative/HUD
Section 122 of the Housing and
Community Act of 1974, as amended
75% Federal
18.75% State
6.25% Local
Funds earmarked for certain HUD projects may be transferred to emergency projects if not covered by FEMA and are in the best interest of post-disaster stricken community.
California Department of Housing and Community Development administers this program.
Recovery and Mitigation - Annex E
September 2026 – Emergency Operations Plan Page | 19
Individual and Family Assistance
The following table describes the implementation criteria for programs that are available to assist businesses, families and individuals, and Private non-profit (PNPs) agencies in recovering from a disaster.
Type of Assistance Program Name and Authority Loan/Grant Maximum General Implemental Criteria
Low interest loans for losses to
real property (primary
residences) whichmay include
mitigation measures
SBA Physical Disaster Loan Program
13 CFR Ch.1 Part 123
$200,000
The SBA Physical loan program may be implemented upon a Presidential declaration of an emergency or major disaster. Victims are required to first seek loan assistance through SBA before they can be considered for a federal grant through FEMA. SBA also has the authority to independently (without a Presidential declaration) implement the program when at least 25 homes and/or businesses suffer 40% uninsured losses of their estimated fair market or pre-disaster fair market value, whichever is lower. In this case, a request for SBA declaration must be requested through CalOES within 60 days of the occurrence.
Low interest loans for losses to
personal property
SBA Physical Disaster Loan Program
13 CFR Ch.1 Part 123
$40,000 Same as above.
Grants to cover temporary
housing needs, home repairs,
losses to personal property,
transportation expenses,
funeral andmedical expenses,
etc.
Individual and Households Program
(IHP)
Robert T. Stafford Act
Disaster Relief and Assistance Act, 44
CFR Ch. 1, Part 206, Subpart D, Sect.
206.110
$25,600
This is a federal grant program managed and administered by FEMA upon a Presidential Declaration of an Emergency or Major Disaster. Victims who are found to be ineligible for an SBA loan are referred to FEMA’s IHP program.
Grants to individuals and
families that have received the
maximum IHP grant but still
have unmet needs
State Supplemental Grant Program
California Department of Social Services
W/I 13600-13601
$10,000
This program is administered through the state Department of Social Services. It is only implemented when FEMA has activated the IHP. The state has no authority to activate the SSGP independent of a federal declaration.
Disaster Unemployment
Assistance
DUA
U.S. Department of Labor,
20 CFR, Part 625
44 CFR, Part 206.141
N/A
This program may be implemented by the Department of Labor upon a Presidential declaration. It allows those unemployed due to a disaster up to 26 weeks of unemployment benefits.
Recovery and Mitigation - Annex E
September 2026 – Emergency Operations Plan Page | 20
Businesses, Ranchers and PNP Assistance
The following table describes the implementation criteria of programs that are available to assist businesses, ranchers, and Private non-Profit (PNPs) agencies in recovering from a disaster.
Type of Assistance Program Name and Authority Loan Maximum Implemental Criteria Low interest loans to
businesses and PNPs, for
losses to real property
SBA Physical Disaster Loan Program
13 CFR Ch.1 Part 123
$1.5 Million The SBA Physical loan program may be implemented upon a Presidential declaration of an emergency or major disaster.
SBA also has the authority to independently implement the program when at least 25 homes and/or 3 businesses have suffered 40% uninsured losses due to a disaster.
Typically, when SBA declares a disaster for a county, contiguous counties are also eligible.
Low interest loans to
businesses and to help cover
working capital
SBA Economic Injury Disaster Loan
(EIDL)
13 CFR Ch.1 Part 123
$2 Million SBA also has the authority to independently implement the program with certification by the CalOES Director that at least five small business concerns in a disaster area have suffered economic injury and are in need of financial assistance not otherwise reasonably available.
The SBA may provide economic injury assistance for a disaster determined by the Secretary of Agriculture. Under these designations, SBA makes economic injury assistance available to eligible small businesses.
EIDL loans become available under all SBA physical declarations. The maximum SBA loan assistance is $1.5 million, whether it is a Physical Disaster Loan, an EIDL loan, or a combination of both programs.
Low interest loans to farmers,
ranchers and aquaculturists for
physical and/or crop production
losses resulting from an
unusual natural occurrence
(weather pattern, pest, etc.)
Secretarial Designation – Agricultural
disaster
U.S. Department of Agriculture, Farm
Services Agency
7 CFR, Ch. 18, Part 1945, Subpart A
$500,000 Emergency loans are made to farmers and ranchers who have suffered at least a 30- percent loss in crop production or a physical loss to livestock products, real estate or chattel property.
The Secretary of Agriculture can implement this program when requested by CalOES on behalf of a local agriculture commissioner or local government authority, or implemented automatically when the President declares a major disaster or emergency. When requested on its own authority, supporting documentation to the types of crops and level of damage must be submitted. A proclamation of local or state emergency is not required for this program.
June 2026 – Emergency Operations Plan Page | 21
Recovery and Mitigation - Annex E
ANNEX MAINTENANCE
The City of Gridley Police Department (or designee) will coordinate with City Administration and various city departments on any updates and revisions of this Recovery Annex. ii
City Council Agenda Item #3
Staff Report
Date: September 21, 2026
To: Mayor and City Council
From: Elisa Arteaga, City Administrator
Subject: Discussion and Direction Regarding Procurement of On-Call City Engineering and Electric Utility Engineering Services
Recommendation
Staff recommends that the City Council:
1. Receive the staff presentation and discuss options for procuring on-call City engineering and electric-utility engineering services;
2. Provide direction regarding whether the City should issue:
• One combined Request for Qualifications covering civil and electrical engineering; or • Two separate Requests for Qualifications;
3. Provide direction regarding whether the City should:
• Select one primary firm;
• Select one firm for each service category; or
• Establish a pool of qualified firms;
4. Direct staff to prepare and issue two separate Requests for Qualifications:
• On-Call City Engineering and Civil Infrastructure Services; and • On-Call Electric Utility Engineering Services;
5. Direct staff to structure the City engineering RFQ to select one primary, nonexclusive City Engineer;
6. Direct staff to structure the electric-utility engineering RFQ to establish a nonexclusive pool of up to three qualified firms;
7. Authorize the City Administrator to finalize and release the RFQs following City Attorney and risk-management review; and
8. Direct staff to return to the City Council with the evaluation results and recommended professional services agreements before work is authorized.
Background
The City of Gridley requires professional engineering assistance for general municipal operations, development review, capital improvement projects, streets, drainage, water, wastewater, annexation, grant-funded projects, construction management, and other infrastructure needs.
The City also owns and operates a municipal electric distribution utility serving approximately 3,000 customer accounts. Electric-utility engineering may involve specialized services, including:
• Distribution-system planning;
• Load and capacity analysis;
x Regular
Special
Closed
Emergency
• Substation engineering;
• Protection and coordination studies;
• Relay settings;
• Advanced Metering Infrastructure;
• SCADA and control systems;
• Telecommunications and cybersecurity;
• Solar and battery-storage systems;
• Microgrids;
• Electric vehicle charging;
• Wildfire-mitigation engineering; and
• System reliability and resiliency.
General municipal civil engineering and specialized electric-utility engineering require different qualifications. Staff is therefore requesting Council direction regarding the appropriate procurement structure before releasing the solicitation documents.
Discussion
RFQ versus RFP
Professional engineering services are ordinarily procured through a qualifications-based selection process. California Government Code sections 4525 through 4529.5 generally require local agencies selecting private engineering firms to base their selection on demonstrated competence and professional qualifications and then negotiate fair and reasonable compensation.
For that reason, staff recommends issuing Requests for Qualifications rather than traditional price-based Requests for Proposals.
An RFQ process allows the City to evaluate:
• Professional qualifications;
• Experience with comparable public-agency projects;
• Qualifications of the personnel assigned to the City; • Municipal or public-power experience;
• Availability and responsiveness;
• Quality-control procedures;
• Conflict-of-interest considerations; and
• References and demonstrated performance.
•
Compensation would be negotiated after firms are evaluated and ranked. California Government Code §§ 4525–4529.5
A traditional RFP may be more appropriate for future procurements involving a combination of technology, equipment, software, installation, operations, and professional services. For example, the eventual procurement of a complete AMI system may be conducted through an RFP, even if the City initially uses an RFQ to retain an independent AMI planning or owner’s engineering consultant.
PROCUREMENT STRUCTURE OPTIONS
Option 1—One Combined RFQ and One Primary Firm
The City could issue one RFQ covering both general City engineering and specialized electric-utility engineering and select one multidisciplinary consultant team.
Advantages:
• One primary point of contact;
• Simplified contract administration;
• Integrated coordination between civil and electrical work; • Familiarity with multiple City systems; and
• Potentially faster assignment of routine projects.
Disadvantages:
• May limit competition from qualified civil firms without electric-utility practices; • May limit participation by specialized public-power firms; • The prime firm may rely heavily on electrical subconsultants; • Subconsultant markups may increase costs;
• One firm may not possess strong qualifications in all electric specialties; and • Greater organizational dependence on one consultant.
Option 2—One Combined RFQ and a Multidisciplinary Pool
The City could issue one broad RFQ and establish a pool containing civil, electrical, and other qualified firms.
Advantages:
• One procurement process;
• Broad range of available disciplines;
• Backup capacity;
• Flexibility to assign work based on qualifications; and • Opportunity for both multidisciplinary and specialized firms.
Disadvantages:
• The solicitation may be difficult to evaluate consistently; • Respondents may be unclear whether the City wants a City Engineer, specialists, or both; • Responsibility for coordination may be less clear;
• More complex contract and task-order administration; and • The City may receive proposals that do not clearly separate civil and electric qualifications.
Option 3—Two Separate RFQs and One Firm Under Each
The City could issue one RFQ for City engineering and a second RFQ for electric-utility engineering, selecting one firm under each.
Advantages:
• Clear distinction between civil and electrical responsibilities; • Direct access to specialized public-power expertise;
• Clear accountability within each discipline;
• Separate enterprise-fund accounting; and
• Relatively simple contract administration.
Disadvantages:
• One electric firm may not be strongest in every electric specialty; • Limited backup capacity;
• The selected electrical firm may have schedule or conflict limitations; and • The City may still need additional procurements for specialized projects.
Option 4—Two Separate RFQs, One Primary City Engineer, and an Electric-Utility Engineering Pool Under this option, the City would issue:
• One RFQ to select a primary, nonexclusive City Engineer; and • One RFQ to establish a nonexclusive pool of up to three electric-utility engineering firms.
Advantages:
• Continuity and accountability for general City engineering; • Direct access to public-power specialists;
• Ability to match electrical firms to specific assignments; • Backup capacity for emergencies and workload conflicts; • Reduced reliance on one electric firm;
• Clear separation of civil and electric responsibilities; • Ability to avoid unnecessary subconsultant markups; and • Flexibility to conduct separate procurements for major projects.
Disadvantages:
• Requires administration of multiple agreements;
• Requires a documented procedure for assigning electrical work; • May require coordination between civil and electrical consultants; and • More firms will need to become familiar with City systems and procedures.
Staff recommends: Option 4.
RECOMMENDED SCOPE OF EACH RFQ
City Engineering and Civil Infrastructure RFQ
The primary City Engineer would provide:
• General municipal engineering;
• Development and subdivision review;
• Water, wastewater, and stormwater engineering;
• Streets, sidewalks, traffic, and ADA improvements;
• Capital improvement planning and design;
• Construction management and inspection;
• GIS and asset management;
• Annexation and LAFCO support;
• Grant-funded infrastructure support;
• Civil and site design supporting electric facilities; and • Coordination with the City’s electric-utility consultants.
The City Engineer agreement would remain nonexclusive. The City could retain another civil firm when specialized expertise, availability, funding requirements, conflicts, or other circumstances warrant.
Electric Utility Engineering RFQ
The electric-utility RFQ would establish a pool of up to three firms qualified to provide:
• Distribution planning and design;
• Load forecasting and capacity studies;
• Protection and coordination studies;
• Relay settings;
• Substation engineering;
• AMI planning and technical support;
• SCADA, communications, and controls;
• Operational technology and cybersecurity support;
• Distributed energy-resource interconnection;
• Solar, battery, and microgrid engineering;
• EV charging;
• Wildfire mitigation;
• Reliability and resiliency analysis;
• Construction, testing, commissioning, and energization support; and • Emergency electric-utility engineering.
The RFQ would allow firms to identify the electric service categories for which they are qualified. A firm would not necessarily need to provide every specialty to qualify for the pool.
Nonexclusive Agreements
All agreements should state that:
• The City guarantees no minimum work or compensation;
• Inclusion in a consultant pool does not guarantee a task order; • The City may use another consultant or City staff;
• The City may issue separate project-specific solicitations; • Consultants have no right of first refusal;
• No work may begin without written authorization; and
• Compensation is limited to the amount authorized by the City.
Separate Procurement of Major Projects
The City should retain the right to issue separate project-specific RFQs or RFPs for:
• Complete AMI procurement and implementation;
• New or substantially modified substations;
• Major feeder or distribution expansions;
• SCADA replacement;
• Cybersecurity assessments;
• Large solar, battery, or microgrid projects;
• Distribution-system master plans;
• Major water or wastewater treatment improvements;
• Large transportation projects;
• Federally funded projects requiring a separate selection process; • Owner’s engineering; and
• Other projects requiring specialized or independent expertise.
Consultants in the City’s on-call pool may compete for separately procured projects when qualified and eligible.
PROPOSED SELECTION PROCESS
Step 1—Council Direction
Council provides direction concerning:
• One combined RFQ or two separate RFQs;
• One firm or a consultant pool;
• General service categories;
• Nonexclusive contracting;
• Separate procurement authority; and
• Whether recommended agreements should return to Council.
Step 2—Final RFQ Preparation
Following Council direction, staff will:
• Finalize the scopes;
• Establish minimum qualifications;
• Develop evaluation criteria;
• Finalize the sample agreements and task-order forms;
• Obtain City Attorney review;
• Confirm insurance requirements; and
• Establish the procurement schedule.
Step 3—Public Solicitation
The City will publish and distribute the RFQs through appropriate methods, which may include:
• City website;
• Public procurement platforms;
• Direct notice to qualified firms;
• Public-power and municipal-utility networks;
• Professional engineering organizations; and
• Regional agency contacts.
All material clarifications will be provided by written addendum.
Step 4—Responsiveness Review
Staff will review each Statement of Qualifications for:
• Timely submission;
• Required forms;
• Proper authorization;
• Required licenses;
• Conflict disclosures;
• Addenda acknowledgment; and
• Compliance with minimum requirements.
Step 5—Qualifications Evaluation
An evaluation panel may include representatives from:
• Administration;
• Public Works;
• Electric Utility;
• Planning;
• Finance; and
• An outside technical advisor, when appropriate.
Civil and electrical Statements of Qualifications should be evaluated separately.
Step 6—Shortlisting and Interviews
The City may shortlist and interview the most qualified firms.
Interviews should include the personnel who would actually be assigned to Gridley.
Step 7—Ranking
The panel will rank firms based on qualifications and demonstrated competence.
Compensation should not be scored as part of the qualifications ranking.
Step 8—Compensation and Contract Negotiation
After ranking, staff will negotiate:
• Hourly rates;
• Subconsultant markups;
• Reimbursable expenses;
• Annual rate adjustments;
• Emergency rates;
• Insurance;
• Contract exceptions; and
• Other terms.
If negotiations with the highest-ranked City Engineer are unsuccessful, staff may proceed to the nextranked firm.
For the electric pool, staff may negotiate acceptable agreements with each recommended firm.
Step 9—Council Award
Staff will return to Council with:
• Description of the process;
• Evaluation results;
• Recommended firm or firms;
• Negotiated agreements;
• Rate schedules;
• Contract terms;
• Not-to-exceed authority; and
• Fiscal information.
Council approval of the agreements would not guarantee work or authorize every future project.
Step 10—Task Orders
Each assignment will be authorized through a written task order identifying:
• Scope;
• Deliverables;
• Schedule;
• Personnel;
• Funding source;
• Not-to-exceed compensation;
• City responsibilities; and
• Special requirements.
Task orders exceeding administrative authority would return to Council.
Assignment of Work Within the Electric Pool
To maintain transparency and consistency, staff recommends considering:
• Project-specific qualifications;
• Availability and ability to meet the schedule;
• Familiarity with the applicable system;
• Past performance;
• Conflicts of interest;
• Continuity with related work;
• Funding requirements;
• Negotiated rates; and
• Need for independent review.
The City would not be required to rotate assignments equally among firms.
For larger assignments, the City may request abbreviated scopes and fee proposals from qualified pool firms or conduct a separate procurement.
Role of the City Council
The proposed Council role is to:
• Establish the procurement structure;
• Approve the general service categories;
• Authorize release of the RFQs;
• Approve the resulting agreements;
• Approve task orders exceeding delegated authority; and • Appropriate funding when required.
Councilmembers should not individually communicate with potential respondents or participate in informal evaluation outside the established process.
Role of the City Administrator and Staff
Staff would:
• Finalize and issue the RFQs;
• Administer questions and addenda;
• Conduct the evaluation;
• Check references;
• Negotiate compensation and terms;
• Recommend agreements to Council;
• Administer approved agreements; and
• Issue task orders within delegated authority.
Open-Meeting Consideration
Staff recommends that Council consider this matter during an open meeting because it involves prospective policy direction regarding the City’s engineering service model and procurement structure.
The Council discussion should focus on:
• Number and type of solicitations;
• One firm versus a pool;
• Scope of services;
• Nonexclusivity;
• Separate project procurement;
• Task-order authority; and
• Council expectations.
The discussion should not involve evaluation of or preference for any prospective respondent.
Fiscal Impact
There is no direct consultant cost associated with providing direction or authorizing release of the RFQs, other than staff and legal-review time.
Future agreements would guarantee no work or compensation. Each task order would require an identified funding source and approval consistent with City authority.
Potential funding sources include:
• General Fund;
• Electric Fund;
• Water Fund;
• Wastewater Fund;
• Capital project funds;
• Grants;
• Developer deposits; and
• Other restricted funds.
Alternatives
The Council may:
1. Direct staff to issue one combined RFQ and select one firm;
2. Direct staff to issue one combined RFQ and establish a multidisciplinary pool;
3. Direct staff to issue two RFQs and select one firm under each;
4. Direct staff to issue two RFQs, selecting one primary City Engineer and establishing an electricutility engineering pool;
5. Modify the proposed service categories or number of firms;
6. Request additional information; or
7. Take no action.
Staff Recommendation
Staff recommends Option 4:
• Issue two separate RFQs;
• Select one primary, nonexclusive City Engineer;
• Establish a nonexclusive pool of up to three electric-utility engineering firms; • Negotiate compensation after qualifications ranking;
• Authorize work only through written task orders;
• Preserve the City’s right to conduct separate project-specific procurements; and • Return the recommended agreements to Council for approval. •
Attachments
1. Draft RFQ—On-Call City Engineering and Civil Infrastructure Services
2. Draft RFQ—On-Call Electric Utility Engineering Services
3. Procurement Options Comparison
4. Proposed Evaluation and Selection Process
5. Draft Common Contract Provisions and Forms
ATTACHMENT 1
DRAFT RFQ—ON-CALL CITY ENGINEERING AND CIVIL INFRASTRUCTURE SERVICES Proposed procurement structure
• Select one primary City Engineer.
• Agreement remains nonexclusive.
• Initial three-year term.
• Up to two optional one-year extensions.
• No guaranteed work or compensation.
• Services authorized only through written task orders. • City retains authority to use other consultants.
• Major or specialized projects may be separately procured. • Qualifications evaluated before compensation is negotiated. • Recommended agreement returns to Council for approval.
Services included
• General City Engineer support;
• Development and subdivision review;
• Water, wastewater, and stormwater engineering;
• Streets, sidewalks, traffic, and ADA improvements;
• Capital improvement planning and design;
• Construction management and inspection;
• Surveying and right-of-way;
• GIS and asset management;
• Annexation and LAFCO support;
• Grant-funded infrastructure;
• Emergency engineering;
• Civil/site engineering supporting electric facilities; and • Coordination with the City’s electric-utility engineering consultants.
Specialized electric services excluded
Unless separately authorized and performed by qualified personnel, the City Engineer would not be responsible for:
• Distribution-system planning;
• Substation electrical design;
• Protection and coordination studies;
• Relay settings;
• SCADA and control systems;
• AMI system engineering;
• Electric-utility cybersecurity;
• Power-supply services; or
• Other specialized power engineering.
Evaluation criteria
Criterion Points
Understanding and proposed approach 20
Qualifications of City Engineer and team 25
Municipal and civil infrastructure experience 20
Responsiveness, availability, and small-city approach 15 Project management and quality control 10
References and past performance 10
Total 100
ATTACHMENT 2
DRAFT RFQ—ON-CALL ELECTRIC UTILITY ENGINEERING SERVICES Proposed procurement structure
• Establish a pool of up to three qualified firms.
• Agreements remain nonexclusive.
• Firms may qualify for one or more electric service categories. • Initial three-year term.
• Up to two optional one-year extensions.
• No guaranteed work or compensation.
• Assignments authorized through written task orders.
• City not required to distribute work equally.
• Major specialized projects may be separately procured. • Qualifications evaluated before compensation is negotiated. • Recommended agreements return to Council for approval.
Services included
• General electric-utility engineering;
• Distribution planning and design;
• Load forecasting and capacity analysis;
• Feeder and transformer analysis;
• Short-circuit and fault-current studies;
• Protection and coordination studies;
• Relay settings;
• Substation engineering;
• Grounding and arc-flash studies;
• AMI planning and technical support;
• SCADA, communications, and controls;
• Operational technology and cybersecurity;
• Solar and distributed energy-resource interconnection; • Battery-storage and microgrid engineering;
• EV charging;
• Wildfire mitigation;
• Reliability and resiliency;
• Construction support;
• Testing, commissioning, and energization;
• Grant and regulatory assistance; and
• Emergency electric-utility engineering.
Evaluation criteria
Criterion Points
Understanding of Gridley’s electric-utility needs 15
Qualifications of electrical and power-system team 25
Public-power and distribution-system experience 25
Specialized electric-service experience 15
Responsiveness and emergency availability 10
References and past performance 10
Total 100
ATTACHMENT 3
PROCUREMENT OPTIONS COMPARISON
Option Structure Advantages Disadvantages
1 One combined RFQ;
one firm
One contract and point of
contact; integrated
coordination
Limits specialist
competition; possible
subconsultant markup;
dependence on one firm
2 One combined RFQ;
multidisciplinary pool
Broad expertise; backup
capacity; one solicitation
More difficult evaluation;
unclear lead responsibility;
complicated
administration
3 Two RFQs; one firm
under each
Clear separation; direct
accountability; simpler
administration
One electric firm may not
cover every specialty;
limited backup
4—
Recommended
Two RFQs; one
primary City Engineer
and electric pool
Civil continuity;
specialized public-power
expertise; backup
capacity; flexibility; clear
scopes
Multiple agreements and
need for task-assignment
procedures
Staff recommendation
Issue two separate RFQs:
1. Select one primary, nonexclusive City Engineer.
2. Establish a nonexclusive pool of up to three electric-utility engineering firms.
3. Preserve separate procurement authority for major specialized projects.
4. Return negotiated agreements to Council for approval.
ATTACHMENT 4
PROPOSED EVALUATION AND SELECTION PROCESS
Step 1—Council direction
Council establishes:
• One combined RFQ or two separate RFQs;
• One firm or multiple firms;
• General service categories;
• Nonexclusive contracting structure;
• Separate procurement authority;
• Contract term; and
• Council approval requirements.
Step 2—Finalize RFQs
Staff will:
• Incorporate Council direction;
• Finalize scopes and minimum qualifications;
• Establish evaluation criteria;
• Complete the sample agreements;
• Confirm insurance requirements;
• Obtain City Attorney review; and
• Establish the solicitation schedule.
Step 3—Public solicitation
The City will advertise and distribute the RFQs through:
• City website;
• Available procurement platforms;
• Direct notice to qualified firms;
• Municipal and public-power networks;
• Professional engineering organizations; and
• Regional agency contacts.
Questions and responses will be handled in writing. Material changes will be issued by addendum.
Step 4—Responsiveness review
Staff will determine whether each Statement of Qualifications includes:
• Required forms;
• Authorized signature;
• Addenda acknowledgment;
• Professional licenses;
• Required certifications;
• Conflict disclosures; and
• Sufficient information for evaluation.
Step 5—Evaluation panel
A panel may include representatives from:
• Administration;
• Public Works;
• Electric Utility;
• Planning;
• Finance; and
• An outside technical advisor, when appropriate.
Civil and electric qualifications will be evaluated separately.
Step 6—Qualifications evaluation
The panel will evaluate:
• Demonstrated competence;
• Qualifications of assigned personnel;
• Comparable public-agency experience;
• Municipal or public-power experience;
• Availability and responsiveness;
• Quality-control procedures;
• Conflicts of interest;
• References; and
• Past performance.
Compensation will not be scored during the qualifications evaluation.
Step 7—Interviews and references
The City may:
• Interview shortlisted firms;
• Require attendance by proposed key personnel;
• Contact listed and unlisted references;
• Verify professional licenses;
• Request written clarification; and
• Review prior performance information.
Step 8—Ranking
The panel will rank the firms based on qualifications.
For civil engineering, staff will identify the highest-ranked firm proposed to serve as the primary City Engineer.
For electric engineering, staff will identify up to three firms recommended for the on-call pool.
Step 9—Compensation negotiations
After ranking, staff will negotiate:
• Hourly rates;
• Subconsultant markups;
• Reimbursable expenses;
• Emergency rates;
• Annual adjustments;
• Insurance;
• Contract exceptions; and
• Other agreement terms.
If negotiations with the highest-ranked civil firm are unsuccessful, staff may proceed to the nextranked firm.
Step 10—Council award
Staff will return with:
• Description of the selection process;
• Recommended firm or firms;
• Negotiated agreements;
• Rate schedules;
• Contract limits;
• Proposed term; and
• Fiscal information.
Step 11—Task orders
Each assignment will require a written task order identifying:
• Scope;
• Deliverables;
• Schedule;
• Assigned personnel;
• Funding source;
• Not-to-exceed compensation;
• City responsibilities; and
• Special requirements.
Task orders exceeding administrative authority will return to Council.
Step 12—Electric pool assignment
Electrical assignments may be based on:
• Project-specific qualifications;
• Availability;
• Past performance;
• Familiarity with the system;
• Conflict-of-interest considerations;
• Continuity;
• Funding requirements;
• Negotiated rates; and
• Need for independent review.
The City will not be required to distribute work equally among pool firms.
ATTACHMENT 5
COMMON CONTRACT PROVISIONS AND FORMS
Part A—Common contract provisions
1. Nonexclusive agreement
The Agreement is nonexclusive. The City guarantees no minimum amount of work, compensation, or assignment.
The City may use another consultant, conduct a separate procurement, use City staff, or elect not to proceed with an assignment.
The Consultant has no right of first refusal.
2. Task-order authorization
No work may begin without written authorization from the City Administrator or another authorized City representative.
Work performed without authorization is at the Consultant’s sole risk and expense.
3. Compensation limits
The Consultant may not exceed an approved not-to-exceed amount without prior written City authorization.
4. City control of assignments
The City retains sole discretion to determine whether work will be assigned to the Consultant, another consultant, or City staff.
5. Separate procurements
The City may separately procure work based on:
• Project size or complexity;
• Specialized expertise;
• Funding requirements;
• Consultant availability;
• Conflicts of interest;
• Need for independent review;
• Cost or schedule; or
• The City’s best interests.
6. Designated City representative
The Consultant shall accept direction only from the City Administrator or another representative designated in writing.
Direction from an individual Councilmember, applicant, developer, contractor, or unauthorized employee does not authorize work.
7. Coordination
Consultants shall coordinate with other City consultants when directed.
No Consultant may direct another consultant, duplicate services, or incur additional costs without authorization.
8. Key personnel
Identified key personnel may not be replaced without City approval. Replacements must possess equal or greater qualifications.
9. Subconsultants
Subconsultants and material changes to their roles require prior City approval. The prime Consultant remains responsible for their work.
10. Standard of care and licensing
Services must satisfy the professional standard of care and be performed under the responsible charge of appropriately licensed professionals.
11. Conflicts of interest
Consultants must disclose actual and potential conflicts throughout the agreement term. The City may reassign work when a conflict cannot be managed.
12. Ownership and delivery
City-paid work products shall be delivered in PDF and applicable editable native formats, subject to final agreement provisions.
13. Data and proprietary systems
City data remains City property. Proprietary software, formats, licensing, or access restrictions must be disclosed and approved before use.
14. Confidentiality and cybersecurity
Consultants must protect customer, employee, infrastructure, operational technology, and security-sensitive information and immediately report suspected incidents.
15. Records and invoices
Consultants must maintain complete project and financial records. Invoices must identify personnel, hours, rates, services, task-order budget, prior billings, current billing, and remaining balance.
16. Scope, cost, and schedule changes
Consultants must promptly notify the City of potential changes. Additional work requires written authorization.
17. Funding requirements
Consultants must comply with grant, federal, state, prevailing-wage, audit, recordkeeping, and other requirements applicable to each task order.
18. Insurance and indemnification
Insurance and indemnification shall be governed by the City-approved agreement following legal and risk-management review.
19. Suspension and termination
The City may suspend or terminate an agreement or task order in accordance with its terms. The Consultant must stop affected work, protect completed work, minimize costs, and deliver requested records.
20. Order of precedence
In the event of a conflict:
1. Task-order amendments;
2. Task order;
3. Professional services agreement;
4. City RFQ and addenda;
5. Consultant’s Statement of Qualifications; and
6. Other incorporated documents.
Part B—Proposal certification
The Respondent certifies that:
• It reviewed the RFQ and addenda;
• Its information is accurate;
• It possesses required licenses;
• It disclosed known conflicts;
• It identified contract exceptions;
• Proposed personnel are available;
• It accepts the nonexclusive structure;
• It understands that work is not guaranteed;
• It is not suspended or debarred; and
• The signer is authorized to bind the firm.
Firm: __________________________________________
Authorized Representative: ______________________
Signature: ______________________________________
Date: ___________________________________________
Part C—Consultant information
Legal Name: _____________________________________
Entity Type: ____________________________________
Office Serving Gridley: ___________________________
Primary Contact: __________________________________
Telephone: ______________________________________
Email: ___________________________________________
Key personnel
Name Role License Office Availability
Subconsultants
Firm Service Key Person License
Part D—Reference form
Agency: __________________________________________
Contact and Title: _________________________________
Telephone: ______________________________________
Email: ___________________________________________
Services Provided: _________________________________
Contract Period: __________________________________
Key Personnel: ___________________________________
Part E—Compensation negotiation form
To be requested after qualifications ranking.
Classification Hourly Rate
Principal $
Project Manager $
Senior Engineer $
Engineer $
Technician $
Inspector $
Other $
Subconsultant markup: _______%
Reimbursable-expense markup: _______%
Emergency premium: __________________
Proposed annual adjustment: ___________
Part F—Conflict disclosure
Has the Respondent represented a developer, property owner, contractor, utility, agency, or other party in a matter involving the City during the past three years? ☐ No
☐ Yes—attach an explanation.
Does the Respondent have any current commitment that may affect its independence or availability?
☐ No
☐ Yes—attach an explanation.
Part G—Sample task order
Agreement: _______________________________________
Consultant: ______________________________________
Task Order No.: __________________________________
Project: _________________________________________
Objective: _______________________________________
Scope: ___________________________________________
Deliverables: ____________________________________
Schedule: ________________________________________
Not-to-Exceed Amount: $___________________________
Funding Source: __________________________________
Assigned Personnel: _______________________________
Special Requirements: _____________________________
City Authorization: ________________________________
Consultant Acceptance: ____________________________
Part H—Funding requirements checklist
• ☐ City funds
• ☐ Enterprise funds
• ☐ Developer deposit
• ☐ State grant
• ☐ Federal grant
• ☐ Uniform Guidance
• ☐ Caltrans requirements
• ☐ Disadvantaged Business Enterprise
• ☐ Suspension and debarment
• ☐ Federal lobbying certification
• ☐ Title VI and nondiscrimination
• ☐ Build America, Buy America
• ☐ Federal prevailing wage
• ☐ California prevailing wage
• ☐ CEQA
• ☐ NEPA
• ☐ Certified payroll
• ☐ Audit and records retention
• ☐ Other: __________________________
Funding-specific clauses must be attached to the applicable task order.
Part I—Insurance schedule
Coverage Proposed Minimum
Commercial general liability $2 million per occurrence/$4 million aggregate Automobile liability $1 million
Workers’ compensation Statutory
Employer’s liability $1 million
Professional liability $2 million
Cyber liability, when applicable $1 million
Final limits and endorsements are subject to risk-management and City Attorney approval.
Part J—Campaign contribution disclosure
The Respondent shall disclose campaign contributions and participants when required by applicable California law and the City’s current disclosure procedures.
Respondent: ______________________________________
Disclosed party or participant: ____________________
Recipient: _______________________________________
Contribution date and amount: ______________________
Authorized Signature: _____________________________
Date: ____________________________________________
City Council Agenda Item #4
Staff Report
Date: September 21, 2026
To: Mayor and City Council
From: Christopher Smith, Principal Planner
Subject: Tentative Parcel Map 2-26 (Cunningham); APN 009-061-001; 999 Indiana Street / 1445 Pecan Street
Recommendation
Staff and the Planning Commission recommend that the City Council:
1. Conduct the public hearing and receive public testimony; and
2. Adopt Resolution No. 2026-R-037 approving Tentative Parcel Map 2-26, subject to the Conditions of Approval attached to the Resolution as Exhibit A.
Background
The applicant requests approval of Tentative Parcel Map 2-26, a minor land division that would divide one existing 8,173.4 square-foot (0.2-acre) parcel at 999 Indiana Street and 1445 Pecan Avenue into two residential parcels:
● Parcel 1: 3,206.2 SF (0.1 acres) — 1445 Pecan Avenue
● Parcel 2: 4,967.3 SF (0.1 acres) — 999 Indiana Street Each parcel contains an existing single-family residence, both of which are proposed to be retained. A shed near the shared boundary is proposed for removal. The site is zoned R-1 Single Family Residential and carries a Residential General Plan designation; the proposed division and continued residential use are consistent with both.
The applicant will coordinate with the City for a new water meter to serve Parcel 2. A proposed 10-foot public utility easement across Parcel 1 would serve Parcel 2, with water and sewer facilities dedicated on the final map and reserved by deed, including a shared sewer lateral agreement.
During plan review, staff identified two items on the tentative map warranting conditions of approval: the plans did not show sewer cleanouts for each lateral, and the location of the water meter serving Parcel 2 did not clearly ensure continued accessibility for City meter reading and maintenance staff. Both items are addressed in the recommended Conditions of Approval (Exhibit A, Conditions 8 and 9).
X Regular
Special
Closed
Emergency
Condition 10 addresses compliance with GMC §8.10.050(D)(4):
“To maintain sidewalks adjacent to public rights-of-way and fences in a whole condition, free of conditions that constitute a health or safety hazard or encourage trespassing or otherwise creating a blighting effect in the neighborhood.” Approval of this Tentative Parcel Map does not grant vested rights for future development. Any subsequent development of either parcel will require separate review and approval under applicable City regulations.
Subdivision Map Act Findings (Government Code §66474)
In order to recommend approval of the Tentative Parcel Map, the Planning Commission must be able to make the following findings. Staff's analysis supports each finding:
A. The Tentative Parcel Map is consistent with the City of Gridley General Plan and applicable zoning regulations.
B. The site is physically suitable for the proposed type and density of development, consistent with the existing residential development pattern of the surrounding neighborhood.
C. The design of the subdivision will not cause substantial environmental damage or substantially and avoidably injure fish or wildlife or their habitat.
D. The design of the subdivision will not cause serious public health problems.
E. The subdivision will not conflict with existing public easements or rights-of-way.
F. The Tentative Parcel Map complies with Title 16 of the Gridley Municipal Code and the Subdivision Map Act.
Environmental Review (CEQA)
Staff has determined that this project is Categorically Exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15315 (Class 15 — Minor Land Divisions). This exemption applies to the division of property in urbanized areas zoned for residential use into four or fewer parcels when the division is consistent with the General Plan and zoning, no variance or exception is required, all services and access to the parcels are available, the parcel was not involved in a division of a larger parcel within the previous two years, and the average slope of the parcel and any adjacent streets does not exceed 20%. The proposed project satisfies each of these criteria:
● The division creates two parcels, within the four-parcel limit. ● The project is consistent with the Residential General Plan designation and R-1 zoning, with no variance or exception required.
● The site is an existing, developed residential lot within City limits with curb, gutter, and utility service already in place.
● The preliminary title report shows no division of a larger parcel within the prior 24 months.
● The site is flat, with a slope well under the 20% threshold.
No further environmental review is required.
Financial Impact
There is no financial impact.
Attachments
1. Resolution 2026-R-037 & Exhibit A — Conditions of Approval
2. Tentative Parcel Map (Sannar Land Surveying, rev. May 28, 2026) RESOLUTION NO. 2026-R-037
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GRIDLEY APPROVING TENTATIVE PARCEL MAP NO. 2-26 (APN 009-061-001) FOR THE DIVISION OF ONE PARCEL INTO TWO (2) PARCELS LOCATED AT 999 INDIANA STREET AND 1445 PECAN STREET.
WHEREAS, Samuel Cunningham, on behalf of the Samuel Forrest Cunningham and Deborah Linda Cunningham Revocable Trust (“Applicant/Owner”), submitted Tentative Parcel Map No. 2-26; and
WHEREAS, the Planning Commission held a duly noticed public hearing on August 19, 2026, and voted unanimously to recommend approval of Tentative Parcel Map No. 2-26 to the City Council; and
WHEREAS, the City Council held a duly noticed public hearing on September 21, 2026; and WHEREAS, notice was provided in the time, form, and manner required by law; and WHEREAS, the City Council has reviewed the staff report, testimony, and the entire administrative record; and
WHEREAS, the project is consistent with the Residential General Plan designation and R-1 Single-Family Residential zoning;
CEQA FINDING
The City Council finds that this project is Categorically Exempt from CEQA pursuant to Section 15315 (Class 15 – Minor Land Divisions).
SUBDIVISION MAP ACT FINDINGS (Gov. Code §66474)
The City Council hereby makes the following findings:
A. The Tentative Parcel Map is consistent with the City of Gridley General Plan and applicable zoning regulations (§66474(a)).
B. The site is physically suitable for the proposed type and density of development (§66474(b)).
C. The design of the subdivision will not cause substantial environmental damage or substantially and avoidably injure fish or wildlife (§66474(e)).
D. The design of the subdivision will not cause serious public health problems (§66474(f)).
E. The subdivision will not conflict with existing public easements or rights-of-way (§66474(g)).
F. The Tentative Parcel Map complies with Title 16 of the Gridley Municipal Code and the Subdivision Map Act.
NO VESTING RIGHTS
RESOLUTION NO. 2026-R-037
The approval of this Tentative Parcel Map does not grant vested rights for future development.
Any subsequent development shall require separate review and approval under applicable City regulations.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Gridley as follows:
1. The above recitals and findings are true and correct.
2. Tentative Parcel Map No. 2-26 is hereby approved by City Council, subject to the Conditions of Approval attached hereto as Exhibit A.
3. This decision may be appealed in accordance with the Gridley Municipal Code.
4. The Mayor is authorized to sign this Resolution on behalf of the City Council.
PASSED AND ADOPTED by the City Council of the City of Gridley on this 21st day of September, 2026, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
ATTEST: APPROVE:
_____________________________ _____________________________ Elisa Arteaga, City Clerk Michael W. Farr, Mayor
RESOLUTION NO. 2026-R-037
EXHIBIT A
1. Scope. This approval is limited to the division of APN 009-061-001 into two (2) parcels.
2. Compliance. Applicant shall comply with all applicable provisions of the Subdivision Map Act and Title 16 of the Gridley Municipal Code.
3. Recordation. A parcel map consistent with this approval shall be recorded with the Butte County Recorder prior to issuance of building permits.
4. Expiration. This approval shall expire twenty-four (24) months from the date of approval unless extended pursuant to GMC §16.18.010.
5. Future Development. No public improvements are required with this approval. Future development requires separate entitlements and permits.
6. Fees. Applicant shall pay all applicable City and County fees and recording costs.
7. Utility Meters and Shared Infrastructure. Each parcel shall be provided with independent water, and electrical meters located on the parcel served. Any shared underground utility infrastructure shall be governed by a recorded agreement, in a form approved by the City Engineer and City Attorney, ensuring perpetual maintenance access and responsibility among affected parcel owners.
8. Sewer Cleanouts. A sewer cleanout shall be provided for each sewer lateral serving the parcels, per the requirements of the City Engineer/Public Works Department, and shown on the final parcel map and/or improvement plans.
9. Water Meter Accessibility. Water meters shall be located and maintained to remain accessible for meter reading and City staff access at all times. The water meter serving Parcel 2 shall be relocated to the property line at the Alley, or another location approved by the City Engineer, to ensure such accessibility. The final parcel map and/or improvement plans shall include the appropriate legend symbol identifying water meter locations.
Fence Repair. Prior to recordation of the parcel map, the Applicant shall repair or replace all deteriorated fencing on the subject property to a whole condition in compliance with GMC §8.10.050(D)(4) and §17.72.044(B). A fence permit shall be obtained pursuant to GMC §17.72.041 where repairs exceed 50% of replacement cost or 25% of the total linear footage, and all work shall comply with GMC §17.72.040 and §17.72.044.
10. Indemnification. Applicant shall defend, indemnify, and hold harmless the City of Gridley from any claims arising out of this approval.
City Council Agenda Item #5
Staff Report
Date: September 21, 2026
To: Mayor and Members of the City Council
From: Christopher Smith, Principal Planner
Subject: Introduction and first reading by title only of Ordinance No. 851-2026 Amending Title 17 (Zoning) of the Gridley Municipal Code to Implement 2022-2030 Housing Element Programs and Comply with State Housing Law
Recommendation
1. Open the public hearing and receive public testimony;
2. Introduce Ordinance No. 851-2026 (Attachment 1) by reading of title only, and
3. Set the second reading and adoption of Ordinance for a tentative date of October 5th. 2026.
Background
The City of Gridley’s 2022-2030 Housing Element, adopted as part of the General Plan, commits the City to amend Title 17 (Zoning) of the Gridley Municipal Code to remove governmental constraints to housing production and to comply with State housing law. The City retained PlaceWorks to prepare the required amendments; their findings and recommendations are summarized in the memorandum dated February 26, 2026 (Attachment 2).
On September 16, 2026, the Planning Commission will hold a duly noticed public hearing on the proposed amendments and adopted a resolution (Attachment 3), recommending that the City Council adopt the ordinance.
Financial Impact
The proposed Zoning Code Text Amendment implements the following ten Housing Element programs by amending thirteen existing chapters and adding six new chapters to Title 17:
Program Subject Zoning Code Action
2.7 Low Barrier
Navigation Centers
Permit by right in mixed-use and qualifying nonresidential zones (Chapters 17.04, 17.36, 17.53, 17.54)
2.8 Accessory Dwelling
Units
Update ADU/JADU standards to current State law
(Chapters 17.04, 17.22, 17.26, 17.27, 17.36, 17.53, 17.54,
17.76, 17.82)
X Regular
Special
Closed
Emergency
Program Subject Zoning Code Action
3.1 SB 35 Streamlined
Ministerial Review
New Chapter 17.10
3.3 Transitional and
Supportive Housing
Permit as residential use; new development standards
(Chapters 17.04, 17.12, 17.21, 17.22, 17.26, 17.27, 17.36,
17.53, 17.54; new Chapter 17.95)
3.4 Employee Housing Permit as residential use; new development standards (Chapters 17.04, 17.12, 17.21, 17.22, 17.36; new Chapter
17.91)
3.6 Emergency Shelters Update definition; permit by right in C-1; new development standards (Chapters 17.04, 17.36, 17.76;
new Chapter 17.90)
3.7 Reasonable
Accommodation
New procedure for persons with disabilities (new Chapter
17.92)
3.8 Residential Care
Facilities
Remove CUP requirement citywide; treat small facilities as single-family use (Chapters 17.04, 17.12, 17.21, 17.22,
17.25, 17.26, 17.27, 17.36, 17.53, 17.54, 17.76; new
Chapter 17.94)
4.6 Density Bonus Update Chapter 17.28 to current State density bonus law
5.2 Family Definition Revise “family” definition for fair housing compliance (Chapter 17.04)
A complete chapter-by-chapter summary of amendments and the applicable State law citation for each is provided in the PlaceWorks memorandum (Attachment 2). Exhibits A through S to the draft ordinance are also included (Attachment 1).
ANALYSIS
Consistency with the General Plan and Housing Element
The proposed amendments directly implement adopted Housing Element programs and do not authorize any land use, density, or intensity beyond what the Housing Element and General Plan already contemplate. Staff finds the amendments consistent with, and necessary to implement, the General Plan.
State Law Compliance
Each amendment corresponds to a specific State statutory requirement, as detailed in Attachment 2. Adoption of the amendments brings the Zoning Code into compliance with:
• Government Code Section 65662 (Low Barrier Navigation Centers) • Government Code Sections 66310–66342 (Accessory Dwelling Units) • Government Code Section 65913.4 (Streamlined Ministerial Approval / SB 35) • Government Code Section 65583(c)(3) (Transitional and Supportive Housing) • Health and Safety Code Sections 17021.5, 17021.6, and 17021.8 (Employee Housing) • Government Code Section 65583(a)(4) (Emergency Shelters) • Federal and State Fair Housing Laws (Reasonable Accommodation) • Health and Safety Code Section 1568.083 (Residential Care Facilities) • Government Code Sections 65915–65918 (Density Bonus)
• State fair housing law (Family definition)
No Net Increase in Discretion; Reduced Constraints
Consistent with State law, several amendments remove discretionary review (conditional use permit) requirements and replace them with objective, ministerial, or by-right standards. This is a required outcome of the Housing Element programs and reduces constraints on housing production consistent with State policy.
ENVIRONMENTAL REVIEW
The proposed Zoning Code Text Amendment is exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15061(b)(3), the “common sense” exemption, because it can be seen with certainty that there is no possibility the amendments may have a significant effect on the environment. The amendments implement mandatory State housing law requirements, establish objective standards, and do not themselves authorize any specific development project. Individual development projects processed under the amended chapters remain subject to project-level environmental review as required by CEQA.
PUBLIC NOTICE
Notice of this public hearing was published in the Gridley Herald on September 11, 2026, in accordance with Government Code Section 65090, and posted at City Hall not less than ten (10) days prior to the hearing.
ATTACHMENTS
1. Draft Ordinance No. 851-2026 with Exhibits A–S (Full Text of Amended and New Zoning Code Chapters)
2. PlaceWorks Zoning Code Text Amendments Memorandum, dated February 26, 2026
3. Planning Commission Resolution 2026-PC-05 (adopted at Planning Commission meeting 9/16/26)
MEMORANDUM
DATE February 26, 2026
TO Christopher Smith, City of Gridley
FROM Cynthia Walsh, PlaceWorks
SUBJECT Zoning Code Text Amendments
PlaceWorks reviewed the City of Gridley Code of Ordinances and prepared amendments to Title 17 (Zoning) to comply with State housing law and implement the following Housing Element programs:
• Program 2.7 Low Barrier Navigation Centers
• Program 2.8 Accessory Dwelling Units
• Program 3.1 SB 35
• Program 3.3 Transitional and Supportive Housing
• Program 3.4 Employee Housing
• Program 3.6 Emergency Shelters
• Program 3.7 Reasonable Accommodations Ordinance
• Program 3.8 Residential Care Facilities
• Program 4.6 Density Bonus
• Program 5.2 Family Definition
The attachment to this memo contains the revised zoning code texts for chapters/sections of the City Code (Title 17, Zoning), shown in tracked changes. The table below lists each Housing Element program, the program action, amended zoning code chapters/sections, and the relevant State law requirements.
Table 1: Zoning Code Amendments
Program Housing Element Program Action Amended Chapter/Section State Law Program 2.7 Low
Barrier Navigation
Centers
Amend Title 17 to permit low-barrier
navigation centers by right in zones
where mixed uses are allowed or in
nonresidential zones that permit
multifamily housing.
• Added the definition of Low Barrier Navigation
Center to Chapter 17.04 (Definitions).
• Amended the following Chapters to allow Low
Barrier Navigation Centers as a permitted use.
o 17.36 Commercial, C-1 and C-2
o 17.53 Downtown Mixed Use, DMU
o 17.54 Neighborhood Mixed Use, NMU
Government Code
Section 65662
Program 2.8
Accessory Dwelling
Units
Amend Title 17 to include updated
requirements of State ADU legislation.
• Amended the term “Second Dwelling Units” to
“Accessory Dwelling Units” throughout the zoning
code to comply with state law.
• Amended the definition of ADU and added the
definition of JADU in Chapter 17.04 (Definitions)
• Amended the following Chapters to allow an
ADU/JADU as a permitted use.
o 17.26 Multiple Family Residential, R-3
Government Code
Sections 66310 –
66342