Guadalupe City Council
November 14, 2023

ATTACHMENT 2

SALES VALUE HISTORY

THE CITY OF BUELLTON
Detached Single Family Residential Full Value Sales 01/01/2021 - 9/30/2023) Year Full Value Sales Average Price Median Price Median % Change 2021 Q1 9 $720,611 $702,500
2021 Q2 14 $772,964 $760,500 8.26%
2021 Q3 14 $732,143 $747,000 -1.78%
2021 Q4 14 $818,750 $796,750 6.66%
2022 Q1 14 $926,250 $929,750 16.69%
2022 Q2 13 $785,885 $800,000 -13.96%
2022 Q3 13 $824,115 $850,000 6.25%
2022 Q4 8 $833,188 $871,250 2.50%
2023 Q1 3 $822,667 $808,000 -7.26%
2023 Q2 9 $872,722 $875,000 8.29%
2023 Q3 5 $1,064,000 $1,045,000 19.43%
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
2021 Q12021 Q22021 Q32021 Q42022 Q12022 Q22022 Q32022 Q42023 Q12023 Q22023 Q3 Median Price Avg Price
Year
Sales Price
* Multiparcel transfers, quitclaim deeds, trust transfers, timeshares, and partial sales are excluded from this analysis.

This report is not to be used in support of debt issuance or continuing disclosure statements without the written consent of HdL, Coren & Cone
Data Source: Santa Barbara County Recorder Prepared On 10/20/2023 By MV

SALES VALUE HISTORY

THE CITY OF GOLETA
Detached Single Family Residential Full Value Sales 01/01/2021 - 9/30/2023) Year Full Value Sales Average Price Median Price Median % Change 2021 Q1 41 $1,082,171 $1,000,000
2021 Q2 44 $1,210,784 $1,150,000 15.00%
2021 Q3 57 $1,250,789 $1,154,000 0.35%
2021 Q4 36 $1,296,597 $1,177,500 2.04%
2022 Q1 45 $1,578,767 $1,400,000 18.90%
2022 Q2 31 $1,631,919 $1,575,000 12.50%
2022 Q3 27 $1,374,241 $1,350,000 -14.29%
2022 Q4 26 $1,336,596 $1,225,500 -9.22%
2023 Q1 22 $1,300,932 $1,297,500 5.88%
2023 Q2 24 $1,455,896 $1,472,500 13.49%
2023 Q3 22 $1,424,023 $1,481,250 0.59%
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
2021 Q12021 Q22021 Q32021 Q42022 Q12022 Q22022 Q32022 Q42023 Q12023 Q22023 Q3 Median Price Avg Price
Year
Sales Price
* Multiparcel transfers, quitclaim deeds, trust transfers, timeshares, and partial sales are excluded from this analysis.

This report is not to be used in support of debt issuance or continuing disclosure statements without the written consent of HdL, Coren & Cone
Data Source: Santa Barbara County Recorder Prepared On 10/20/2023 By MV

SALES VALUE HISTORY

THE CITY OF GUADALUPE
Detached Single Family Residential Full Value Sales 01/01/2021 - 9/30/2023) Year Full Value Sales Average Price Median Price Median % Change 2021 Q1 34 $418,802 $445,250
2021 Q2 28 $454,446 $473,500 6.34%
2021 Q3 17 $483,088 $495,000 4.54%
2021 Q4 13 $492,615 $545,000 10.10%
2022 Q1 40 $512,819 $526,500 -3.39%
2022 Q2 32 $550,563 $563,250 6.98%
2022 Q3 33 $547,904 $578,500 2.71%
2022 Q4 21 $585,167 $590,000 1.99%
2023 Q1 12 $470,458 $490,000 -16.95%
2023 Q2 15 $514,000 $545,000 11.22%
2023 Q3 12 $494,167 $505,000 -7.34%
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
2021 Q12021 Q22021 Q32021 Q42022 Q12022 Q22022 Q32022 Q42023 Q12023 Q22023 Q3 Median Price Avg Price
Year
Sales Price
* Multiparcel transfers, quitclaim deeds, trust transfers, timeshares, and partial sales are excluded from this analysis.

This report is not to be used in support of debt issuance or continuing disclosure statements without the written consent of HdL, Coren & Cone
Data Source: Santa Barbara County Recorder Prepared On 10/20/2023 By MV

SALES VALUE HISTORY

THE CITY OF LOMPOC
Detached Single Family Residential Full Value Sales 01/01/2021 - 9/30/2023) Year Full Value Sales Average Price Median Price Median % Change 2021 Q1 80 $421,213 $415,000
2021 Q2 92 $457,815 $462,500 11.45%
2021 Q3 101 $458,861 $470,000 1.62%
2021 Q4 93 $482,000 $475,000 1.06%
2022 Q1 83 $540,898 $530,000 11.58%
2022 Q2 80 $531,200 $535,000 0.94%
2022 Q3 71 $496,486 $509,000 -4.86%
2022 Q4 54 $491,435 $500,000 -1.77%
2023 Q1 57 $474,114 $470,000 -6.00%
2023 Q2 53 $537,585 $549,000 16.81%
2023 Q3 55 $538,245 $536,000 -2.37%
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
2021 Q12021 Q22021 Q32021 Q42022 Q12022 Q22022 Q32022 Q42023 Q12023 Q22023 Q3 Median Price Avg Price
Year
Sales Price
* Multiparcel transfers, quitclaim deeds, trust transfers, timeshares, and partial sales are excluded from this analysis.

This report is not to be used in support of debt issuance or continuing disclosure statements without the written consent of HdL, Coren & Cone
Data Source: Santa Barbara County Recorder Prepared On 10/20/2023 By MV

SALES VALUE HISTORY

THE CITY OF SANTA MARIA
Detached Single Family Residential Full Value Sales 01/01/2021 - 9/30/2023) Year Full Value Sales Average Price Median Price Median % Change 2021 Q1 154 $459,721 $453,250
2021 Q2 189 $470,037 $455,000 0.39%
2021 Q3 203 $506,227 $514,000 12.97%
2021 Q4 172 $502,878 $515,000 0.19%
2022 Q1 136 $509,658 $510,000 -0.97%
2022 Q2 162 $556,364 $553,500 8.53%
2022 Q3 142 $563,523 $559,500 1.08%
2022 Q4 117 $532,723 $535,000 -4.38%
2023 Q1 81 $571,383 $560,000 4.67%
2023 Q2 94 $574,973 $588,500 5.09%
2023 Q3 109 $581,574 $570,000 -3.14%
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
2021 Q12021 Q22021 Q32021 Q42022 Q12022 Q22022 Q32022 Q42023 Q12023 Q22023 Q3 Median Price Avg Price
Year
Sales Price
* Multiparcel transfers, quitclaim deeds, trust transfers, timeshares, and partial sales are excluded from this analysis.

This report is not to be used in support of debt issuance or continuing disclosure statements without the written consent of HdL, Coren & Cone
Data Source: Santa Barbara County Recorder Prepared On 10/20/2023 By MV

PLANNING DEPARTMENT
City of Guadalupe
918 Obispo Street
P.O. Box 908
Guadalupe, CA 93434
Tel (805) 356-3903
To: Mr. Mayor and City Councilmembers
From: Larry Appel, Contract Planning Director
Date: November 1, 2023
RE: Planning Report Covering October 2023

MINISTERIAL PROJECTS
Zoning Clearances Approved 3
Zoning Clearances Denied 0
Zoning Verification Letters 0
Business Licenses Approved 2
Business Licenses Denied 0
ADUs approved 5
AUP for short-term rental 3

DISCRETIONARY PROJECTS
Please refer to the next page for specific projects and their current status.

If you have any questions regarding any projects listed in this report, please contact me at [email protected] or call (805) 598-8385.

Agenda Item No. 8B
Ministerial Permit Report– October 2023
(Reported 11-1-2023)
Zoning Clearance Approvals
2023-065-ZC T-Mobil drum antenna 4550 10th Street
2023-073-ZC ISC Greenhouse Supplies 910 Guadalupe
2023-0074-ZC Chevron Signs 1080 Guadalupe
Zoning Clearance Denials
None
ADU Approvals
2023-066-ZC Torres ADU 4801 Chapman Drive
2023-067-ZC Castellanos ADU 291 Flower Ave.
2023-070-ZC Chavez ADU 4864 Hernandez Drive
2023-071-ZC Gallegos ADU 5224 Santa Ines Court
2023-072-ZC Castro ADU 4775 Garrett Street
Business License Approvals
JP Handyman Services LLC Handyman 305 Las Flores
Garcia FCC Childcare Childcare 276 Mahoney Lane
Short-Term Rental Approvals (to be approved in Nov)
2023-036-AUP Barros-Galvan Non-Hosted STR 223 Egret
2023 -074-AUP Gust Non-Hosted STR 4379 La Joya
2023-077-AUP Van De Lune Non-Hosted STR 4381 Hacienda
Business License Denials
None
Guadalupe City Planning Department
Planning Processing Summary for October 2023
(11-1-23 update)
Case No. Name Submittal
Date
Comp. Date Status OK for Bldg.

Permit Issuance
2022-088-LM -
Voluntary Lot
Merger $
Trudy Brands December 5,
2022
Under Review. NO
2022-093-LS -
Residential Lot
Split $
Lupe Alvarez December
19, 2022
Review completed by all City
Departments - Awaiting Applicant to
provide materials and fees needed for
County Surveyor review and recordation.

NO
2022-063-LM $ Mahoney Lot
Merger
August 11,
2022
INC 9-11-22 Incomplete Application Letter sent on
September 11, 2022.

NO
2022-016-GPZ
2022-017-DR
2022-018-VTTM
$
Snowy Plover 3-10-22 Incomplete
4-09-22
Application resubmitted on February 24,
2023. Second Incomplete letter sent 3-
24-23. Owner/applicant attempting to
contact neighboring property for
permission to access. No change in
status for several months.

NO
2023-047-LLA$ Alvarez 11th Street July 11, 2023 INC Planning Review Completed - Awaiting Applicant to provide materials and fees
for County Surveyor review and
recordation.

NO
2023-013-LS
SB-9 Split $
Reed Lot Split 3-7-23 Review Completed by all City
Departments - Awaiting Applicant to
provide materials and fees needed for
County Surveyor review and recordation.

NO
6th Cycle Housing
Element
Mandatory Update Fall 2022 n/a HCD revising comments on Draft Housing Element to be more specific.

Phone meeting to follow city’s review of
comments.

N/A
No$ = unreimbursed planning work
$ = projects where a fixed fee has been paid
11-1-23
Agenda Item No. 8C
' � X
- --+ Q!vld, 5.25 hrs
-
10/2/2023 iAD 9 !Scheduling and records update. -�'---------+ 10/2/2023 i SC 9 ,415 Degasparis, Stucco scratch coat
10/2/2023 SC 1 415 Degasparis, druwall nailing.

X
X
3 inspections, 1 long site visit --- --+-----<
at 151 Obispo,
10/2/20�� 151 Obispo, Metting with owners, Job super Franco and Mike cash, 10/2/2023 AD 4 _ �e, life, safety, police, security issues are complete, city business 10/2/2023 AD 4 license is eady r fo r iss ueance and cert of occ upancy is pending, the e r X
X
X
10/2/2023 AD 4 a e r some follow up items yet to be complete but will be abl_e_ _to ope_n�--+-X ----+- �/2/2023 AD 4 fo r business shortly. _ x
clear and breeze
--
10/2/2023
-
--
10/2/2023 SW 3 Escalante Meadows, 140' 10" d ain r pipe. _ __ x ---- --
_ 10/3/2023 AD 9 Scheduling and records update 1- --;- David, 4,0 hrs 10/3/2023 FR 2 4455 Elm, Roof framing and n ailing
10/3/2023FR9 i4455 Elm, Shear walls, straps and holdowns.

X
X f �nd
3 inspections, l long s_it_ e_ _vlsi _ t. _ __ -+-----1- -­ breeze
10/3/202l �- I 379 Guadalupe, Demo still not complete, further rot damage 10/3/2023 MS 4 has been re.ve=a�le=d�•=t�t� =he�to�we'- �r'-. ___________ _ 10/3/2023 AD 4 '151 Obispo, Site meetinR with job super Franco, some lingering minor X
X
X
10/3/2023 AD 4 ;items fron this large tenant improvement job s_ti_ll _outs _ _ta_n_din_g,�n_ o_ ne __X _______ _ -r 10/3(1023 AD _i. ,a e r very important Just not eady r at final, none a e r fi e, r life,�safe� ty� � +X ---+----- 10/3/2023 AD 4 issues, will check later next week.
�/2023 Ao'4 1Scheduling and re�co� � dr�s�u�.Pda_
t_e _
. _______ _
X
--
10/4/2023 UN 1 4443 3 d, r Underslab d ain r plumbing.
10/4/2023 SW 3 _IEscalan.te Meadows, 80' 6" drain, 160' 8" d__ar in_ _. ---------+----+ -� � --
-
-
10/4/2023 FR 2 Escalante Meadows, Bldg 3B, Roof framing and nailing, unit 2_0_1_. - -+----+------+---- 10/4/i023jfR 2 Escalante Meadows, Blda 3B, Roof framing and nailing, unit 202. 10/4/2023 FR 2 Escalante Meadows, Bldg 3B, Roof framing and nailing, unit 203. 10/4/2023 FR 2 Escalante Meadows, Bldg 3B, Roof framing and nailing, unit 204.

X
X
X
10/4/2023 UN 1 4231 Bldg C2, U n de slab r d ain r plu'!'bing�. ---------+- 10/4/2023 UN 1 4241 Bldg C2, Underdlab drain plumbing.

X
10/10/2023 }Ao 9 Scheduling and eco r ds r update.
10/10/2023'FN 5 4443 �� Se�tbacks ==. __________
10/10/20231FN 5 4443 3rd, Footings.
10/10/2023 IFN 5 4443 3rd, Holdowns.
10/10/2023 FN 5 4443 3 d, r Concrete slab, eba r / r
)_Q/10/2023 FN 2 4443 3 d, r Grounding elect ode, r #4 rebar.

X
X
·X
;x
,x
X
X
X
X
10/10/20�2!Y._8 4443 3rd, Wate r line, 1"
10/10/� FR 6 4443 3rd, Exte ior r gas line, 1" p.e. - 10/10/2023 FR 10 �. ��- Exte or r .!as ""lln-" e'-"0'-'r..c•ss="'
u
'-'
re�.----- -
10/10/2023 SW 4 4443 3rd, Sewer line, 3".

X
X
- -
L
rI
10/3/2023
--+----+-----+--
.

David,3.25 hrs
7 Inspections
clear, breeze.
10/4/2023
� t
David, 5. 75 hrs
i
+ 1
_j
25 Inspections, 3 plan checks
afternoon very windy
10/10/2023
-
-
-
I
I
I
-
t
I
-
-- �
- I
-+ I
'
I
----
10/10/2023 FR 7 151 Obispo, Rough fire sprinklers, location is the isolated building 10/10/2023 FR 7 forme rly known as the ice ho use. _
X
X
X
+-I '
I ! -
I - J.
_ 10/10(2023 FR 7 151 Obispo, Special 225 psi test for 2 hours ough r fi e r sp inr k_l_e_rs_ f_o_ r _____.,_1 _ _ j
-- ----- 10/10/2QQ �7 ,the former ice house building. ___ x_ -'!---------,-----+-
10/10/2023
10/10/2023
10/10/2023
SC
SC
FN
2 2
5 j4573
4231
4573
La
12th,
12th,
Guardia,
Apt
Apt
7,
s,
C2,
. etas
etag
Setbacks.
iss
Issued,
ued, email
email
PG+E
PG+E
________x
x
x _ t-- 10/10/2023 FN 5 4231 La Guardia, C2, Footings. x _ 10/10/2023 FN 5 l4231 La Gua dia, r C2, Holdowns._____ _ ____ -+x----+- 10/10/2023 FN 2 4231 La Gua dia, r C2, Grounding electrode, #4 rebar. -+'-----+--- 10/10/2023 FN 5 4241 La Gua dia, r C2, Setbacks. -� 10/10/2023FN 5 4241 La Gua dia, r C2, Footings. _ x ---+-----_
10/10/2023 FN 5 4241 La Guardia, C2, Holdowns. x
10/10/2023 FN 2 4241 La Gua dia, r C2, G ounding r elect rode, #4 rebar. _ x ·-
10/10/2023 FN 5 Escalante Meadows, Bldg lOB, Concrete slab, ebar, r unit 101. -� _ 10/10/2023 FN 5 Escalante Meadows, Bldg 10B, Concrete slab, eba r , r unit 102. -� _ -·-
·-
-
-
t
. - --
-
.. .. -
_,_ -
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---
10/10/2023 FN 5 1Escalante Meadows, Bldg 10B, Concrete slab, eba r , r unit 103. -
t -� - � _ i 10/10/2.QQ_FN 5 I Escalante Meadows, Bldg lOB, Concrete slab, e r ba , r unit 104. • + --- --- -,-�x --+- - 10/10/2023 AD 6 4512 Espa anza, r Plan check 7.6 kw roof mount pv system. � -+--- --+- I b
10/10/2023 AO 6 (4484 Fir, Plan check old clans, minor reconfiguration of co�uctors. )( - --
10/10/2023 AD 6 • t312 Guadalupe, Plan check new FAU. ___ _ _ x , - - +
10/11/2023 AD 6 !Scheduling and records update. ___ 2 .. _Qavid, 5.0 hrs 10/11/2023 SW 6 11154 Olivera, Bldg E, Conduit on oof, r � x 13 Jnspections, 1 plan pv plan check • --=-._
10/11/2023 FN 2 ! 1154 Olivera, Bldg E, Grounding electrode ok. 10/11/2023:FR 1 J1154 Oliv���� electrical. =- x 1ille meeting --J TI- -�.-_-_-_-_- _-__ _
-
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10/11/2023 F 2 1
1154 Olivera. Bid• E, Final electrical pv. x _
10/11/2023 F 5 - 11154 Olivera, Bldg E, Roof pv famlng attachments. x .. _ _ 2Q/11(±��� 6 j 1154 Olivera, Bldg D, Conduit o� roof, wall. � 10/11/2023 FN 2 ! 1154 Olive a,r �g D, !3 ounding r elect ode r ok. x r r _ l -======= 10/11/2023 FR 1 1154 Olivera, Bldg D, Rough elect ical. r ______ x t 10/11/20231 F _2_ g�.�ve ra. Bldg D, Final electrical pv. x 10/11/2023 F 5 1154 Olive a, r Bldg D, Roof pv faming attac�ments. _ x __ _
• .
: ---;---
1 • _
I
10/11/2023 JSC 2 4413 Elm, Etag issued, email PG+E �•---- __ _ I I
10/11/2023 F 2 4413 Elm, Electric meter pane_l_c.£._mpl� x . .!'1l.!!f��� 4 Escalante Meadows, 120' 6" sewe . r x ___ ,,__ 10/11/2023 AD 4 � Obis_J:)<>, flll�etiri_g'!"lthTr ussPro owner Steve Herring for as-built x 10/11/2023 AD 4 issues at the truss shop. _____
_ __ x
_!9/11/2023 ;_IIQ. � 4360 Gue rer o, r Plan check new pv battery backup system for existing x 10/11/20231AO 6 roof mount pv system. x
1 I
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Building Inspection Log - October 2023

GUADALUPE POLICE DEPARTMENT

MONTHLY ADMINISTRATIVE OPERATIONAL DATA SUMMARY
PART I: CRIMES

TYPE OF CRIMES

REPORTED CLEARED REPORTED CLEARED REPORTED CLEARED REPORTED CLEARED 187 PC HOMICIDE 00000000
261 PC RAPE 00004210
211 PC ROBEBRRY 00000000
242/245 PC ASSAULT 1 1 7 6 29 26 29 25
459 PC BURGLARY 1 0 1 0 15 6 13 8
484/487 PC THEFT 4 0 4 0 28 1 40 4
10851 VC VEH THEFT 1 0 0 0 20 0 15 10
451 PC ARSON 0000001
TOTAL 7 1 12 6 96 35 99 47
PART II: REPORTED CRIMES

REQUEST FOR SERVICE

TOTAL REPORTS TAKEN

TOTAL REQUEST FOR SERVICE

TOTAL ACTIVITY FOR THE MONTH

DOMESTIC VIOLENCE REPORT

TOTAL PROPERTY STOLEN

TOTAL PROPERTY RECOVERED
PART III: ARREST SUMMARY

OFFENCES

ADULTS JUVENILES ADULTS JUVENILES ADULTS JUVENILES ADULTS JUNENILES FELONY 4 0 6 0 27 1 27 1
MISDEMINOR 8 0 9 0 76 3 78 4
TOTAL 12 0 15 0 103 4 105 5
23152(a&b) VC ARREST

WARRANT ARREST
$12,029.00 $5,584.00 $52,380.00 $742,814.00
$0.00 $0.00 $25.00 $17,400.00
256 302 496 2716
1 3 155 17
95 642 659
209 207 1921 2057
NOTE: DUI AND WARRANT DATA ARE INCLUDED IN ABOVE ARREST TOTALS MONTH OF SEPTEMBER 2023

THIS MONTH THIS MONTH LAST YEAR THIS YEAR TO DATE LAST YEAR TO DATE

THIS MONTH THIS MONTH LAST YEAR THIS YEAR TO DATE LAST YEAR TO DATE

THIS MONTH THIS MONTH LAST YEAR THIS YEAR TO DATE LAST YEAR TO DATE 47 25
9 4
2 4
1 16
14 Agenda Item No. 9A.
0 GUADALUPE POLICE DEPARTMENT

MONTHLY ADMINISTRATIVE OPERATIONAL DATA SUMMARY
PART IV: NARCOTIC ACTIVITY

TYPE OF NARCOTICS

REPORTED CLEARED REPORTED CLEARED REPORTED CLEARED REPORTED CLEARED HEROIN 00000000
COCAINE 00000000
METHAMPHETAMINE 00002100
MARIJUANA 00000022
PARAPHERNALIA 00000033
TOTAL 00002155
PART V: SPECIAL DATA

OFFICER ASSULTED

INJURY ON DUTY
ADDITIONAL INFORMATION:

STAFFING:                               1 POLICE CHIEF FILLED 1 POLICE LIEUTENANT FILLED
2 POLICE SERGEANTS 1 UNFILLED POSITION
2 AIRPORT POLICE OFFICER FILLED
10 POLICE OFFICERS 4 UNFILLED POSITIONS
3 OFFICE STAFF PERSONNEL 2 FULL TIME FILLED/1 TEMPORARY POSITION FILLED 5 RESERVE POLICE OFFICERS 5 UNFILLED POSITIONS
1 COMMUNITY SERVICE TECHNICIAN FULL TIME POSITION UNFILLED 1 EVIDENCE TECHNIAN 1 UNFILLED POSITION
2 POLICE VOLUNTEERS 2 UNFILLED
COMMENTS:
020
0010
MONTH OF SEPTEMBER 2023

THIS MONTH THIS MONTH LAST YEAR THIS YEAR TO DATE LAST YEAR TO DATE

THIS MONTH THIS MONTH LAST YEAR THIS YEAR TO DATE LAST YEAR TO DATE 0 Rev: 12/01/2022

GUADALUPE FIRE DEPARTMENT
TO: PUBLIC SAFETY DIRECTOR, MICHAEL CASH
FROM: CAPTAIN PATRICK SCHMITZ
SUBJECT: MONTHLY SUMMARY OF CODE ENFORCEMENT CASES
September 1, 2023 – September 30, 2023
DATE: 10/04/2023
CALLS FOR SERVICE September 2023
INCIDENT TYPE This
Month
Last
Month
Year to Date
(2023-2024)
Year to date
(2022-2023)
Medical 25 33 100 100
Structure Fire 0 0 0 0
Cooking Fire 0 0 0 0
Trash or Rubbish Fire 1 3 4 4
Vehicle Fire 1 0 1 0
Grass/Vegetation Fire 0 1 2 0
Other Fire 0 0 0 0
Motor Vehicle Accidents with Injuries 7 4 11 6
Motor Vehicle Accidents No Injuries 4 2 6 3
Motor Vehicle/Pedestrian Accident 3 0 4 4
Hazardous Materials Spill/Release 1 0 1 2
Hazardous Condition Other 3 2 5 2
Water Problem/Leak 1 0 1 2
Animal Problem 1 0 1 1
Search / Rescue 0 0 0 0
Public Assistance 3 1 6 7
Police Matter/Assistance 0 2 3 2
Illegal Burn 0 0 0 0
Smoke/CO Detector Activation 0 1 3 8
Dispatch and Canceled En-route 1 3 6 8
False Alarm 2 3 6 4
TOTAL 53 55 160 153
Additional Information
STAFFING: 1 Public Safety Director (Police/Fire Chief)
2 Fire Captains 1 Vacant Position
3 Fire Engineers
0 Paid-Call Firefighters 6 Vacant Position
Agenda Item No. 9B
Rev: 12/01/2022

GUADALUPE FIRE DEPARTMENT
Special Assignments / Coverage:
- Food Distribution (09/07)
- Fiestas Patrias Event (09/16)
- Fiestas Patrias Parade-Event (09/17)
CODE COMPLIANCE CASES ` September 2023
INCIDENT TYPE This
Month
Last
Month
Year to Date
(2023-2024)
Year to date
(2022-2023)
Business License (GMC 5.04.110) 0 0 0 0
Animal Nuisance (Odor, Noise) (GMC 6.04.100 (A, E)) 0 0 0 - Fowl, Livestock, and Wild Animals (GMC 6.04.210) 0 0 0 - Residential Solid Waste Collection (GMC 8.08.070) 0 0 0 - Litter Accumulation (GMC 8.12.020) 7 0 10 1
Burning Garbage Prohibited (GMC 8.12.150) 0 0 0 -
Abatement of Weeds and Rubbish (GMC 8.16.010) 15 20 44 10 Discharge of Illegal Fireworks (GMC 8.24.020) 0 0 0 -
Unlawful Property Nuisance (GMC 8.50.070) 0 1 2 -
Graffiti Abatement (GMC 9.07.060) 0 0 0 -
Parking of Large Vehicles / Trailers (GMC 10.24.190) 0 0 0 - Abandoned Vehicles (GMC 10.36.010) 0 0 1 -
Portable/fixed basketball goals (GMC 10.48.050) 0 0 0 - Address Number (GMC 15.08.020 (505.1)) 5 9 28 8
Illegal Garage Conversion 0 0 0 -
Wall, Fence, or Hedge Requirements (GMC 18.52.121) 0 0 4 - Damage Fence (GMC 18.52.125) 0 0 0 -
Trailers / Mobile Homes as Living Space (GMC 18.56.030) 0 1 1 - Parking on Front Yard Setback (GMC 18.60.040) 2 1 12 -
Landscape Maintenance Required (GMC 18.64.120) 0 0 0 -
Working Without Permits (GMC15.04.020) 0 0 0 1
Complaints (No Violation Found) 0 0 0 3
Apartment Inspections 0 0 0 1
Yearly Business Inspections 3 1 4 30
Other 1 3 8 6
TOTAL 33 36 114 60
Complaints Received 1 1 2 4
Miscellaneous This
Month
Last
Month
Year to Date
(2023-2024)
Year to date
(2022-2023)
Visitors 49 65 139 76
Public Relations 3 5 15 11
School Station Visits 0 0 0 3

GUADALUPE CODE COMPLIANCE
TO: PUBLIC SAFETY DIRECTOR, MICHAEL CASH
FROM: CODE COMPLIANCE OFFICER, JOSUE MERAZ
SUBJECT: MONTHLY SUMMARY OF CODE ENFORCEMENT CASES
SEPTEMBER 1, 2023 – SEPTEMBER 30, 2023
DATE: 10/01/2023

CODE ENFORCEMENT CASES
INCIDENT TYPE This
Month
Last
Month
Year to Date
(2020-2021)
Parking Prohibited Zoning Clearance Required
(GMC 18.60.040) (D)
0 0 3
Animal Nuisance (Odor, Noise) (GMC 6.04.100 (A,E)) 0 0 3 Fowl, Livestock and Wild Animals (GMC 6.04.210) 1 1 3
Litter Accumulation (GMC 8.12.020) 3 2 8
Abatement of Weeds and Rubbish (GMC 8.16.010) 1 3 10
Unsafe Buildings-Collecting Rent for (GMC 8.40.030) 0 0 3 Unlawful Property Nuisance (GMC 8.50.070) 1 2 8
Graffiti Abatement (GMC 9.07.060) 0 0 0
Abandoned Vehicles/ Vehicle Covers (GMC 10.36.010) 1 8 21 Portable/fixed basketball goals (GMC 10.48.050) 0 0 0
Parking of large vehicles/trailers (GMC 10.24.190) 0 0 1 Wall,Fence,or Hedge Requirements (GMC 18.52.121) 0 0 0
Working Without Permits (GMC15.04.020) 1 1 6
Address Number (GMC 15.08.020 (505.1)) 0 1 1
Illegal Garage Conversion (GMC 18.08.120, 18.08.160) 0 0 0 Damage Fence (GMC 18.52.125) 0 0 0
Parking on Front Yard Setback (GMC 18.60.035) 0 1 10
Trailers/Mobile homes as living space (GMC 18.56.030) 0 0 1 Prohibition of illicit discharges (GMC 13.24.050) 0 0 1 Landscape Maintenance Required (GMC 18.64.120) 2 0 4
Discharge of illegal fireworks (GMC 8.24.020) 0 0 7
72hr Parking 1 0 40
Code 60 Citations 0 0 23
TOTAL 11 19 153
Complaints Received 6 5 38
Miscellaneous This
Month
Last
Month
Year to Date
(2020-2021)
Visitors 0 0 0
Public Relations (Food distribution, Covid Vaccination) 1 1 8 School Visits () 0 0 0
Agenda Item No. 9C

Agenda Item No. 10

REPORT TO THE CITY COUNCIL OF THE CITY OF GUADALUPE
Agenda of November 14, 2023
________________________________ __________________________________ Prepared by: Approved by:

Michael Cash, Director of Public Safety Todd Bodem, City Administrator SUBJECT: Adoption of the June 2023 City of Guadalupe Emergency Response and Procedures Manual RECOMMENDATION:

It is recommended that the City Council adopt the June 2023 City of Guadalupe Emergency Response and Procedures Manual.

BACKGROUND:

The City of Guadalupe Emergency Response and Procedures Manual (ERP) provides guidance to the Guadalupe community for responding to and managing emergency incidents. In most cases, emergency incidents are of short duration and can be managed by immediately available personnel and resources.

When the emergency incident is of longer duration, of higher severity, or requires a specialized response, this ERP will guide the efforts of the City of Guadalupe community.

In California, government agencies are required by state law to use the Standardized Emergency Management System (SEMS) to manage their response to an emergency incident. SEMS forms a common framework of management principles and terminology to allow responders from different jurisdictions and agencies to work together toward a common goal. The City of Guadalupe has committed to the use of SEMS in emergency management. While private organizations are not required to use SEMS for managing emergencies, the Governor’s Office of Emergency Services highly recommends that they do so.

DISCUSSION:

The main portion of this ERP guides the response to the great majority of emergency incidents that may occur during the year; for particular situations that have different characteristics than common emergency situations, there are specific appendices with appropriate direction. The ERP was designed as an “all-hazards” approach to managing potential emergencies in the City of Guadalupe.

City staff is asking that the City Council adopt the June 2023 Emergency Response and Procedures Manual.

Michael Cash

FISCAL IMPACT:

None.

ATTACHMENTS:

1. June 2023 City of Guadalupe Emergency Response and Procedures Manual.

CITY OF

GUADALUPE

EMERGENCY RESPONSE
AND

PROCEDURES MANUAL
Department of Public Safety
Michael Cash
Chief of Police / Director of Public Safety
June 2023
ATTACHMENT 1
City of Guadalupe
Emergency Response & Procedures Manual
________________________________________________________________________ Emergency R & P Manual 2 June 2016

LETTER OF PROMULGATION
In the event of a natural or technological disaster, or intentional/terrorist act affecting the City of Guadalupe, we must be prepared to implement plans and procedures to protect lives and property.

The purpose of this plan is to provide direction and guidance to the City of Guadalupe and supporting agencies. It constitutes a directive for this organization to prepare for and execute assigned emergency task to ensure maximum survival of the population and property in the event of a disaster or other overwhelming event.
______________________________
Date
_____________________________ _____________________________ Ariston Julian, Mayor Eugene Costa Jr. Mayor Pro Tem
_____________________________ _____________________________ Christina Hernandez, Council Member Megan Lizalde, Council Member _____________________________ ______________________________ Gilbert Robles, Council Member Amelia M. Villegas, City Clerk _____________________________
Philip F. Sinco, City Attorney
City of Guadalupe
Emergency Response & Procedures Manual
________________________________________________________________________ Emergency R & P Manual 3 June 2016
Table of Contents • Introduction 4
• Purpose 5
• Authorities and References 5
• Definitions 5
• Situation and Assumptions 7
• Concept of Operations 8
• Organization and Assignment of Responsibilities 9
• Response to Emergencies in City of Guadalupe 12
• Guadalupe Department of Public Safety 13
• Initial Response to an Emergency Situation 13
• Emergency Communications 14
• Response Escalation 14
• Establishing an Incident Command 15
• Incident Name 15
• Declaration of an Incident Command 16
• Incident Command Post 16
• Incident Command Initial Activities 16
• Incident Action Plan 17
• Unified Command 17
• Span of Control 18
• Transfer of Command 18
• Demobilization 18
• Termination of the Incident Command 18
• Documentation 18
• After-Action-Report 19
• Emergency Operations Center 20
• Staffing 21
• General Staffing 22
• Departments & SEMS Functional Subdivisions 24
• Organizational Units & SEMS Functional Areas 25
• Emergency Operations Center – Activation 26
• EOC After-Action Reports 27
• OES/FEMA Documentation 29
• Appendix A Severe Earthquake 36
• Appendix B Sudden Emergency, Not an Earthquake 39
• Appendix C City Emergency Policy 41
• Appendix D City Building Evacuation / Shelter in Place Policy 43 • Appendix F Beyond the Initial Response: ICS 48
• Appendix G Potential Threats to City of Guadalupe 54
• Portable/Auto Survival Kit / Emergency Supplies Checklist 66/67 • 25 Questions for Emergency Management 67
• Cit of Guadalupe EOC Organizational Chart 68
City of Guadalupe
Emergency Response & Procedures Manual
________________________________________________________________________ Emergency R & P Manual 4 June 2016
Introduction
The City of Guadalupe Emergency Response and Procedures Manual (ERP) provide guidance to the Guadalupe community for responding to and managing emergency incidents. In most cases, emergency incidents are of short duration and can be managed by immediately available personnel and resources. When the emergency incident is of longer duration, of higher severity, or requires a specialized response, this ERP will guide the efforts of the City of Guadalupe community.

In California, government agencies are required by state law to use the Standardized Emergency Management System (SEMS) to manage their response to an emergency incident. SEMS forms a common framework of management principles and terminology to allow responders from different jurisdictions and agencies to work together toward a common goal. While private organizations are not required to use SEMS for managing emergencies, the Governor’s Office of Emergency Services highly recommends that they do so. The City of Guadalupe has committed to the use of SEMS in emergency management.

A major component of SEMS is the Incident Command System, or ICS. Using a modular approach to organizing personnel, functions, and resources, ICS allows emergency responders to rapidly assemble a coherent management structure in the field; additionally, ICS extends beyond the field-level response to coordinating the organization-wide response to the emergency incident. The use of additional management structures such as an Emergency Operations Center (EOC) and the executive-level Policy Management Team (PMT) supports the emergency response in the field.

The main portion of this Plan guides the response to the great majority of emergency incidents that may occur during the year; for particular situations that have different characteristics than common emergency situations, there are specific appendixes with appropriate direction. The ERP was designed as an “all-hazards” approach to managing potential emergencies in the City of Guadalupe.

While it is necessary for the ERP to be published in this form, simplified directions for specific populations in Guadalupe can be provided via printed matter, web pages, and field operations guides. Targeted populations might include residents, employees, employers, residents, visitors, and other persons with emergency response responsibilities.

For further information, please contact the Guadalupe Department of Public Safety at (805) 343-2112 or view our web pages at hhp://ci.guadalupe.ca.us City of Guadalupe
Emergency Response & Procedures Manual
________________________________________________________________________ Emergency R & P Manual 5 June 2016
Purpose
The Emergency Response and Procedures Manual (ERP) set forth City of Guadalupe’s policy and procedure in relation to emergency preparedness, response, and recovery activities. The ERP is structured in modules to help manage simple, complex, and catastrophic incidents that affect the city residents.

Authorities and References
Emergency Services Act
Presidential Directive/HSPD-5 and 7
Governor’s Executive Order S-02-05
Definitions
• After-Action Report: Page 19
• City Emergency: Page 9
• Policy Management Team: Page 6
• Command Staff: Page 22
• Emergency Operations Center: Page 20
• Emergency Response and Procedures Manual (ERP): Page 8 • Emergency Response Organization: Page 9
• General Staff: Page 22
• Incident Action Plan: Page 17
• Incident Command System (ICS): Page 9
• National Incident Management System (NIMS): Page 8
• Operational Period: Page 17
• Span of Control: Page 18
• Standardized Emergency Management System (SEMS): Page 8 City of Guadalupe
Emergency Response & Procedures Manual
________________________________________________________________________ Emergency R & P Manual 6 June 2016
• Unified Command: Page 17
• Policy Management Team (PMT): The term “Policy Management Team” or “PMT” refers to the City of Guadalupe City Council Members that would help the EOC Director and Incident Commander set any policy-level objectives for the IAP and assists in evaluating incident progress. The assembly of the PMT is only needed in the case of a major incident.

City of Guadalupe
Emergency Response & Procedures Manual
________________________________________________________________________ Emergency R & P Manual 7 June 2016
Situation and Assumptions
Situation
The City of Guadalupe has many of the characteristics, hazards, and risks associated with any small town. As a result, this ERP must account for many potential emergencies including earthquakes, fires (commercial and wild land), severe weather, hazardous materials releases, transportation accidents, and health emergencies. A coordinated response to emergency incidents in the city will result in a more rapid and effective response, resulting in the continuing ability to function as a city and community.

Assumptions

1. Individual city departments possess the technical and operational knowledge necessary to conduct day-to-day operations in their area of responsibility, and to conduct planning on behalf of their client populations.

2. Based on the possibility of monetary reimbursement for funds expended in the response to an emergency incident, this plan emphasizes documentation of emergency incidents and all actions taken by the City to minimize loss of life and injury to persons, and control property damage and loss to the greatest extent possible. Documentation includes but is not limited to still and video images, written plans and reports, receipts for funds expended, and recording of the statements of involved persons.

3. It is well known that the reduction of response time to an emergency saves lives and property. This plan emphasizes a rapid, effective response by trained on-duty employees and volunteers’ making good use of the time it takes first-responders to arrive on scene.

4. It is assumed that the most destructive and likely event with potential to cause widespread damage and casualties in the city area is a severe earthquake.

Therefore, a detailed Severe Earthquake Response Appendix is included as an essential part of the ERP.

City of Guadalupe
Emergency Response & Procedures Manual
________________________________________________________________________ Emergency R & P Manual 8 June 2016
Concept of Operations
Overview
Using the organizational and management techniques contained in the California Standardized Emergency Management System (SEMS) and the Incident Command System (ICS), the city will respond to emergency situations impacting the community to minimize:
 Loss of life;
 Injury and illness;
 Property loss and damage;
 Psychological impact; and
 Damage to the City’s reputation and standing in the greater community.

The achievement of the above goals requires that rapid and decisive actions be taken in the early stages of the emergency response. Some of these actions include:
 Contacting emergency responders such as police and fire personnel to exchange information and establish lines of communication;
 Securing perimeters around affected areas or facilities to assure quick access of emergency responders and prevent further bystander danger;  Rapid rescue of injured persons and evacuation to a safe area;  Establishing an Incident Command to coordinate response and resources;  Notification of key administrators and personnel;
 Communicating clear messages to the community and
 Assessment of available resources and immediate needs that cannot be met.

The structure of this Emergency Response and Procedures Manual (ERP) is based upon:
 A flexible basic emergency response plan for all emergencies;  Specific plan appendices for particular types of emergencies;  Use of principles of effective Continuation of Business and Operations practices;
 Coordination of the response by an Emergency Operations Center (EOC);  Strategic oversight by the Policy Management Team (PMT).

During an emergency incident, City Departments and their personnel will generally be responsible for things within their normal purview, i.e., Facilities Management will be responsible for operating machinery and performing maintenance operations; however, their duty station and/or specific duties will likely be different, and they may be supervised through a different chain of command.

City of Guadalupe
Emergency Response & Procedures Manual
________________________________________________________________________ Emergency R & P Manual 9 June 2016
Additionally, the City has a clear policy regarding the authority of an Incident Commander (IC) to use city facilities, equipment, and personnel to resolve an emergency situation; the declaration of a City Emergency, with pre-defined procedures follows the example of jurisdictions throughout California.

Organization and Assignment of Responsibilities
The City of Guadalupe is generally familiar with the normal city organizational chart and lines of authority. In an emergency situation, the organizational structure and specific lines of authority will in some cases change temporarily. This altered structure, known generically as the Emergency Response Organization, is necessary to efficiently manage the tasks and resources necessary to overcome the emergency situation and restore normal operations. The following listing outlines areas of responsibility for key members and components of the Emergency Response Organization:
(Note: Incident Command System (ICS) positions below are noted in bold. Not every incident requires all of these positions to be staffed.) Mayor and City Councilmembers
 Provides policy direction for the response and recovery efforts  Authorizes significant expenditures necessary for response and recovery  Staffs the Policy Management Team (PMT) function
 Declares a City Emergency when appropriate
City Administrator
 Resource for city leadership regarding Public Safety and Facilities Management  Point of Contact between the PMT and the EOC
 Declares a City Emergency when appropriate
Chief of Police (or designee)
 Designates a manager for ongoing Public Safety Operations  Provides guidance and support to the Incident Commander  Acts as EOC Director or appoints designee when the EOC is in operation  Declares a City Emergency when appropriate
 Designates an Operations Section Coordinator in the EOC City of Guadalupe
Emergency Response & Procedures Manual
________________________________________________________________________ Emergency R & P Manual 10 June 2016
Police
 Staffs the Law Enforcement Branch Director position in the EOC  Secures the City and specific incident sites
 Works directly with fire personnel
 Coordinates Search and Rescue Team operations
Fire
 Staffs the Fire Branch Director position in the EOC
 Secures the City and specific incident sites
 Works directly with fire personnel
 Coordinates Search and Rescue Team operations
 Provides a Safety Officer to the EOC
 Monitors safety conditions during response and recovery  Technical advisor on Environmental Health and Hazardous Materials  Staffs the Medical and Health Branch Director position in the EOC  Direct medical care
 Technical advice on health issues
Facilities Management
 Staffs the Logistics Section Coordinator position in the EOC  Staffs the Utilities Branch Director position in the EOC  Provides staffing for Search and Rescue Team operations and support  Primary responsibility for transportation, debris removal, emergency repairs  Supervises building and safety assessments after an earthquake Public Safety and Administration
 Provides a Public Information Officer to the EOC
 Disseminates information to the city and external community  Media Relations
 Phone bank for external communications
Recreation and Parks
 Staffs the Planning Section Coordinator position in the EOC  Coordinates the writing of the Incident Action Plan (IAP)  Facilitates use of city buildings and conference spaces  Provides additional staffing for the Emergency Response Organization  Primary liaison for Food Service and to Food Service contractors  Supports the Care and Shelter Branch relating to food services  Distribution Center supports the EOC Logistics Section  Staffs the Care and Shelter Branch Director position in the EOC  Assists displaced residents, visitor, and staff
City of Guadalupe
Emergency Response & Procedures Manual
________________________________________________________________________ Emergency R & P Manual 11 June 2016
Human Resources
 Staffs the Human Resources Unit Leader position in the EOC  Responsible for maintaining a check-in system for working staff  Supports the Emergency Response Organization with staff accountability  Establishes a Family Support Center for staff working on the incident Financial Services - Payroll
 Staffs the Compensation/Claims Unit Leader position in the EOC  Maintains payroll records for the incident
 Staffs the Finance/Administration Section Coordinator position in the EOC  Tracks costs associated with the management of the incident  Periodically reports funds expended to the EOC Director City of Guadalupe
Emergency Response & Procedures Manual
________________________________________________________________________ Emergency R & P Manual 12 June 2016
Response to Emergencies
With the exception of incidents that can be predicted, (such as the forecast of a severe storm) most emergency situations occur with little or no prior notice. The first notification of an emergency situation usually arrives via a phone call or alarm activation to Public Safety. The dispatcher directs the appropriate available resources to the situation; the initial information received may dictate that an officer is dispatched; in a medical emergency, the Fire Department might be sent; or a referral to Facilities Management for maintenance might be needed.

As the incident unfolds, the response to the emergency may require notifications of key staff and administrators; call-in of specialized personnel; requests for assistance from the Police and Fire Departments; and/or calls to contractors.

In the following pages there is an outline of how the city’s first responders, the personnel in Public Safety, will respond to emergency situations affecting the City. The outline does not detail all of the specific actions to be taken by Public Safety; these details are contained in the policies, procedures, and Standard Operating Procedures (SOP’s) maintained by Police and Fire.

While use of the Incident Command System (ICS) and Standardized Emergency Management System (SEMS) is new to the city, it has been successfully used by federal, state, county, local, and private organizations for over 20 years. These emergency management mechanisms are considered “best practices” in the field of emergency management.

City of Guadalupe
Emergency Response & Procedures Manual
________________________________________________________________________ Emergency R & P Manual 13 June 2016
Guadalupe Department of Public Safety
The Guadalupe Department of Public Safety respond to emergency incidents affecting the city. Public Safety is the communications point for law enforcement and the fire department. These personnel have both a strategic understanding of city operations and a tactical knowledge of important information such as access control and how to work with external public first responders.

Initial Response to an Emergency Situation

1. A police officer either observes an emergency situation or is dispatched to the emergency situation by the Police dispatcher.

2. The dispatcher notifies the Supervisor of the situation at the time of dispatch, or upon learning of the situation from the officer who has observed the situation. The Supervisor has discretion as to whether they respond to the situation.

3. Upon arrival, the officer assesses the situation and may provide additional information to the dispatcher or request additional resources. These resources may include police and/or fire department resources.

4. If the officer and/or Supervisor are able to manage the situation with available resources, they will conclude their response and document the incident according to police policy, making any required notifications.

5. The Supervisor may request other city resources (such as Facilities Management personnel and/or equipment) to assist in managing the emergency situation. Depending upon the Facilities Management staffing level at the time of the request, Facilities Management personnel or contractors may be called in to manage an urgent situation. The Supervisor will consult with police and other city managers if there is a likelihood of injury, death, or property damage/loss.

Level of Emergency Determines Response
The city’s partial or total response to an emergency situation will be dictated by the type and magnitude of the emergency. Generally, response to a major emergency will progress from local, to regional, to state, to federal involvement.

For planning purposes, the city has established three levels of response to emergencies, which are based on the severity of the situation and the availability of city resources:

City of Guadalupe
Emergency Response & Procedures Manual
________________________________________________________________________ Emergency R & P Manual 14 June 2016
• Level 1
A minor to moderate incident wherein city resources are adequate and available.
• Level 2
A moderate to severe emergency wherein city resources may not be adequate and mutual aid may be required on a larger basis. An EMERGENCY will be proclaimed and a STATE OF EMERGENCY
might be proclaimed.
• Level 3
A major disaster wherein resources in or near the impacted area are overwhelmed and extensive city, county, state and/or federal resources are required. The Mayor will proclaim a STATE OF EMERGENCY.

The Plan provides for a full emergency response by the city for an incident. However, only those sections of the response organization that are required to address the situation at the time are activated. For example, a Level One disaster occurring at the city would require minimal activation of the plan, where more serious situations would require increased activation.

Emergency Communications
The Supervisor is responsible for assuring that all important life-or property-saving information is communicated to the necessary parties as soon as possible. These communications might include use of the mass communication system to broadcast a message to one or more groups; use of a fixed or mobile public address system to evacuate a building or area; an e-mail message to predetermined recipients. Public Safety retains responsibility for disseminating critical lifesaving and property conservation communications throughout the duration of the incident.

Communications of a less urgent nature are initially the responsibility of Public Safety until Public Information/Governmental Relations assumes responsibility for this task.

Response Escalation
Based upon the nature and urgency of the emergency situation, the Supervisor (in consultation with the Public Safety Chain of Command) may need to call in and/or coordinate additional officers.

In order to effectively oversee the larger emergency response, an “Incident Command” should be established. An Incident Command is an ad-hoc organization of existing resources formed to manage an incident using the principles of the Incident Command System (ICS).

It is recommended that the Supervisor establish an “Incident Command” when one or more of the following criteria are met in relation to an incident in the city:

City of Guadalupe
Emergency Response & Procedures Manual
________________________________________________________________________ Emergency R & P Manual 15 June 2016
 A serious crime has occurred and protection of persons, property, and/or the crime scene requires additional resources; or
 A situation exists that has potential for causing casualties or property damage.

Examples include suspicious mail or packages (that may contain an explosive or other harmful substance) or a hazardous materials spill, or bomb/terrorist threat; or  An incident involves injuries to three or more persons or any deaths; or  A structure fire or other incident causes significant damage to one or more city buildings, or a wild land fire threatens the city; or
 Any situation impairing the ability of the city to conduct normal operations.

Examples may include severe weather, extended computer network or power outage, civil unrest, etc; or
 An outside entity requests use of city facilities and personnel for a community disaster or other emergency incident.

Establishing an Incident Command
When there is a need to establish an Incident Command, there is a corresponding need to identify an Incident Commander, or IC. The IC, regardless of their normal role or rank as a city employee assumes temporary authority over the emergency response activities, with the accompanying responsibility. The authority assumed by the IC relates only to planning, directing, and overseeing the overall emergency response; it does not include the ability to hire or fire employees, for example. The IC retains this authority until the authority is transferred to another person (See “Transfer of Command” below) or the Incident Command is terminated when the emergency situation is resolved. Generally, the initial Incident Commander is the person that establishes the Incident Command.

Incident Name: Under the principles of SEMS, an Incident Command is usually named for a geographic point or area adjacent to the location of the incident; for example, an incident involving the Senior Center might be named “Senior Center Command.” It is important that the name be relatively specific so as not to cause confusion.

In the event of a catastrophic incident such as an earthquake, a more generic “City Command” can be established initially to coordinate the assessment of city damage and casualties; once a better picture of the situation becomes clear, the IC has the option of changing the name of the incident to better identify the most severe problems. In this scenario, when the IC learns that the most severe damage and rescue efforts are concentrated at the Senior Center, “City Command” might become “Senior Center Command” at the discretion of the IC.

City of Guadalupe
Emergency Response & Procedures Manual
________________________________________________________________________ Emergency R & P Manual 16 June 2016
Declaration of an Incident Command: Establishing the Incident Command requires a declaration by the person who is assuming charge, identifying the name of the incident and the location of the Incident Command Post:
“51S1 to Santa Maria Dispatch, I am establishing Senior Center Command in the north end of Senior Center Parking Lot.”
In this case, the Public Safety Supervisor (51S1) has notified the Public Safety dispatcher that an Incident Command has been established for the Senior Center incident in Senior Center Lot. The location of the Incident Command Post is important, as this is the place where resources (staff and supplies) will report for assignment.

The declaration of an Incident Command triggers several procedures and notifications; these notifications are based on specific situations and are detailed in Public Safety Communications procedures.

Incident Command Post: The IC must choose a location for the Incident Command Post (ICP) that is far enough away from incident-related hazards, but close enough to be able to monitor the emergency response. It is very disruptive to have to move an ICP once one is established, so the IC needs to choose his ICP carefully.

Drawing upon the above example, the ICP for the Senior Center Command should be far enough away from the building to avoid falling debris in the event of an aftershock; the general principle is to be at least as far away from the building as the height of the building. 51S1 would need to locate his ICP at least 40-50 feet from the building. Other considerations include traffic flow, proximity of supporting infrastructure (electricity, restrooms, etc).

Initial ICP’s are often patrol vehicle-based because the vehicle offers shelter from the weather or privacy for phone conversations if needed, lighting, power, and whatever supplies are carried within. As soon as is reasonably possible, the ICP should transition to a portable shelter, tent, or other non-emergency vehicle to free the Public Safety vehicle for other assignments. If a suitable space inside a safe structure is available, it may be used.

Incident Command Initial Activities: Once the Incident Command is established, the IC should begin to assess and document their available resources, immediate needs, and form a short-term action plan with specific objectives. The IC needs to resist the temptation to become overly involved with specific actions at the scene; their role in directing the overall response is much more important, and will have much more impact, than direct supervision allows.

Each Public Safety vehicle may contain an Incident Command kit, with checklists and forms to help the IC organize the initial response.

City of Guadalupe
Emergency Response & Procedures Manual
________________________________________________________________________ Emergency R & P Manual 17 June 2016
 ICS-201, Incident Briefing: The initial IC uses this form to document information at the beginning of the incident, such as the incident name, initial organization of resources, and a summary of what actions have been taken. Early completion of this form allows a smooth transition of command (if applicable) or documents the entire response if the situation is resolved by the initial incident resources. Many incidents are resolved within the first operational period by the initial responding resources, and in this case the ICS-201 will be the full extent of incident command and control documentation.
 ICS-202, Incident Objectives: If an Incident Action Plan (IAP) is needed based upon the complexity or duration of the incident, the IAP objectives are listed on the ICS-202.
 ICS-203, Organizational Assignment List: This is usually the second page of the IAP; the ICS-203 lists the management and supervisory staff working during the operational period covered by the IAP.

Incident Action Plan
SEMS specifies the use of the Incident Action Plan (IAP) to establish measurable objectives; document resources assigned to the incident; and provide a unified plan for all employees to follow. The initial IAP may be very brief, with objectives focused on life safety and property conservation; The Incident Commander is responsible for writing the initial IAP using the appropriate forms listed above.

A new IAP is needed for each shift, or operational period. The operational period may vary, with most being either 8 or 12 hours.

If a Planning Section is staffed in the EOC, they will have primary responsibility for authoring the IAP for the following operational period, to be approved by the Incident Commander. If a Planning Section is not staffed, the IC is responsible for the required IAP. At each change of shift denoting a new Operational Period, the IC is responsible for distributing the new IAP and conducting the initial briefing.

Unified Command
Unified Command can be used when a public agency such as the Fire Department is called to an emergency in the city with police1
. While one person remains Incident
Commander, they act in partnership with a manager or administrator from the other agency to assure that resources are applied toward all operational objectives. 1 Unified Command is most useful in extended incidents (2+ days), or where the impact of the incident is widespread or significant (i.e., a large number of casualties). When a Unified IC is established, a corresponding Unified Information Center (JIC) should be arranged to assure consistent public information is disseminated. See Annex 2, Communications.

City of Guadalupe
Emergency Response & Procedures Manual
________________________________________________________________________ Emergency R & P Manual 18 June 2016
In general, the Fire Department will establish their own Incident Command if one has not been established; it is important that the City Incident Commander contact the firstresponding Fire Department Company Officer (Engineer, Lieutenant, or Captain) or Battalion Chief if one is dispatched. Joining in an Incident Command with public first responders help assure that city objectives are considered in managing the incident.

Span of Control
If additional resources must be added to the initial response, the command structure must evolve to adequately manage them. The ICS principle of “Span of Control” establishes a general worker-to-supervisor ratio that is most effective; a manageable ratio is between 3 to 7 workers per supervisor. If this ratio is exceeded, an additional supervisor must be designated to maintain an effective ratio. See Appendix F, Beyond the Initial Response:

Building the Incident Command Organization.

Transfer of Command
Whenever the Incident Commander is relieved via a shift change or other re-assignment, a formal transfer of command should be done to avoid confusion and to clearly transfer authority and responsibility between the parties. The conversation between IC’s might be:

Existing IC: “I am transferring command of the Senior Center incident to you at 6:00 PM.”
Relieving IC: “I am assuming command of the Senior Center incident effective 6:00 PM.”
This command transfer shall be recorded in the Public Safety incident or dispatch log.

Demobilization
When resources are released from working on an incident, they are termed “Demobilized” under the ICS. There reaches a point in every incident where the remaining tasks to be done, or objectives to reach are exceeded by available resources.

The incident organization will reach a similar point where it is clear that some “shrinkage” is appropriate; Units can be consolidated into Groups, Divisions can be combined, and eventually whole Sections can be dismissed, their areas of responsibility assumed by the Incident Commander until full demobilization is accomplished.

Termination of the Incident Command
Just as the establishment of the Incident Command requires an affirmative action, the termination of the Command requires formal acknowledgement:
“51S1 to dispatch”, Senior Center Command is terminated.” City of Guadalupe
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Here the Supervisor has terminated the Incident Command, and there is no longer an Incident Commander or incident organization. Observance of these formal declarations establishing and terminating commands is very important.

Documentation
The establishment of an Incident Command and associated activities must be documented after the fact; it is up to the discretion of the Chief of Police to determine the form of documentation. If funds were expended in the course of the emergency incident, documentation of the expenditures must be kept in the event that a reimbursement source is available.

After-Action Report
As soon as after the Incident Command has been terminated, a “debriefing” meeting should be arranged by the Chief of Police for EOC and/or IC personnel. The purpose of the confidential debriefing is to gather input from participants in the emergency response on what was done right, what went wrong, and suggestions for future improvement. This meeting serves a dual purpose of gathering additional information for the after-action report and helping participants to emotionally return back to normal operations. The information from the debriefing should be documented in writing, without the name of the persons who gave the information.

A formal After-Action Report should be completed, using documentation from the incident and any input gleaned from the debriefing process. The purpose of the AfterAction report is to help improve emergency response and incident management processes, and to recommend processes and/or equipment that would assist in the management of similar incidents in the future.

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Emergency Operations Center
Establishment of an Incident Command drives the opening of the City Emergency Operations Center (EOC)2. If the incident is of such complexity that it will require coordination among various departments, or the incident is predicted to require more than 24 hours to resolve, the Incident Commander or Chief of Police will designate an initial EOC Manager to begin the EOC activation process. The EOC Manager’s primary function is the technical and logistical support of the EOC so that the management functions can be performed within. (The EOC Manager should be a SEMS/ICS/NIMS trained city employee.)
The EOC can also be activated in anticipation of a possible emergency incident, or in preparation for a planned complex event (such as parade, festival, or a major athletic event). A warning of expected severe weather or an earthquake or tsunami warning may lead to a precautionary, limited opening of the EOC. In the case of such activation, Public Safety will contact key departments to request needed staffing.

The primary location of the EOC should be pre-designated with additional office and spaces nearby for expansion; in the event that the primary location is unavailable, one of the pre-designated backups EOC locations will be used.

The EOC coordinates the efforts of all city departments working to resolve the emergency situation. Using the organizational structure defined in SEMS, tasks and responsibilities are divided among the five major organizations units: Command, Operations, Logistics, Planning, and Finance/Administration. The EOC has positions associated with each of these units;
Based upon the objectives set in the Incident Action Plan (IAP), the EOC:
 Resolves resource conflicts: For example, if one truck is available but there are three requests for using it, the EOC Logistics Section Coordinator (or EOC Director, if the Logistics Section is not staffed) would prioritize the assignment of the truck based upon urgency and relation to IAP objectives.
 Collects and distributes information: The Planning Section of the EOC collects information on all aspects of the emergency incident, and helps the IC forecast future resource needs and form the objectives for the IAP.  Coordinates the emergency response activities: In most cases, initial response activities will focus on saving lives and conserving property; as a result, the Operations function of the EOC will likely be staffed by a Public Safety Supervisor at first. As the lifesaving activities transition into more recovery-focused activities, 2 Under the SEMS guidelines, an EOC is “a location from which centralized emergency management can be performed.” The EOC supports the field-level emergency response and recovery.

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Operations may be coordinated by staff from Facilities Management or other department depending upon the nature of the incident.
 Tracks costs and personnel issues: Expenditures, whether through personnel time or cash purchases are tracked for possible reimbursement from insurance, litigation, or county/state/federal disaster assistance. The Finance/Administration Section of the EOC maintains important documentation and keeps the IC, ERO, and PMT informed as to approximate ongoing costs of the response and recovery activities.

Staffing
Keeping in mind that the EOC’s main purpose is emergency management, it is important that persons who staff the EOC have significant experience in their areas of expertise, as well as intimate knowledge of city operations. In recognition of this issue, Administrators and Senior Managers are advised to make staff assignments to the EOC (and the field) with persons who can most effectively carry out their department’s functions.

Additionally, significant emergency incidents often require the EOC to be staffed 24 hours a day, making ongoing staffing a challenge.

The EOC uses SEMS guidance for organizational structure and uses the 5 “essential management” functional areas: Command (or Management), Operations, Planning, Logistics, and Administration/Finance. Staffing of one or more of these areas is at the discretion of the EOC Director.

SEMS guidance recommends that person in charge of the Command function in the EOC be designated the EOC Director, who has “overall responsibility for accomplishing the mission.” “The EOC Director may seek policy guidance on specific issues during the response. However, the EOC Director must clearly have the authority to manage the emergency response.”3 In most cases, the default choice for EOC Director for a city incident will be the Chief of Police or their designee. 3 SEMS Approved Course of Instruction, EOC Course, CA Governor’s Office of Emergency Services, 2001
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Note: It is important to clarify the roles of the Incident Commander, who supervises the field-level response, and the EOC Director, who manages the overall efforts of response and recovery and supports the efforts of the Incident Commander.

Consistent with the SEMS organizational structure, the EOC Director is supported by three “Command Staff” positions:
 The Liaison Officer acts as a communications link between the EOC and other entities, such as the City’s Policy Management Team.
 The Public Information Officer (PIO) provides media relations, public information, and related expertise to the EOC.
 The Safety Officer provides guidance to the EOC Director and Coordinators on safe work practices for the overall response and recovery effort.

General Staff
The persons in charge of the other functional areas are called Coordinators, i.e., EOC Operations Section Coordinator, EOC Logistics Section Coordinator, etc.4 In SEMS terminology they are known as the General Staff.

Staffing of the four General Staff positions in the EOC should be as follows:
 Operations Section Coordinator: This position should be staffed by a Manager or Supervisor with significant public safety, law enforcement, or facilities management experience depending upon the nature of the incident. This Coordinator will be the primary communications link to the Incident Commander in the field.  Planning Section Coordinator: This Coordinator supports the overall response and recovery efforts through gathering information about the city incident and any related community incidents (i.e., earthquake), supports writing and periodic revisions of the Incident Action Plan, and forecasts needs for personnel, equipment, and supplies based on IAP objectives. Managers with planning expertise should head this Section.
4 At the field level, the managers of Sections are called “Chiefs,” and are the counterparts of the EOC Coordinator of their Section. For example, the Operations Section Coordinator in the EOC supports the Operations Section Chief at the field level. If a particular Section is not staffed either in the EOC or in the field-level organization, the EOC Director or the Incident Commander would serve as the point of contact.

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 Logistics Section Coordinator: This Coordinator supports the response and recovery by providing the materials, equipment, and supplies to support IAP objectives. Managers from Facilities Management would be a logical choice to oversee this Section.
 Finance/Administration Section Coordinator: This functional area oversees and tracks expenditures made in relation to the emergency incident in terms of personnel hours, and equipment and supplies purchased or rented. In addition, this unit oversees any claims for employee injuries and works with the Workers Compensation carrier.

Based upon the above discussion, a basic SEMS organizational chart might look like this:

EOC Director
Administration/
Finance Operations Planning Logistics
Liaison Officer
Public
Information
Safety Officer
Crisis Management Team
(Cabinet)
Incident
Commander
Incident Command
Post
This chart demonstrates the relationship between:
 The field level Incident Commander who is directly overseeing emergency work;  The EOC Director, who manages and supports the Incident Commander, as well as supervises the EOC functions that support the overall effort; and  The Mayor, City Council Members, and Senior Administration who provide strategic guidance and resolve policy-level issues affecting the management of the emergency incident.

Next section will explain the integration of individual city departments into the basic SEMS management structure outlined above.

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City Departments and SEMS functional subdivisions
Because the SEMS functional areas do not correspond to our city departments, there will be some city departments whose responsibilities lie in two or more of the functional areas. For instance, while a great deal of work done through the Operations Section is completed by staff members of Facilities Management, they also have a key role in Logistics. While this may seem to be an unnecessary complication, public agencies also experience similar issues, where a county Public Works department is put in a similar situation. However, over 20 years of use of SEMS by public and private entities has demonstrated the value of its organizational approach.

Using SEMS principles, the following table describes how City Departments might fit into a fully staffed SEMS structure; note that not every incident will require a full staffing of a SEMS/ICS organizational structure. The staffing is based upon the characteristics, complexity, and extent of the emergency incident and is largely based on the discretion of the Incident Commander. Departments are depicted below having a “Functional Area 1,” or primary SEMS functional area affiliation, and a “Functional Area 2,” secondary SEMS functional area affiliation; note that some have only a primary affiliation due to the nature of their work. Unnecessarily staffing areas that are not important to the management of the incident introduces unneeded complexity to the organization.

Department/Unit Work function(s) Functional Area 1 Functional Area 2 Police Law Enforcement Operations Planning
Facilities Management Building Operations and Utilities Logistics Operations Human Resources Personnel Management Finance/Administration Logistics Financial Services Financial Administration Finance/Administration Logistics Park and Recreation Recreation Facilities Logistics Operations Other Governmental
Relations
External Communications Support Logistics Planning
Fire Medical Care Operations Planning
Public Works / Environmental
Health/Safety
HAZMAT, Safety Management Operations Command
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City Organizational Units and SEMS Functional Areas
Departments or functional units not noted above will be assigned to the appropriate SEMS functional area as determined by the nature of the incident and the discretion of the EOC Director or Incident Commander.

While the majority of relationships are direct supervision, there is communication between the Incident Commander and the EOC Operations Section Coordinator in most incidents; while the Incident Commander is supervised by the EOC Director, it is the Operations Section Coordinator in the EOC who supports and obtains resources for the IC. Similarly, in the event of an earthquake there will be close communications between staff assigned to safety inspections and the Search and Rescue Team.

The flexibility and scalability of SEMS and the Incident Command System allow managers to customize the Emergency Response Organization to the situation.

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Emergency Operations Center - Activation
EOC Activation
The checklists and documents needed to activate the EOC are located in the Public Safety Office or in the EOC Office. The Incident Commander will specify the location of the EOC for the incident. The IC will determine the staffing level of the EOC based upon the complexity of the incident.

1. The EOC Manager will follow the EOC Activation checklist. Notification to the City Administrator must be attempted at this time if it has not been completed; periodic additional attempts should be made until contact is successful.

2. In consultation with the Incident Commander, the EOC Manager will arrange staffing for the necessary positions of the EOC.

3. The EOC Manager will determine if any departments’ Departmental Operations Centers (DOC’s) are operational and will establish communications with any that have been activated.

4. The EOC Manager, or Planning Section (if activated) will create an “Incident Command Status Board” with pertinent incident information; this board will be updated as new information develops.

5. The EOC Manager will develop written objectives for EOC operations (EOC Action Plan), in support of the Incident Management objectives in the IAP. If it appears that the incident will last for more than 24 hours, the EOC Manager will develop a proposed staffing schedule and resource request for the Incident Commander’s review. The resource request should address needs for sleeping space, food and drinks, hygiene needs, and any other predictable need.

6. Employees arriving to staff the EOC will check in with the EOC Manager or Logistics Section for their assignments and additional information.

7. Representatives from outside agencies, such as the Fire or Police Departments, utilities, etc. should be accommodated in the EOC to the extent possible to facilitate coordination.

8. The EOC Manager will establish a planning and meeting schedule for the EOC staff; recommendations for planning and writing the IAP are included in the EOC Manager File box.

9. Shift changes should include a minimum 15-minute overlap to facilitate briefing of incoming staff by outgoing staff.

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10. The Incident Commander and EOC Manager will determine when positions can be de-activated based upon the incident status.

11. The EOC Manager(s) will be responsible for completing the EOC after-action report.

EOC After-Action Reports

1. Requirements and Regulations:

The completion of an After-Action Report is part of the required SEMS reporting process. The Emergency Services Act, Section 8607 (f) mandates that the Office of Emergency Services (OES) in cooperation with involved state and local agencies complete an After-Action Report within 120 days after each declared disaster. Section 2450 (a) of the SEMS Regulations states that, "Any city, city and county, or county declaring a local emergency for which the governor proclaims a state of emergency, and any state agency responding to that emergency shall complete and transmit an after-action report to OES within ninety (90) days of the close of the incident period as specified in the California Code of Regulations, section 2900(j)." Additionally, the City will utilize the After-Action format for documenting training drills and exercises.

2. Functions of After-Action Reports:

An After-Action Report serves the following important functions:
- Source for documentation of response or drill activities. - Identification of problems/successes during emergency or training operations.
- Analysis of the effectiveness of SEMS/ICS components. - Describes and defines a plan of action for implementing improvements.

3. Responsibility for After-Action Reports;
The city official in command (or designee) of the emergency or exercise will be responsible for completing the After-Action Report. Other members of the SEMS/ICS organization may also be required to complete reports respective to their assignment. The city official will distribute the report as needed.

4. Contents of After-Action Reports
A. AFTER-ACTION REPORT OUTLINE
i. Introduction and Background
ii. Type/location of Event / Drill / Exercise
iii. Description of Event / Drill / Exercise
iv. Chronological Summary of Event / Drill / Exercise
v. Response at SEMS Levels (as appropriate):

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Include a summary, conclusions, the field response, and other local, operational area, regional, state, or federal response. vi. Interacting Systems, Agencies, and Programs:

Include mutual aid systems (law enforcement, fire/rescue, medical, etc.); cooperating entities (utilities, American Red Cross, university departments, etc.); telecommunications and media interactions.
vii. Improvements, Conclusions, Recommendations:

As applicable, include a description of actions taken,
assignments, associated costs or budget, timetable for
completion or correction, and follow-up responsibility. viii. Training Needs
ix. Recovery Activities (as applicable)
x. References: Maps, charts, training materials, etc.

B. AFTER- ACTION REPORT SUPPORTING DOCUMENTS
Many types of documentation might be included. Some
recommended types include the following:
- Action plans written during operational activities or training exercises.
- SEMS/ICS/EOC forms
- Unit activity logs and journals
- Written messages
- Function and position checklists
- Public information and media reports
- FEMA-developed forms
- Other forms or documents used during an emergency or
training exercise.

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OES/FEMA DOCUMENTATION
A. INTRODUCTION
This information has been prepared based on the latest publication from FEMA and OES.

Applications for FEMA are processed through the state and the rules and requirements are basically the same for both agencies. The information presented here is current as of this writing. City of Guadalupe will need to request a "FEMA packet" after any federally declared disaster and follow the latest instructions. The following information is based upon the Northridge Earthquake Disaster Recovery Process.

B. INITIAL INFORMATION AND SOURCE DOCUMENTS
Obtain copies of the following University records to serve as source documents for OES/FEMA reimbursement requests.

1. Guadalupe Personnel
Timesheet or other labor document for each employee. The document must include:
~ Name
~ Social Security Number
~ Guadalupe Employee Number
~ Disaster Assignment and Summary of Duties Performed
~ Hours Worked: Regular Hours, Overtime Hours
~ Normal Work Assignment and Shift Hours

2. City Equipment and Supplies
Daily Log or other Guadalupe work document for each employee. The document must include:
~ Description of Equipment/Supplies:
~ Type, Make, Model, Size, Number
~ Unit # or Asset #
~ Disaster Assignment (Location Used)
~ Operator or Staff Assigned
~ Additional Costs (Fuel, etc.)

3. Public Agencies - Personnel and Equipment
This is for public agencies that worked in the Guadalupe response. This includes all mutual assistance personnel. The information does not need to be actual time sheets but should be an official letter from the agency with the following information (including citations of the source documents, e.g., timesheets).

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~ Agency
~ Contact, Name, Address, Telephone, Fax Number, Disaster Assignment ~ Date and Time

4. Contracted and Vended Services
Source documents for these services include contracts and invoices. If the contracts exceed $25,000, provide background documentation on bids and the City of Guadalupe approval process, if available. Request all invoices to be presented with cost itemization for equipment, supplies, and employee hourly rates. Documentation should include:
~ Contractor/Vendor
~ Contact, Name, Address, Telephone, Fax Number
~ Disaster Assignment
~ Date and Time
~ Total Amount of Services
~ Amount Required for Assignment (if Less than Total Amount of Contract)

5. Purchases
Source documents include purchase order requests and invoices for equipment and supplies purchased during the disaster response and recovery and include the following:
~ Company/Vendor
~ Item
~ Number of items
~ What Used For
~ Price per Item
~ Total Amount of Purchase
~ Guadalupe Purchase Number or other Control Number
C. FEMA PUBLIC DISASTER ASSISTANCE BRIEFING
FEMA will hold a public briefing to present the information for the FEMA Public Assistance application process. City of Guadalupe should send a representative to this meeting to listen to the information presented and obtain the application packet from FEMA. The city may submit the Notice of Interest form to FEMA at this briefing. The FEMA Declaration number will be provided at the briefing. This number will be needed for all documents and correspondence related to the application.

D. NOTICE OF INTEREST (NOI) FORM
The form is the first step in the application process. This form can be submitted by filling in (printing or typing) the names and telephone numbers of the contact person(s) for Guadalupe. This should be one or more persons who will be able to provide information to FEMA and can arrange for the FEMA field inspection teams.

The form can be submitted in person at the FEMA Briefing (mentioned above) or mailed or faxed to the Disaster Field Office (the location of this office will be announced at the City of Guadalupe
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briefing). Check the appropriate categories of damage on the NOI form. Be sure to keep a copy of the form on file.

E. EXHIBIT "B" FORM
The next submission is Exhibit "B." Follow the headings and provide brief descriptions of major areas of damage and scope of work for the repairs. The categories correspond with the sections checked on the NOI form. This form should be faxed, and a follow-up copy mailed, to the Disaster Field Office.

F. DESIGNATION OF APPLICANT'S AGENT RESOLUTION
The Designation of Applicant's Agent Resolution must be passed as an official action of the Guadalupe City Council and forwarded to the Disaster Field Office. The designee must have the authority to sign for the city and receive checks from FEMA. This person now signs all future correspondence with FEMA. For Guadalupe, it is suggested that the designated agent be the Finance Officer. Have at least two official documents prepared by the City Council (one is retained as a back-up). Attach a copy of the City Council agenda or other documents verifying the action. Send one original with the attachment to the Disaster Field Officer under a cover letter. Keep the other copy on file.

G. PROJECT APPLICATION FOR FEDERAL ASSISTANCE
Prepare a Project Application for Federal Assistance and have it signed by the official designee. Send this document to the Disaster Field Office either with the Designation of Applicant's Agent Resolution or as a separate item. If sent separately, prepare a cover letter. Keep a copy on file.

H. VENDOR DATA RECORD (STD 204)
Submit this form to the Disaster Field Office with the forms above or under separate cover. This form is required by the state and, though it does not apply to FEMA, the state will want to see it as part their administrative process. Keep a copy on file.

I. FIELD INSPECTION
The above listed items should complete the pre-inspection submittals. Within two weeks after submitting the Notice of Interest and the Exhibit "B," FEMA will contact the person named on the NOI form to set up an appointment for a field inspection. If, after submitting the Exhibit "B," FEMA has not contacted the City of Guadalupe to arrange a field inspection, the city should contact the Disaster Field Office and try to arrange for a field inspection. If all of the work has been completed at the time of the inspection, Guadalupe can complete the documentation for the request and submit it to the inspectors.

If the work is not completed, the City of Guadalupe should be prepared to submit estimates for the work to be completed and for other reimbursable costs to the inspectors.

If this is not available at the time of inspection, the city should follow-up the inspection City of Guadalupe
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with a letter explaining that the estimates are not available and will be sent to the Disaster Field Office as soon as possible.

Initial estimates may be provided to the inspection team. Estimates are needed for FEMA to issue a Damage Survey Report (DSR). Consultant services may be needed to calculate reasonable estimates. These services may also be reimbursable, once the DSR is issued.

J. DAMAGE SURVEY REPORT
After FEMA receives estimates from Guadalupe and the report from the field inspectors, FEMA issues a Damage Survey Report (DSR) and assigns a DSR number to each site.

The site may be one location or may be the entire city.

Once the city has the DSR, if it is not already done, the rest of the documentation will need to be completed.

Three document files should always be completed for each DSR. Two should be submitted to FEMA and one kept as a duplicate. Each file should contain copies of the Notice of Interest, Exhibit "B,” Designation of Applicant's Agent Resolution and Project Application for Federal Assistance forms. FEMA will process each DSR separately and will require copies of these forms for each DSR.

K. FILE DOCUMENTATION
If not already completed before the field inspection, essentially, two sets of documents must be prepared: (1) estimates, and (2) actual invoices. FEMA approves payments based on the estimates, which are the amounts recorded on the DSR. If actual costs increase, the city will be required to provide written explanations and substantial documentation for the increases. If the actual costs are less, FEMA will pay the lesser amount of actual costs Even though FEMA may not ask for the actual contract documents and other materials that are indicated here, it is best to submit them anyway. Each submittal of source documents provides detailed verification of costs and process, which streamlines the approval and payment process. Further, it reduces the need for a detailed file audit after the project is completed.

If completing the Labor Record, Force Account Equipment Record, Rented Equipment Record and Materials Record, please refer to the instructions from the State Auditor to see exactly how calculations for labor and benefits are to be done.

If presenting force account costs becomes too cumbersome a task, City of Guadalupe may want to make a business decision to only submit costs for contracted and vended services. This will significantly reduce the effort required for assembling the documentation, which may be cost effective when compared with the value of labor, benefits and materials of college staff and equipment.

In completing the forms, either attach copies of source documents such as time sheet and work logs or refer to the City of Guadalupe file name and/or number where the documents can be reviewed.

For contracted services, attach all relevant source documents or as above, refer to the file name and/or number where the documents can be reviewed. Include photographs of City of Guadalupe
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damage and work. Include descriptions of work with the photographs. (FEMA may ask for copies of photographs or permission to reproduce photographs for disaster related publications. Be prepared to provide extra prints or video to FEMA.) L. PROGRAM PROCESS
The length of time for FEMA processing and payment of requests is dependent on the City of Guadalupe construction recovery period. If outside services are used and reconstruction is completed within a few months of the disaster, the entire process may take ten to twelve months from the first field inspection to the final inspection and payment. The file should be continually updated with all transmitted letters and documents during this time.

There are a few items regarding the FEMA process that should be noted:

1. Administrative Costs
FEMA allows a percentage, (usually 3%) of the total estimate of the DSR for administrative costs. State costs will be subtracted from this allowance. The remainder is provided to the recipient to cover administrative costs. This is a percentage factor of the total DSR and is in addition to the documented costs.

2. Eligible Costs
Not all costs incurred in the disaster and recovery operations are eligible. Generally, the following costs are not covered in the FEMA Public Disaster Assistance Program:
~ EOC Staff
~ EOC Support
~Care & Shelter Operations
~ Medical Operations
~ Public Information Officer Operations
~ Off-Site Recovery Operations
~ Mutual Assistance for Any of the Above
However, exceptions are made after every disaster regarding strict eligibility. If there are any questions about these operations, check with the Disaster Field Office before the DSR is issued.

3. FEMA Reimbursement
The FEMA Public Disaster Assistance Program does not cover 100% of the eligible costs. The program provides for FEMA to reimburse 75% and the state to reimburse 75% of the remaining 25% of the project. City of Guadalupe is a Public Non-Profit (PNP) applicant and may qualify for state funding. Therefore, reimbursement is not limited to 75% of the eligible approved amount. However, OES processes the applications and requires that PNPs conform with state requirements. Additionally, verification of costs and supporting documentation must be provided for the full 100% of the project.

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Further, this amount is subject to change after each disaster and for individual applications. An example of FEMA reimbursement based on a project total of $100,000 is as follows:

Total Eligible Damages: $100,000
FEMA Approved Amount $100,000
FEMA Program Reimbursement Amount $75,000
State Program Reimbursement Amount $18,750
Grantee Administrative Amount (State) $1,725
Sub-Grantee Administrative Amount $2,245
Total Reimbursement $ 87,720
Less State Admin. $1,725
Total estimate reimbursement $85,995
(The example is based on $100,000 eligible approved amount.

Deduct the state program amount for strict PNP eligibility.

4. Payments
Payments to City of Guadalupe are sent by the State Controller's Office, generally within six to eight weeks of signed approval from FEMA. Time extensions and reimbursement for expenses incurred that exceed initial estimates can be requested, via supplemental letters and supporting documentation, throughout the application process. Examples of letters are included in the packet of information from FEMA.

5. Documentation Audits
Copies of all source documents should be kept on file for at least five years from the final inspection. Generally, FEMA audits are conducted within one year of completion of the project; however, some have occurred at later times. FEMA audits require the inspection of representative source documents and may include time sheets, invoices, payment bond receipts, work orders, change order letters,
Board agendas and other information supporting expenses and proper procedures. This is not done for every project, but City of Guadalupe should be prepared. If FEMA auditors are not satisfied with the files, City of Guadalupe may be required to return funds to FEMA.

M. HAZARD MITIGATION
This application process does not address the FEMA Hazard Mitigation Program that is implemented for each affected area after a disaster. Funding for the Hazard Mitigation Program is part of the congressional approval of the FEMA Public Disaster Assistance Program. The program application (and funding approval) for applicant's projects is a separate process.

The application package will be available from the Disaster Field Office after the disaster. These projects are not for damage repairs. Funding is provided for permanent City of Guadalupe
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hazard mitigation, which includes emergency equipment procurement, emergency power and back-up power systems, and structural retrofit.

Information on this program will be available from the Disaster Field Office, generally within two months after the disaster.

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Appendix A
Severe Earthquake
Introduction
Public agencies recommend that persons who live and work in “earthquake country” be prepared to take care of their own needs for several days after an earthquake, because police and fire departments are temporarily overwhelmed by the widespread nature of a devastating earthquake. As a result, the City has to be prepared to take care of ourselves until outside help arrives.

The shaking and ground movement caused by an earthquake can cause building damage, disrupt power, gas, and communications lines, and result in injuries and death. Damage can result in immediate or delayed building collapse, fire, and release of hazardous materials. As a result, it is important to make assessments of structural integrity and safety after the shaking stops.

In the case of a severe earthquake, City staff and trained pre-identified volunteers will help building occupants evacuate buildings; provide immediate first aid and call for medical assistance for injured persons; rescue persons who can be reached in damaged structures; conduct rapid damage assessments of structures critical for emergency response and recovery; and manage the overall response to the emergency situation.

Policy
As a matter of policy, City employees, residents, visitors, and contractors will be required to evacuate their buildings after an earthquake meeting the below criteria occurs. This procedure is necessary to allow trained personnel to inspect the buildings for structural damage. If damage is observed, building access may be limited or prohibited depending upon the extent of damage.

Criteria
An earthquake is considered “severe” in any of the following cases:
 The earthquake is above Magnitude 4.0, and the epicenter is located within 20 miles of City property;
 Shaking is of such intensity that people lose balance and fall;  Damage such as broken glass, visible cracks in walls, columns, roads, or sidewalks are observed;
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 Persons are injured as a result of the shaking; or
 The shaking results in fire, damage to utilities, or hazardous materials release.

Concept of Operations
Because a severe earthquake can cause massive damage and sever communications links in a short time, this procedure outlines actions that trained employees and volunteers are expected to perform automatically, without additional direction. These actions address immediate, lifesaving tasks that should not be delayed. If communications are intact, personnel can be re-directed after their initial response.

Designated personnel help building occupants evacuate their buildings when it is safe to do so, into the pre-designated assembly area.

Medically trained and Search and Rescue Team members assemble at pre-designated areas and setup a triage area and Casualty Collection Point (CCP). Injured persons from all over city are brought to the CCP, assessed, and treated or prepared for transport via ambulance. Ambulances are routed to pick up casualties and exit city. If ambulances are delayed, patients will be cared for as well as possible, and alternate transportation may be considered.

Public Safety secures the city and opens the Emergency Operations Center (EOC). After reporting to the EOC and given updates and assignments, Search and Rescue Teams respond to areas where persons may be trapped by debris and conducts searches of evacuated buildings.

Once the immediate threat to life and property is over, City Emergency Management personnel will respond to the damage caused by the earthquake in accordance with the emergency management process outlined in the ERP.

Procedure
Life Safety is always the primary concern. All initial effort should be focused on assuring that injured persons are located, rescued if they are entrapped, assessed, stabilized, and moved to a central location where licensed medical personnel can treat them and/or prepare them for transport to definitive medical care.

When a severe earthquake occurs, the following actions shall be carried out without delay:

1. The City Public Safety shall notify the City with a quick initial communication noting the occurrence of a severe earthquake.

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2. The Public Safety Supervisor, utilizing available personnel and resources, shall conduct a rapid assessment survey of the City, noting any obvious damage to structures and roadways and whether any structures have collapsed. The information obtained in the assessment survey will be communicated to dispatch.

3. The Public Safety Supervisor shall assure that the dispatcher follows the notification protocol in providing an initial assessment of any city damage or injuries.

4. City employees will assist their building occupants in exiting their buildings and guide them to the designated assembly areas.

5. All City medically trained personnel, any available Health Services staff, and Search and Rescue (SAR) Team members will respond to the pre-designated triage area to assist with the set up of the Casualty Collection Point (CCP).

Instructions on CCP and triage area setup are provided through training with the EOC and ICS.

6. Once the CCP is established, personnel will communicate with Public Safety via their two-way radio, identifying the CCP as “Medical Control”; if there are known casualties in any of the assembly zones, the Public Safety will advise Medical Control5 of their location and any known information on the patients’ condition(s). Medical Control will coordinate transportation of injured patients to the CCP. All medical information and inquiries will be handled through the EOC.

7. Medical Control will advise Public Safety or EOC when injured persons may be transported to the CCP. The EOC’s Logistics Section, Transportation Unit Leader will assist with vehicle-based transportation of injured persons to the CCP.

8. Once the CCP is established, Search and Rescue (SAR) Team members will secure their equipment and proceed to their assignments. 5 The senior medical provider at the CCP will normally assume command of the CCP and be known as “Medical Control.” It is recognized that available student and staff are expected to do their best to help the situation, no matter what their prior emergency management experience.

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Appendix B
Sudden Emergency, Not an Earthquake
Introduction
There may be emergency situations (other than an earthquake) that occur suddenly and have a severe impact: an explosion, wildfire, transportation accident, building collapse, or unexpectedly severe weather. The sudden and widespread nature of such an incident can temporarily overwhelm City emergency responders and cause widespread confusion.

While the emergency personnel respond to the immediate threats to life and property, other members of the City community need to assess their surrounding areas for injuries and property damage or hazards, and report through their normal organizational chain.

This is necessary to help assess what actions need to be taken, and to rapidly determine if there are persons who may be missing.

Policy
In the event of a sudden emergency (other than an earthquake) that has a severe impact on the City, City employees shall report, through any means possible and as soon as possible to their supervisor as to their personal status. If their supervisor cannot be located, they shall follow their organizational chain to a manager or administrator for their report. Managers and Administrators are responsible for reporting their employees’ status up to their supervisors, who will pass the information on to the Public Safety Department.

Procedure

1. Take any necessary lifesaving actions that can be safely accomplished, such as guiding persons out of obviously dangerous conditions.

2. Notify Public Safety of injuries or any known dangerous conditions (fire, smoke, building damage) in your area.

3. It is the personal responsibility of all City employees to report their personal status to their supervisor if possible or to a manager in their department if their supervisor is unavailable.

4. Departments should report through their internal chains of command to their supervisors. When reporting, departments should have the following information available:
a. Number and locations of injured and/or entrapped persons; City of Guadalupe
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b. Location of immediate hazards such as fire, exposed power lines, smoke, or leaking gas;
c. General description of damage observed; and
d. Approximate number of employees on city. (If employees decide to leave city, document that the employee was seen prior to their departure)

4. Monitor e-mail and the City web site (if possible) and phones for information messages.

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Appendix C
City Emergency Policy
Introduction
A variety of emergency situations can create hazardous conditions on City property requiring immediate actions to save lives and preserve property. Earthquakes, fires, explosions, hazardous materials releases, and violent criminal acts may require closure of the City properties, use of classrooms, conference rooms, or office space, suspension of city activities, or evacuation of building occupants. State and local governments have the ability to declare local states of emergency pursuant to the Emergency Services Act; this policy provides similar abilities to City emergency responders.

Policy
It is the policy of City of Guadalupe to empower designated staff members with the ability to declare a City Emergency in order to save lives and preserve property. The Declaration of a City Emergency gives the declarant the temporary authority to:

1. Close the city to vehicle and pedestrian traffic;

2. Direct building occupants to immediately evacuate a building;

3. Direct occupants to remain in a secured building for their safety;

4. Temporarily suspend City activities;

5. Assume control over office space, classrooms, athletic facilities, and/or conference rooms needed to help manage the emergency incident; or

6. Evacuate portions of or the entire City if needed.

Individuals authorized to declare a City Emergency include Chief of Police; City Administrator; or the Mayor.

The authorized person declaring a City Emergency is responsible for notifications to City Administration personnel according to current policy.

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Criteria
A City Emergency should be declared in situations where immediate action is needed to prevent loss of life, minimize injuries, and/or preserve property. One or more of the following criteria must be met prior to declaring a City Emergency:
 A serious crime is in progress or has recently occurred and protection of persons, property, and/or the crime scene requires additional resources; or  A situation exists with potential for causing casualties or property damage.

Examples include suspicious mail or packages (that may contain explosive or other harmful substances) or a hazardous materials release, or bomb/terrorist threat; or  An incident involves injuries to three or more persons or any deaths; or  A structure fire, aviation accident or other incident causes significant damage to one or more City buildings, or a wild land fire threatens the City; or  Any serious situation impairing the ability of the City to conduct normal operations and maintain a safe working environment. Examples may include severe weather, train derailment, or power outage, civil unrest, etc.

Administrative Review
The need to continue a state of City Emergency should be reviewed at a minimum of every 12 hours by the Chief of Police, City Administrator, and the Mayor and City Concil, or their designee. The City Emergency should be cancelled at the earliest practical time.

Authority
City employees and residents are expected to cooperate fully during a city emergency, and immediately comply with all directions.

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Appendix D
City Building Evacuation / Shelter in Place Policy
POLICY:

The City fire alarm and public announcement systems are a very important and effective means of alerting people to safely evacuate buildings during an emergency. After fire alarms and public announcement systems are activated, it is essential for all building occupants to evacuate and remain at a safe assembly point at least 50 feet from the building until a signal to re-enter has been given by the Public Safety personnel. The following procedures are to be followed any time a fire alarm or other means of official notice is given:

PROCEDURE:
• When a fire alarm sounds, proceed to the nearest exit marked by an exit sign.

The nearest exit may not be the way you entered the building. • If exits / stairwells are not clear or safe, go to the next closed exit / stairway.

Stairwells are an important means of exiting multi-story buildings. Therefore, fire doors should be kept closed.
• The elevators should not be used. Many elevators are programmed to shut down during a fire alarm.
• Doors and, if possible, windows should be closed and lights turned off as the last person leaves a room or area.
• When a fire alarm sounds, evacuate the building quickly, but do not run or panic. • People who walk slowly or need assistance should walk to the right side of stairwells to prevent impeding other people from exiting a building. • Leave the nearby vicinity of the building and gather at designated assembly areas at least 50 feet away, so Emergency Personnel have clear access to the building. • Proceed to designated assembly areas for your building. The designated areas should be communicated by staff member, and emergency personnel. Try to account for the people in your work areas to ensure all occupants have left the building.
• Never re-enter a building without instructions from Public Safety.

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RESIDENTS:

In the event of a fire alarm or public announcement, all residents must immediately evacuate the building and gather at least 50 feet from the building in the designated assembly areas.

EMPLOYEES:

In the event of a fire alarm or public announcement, all employees must evacuate the building and go to designated assembly areas.

DESIGNATED ASSEMBLY AREA:

Outside, please stay at least 50 feet away from buildings. Whenever possible, congregate with people form your work groups. If you suspect there are still people in the building, immediately notify Public Safety personnel or local agency personnel.

We are all responsible for providing a safe working / living environment, so please review your evacuation plans by identifying your primary and secondary Exits and Assembly Areas for your groups. Reviewing this information before an incident is critical to ensure the safety of our city community.

EVACUATION OF INDIVIDUALS WITH DISABILITIES
• Whenever possible, identify a partner to assist disabled people during an emergency incident. Do not attempt to lift / carry disabled people since this may cause serious injuries. Only professional rescue personnel should lift or carry disabled people.
• If the disabled people are not able to exit a building, they should be assisted by a Partner to an Area of Refuge. The Partner should evacuate and immediately notify Public Safety and Rescue Personnel where disabled people are located inside buildings.
• An Area of Refuge should have the following criteria: 1. an enclosed area, preferably with fire rated doors and walls, 2. a phone, if possible, and 3. located in close proximity to exits, stairwells or other access points for Rescue Personnel. • Call 911 from a non-city phone and identify the name and location of disabled people in an Area of Refuge.
• Whenever possible, a list will be compiled of the location of disabled people who reside or work at the City. This list will be provided to Public Safety. • If any member of the City staff wish to be identified on this list, please send your information to Human Resources.

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• If you are a disabled resident, please send your information to Public Safety Department. The Public Safety Department personnel will meet with residents needing assistance to discuss their action plans during an emergency in city. • If disabled people are visiting the city, during an emergency the host should alert the Public Safety and Rescue Personnel.

Persons using crutches, canes, or walkers:

In emergency evacuations, these individuals should be treated as if they were injured. Have the individual sit on a sturdy chair, preferably a chair with arms, and follow the procedure for non-ambulatory persons discussed below.

Non-ambulatory persons:

Evacuation may not be necessary or advisable. Many stairwells are designed to provide temporary protection from fire or other danger. An able-bodied volunteer shall stay with a wheelchair user on the stairwell platform while a second person notifies emergency personnel or paramedics of the exact location of the wheelchair user. If immediate evacuation is necessary, be aware of the following considerations:

1. Wheelchairs have movable parts; some are not designed to withstand stress or lifting.

2. You may need to remove the chair batteries; life-support equipment may be attached.

3. In a life-threatening emergency, it may be necessary to remove an individual from their wheelchair. Use caution, as lifting persons with restricted mobility, may cause them bodily harm or injury.

4. Wheelchairs should not be used to descend stairwells. Use an emergency evacuation chair.

5. Non-ambulatory persons may have respiratory complications. Take them to a location away from smoke or fumes. Ask them if they have any needs or preferences.

6. Check the evacuation routes for obstructions before assisting the person to the exit.

7. Delegate other volunteers to collect the wheelchair.

8. Return the person to their wheelchair as soon as it is safe to do so.

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Providing Assistance
Always consult with people in the wheelchairs, asking them how you might assist them; i.e,

1. The number of people they require for assistance.

2. Methods to remove them from the chair.

3. Taking precautions for pain, catheters, catheter-bags, limb-plasticity, braces, etc.

4. Whether a seat cushion or pad shall be brought along, should the wheelchair be left behind.

5. Whether to carry them face-forward or backward down a flight of stairs.

6. In lieu of a wheelchair, ask if they prefer a stretcher, cushioned, or padded chair, or car seat.

7. Whether paramedic assistance is required.

The Visually Impaired;
Most visually impaired persons shall be familiar with their immediate area. In an emergency situation, describe the nature of the emergency and offer to act as a “sighted guide.” Offer your elbow and escort them to a safe place. As you walk, describe where you are and advise them of any obstacles. When you have reached safety, orient the person as to where you are and ask if any further assistance is needed.

The hearing impaired:

Because persons with impaired hearing may not hear emergency alarms, alternative warning techniques are required. Two methods are:

1. Write a note describing the emergency and nearest evacuation route, “Fire. Go out rear door, to the right, and down. Now!”

2. Turn the light switch off and on to get their attention, then indicate with gestures what is happening and what to do.

SHELTER IN PLACE DURING SELECTED CITY EMERGENCIES
• During some city emergencies, it may be necessary to Shelter in Place or remain in a location where there is less risk of becoming injured.

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• Whenever possible, identify a Shelter in Place location nearby your area / classroom where you and your fellow occupants should remain during an emergency.
• The Shelter in Place location should have the following criteria: 1. an enclosed area which can not be viewed from outside areas, 2. solid doors which can be locked from the inside, 3. access to a phone, and 4. large enough to accommodate the people in your area / classroom.
• If you are directed to Shelter in Place, gather your fellow building occupants in your area / classroom and proceed to the Sheltering in Place location. • Remain in the Shelter in Place location until you receive instructions from a City official, Public Safety personnel or Law Enforcement Personnel that it is safe to leave.
• Please, Shelter in Place is performed during certain types of emergencies when leaving a building may be dangerous. In all other instances, buildings should be evacuated unless notified by a City official, Public Safety personnel or Law Enforcement Personnel to remain in place.

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Appendix F
Beyond the Initial Response: Building the Incident Command Organization
The ICS structure begins with the Incident Commander, or IC. The IC is responsible for managing the tactical response to the emergency and forms strategic goals in consultation with the Policy Management Team6 (PMT) when needed. It is important to note that the Incident Commander can be any qualified person; initially, the IC will likely be the Public Safety Supervisor. Upon the arrival of the Chief of Police, the Police Chief may assume the role of IC or may direct the Supervisor or other person to act as IC.

Depending upon the nature of the incident, it is possible that a Facilities Management or (or other department ICS Trained) staff person could be designated as IC.

The above graphic depicts how ICS subdivides the necessary tasks into the categories of Operations, Planning, Logistics, and Finance/Administration. These main subdivisions are called Sections, i.e., “Planning Section” and “Logistics Section.” ICS doctrine leaves the decision as to whether a particular Section needs to be staffed to the IC; if the IC is able to manage the tasks normally assigned to a particular section without difficulty, the IC may decide for simplicity’s sake to not staff that section. In smaller incidents, for example the IC may only designate an Operations Section and a Logistics Section, retaining responsibility for completing the tasks normally assigned to the Planning Section and the Finance/Administration Section.

The ICS Sections have the following functions:
 Operations: This section oversees the personnel and resources working directly on resolving the emergency incident, i.e., victim rescues, debris clearance, etc. 6 The term “Policy Management Team “ or “PMT” refers to an ad-hoc group of City of Guadalupe Administrators, Executives, and Board Members that would help the Incident Commander set objectives for the IAP and assist in evaluating incident progress. The PMT is only needed in the case of a major incident.

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 Logistics: This section provides the materials, services, and facilities needed to support incident operations; For example, this section would provide fuel for the bulldozers clearing debris, coordinate feeding and housing personnel working on the incident, etc.
 Planning: Responsible for the collection, evaluation, and dissemination of tactical information (internal to the incident organization) related to the incident, and for the preparation and documentation of Incident Action Plans. The Section also maintains information on the current and forecasted situation, and on the status of resources assigned to the incident.
 Administration/Finance: This section tracks incident expenses, personnel time, and any medical or workers compensation claims related to the incident.

Note that there is ongoing interaction between the above sections; for example, in a debris clearance operation the IC sets the clearance objectives; Operations directly specifies the clearance tactics and provides supervision; Planning predicts the time when the task will be completed based upon information from Operations, and helps the IC set objectives for the next operational period; Logistics assures the equipment clearing the debris is fueled, staffed and maintained; and Administration/Finance tracks fuel and others costs and reports this information to the IC.

The Operations Section
This section tends to be the first to be staffed in an unfolding incident, because the first responders to the emergency are organized within. The IC will designate an Operations Section Chief to supervise these personnel, even if they are not within the normal Public Safety chain of command. For instance, the Incident Commander might initially have two Police Officers, two Facilities Management mechanics, and a Health Center worker at his disposal; even though the Facilities Management personnel are not normally supervised by Public Safety, in this situation they will take the legitimate direction of the Incident Commander from Public Safety.

The IC may retain direct supervision over response personnel until the number of personnel exceeds the Span of Control guidance of 3-7 per supervisor; the designation of an Operations Section Chief by the IC allows the IC to maintain appropriate supervision over the entire incident, while assuring that the responder personnel are adequately supervised.

General Staff
The major ICS organization units (Operations Section, Logistics Section, Planning Section, and Administrative/Finance Section) are known as the “General Staff,” each headed by a “Chief.” The Incident Commander has the discretion to staff all or only some of the Sections, based upon the complexity and characteristics of the incident.

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In the initial stages of a response, the IC may only need the assistance of one additional ICS position, the Operations Section Chief7
. The Operations Section typically oversees
the personnel and resources directly addressing the emergency incident; for example, a windstorm might knock down trees on city, damaging buildings and blocking streets. In this case the Operations Section would include Public Safety Officers who redirect traffic and secure areas; Facilities Management personnel and equipment clearing debris; and any other department’s personnel directly assigned to assist. Even though the personnel may be normally assigned to different City departments, they are all part of the Operations Section for the purposes of managing this particular incident and are managed by the Operations Section Chief.

The ICS principle of “Span of Control” limits supervisors to 3-7 subordinates, with 5 subordinates as the ideal limit; when additional personnel are required that exceed the normal span of control, additional supervisors should be designated, or an additional category or level of supervision may be required. Experience has demonstrated that this is the best way to maintain responder safety and manage incident objectives. 7 Under ICS, levels of supervision have designated titles; managers at the level below the IC are known as “Section Chief;” other levels may be designated “Branch Director” or “Unit Leader,” etc. depending upon their functional area.

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ICS standard terminology defines subdivisions of the 4 major sections:
 Branches: A Branch is used to designate geographic or functional areas of organization, below the level of Section. For instance, the Operations Section might be divided into a Rescue Branch, a Debris Clearance Branch, and an Emergency Medical Branch. Another use of Branches would be to divide Operations geographically; in this case we might have a West Main City Branch and an East Main City Branch. ICS denotes the manager of a Branch as a “Branch Director.”  Groups: If further organization of functional areas of operation is needed below the Branch level, Groups can be designated: Medical Group, Search and Rescue Group, etc. ICS denotes the manager of a Group as a “Group Supervisor.”  Divisions: If further organization of geographic areas of operation is needed below the Branch level, Divisions can be used: for instance, in the West Main City Branch could be subdivided into the Child Development Center Division and Automotive Building City Division desired. ICS denotes the manager of a Division as a “Division Supervisor.”
 Units: If further organization is needed below the Group or Division level, Units are used to designate specific functional areas (often at the field level). For instance, the Search and Rescue Group might contain Search and Rescue Units 1-4, each of which would have a designated “Unit Leader.”
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Command Staff
The Incident Command System specifies three “Command Staff” positions to assist the Incident Commander:
 Public Information Officer: This person or persons interacts with news media, as well as prepares press releases and disseminates public information in support of the IAP objectives. City Community and Governmental Relations fill this role, and their staff may be present at the EOC, Incident Command Post, or at a separate predesignated site.  Liaison Officer: Traditionally, this person or persons interacts with cooperating and assisting agencies in an emergency response. The Liaison Officer is primarily a communications link between the Incident Commander and City Administration; the Vice President for Business and Finance or their designee would fill this position.
 Safety Officer: This person identifies, assesses, and monitors safety hazards as part of the response and recovery. This position may have several assistants when incident-related work is geographically dispersed.

ICS Forms
Documentation is a critical part of incident management; written plans are easily distributed via e-mail and hard copy and assist in keeping staff focused on the incident objectives. The most commonly used ICS forms are described below, and are contained in the EOC kits and Supervisor kits:
 ICS-201, Incident Briefing: The initial IC uses this form to document information at the beginning of the incident, such as the incident name, initial organization of resources, and a summary of what actions have been taken. Early completion of this form allows a smooth transition of command (if applicable) or documents the entire response if the situation is resolved by the initial incident resources. Many incidents City of Guadalupe
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are resolved within the first operational period by the initial responding resources, and in this case the ICS-201 will be the full extent of incident command and control documentation.
 ICS-202, Incident Objectives: If an Incident Action Plan (IAP) is needed based upon the complexity or duration of the incident, the IAP objectives are listed on the ICS-202.
 ICS-203, Organizational Assignment List: This is usually the second page of the IAP; the ICS-203 lists the management and supervisory staff working during the operational period covered by the IAP.
 ICS-204, Division/Group Assignment List: As the number of personnel assigned to the incident increases, the organizational structure becomes more complex. The ICS-204 helps the IC document multiple divisions working in the Operations Section. For instance, the Operations Section might contain a Rescue Group, a Damage Control Group, and a Medical Group; an ICS-204 would be completed for each of the Groups and would document the personnel assigned and specific actions that the Group will take in support of the incident objectives.  ICS-206, Incident Medical Plan: This form documents the plan for medical treatment of responders to the incident (the plan for treatment of victims of the incident is made by the Operations Section and is part of the IAP Objectives).  ICS-211, Check-In List: This form helps document persons reporting for duty. The information is provided to the Planning Section (to the Resources Unit if staffed) to help the IC track personnel assigned to tasks, and personnel available to be assigned.
 ICS 215a, Incident Action Plan Safety Analysis: The Safety Officer uses this form to communicate identified safety and health issues to the Operations and Planning Sections.

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Appendix G
Potential Threats to City of Guadalupe
The City is at potential risk for a number of threats. The following threat assessments identify and summarize the potential hazards that could impact the City and outline the City’s planned response to each:

Threat Assessment 1: Civil Disorder
Threat Assessment 2: Earthquake
Threat Assessment 3: Fire
Threat Assessment 4: Flood
Threat Assessment 5: Hazardous Material Incidents
Threat Assessment 6: Utility failure (Electrical, Water or Gas) Threat Assessment 7: Terrorism
Threat Assessment 8: Aircraft Incident
Threat Assessment & Planned Response 1 - Civil Disorder Threat Assessment: A riot or civil disturbance that threatens the safety of persons or destruction of property will/may immediately require a law enforcement mutual aid response because of the current staffing available in the Police Department.

Planned Response: The incident will be assessed for an appropriate response and activation of the EOC. If time is available, immediate requests for mutual aid will be made through approved channels. Attempts will be made to identify and meet with organizers of the event. If the riot or major civil disturbance is an instantaneous reaction, all efforts will be made to protect lives and property until resources arrive to manage the emergency more effectively.

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Threat Assessment & Planned Response 2 - Earthquake
Threat Assessment: The City is within the probable area of strong ground motion and is likely at some point to experience a major earthquake involving possible landslides, ground rupture and damage to buildings and which may affect transportation and communication routes. The major fault in the area is The San Andreas Fault. This fault is capable of producing a magnitude 8.3 or larger earthquake. It is also one of the most likely faults to rupture in California.

Planned Response: The following summarizes the major operations in response to an earthquake. When a major earthquake occurs, the City notification system will be initiated by the Chief of Police or a designee. Full or partial activation of the City Emergency Operations Center (EOC) will depend upon damage to the City and potential hazards. When the EOC is activated, a direct line to the county- or citywide EOC will be maintained.

Damage assessment teams will be sent to survey the City for injured people, building damage, chemical and electrical hazards, and resource requirements. Assessment teams will continue until all City buildings are identified as safe before re-entry.

Rescue operations may be required to assist trapped and injured persons. Emergency medical care will be provided to injured persons. Food and temporary shelter may be provided until the City is restored to normal operations.

In the event of major damage and injuries, classes may be canceled and protective measures will be taken. Extensive damage or threats from secondary hazards (e.g., hazardous materials) may require the City to be evacuated. Residents, and staff will be notified of the necessity to evacuate. Any evacuation will be coordinated with the Santa Barbara County Emergency Operations Centers.

If evacuation is not possible, shelter facilities will be announced and staffed.

Assistance will be provided for disabled persons and children.

Threat Assessment & Planned Response 3 – Fire
Threat Assessment: Moderate vegetation (adjacent open areas) and structure fires are a significant hazard and concern for the City. An uncontrolled fire could quickly spread to the City perimeter and even city buildings.

Planned Response: The City relies on the Public Safety Fire Department for primary fire services. In the event that a fire is reported on City property or in the immediate surrounding area, a Public Safety Officer will be dispatched to the scene to confirm the report. If fire is confirmed, Public Safety Dispatch will initiate the Fire Department call-out. The officer on the scene will establish an Incident Command Post and begin the process of managing the incident until relieved by the City of Guadalupe
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Fire Department command. If the fire is an imminent threat to life or structure, the EOC may be activated.

Threat Assessment & Planned Response 4 – Flood
Threat Assessment: Flooding in the City area will typically be the result of torrential rains. Water damage will probably be confined to ground floor areas and for short periods of time. However, flooding of parking areas and public streets may isolate areas of the City for longer periods of time. Usually there will be advance warning as water rises. Close coordination with local authorities and constant vigilance of areas will be necessary to minimize danger to persons, damage to property or loss of equipment. One of the greatest hazards will be electrical grounding of equipment and power lines. Explosions could occur from extinguished gas flames or weakened boilers.

Planned Response: The following summarizes the major operations in response to flooding. Since advance warning of flooding conditions can usually be anticipated, the EOC will be activated if conditions warrant determining the necessary action to be taken. When required, all staff, and residents except those necessary to assist in the emergency will be evacuated if time permits. Prior to this evacuation, freeway and street conditions will be ascertained and announced by the City. Shutdown procedures of the areas that may be affected by flooding are of primary consideration to prevent fire, explosion, and electrical hazards. Pumping will begin as soon as water levels threaten. Any area flooded or evacuated will be sealed off by barricades or Public Safety personnel to prevent injury to persons, pilferage, and interference with emergency operations.

Injured or ill persons will be treated by Fire personnel or, if necessary, taken to hospitals. Under more severe conditions, outside ambulance service may be impossible to request; therefore, other means of evacuating serious cases will be considered.

Once the dangerous conditions have been reduced, immediate attention will be turned to minimizing damage or loss to property and equipment by water. Protective sandbags will be used where feasible. Teams will be organized to remove material and equipment to safety. Other personnel will be assigned to provide early warning of rising water in various areas of the City. Damage assessment will be continually reported to the EOC.

In extreme cases of flooding where outside areas are affected and travel disrupted, it may be necessary for some persons to remain at city shelters for an unusual length of time. Lodging, food service, and lighting will be required.

When the water has subsided and the threat of further flooding diminishes, repair operations will receive primary consideration. Priorities of work will be assigned to restore City generators at the earliest practicable time. Completion of this work may City of Guadalupe
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involve restoration of public utilities, electrical and machinery areas, specialized areas such as the computer areas, the switchboard area and other support facilities.

Material and equipment removed must be returned to its original location. In addition to an increase in manpower, assistance required at this time may include food services, emergency procurement and provisions for emergency expenditure of funds.

Threat Assessment & Planned Response 5 – Hazardous Material Incident
Threat Assessment: Hazardous materials are found on City property but generally in small quantities. An accidental release of such materials would pose a threat to individuals only in the immediate vicinity. Such a release could occur because of fire, explosion, earthquake, aircraft accident or flood. Petroleum fuel used for City vehicles are the only large quantities of a hazardous material on or transported through the City.

Planned Response: Off-City Incident
A major hazardous materials release in close proximity to City property that could require sheltering or evacuation of all or part of the city. A sudden release of hazardous materials may allow little time for an organized response. The appropriate reaction may be advising people to go indoors; close doors and windows; shut down heating, air conditioning and exhaust systems; and seal any openings, as feasible. If circumstances permit, the city population may be directed to designated shelters.

Assistance will be provided for disabled persons and children.

If time permits, evacuation may be the most appropriate protective action to take.

Evacuation would most likely occur on notification from county or city officials responsible for managing the incident. The implementation of this protective action at the City will be closely coordinated with the county or city EOC to ensure the timely integration of the traffic flow from City facilities into the routing designated by the county/city.

The City EOC Commander will instruct the City community to leave city through specific routes. One or more egress routes may be considered unsafe because of proximity to the incident. Traffic will be controlled and monitored within City property and at the access/egress control points. An estimate will be made of the number of people/cars leaving the city. This estimate will be reported to the county / city EOC.

Priority use of available City transportation resources will be allocated first to the disabled and children and then, to the extent available to other persons in need. If additional transportation resources are needed, they will be requested through the county / city EOC. The City EOC Commander will confirm City evacuation with the county / city during the evacuation for the purpose of judging the progress and at the City of Guadalupe
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end to ensure completion. Perimeter and security control of City property will be established. The area will be checked to ensure that everyone is evacuated.

Planned Response: On-City Incident
An on-city incident is unlikely to require the evacuation of more than a small area of the city. Individuals in the hazardous area will be warned and directed to leave the area. Public Safety personnel will establish an appropriate perimeter around the incident. The City’s Risk Management/Health and Safety Officer will be notified and will be responsible for advising on further actions. Any injured, exposed, or ill persons will be treated at the Fire Department or transported to a hospital.

Threat Assessment & Planned Response 6 – Utility Failure (Electrical, Water or Gas)
Threat Assessment: Electrical utility failure most often occurs during major storms and is generally a result of problems unrelated to events on city. Electrical utility failure can have a significant impact on city projects and the conduct of work schedules. If the utility failure is water, the effect on the city could become very significant in a short period of time. A water failure could present a health problem that would require activation of the EOC and coordination with County Public Health. Disruption of natural gas utilities could have significant impacts on City functions. Utility failures can shut down electricity around city, water in the bathrooms and food services. Any and all these could result in suspending works and City closure.

Planned Response: In the event of an electrical utility failure, the EOC will be activated to an appropriate level to restore electricity. Any backup generators located around city would temporarily provide power. If the electrical failure will influence work scheduling, the City EOC may activate to manage the emergency. In the event of a water utility failure, the first step in the City response will be assessment of the extent of water failure and period of time the City will be without water. If it is determined that the City will be without water for 12 hours or more, the City EOC may activate. An immediate action plan will include notifications to the City community and surrounding communities to minimize health hazards until water utilities are restored. In the event of a gas utility failure the type of disruption, planned or unplanned, will dictate the type of response. In an unplanned disruption that creates an immediate threat to life, structure or other property, the Public Safety, local police, and fire will be dispatched to manage the threat. An EOC activation will manage the process of restoring gas utilities to their normal state.

Threat Assessment & Planned Response 7 – Terrorism
Threat Assessment: Terrorism continues to present a threat at the federal, state, and local levels. However, terrorists do not distinguish between official and civilian targets, so the potential danger to City of Guadalupe City is important to recognize.

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Terrorism could potentially result not only in a disruption and/or temporary suspension of work location but could also affect services, infrastructure, and life at City of Guadalupe.

Planned Response: The City relies on the Homeland Security Threat Advisory to assess the threat level and response during normal circumstances. An initial response to a specific and credible threat could include (but is not limited to) cancellation of work schedules, suspension of services, and temporary restriction of access to City facilities. Additionally, all staff and residents may be asked to show an ID to get into buildings or access points and may be required to carry ID at all times. In the event of a terrorist incident, City officials will coordinate with city, state and federal authorities and follow Homeland Security guidelines and response measures.

Threat Assessment & Planned Response 8 – Aircraft Incident Threat Assessment: City of Guadalupe is located in the proximity of the Santa Maria Airport in Santa Maria. While City of Guadalupe does not lie within the flight paths of some aircraft, it still does present an overall high level of danger to the City.

Still, an aircraft crash could occur on City property without notice. The extent of the incident would dictate the level of response.

Planned Response: If the crash site involves major injuries or death on City property, the EOC will activate to manage the incident. Fire and rescue units will be activated and a Field Command Post will be established. During the incident Public Safety will isolate and contain the incident, conduct evacuations where appropriate, and assist Federal, State, and local authorities.

Bomb Threat/Suspicious Object
All staff members and contract personnel who answer published telephone numbers should be briefed on the procedures for handling bomb threats. Bomb threat checklist forms should be available to all office personnel and should be kept available for use at any time. This form will assist in evaluating the threat and possibly identifying the caller.

The potential for bomb threats exists at all businesses and public facilities. Even though very few bomb threats actually involve the placing of a bomb, all threats must be taken seriously.

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Definitions
Bomb: An explosive device fused to detonate under specified conditions. This includes Molotov cocktails, firebombs, and all military ordinances such as hand grenades.

Threat: An indication of something impending, an expression to inflict fear, injury, or damage.

Bomb threats can be delivered in a variety of ways. The majority of threats are made by telephone. Two possible explanations for a person initiating a bomb threat are:

1. The caller has definite knowledge or believes that an explosive or incendiary bomb has been or will be placed and he/she wants to minimize personal injury or property damage. The caller may be the person who placed the device or someone who has become aware of such information.

2. The caller wants to create an atmosphere of anxiety and panic which will, in turn, result in a disruption of the normal business activities at the building/floor/suite where the device is purportedly placed.

Non-Specific Threats
Non-specific threats are the most common type. The caller simply advises that there is a bomb somewhere in city.

Specific Threats
A specific threat is less common, but more likely to involve an actual device. This type of threat usually provides information regarding the bomb, its placement, its construction, the rationale behind the attack and/or detonation time. The caller may also indicate knowledge of the physical layout of the site, particulars about city business, name an individual as a target or identify him/herself as a representative of a terrorist organization.

When a specific threat is received, serious consideration must be given to the possibility that an actual explosive device may be present.

Office Staff Procedures

1. When a call is received: Remain calm and retrieve your “Bomb Threat Checklist”.

2. Request a co-worker to call Public Safety.

Do not use the word “bomb” over the two-way radios unless needed.

3. If time allows, try to be friendly and congenial with the caller. Do not be insulting, angry or argumentative. Note the caller’s telephone number if displayed by caller I.D.

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4. Encourage conversation and try to keep the caller talking as long as possible to get as much information as you can by following your Checklist. Ask him/her to repeat the message. Write down every word spoken by the caller.

5. If the caller does not indicate the location of the bomb or the time of detonation, ask him/her for this information.

6. Pay close attention to background noises that may provide a clue as to the location of the caller.

7. Listen closely to the voice: male or female, voice quality, calm or excited, accents and any speech impediments.

Search Team Procedures
It is extremely important that individuals involved in a search be instructed that their only mission is to search for and report suspicious objects. Under no circumstances should anyone move, jar, or touch a suspicious object or anything attached to it. The removal or disarming of a bomb will be completed by the local law enforcement bomb squad.

When a suspicious object is discovered:

1. Do not touch or move the object. Note its description and exact location.

2. Since some bombs or devices are activated by radio signals, all two-way radio transmissions and cell phone use will be prohibited in the immediate area of the suspicious object or device. To send a message or make a call, either use a land line or move away from the area within line of sight of the object before transmitting via two-way radio or making a cell phone call.

3. Notify Public Safety or the person in charge of the search if different.

4. Secure the entry to the location until further directions have been received from responding authorities. Be prepared to provide all information to the responding authorities.

5. Re-entry into the areas controlled should not be permitted until the device has been removed or disarmed and the school is declared safe for re-entry by the responding authorities.

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BOMB THREAT CHECKLIST
Time call received:________________am/pm_______ Date:___________________ Phone # - Caller ID:______________________________________________________ Exact wording of threat:__________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ……………………………………………………………………………….

BUILDING or AREA THREATENED:______________________________________

1. What does the device look like?__________________________________________

2. Where is the device?___________________________________________________

3. When is the device going to explode?_____________________________________

3. What type of bomb is it?_________________________________________________

4. When did you plant the bomb?____________________________________________

5. Why did you plant the bomb?_____________________________________________ ………………………………………………………………………………
Voice: Male Female Accent______________________
Nationality:_____________________ Intoxicated________________________ Speech impediment:______________ Approximate Age___________________ Background noise_________________________________________________________ Caller seems to know about the building/city?________________________________ Name(s) of any personnel specifically mentioned ________________________________ Other___________________________________________________________________ …………………………………………………………………………….

Person receiving call (name & ext.) ___________________________________________ Department______________________________________________________________ Name of person notified____________________________________________________ City of Guadalupe
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“ACTIVE SHOOTER” INCIDENTS OCCURRING ON CITY
Active Shooter Defined:
• The situation is a barricaded suspect(s) or an outdoor movement situation where the suspect(s) is actively discharging a firearm at Law Enforcement or Community members and or randomly firing into an area where it is reasonably expected that persons could be struck by the suspect(s) fire. These situations leave little or no time for proper planning and normally require first arriving Law Enforcement units to take immediate action to end the danger.

In the Classroom or Office:
• If you are in a classroom, room, or office, STAY THERE, secure the door. • If the door has no lock and the door opens in, a good heavy door wedge can be kept on hand and driven in as hard as you can, otherwise look for heavy furniture to barricade the door.
• If the door has a window, cover it if you can.
• Depending on the gunman’s location, consideration may also be made to exit through window openings. Have someone watch as you get as many residents out of the windows (ground floor) as calmly and as quietly as possible. • If no Police units are yet on the scene move well away from the incident and find safe cover positions (not the parking lots) and wait for the police to arrive. • If officers arrive on scene, community members should get out and move toward any Police vehicle when safe to do so while keeping their hands on top of their head and do exactly and immediately what the Police tell you to do. • Don’t leave the area entirely, you may have information that responding Police Officers will need. Once in a safe place, stay put.
• If the windows don’t open, or you cannot break them, or you are not on a ground floor, get out of sight from the door and stay low and quiet.

In Hallways or Corridors:
• If in the hallways, get in a room that is not already secured and secure it. • Unless you are very close to an exit, don’t run through a long hall to get to one, you may encounter the gunmen or hostage taker. Don’t hide in the restrooms! City of Guadalupe
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In Large Rooms or Auditoriums:
• If in a gym or theater area and the gunmen or hostage taker/s are not present, move to and out the external exits and move toward any police unit. Again, keeping your hands on your head. Do what the police tell you! Trapped with the Gunmen:
• If you are trapped with the gunmen, don’t do anything to provoke them. If they are not shooting, do what they say and don’t move suddenly. Only you can draw the line on what you will or will not do to preserve your life or the lives of others. • If they do start shooting people, you need to make a choice, (at this point it is your choice) stay still and hope they don’t shoot you, run for an exit while zigzagging, or even attack the shooter. This is very dangerous, but certainly no more than doing nothing and dying in place. A moving target is much harder to hit than a stationary one and the last thing that the shooter will expect is to be attacked by an unarmed person. Any option chosen may still result in a negative consequence. • Again, this is not a recommendation to attack the shooter but rather a choice to fight when there is only one other option.

Open Spaces:
• Stay alert and look for appropriate cover locations. Brick walls, large trees, retaining walls, parked vehicles and any other object which may stop firearm ammunition penetration, may be utilized as cover.

Important Note!
These safety tips and guidelines are not all inclusive, but if understood and followed up with periodic reminders and training when feasible, it can increase your chances of surviving an active shooter incident.

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25 Questions for Emergency Management
This list of questions will help prompt you as to important information required to manage an emergency situation.

1. What happened?

1. When did it happen?

2. Where did it happen?

3. What was the cause?

4. What population is affected?

5. How are they affected?

6. How long will they be affected?

7. How many dead?

8. How many injured?

9. How many missing?

10. What is the extent of damage?

11. How did we learn of the incident?

12. When did we respond?

13. What is the current impact on the city?

14. Who is in charge at the emergency scene?

15. What has been done so far?

16. What is the status of our field response?

17. What is the long-term situation?

18. What is the short-term situation?

19. Has mutual aid been requested?

20. What is the short-term plan?

21. What is the long term-plan?

22. What executive actions or decisions are needed?

23. What is our briefing schedule?

24. What is our current Emergency Response Organization?