Agenda Packet — Hayward City Council, December 16, 2025 (part 1 of 4)

Tuesday, December 16, 2025
7:00 PM

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
Council Chambers
City Council
Agenda
City Council Agenda December 16, 2025

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
City Hall, Council Chambers
NOTICE: The City Council will hold a hybrid meeting in the Council Chambers and virtually via Zoom

PUBLIC PARTICIPATION
How to observe the Meeting:

1. Comcast TV Channel 15

2. Live stream https://hayward.legistar.com/Calendar.aspx

3. YouTube Live stream: https://www.youtube.com/user/cityofhayward How to submit written Public Comment:

1. Use eComment on the City's Meeting & Agenda Center webpage at:
https://hayward.legistar.com/Calendar.aspx. eComments are directly sent to the iLegislate application used by City Council and City staff. Comments received before 3:00 p.m. the day of the meeting will be exported into a report, distributed to the City Council and staff, and published on the City's Meeting & Agenda Center under Documents Received After Published Agenda.

2. Send an email to [email protected] by 3:00 p.m. the day of the meeting. Please identify the Agenda Item Number in the subject line of your email. Emails will be compiled into one file, distributed to the City Council and staff, and published on the City's Meeting & Agenda Center under Documents Received After Published Agenda. Documents received after 3:00 p.m. through the adjournment of the meeting will be included as part of the meeting record and published the following day.

How to provide live Public Comment during the City Council Meeting:

Participate in the Council Chambers or click link below to join the meeting:
https://hayward.zoom.us/j/82784685571?pwd=oE2bMmjpVbV3lDV9bgkFPma0uYGlmI.1 Meeting ID: 827 8468 5571
Password: CC1216@7pm
or
Dial: +1 669 900 6833 or +1 646 931 3860
Meeting ID: 827 8468 5571
Password: 1553629441

CITY COUNCIL MEETING
CALL TO ORDER: Mayor Salinas
Pledge of Allegiance: Council Member Goldstein
AB 2449 TELECONFERENCE NOTIFICATIONS AND CONSIDERATION
CITY OF HAYWARD Page 2 Tuesday, December 16, 2025
City Council Agenda December 16, 2025

ROLL CALL

CLOSED SESSION ANNOUNCEMENT
December 9, 2025
December 16, 2025

PRESENTATION
Acting Fire Chief Vollmer Proclamation

PUBLIC COMMENTS
The Public Comments section provides an opportunity to address the City Council on items not listed on the agenda or Informational Staff Presentation items. The Council welcomes comments and requests that speakers present their remarks in a respectful manner, within established time limits, and focus on issues which directly affect the City or are within the jurisdiction of the City. As the Council is prohibited by State law from discussing items not listed on the agenda, items will be taken under consideration and may be referred to staff. The City Council welcomes comments, including criticism, about the policies, procedures, programs, or services of the City, or of the acts or omissions of the City Council. Speakers shall not use threatening, profane, or abusive language which disrupts, disturbs, or otherwise impedes the orderly conduct of a City Council. The City is committed to maintaining a workplace free of unlawful harassment and is mindful that City staff regularly attend Council meetings. Discriminatory statements or conduct that is hostile, intimidating, oppressive, or abusive – are per se disruptive to a meeting and will not be tolerated. ration and may be referred to staff.

CITY MANAGER’S COMMENTS
An oral report from the City Manager on upcoming activities, events, or other items of general interest to Council and the Public.

ACTION ITEMS
The Council will permit comment as each item is called for the Consent Calendar, Public Hearings, and Legislative Business. In the case of the Consent Calendar, a specific item will need to be pulled by a Council Member in order for the Council to discuss the item or to permit public comment on the item. Please notify the City Clerk any time before the Consent Calendar is voted on by Council if you wish to speak on a Consent Item.

CITY OF HAYWARD Page 3 Tuesday, December 16, 2025
City Council Agenda December 16, 2025

CONSENT
Approve the City Council Minutes of the City Council Meeting on November 18, 2025

1. MIN 25-124
Attachments: Attachment I Draft Minutes of 11/18/2025
Approve the City Council Minutes of the City Council Meeting on December 2, 2025

2. MIN 25-126
Attachments: Attachment I Draft Minutes of 12/2/2025
Adopt a Resolution Authorizing the City Manager to Negotiate and Execute a Disposition and Development Agreement with Bay Area Community Services for the Transfer of Two Parcels on Depot Road with APNs 439-0070-006-01 and
439-0070-006-02; and Finding that the Action is Exempt from Environmental Review

3. CONS 25-491
Attachments: Attachment I Staff Report
Attachment II Resolution
Attachment III Exhibit A to Resolution
Adopt a Resolution Adjusting the City’s Transient Occupancy Tax (TOT) Rate from 12% to 14% Effective February 1, 2026, and Finding that the Action is Exempt from CEQA Review

4. CONS 25-525
Attachments: Attachment I Staff Report
Attachment II Resolution
Attachment III Resolution No. 25-109
Adopt a Resolution Approving the Appropriation of $264,000 from Fund 213- Measure BB (Ped & Bike) for the Safe Streets Hayward Plan (Capital Improvement Program (CIP) Project Nos. 06942 - High Injury Network, 06943 - Speed Management Plan, and 06945 - Evaluate Alternatives to Downtown Loop)

5. CONS 25-539
Attachments: Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Page 4 Tuesday, December 16, 2025
City Council Agenda December 16, 2025
Adopt a Resolution Establishing the City Contribution for Active and Retiree Medical Premiums Set by the California Public Employee Retirement System (CalPERS) for Calendar Year 2026 Pursuant to California Government Code Section 22892 of the Public Employees’ Medical and Hospital Care Act

6. CONS 25-541
Attachments: Attachment I Staff Report
Attachment II Resolution
Adopt a Resolution Adopting the Updated Comprehensive
Emergency Management Plan, Disaster Debris Management
Plan, and Shelter Management Plan; and Finding that the Action is Exempt from Environmental Review

7. CONS 25-547
Attachments: Attachment I Staff Report
Attachment II Resolution
Attachment III CEMP 2025
Attachment IV Disaster Debris Management Plan
Attachment V Hayward Shelter Management Plan 2025
Adopt a Resolution: (1) Declaring a City Council Recess from December 22, 2025 through January 2, 2026; (2) Cancelling the Regular City Council Meetings Scheduled for December 23, 2025, and January 6, 2026; and (3) Authorizing the City Manager, or their Designee, to take Action on Administrative Matters as Necessary During the Recess

8. CONS 25-552
Attachments: Attachment I Staff Report
Attachment II Resolution
Adopt a Resolution Approving Side Letter of Agreements
Amending Memoranda of Understanding between the City of Hayward and Both the International Association of Firefighters, Local 1909 and Hayward Fire Officers Association and
Authorizing Staff to Execute the Agreement

9. CONS 25-569
Attachments: Attachment I Staff Report
Attachment II Resolution

WORK SESSION
Work Session items are non-action items. Although the Council may discuss or direct staff to follow up on these items, no formal action will be taken. Any formal action will be placed on the agenda at a subsequent meeting in the action sections of the agenda.

CITY OF HAYWARD Page 5 Tuesday, December 16, 2025
City Council Agenda December 16, 2025
City Budget Status Update: Oral Report by the City Manager as Information Becomes Available (Oral Report from City
Manager Ott)

10. WS 25-042

PUBLIC HEARING
Phenos Hayward: Proposal to Operate a Commercial Cannabis Retail Dispensary in a 14,928-Square-Foot Tenant Space at 21463 Foothill Boulevard (Assessor Parcel No.
414-0086-056-02) in the General Commercial (CG) Zoning
District, Requiring Approval of Conditional Use Permit
Application No. UP-25-0011 and a Finding that the Project is Categorically Exempt from the Provisions of the California Environmental Quality Act (CEQA) Pursuant to Section 15301 of the CEQA Guidelines. Applicants/Operators: Esther Lopez and Angilbert Sarkis, Gream Enterprises, Inc. [DBA Phenos Hayward]; Property Owner: Foothill-Grove LLC.(Report from Development Services Director Buizer)

11. PH 25-049
Attachments: Attachment I Staff Report
Attachment II Resolution
Attachment III Business & Operations Plan
Attachment IV Project Plans
Attachment V Correspondence in Opposition
Attachment VI Correspondence in Support
Attachment VII Applicants' Response to PC Hearing Results

LEGISLATIVE BUSINESS
Hayward Municipal Code Update: Introduction of an
Ordinance Amending Sections 2-13.02, 2-13.04 and 2-13.06 of Article 13 of Chapter 2 of the Hayward Municipal Code Relating to Revised Voluntary Campaign Expenditure and Contribution Limits (Report from City Attorney Lawson)

12. LB 25-041
Attachments: Attachment I Staff Report
Attachment II Ordinance
CITY OF HAYWARD Page 6 Tuesday, December 16, 2025
City Council Agenda December 16, 2025
Temporary Moratorium: Adopt an Interim Urgency Ordinance Pursuant to Government Code section 65858, Imposing a
Temporary Moratorium on New Massage Businesses in
Hayward, and Finding that the Action is Exempt from
Environmental Review (Report from Development Services
Director Buizer)

13. LB 25-046
Attachments: Attachment I Staff Report
Attachment II Moratorium Ordinance
Mayor Pro Tempore Election: Adopt a Resolution Authorizing the Election of Mayor Pro Tempore of the City of Hayward for 2026 (Report from City Clerk Lens)

14. LB 25-047
Attachments: Attachment I Staff Report
Attachment II Resolution
Attachment III Mayor Pro Tempore List

INFORMATION ITEMS
Information items are presented as general information for Council and the public, and are not presented for discussion. Should Council wish to discuss or take action on any of the "information” items, they will direct the City Manager to bring them back at the next Council agenda as an Action Item.

Update on Federal Advocacy and City Legislative Priorities for the 2026 Federal Legislative Session

15. RPT 25-097
Attachments: Attachment I Staff Report
Update on State Advocacy and Legislative Developments for the 2025-26 Session

16. RPT 25-099
Attachments: Attachment I Staff Report
Attachment II State Legislative Overview Memo

COUNCIL REPORTS AND ANNOUNCEMENTS
Council Members can provide oral reports on attendance at intergovernmental agency meetings, conferences, seminars, or other Council events to comply with AB 1234 requirements (reimbursable expenses for official activities).

COUNCIL REFERRALS
Council Members may bring forward a Council Referral Memorandum (Memo) on any topic to be considered by the entire Council. The intent of this Council Referrals section of the agenda is to provide an orderly means through which an individual Council Member can raise an issue for discussion and possible direction by the Council to the appropriate Council Appointed Officers for action by the applicable City staff.

CITY OF HAYWARD Page 7 Tuesday, December 16, 2025
City Council Agenda December 16, 2025

ADJOURNMENT
December 23, 2025 and January 6, 2026 Council Meetings - CANCELED - NEXT MEETING, January 20, 2026, 7:00 PM

PUBLIC COMMENT RULES
Any member of the public desiring to address the Council shall limit their comments to three (3) minutes unless less or further time has been granted by the Presiding Officer or in accordance with the section under Public Hearings. The Presiding Officer has the discretion to shorten or lengthen the maximum time members may speak. Speakers will be asked for their name before speaking and are expected to honor the allotted time.

PLEASE TAKE NOTICE
That if you file a lawsuit challenging any final decision on any public hearing or legislative business item listed in this agenda, the issues in the lawsuit may be limited to the issues that were raised at the City's public hearing or presented in writing to the City Clerk at or before the public hearing.

PLEASE TAKE FURTHER NOTICE
That the City Council adopted Resolution No. 87-181 C.S., which imposes the 90-day deadline set forth in Code of Civil Procedure section 1094.6 for filing of any lawsuit challenging final action on an agenda item which is subject to Code of Civil Procedure section 1094.5. ***Materials related to an item on the agenda submitted to the Council after distribution of the agenda packet are available for public inspection in the City Clerk’s Office, City Hall, 777 B Street, 4th Floor, Hayward, during normal business hours. An online version of this agenda and staff reports are available on the City’s website. Written comments submitted to the Council in connection with agenda items will be posted on the City’s website. All Council Meetings are broadcast simultaneously on the City website, Cable Channel 15 - KHRT, and YouTube. ***
Assistance will be provided to those requiring accommodations for disabilities in compliance with the Americans with Disabilities Act of 1990. Interested persons must request the accommodation at least 48 hours in advance of the meeting by contacting the City Clerk at (510) 583-4400 or [email protected].

Assistance will be provided to those requiring language assistance. To ensure that interpreters are available at the meeting, interested persons must request the accommodation at least 48 hours in advance of the meeting by contacting the City Clerk at (510) 583-4400.

CITY OF HAYWARD Page 8 Tuesday, December 16, 2025
CITY OF HAYWARD Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: MIN 25-124
DATE: December 16, 2025
TO: Mayor and City Council
FROM: City Clerk

SUBJECT
Approve the City Council Minutes of the City Council Meeting on November 18, 2025

RECOMMENDATION
That the City Council approves the City Council meeting minutes of November 18, 2025.

SUMMARY
The City Council held a City Council meeting on November 18, 2025.

ATTACHMENTS
Attachment I Draft Minutes of 11/18/2025
CITY OF HAYWARD Page 1 of 1 Printed on 12/12/2025
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CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/81443911635?pwd=QieCSezu1ilHsLBb0ZDb1bpe94gEAc.1 Tuesday, November 18, 2025, 7:00 p.m.

The City Council meeting was called to order by Mayor Salinas at 7:00 p.m. in the Council Chambers.

Pledge of Allegiance: Council Member Andrews

ROLL CALL

Present: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño MAYOR Salinas

Absent: NONE

CLOSED SESSION ANNOUNCEMENT
The City Council convened in closed session on November 4, 2025, at 5:30pm., with all members present and no public speakers regarding three items: 1) conference with labor negotiators pursuant to Government Code section 54957.6 regarding all labor groups; 2) conference with legal counsel pursuant to Government Code section 54956.9(d)(2) regarding anticipated litigation based on facts and circumstances (one case); and 3) public employment pursuant to Government Code section 54957 regarding the City Manager. City Attorney Lawson reported the City Council discussed the matters but took no reportable action. Closed session adjourned at 8:15 p.m.

The City Council convened in closed session on November 18, 2025, with all members present, Council Members Bonilla Jr. and Roche arriving approximately around 5:40 p.m., and no public speakers regarding two items: 1) conference with labor negotiators pursuant to Government Code section 54957.6 regarding all labor groups; and 2) conference with legal counsel pursuant to Government Code section 54956.9(d)(1) regarding Ghali et al v. City of Hayward US District Court –Northern District of California Case 3:25-cv-01116. City Attorney Lawson reported the City Council discussed both matters but took no reportable action. Closed session adjourned at 7:00 p.m.

PRESENTATIONS
Ms. Gurbax Sahota, CALED’s President & Chief Executive Officer and California Academy for Economic Development’s Executive Director, along with Mr. Stephen Baiter, East Bay Economic Development Alliance’s Executive Director and CALED’s Board Director, presented the City of Hayward with the California Association for Local Economic Development (CALED) Awards of Merit for Hashtag Hayward (Digital Media and Placemaking Grant Program) and Learn to Earn & Hire Hayward (Comprehensive Workforce Development Solution). Mayor Salinas thanked Ms. Sahota and Mr. Baiter for the awards and acknowledged Chief Economic Development Officer Nguyen and his team for the innovative work.
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Mayor Salinas read a proclamation declaring October 3, 2025, as Indigenous Peoples’ Day and the month of November 2025 as Native American Heritage Month in the City of Hayward.

Acting Library Director Vien accepted the proclamation on behalf of the Hayward Library and Gloria Gomez on behalf of Muwekma Ohlone Culture Bearers & Language Keepers.

Mayor Salinas announced that State Senator Dr. Aisha Wahab would deliver the 2025 State Legislative Update later in the meeting.

PUBLIC COMMENTS
There were none.

CITY MANAGER’S COMMENTS
Interim City Manager Addleman announced the City’s latest Pavement Condition Index (PCI) reached a score of 78, representing an upward trend for Hayward; highlighted the City’s Fiscal Year 2025 Pavement Improvement Project delivered over $12.5 million in street and curb ramp enhancements, including improvements to more than 65 street segments and 41 lane miles of roadway, all funded entirely by special revenue, not the General Fund; and acknowledged the efforts of Public Works and Utilities.

CONSENT

1. Approve the City Council Minutes of the City Council Meeting on October 21, 2025, MIN 25-117. It was moved by Council MemberSyrop, seconded by Council Member Goldstein, and carried unanimously to adopt the City Council minutes of October 21, 2025.

2. Approve the City Council Minutes of the Concurrent Hayward City Council and Geologic Hazard Abatement District Board Meeting on October 28, 2025, MIN 25-118. It was moved by Council Member Syrop, seconded by Council Member Goldstein, and carried unanimously to adopt the City Council minutes of October 28, 2025.

3. Adopt a Resolution Accepting the Resignation of Commissioner Randy Wright from the Personnel Commission, Effective Immediately CONS 25-492 Staff report submitted by City Clerk Lens, dated November 18, 2025, was filed.

Council Member Syrop acknowledged the resignation of Randy Wright from the Personnel Commission, praising his long-standing service as chair and his significant contributions to holding staff and City Council accountable and improving commission efficiency.

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/81443911635?pwd=QieCSezu1ilHsLBb0ZDb1bpe94gEAc.1 Tuesday, November 18, 2025, 7:00 p.m.

It was moved by Council Member Syrop, seconded by Council Member Goldstein, and carried unanimously, to adopt the resolution.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None
Resolution 25-190, “Resolution Accepting the Resignation of Randy Wright from the Personnel Commission”

4. Adopt a Resolution Appointing Amarilis Diaz to the Personnel Commission to Fill the Unexpired Term of Randy Wright CONS 25-493
Staff report submitted by City Clerk Lens, dated November 18, 2025, was filed.

Council Member Syrop welcomed Amarilis Diaz, who will be joining the Personnel Commission to fill the unexpired term of Randy Wright.

It was moved by Council Member Syrop, seconded by Council Member Goldstein, and carried unanimously to adopt the resolution.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None
Resolution 25-191, “Resolution Appointing Amarilis Diaz to the Personnel Commission to Fill the Unexpired Term of Randy Wright”

5. Adopt an Ordinance Amending Chapter 7, Article 2 (Streets) of the Hayward Municipal Code Clarifying the Duty to Maintain and Repair Sidewalks; and Adopt a Resolution Appropriating $30,000 from Fund 450 to Establish a Sidewalk Repair Financial Hardship Program CONS 25-494
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Staff report submitted by City Clerk Lens and Assistant City Manager Thomas, dated November 18, 2025, was filed.

In response to Council Member Andrews’ inquiry regarding funding for the Sidewalk Repair Financial Hardship Program, Assistant City Manager Thomas confirmed the program is not funded through the General Fund, but rather through Fund 450, the Street System Improvement Fund.

It was moved by Council Member Syrop, seconded by Council Member Goldstein, and carried unanimously to adopt the ordinance and the resolution.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None
Ordinance 25-011, “An Ordinance of the City of Hayward
Amending Chapter 7, Article 2 (Streets) Clarifying the Duty to Maintain and Repair Sidewalks”
Resolution 25-192, “Resolution Appropriating $30,000 from Fund 450 to Establish a Sidewalk Repair Financial Hardship Program”

LEGISLATIVE BUSINESS

6. City of Hayward Budget: Budget Update and Adoption of Amendments to the City of Hayward’s FY 2025-26 Operating Budgets and Updates to Other Capital and Operating Budgets as Needed (Report from Interim City Manager Addleman) LB 25-040 Staff report submitted by Assistant City Manager Thomas, Finance Director Hilbrants, Deputy Finance Director Crosby, Senior Management Analyst Mullins, and Management Analyst Hatfield, dated November 18, 2025, was filed.

Interim City Manager Addleman announced the item and introduced Finance Director Hilbrants and Assistant City Manager Thomas who provided a synopsis of the staff report, including a long-term fiscal stability plan and a work session in February.

In response to concerns raised by Council Member Roche, City staff provided the following clarification: the salary-to-revenue ratio is currently nearing 90%, significantly above the City’s historical best practice range of 75–80%; the IT Director position was posted and later put on hold due to budget constrains; due to 38 current vacancies and a long 12–18 month hiring cycle, the Police Department must continue recruitment to maintain minimum staffing levels, with biweekly coordination occurring between Human Resources and Finance staff; certain

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/81443911635?pwd=QieCSezu1ilHsLBb0ZDb1bpe94gEAc.1 Tuesday, November 18, 2025, 7:00 p.m.
departments (such as IT) are funded through separate Internal Service Funds, not duplicated in the General Fund; any overlap or repayment concerns will be addressed in a February update; a one-time transfer from Measure C to the General Fund would not exceed 60% of revenue and would still honor the measure’s original intent to support public safety and maintenance operations; potential new revenue from Utility User Tax and Cannabis Tax would not be projected until businesses are operating and generating data; and that corrective steps and best practices are already being implemented, with a deeper policy and oversight framework to be presented at the February financial planning session.

Council Member Andrews thanked staff for providing a written report and urged that similar transparency continue with future budget updates; requested that budget-to-actuals for all funds be reviewed regularly, both at every Council Budget and Finance Committee meeting and quarterly by the full City Council; and emphasized robust tracking of all fund balances, even if not required by auditing standards, to avoid unsustainable practices.

In response to concerns raised by Council Member Andrews, City staff provided the following clarification: the Measure C proposal is based on available fund balances allowing for necessary cash reserves, including continued funding for existing Measure C-funded positions; staff will look at how the Measure C payment can be accelerated; non-safety departments have largely suspended overtime, while safety departments, bound by minimum staffing mandates, have implemented tighter controls and reduced overtime-generating special assignments; a list of cut or reduced programs would be provided as part of the February report, including service impacts and potential reductions to the City’s Strategic Roadmap initiatives; and consultants were only used for sales and property tax forecasts, and comparisons were made with labor group projections where applicable.

In response to Council Member Bonilla Jr.’s inquires, City staff provided the following clarification: reductions in services and supplies vary by department but may include cutting back on consultants, training, and services previously outsourced, such as permit reviews and Human Resources tasks, will be handled in-house; and tighter tracking of actuals and understanding deviations from forecasts are key to improving projection accuracy.

Council Member Bonilla Jr. requested that staff develop clear vacancy control guidelines, including which positions might be exempt and reasoning behind; a comprehensive staffing model analysis to evaluate whether the City is appropriately staffed based on community needs and department functions; an evaluation of Measure C-funded staff positions to ensure they are appropriately charged to that fund and to free up Measure C revenue for its intended capital uses; and advocated for the public sharing of budget-to-actuals reports as part of monthly Council Budget and Finance Committee meetings to increase transparency, rather than relying solely on oral updates.
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In response to Council Member Goldstein’s inquiries, City staff provided the following clarification: staff acted quickly over the past four months to assess the situation, implement immediate solutions, and will shift focus in February to more long-term structural reforms, including a deeper evaluation of the City's staffing model; the upcoming work involves aligning budget-to-actuals data and preparing five-year modeling; some of the changes made now may inform future best practices, while others will evolve in the February update; the activity “onetime transfers in or reductions of transfers out from other funds” refers to reallocating staff to the appropriate funds, such as Capital Improvement Fund or Internal Service, potentially reducing the need for General Fund transfers out; there is no intention to eliminate services, such as fleet maintenance, though some cost deferrals may occur at the department level based on feasibility without significantly impacting services; and any unanticipated one-time revenues are directed to reserves first, per financial policy, though the City is currently well below its reserve target.

Council Member Goldstein emphasized the importance of historical actuals to improve financial projections, cautioned against blanket cuts, and stressed that Measure C funds should not be used as a structural fix.

In response to Council Member Zermeño’s inquiries, City staff provided the following clarifications: the internal service charges are allocations the General Fund pays to support citywide services like fleet, facilities, and IT, based on usage metrics, such as number of computers or staff, while also noting that other funds, such as water and sewer, pay into the General Fund to support shared services such as Finance and Human Resources; and transfers out cover broader obligations, such as general liability insurance, debt service, capital projects, facilities upgrades, and post-employment benefits;
Council Member Zermeño noted that transfers out exceeded transfers in by about $12 million and requested that staff provide a more detailed breakdown of the $12 million in February; and emphasized the need for better overtime control and preventing future financial shortfalls, urging that budget updates be shared at every City Council meeting moving forward.

In response to Council Member Syrop’s inquiries, City staff provided the following clarification:
without one-time revenues, next year's deficit could be at least $30 million, similar to last year’s starting point.

Council Member Syrop stated the importance of recognizing the long-term gravity of the situation beyond just the immediate decisions.

In response to Mayor Salinas’ inquiries, City staff provided the following clarifications: while the projections were developed including consultant data and trend analysis, they still carry uncertainty due to limited data and volatile revenue sources such as Utility User Tax and Real Property Transfer Tax; the timeline to recover from the deficit depends on the decisiveness and difficulty of the actions taken, noting that the financial deterioration occurred in about a year and recovery could take several years of sustained effort and continued difficult decisions; removing the Measure C transfer ($9.7 million) would likely result in deeper staffing impacts; and $7.8 million was already allocated for existing Measure C operations this year, meaning

Mayor Salinas opened the public hearing at 8:37 p.m.

Suzanne Luther criticized Senator Wahab for arriving late at public meetings; expressed suspicion about the City’s $30 million deficit; questioned the use of funds from Measure C/Measure K1; and asked when the new Hayward Police Department will be built, given the current financial issues.

Ron Collins, Service Employees International Union (SEIU) Local 1021 field supervisor and also speaking on behalf of IFPTE (International Federation of Professional and Technical Engineers) Local 21, criticized the City’s leadership for creating the budget deficit, emphasizing that workers should not be made to bear the consequences of executive failures; called out the City for prioritizing Measure C Fund restrictions over employee well-being, stating that Measure C is legally unrestricted; and warned the City Council that balancing the budget on the backs of workers would carry political consequences.

TJ with Hayward Concerned Citizens expressed disappointment in the City’s financial mismanagement; cited past questionable financial decisions, such as funding projects and salary increases, while current impacts include reduced nonprofit support and slower City service response; and urged the City to prioritize transparency, especially when promises to taxpayers are not fulfilled.

Lindsey Vieira, representing the Communications Center & Public Safety Dispatchers/Operators, opposed the elimination of per diem employees; noted per diems fill critical shifts at lower cost and prevent burnout among full-time staff; stated that without per diems, staffing will rely on costly overtime and potentially reduce emergency response quality; and asked the City Council to reconsider any proposed elimination of per diem employees.

Danny Magalhaes, Hayward Association of Management Employees (HAME) President, acknowledged the budget crisis; voiced concerns about the disconnect between City executives, City Council members, and staff, emphasizing frustration over being asked for concessions despite earlier reassurances that layoffs and cuts were not imminent; and urged for collaboration among all involved.

Emily Wallace, IFPTE Local 21 staff representative, thanked staff for reducing the deficit but noted the current cost-saving proposals fall short; urged the City to fully utilize Measure C funds, revise Sales Tax projections, and modernize the Business License Tax structure; and urged Council to adopt a budget that protects public service and prioritize City staff. 8 | N o v e m b e r 1 8 , 2 02 5
Brianne Elizarrey, IFPTE Local 21 President, spoke in favor of using Measure C funds to preserve essential City services, including library programming, emergency response and the workforce that makes them possible; and urged the City Council to use Measure C funds to help address the current budget deficit without turning to concessions from staff.

Evelyn Olivera, SEIU Clerical Chapter President, emphasized that Hayward’s Business License Tax is outdated and significantly underperforms compared to neighboring cities; argued that updating the tax could generate millions in revenue, helping avoid further staff cuts and financial instability; made it clear that SEIU workers are not responsible for the budget crisis; and urged the City Council to take the necessary measures to bring the city into the present and recognize the workers.

Former Mayor Sweeney expressed disappointment at the City Council for failing to monitor the budget and requested a clear explanation of how the City went from a projected surplus to a massive deficit; questioned the repayment plan for Measure C; called on the City Council to meet more frequently and show urgency; urged members of the City Council to roll back the raises along with getting concessions from groups and management; and show respect for Hayward residents.

Michelle Nogales, IFPTE Local 21 member, described how the budget crisis has already harmed the library, including a 20% cut to the materials budget and looming reductions in operating days; highlighted how lost library services will disproportionately affect vulnerable residents; called the cuts a “moral injury” to dedicated library staff; and asked the City Council to consider the full human cost.

Former Mayor Halliday expressed concern over the current financial crisis, stating that during her tenure, the City consistently passed balanced budgets without heavy reliance on reserves; resented the Council for giving itself a 67% salary increase; and mourned the potential loss of key programs such as the Hayward Evaluation and Response Teams (HEART) and Community Agency Funding programs.

Former Council Member Mendall held responsible both previous staff and current elected leaders for fiscal negligence, claiming previous warnings about overspending and risky decisions, such as City Council raises, movie theater purchase, and employee raises; criticized the use of Measure C funds to plug budget holes; called for serious, long-term corrective action rather than temporary fixes; and urged the City Council to show integrity and courage in addressing the crisis.

Elizabeth Blanton, HAME Vice President, emphasized that staff, especially the HAME group, are working quickly to find solutions in closing the gap; asked the City’s leadership to work with the bargaining group; and called for transparent, collaborative efforts over the next month to prevent layoffs and stabilize the City’s finances.

Mayor Salinas closed the public comment section at 9:16 p.m.

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/81443911635?pwd=QieCSezu1ilHsLBb0ZDb1bpe94gEAc.1 Tuesday, November 18, 2025, 7:00 p.m.

Council Member Roche expressed regret and took personal accountability for decisions made based on faulty financial information, especially regarding salary increases that were unsustainable; acknowledged the pain caused to labor and the community, emphasizing that past budget practices and overly optimistic revenue projections led to the crisis; noted that tax revenue measures will be considered but because they require ballot measure approval the results will be seeing in 2027; and while supporting staff’s recommendations, she stressed the need for structural budget corrections and realistic projections.

Council Member Andrews emphasized the importance of transparency and expressed concern that the City Council had trusted flawed staff reports; noted she urged the City Council to lead by example by revisiting its own programs, initiatives, and salaries; called for structural change, not one-time fixes; outlined several accountability measures for tracking the budget, including five- and ten-year forecasts/lookback, Council Budget and Finance Committee monthly budgetto-actual updates, City Council quarterly budget-to-actual updates, full projections for all funds and pay Measure C immediately; stated the need to ensure the City is ready for an emergency and review opportunities for mutual agreements; suggested partnering with the county for Measure W funds; and encouraged staff to look for partnerships with labor groups and East Bay Economic Development Alliance to help support Hayward.

Council Member Bonilla Jr. also took responsibility for past decisions made under incorrect assumptions about the City’s financial health; stressed the need for transparency, accountability, and early course correction moving forward; advocated for restructuring services, right-sizing staffing, and increasing revenues; recommended ten-year projections, more visibility across accounts, more conservative estimates, and more mindful in making budget decisions; called for collaboration with all groups to face the challenges together; and supported staff’s recommendation as a necessary first step to stabilize the situation.

Council Member Goldstein apologized for previously assuring employees their salaries and benefits would be safe, only to realize later that those promises were made based on false financial data; stressed the need to work in partnership with employees; committed to being transparent and honest moving forward; and emphasized collaboration as the only path to resolve the crisis.

Council Member Syrop addressed public concerns about City Council salaries, defending the increase as necessary to ensure working-class representation in governance and eliminating salary increases would address less than one percent of the deficit; noted the City Council took a salary reduction recently; added that the approved employee contracts were to honor employees’ dedication specially emerging from a global pandemic but were done based on false numbers that led the City Council to make bad decisions; reiterated that the budget crisis stems from systemic management failures, not workers or unions, and the City Council bears the responsibility; advocated for swift collaboration with labor, structural fixes over one-time 10 | N o v e m b e r 1 8 , 2 02 5
solutions, and a focus on preserving essential services; and emphasized transparency, and urgency, expressing hope that a shared commitment would guide the city forward.

Council Member Zermeño reflected on his long service with the City and expressed regret for trusting faulty recommendations from recent city managers; and expressed optimism that the City could recover by working together.

Mayor Salinas thanked City staff and Council; acknowledged employees, and offered a comprehensive reflection on how the City arrived at the budget deficit; pointed to inaccurate revenue projections, underbudget for overtime, expansive service additions in response to community demands, saving St. Rose Hospital, buying the theater, making significant investment in the City’s workforce, as contributing factors; assured everyone that despite the proposed adjustments, the commitment to high quality public service remain unchanged; emphasized collective responsibility and expressed personal feelings of failure; expressed commitment to resolving the crisis; and moved the staff recommendation as the first step toward financial recovery.

It was moved by Mayor Salinas, seconded by Council Member Roche, and carried unanimously to adopt the resolution.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None
Resolution 25-193, “Resolution Adopting Amendments to the Operating Budget of the City of Hayward for Fiscal Year 2025-26” The City Council took a seven-minute recess and Mayor Salinas reconvened the City Council meeting at 9:52 p.m.

PRESENTATION
Mayor Salinas returned to the presentation portion of the agenda.

California State Senator 10thDistrict Dr. Aisha Wahab provided a legislative update, highlighting 2025 key bill investments, and initiatives impacting Hayward and the broader district such as the Dream for all Program ($300 million) for first-time home buyers, the Homeless, Housing, Assistance and Prevention Program ($500 million), Low-Income Housing Tax Credits Program ($500 million), and Multifamily Housing Program ($120 million). Senator Wahab highlighted Senate Bill 681, a comprehensive housing affordability bill addressing issues such as HOA fines and zombie mortgage, and noted Hayward’s designation as a pro-housing City, enabling access to critical grants; underscored other legislative wins, including Senate Bill 40 capping insulin costs, Senate Bill 258 protecting disabled spouses from archaic legal loopholes, and Senate Bill

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/81443911635?pwd=QieCSezu1ilHsLBb0ZDb1bpe94gEAc.1 Tuesday, November 18, 2025, 7:00 p.m.
261 wage theft adjustment; gave an overview of 2023-2024 legislation signed into law; highlighted that funds were given to St. Rose Hospital, Hayward Fire Department Fairview Station upgrades, Hayward Evaluation and Response Teams (HEART) Program, and Stack Youth and Family Center Phase II Construction; emphasized the 2026 FIFA World Cup, which would bring international visitors and economic opportunity to the Bay Area; encouraged Hayward to prepare for increased tourism and hotel tax revenue during the event; and reiterated her office’s commitment to supporting the City.

Members of the City Council thanked Senator Wahab for her continued efforts to bring funding and resources to Hayward, for showing up as a supportive external partner, for her continued leadership and advocacy in Sacramento on behalf of Hayward, and her focus on housing and renters; and commended her for fighting for vulnerable populations.

LEGISLATIVE BUSINESS

7. Introduction of Revised Electrification Reach Code Ordinance: 1) Modifying the 2025 California Building Standards Code; 2) Finding that the Action is Exempt from CEQA; and 3) Repealing Previous and Current Reach Code Ordinances (Report from Public Works Director Ameri) LB 25-032
Staff report submitted by Public Works Director Ameri, dated November 18, 2025, was filed.

Environmental Services Manager Pearson provided a synopsis of the staff report.

In response to Council Member Syrop’s request for clarification on the proposed Reach Code requiring two Level 2 electric vehicle (EV) ready spaces, noting concern that the requirement might be cost-prohibitive for some developments, Environmental Services Manager Pearson confirmed that cost-based exceptions are allowed in the ordinance when certain thresholds are met.

There being no public comment, Mayor Salinas opened and closed the public hearing at 10:33 p.m.

Council Member Roche made a motion to approve the staff’s recommendation noting Hayward continues to lead in the area.

It was moved by Council Member Roche, seconded by Council Member Zermeño, and carried unanimously to introduce the ordinance and adopt the resolution. 12 | N o v e m b e r 1 8 , 2 02 5
AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None
Ordinance 25-_, “An Ordinance Amending Reach Codes for the City of Hayward by Amending the City’s Off-Street Parking Regulations (Chapter 10, Article 2); and Amending the Building Code of the City of Hayward (Chapter 9, Article 1) of the Hayward Municipal Code”
Resolution 25-194, “Resolution Finding and Determining the Need for Adoption of Modifications to the 2025 California Building Standards Code”

8. Building and Fire Code Updates: Introduction of Ordinances and Adoption of Resolutions Adopting the California Code of Regulations 2025 Edition of Title 24, including the 2025 Building, Fire, Plumbing, Mechanical, Electrical, Energy and Green Building Codes, Wildland Urban Interface Code and Related Amendments (Report from Development Services Director Buizer and Acting Fire Chief Vollmer) LB 25-038 Staff report submitted by Development Services Director Buizer and Acting Fire Chief Vollmer, dated November 18, 2025, was filed.

Development Services Director Buizer announced the item and introduced City Building Official Herrera who provided a synopsis of the staff report.

In response to Council Member Andrews’ inquiry on whether the proposed Building Code accounts for unconventional construction methods, such as modular buildings or adaptive reuse of existing structures, Building Official Herrera confirmed that the updated code includes provisions addressing these types of materials and approaches.

In response to Council Member Roche’s inquiry about whether there is a specific code related to data centers, Development Services Director Buizer clarified that data centers are governed more by land use regulations rather than construction codes, though all structures must still comply with standard building codes.

In response to Council Member Zermeño’s request for clarification on the term "occupied roof," Building Official Herrera explained that this refers to rooftops being used for functional purposes, such as storage areas, patios, or entertainment spaces, essentially, any rooftop designed to be actively used by people.

There being no speakers, Mayor Salinas opened and closed the public hearing at 10:38 pm.

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/81443911635?pwd=QieCSezu1ilHsLBb0ZDb1bpe94gEAc.1 Tuesday, November 18, 2025, 7:00 p.m.

It was moved by Council Member Syrop, seconded by Council Member Goldstein, and carried unanimously to introduce the ordinances and adopt the resolutions.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None
Ordinance 25-_, “An Ordinance Establishing a Building Code for the City of Hayward; Regulating the Construction, Alteration, Repair and Maintenance of Structures; Providing for the Issuance of Permits and Collection of Fees; Repealing Chapter 9 Article 1, and All Amendments Thereto”
Ordinance 25-_, “An Ordinance Establishing a Fire Prevention Code for the City of Hayward; Adopting the California Fire Code, 2025 Edition, Prescribing Regulations Governing Conditions Hazardous to Life and Property from Fire or Explosion; Providing for the Issuance of Permits and Collection of Fees; Providing for Penalties for Violation, and Repealing Ordinance No. 22-10, as Amended, and All Other Ordinances and Parts of Ordinances in Conflict Therewith”
Ordinance 25-_, “An Ordinance Establishing a Wildland-Urban Interface Code for the City of Hayward; Adopting the 2025 California Wildland-Urban Interface Code, Title 24, Part 7, Prescribing Regulations Governing the Establishment of
Minimum Special Regulations for the Safeguarding of Life and Property from the Intrusion of Fire from Wildland Fire Exposures and Fire Exposures from Adjacent Structures and to Prevent Structure Fires from Spreading to Wildland Fuels, Even in the Absence of Fire Department Intervention, Repeal Resolution No. 93-037 and Repealing All Other Parts of Ordinances in Conflict Therewith”
Resolution 25-195, “Resolution Finding and Determining the Need for Changes or Modifications to the 2025 California Building Code”
14 | N o v e m b e r 1 8 , 2 02 5
Resolution 25-196, “Resolution Finding and Determining the Need for Changes or Modifications to the California Fire Code, 2025 Edition”

9. Adopt a Resolution Amending the Unrepresented Employees Salary and Benefits Resolution (Report from Human Resources Director Tecson) LB 25-039 Staff report submitted by Assistant City Manager Youngblood, dated November 18, 2025, was filed.

Human Resources Director Tecson provided a synopsis of the staff report, highlighting a correction to page eight of Attachment III (Salary and Benefits Resolution) where it spells out “four percent” instead of “three and a half percent.”
There being no speakers, Mayor Salinas opened and closed the public hearing at 10:41 pm.

Council Member Syrop expressed deep gratitude to the executive team and unrepresented nonexecutives for their leadership and sacrifices during the budget crisis, emphasizing that collaboration and unity are essential to overcoming the budget deficit.

Council Member Roche echoed similar sentiments, thanking everyone for stepping up in a difficult situation, acknowledging the financial sacrifices involved.

Council Member Andrews also extended thanks to both the unrepresented staff and executive leadership for their givebacks, committing to continued collaboration in addressing the City's fiscal crisis.

Council Member Bonilla Jr. recognized the team effort of all involved, appreciating the collective work to confront the financial crisis together.

Mayor Salinas echoed the Council’s appreciation and thanked the Human Resources Director Tecson.

It was moved by Council Member Syrop, seconded by Council Member Bonilla Jr., and carried unanimously to adopt the resolution.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None
Resolution 25-197, “Resolution Approving Amendment to the Salary and Benefits Resolution for Unrepresented Employees”

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/81443911635?pwd=QieCSezu1ilHsLBb0ZDb1bpe94gEAc.1 Tuesday, November 18, 2025, 7:00 p.m.

Mayor Salinas announced that City Attorney Lawson was unavailable at the beginning of the meeting and allowed him to make a closed session announcement, which is reflected in the respective section.

COUNCIL REPORTS AND ANNOUNCEMENTS
There were none.

COUNCIL REFERRALS
There were none.

ADJOURNMENT
Mayor Salinas adjourned the City Council meeting at 10:46 p.m., wishing everyone a good Thanksgiving holiday.

APPROVED
__________________________________________________________ Mark Salinas
Mayor, City of Hayward
ATTEST:
__________________________________________________________ Miriam Lens
City Clerk, City of Hayward
CITY OF HAYWARD Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: MIN 25-126
DATE: December 16, 2025
TO: Mayor and City Council
FROM: City Clerk

SUBJECT
Approve the City Council Minutes of the City Council Meeting on December 2, 2025

RECOMMENDATION
That the City Council approves the City Council meeting minutes of December 2, 2025.

SUMMARY
The City Council held a City Council meeting on December 2, 2025.

ATTACHMENTS
Attachment I Draft Minutes of 12/2/2025
CITY OF HAYWARD Page 1 of 1 Printed on 12/12/2025
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CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/88323005115?pwd=U1okyoD9feaKJmno4nwOvr9YtnT9nk.1 Tuesday, December 2, 2025, 7:00 p.m.

The concurrent City Council and Geologic Hazard Abatement District (GHAD) Board of Directors meeting was called to order by Mayor/GHAD ChairSalinas at 7:00 p.m. in the Council Chambers.

Pledge of Allegiance: Council/GHAD Member Bonilla Jr.

ROLL CALL

Present: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Syrop, Zermeño MAYOR Salinas

Absent: COUNCIL MEMBER Roche
Council/GHAD Member Roche arrived at approximately 7:04 p.m.

HAYWARD GEOLOGIC HAZARD ABATEMENT DISTRICT (GHAD) BOARD MEETING The Hayward City Council and Geologic Hazard Abatement District Board of Directors held its meeting and adjourned approximately at 7:26 p.m. Mayor Salinas reconvened into the meeting of the City Council.

CITY COUNCIL MEETING

CLOSED SESSION ANNOUNCEMENT
The City Council convened in closed session on December 2, 2025, at 5:30 p.m., with all members present and no public speakers regarding two items: 1) conference with labor negotiators pursuant to Government Code Section 54957.6 regarding all labor groups; and 2) conference with legal counsel pursuant to Government Code section 54956.9(d)(1) regarding Ghali et al v. City of Hayward US District Court – Northern District of California Case 3:25-cv01116. City Attorney Lawson reported the City Council discussed both items but took no reportable action.

The City Council convened in closed session on November 12, 2025, at 3:30 p.m., with all members present and no public speakers regarding conference with labor negotiators pursuant to Government Code Section 54957.6 regarding all labor groups. City Attorney Lawson reported the City Council met with labor negotiators but took no reportable action.

PUBLIC COMMENTS
Mayor Salinas addressed the large number of public comments and emails received about alleged plans to cut services or close the animal shelter, clarifying that the City Council has no proposal, discussion, or action before them regarding the shelter, staffing cuts, or euthanizing 2 | D e c e m b e r 2 , 202 5
animals; emphasized that misinformation circulating on social media created unnecessary alarm; and noted that many council members, including himself, are pet owners who deeply value animal welfare.

Sheila Merrill, longtime Hayward resident and Hayward Animal Shelter volunteer, criticized the 2023 65% City Council’s pay increases and the 2025 6.5% reduction in salary and no-cost of living increase; and warned that eliminating per diem Shelter staff, nearly half the workforce, would lead to devastating consequences, including widespread euthanasia due to inadequate care.

Gloria Villaseñor shared two experiences where Animal Services response times were severely delayed, forcing her family to handle deceased or injured animals themselves; argued that the shelter is already overworked and needs more staffing; and suggested that if cuts are in place, the City should support Trap-Neuter-Return (TNR) programs to reduce reliance on residents who currently pay out-of-pocket to care for strays.

Jennie Comstock, Hayward resident and Animal Services Administrator, expressed concern that eliminating per diem staff, 47% of Animal Services workforce, would cripple animal services; noted the lack of clarity in terms of cuts created fear and uncertainty among employees and volunteers; emphasized the shelter’s essential role, its already critical understaffing, stagnant budgets, and reliance on community donations for basic care; and added that without per diems, the City would face reduced hours, loss of key programs, increased euthanasia, and reversal of a decade of progress in reducing intake and improving outcomes.

Michelle Kindem, Hayward resident and Hayward Animal Shelter volunteer, thanked the City Council for clarifying the shelter is not currently being cut but urged them to maintain that decision; said per diem workers are essential to caring for animals and preventing euthanasia due to lack of staff; and also warned that volunteers may stop supporting the Shelter if it becomes a facility that kills animals for space.

Barbara Sullivan, longtime Hayward resident and 30-year Hayward Animal Shelter volunteer, argued that per diem positions offer exceptional value to the City because they perform difficult work without benefits costs; questioned the growth of high-level administrative positions in contrast to cuts affecting essential frontline services; and urged the City Council to think creatively and eliminate redundant upper-level roles instead of cutting vital per diem shelter staff.

Carlin Starrs, Hayward resident and Hayward Animal Shelter volunteer, noted the shelter provides immense value to the community with very limited resources; noted that per diem make up half the workforce and are already saving the City money by working without benefits; and invited the City Council and staff to volunteer at the shelter.

Helen Botelho, longtime Hayward resident and Hayward Animal Shelter volunteer, warned that eliminating 47% of staff would make the shelter unsustainable and force euthanasia of healthy animals; noted per diem workers provide specialized expertise, from behavior assessments to TNR and foster programs; added that volunteers will not support euthanizing healthy animals; and urged the City Council to prioritize community safety and animal welfare.

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/88323005115?pwd=U1okyoD9feaKJmno4nwOvr9YtnT9nk.1 Tuesday, December 2, 2025, 7:00 p.m.

Charlene Chappel, longtime Hayward resident and Hayward Animal Shelter volunteer, shared she helps promote dogs for adoption on social media and at the shelter; highlighted several long-stay success stories made possible through volunteer and staff dedication; and urged the City Council to reject per diem cuts and stand up for animals who have no voice.

Aricia Johnson, Hayward resident and Hayward Animal Shelter volunteer, stated that eliminating per diem employees would dismantle TNR, slow emergency response, jeopardize public safety, and increase euthanasia; and stressed that cutting per diems saves only about $1 million, less than 4% of the deficit which is not worth the community and animal harm.

Zelma Nuñez Borja, Hayward resident and volunteer, urged the City not to lower its standards by cutting essential human services; and emphasized the emotional and ethical consequences of understaffing, including increased euthanasia.

Traci Young, per diem employee of 22 years, explained that per diems employees consistently fill essential roles due to chronic understaffing; stated many per diems are cross-trained, highly experienced, performing duties such as records clerks and animal care officer to help full-time members; and warned that cutting them will increase costs through overtime, eliminate vital programs such as TNR, and remove staff qualified as animal control officers.

Desiree Tabora, Hayward resident, noted the shelter operates with only 14 full-time positions, and four vacancies, making per diem employees indispensable; stated cutting them would jeopardize public safety, delay response to dangerous animals, and force Police to divert resources; and urged the City Council to protect essential shelter services rather than reduce staff.

Jennalee Duvall, with theTNR program ran by per diem employees, described how the program strengthens community responsibility and provides meaningful family service opportunities; contrasted Hayward’s compassionate shelter environment with struggling shelters in other cities, warning that budget cuts would damage morale and animal welfare; and urged the City Council to protect both TNR program and the shelter’s supportive culture.

Cathy Dunn, Hayward resident and Hayward Animal Shelter volunteer, explained how Hayward’s TNR program works and how many cats it has treated, 750–800 per year, with a projected 1,000 this year; emphasized the program’s importance for public health and population control; and noted that the program is run by a per diem coordinator with no City funding and relies heavily on volunteers and donations.

Renee Fisher noted the shelter operates on a shoestring budget and needs more staffing, not cuts; and urged the City to help the shelter continue to provide a service the community depends on.
4 | D e c e m b e r 2 , 202 5
Hailey Rappa, daughter of the shelter supervisor, noted her family has lifelong roots in Hayward and deep ties to the shelter; warned that eliminating employees would lead to increased euthanasia and the loss of dedicated workers who shaped her childhood; and indicated she will remember the Council’s actions when voting.

Brandon Sprague, former Hayward resident, shared how the shelter helped his family adopt beloved pets and how its staff provide exceptional, knowledgeable care; warned that Oakland’s shelter declined rapidly after similar staffing cuts, reducing services and harming animals; and noted the Hayward shelter strengthens community and local businesses.

Heather Rappa, Shelter Operations Supervisor, said eliminating per diem staff would cause organizational collapse, ending programs such as TNR, foster care, and basic daily animal care; warned the decision would devastate morale and reverse decades of progress; and urged the City Council to reconsider eliminating temporary position.

Juli Corollo criticized the Council for giving itself a 58% salary raise while failing to provide adequate budget oversight; accused the mayor of gaslighting by minimizing proposed cuts when part-time employees appear in proposed budget documents; and called for the City Council to return its raises retroactive to November 2023.

Carlos Corral echoed the comments from the audience.

Cat Olsen, per diem clerk in Police Records, emphasized that her federally mandated NIBRS (National Incident-Based Reporting System) crime reporting role is essential and highly specialized; stated eliminating her position would require costly overtime, retraining, and risk noncompliance with federal reporting standards; and warned that cuts would harm public safety, reduce efficiency, and jeopardize future funding.

Rick Richert, Hayward Animal Shelter volunteer, noted confusion and fear were worsened because the City announced $1 million in per diem cuts without specifying totals or distinguishing essential services; emphasized that animal shelter operations are 24/7 and per diems are essential workers; and urged the City Council to pursue fairness and equity during budget decisions.

Anna May did not speak.

Edith Bretado-Bahiru, praised Hayward’s shelter as the best she has worked with and noted cutting per diems would worsen already visible understaffing; warned that cities that eliminated TNRprograms now face cat population crises; and urged the City Council to consider alternative budget solutions to maintain the high quality of Hayward’s animal services.

Lynne Ellen Focher, Hayward resident, described decades of TNR experience and warned that eliminating per diems would cause cat overpopulation to return to crisis levels; shared statistics about cat reproduction to demonstrate the consequences; and asked the City to find the needed funds and restore trust about where prior funds went.

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/88323005115?pwd=U1okyoD9feaKJmno4nwOvr9YtnT9nk.1 Tuesday, December 2, 2025, 7:00 p.m.

Sabrina Haman, Hayward resident, noted the community already faces a high volume of lost and stray animals requiring shelter intervention; and urged the City Council to think carefully about defining essential services before eliminating positions that are already struggling to meet demand.

Debbie Frederick, Hayward resident, expressed confidence in the integrity of the City Council but urged them not to cut per diems or shelter services; praised the shelter’s leaders and staff; and called specifically for adding more animal control officers.

Suzanne Luther, Hayward resident, commended the shelter’s record; urged volunteers to keep speaking up; and requested the City Council forfeit their pay, draw back from Russell City reparations, undo pro-Palestinian divestment and sell the movie theater to fund the shelter annually.

TJ with Hayward Concerned Citizens noted the shelter community is highly organized and essential to keeping the system afloat; challenged the mayor’s opening remarks as dismissive and demanded transparency about whether regionalization or shelter cuts are truly under consideration; and questioned budget decisions including divestment impacts, fate of the HEART program, and Russell City redress.

Tom Ferreira echoed concerns of Concerned Citizens’ members about past City financial decisions and urged the City Council to listen more carefully to the community; stressed that cutting essential staff, including dispatch, will harm residents; and emphasized that the shelter is already severely understaffed.

Mayor Salinas closed public comment at 8:59 p.m.

Mayor Salinas emphasized that no decisions or actions have been taken regarding cuts to the animal shelter or per diem positions; acknowledged the complexity of the City’s financial situation; reassured the public that all input will be considered as the City Council works through the budget; and encouraged continued advocacy and communication.

Council Member Andrews disclosed she visited the shelter to understand firsthand how budget cuts could impact operations; noted staff has been reviewing cost saving measures and she and Council Member Roche are pursuing budget strategies including, selling property, seeking grants, revisiting additional cuts to Council’s salaries, and partnering with rescues and the County; urged continued public support and donations; and requested the City Manager’s office to work with the Police Department to find a solution for the shelter including seeking partnership with the county.
6 | D e c e m b e r 2 , 202 5
Council Member Roche clarified that while per diem positions are under review citywide, there has been no proposal to eliminate shelter per diems or target the animal shelter specifically; invited Police Chief Matthews to confirm this publicly, and he stated that the department is evaluating all positions holistically and no one has been told they will be separated from the shelter; emphasized that the current deficit stems largely from rising labor costs and revenue challenges; acknowledged possible missteps, including Council raises; and assured the public that the City is trying to save essential services and the shelter will be included in that.

Council Member Syrop reiterated that the City Council accepts responsibility for past decisions and is committed to transparency as they work through the deficit; praised volunteers and staff for making Hayward’s shelter a regional model; and emphasized that conversations with labor groups are ongoing to minimize the deficit and preserve essential services, noting that the Council and staff are working continuously to identify solutions and safeguard as many jobs as possible.

The City Council took a recess at 9:11 p.m., and Mayor Salinas reconvened the meeting at 9:21 p.m.

City Attorney Lawson made the second closed session announcement as noted in the respective section.

CITY MANAGER’S COMMENTS
Interim City Manager Addleman announced that City staff will assist Eden Youth in hosting the second Hayward Rides bike giveaway, which will occur alongside South Hayward’s Toy Drive Giveaway on December 13, 2025, at the Eden Youth and Family Center.

PRESENTATION
Mayor Salinas announced the 2025 Hayward Beautiful Yard Contest and introduced Clean and Green Commission Chair Milleman and Vice Chair Ferreira who noted the yard contest is a reward-based approach to encourage residents to keepHayward clean, green and beautiful and presented 3rd place winner – Suzanne Philis, 2nd place winner – Ernie Poyorena, and 1st place winner – Allan Custodio. Mayor Salinas and Council Member Andrews presented the certificates of recognition and gift cards to each winner.

ACTION ITEMS
Consent Items 1-5 were removed from the Consent Calendar to explain the budget. Consent Item 10 was pulled for discussion and public comment. Consent Item 11 was pulled to indicate there were revised resolutions per a memorandum that was distributed to the City Council and added under Documents Received After Agenda Published.

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/88323005115?pwd=U1okyoD9feaKJmno4nwOvr9YtnT9nk.1 Tuesday, December 2, 2025, 7:00 p.m.

CONSENT

1. Adopt a Resolution Authorizing the Purchase of a Ford Combination Meter Test Bench with Automated Measuring System II (AMSII) in a Not-to-Exceed Amount of $200,000 to Enhance the Water Meter Testing Process CONS 25-513
Staff report submitted by Public Works Director Ameri, dated December 2, 2025, was filed.

In response to Council Member Roche’s question about whether the project would have any impact on the General Fund, Assistant City Manager Thomas noted the project is funded entirely through the Water Replacement Fund, an Enterprise Fund, and does not involve any General Fund transfers.

It was moved by Council Member Bonilla Jr., seconded by Council Member Syrop, and carried unanimously, to adopt the resolution.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None
Resolution 25-198, “Resolution Authorizing the Purchase of a Ford Combination Meter Test Bench with Automated Measuring System II (AMSII) in an Amount Not-to-Exceed $200,000 to Enhance the Water Meter Testing Process”

2. Adopt a Resolution Authorizing the City Manager to Accept and Appropriate Up to $100,000 Annually for the Next Five Years from the Fairview Fire Protection District for Special Projects CONS 25-515
Staff report submitted by Fire Chief Hamre, dated December 2, 2025, was filed.

In response to Council Member Roche’s inquiry about any impact on the General Fund, Assistant City Manager Thomas clarified the item was simply a revenue action, where the City is receiving funds, not spending it.

It was moved by Council Member Bonilla Jr., seconded by Council Member Syrop, and carried unanimously, to adopt the resolution.
8 | D e c e m b e r 2 , 202 5
AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None
Resolution 25-199, “Resolution Authorizing the City Manager to Accept and Appropriate Up to $100,000 from the Fairview Fire Protection District Annually for the Next Five Years for Special Projects”

3. Adopt a Resolution Authorizing the City Manager to Negotiate and Execute an Agreement with ESRI for a Small Municipal and County Government Enterprise Agreement (SGEA) in a Not-to-Exceed Amount of $126,000 Annually CONS 25-523 Staff report submitted by Acting IT Director/CIO Roush, dated December 2, 2025, was filed.

In response to Council Member Roche’s request for clarification, Acting IT Director Roush indicated the cost for the license extension is $2,000 more than the City was authorized to pay annually and paid via the Internal Service Fund; and added that the software is essential for daily operations of the City.

It was moved by Council Member Bonilla Jr., seconded by Council Member Syrop, and carried unanimously, to adopt the resolution.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None
Resolution 25-200, “Resolution Authorizing the City Manager to Negotiate and Execute an Agreement with Esri for a Small Municipal and County Government Enterprise Agreement (SGEA) in a Not-To-Exceed Amount of $126,000 Annually”

4. Adopt a Resolution Authorizing the City Manager to Approve an Increase to the Existing Contract with West Coast Code Consultants for Plan Review Services for the Hayward Fire Department in a Not-to-Exceed Amount of $250,000 Over Three Years CONS 25-526 Staff report submitted by Fire Chief Hamre, dated December 2, 2025, was filed.

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/88323005115?pwd=U1okyoD9feaKJmno4nwOvr9YtnT9nk.1 Tuesday, December 2, 2025, 7:00 p.m.

Council Member Roche asked about the source of funding for a three-year, $250,000 contract for plan review services, Fire Chief Hamre explained that customers pay a fee when requesting expedited plan reviews, and those fees are used to pay the contract, making it revenue neutral.

It was moved by Council Member Bonilla Jr., seconded by Council Member Syrop, and carried unanimously, to adopt the resolution.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None
Resolution 25-201, “Resolution Authorizing the City Manager to Execute an Amendment to Increase the Existing Contract Amount withWest Coast Code Consultants for Plan Review Services for the Hayward Fire Department in a Not-To-Exceed Amount of
$250,000 Over Three Years”

5. Adopt a Resolution Awarding a Professional Services Agreement for Investment Portfolio Management Services to PFM Asset Management LLC for a Period of Three-Years with Two Optional One-Year Extensions CONS 25-527
Staff report submitted by Finance Director Hilbrants, dated December 2, 2025, was filed.

In response to Council Member Roche’s inquiry about the fee paid for investment portfolio management services, Finance Director Hilbrants stated that the fee is currently paid by the General Fund, but the City is working with the vendor to deduct the fee directly from investment earnings instead.

It was moved by Council Member Bonilla Jr., seconded by Council Member Syrop, and carried unanimously, to adopt the resolution.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None
10 | D e c e m b e r 2 , 202 5
Resolution 25-202, “Resolution Authorizing the City Manager to Execute a Contract with PFM Asset Management LLC for
Investment Portfolio Management Services for Three-Years with Two Optional One Year Extensions”

6. Adopt an Ordinance Amending Reach Codes for the City of Hayward by Amending the City’s Off Street Parking Regulations (Chapter 10, Article 2); and Amending the Building Code of the City of Hayward (Chapter 9 Article 1) of the Hayward Municipal Code CONS 25-528
Staff report submitted by City Clerk Lens, dated December 2, 2025, was filed.

It was moved by Council Member Bonilla Jr., seconded by Council Member Syrop, and carried unanimously to adopt the ordinance.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None
Ordinance 25-012, “An Ordinance Amending Reach Codes for the City of Hayward by Amending the City’s Off-Street Parking Regulations (Chapter 10, Article 2); and Amending the Building Code of the City of Hayward (Chapter 9, Article 1) of the Hayward Municipal Code”

7. Adopt an Ordinance Establishing a Building Code for the City of Hayward; Regulating the Construction, Alteration, Repair, and Maintenance of Structures; Providing for the Issuance of Permits and Collection of Fees; Repealing Chapter 9 Article 1, and All Amendments Thereto” CONS 25-529
Staff report submitted by City Clerk Lens, dated December 2, 2025, was filed.

It was moved by Council Member Bonilla Jr., seconded by Council Member Syrop, and carried unanimously to adopt the ordinance.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/88323005115?pwd=U1okyoD9feaKJmno4nwOvr9YtnT9nk.1 Tuesday, December 2, 2025, 7:00 p.m.

Ordinance 25-013, “An Ordinance Establishing a Building Code for the City of Hayward; Regulating the Construction, Alteration, Repair, and Maintenance of Structures; Providing for the Issuance of Permits and Collection of Fees; Repealing Chapter 9 Article 1, and All Amendments Thereto”

8. Adopt an Ordinance Establishing a Fire Prevention Code for the City of Hayward; Adopting the California Fire Code, 2025 Edition, Prescribing Regulations Governing Conditions Hazardous to Life and Property from Fire or Explosion; Providing for the Issuance of Permits and Collection of Fees; Providing for Penalties for Violation, and Repealing Ordinance No. 22-10, as Amended, and All Other Ordinances and Parts of Ordinances in Conflict Therewith CONS 25-530
Staff report submitted by City Clerk Lens, dated December 2, 2025, was filed.

It was moved by Council Member Bonilla Jr., seconded by Council Member Syrop, and carried unanimously to adopt the ordinance.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None
Ordinance 25-014, “An Ordinance Establishing a Fire Prevention Code for the City of Hayward; Adopting the California Fire Code, 2025 Edition, Prescribing Regulations Governing Conditions Hazardous to Life and Property from Fire or Explosion; Providing for the Issuance of Permits and Collection of Fees; Providing for Penalties for Violation, and Repealing Ordinance No. 22-10, as Amended, and All Other Ordinances and Parts of Ordinances in Conflict Therewith”
12 | D e c e m b e r 2 , 202 5

9. Adopt an Ordinance Establishing a Wildland-Urban Interface Code for the City of Hayward; Adopting the 2025 California Wildland-Urban Interface Code, Title 24, Part 7, Prescribing Regulations Governing the Establishment of Minimum Special Regulations for the Safeguarding of Life and Property from the Intrusion of Fire from Wildland Fire Exposures and Fire Exposures from Adjacent of Fire Department Intervention; Repealing Resolution No. 93-037 and All Other Parts of Ordinances in Conflict Therewith CONS 25- 531
Staff report submitted by City Clerk Lens, dated December 2, 2025, was filed.

It was moved by Council Member Bonilla Jr., seconded by Council Member Syrop, and carried unanimously to adopt the ordinance.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None
Ordinance 25-015, “An Ordinance Establishing a Wildland-Urban Interface Code for the City of Hayward; Adopting the 2025 California Wildland-Urban Interface Code, Title 24, Part 7, Prescribing Regulations Governing the Establishment of
Minimum Special Regulations for the Safeguarding of Life and Property from the Intrusion of Fire from Wildland Fire Exposures and Fire Exposures from Adjacent Structures and to Prevent Structure Fires from Spreading to Wildland Fuels, Even in the Absence of Fire Department Intervention, Repeal Resolution No. 93-037 and Repealing All Other Parts of Ordinances in Conflict Therewith”

10. Adopt Resolutions Authorizing the City Manager to Execute Amendments to the Water Supply Agreement Between the City and County of San Francisco and Wholesale Customers Relating Primarily to: 1) Reducing the Requirement for Purchase of Minimum Water Supply Quantity for the Alameda County Water District, City of Milpitas, City of Mountain View, and City of Sunnyvale; and 2) Updating Tier 2 Water Shortage Allocation Plan CONS 25-538
Staff report submitted by Public Works Director Ameri, dated December 2, 2025, was filed.

Council Member Syrop expressed concern over the proposed agreement, particularly due to its financial impact on Hayward residents and the perception that it benefits other cities more than Hayward; referenced letters from Palo Alto commissioners who warned about

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/88323005115?pwd=U1okyoD9feaKJmno4nwOvr9YtnT9nk.1 Tuesday, December 2, 2025, 7:00 p.m.
possible hidden costs; asked if Bay Area Water Supply and Conservation Agency (BAWSCA) could provide assurances that such costs wouldn’t materialize; and wanted clarification on the terms Hayward had unsuccessfully tried to negotiate and why those were not incorporated into the final agreement. Public Works Director Ameri explained that the cost to Hayward stems from a fixed $4 million expense shared among member agencies for unused water, with Hayward's 7% share totaling approximately $280,000 annually, translating to about 30 cents per customer; clarified that while Palo Alto's memo raised valid points, those concerns were unrelated to Hayward’s specific cost impact under the agreement; noted Hayward receives some benefits under the plan; and emphasized that attempts to negotiate unique relief for Hayward were not feasible without affecting equity among all 26 agencies. Council Member Syrop also raised concern about the lack of Council Infrastructure & Airport Committee analysis in the staff report.

Council Member Roche asked if the Palo Alto City Council had already approved the agreement, given the critical letter submitted by two of its commissioners. BAWSCA CEO and General Manager Tom Smegal confirmed that Palo Alto had unanimously approved the agreement, and a supportive letter from the Palo Alto Mayor had also been received. Council Member Roche confirmed that Hayward was the final agency to vote; and was reassured the action would not affect that original agreement.

Council Member Andrews noted that Hayward is the last of 26 member agencies to vote on the agreement and praised staff for negotiating the minimum financial impact possible; while the $0.30 per-customer rate increase may seem small, she acknowledged the City’s ongoing sensitivity to utility costs; and emphasized the long-term value of Hayward’s access to Hetch Hetchy water, calling it an essential and reliable source for the community.

Council Member Bonilla Jr. expressed pride in Hayward’s water quality and infrastructure, thanking Public Works Director Ameri and his team for their work.

Interim City Manager Addleman clarified that the reference to Exhibit A in the resolution (Attachment II) is incorrect, as no attachment exists, and it will be removed.

Mayor Salinas opened the public comment section at 9:33 p.m.

Utsav Gupta requested that the item be pulled from the consent calendar for a full public discussion, citing major discrepancies in the financial impact estimates; and argued that the cost to Hayward may be significantly higher, due to understated projections and risks tied to water purchase reductions.

Pat Showalter, Mountain View Council Member, expressed strong support for the agreement, praising the extensive vetting process through Council Member Andrews and the work of water management representatives, including Hayward's; and emphasized that the 14 | D e c e m b e r 2 , 202 5
amendments promote water conservation, which reduces long-term infrastructure costs and benefits the entire region.

Mayor Salinas closed the public comment section at 9:39 p.m.

It was moved by Council MemberAndrews, seconded by Council MemberBonilla Jr., and carried unanimously to adopt the resolutions.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Zermeño MAYOR Salinas
NOES: COUNCIL MEMBER Syrop
ABSENT: None
ABSTAIN: None
Resolution 25-203, “Resolution Authorizing the City Manager to Execute an Amendment to the Amended and Restated Water
Supply Agreement Between the City and County of San Francisco and Wholesale Customers in Alameda County, San Mateo County, and Santa Clara County”
Resolution 25-204, “Resolution Authorizing the City Manager to Execute the Tier 2 Drought Response Implementation Plan Pursuant to Section 3.11.C of the Amended and Restated Water Supply Agreement”

11. Adopt Resolution Authorizing the City Manager to Apply for a State Water Resources Control Board (SWRCB) State Revolving Fund (SRF) Loan and Approve Reimbursement Resolution in Support of SWRCB SRF Loan Application for the Water Resources Recovery Facility (WRRF) Improvements – Phase II Project CONS 25-537 Staff report submitted by Public Works Director Ameri, dated December 2, 2025, was filed.

It was moved by Council Member Roche, seconded by Council Member Bonilla Jr., and carried unanimously to adopt the revised resolutions.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/88323005115?pwd=U1okyoD9feaKJmno4nwOvr9YtnT9nk.1 Tuesday, December 2, 2025, 7:00 p.m.

Resolution 25-205, “Adopt a Resolution Authorizing the City Manager to Sign and File a State Water Resources Control Board State Revolving Fund Loan Financial Assistance Application for Capital Improvement Project #07760 – Water Resource Recovery Facility Improvements – Phase II Project”
Resolution 25-206, “Water Resource Recovery Facility
Improvements – Phase II Project #07760: Reimbursement
Resolution in Support of State Water Resources Control Board State Revolving Fund Loan Application”

WORK SESSION

12. City Budget Status Update: Oral Report by the City Manager as Information Becomes Available (Oral Report from Interim City Manager Addleman) WS 25-040 Interim City Manager Addleman reported that staff remain focused on labor negotiations and the voluntary separation incentive plan, aiming to achieve roughly $6.7 million in personnelrelated savings through voluntary separations, concessions, furloughs, and, if necessary, layoffs.

Finance Director Hilbrants added that the City is resetting revenue estimates decreasing estimates by $6.4 million, modifying transfers from Measure C, making changes to other transfers, monitoring one-time revenues, taking actions to reduce overtime, freezing vacancies, reducing services and supplies, and preparing a proposal to increase the Transient Occupancy Tax (TOT) and working on outreach to hotels. Finance Director Hilbrants noted a budget fall revision was adopted on November 18, 2025, staff are continuing discussions with labor partners in December and January, and an updated five-year model and Fiscal Stability Plan would return to the City Council in February, detailing how the current $26.4 million gap will be closed and identifying any potential revenue measures and actions.

There being no public comment, Mayor Salinas opened and closed the public comment section at 10:05 p.m.

Council Member Andrews requested more frequent written staff reports on budget updates; requested General Fund ten-year projections, Capital Improvement Plan (CIP) projections, and five-year projections for all funds; asked for a TOT communication strategy from the Economic Development Division and services for hotels in light of upcoming sport events in the Bay Area; requested revenue strategies around permit review and cutting red-tape initiatives (Planning, Fire, Building, Safety); requested a Strategic Roadmap update around projects; and asked for a discussions timeline with Hayward Area Recreation and Park District (HARD) on La Vista Park and other projects that can reduce impact to the General Fund and Measure C. 16 | D e c e m b e r 2 , 202 5
Council Member Zermeño requested a progress report on potential property sales and updates on vendor monitoring. In response to Council Member Zermeño’s inquiry related to overtimereduction efforts, Assistant City Manager Thomas explained that public safety units have already implemented changes that are showing reductions.

Council Member Roche asked staff to clarify concerns raised earlier about per diem cuts, emphasizing the need for a holistic and strategic approach rather than across-the-board eliminations. Assistant City Manager Youngblood explained that reductions must follow each department’s operational needs and MOU requirements and noted that no discussions have occurred about eliminating Animal Services per diems. Council Member Roche sought clarification about past American Rescue Plan Act (ARPA) funding decisions and how salary savings and one-time revenue masked structural deficits. Finance Director Hilbrants and Police Chief Matthews explained that ARPA funds indirectly supported ongoing costs and that aspects of the Hayward Evaluation and Response Teams (HEART) program continue through repurposed staff and limited overtime. Council Member Roche urged staff to provide candid analysis of past decisions to help the City Council avoid repeating mistakes.

Council Member Bonilla Jr. asked to better understand how ARPA funds were used to backfill lost revenue and how this contributed to the structural deficit; and requested trend reporting showing progress toward savings targets across all reduction categories. In response to Council Member Bonilla Jr.’s inquiry on how the City is tracking actuals to projections, Finance Director Hilbrants explained that salary and vacancy savings are already materializing but that data is available only on a biweekly lag and will be incorporated into future reports. Council Member Bonilla Jr. recommended using a barometer for the seven finance activities to measure savings across the categories for budget updates; requested staff explore how to strengthen communication to mitigate misinformation; and encouraged staff to explore revenuegenerating technologies, including automated traffic enforcement, to improve long-term fiscal stability.

Council Member Syrop supported exploring speed-limiting camera technology and asked that staff work with lobbyists to participate in the State’s pilot program; asked for an update on business-friendly ordinance reforms; and requested that staff recommend a realistic reporting mechanism, prioritizing information that is useful for policy decision-making.

Council Member Goldstein emphasized the need for a simple visual barometer showing the City's progress toward closing the budget gap, noting it would help the City Council communicate clearly with the public; encouraged exploration of technology investments that reduce workload and increase efficiency without replacing staff; highlighted the need to treat tourism separately from general economic development, and suggested partnering with the Hayward Chamber of Commerce or a third party to capitalize on major regional sport events.

Mayor Salinas proposed dedicating part of next year’s priority-setting session reviewing lessons learned to ensure the City does not repeat past financial missteps; agreed with Council Member Bonilla Jr. that consistent, cohesive messaging is urgently needed to prevent misinformation for the public; and affirmed the City’s commitment to transparency.

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/88323005115?pwd=U1okyoD9feaKJmno4nwOvr9YtnT9nk.1 Tuesday, December 2, 2025, 7:00 p.m.

Interim City Manager Addleman left the Council Chambers.

LEGISLATIVE BUSINESS

13. Council-Appointed Officer’s Employment Agreement: Adopt a Resolution Approving Amendments to the Employment Agreement between the City of Hayward and Interim City Manager Jayanti Addleman and Authorize the Mayor to Execute the Amendment LB 25-042 (Report from Mayor Salinas)
Staff report submitted by Mayor Salinas, dated December 2, 2025, was filed.

Mayor Salinas provided a synopsis of the staff report.

There being no public comment, Mayor Salinas opened and closed the public hearing at 10:47 p.m.

It was moved by Mayor Salinas, seconded by Council Member Bonilla Jr., and carried unanimously, to adopt the resolution.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None
Resolution 25-207, “Resolution Approving the Amendment to the Employment Agreement Between the City of Hayward and
Interim City Manager and Authorizing the Mayor to Execute the Agreement”
Interim City Manager Addleman returned to the Council Chambers.

14. Fiscal Year 2026 Salary Plan Amendment: Adopt a Resolution Approving an Amendment to the City of Hayward Salary Plan for Fiscal Year 2026 LB 25-045 (Report from Human Resources Director Tecson)
Staff report submitted by Human Resources Director Tecson, dated December 2, 2025, was filed.

Human Resources Director Tecson provided a synopsis of the staff report. 18 | D e c e m b e r 2 , 202 5
In response to Council Member Andrews’ inquiry as to how the executive team’s four percent cut would impact the item, Human Resources Director Tecson clarified that the City Manager’s contract already includes reductions slightly exceeding four percent.

There being no public comment, Mayor Salinas opened and closed the public hearing at 10:49 p.m.

It was moved by Council Member Roche, seconded by Council Member Zermeño, and carried unanimously, to adopt the resolution.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None
Resolution 25-208, “Resolution Approving the Amended Fiscal Year 2026 Salary PlanDesignating Positions of Employment in the City of Hayward and Salary Range; and Superseding Resolution No. 25-170 and all Amendments Thereto”

COUNCIL REPORTS AND ANNOUNCEMENTS
Council Member Andrews reminded the community of two events on December 6, 2025, the Light Up the Season and 2025 SantaCo. She encouraged all to attend the events to support downtown businesses and the Hayward Animal Shelter.

COUNCIL REFERRALS
There were none.

ADJOURNMENT
Mayor Salinas adjourned the City Council meeting at 10:51 p.m.

APPROVED
__________________________________________________________ Mark Salinas
Mayor, City of Hayward
ATTEST:
__________________________________________________________ Miriam Lens
City Clerk, City of Hayward
CITY OF HAYWARD Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 25-491
DATE: December 16, 2025
TO: Mayor and City Council
FROM: City Manager

SUBJECT
Adopt a Resolution Authorizing the City Manager to Negotiate and Execute a Disposition and Development Agreement with Bay Area Community Services for the Transfer of Two Parcels on Depot Road with APNs 439-0070-006-01 and 439-0070-006-02; and Finding that the Action is Exempt from Environmental Review

RECOMMENDATION
That the City Council adopts a resolution (Attachment II) authorizing the City Manager to negotiate and execute a Disposition and Development Agreement with Bay Area Community Services for the transfer of two parcels on Depot Road with APNs 439-0070-006-01 and 439-0070-006-02; and finding that the action is exempt from environmental review.

SUMMARY
Since 2022, Bay Area Community Services (BACS) has planned to develop and operate a mental health rehabilitation center (MHRC) in Hayward. The original plan was for BACS to acquire and renovate the former St. Regis retirement center, with a portion of the site dedicated to the MHRC. After acquiring the Regis property, BACS determined that it was not suitable for an MHRC as proposed and approved by their state funding. In 2023, BACS and the City identified a possible solution to this issue by swapping the MHRC with the Hayward Navigation Center (HNC), located at 3788 Depot Road.

This report seeks City Council authorization for the City Manager to negotiate and execute a Disposition and Development Agreement with BACS for the transfer of the parcels on Depot Road, one of which is currently being used for the HNC and the other is across the street from the HNC site. The purchase price is $1.65 Million and will be paid in installments over no more than five years, with at least $500,000 in the first year and up to an additional $28,000 towards closing costs.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Page 1 of 2 Printed on 12/12/2025
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File #: CONS 25-491
Attachment III Exhibit A to Resolution
CITY OF HAYWARD Page 2 of 2 Printed on 12/12/2025
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Page 1 of 4 ends

DATE: December 16, 2025
TO: Mayor and City Council
FROM: City Manager
SUBJECT: Adopt a Resolution Authorizing the City Manager to Negotiate and Execute a Disposition and Development Agreement with Bay Area Community Services for the Transfer of Two Parcels on Depot Road with APNs 439-0070-006-01 and 439-0070-006-02; and Finding that the Action is Exempt from Environmental Review

RECOMMENDATION
That Council adopts a resolution (Attachment II) authorizing the City Manager to negotiate and execute a Disposition and Development Agreement with Bay Area Community Services for the transfer of two parcels on Depot Road with APNs 439-0070-006-01 and 439-0070-006-02; and finding that the action is exempt from environmental review.

SUMMARY
Since 2022, Bay Area Community Services (BACS) has planned to develop and operate a mental health rehabilitation center (MHRC)in Hayward. The original plan was for BACS to acquire and renovate the former St. Regis retirement center, with a portion of the site dedicated to the MHRC. After acquiring the Regis property, BACS determined that it was not suitable for an MHRC as proposed and approved by their state funding. In 2023, BACS and the City identified a possible solution to this issue by swapping the MHRC with the Hayward Navigation Center (HNC), located at 3788 Depot Road.

Page 2 of 4 ends

FISCAL IMPACT
The proceeds from the sale of the parcels will go to the City’s general fund. As mentioned above, the price is $1.65 Million with at least $500,000 due to the City in the first year and up to an additional $28,000 towards closing costs. The sale price is set at market rate based on appraisals by both parties. The City is unaware of any other parties who are interested in purchasing these parcels. As described below, the Surplus Land Act Notice of Availability for these parcels generated no interest.

BACKGROUND & DISCUSSION
Mental Health Rehabilitation Center Plan
In 2022, BACS received state funds to develop and operate a MHRC, along with other services.

A MHRC is a licensed facility providing psychiatric and rehabilitative treatment on a 24-hour basis for people with serious mental illness and/or substance use disorders. The MHRC proposed by BACS would be a locked facility for individuals on an involuntary hold under supervision. It would be accessed by referral only with no drop-ins and all patients would be discharged with a housing plan for any unhoused patients.

On May 12, 2025, the State announced that BACS received an additional $32 million through the Behavioral Health Continuum Infrastructure Program (BHCIP) to construct the MHRC.

The original plan was for BACS to acquire and renovate the former St. Regis retirement center, with a portion of the site dedicated to the MHRC. After acquiring the Regis property, BACS determined that the MHRC as proposed and approved by the state for funding could not be implemented. In the summer of 2023, BACS and Community Services Division staff identified a possible solution to this issue by swapping the MHRC with the HNC. The HNC would fill a portion of the interim housing already proposed for the Regis Village suite of services, giving the City some operational leverage at the Regis Village site. City Council Members were briefed on this concept at that time in 2023.

The proposed location for the MHRC is located within the General Industrial (IG) zoning district which allows Psychiatric and Rehabilitation Facilities 1 by right in accordance with California Welfare and Institutions Code (WIC) Section 5960.3. The proposed project also requires approval of a MajorSite Plan Review (MSPR) and Variance (VAR) application from the Hayward Planning Commission, unless appealed to City Council. The City received an application for the proposed development on September 23, 2025. As of this date, the application is still under review and no public hearings have been scheduled.

1 Psychiatric and Rehabilitation Facility are defined as "mental health programs providing 24-hour psychiatric and rehabilitation care including Mental Health Rehabilitation Centers (MHRCs), Psychiatric Health Facilities (PHFs) and Psychiatric Residential Treatment Facilities (PRTFs) that are licensed by the Mental Health Licensing Branch of the California Department of Health Care Services." within Hayward Municipal Code Section 10-1.3500.

Page 3 of 4 ends

Surplus Land Act Notice of Availability Process
Staff vetted the proposed solution of swapping the sites with staff from the California Department of Housing and Community Development (HCD) to determine its compliance with the Surplus Land Act (SLA). All parties agreed that the appropriate course of action would be to follow the SLA Notice of Availability (NOA) process. On January 21, 2025, the City Council adopted Resolution 25-002 designating the two parcels as surplus property and staff issued an NOA later that week.

No notices of interest from prospective affordable housing developers were received. The City has met its obligations under the SLA and may dispose of the property in any manner. Since the parcels were declared surplus, the SLA requires a restriction to be recorded against the property which imposes affordability restrictions if 10 or more residential units are ever developed on the property. The units are to remain affordable to lower income households for at least 55 years for rental units and 45 years for ownership units. Recordation of this restriction will be a component of the sale of the parcels.

Disposition and Development Agreement
Staff is now seeking Council authorization for the City Manager to negotiate and execute a Disposition and Development Agreement (DDA) with BACS with the following key terms:
 Purchase Price: The price is $1.65 Million with up to an additional $28,000 toward closing.
 Payment Period and Terms: The purchase price shall be paid in installments over a period of five (5) years with three percent (3%) annual interest applied and a minimum of $500,000 paid in the first year. BACS will have an option to extend this financing period by two (2) years, if the County of Alameda’s funding is no longer available for this site.
 Project Description: The DDAwill reference the funding agreement that BACS has with the State of California to construct the MHRC, which will be a Regulatory Agreement and Declaration of Restrictions, secured with a Deed of Trust. The DDA will require BACS to meet all terms in the Regulatory Agreement, including:
o Adhere to the State of California operating requirements. o Requirements to conform with all applicable local habitability and safety codes. o Restrictions on sale, requiring State approval of any sale and City to receive 50% of sale price, less the amount of the original purchase price. Maintenance of property and commercial liability insurance as called for by the State. City to be an additional insured during the five (5) year payment period. o Ability of California Department of Health Care Services or their designee to inspect site and records throughout course of restricted period.

Page 4 of 4 ends

Environmental Review
This project is exempt from environmental review in accordance with the California Environmental Quality Act (CEQA) Guidelines, Section 15332, In-Fill Development Projects, because the project is an in-fill development project that is fully consistent with the conditions outlined in Section 15332 and none of the exceptions outlined in Section 15000.2 apply as noted in Attachment II.

STRATEGIC ROADMAP
This initiative supports the Strategic Roadmap priorities of Enhance Community Safety and Preserve, Protect & Produce Housing for All.

NEXT STEPS
If Council adopts the resolution, staff will complete negotiations with BACS and the City Manager will execute a DDA with BACS using the terms listed above.

Prepared by: Tracy Irvin, Real Estate Manager
Michael Vigilia, Senior Assistant City Attorney
Amy Cole-Bloom, Community Services Manager
Approved by:
_________________________________
Jennifer Ott, City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL
RESOLUTION NO. 25-____
Introduced by Council Member _________

RESOLUTION AUTHORIZING THE CITY MANAGER TO NEGOTATE AND

EXECUTE A DISPOSITION AND DEVELOPMENT AGREEMENT WITH BAY

AREA COMMUNITY SERVICES FOR THE TRANSFER OF TWO PARCELS ON DEPOT ROAD WITH APNS 439-0070-006-01 AND 439-0070-006-02; AND

FINDING THAT THE ACTION IS EXEMPT FROM ENVIRONMENTAL REVIEW WHEREAS, in 2022 and subsequently in 2025, Bay Area Community Services (BACS) received state funding to develop and operate a mental health rehabilitation center (MHRC) in Hayward to provide psychiatric and rehabilitative treatment on a 24-hour basis for people with mental health issues, drug use disorders, and related concerns; and WHEREAS, the MHRC proposed by BACS would be a locked facility for individuals on an involuntary hold under supervision. It would be accessed by referral only with no drop-ins and all patients would be discharged with a housing plan for any unhoused patients; and WHEREAS, since 2023, BACS and the City have been in conversations about using the existing site of the Hayward Navigation Center on Depot Road for the proposed MHRC; and
WHEREAS, the City holds fee title to the 0.73 acre parcel at 3788 Depot Road with Assessor’s Parcel Number (APN) 439-0070-006-01 which is the current site of the Hayward Navigation Center, as well as a 0.24 acre parcel on Depot Road separated from the Navigation Center by Whitesell Street, with APN 439-0070-006-02, which is currently undeveloped (collectively the “Navigation Center Parcels”), see Exhibit A hereto for further particulars; and
WHEREAS, the City consulted with the California Department of Housing and Community Development (HCD) regarding compliance with the Surplus Land Act (SLA) as a pre-condition to disposition of the Hayward Navigation Center Parcels and development of the MHRC; and
WHEREAS, the City and HCD determined that the appropriate course of action was to proceed with declaring the Navigation Center Parcels as surplus pursuant to the SLA and issuing a Notice of Availability (NOA) to interested affordable housing developers; and

ATTACHMENT II

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WHEREAS, on January 21, 2025 the City Council adopted Resolution 25-002, declaring the Navigation Center Parcels surplus pursuant to the SLA: and WHEREAS, pursuant to the SLA the City issued an NOA regarding the Navigation Center Parcels to affordable housing developers that had registered their interest with HCD; and
WHEREAS, no responses to the NOA were received; and
WHEREAS, the City has met its obligations under the SLA with respect to the Navigation Center Parcels and may dispose of them in any manner, subject to recordation of an affordability covenant as described in Government Code section 54233 in the event ten (10) or more residential units are ever developed on the parcels; and WHEREAS, under Government Code Section 37350 the City may purchase, lease, receive, hold, and enjoy real and personal property and control and dispose of it for the common benefit; and
WHEREAS, the City intends to transfer to BACS the fee interest in the Navigation Center Parcels for development of the MHRC, subject to the terms and conditions of a Disposition and Development Agreement (DDA); and
WHEREAS, the City has conducted the required review under the California Environmental Quality Act, California Public Resources Code §21000- §21177, as amended ("CEQA").

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward that the above recitals are true and correct.

BE IT FURTHER RESOLVED, pursuant to Government Code section 37350, the City Council hereby finds that the disposition of the Navigation Center Parcels pursuant to the DDA is for the common benefit.

BE IT FURTHER RESOLVED, that the City Council finds the disposition and development of the Navigation Center Parcels for the MHRC is categorically exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 15332 (Class 32) of the CEQA guidelines for In-fill Developments. An evaluation of the proposed project supports the conclusion that the project meets the categorical exemption criteria included in Section 15332 of CEQA as follows:

A. The project is consistent with the applicable general plan designation and all applicable general plan policies as well as with applicable zoning designation and regulations.

ATTACHMENT II

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The project meets this criterion in that the project site is located within the General Industrial (IG) zoning district and Industrial Corridor (IC) land use designation within the Hayward 2040 General Plan which allows for the development of mental health rehabilitation centers with a maximum collective FAR of 0.8 across all the industrial sub-districts. The proposed project has a maximum FAR of 1.9. However, the average FAR for all projects within the industrial subdistricts since the adoption of this zoning regulation is 0.41 (See Table Below). At the time of adoption of this regulation in 2019, the average FAR was below 0.8. As such, this project will not result in collective FAR above 0.8 across the industrial subdistricts.

Furthermore, the project will be fully consistent with all applicable provisions of the Zoning Ordinance, Off-Street Parking Regulations, and Bay-Friendly Landscape Ordinance as it requires approval of a Major Site Plan Review and Variance application by the Hayward Planning Commission.

B. The proposed development occurs within city limits on a project site of no more than five acres substantially surrounded by urban uses.

The
project meets this criterion in that the project would be located on two adjacent parcels that total to 0.97-acres within the City of Hayward. Furthermore, the project site is substantially surrounded by urban uses with two industrial parks (CrockerHayward North Industrial Park and Cabot Business Park) to the north, a former automobile wrecker to the east, an automobile repair facility to the South (Chilton Auto Body Hayward), and contractor services (Golden Bay Construction and Transport Refrigeration Services & Trailer Repair) to the west.

Application # Approval Date Address Development Type FAR 202200390 3/3/2022 3890/3989 Depot Road Warehouse 0.48
202101456 8/27/2021 24101 Whitesell Street Warehouse 0.29 SPR-23-0041 3/27/2025 24401 Whitesell Street Office Building 0.03 202102725 9/22/2022 3636 Enterprise Avenue Warehouse 0.46 201901039 2/15/2022 4150 Pt Eden Way Warehouse 0.47
SPR-23-0043 11/14/2024 25375 Clawiter Road Warehouse 0.52 202003917 12/9/2021 25450-25550 Clawiter Road Warehouse 0.43 201906718 2/11/2021 25800 Clawiter Road Warehouse 0.54
SPR-23-0036 5/22/2025 26062 Eden Landing Road Data Center 0.76 202206056 10/20/2023 29469 Ruus Road Warehouse 0.3
202201051 10/27/2023 1441 Industrial Pkwy Warehouse 0.42 202104579 2/8/2022 1190 Zephyr Ave Office Building 0.53 202200563 1/25/2023 31145-31153 San Antonio Street Office Building 0.5 201802051 12/18/2019 31500 Hayman Street Warehouse 0.43 202103815 3/4/2022 2429 Whipple Road Resturant 0.11
202003389 12/2/2021 24493 Clawiter Road Warehouse 0.36
VAR-25-0005 3788 Depot Road Office Building 1.9
Average FAR: 0.41

ATTACHMENT II

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C. The project site has no value as habitat for endangered, rare, or threatened species.

The project meets this criterion in that the project site has no value as habitat for endangered, rare or threatened species. According to the Figure 7-1, Existing Vegetation Communities of the City of Hayward General Plan Background Conditions Report (2014), the project site is identified as “developed” and “ruderal” which include properties that have been disked and previously disturbed in some manner, and/or consist of existing development dominated by human use which do not offer suitable habitat for sensitive species.

D. Approval of the project would not result in any significant effects relating to traffic, noise, air quality, or water quality.

Traffic: The project meets this criterion in that the proposed project is less than the significance thresholds set by the City’s 2020 Traffic Study Guidelines and the 2018 Governor’s Office of Planning and Research (OPR) Technical Advisory on Evaluating Transportation Impacts in CEQA. The significance threshold for small projects is 110 trips per day or less. Projects that generate less than 110 trips per day generally may be assumed to cause a less-than-significant impact. Based on Institute of Transportation Engineers (ITE) Trip Generation rates, the City’s transportation staff reviewed the proposed project and determined it will result in less than 110 trips per day. In addition, the project does not result in any inconsistency with a Sustainable Communities Strategy (SCS) or the Hayward 2040 General Plan. As such, the project would not result in any significant effects related to transportation.

Noise: The project meets this criterion in that the project will be subject to the City’s existing Noise Ordinance within Chapter 4, Article 1 of Hayward Municipal Code. As such, construction noise and operational noise from this project would not exceed the City’s thresholds of 86 dBA and 70 dBA, respectively and therefore, would not result in any significant effects related to noise.

Air Quality: The project meets this criterion in that the proposed project is less than the significance thresholds set for operational-related criteria pollutant screening sizes and constriction-related screening sizes as prescribed by the 2022 Bay Area Air Quality Management District (BAAQMD) CEQA Guidelines. The proposed mental health rehabilitation center use is most similar to the “Hospitals” and “Medical Office Buildings” Land Use Categories identified within the guidelines. The significance thresholds for “Hospitals” and “Medical Office Buildings” are 452,000 square feet for construction and 611,000 or 293,000 square feet for operation, respectively. The proposed development is approximately 62,000 square feet which is below these thresholds. Furthermore, the project will include best management practices, construction-related activities will not overlap operational activities, operational

ATTACHMENT II

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activities will not include stationary engines, and the project will not include certain construction-related activities (i.e. demolition, simultaneous occurrence of two or more construction phases, extensive site preparation, extensive material transport, stationary sources). The existing Navigation Center consists of temporary structures which will not be demolished but rather transported off-site. As such, the project would not result in any significant effects related to air quality.

Water Quality: The project meets this criterion in that the project would not introduce new surface water discharges, would not substantially increase runoff volumes, result in substantial erosion or siltation, or result in flooding on- or off-site. Furthermore, the project would not alter the existing drainage pattern of the site in that it incorporates stormwater control measures pursuant to Provision C.3 of Alameda County’s Municipal Regional Stormwater Permit.

E. The site can be adequately served by all required utilities and public services.

The project meets this criterion in that the project would be located in an existing urban area served by existing public utilities and services. The City of Hayward will continue to provide water, sewer, and solid waste collection services to the project site. Other services, including electricity, will also be provided to the site by existing service providers.

Furthermore, it is concluded that none of the exceptions to the applicability of a Categorical Exemption as outlined in CEQA Guidelines Section 15300.2 would apply as follows:

A. All exemptions for these classes are inapplicable when the cumulative impact of successive projects of the same type in the same place, over time is significant.

This criterion does not apply to this project in that there are no developments within the same place for which to create a cumulative impact. Within a one-mile radius, there are several proposed or under-construction developments including a speculative warehouse at 3890/3898 Depot Road, the City of Hayward Water Pollution Control Facility Administration Building at 24401 Whitesell Street, a speculative warehouse building at 4150 Point Eden Way, and a Data Center at 26062 Eden Landing Road. The closest listed project to the project site is approximately 0.07 miles away which does not constitute being “in the same place.” B. A categorical exemption shall not be used for an activity where there is a reasonable possibility that the activity will have a significant effect on the environment due to unusual circumstances.

This criterion on does not apply to this project in that there are no unusual circumstances which would have a significant effect on the environment.

ATTACHMENT II

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C. A categorical exemption shall not be used for a project which may result in damage to scenic resources, including but not limited to, trees, historic buildings, rock outcroppings, or similar resources, within a highway officially designated as a state scenic highway.

The criterion does not apply in that there are no officially designated state scenic highways within the vicinity of the project site. The closest scenic highway is I-580 located approximately 4 miles northeast of the project site, which has been recognized as eligible for designation as a State Scenic Highway. The project will not be visible from this portion of I-580. Therefore, the project would not damage scenic resources within a highway officially designated as a state scenic highway.

D. A categorical exemption shall not be used for a project located on a site which is included on any list compiled pursuant to Section 65962.5 of the Government Code.

This criterion does not apply in that the project site is not listed on the EnviroStor environmental database, the California Department of Toxic Substances Control Hazardous Waste and Substances Sites (Cortese) List, and the State Water Resources Control Board’s (SWRCB) Geotracker Database.

E. A categorical exemption shall not be used for a project which may cause a substantial adverse change in the significance of a historical resource.

This criterion does not apply in that the existing Navigation Center development or project site do not have any value as a historic resource. They are not listed or eligible for listing on the California Register of Historic Resources (CRHR) or the City’s local historic register.

BE IT FURTHER RESOLVED, that the City Manager or designee is authorized to negotiate and execute a DDA with BACS for transfer of the Navigation Center Parcels on behalf of the City in substantial conformance to the terms outlined in the staff report, subject to such non-substantive or minor modifications or amendments as may be necessary to complete the transactions contemplated hereby, and subject further to the City Attorney's approval as to form.

BE IT FURTHER RESOLVED, that the City Manager or designee shall execute such other instruments, and take any and all other action, as may be reasonably necessary to complete the disposition of the properties, and to close escrow, as contemplated in the DDA.

ATTACHMENT II

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BE IT FURTHER RESOLVED that the City Manager or designee is directed to cause a notice of exemption to be filed pursuant to the CEQA Guidelines, following adoption of this Resolution.

BE IT FURTHER RESOLVED that the City Council designates the City Clerk as the custodian of the documents and other material which constitute the record of proceedings upon which the decision herein is based. These documents may be found at the office of the office of the City Clerk, at 777 B Street, Fourth Floor, Hayward, CA 94541.

BE IT FURTHER RESOLVED that this Resolution shall take immediate effect from and after its passage.

IN COUNCIL, HAYWARD, CALIFORNIA _______________________, 2025 ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward
APPROVED AS TO FORM:
_________________________________________
City Attorney of the City of Hayward
Exhibit A

CITY OF HAYWARD Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 25-525
DATE: December 16, 2025
TO: Mayor and City Council
FROM: Finance Director

SUBJECT
Adopt a Resolution Adjusting the City’s Transient Occupancy Tax (TOT) Rate from 12% to 14% Effective February 1, 2026, and Finding that the Action is Exempt from CEQA Review

RECOMMENDATION
That the City Council adopts a resolution (Attachment II) adjusting the City of Hayward’s (City) Transient Occupancy Tax rate from 12% to 14%, effective February 1, 2026.

SUMMARY
This report provides a review of the City’s current Transient Occupancy Tax (TOT) rate, and consideration for increasing the TOT rate in accordance with Measure NN, a voter approved ballot measure, which in the November 2020 election authorized Council to adjust the Transient Occupancy Tax (TOT) rate from 8.5% to 14%. In June 2025, City Council adopted a resolution adjusting the City’s Transient Occupancy Tax rate from 8.5% to 12%, effective August 1, 2025.

Since June, the City’s financial outlook has worsened. Staff is recommending that the City Council adopt the attached resolution adjusting the TOT rate to the full voter approved amount of 14%, which would take effect February 1, 2026, ahead of the 2026 Superbowl. Staff estimates this will generate approximately $230,000 of additional revenue this fiscal year and $550,000 annually moving forward.

To help Hayward hotel businesses benefit from upcoming major regional events, staff is pursuing ways to promote activities to draw additional visitors to Hayward, specifically around the 2026 Superbowl and FIFA World Cup.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
Attachment III Resolution 25-109
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DATE: December 16, 2025
TO: City Council
FROM: Director of Finance
SUBJECT: Adopt a Resolution Adjusting the City’s Transient Occupancy Tax (TOT) Rate from 12% to 14% Effective February 1, 2026, and Finding that the Action is Exempt from CEQA Review

RECOMMENDATION
That the City Council adopts a resolution (Attachment II) adjusting the City of Hayward’s (City) Transient Occupancy Tax rate from 12% to 14%, effective February 1, 2026.

FISCAL IMPACT
Table 1 on the next page depicts actual TOT revenues for the first three years after Measure NN was adopted, unaudited actuals from last year, and projections of revenue based on different TOT scenarios for those years. In FY 2022-23, TOT revenue began to show signs of recovery after the pandemic, and has remained relatively stable since then.

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Table 1: TOT Revenue Under Different Rate Scenarios in FY 2022 through FY 2026 Fiscal Year 8.5% (Previous) 12% (Current) 14% (Proposed) FY 2021-22 $1,978,905 $2,793,748 $3,259,373
FY 2022-23 $2,358,670 $3,329,887 $3,884,868
FY 2023-24 $2,045,297 $2,887,478 $3,368,724
FY 2024-25 (unaudited) $2,341,487 $3,305,629 $3,856,567 FY 2025-26 (projected) $2,344,444 $3,309,803 $3,861,437 Last fiscal year, TOT generated $2.3 million in revenue for the City’s General Fund when the rate was 8.5%. The City projects the current 12% TOT to generate $3.3 million in the current 2026 Fiscal Year. An increase in the TOT rate from 12% to 14% is projected to generate about $550,000 annually. Since this would take effect February 1, this change is estimated to generate $230,000 of additional revenue this fiscal year.

BACKGROUND
In June 20201, staff presented City Council with a comparative analysis of TOT rates and revenues in neighboring agencies, as well as the presentation of the results of 2017 voter polling in comparison with election results from Bay Area cities that had previously placed ballot measures to voters. The analysis found that Hayward had the lowest TOT rate and ranked eleventh in per-capita TOT revenues of the sixteen Bay Area cities with populations over 100,000. At the time, polling found that an increase to TOT was supported by approximately two-thirds of registered Hayward voters.

On July 14, 20202, Council authorized actions to place an increase in the City’s TOT from 8.5% to up to 14% before the voters of Hayward at the November 3, 2020 election. In November 2020, the voters of Hayward passed Measure NN, which authorized the City Council to increase the TOT from 8.5% to no more than 14%.

On November 16, 20223, staff presented the Council Budget and Finance Committee a review of the City’s current TOT rate and collected revenue. During the presentation, the Committee received comparisons of current TOT rates in neighboring cities and TOT revenue under different rate scenarios. The Committee recommended maintaining the current 8.5% rate and discussed potential rate adjustments after further analysis and continued economic recovery.

On January 15, 20254, staff presented the Council Budget and Finance Committee a review of the City’s current TOT rate and collected revenue. During the presentation, the Committee received comparisons of current TOT rates in neighboring cities and TOT revenue under

1 CITY OF HAYWARD - File #: LB 20-030 (legistar.com)
2 CITY OF HAYWARD - File #: LB 20-038 (legistar.com)
3 CITY OF HAYWARD - File #: ACT 22-120 (legistar.com)
4 CITY OF HAYWARD - File #: ACT 24-091 (legistar.com)

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different rate scenarios. The Committee recommended presenting City Council with the option to raise TOT from 8.5% to either 10 or 12%.

After internal discussions and ongoing budget discussions regarding the City’s structural deficit, staff recommended that City Council consider increasing TOT to the maximum amount of 14%5. City Council asked for additional research to be conducted and for the Council Budget and Finance Committee to review a proposed increase of 12% based on the additional research.

On May 21, 20256, staff provided the Council Budget & Finance Committee with information from such additional research to review as part of the Committee’s consideration of increasing the TOT rate. Based on the research, the Council Budget and Finance Committee recommended proposing an increase to 12% to City Council for FY 2025-26 with an effective date of August 1, 2025. The recommendation not to enact a full 14% TOT tax rate was in part due to the existing Emergency Services Facilities Tax of 2% that this is still in effect and will sunset in two years. This action was adopted by the City Council in June 2025 (the resolution from that meeting is included as Attachment III).

DISCUSSION
Staff compared the City’s TOT rate of 8.5% to that of twelve other cities in the Bay Area with populations over 100,000, with the exception of Castro Valley, Union City, and San Leandro.

While some cities apply only a base TOT rate, others impose additional taxes and fees such as tourism assessments, business improvement district charges, and community facility district levies which increases the total cost to hotel guests. Table 2 on the next page details the total effective rates, distinguishing between the base TOT and any additional charges layered on top.

Should Council choose to increase Hayward’s TOT rate up to the maximum of 14% allowed under Measure NN, the City’s overall lodging cost to guests would be the fourth highest in the comparison group when factoring in the total rates including additional fees charged.

Hayward would remain lower than Santa Clara, Oakland, and San Francisco.

5 CITY OF HAYWARD - File #: LB 25-012 (legistar.com)
6 CITY OF HAYWARD - File #: ACT 25-036 (legistar.com)

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Table 2: Comparison of Current TOT Rates
City TOT Rate Additional Taxes/Fees Total Rate
San Francisco 14.00% 5.96% Destination fee tax, Tourism District assessment based on zoning between 2-2.25%,
Moscone Assessment fee based on location
between 1-1.25%

23.46% Max
Oakland 14.00% 2% Oakland Tourism Tax, 3.83% Destination fee tax

19.83%
Santa Clara 13.50% 2% Community Facilities District Tax, 2% Tourism Improvement District assessment

17.50%
Hayward 14.00% 2% Emergency Services Facilities Tax 16.00% San Leandro 14.00% 14.00%
San Mateo 14.00% 14.00%
Union City 13.86% 13.86%
Berkeley 12.00% 1% Berkeley Tourism Business Improvement District assessment

13.00%
Concord 10.00% 3% Tourism Business Improvement District tax 13.00% San Jose 10.00% Hotel Business Improvement District fee based on zoning between $1-$2.50/room per night
10% + Fee
Fremont 10.00% 10.00%
Antioch 10.00% 10.00%
Castro Valley 10.00% 10.00%
City staff directly notified hotel operators about the recommendation to increase the TOT increase to 14% and tonight’s City Council hearing, as well as issued a Stack Extra enewsletter article about the proposed change to 50,000 recipients.

City Efforts to Bring Additional Visitors to Hayward
Economic Development staff has attended informational seminars hosted by the Bay Area Host Committee related to upcoming regional sporting events and will coordinate with the Downtown Hayward Improvement Association, Chamber of Commerce, and Hayward Area Recreation and Park District to facilitate local events and to ensure alignment in messaging to the business community.

The City Manager's Office digital communications team, in partnership with the Economic Development Division, are developing a social media marketing campaign intended to get the attention of visitors to the Bay Area for the Super Bowl and World Cup. This will be rolled out in cooperation with local businesses and business associations.

As we get closer to the start of the World Cup, which is being played across multiple venues in the United States, Canada and Mexico from June 11 and July 19, the communications team and Economic Development Division also will be coordinating with local businesses and business

Page 5 of 5 ends

associations to leverage local and regional interest in the competition. Staff will give updates on these activities at the Council Economic Development Committee over the next several months.

STRATEGIC ROADMAP
This agenda item supports the Strategic Priority of Improve Organizational Health.Specifically, this item relates to the implementation of the following project:

Project 1, Part 1.a: Maintain and Expand Fiscal Sustainability: Evaluate an increase in the Transient Occupancy Tax.

NEXT STEPS
Should the City Council adopt the attached resolution adjusting the City’s Transient Occupancy Tax rate from 12% to 14%, staff will take the necessary steps to implement the change effective February 1, 2026.

Prepared by: Franchesca Hatfield, Management Analyst
Nicholas Mullins, Senior Management Analyst
Christina Crosby, Deputy Director of Finance
Recommended by: DeAnna Hilbrants, Director of Finance
Approved by:
_______________________________________________
Jennifer Ott, City Manager

ATTACHMENT II

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HAYWARDCITY COUNCIL
RESOLUTIONNO. 25-
Introduced by Council Member

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HAYWARD ADJUSTING THE TRANSIENT OCCUPANCY TAX RATE FROM 12% TO 14% EFFECTIVE FEBRUARY 1, 2026; AND FINDING THAT THE ACTION IS EXEMPT FROM

ENVIRONMENTAL REVIEW
WHEREAS, the Transient Occupancy Tax (TOT) is a general tax imposed on the privilege of occupancy in any hotel, and is a debt owed by the transient to the City, which is satisfied by payment to the operator of the hotel; and
WHEREAS, the TOT is implemented through Hayward Municipal Code Chapter 8, Article 4; and
WHEREAS, during the November 3, 2020, general election the voters of the City of Hayward approved Measure NN (Ordinance No. ME 20-01), increasing Hayward’s TOT rate from 8.5% to an amount up to 14%; and
WHEREAS, the City Council directed staff to maintain the TOT rate at 8.5% to allow hoteliers time to recover from the impacts of the COVID 19 pandemic and requested that an adjustment to the TOT rate be reviewed and considered when the economy recovered from the impacts of the pandemic; and
WHEREAS, on June 17, 2025 the City Council adopted Resolution 25-109, adjusting the TOT rate from 8.5% to 12% effective August 1, 2025; and WHEREAS, on November 18, 2025, the City Council was presented with a Budget Update and Adoption of Amendments to the City of Hayward’s FY 2025-26 Operating Budgets and Updates to Other Capital and Operating Budgets to review potential strategies that could be implemented to assist in closing the projected structural deficit, and during the session, the City Council expressed unanimous support for adjusting the TOT rate as a strategy to aid in closing the projected structural deficit; and WHEREAS, California Constitution Article XIIIC does not require voter approval where a general tax is imposed at a rate that does not exceed the maximum tax rate previously approved by the voters.

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NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward that the Transient Occupancy Tax levied pursuant to Hayward Municipal Code Chapter 8, Article 4 is hereby imposed at the rate of 14.0%, effective February 1, 2026.

BE IT FURTHER RESOLVED, that the City Manager, or her designee, is authorized to take any administrative actions necessary to implement the rate adjustment adopted herein.

BE IT FURTHER RESOLVED, that this action does not have the potential for creating a significant effect on the environment and is therefore exempt from further review under CEQA pursuant to State CEQA Guidelines Section 15060(c)(3) because it is not a project as defined by the CEQA Guidelines Section 15378. Adjustment of the Transient Occupancy Tax rate does not have the potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.

IN COUNCIL, HAYWARD, CALIFORNIA, , 2025
ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST:

City Clerk of the City of Hayward
APPROVED AS TO FORM:

City Attorney of the City of Hayward

HAYWARD CITY COUNCIL
RESOLUTION NO. 25- 109
Introduced by Council Member Syrop

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HAYWARD ADJUSTING THE TRANSIENT OCCUPANCY TAX RATE FROM 8. 5% TO 12. 0% EFFECTIVE AUGUST 1, 2025; FINDING THAT THE ACTION IS EXEMPT FROM

ENVIRONMENTAL REVIEW
WHEREAS, the Transient Occupancy Tax ( TOT) is a general tax imposed on the privilege of occupancy in any hotel, and is a debt owed by the transient to the City, which is satisfied by payment to the operator of the hotel; and
WHEREAS, the TOT is implemented through Hayward Municipal Code Chapter 8, Article 4; and
WHEREAS, during the November 3, 2020 general election the voters of the City of Hayward approved Measure NN ( Ordinance No. ME 20- 01), increasing Hayward' s TOT rate from 8. 5% to an amount up to 14%; and
WHEREAS, the City Council directed staff to maintain the TOT rate at 8. 5% to allow hoteliers time to recover from the impacts of the COVID 19 pandemic, and requested that an adjustment to the TOT rate be reviewed and considered when the economy recovered from the impacts of the pandemic; and
WHEREAS, on February 4, 2025 the City Council held a General Fund Budget Work Session to review potential strategies that could be implemented to assist in closing the projected structural deficit, and during the work session, the City Council expressed unanimous support for adjusting the TOT rate as a strategy to close the projected structural deficit; and
WHEREAS, California Constitution Article XIIIC does not require voter approval where a general tax is imposed at a rate that does not exceed the maximum tax rate previously approved by the voters.

ATTACHMENT III
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward that the Transient Occupancy Tax levied pursuant to Hayward Municipal Code Chapter 8, Article 4 is hereby imposed at the rate of 12. 0%, effective August 1, 2025.

BE IT FURTHER RESOLVED, that the City Manager, or her designee, is authorized to take any administrative actions necessary to implement the rate adjustment adopted herein.

BE IT FURTHER RESOLVED, that this action does not have the potential for creating a significant effect on the environment and is therefore exempt from further review under CEQA pursuant to State CEQA Guidelines Section 15060( c)( 3) because it is not a project as defined by the CEQA Guidelines Section 15378. Adjustment of the Transient Occupancy Tax rate does not have the potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.

IN COUNCIL, HAYWARD, CALIFORNIA, June 17, 2025.

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS: Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeno MAYOR: Salinas
NOES: COUNCIL MEMBERS: None
ABSTAIN: COUNCIL MEMBERS: None
ABSENT: COUNCIL MEMBERS: None
ATTEST:

City Clerk of the City 4 Hayward
APPROVED AS TO FORM:

City Att ey of the City of Hayward

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CITY OF HAYWARD Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 25-539
DATE: December 16, 2025
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
Adopt a Resolution Approving the Appropriation of $264,000 from Fund 213- Measure BB (Ped & Bike) for the Safe Streets Hayward Plan (Capital Improvement Program (CIP) Project Nos. 06942 - High Injury Network, 06943 - Speed Management Plan, and 06945 - Evaluate Alternatives to Downtown Loop)

RECOMMENDATION
That the City Council adopts a resolution approving the appropriation of $264,000 in Fund 213- Measure BB (Ped & Bike) for Capital Improvement Program (CIP) project nos. 06942 - High Injury Network and 06943 - Speed Management Plan to replace the General Fund contribution originally budgeted for these two projects.

SUMMARY
On October 27, 2023, the City was awarded $3,252,000 in funding from the U.S Department of Transportation Safe Streets and Roads for All (SS4A) federal grant, with a requirement of $813,000 in City matching funds to fully develop a Speed Management Plan and High Injury Network Safety Plan. The Safe Streets Hayward Plan (Project) created to administer these grant funds has the goal of improving traffic safety on A Street, B Street, and Tennyson Road, and consists of three separate CIP projects: 06942 - High Injury Network, 06943 - Speed Management Plan, and 06945 - Evaluate Alternatives to Downtown Loop.

City Council has previously adopted General Fund contribution in the amount of $264,000 towards the Project. However, due to the current budget deficit, staff has identified a non-General Fund source, Fund 213, Measure BB (Pedestrian & Bicycle), to replace the $264,000 General Fund matching to minimize impact on General Fund.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
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File #: CONS 25-539
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DATE: December 16, 2025
TO: Mayor and City Council
FROM: Director of Public Works
SUBJECT: Adopt a Resolution Approving the Appropriation of $264,000 from Fund 213- Measure BB (Ped & Bike) for the Safe Streets Hayward Plan (Capital Improvement Program (CIP) Project Nos. 06942 – High Injury Network, 06943 – Speed Management Plan, and 06945 – Evaluate Alternatives to Downtown Loop)

RECOMMENDATION
That the City Council adopts a resolution approving the appropriation of $264,000 in Fund 213- Measure BB (Ped & Bike) for Capital Improvement Program (CIP) project nos. 06942 – High Injury Network and 06943 – Speed Management Plan to replace the General Fund contribution originally budgeted for these two projects.

SUMMARY
On October 27, 2023, the City was awarded $3,252,000 in funding from the U.S Department of Transportation Safe Streets and Roads for All (SS4A) federal grant, with a requirement of $813,000 in City matching funds to fully develop a Speed Management Plan and High Injury Network Safety Plan. The Safe Streets Hayward Plan (Project) created to administer these grant funds has the goal of improving traffic safety on A Street, B Street, and Tennyson Road, and consists of three separate CIP projects: 06942 – High Injury Network, 06943 – Speed Management Plan, and 06945 – Evaluate Alternatives to Downtown Loop.

City Council has previously adopted General Fund contribution in the amount of $264,000 towards the Project. However, due to the current budget deficit, staff has identified a nonGeneral Fund source, Fund 213, Measure BB (Pedestrian & Bicycle), to replace the $264,000 General Fund matching to minimize impact on General Fund.

FISCAL IMPACT
This action removes any impacts on General Fund.

The Adopted FY26 CIP includes the following adopted budgets.

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Grant Matching Total
06942 High Injury Network Safety Plan $2,565,000 $765,000 $3,330,000 06945 Evaluate Alternatives to Downtown
Loop $500,000 $0 $500,000
06943 Speed Management Plan - Mission Blvd $187,000 $49,000 $236,000 Total $3,252,000 $814,000 $4,066,000
Out of the $814,000 City matching funds, $264,000 is funded by General Fund.

Table 1. Current Matching Portion Budget:

General Fund Non-General Fund
Fund 215 – Measure B (Local Transportation) $0 $126,000 Fund 410 – Route 238 Corridor Improvement $0 $424,000
Fund 460 – Transportation System Improvement $264,000 $0 TOTAL $264,000 $550,000
In order to minimize the impact on General Fund, staff recommends replacing the General Fund contribution of $264,000 for this Project with an appropriation from Fund 213, Measure BB (Pedestrian& Bicycle). Fund 213 Measure BB (Pedestrian & Bicycle) has sufficient fund balance to cover the expense.

Table 2. Proposed Matching Portion Budget:

General Fund Non-General Fund
Fund 213 – Measure BB (Ped & Bike) $0 $264,000
Fund 215 – Measure B (Local Transportation) $0 $126,000 Fund 410 – Route 238 Corridor Improvement $0 $424,000
Fund 460 – Transportation System Improvement $0 $0
TOTAL $814,000
If Council approves this action, there will be no General Fund contributions to this Project.

BACKGROUND
The purpose of the Safe Streets and Roads for All (SS4A) federal grant program is to improve roadway safety by significantly reducing or eliminating roadway fatalities and serious injuries through safety action plan development, refinement, and implementation focused on all users. The program provides funding to develop tools to help strengthen the community’s approach to roadway safety and save lives while meeting the needs of diverse local, tribal, and regional communities.

On July 7, 2023, Staff applied for a U.S. Department of Transportation SS4A grant to develop a Speed Management Plan and a High Injury Network Safety Plan. On October 27, 2023, the City was awarded $3,252,000 in funding from the U.S Department of Transportation SS4A federal grant. Originally, staff had included a $264,000 General Fund contribution to partially fulfill the required matching portion of $814,000. However, after reviewing the Project

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budget and receiving feedback from Council Infrastructure and Airport Committee, staff is recommending to replace the full $264,000 General Fund contribution to the required matching portion of the SS4A grant, with funds from Fund 213, Measure BB (Pedestrian & Bicycle).

DISCUSSION
Following discussion and recommendation received at the Council Infrastructure and Airport Committee on November 13, 2025, staff is recommending removing the General Fund contribution portion of CIP project nos. 06942 and 06943– and replace with a non-General Fund source, Fund 213, Measure BB (Ped & Bike).

ECONOMIC IMPACT
This item will have no economic impact. However, the overall Safe Streets Hayward Plan will develop a design concept and cost estimates for the A Street, B Street, and Tennyson Road corridors, which when implemented, will help reduce the likelihood of serious injuries and fatalities. Vehicle crashes have a significant economic cost, both to those directly impacted and to other users of the transportation system. The increased safety and access will support local businesses and the local economy.

STRATEGIC ROADMAP
This item does not support any of the City’s Strategic Priorities. However, the overall Safe Streets Hayward Plan directly relates to the Strategic Priority of Invest in Infrastructure.

SUSTAINABILITY FEATURES
This item does not have any sustainability features. However, the Project includes safety improvements that would increase multimodal connectivity in Hayward’s roadway network.

PUBLIC CONTACT
No public contact is required for this item.

NEXT STEPS
If City Council approves this request, staff will appropriate $264,000 from Fund 213, Measure BB (Pedestrian & Bicycle) to replace the General Fund impact related to the Safe Street Streets Hayward Plan (CIP Project Nos. 06942 – High Injury Network, 06943 – Speed Management Plan, and 06945 – Evaluate Alternatives to Downtown Loop).

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Prepared by: Marissa Matta, Management Analyst
Recommended by: Alex Ameri, Director of Public Works
Approved by:
_________________________________________________________ Jennifer Ott, City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL
RESOLUTION NO. 25-____
Introduced by Council Member __________
RESOLUTION APPROVING THE APPROPRIATION OF $264,000 FROM FUND 213 MEASURE BB (PEDESTRIAN & BICYCLE) FOR THE SAFE STREETS HAYWARD PLAN CAPITAL IMPROVMEENT PROGRAM PROJECT NO. 06942 – HIGH INJURY NETWORK, 06943 – SPEED MANAGEMENT PLAN AND 06945 –

EVALUATE ALTERNATIVES TO DOWNTOWN LOOP
WHEREAS, the City was awarded $3,252,000 in funding from the U.S Department of Transportation Safe Streets and Roads for All federal grant; and WHEREAS, the Safe Streets Hayward Plan created to administer these grant funds and consists of three separate Capital Improvement Program (CIP) projects no. 06942 – High Injury Network, 06943 – Speed Management Plan and 06945 – Evaluate Alternatives to Downtown Loop; and
WHEREAS, staff had originally included a $264,000 General Fund contribution to partially fulfill the required matching portion of $814,000; and WHEREAS, due to the general fund budget deficit, staff identified a non-General Fund source, Fund 213, Measure BB (Pedestrian & Bicycle), to replace the $264,000 General Fund matching to minimize impact on General Fund; and
WHEREAS, Fund 213 Measure BB (Pedestrian & Bicycle) has sufficient fund balance to cover the expense.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward that $264,000 is appropriated from Fund 213 Measure BB (Pedestrian & Bicycle) to CIP projects no. 06942 – High Injury Network, 06943 – Speed Management Plan and 06945 – Evaluate Alternatives to Downtown Loop.

ATTACHMENT II

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IN COUNCIL, HAYWARD, CALIFORNIA, , 2025
ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward
APPROVED AS TO FORM:
_________________________________________
City Attorney of the City of Hayward
CITY OF HAYWARD Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 25-541
DATE: December 16, 2025
TO: Mayor and City Council
FROM: Director of Human Resources

SUBJECT
Adopt a Resolution Establishing the City Contribution for Active and Retiree Medical Premiums Set by the California Public Employee Retirement System (CalPERS) for Calendar Year 2026 Pursuant to California Government Code Section 22892 of the Public Employees’ Medical and Hospital Care Act

RECOMMENDATION
That the City Council adopts a Resolution (Attachment II) authorizing the implementation of the mandatory minimum employer contributions to active and retiree medical premiums for calendar year 2026.

SUMMARY
The minimum employer contribution to the medical premiums of active and retired employees has increased to $162.00 for calendar year 2026. This contribution amount is adjusted annually by CalPERS.

The City’s current contribution exceeds this amount.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
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DATE: December 16, 2025
TO: Mayor and City Council
FROM: Human Resources Director
SUBJECT Adopt a Resolution Establishing the City Contribution for Active and Retiree Medical Premiums Set by the California Public Employee Retirement System (CalPERS) for Calendar Year 2026 pursuant to California Government Code Section 22892 of the Public Employees’ Medical and Hospital Care Act

RECOMMENDATION
That the Council adopts a Resolution (Attachment II) authorizing the implementation of the mandatory minimum employer contributions to active and retiree medical premiums for calendar year 2026.

FISCAL IMPACT
This action is for administrative purposes only. There is no fiscal impact associated with this report because the City’s current contribution toward employee medical premiums as provided for in applicable Memoranda of Understanding has already been established and this action does not provide an increase to the current total City contribution towards medical premiums.

BACKGROUND/DISCUSSION
The City contracts with CalPERS to provide quality health benefits to its active and retired employees. California Government Code Section 22892 of the Public Employees Medical and Hospital Care Act (PEMHCA) establishes the minimum employer medical contribution. The CalPERS Board annually adjusts the employer contribution to reflect any change in the Medical Care Component of the Consumer Price Index, rounded to the nearest dollar. The table below shows the minimum employer contribution required by CalPERS for the last six years, and the 2026 rate:

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Calendar Year Employer Contribution
2020 $139.00
2021 $143.00
2022 $149.00
2023 $151.00
2024 $157.00
2025 $158.00
2026 $162.00
This action is necessary to meet the requirement that the governing body adopt a resolution agreeing to the minimum contribution amount established by CalPERS.

The City currently contributes to medical premiums in accordance with the terms of the existing agreements between each of the bargaining units, based on the health plan and family status employees elect and for which they are eligible. For both retirees and active employees, the total amount the City contributes towards medical benefit premiums exceeds the statutory minimum contribution required by CalPERS.

STRATEGIC INITIATIVES
This agenda item is a routine operational item and does not relate to one of the City Council’s Strategic Initiatives.

NEXT STEPS
The change in the PEMHCA minimum will be reflected in the City’s Benefits Summary effective January 1, 2026.

Prepared by: Cheryl Vance, Human Resources Analyst II
Recommended by: July Cole, Human Resources Manager
Approved by:

Jennifer Ott, City Manager

HAYWARD CITY COUNCIL
RESOLUTION NO. 25-____
Introduced by Council Member _________

RESOLUTION AGREEING TO MEET THE MINIMUM EMPLOYER

CONTRIBUTION TOWARD MEDICAL COST AS SET BY CALIFORNIA PUBLIC

EMPLOYEES RETIREMENT SYSTEM ONE HUNDRED SIXTY-TWO DOLLARS ($162) PER MONTH FOR CALENDAR YEAR 2026
WHEREAS, the City of Hayward provides medical coverage for its employees and their eligible dependents and to qualified retirees; and
WHEREAS, Government Code 22892 of the Public Employees Medical and Hospital Care Act (PEMHCA) states that a local agency provides a minimum health premium contribution for their participating active members; and WHEREAS, the California Public Employees Retirement System Board adjusts the minimum contribution rate annually based on changes to the Consumer Price Index.

NOW, THEREFORE, BE IT RESOLVED, that effective January 1, 2026, the employer’s contribution towards the cost of employee and retiree cost of health benefits shall be a minimum of $162 per month as required by CALPERS.

ATTACHMENT II

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IN COUNCIL, HAYWARD, CALIFORNIA, _______________________, 2025 ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward
APPROVED AS TO FORM:
_________________________________________
City Attorney of the City of Hayward
CITY OF HAYWARD Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 25-547
DATE: December 16, 2025
TO: Mayor and City Council
FROM: Fire Chief

SUBJECT
Adopt a Resolution Adopting the Updated Comprehensive Emergency Management Plan, Disaster Debris Management Plan, and Shelter Management Plan; and Finding that the Action is Exempt from Environmental Review

RECOMMENDATION
That the City Council adopts the attached resolution adopting the updated Comprehensive Emergency Management Plan (CEMP) (Attachment III), Disaster Debris Management (Attachment IV) and Shelter Management (Attachment V) plans, establishing policies and procedures for responding to emergency and disaster situations, and finds that the action is exempt from environmental review under the California Environmental Quality Act (CEQA).

SUMMARY
The City of Hayward has prepared an updated version of the CEMP to ensure the most effective response to emergencies. The plan, led by the Fire Department, clearly assigns emergency tasks to personnel, specifies emergency policies, and establishes general procedures. The CEMP lays out the various emergency operations center (EOC) roles that will be filled during an emergency along with their responsibilities and which other roles they will collaborate with. The CEMP also provides a basis for unified training and response exercises to maintain compliance with county and state preparedness expectations.

Previous versions of the CEMP were not approved by City Council and, instead, were administratively adopted by the Hayward Fire Department. To support better situational awareness among the City’s elected officials and employees, staff is seeking City Council adoption of the CEMP. The City’s emergency preparedness framework also includes the newly developed Disaster Debris Management and Shelter Management plans, which provide extensive detail and layout procedures for addressing these disaster subjects.

This item was presented to the Council Public Safety Committee on December 3, 2025.

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File #: CONS 25-547

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
Attachment III CEMP 2025 w Annexes
Attachment IV Hayward Disaster Debris Management Plan 2025 Attachment V Hayward Shelter Management Plan 2025
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DATE: December 16, 2025
TO: Mayor and City Council
FROM: Fire Chief
SUBJECT: Adopt a Resolution Adopting the Updated Comprehensive Emergency Management Plan, Disaster Debris Management Plan, and Shelter Management Plan; and Finding that the Action is Exempt from Environmental Review

RECOMMENDATION
That Council adopts the attached resolution adopting the updated Comprehensive Emergency Management Plan (CEMP) (Attachment III), Disaster Debris Management (Attachment IV) and Shelter Management (Attachment V) plans, establishing policies and procedures for responding to emergency and disaster situations, and finds that the action is exempt from environmental review under the California Environmental Quality Act (CEQA).

The CEMP also provides a basis for unified training and response exercises to maintain compliance with county and state preparedness expectations.

This item was presented to the Council Public Safety Committee on December 3, 2025.

FISCAL IMPACT
The proposed plan uses existing resources, and adoption will have no additional fiscal impact.

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BACKGROUND & DISCUSSION
In 2023, the Hayward Fire Department gained approval from City Council to contract Ganey Science, LLC consulting group,to produce an updated, high-quality CEMP document for the City.

Hayward’s prior CEMP was over 14 years old and updating the CEMP to align with current emergency management best practices was needed. This partnership required frequent communication with Alameda County’s Office of Emergency Services to align with the most current California Governor’s Office of Emergency Services (CalOES) and Federal Emergency Management Agency (FEMA) procedures and regulations. The CEMP document under consideration is the culmination of two years of thorough collaboration between all these groups.

The City of Hayward’s emergency organization includes all City employees as disaster service workers, each role supporting the protection of life and property during emergencies, as outlined in City Code Chapter 3, Article 2. The City Disaster Council (made up of the City Manager, Fire Chief, and EOC Coordinator) assigns City employees positions in the EOC based on their work expertise, creating the foundation for success during a disaster. The CEMP fills a critical gap in Hayward’s emergency preparedness as staff are tasked with making strategic decisions and allocating resources to efficiently handle an incident The City Manager is de-jure designated as the EOC Director, although this can change to the Fire Chief, Police Chief, or other senior executive depending on the type of incident. All other EOC staff are divided into the following sections: management, operations, planning, logistics, and finance.

In addition, the policy group operates alongside the management section and includes senior level administrators (if they do not have an assigned role in the EOC). The policy group collaborates with the management section to set overall strategic direction and priorities for emergency response and recovery.

The figure on the next page shows this structure.

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The CEMP document is organized into four parts: Part 1 is City’s Emergency Operations Plan, Part 2 and 3 provide the Functional (SEMS Element) and Support Annexes, and Part 4 contains the Hazard, Threat, or Incident Specific Annexes. The proposed CEMP describes the City’s emergency management system and how it is activated. It also accomplishes the following:
 Establishes a chain of command for emergency situations  Assigns emergency response and recovery to various staff and departments  Outlines roles, responsibilities, and procedures for the EOC  Describes procedures for requesting and integrating resources during emergencies  Establishes emergency communication and notification procedures  Provides for continuity of government during emergencies The CEMP is one part of the City’s emergency preparedness framework and pairs with the newly developed Disaster Debris Management (Attachment IV) and Shelter Management (Attachment V) plans. These two additional plans delve deep into their respective topics with extensive detail and layout procedures and regulations for addressing these disaster subjects.

The attached resolution includes the concurrent adoption of the updated CEMP plan, the Disaster Debris Management plan, and the Shelter Management plan. Working in unison these plans strengthen each other and create a strong foundation for emergency management for the City.

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The proposed CEMP update incorporates the requirements from the Standardized Emergency Management System (SEMS) and National Incident Management System (NIMS), maintaining the City’s eligibility to receive state and federal emergency funds. If significant changes need to be made to the CEMP, it will be brought back to City Council for review and approval of an updated version.

Environmental Review
Approval of the CEMP, Disaster Debris Management Plan or Shelter Management Plan is exempt from environmental review as the adoption of the plans does not qualify as a “project” pursuant to CEQA, under Public Resource Code Section 21065 and CEQA Guidelines Section 15320, 15378, and 15061(b) (3) as there is no possibility that such action would cause either a direct, or reasonably foreseeable indirect, physical change in the environment. Even if approval of the plans is considered a project under CEQA, it is exempt from environmental review pursuant to Public Resources Code section 21080(b)(4) as an action taken to prevent or mitigate an emergency.

STRATEGIC ROADMAP
The CEMP will fulfill the “Enhance Community Safety and Quality of Life” objective of the Strategic Roadmap, with a direct impact on the “Strengthening Emergency Preparedness, Planning and Response” category and the “Update Comprehensive Emergency Management Plan” task.

SUSTAINABILITY FEATURES
Formalizing emergency preparedness systems will help the City of Hayward better prepare for disasters and sustain emergency systems during incidents.

NEXT STEPS
If Council approves this item, the Hayward Fire Department will implement the updated CEMP and use the document to inform the City’s emergency preparedness, EOC trainings, and tabletop exercises.

Prepared by: Ashkon Mogharei, Management Fellow
Recommended by: Ryan Hamre, Fire Chief
Approved by:
________________________________________
Jennifer Ott, City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL
RESOLUTION NO. 25-____
Introduced by Council Member _________

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HAYWARD ADOPTING

THE CITY OF HAYWARD COMPREHENSIVE EMERGENCY MANAGEMENT

PLAN, DISASTER DEBRIS MANAGEMENT PLAN, AND SHELTER
MANAGEMENT PLAN; AND FINDING THAT THE ACTION IS EXEMPT FROM

ENVIRONMENTAL REVIEW
WHEREAS, the City of Hayward, in cooperation with the Hayward Fire Department, has prepared a Comprehensive Emergency Management Plan (CEMP) to ensure the most effective response to disasters and emergencies by clearly assigning emergency tasks to personnel, specifying emergency policies, and establishing general emergency procedures; and
WHEREAS, the CEMP outlines the emergency management organizational structure for the City, including the designation of the City Manager as the EOC Director (or, as appropriate to the incident, the Fire Chief, Police Chief, or other senior leadership member), and divides EOC staff into the Management, Operations, Planning, Logistics, and Finance/Administration Sections, along with a Policy Group that works with the Management section to set strategic direction and priorities for response and recovery; and WHEREAS, the CEMP is composed of four parts (1) the Emergency Operations Plan, (2) Functional Annexes, (3) Support Annexes, and (4) Hazard or Incident-Specific Annexes, which together establish command structure, roles, procedures, communications protocols, resource coordination processes, and continuity-of-government measures; and WHEREAS, in addition to the CEMP, the City’s emergency preparedness framework also includes the newly developed Disaster Debris Management Plan and the Shelter Management Plan, which provide detailed procedures and regulations for addressing these disaster subjects, thereby strengthening the City’s overall emergency preparedness framework; and WHEREAS, the CEMP incorporates the requirements of the State’s Standardized Emergency Management System (SEMS) and federal National Incident Management System (NIMS), thereby supporting the City’s continued eligibility for state and federal emergency funds and aligning with county and state preparedness expectations; and WHEREAS, adoption of the CEMP, Disaster Debris Management Plan and the Shelter Management Plan advances the City’s Strategic Roadmap objective to “Enhance Community Safety and Quality of Life,” particularly the task to “Strengthen Emergency Preparedness,

ATTACHMENT II

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Planning and Response,” and there is no direct fiscal impact associated with adoption of these plans; and
WHEREAS, although the CEMP, Disaster Debris Management Plan and the Shelter Management Plan are primarily internal documents governing the City’s emergency management organization, the plans will be made available to the public on the City’s website to promote transparency and community awareness.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Hayward hereby adopts the Comprehensive Emergency Management Plan, Disaster Debris Management Plan and the Shelter Management Plan as presented to the City Council and on file with the City Clerk, as the City’s primary emergency management and emergency operations planning documents.

BE IT FURTHER RESOLVED that the City Council finds that approval of the CEMP, Disaster Debris Management Plan and Shelter Management Plan is exempt from environmental review as the adoption of the plans does not qualify as a “project” pursuant to the California Environmental Quality Act (“CEQA”), under Public Resource Code Section 21065 and CEQA Guidelines Section 15320, 15378, and 15061(b) (3) as there is no possibility that such action would cause either a direct, or reasonably foreseeable indirect, physical change in the environment. Even if approval of the plans is considered a project under CEQA, it is exempt from environmental review pursuant to Public Resources Code section 21080(b)(4) as an action taken to prevent or mitigate an emergency.

IN COUNCIL, HAYWARD, CALIFORNIA _______________________, 2025 ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward
APPROVED AS TO FORM:
_________________________________________
City Attorney of the City of Hayward
Comprehensive Emergency
Management Plan
2025
Prepared by: In collaboration with:

Attachment III
Comprehensive Emergency Management Plan – Part I December 2025 ii

PROMULGATION AND ADOPTION
Approval Date: December 16, 2025
To: Officials, Employees, and Residents of the City of Hayward The preservation of life, property and the environment is an inherent responsibility of local, state, and federal governments. Disaster preparedness is part of the City of Hayward’s Local Resilience Plan, which serves as a guiding document for the City’s hazard mitigation activities and is in alignment with the City Council’s “Safe” priority. The City of Hayward, in cooperation with the Hayward Fire Department, has prepared this Comprehensive Emergency Management Plan (CEMP or the “Plan”) to ensure the most effective response to emergencies.

While no plan can completely prevent loss and property destruction, plans carried out by knowledgeable and well-trained personnel can and will minimize damages. This plan establishes emergency support by assigning tasks, specifying policies, and establishing general procedures while providing for the coordination of planning efforts of various emergency and response staff.

This CEMP was prepared utilizing the Incident Command System, the Standardized Emergency Management System, and the National Incident Management System.

The objective of this Plan is to incorporate and coordinate City personnel into an efficient support role capable of coordinating response efforts of an all-hazards emergency. It will be reviewed annually, exercised periodically, and revised as necessary to meet changing conditions.

The Hayward City Council gives its full support to this Plan and urges all officials, employees, and residents individually and collectively, to do their share by being personally prepared thus supporting emergency efforts in the City of Hayward. This letter promulgates the updated City of Hayward’s CEMP and formalizes adoption of the City of Hayward’s CEMP. This Plan becomes effective on approval by the City Manager.
___________________________________
City Manager

Comprehensive Emergency Management Plan – Part I December 2025 iii

CONCURRENCE OF HAYWARD FIRE DEPARTMENT
The following members of the City of Hayward Disaster Council concur with the content of the updated (2025) City of Hayward Comprehensive Emergency Management Plan. As needed, future revisions will be submitted to the Hayward Fire Department for approval.

Jennifer Ott (signature), City Manager Date Signed
Eric Vollmer (signature), Fire Chief Date Signed
Ryan Hamre (signature), Deputy Fire Chief Date Signed
Frank Saiz (signature), Staff Captain Date Signed
Comprehensive Emergency Management Plan – Part I December 2025 iv

RECORD OF DISTRIBUTION
The following individuals received a copy of this CEMP either in electronic or paper format.

Date Recipient City Department Number of
Copies

Comprehensive Emergency Management Plan – Part I December 2025 v

RECORD OF CHANGES
Each update or change to the plan should be tracked. When changes are made to the plan, document the page number, the date of the revision, description of the change, and the name of the person who completed the change.

For additional details, see Section 3.8, Plan Maintenance.

Date of
Revision Page No. Description of Change Author

Comprehensive Emergency Management Plan – Part I December 2025 vi

TABLE OF CONTENTS
PROMULGATION AND ADOPTION ......................................................................................... II CONCURRENCE OF HAYWARD FIRE DEPARTMENT ...........................................................III RECORD OF DISTRIBUTION .................................................................................................. IV RECORD OF CHANGES ........................................................................................................... V TABLE OF CONTENTS ........................................................................................................... VI ACRONYMS AND ABBREVIATIONS ...................................................................................... IX

1.0 INTRODUCTION ...........................................................................................................11

2.0 SCOPE AND SITUATION OVERVIEW .........................................................................13

2.1 SCOPE........................................................................................................................13

2.1.1 Phases of Emergency Management ..................................................................13

2.2 CITY OF HAYWARD PROFILE .........................................................................................14

2.3 HAZARD ASSESSMENT .................................................................................................14

2.3.1 Earthquake ........................................................................................................14

2.3.2 Wildfire ...............................................................................................................15

2.3.3 Landslide ...........................................................................................................15

2.3.4 Flood ..................................................................................................................16

2.3.5 Dam Failure Inundation ......................................................................................16

2.3.6 Hazard Material Vulnerability Threat Summary ..................................................17

2.3.7 Drought ..............................................................................................................17

2.3.8 Cybersecurity Incident .......................................................................................17

2.3.9 Hazard Mitigation ...............................................................................................18

2.4 PLANNING ASSUMPTIONS .............................................................................................20

3.0 PROGRAM ADMINISTRATION ....................................................................................21

3.1 ROLE OF FEDERAL GOVERNMENT ................................................................................21

3.2 NIMS .........................................................................................................................21

3.3 ICS ............................................................................................................................21

3.4 SEMS ........................................................................................................................22

3.4.1 SEMS Functions ................................................................................................22

3.4.2 SEMS Organizational Levels .............................................................................23

3.5 EMERGENCY PROCLAMATIONS .....................................................................................24

3.5.1 Purpose .............................................................................................................25

3.6 ALERT, WARNING, AND NOTIFICATION...........................................................................25

3.7 CONTINUITY OF GOVERNMENT .....................................................................................26

3.7.1 Alternate Seat of Government ............................................................................26

3.7.2 Succession ........................................................................................................27

3.7.3 Vital Records Retention .....................................................................................28

3.7.4 Protection of Critical Infrastructure .....................................................................28

3.8 PLAN MAINTENANCE ....................................................................................................29 Comprehensive Emergency Management Plan – Part I December 2025 vii

3.9 TRAINING AND EXERCISE .............................................................................................29

4.0 CONCEPT OF OPERATIONS.......................................................................................31

4.1 ROLES AND RESPONSIBILITIES .....................................................................................31

4.2 EMERGENCY OPERATIONS CENTER (EOC) ...................................................................33

4.2.1 EOC Activation Levels .......................................................................................33

4.2.2 Activation ...........................................................................................................34

4.3 DEPARTMENT OPERATIONS CENTER ............................................................................35

4.4 MUTUAL AID ................................................................................................................35

4.5 RESOURCE REQUESTS ................................................................................................36

4.6 DIRECTION AND CONTROL ...........................................................................................36

4.7 INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION ..........................................37

4.8 RECOVERY .................................................................................................................37

5.0 EMERGENCY COMMUNICATIONS .............................................................................39

5.1 COMMUNICATION SYSTEM VULNERABILITIES .................................................................39

5.2 EXPECTATIONS OF USE ...............................................................................................39

5.3 FEDERAL COMMUNICATIONS SYSTEMS EMERGENCY ALERT SYSTEM (EAS)....................40

5.3.1 National Warning System (NAWAS) ..................................................................40

5.3.2 State Communications Systems ........................................................................40

5.3.3 Local Communications Systems ........................................................................41

5.4 TELEPHONE SYSTEMS .................................................................................................42

6.0 LAWS AND AUTHORITIES ..........................................................................................43

6.1 ALAMEDA COUNTY ADMINISTRATIVE CODE ...................................................................43

6.2 STATE OF CALIFORNIA .................................................................................................43

6.3 FEDERAL ....................................................................................................................43

7.0 GLOSSARY ..................................................................................................................45

8.0 REFERENCES ..............................................................................................................51 PART II: FUNCTIONAL ANNEXES (SEMS ELEMENTS)……………………………….PART II - 2

1.0 MANAGEMENT SECTION………………………………………………………….PART II - 2

2.0 OPERATIONS SECTION…………………………………………………………..PART II - 26

3.0 PLANS & INTELLIGENCE SECTION……………………………………………PART II - 28

4.0 LOGISTICS SECTION……………………………………………………………PART II - 51

5.0 FINANCE AND ADMINISTRATION SECTION…………………………………PART II - 74 Comprehensive Emergency Management Plan – Part I December 2025 viii
PART III: SUPPORT ANNEXES ………………………………………………………….PART III - 1 PUBLIC ALERT & WARNING SUPPORT ANNEX…………………………...PART III - 3 PROTECTIVE ACTIONS EMERGENCY EVACUATION SUPPORT ANNEX………PART III - 12 FINANCIAL MANAGEMENT SUPPORT ANNEX………………………………………PART III - 19 PRIVATE SECTOR COORDINATION SUPPORT ANNEX……………………………PART III - 20 VOLUNTEER AND DONATIONS MANAGEMENT SUPPORT ANNEX…………….PART III - 22 PART IV: HAZARD, THREAT, OR INCIDENT SPECIFIC ANNEXES
EARTHQUAKE INCIDENT ANNEX………………………………………………………PART IV - 1 HAZARDOUS MATERIALS INCIDENT ANNEX………………………………………PART IV - 4 EVACUATION ANNEX…………………………………………………………………….PART IV - 18 CYBERSECURITY ANNEX……………………………………………………………….PART IV - 32 Comprehensive Emergency Management Plan – Part I December 2025 ix

ACRONYMS AND ABBREVIATIONS
AC Alert Alameda County Alert
ACS Auxiliary Communications Service
ARES Amateur Radio Emergency Service
CAL FIRE California Department of Forestry and Fire Protection Cal OES California Governor’s Office of Emergency Services CCR California Code of Regulations
CEMP Comprehensive Emergency Management Plan
CFR Code of Federal Regulations
DOCs Department Operations Centers
DSW Disaster Service Worker
DSWVP Disaster Service Worker Volunteer Program
EAS Emergency Alert System
EOC Emergency Operations Center
EOCD EOC Director
EOP Emergency Operations Plan
EVC Emergency Volunteer Center
FCO Federal Coordinating Officer
FEMA Federal Emergency Management Agency
HFD City of Hayward Fire Department
ICS Incident Command System
JFO Joint Field Office
LHMP Hayward Local Hazard Mitigation Plan
LRP Hayward Local Resilience Plan
MHz megahertz
Mw magnitude
NAWAS National Warning System
NDRF National Disaster Recovery Framework
NIMS National Incident Management System
Comprehensive Emergency Management Plan – Part I December 2025 x
OA Operational Area
P3 Public-Private Partnership
RACES Radio Amateurs Civil Emergency Services
REOC Regional Emergency Operations Center
ROG Response Operations Group
SCC State Coordinating Center
SEMS California Standardized Emergency Management System USGS U.S. Geological Survey
Comprehensive Emergency Management Plan – Part I December 2025 11 1.0 INTRODUCTION
The City of Hayward, California (the “City”)’s Comprehensive Emergency Management Plan (CEMP or “the Plan”) is intended to act as a guidance document for all-hazards response and recovery activities. The CEMP is designed to be scalable to the magnitude and nature of any incident that threatens or negatively impacts residents, visitors, the built environment, or natural environment of Hayward.

The City’s Plan was prepared in accordance with the Laws and Authorities listed in Section 6. The Plan meets the requirements of Alameda County's policies on emergency response and planning, and the California Standardized Emergency Management System (SEMS) operational area (OA) response level requirements, and defines the primary and support roles of City agencies and departments in after-incident damage assessment and reporting requirements.

The Plan conforms to SEMS and effectively structures emergency response at all levels in compliance with the Incident Command System (ICS), a standard management hierarchy and procedures for managing temporary incident(s), which has been incorporated into the National Incident Management System (NIMS). The Plan is composed of the following elements:

Part I: EMERGENCY OPERATIONS PLAN
The Emergency Operations Plan (EOP) provides the City with clear guidance for planning purposes and describes and details procedural steps necessary to protect lives and property. The EOP also provides a basis for unified training and response exercise to maintain compliance. This Plan maintains consistency with the concepts and structures defined by the Alameda County’s EOP. Alameda County may periodically review local government EOPs to ensure consistency of disaster response efforts throughout the OA.

Part II: FUNCTIONAL ANNEXES (SEMS ELEMENTS)
The SEMS Functional Annexes address the performance of a particular broad task or function. The functional annexes include a Management Section, Operations Section, Planning Section, Logistics Section, and Finance and Administration Section.

Part III: SUPPORT ANNEXES
During an incident, numerous administrative functions are required to support incident management. The support annexes include Public Alert and Warning, Protective Actions Emergency Evacuation Support, Financial Management, and Volunteer and Donations Management.

Comprehensive Emergency Management Plan – Part I December 2025 12 Part IV: HAZARD, THREAT, OR INCIDENT SPECIFIC ANNEXES Incident annexes describe the concept of operations to address specific hazard situations or an element of an incident requiring specialized application of the EOP, which includes an Earthquake Incident Annex, Hazardous Materials Incident Annex, Cybersecurity Annex, and Evacuation Annex.

PROCEDURES, PROTOCOLS, AND PLANS
Procedures, protocols and plans for disaster response activities are developed by each organizational element to guide operations in the field, within Department Operations Centers (DOCs), and within the Emergency Operations Center (EOC) and are maintained as separate but related documents which are meant to be complementary to the EOP.

This includes recently prepared Shelter Management Plan and Debris Management Plan.

Comprehensive Emergency Management Plan – Part I December 2025 13 2.0 SCOPE AND SITUATION OVERVIEW
The purpose of the CEMP is to establish a framework for all-hazards response and recovery within the City and ensure the public safety of residents, employees, and visitors.

This section describes the scope of the CEMP and provides a situation overview – a summary of the setting and disaster hazard assessment in the City of Hayward. Planning assumptions utilized in development of this Plan are also provided in this section.

2.1 SCOPE
The CEMP addresses emergencies, ranging from relatively minor incidents to large-scale disasters that could occur in the City. The CEMP was developed through a series of meetings with various City departments, non-profit organizations, and private sector entities. The Hayward Fire Department (HFD) is responsible for preparing and maintaining the CEMP, identifying agencies that are instrumental to the construction of the Plan, and facilitating the documentation of those agencies’ concepts of operation as they relate to emergency and disaster situations. The Plan applies to all City emergency management organizational elements during all phases of emergency management.

2.1.1 Phases of Emergency Management
Emergency management operations are typically categorized into four phases: 1) prevention or mitigation of an emergency, 2) preparedness, 3) response, and 4) recovery.

PREVENTION/MITIGATION
Prevention/mitigation operations are intended to eliminate hazards and vulnerabilities, reduce the probability of hazards causing an emergency, or lessen the consequences of unavoidable hazards and vulnerabilities. Examples of prevention/mitigation activities include hazard identification and elimination, communicating emergency preparedness information, and establishing emergency preparedness training programs.

PREPAREDNESS
Preparedness activities, programs and systems are those that exist prior to an emergency incident and are used to support and enhance response to an emergency incident.

Planning, training, exercising, and communications are among the activities conducted under this phase.

RESPONSE
Response activities and programs are designed to address the immediate and short-term effects of the onset of an emergency incident. Response operations are designed to reduce casualties and damage and to speed recovery back to normal business Comprehensive Emergency Management Plan – Part I December 2025 14 operations. Response activities include direction and control, warning, evacuation, other similar operations, and appropriate communications.

RECOVERY
Recovery is the phase that involves restoring systems to normal status. Short-term recovery actions are undertaken to assess the damage and return vital systems to minimum operating standards. Long-term recovery actions may continue indefinitely, but are intended to restore facilities and systems to full capacity.

2.2 CITY OF HAYWARD PROFILE
Hayward is a mid-sized, culturally diverse community that is centrally located within the East San Francisco Bay Area. The City is located in Alameda County approximately 25- miles southeast of San Francisco, 14-miles south of Oakland, 26-miles north of San Jose, and 10-miles west of the Livermore Valley. The City covers an area of approximately

63.7 square miles ranging from the shore of the Bay to the west to the Hayward Hills in the east. The Hayward Fault traverses through the City along the base of the hillside.

According to the U.S. Census Bureau, the City has a total population of 162,954 individuals, with a median age of just 34.6 years, younger than the national median by

3.9 years. The City is the second most diverse city in the State of California, with approximately 9% identifying as Black or African American, 30% Asian ethnicities, and 40% identifying as Hispanic or Latino. Approximately 60% of residents speak a primary language other than English, higher than the state average of 44.2%. The percentage of residents with a bachelor’s degree or higher (27.7%) is below the Alameda County average. Between 2015-2019, the City’s median household income was $86,744 and the median value of owner-occupied housing units was $581,200.

2.3 HAZARD ASSESSMENT
The City is vulnerable to the effects of such hazards as earthquakes, wildfires, severe storms, landslide, flooding, drought, exotic pest and pandemic disease outbreaks, hazardous materials incidents, civil disturbance, and terrorism. The City’s Local Resilience Plan (LRP) (2021) was adopted by the City and approved by U.S. Federal Emergency Management Agency (FEMA) in March of 2022. The following subsections provide a summary of the hazards the City is most likely to experience and describes how the community will organize its efforts to respond and recover.

2.3.1 Earthquake
The City is situated in the heart of earthquake country with the eponymous Hayward Fault running directly through the City from North to South, and a multitude of smaller faults branch from the main fault line. In addition to the Hayward Fault, the City is less than 30 Comprehensive Emergency Management Plan – Part I December 2025 15 miles from the San Gregorio and San Andreas faults to the West, and the Calaveras and Greenville faults to the East.

Earthquakes are of particular concern in the City due to their high likelihood of occurrence within the city and its extensive development. Due to its location directly beneath a highly populated urban center, the Hayward Fault is considered the most dangerous in the Bay Area. All 160,000 residents in the City, and the City’s housing stock, industry, and infrastructure are endangered by the Hayward Fault system, and the neighboring San Andreas and San Gregorio Faults. The most vulnerable areas of the City to earthquake hazards include housing and other buildings near the Hayward Fault rupture zone.

Secondary effects of an earthquake in the City include shaking, liquefaction, landslide, and tsunami. For additional information on these scenarios, see Section 5 of the City’s Local Resilience Plan (LRP) (2021).

2.3.2 Wildfire
Wildfires can be caused by human activities or by natural events. Wildfires can cause significant property damage and threaten public health and safety.

According to the California Department of Forestry and Fire Protection (CAL FIRE), fire hazard severity zones in the Hayward Hills have been mapped as high to very high. The central, lowland areas of the City are not within the CAL FIRE responsibility zone.

According to the National Risk Index Annualized Frequency Wildfire ArcGIS Tool (https://www.arcgis.com/apps/mapviewer/index.html?layers=a21028953f93448e956bc6 ac93f49701), the annualized frequency of a wildfire occurrence in the City was estimated at <0.0015 between San Francisco Bay and the Hayward Hills. In the Hayward Hills the annualized frequency of a wildfire occurrent is between 0.0056 and 0.0136. These values represent the modeled frequency of wildfire hazard events per year as of March 2023.

Although these frequencies are low, the probability of wildfire increases in the eastern hills and is expected to increase with climate change.

Hayward is at particular risk of a Wildland Urban Interface fire in the Hayward Hills, a fire following an earthquake compounded by numerous ignitions and constrained resources, and, in the industrial areas of the City, of fire complicated by hazardous materials.

2.3.3 Landslide
Landslides typically occur as a result of either earthquakes or during heavy and sustained rainfall events. A given area can be at risk for both earthquake-induced landslides as well as landslides caused by rain-saturated soils, but the variables that contribute to each landslide risk are different. Typically, an earthquake-induced landslide occurs when Comprehensive Emergency Management Plan – Part I December 2025 16 seismic energy at the top of a slope gets concentrated and breaks off shallow portions of rock. In rainfall-induced landslides, the slide can begin much deeper in the slope, in verysaturated layers of soil.

Though specific probability data for landslides in the City are not available, the high-risk area for a landslide is the Hayward Hills. Vegetation loss caused by drought conditions and wildfires has likely contributed to the degradation of slope stability in the Old Highlands neighborhood, increasing landslide hazard. Additionally, wet-dry cycles, such as those produced by the combination of ongoing severe drought and a period of intense rainfall (similar to wet El Niño events), can exacerbate soil creep, an early sign of landslide. The possibility of strong shaking from earthquakes within the steep topography of the Hayward Hills makes those parts of the City most vulnerable to landslide threats.

Landslides in the Hayward Hills could cause damage to structures, primarily residences, ranging from inundation with some mud and/or debris to complete destruction or relocation. Landslides may also result in the rupture of gas lines, water lines, and other utilities, and the destruction or displacement of roads, compounding the hazard and interfering with evacuation and response.

2.3.4 Flood
The City is susceptible to both riverine and nuisance flooding. The local watershed is comprised of numerous small creeks leading from the Hayward Hills down across the western part of the City to San Francisco Bay. In the event of severe storm surge combined with abnormally heavy rainfall, these creeks may flood the adjacent bayside flatlands, particularly in the downstream stretches of Ward Creek in South Hayward.

Though the City’s stormwater drainage system is robust and equipped with debris screens, abnormally heavy rainfall, or a buildup of debris in storm drains or other parts of the stormwater management system could cause nuisance flooding in any part of the City. Floods can result to loss or damage to community buildings, roads, and other critical infrastructure, and can result in loss of life. Coastal flooding can also result in loss of marshes, shoreline habitat and recreational opportunities.

2.3.5 Dam Failure Inundation
Four dams pose relatively minor threats to the City if they were to fail. The California Governor’s Office of Emergency Services (Cal OES) and the Association of Bay Area Governments has compiled data on inundation potential for the areas in the event of a failure of Cull Creek, South, or San Lorenzo in the Northern area of the City and Ward Creek in the Southern portion of the City. The damage areas are relatively small and isolated.

Comprehensive Emergency Management Plan – Part I December 2025 17 2.3.6 Hazard Material Vulnerability Threat Summary
The City’s economically robust industrial sector is also a source of potential hazardous materials release. The Hayward Executive Airport, railroad tracks transecting the city, and interstate highway I-880, the only major highway connecting the East Bay with the South Bay, are also potential sources of hazardous materials releases from vehicles transporting hazardous materials.

The City is also near large U.S. Department of Energy facilities in Berkeley and Livermore, and therefore has a unique risk to public safety from the transportation of quantities of various radioactive materials. In case of an accident, small amounts of radioactive materials can be dislodged from their protective containers and become extremely difficult to locate necessitating evacuation of large areas.

The area is home to numerous businesses and industries that manufacture, store, use, and dispose of hazardous materials and hazardous waste. Some of these businesses are neighbors to residential areas. The HFD Hazardous Materials Business Plan addresses specific issues regarding hazardous materials incidents and their potential for contributing to or causing a disaster.

2.3.7 Drought
Drought is not localized, but occurs simultaneously across the region, and may extend statewide or across states. Drought is a cyclic part of the climate of California, with an average recurrence interval of 3 to 10 years as identified in the Alameda County Draft EOP (2023). California’s Fourth Climate Change Assessment (California Office of Planning and Research, 2018) suggests the possibility of longer and more destructive droughts with climate change. Therefore, drought conditions are likely to occur in the City at least every decade.

2.3.8 Cybersecurity Incident
On July 9, 2023, the City proclaimed a local emergency due to a cyber-attack, which attempted to disrupt and hold hostage parts of the City’s networks and computer systems.

According to the Alameda County Draft EOP, a cybersecurity incident is described as an event, act or omission which gives, or may give, rise to one or more of the following:
 Unauthorized access to any information system, data, or electronic communications network.
 Breach of an applicable security policy.
 Reduced integrity of an information system, data, or electronic communications network.

Comprehensive Emergency Management Plan – Part I December 2025 18  Unauthorized use of any information system or electronic communications network for the processing of data.
 Disruption or change of the operation of an information system or electronic communications network.

2.3.9 Hazard Mitigation
The City LRP provides an assessment of the City’s capabilities related to hazard mitigation. In general, the City’s plans and policies include a list of projects under consideration for mitigating threats. Additionally, Hayward Development Services, Maintenance Services, Public Works, Utilities & Environmental Services, and HFD all focus on risk reduction activities in their day-to-day operations. A more detailed description of those plans, policies and activities can be found in Section 3 of the LRP.

The City’s 2021 LRP includes a prioritized list of mitigation strategies. This CEMP update addresses organizational preparedness as a very high priority strategy group. The organizational preparedness process includes employee education, emergency management plan update, and tabletop and field exercise. Table 1 depicts mitigation strategies identified in the City’s 2021 LRP.

Comprehensive Emergency Management Plan – Part I December 2025 19 Table 1. Mitigation Strategies by Priority Level (Source: Hayward LRP 2021) Priority
Level Strategy Group Strategies
Very High Organizational Preparedness
Employee Education
Emergency Management Plan Update
Tabletop & Field Exercises
High
Fragile Housing Retrofits Single-Family Home Retrofits
Soft Story Retrofits
Public Programs
Public Education
Community Emergency Response Teams
Defensible Space Programs
Organizational Preparedness
Communications redundancy
Diversify partnerships & MOUs
Acquire Equipment
Participate in the ABAG Regional Lifelines
Council
Collaboration to Mitigate Sea
Level Rise
Implement Adapting to Rising Tides
Multiagency Support
SR-92 Study
Planning
Recovery Plan
Shoreline Realignment Plan
Hayward Executive Airport Seismic
Evaluation
Moderate
Hazardous Materials
Programs
Hazardous Materials Response Team
Hazardous Materials Fee Study
Fragile Housing Retrofits Mobile Home Retrofits
Environmental Programs
Expand Hayward Area Shoreline Protection
Agency (HASPA)
Renewable Emergency Energy Sources
Watershed Analysis
Hillside Landslide Mitigation
Organizational Preparedness Mobile Command Center
Low Administrative Programs
Building Occupancy Resumption Program
911 Registry
Priority Inspection List

Comprehensive Emergency Management Plan – Part I December 2025 20 2.4 PLANNING ASSUMPTIONS
This Plan does not guarantee a perfect response to all situations. The following planning assumptions were known to be true during the development of this Plan including:
 Identified hazards will occur.
 The City will utilize all available personnel as Disaster Service Workers.  The City will organize its response and recovery efforts in alignment with the SEMS and the NIMS.
 Mutual aid assistance is requested when disaster relief requirements exceed the City’s ability to meet them.
 Private sector and non-profit organizations will be incorporated into the City’s response and recovery efforts.
 Training and exercises will be designed and delivered to support the implementation of this plan.
 It is the desire of the City to understand and conform to the ideals contained within the National Response Framework and the National Disaster Recovery Plan to ensure both horizontal and vertical alignment with response and recovery partners.

Comprehensive Emergency Management Plan – Part I December 2025 21 3.0 PROGRAM ADMINISTRATION
The following section provides an overview of the foundational guidelines, the process and authority for proclaiming emergencies, and additional elements that sustain the City’s emergency management program before, during, and after a disaster.

3.1 ROLE OF FEDERAL GOVERNMENT
The Robert T. Stafford Act gives the Federal government its authority to provide response and recovery assistance in a major disaster. The Stafford Act identifies and defines the types of occurrences and conditions under which disaster assistance may be provided.

Under the law, the declaration process remains a flexible tool for providing relief where it is needed.

When a disaster is declared, the Federal government, led by FEMA, responds at the request of, and in support of, States, Tribes, Territories, and Insular Areas and local jurisdictions impacted by a disaster. Response actions are organized under the National Disaster Recovery Framework (NDRF).

FEMA appoints a Federal Coordinating Officer (FCO) to establish a Joint Field Office (JFO) and lead the response. Short- and long-term recovery actions are organized under the NDRF. FEMA appoints a Federal Disaster Recovery Coordinator as a deputy to the FCO to lead the recovery effort from the JFO.

3.2 NIMS
The NIMS is a comprehensive, national approach to incident management that is applicable at all jurisdictional levels and across functional disciplines. NIMS establishes common terminology that allows diverse incident management and support organizations to work together across a variety of functions and hazard scenarios. The City utilizes NIMS ICS organization to provide direction and control during incidents. The use of this organizational framework also supports and conforms to SEMS.

3.3 ICS
The City responds to disasters using ICS, which is a primary component of both SEMS and NIMS. ICS is a standardized on-scene emergency management concept that defines the operating characteristics, management components, and structure of incident management organizations throughout the life cycle of an incident. ICS provides a common framework that allows individuals from other areas to work together during emergency response and recovery, reducing the potential for miscommunication.

Comprehensive Emergency Management Plan – Part I December 2025 22 3.4 SEMS
SEMS is the system required by California Government Code §8607(a) for managing response to multi-agency and multi-jurisdiction emergencies. SEMS incorporates the use of the ICS, the Master Mutual Aid Agreement, existing mutual aid systems, the operational area concept, and multi-agency or inter-agency coordination. The SEMS organizational structure consists of five functions and five organizational levels. SEMS functions and organizational levels will be described in the following subsections.

3.4.1 SEMS Functions
SEMS consists of five functions that may be activated during a response based on need:
 Management Section.
 Operations Section,
 Planning/Intelligence Section.
 Logistics Section.
 Finance/Administration Section.

MANAGEMENT SECTION
The management section coordinates the City’s emergency response, including establishing emergency policies, and is responsible for activation and deactivation of emergency response. The management section is also responsible for notifying personnel of their EOC assignment. The management section may include a safety officer, public information officer, and a liaison.

OPERATIONS SECTION
The operations section coordinates the City’s support of the emergency response through implementation of the City’s action plan (See Planning/Intelligence Section). The City has identified four key functions to accomplish during an emergency and has assigned personnel dedicated to the following four branches :
 Fire & Rescue
 Law Enforcement
 Care and Shelter
 Infrastructure

PLANNING/INTELLIGENCE SECTION
The planning and intelligence section is responsible for collecting, evaluating, and disseminating information. The planning/intelligence section is responsible for Comprehensive Emergency Management Plan – Part I December 2025 23 developing an action plan, maintaining documentation, and identifying any potential future emergency response concerns. The planning/intelligence section includes situation status and analysis and documentation branches.

LOGISTICS SECTION
The logistics section is responsible for procuring facilities, personnel, equipment, and materials for the emergency response. The logistics section may include support from the communications, transportation, resource management, personnel and facility support branches.

FINANCE/ADMINISTRATION SECTION
The finance/administration section oversees the financial activities and administrative aspects not assigned to other functions. This section may be supported by timekeeping, cost accounting, and procurement branches.

3.4.2 SEMS Organizational Levels
SEMS consists of the following five organizational levels and response activities are managed at the lowest possible organizational level:
• Field Response
• Local Government
• Operational Area
• Regional
• State

FIELD RESPONSE
The field response level is where emergency response personnel and resources, under the command of an appropriate authority, carry out tactical decisions and activities in direct response to an incident or threat. SEMS regulations require the use of ICS at the field response level of an incident. Organizing tactical operations at the field level will be the direct responsibility of the City.

LOCAL GOVERNMENT
The local government response level is under SEMS is the HFD and the City. The City would manage and coordinate the overall emergency response and recovery activity within city limits. Local governments are required to use SEMS when their EOC is activated, or a local emergency is proclaimed to be eligible for State reimbursement of response-related costs.

Comprehensive Emergency Management Plan – Part I December 2025 24 OPERATIONAL AREA
The operational area (OA) level for the City is Alameda County and is the intermediate level of the State’s emergency management organization. The OA encompasses a county’s boundaries and all subdivisions within the county, including special districts. The OA manages and coordinates information, resources, and priorities among local governments within the OA, and serves as the coordination and communication link between the local government level and the regional level. The City signed the Alameda County Operational Area Agreement, Agreement for Participation in Alameda County Operational Area Emergency Management Organization in 2016. The Alameda County Sheriff/Director of Emergency Services is the OA Coordinator.

REGIONAL AREA
The regional level manages and coordinates information and resources among OA within the mutual aid region and between the OA and the State level. The Regional level coordinates the overall State agency support for emergency response activities within the Region. Because of its size and geography, the state has been divided into three Cal OES administrative regions – Inland, Coastal, and Southern. Hayward lies within the Coastal Region. The regional level operates out of the Regional Emergency Operations Center (REOC).

STATE
The state level of SEMS manages state resources in response to the emergency needs of the other levels and coordinates mutual aid among the mutual aid regions and between the regional level and state level. The state level also serves as the coordination and communication link between the state and the federal disaster response system.

3.5 EMERGENCY PROCLAMATIONS
A local emergency may be proclaimed by the City Council or by the City Manager as specified by ordinance adopted by the City Council. A local emergency declared by the City Manager must be ratified by the City Council within seven days. The governing body must review the need to continue the declaration at least every 14 days until the local emergency is terminated. An emergency proclamation must be issued within 10 days following a disaster if assistance is requested through the California Disaster Assistance Act.

The local emergency must be terminated by resolution as soon as conditions warrant.

Declarations are normally made when there is a threat or an actual disaster or extreme peril to the safety of persons and property within the city, caused by natural or man-made situations.

Comprehensive Emergency Management Plan – Part I December 2025 25 3.5.1 Purpose
The purpose of a local emergency declaration provides the governing body with the legal authority to:
 Request that the Governor declare a State of Emergency.  Promulgate or suspend orders and regulations necessary to provide for the protection of life and property, including issuing orders or regulations imposing a curfew within designated boundaries.
 Exercise full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans, or agreements.  Request state agencies and other jurisdictions to provide mutual aid.  Require the emergency services of any local official or employee.  Requisition necessary personnel and materials from any local department or agency.
 Obtain vital supplies and equipment and, if required, immediately commandeer the same for public use.
 Impose penalties for violation of lawful orders.
 Conduct emergency operations without incurring legal liability for performance, or failure to perform. (Note: Article 17 of the Emergency Services Act provides for certain privileges and immunities.)

3.6 ALERT, WARNING, AND NOTIFICATION
The City uses several systems to communicate with their employees and the public after a disaster. This includes maintaining a contract with Dialogic, a real time communications application. The Dialogic system can be leveraged for notification and mobilization of City employees. The system allows for pre-programming/scripting of notification messages and creation of groups which speeds up notification and mobilization.

Dialogic can be activated by the dispatch center and requires local development, maintenance, training, IT support and data updates in order ensure the readiness of the system. Upon recommendation by a field commander, the EOC director, and/or specific department heads authorized to initiate a message, a dispatch supervisor utilize Dialogic to recall personnel, activate teams, and mobilize human resources for the staffing of the EOC. For additional information see Part III, Public Alert and Warning Annex.

Alameda County Alert (AC Alert) is the Mass Notification System used by the City and is used throughout Alameda County to rapidly disseminate emergency alerts to people who live, work in, or visit the area. AC Alert can send alerts by voice, text, and email, as well as messaging Nixle subscribers (private mass-alert system of Everbridge), posting to social media pages, and sending FEMA Wireless Alerts. Alameda County and the City Comprehensive Emergency Management Plan – Part I December 2025 26 strongly encourage all who live, work in, or frequently visit Alameda County to opt-in to the AC Alert system. When you register with AC Alert you can provide multiple methods of contact, including your cell, home and work phones, and email addresses.

The Genasys Protect (formerly Zonehaven) website at https://community.zonehaven.com establishes a shared map with integrated databases that can be relied upon by residents and first responders for communicating and learning about approaching fire and other emergency conditions, and managing evacuations and safe post-disaster return to residences.

Through the combined Genasys Protect website, AC Alert technology, and public participation, the HFD and other Alameda County fire service and first responder agencies are able to target emergency communication and the movement of people more effectively and efficiently during wildfires, earthquakes and other types of natural and human-caused emergencies and disasters.

3.7 CONTINUITY OF GOVERNMENT
Depending on the extent of the emergency, alternative plans may need to be exercised to ensure key government roles are staffed, records are maintained, and meeting facilities are available. Applicable portions of the California Government Code and the Constitution of the State of California provide authority for the continuity and preservation of local government.

3.7.1 Alternate Seat of Government
The City recognizes that normal operations may be disrupted and an alternate location may be needed to perform critical business functions. In general, the seat of the City government is that place where the City Council is sitting and meeting. The primary meeting location for the City Council is:

Hayward City Hall, 777 B Street, Hayward, CA 94541
An alternate meeting location for the City Council is:

Hayward Fire Station 6 and Regional Fire Training Center, 1401 W. Winton Ave., Hayward, CA 94545
The City Manager may designate alternate or temporary seats of city government should that be necessary. The seat of the City government may be the EOC, or its alternate location, during an emergency and/or large-scale disaster.

Comprehensive Emergency Management Plan – Part I December 2025 27 The following actions are being considered for the alternate facility:
 Pre-positioning minimum essential equipment at the alternate facility; and  Signing cooperative or mutual aid agreements with other agencies and/or virtual office technologies.

3.7.2 Succession
Under California’s concept of mutual aid, local officials remain in control of their jurisdiction’s emergency. California Government Code permits a local governing body to appoint up to three standby officers for each member of the governing body and up to three standby officers for the political subdivision’s chief executive. It also authorizes that should all members of the governing body, including all standby members, be unavailable, temporary officers shall be appointed by the Chairman of the Board of Alameda County or by the mayor of any city within 150 miles of the political subdivision.

The City requires that the order of succession for the position of the Director of Emergency Services be as follows:

1. HFD Chief, Director of Emergency Services;

2. HFD Deputy Fire Chief, Assistant Director of Emergency Services; and,

3. As designated by the HFD Chief.

The Lines of Succession for various City Officials have been designated and are listed in Table 2.

Table 2. Lines of Succession
Function/Department Title/Position
City Manager Assistant City Manager
City Attorney Assistant City Attorney
Police Chief Deputy Police Chief
Fire Chief Deputy Fire Chief
Director of Community Economic
Development Planning Manager
Public Works Director Deputy Director Public Works Engr.

City Clerk Deputy City Clerk
Comprehensive Emergency Management Plan – Part I December 2025 28 3.7.3 Vital Records Retention
The preservation of vital records is of high importance to the City. The City has an established Records Management Program that is tasked to manage City records efficiently and economically by:
 Reducing the number of unnecessary records being stored.  Creating a City-wide Records Retention Program.
 Setting up standards and procedures for storing records.  Administering salvage paper programs.
 Maintaining historical records of the City.

Vital records are important because they help describe a reasonably complete compilation of damage, death, physical and mental trauma, and allocation of public and private resources, making it possible to learn from the disaster experience. It is recommended that the City consider identifying a safe, secure facility outside of hazard areas to store vital records. Records currently stored by City departments/agencies are shown in Table 3.

Table 3. Vital Record Storage Locations
Types of Records Stored
Birth, Death and Marriage
Certificates Maintained by Alameda County
Property tax Maintained by Alameda County
Reimbursable projects City Clerk’s Office – 4th Floor City Hall Real property City Clerk’s Office – 4th Floor City Hall Historical archives City Clerk’s Office – 4th Floor City Hall Licenses and permits Business Revenue Department
City-employed personnel and
contractors Human Resources Department
Plans and drawings Public Works/Engineering Department
Police and Police-related Records
Police Personnel Files Hayward Police Department – Winton Site

3.7.4 Protection of Critical Infrastructure
During a disaster, public and private facilities will play varying roles in terms of importance for the protection of critical infrastructure during an emergency. Their importance may be based on their day-to-day role and their expansion during an emergency, or upon unique Comprehensive Emergency Management Plan – Part I December 2025 29 circumstances common to the requirements of a particular emergency response. Critical infrastructure includes telecommunications, water supply, and public safety.

3.8 PLAN MAINTENANCE
The Plan is a living document that should be adjusted as current conditions within the City evolve. This plan is subject to an annual review on or around the anniversary of adoption.

The HFD is authorized and responsible for plan maintenance; all parties with a role in the plan are responsible for recommending revisions that reflect evolving standards and city conditions.

Recommendations for revisions should be communicated formally and in writing, citing affected plan page and line number(s), purpose and/or issue. The HFD, in coordination with partner agency representatives, was delegated authority to make minor and moderate modifications to this plan without City Council approval. Those revisions will be tracked and documented, and the HFD will ensure that all iterations of the plan are updated to reflect those changes. If significant changes to the plan are recommended, those changes will be formally promulgated through the City Council.

3.9 TRAINING AND EXERCISE
Just as the plan will undergo continuous updates and improvements, the individuals and City Departments tasked with carrying out the components of the Plan will need to undergo training and exercise activities to ensure preparedness. The goal of emergency preparedness training at all levels of government is the preparation of individuals for effective and coordinated response to emergencies. All agencies and personnel described within the contents of this plan must receive preparatory training and participate in exercises of the plan to maximize the plan's effectiveness. The City’s Emergency Management Training and Exercise Plan identifies specific “public safety” entities that participate in disaster related training and exercise.

The City’s operational personnel, both EOC leaders and field commanders, have identified the following areas of concern as being of high priority for ongoing planning, training, and exercise towards capability building:
 Critical facilities and infrastructure.
 Planning to ensure a common operating picture through situational awareness.  Damage assessment teams.
 Unified command among departments with delegated authority to control the many resources owned by the City.
 Staff assessments.
 Establishing legal and financial authorities.
 Establishment and agreement regarding common geographic branches.

Comprehensive Emergency Management Plan – Part I December 2025 30  Strengthening relationships with PG&E.
 ICS/EOC interface.

Comprehensive Emergency Management Plan – Part I December 2025 31 4.0 CONCEPT OF OPERATIONS
This section details how the City intends on fulfilling their SEMS organizational structure, including roles and responsibilities, the EOC staffing assignments, EOC activation levels, and additional details.

4.1 ROLES AND RESPONSIBILITIES
The City’s intends to fulfill its role, and follow the concepts outlined in SEMS for any multiagency emergency response activities. According to Title I, Section 3100 of the California Government Code, all government employees are declared Disaster Service Workers who can be called upon in any emergency. City employees are expected to and will have a responsibility to help in a disaster.

The City plans on staffing the five SEMS functions within the EOC as shown in Table 4.

Table 4. Hayward SEMS Functions Staffing Plan
Management Operations Planning &
Intelligence Logistics Finance and Administration
HFD
Hayward Police
Department
Development
Services
City Attorney’s
Office
HFD
Hayward Police
Department
Public Works
Maintenance
Services
Development
Services
Community
Services
Library Services
HFD
Hayward Police
Department
Development
Services
City Clerk’s Office
Information
Technology
Maintenance
Services
Public Works
HFD
Hayward Police
Department
Information
Technology
Human
Resources
Housing
Finance
Human
Resources
HFD has identified and recommended specific individuals and positions for assignment to ICS/SEMS positions. HFD maintains an excel spreadsheet which acts as a dynamic “roster”, EOC ROSTER and ORG. CHART Current.xlsx and provides details for the temporary reorganization of the Hayward workforce.

For initial response and short-term recovery phases, the City established the Hayward Emergency Operations Center Organization Chart as depicted on the following Figure 1.

Comprehensive Emergency Management Plan – Part I December 2025 32 Figure 1. Hayward EOC Organizational Chart
Hayward Emergency Operations Center Org. Chart
Finance/ Admin. Section Chief Timekeeping Unit Leader Cost Accounting Unit Leader Purchasing Unit Leader Compensation / Claims Unit Leader Cost Recovery Unit Leader EOC Coordinator Public Information Officer Management Section Legal Affairs Officer Liaison Officer Safety & Security Officer Private Sector Coordinator Policy Group Operations Section Chief Fire & Rescue Branch Director Emergency Medical Services Coordinator Care & Shelter Branch Director Sheltering Coordinator Mass Feeding Coordinator Animal Services Coordinator Haz. Mat. & Enviromental Health Coordinator Public Works Coordinator Safety Assessment Coordinator Debris Management Coordinator Utilities Coordinator Law Enforcement Branch Director
Infrastructure Branch Director Planning Section Chief Situation Unit Leader Resource Status Unit Leader Documentation Unit Leader G.I.S. Unit Leader Advance Planning Unit Leader Demobilization Unit Leader Supply & Procurement Unit Leader Communications & Information Technology Unit Leader Transporation Unit Leader Facilities Unit Leader Personnel Unit Leader Volunteer Management Unit Leader Food Unit Leader Logistics Section Chief
EOC Director
Elected Officals Social Media Unit Call Center Unit Joint Information Center Donations Management Unit Leader Policy Group "Guiders" Management "Deciders" Operations "Doers" Planning "Thinkers" Logistics "Getters" Finance "Payers" Functions:

EOC Emergency
Operations
Center Scribe
Comprehensive Emergency Management Plan – Part I December 2025 33 4.2 EMERGENCY OPERATIONS CENTER (EOC)
Coordination in support of a local field response will be accomplished through the activation and management of the City’s EOC. As a place, the EOC differs greatly from one organization to another, but the functions are much less variable. The EOC is responsible not only for assembling and directing local government response, but also for communicating with all other levels of government, with the private sector, and the public (both the public at large and the public at risk). EOC readiness is the responsibility of HFD. It is recommended the City and HFD develop an EOC Management Plan that reflects how the EOC will operate during an activation at the City’s new EOC location at Fire Station 6 and the Regional Fire Training Center.

The City’s EOC primary location is:

Hayward Fire Station 6 and Regional Fire Training Center 1401 W. Winton Avenue
Hayward, CA 94545
And the alternate location for the City’s EOC is:

Hayward City Hall
777 B Street
Hayward, CA 94541-5007

4.2.1 EOC Activation Levels
Activation criteria are as follows according to the Cal OES:

Comprehensive Emergency Management Plan – Part I December 2025 34 Table 5. EOC Activation Levels
EOC Activation Levels
Activation
Level Conditions Activation
Steady State Normal
Operations/Monitoring -
Green
Duty officer status
Steady-state operation
California State Warning Center
maintains situational awareness
None
Level 3 - Yellow Small to moderate disaster or
pre-planned event. Some
functions staffed.

Only basic support staff or as
determined by director
Level 2 - Orange Large-scale disaster requiring
high amount of state
involvement. Most functions
staffed.

Staffed as situation warrants
and liaison to other agencies
Primary EOC personnel will
be available and check-in
regularly
Level 1 - Red Catastrophic disaster requiring
comprehensive state-level
response and/or assistance.

All functions staffed.

The EOC is activated and
all or most of the positions
are filled. A full activation
occurs for the most
significant events involving
the use of the full scope of
the City resources and the
need for mutual aid
assistance.

4.2.2 Activation
Activation of the City’s EOC means that at least one City official implements SEMS as appropriate to the scope of the emergency and the City's role in response to the emergency. The City official implementing SEMS may function from the EOC or from other locations depending on the situation. Activated EOCs may be partially or fully staffed to meet the demands of the situation. EOC readiness is the responsibility of HFD.

When to Activate
The City’s EOC is activated when routine use of resources needs support and/or augmentation and when any of the following events occur:
 An event is, or may, occur within the City that will significantly impact the life, health, safety, and/or environment of the community resulting in a local emergency declaration.
 The Alameda County OA EOC requests the City EOC to activate.

Comprehensive Emergency Management Plan – Part I December 2025 35  When the Governor has proclaimed a State of Emergency in an area that includes the City.
 Presidential declaration of a National Emergency.
 Automatically, on the proclamation of a State of War Emergency, as defined by the California Emergency Services Act.

EOC’s are not generally activated for routine events that law, fire, and city services can handle according to their day-to-day operations.

4.3 DEPARTMENT OPERATIONS CENTER (DOCS)
The City uses a hierarchical approach to organizing response to major incidents. This approach has the intent to link the field to DOCs which act to support field responders using department-specific tools and resources which are resident in their day-to-day headquarters. This intermediary structure (between the field and an activated EOC) can more fully enable individual agencies’ response. DOCs are useful for those agencies that are managing incident types that are related to their field of expertise. Based on the nature of the incident, the City will further organize support to the field through DOCs, which provide functional support to field operations.

Personnel assigned to field command(s), the DOC(s), and the EOC throughout each operational period will be rostered, tracked, and accounted for with ICS 204 documents.

Those documents will be established by the Finance and Administration Section’s Cost Recovery Unit.

4.4 MUTUAL AID
State level mutual aid efforts for the provision of resources, coordination, and communication with state and federal disaster response and recovery systems, processes, and professionals will be anticipated and addressed through the City’s emergency management system. The mutual aid system is an extension of the concept of “neighbor helping neighbor.” The California Disaster and Civil Defense Master Mutual Aid Agreement (“Master Mutual Aid Agreement”) was signed in 1950 by the Governor of California, all State agencies, political subdivisions, including Alameda County, and fire districts. The Master Mutual Aid Agreement was designed to ensure that additional resources are provided to another agency/political subdivision whenever their own resources are overwhelmed or inadequate. Statewide, both Law Enforcement and Fire Rescue maintain systems for the delivery of mutual aid under this agreement.

The City would request mutual aid from the OA, or Alameda County Mutual Aid Coordinator. Should the event require assistance from outside the county, the region will provide requested assistance to Alameda County.

Comprehensive Emergency Management Plan – Part I December 2025 36 Any future or additional mutual aid agreements developed by the City should be included in this section.

4.5 RESOURCE REQUESTS
The City uses standardized approaches to managing emergencies and disasters. In the field, personnel establish command at the site of incidents which threaten the community.

Based on their assessment, they apply available resources and communicate the need for additional resources from other departments in the City. Activation of the EOC establishes a single ordering point for all agencies operating within the framework of the emergency or disaster; its intent is to support the field.

According to the Alameda County Draft EOP (2023), all resource requests made to the OA or to the Region should include the following information:
 Clearly describe the current situation;
 Describe the requested resources;
 Specify the type or nature of the service the resources are providing;  Provide delivery location with a familiar map reference;  Provide local contact at delivery location with primary and secondary means of contact;
 Provide the name and contact information for the requesting agency or Mutual Aid Coordinator;
 Indicate the time the resource is needed and include an estimate of the duration of use; and
 For resource requests involving personnel and equipment with operators, indicate if logistical support is required (i.e., food shelter, fuel, and reasonable maintenance).

4.6 DIRECTION AND CONTROL
The City utilizes the ICS organization to provide direction and control during incidents.

The use of this organizational framework supports and conforms to the State of California’s use of SEMS.

The organization, legal authorities, policy decisions, and strategies of the City Council and the appointed officials assigned to the EOC act to provide a broad framework for interactions between the City’s response and that of surrounding jurisdictions in conjunction with or in support of incident management.

Tactical and operational control of response assets are the responsibility of the Operations Section within each Command. Field level responders will organize and coordinate with the City’s DOC or EOC. In the event of an incident of such magnitude Comprehensive Emergency Management Plan – Part I December 2025 37 that competition for resources compromises response, Area Command may be established for the purpose of prioritizing the use of response assets among various field commands.

When activated, the Alameda County EOC will coordinate with the City EOC to facilitate the request and acquisition of resources and to share information. When the Alameda County EOC is not activated, the City will coordinate their request through Cal OES, Operational Area Mutual Aid Coordinators, or through the County Dispatch Center.

4.7 INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION In the field, personnel establish command at the site of incidents which threaten the community. They initiate response using a prioritized approach that addresses life safety, incident stabilization and property preservation, in that order. Based on assessment (size up), they apply available resources and communicate the need for additional resources via:
 Cell phones and other mobile devices for voice, text and email for connectivity to a variety of DOCs; and,
 Handheld and vehicle mounted public safety radio systems operating in the 800 megahertz (MHz) band for connectivity to the City’s emergency dispatch center.

This approach to requesting resources blends the use of a many-to-many and a manyto-one ordering point. Internal phone systems, cellular voice systems, public safety radios and other information technologies can be disrupted and impacted by disasters.

Activation of the City’s EOC provides support to the field for resource acquisition and other critical functions that allow field responders to focus on the needs of the community.

In times of disaster, information regarding disaster recovery and mitigation opportunities is provided to the public through press releases, door to-door contact, placement of information on bulletin boards and in businesses, bulk mailings, strategically placed information packets, and public briefings. The City’s Public Information Officer is responsible for the formulation and release of information about the event to the community, news media, emergency workers, and other appropriate agencies and organizations.

4.8 RECOVERY
The City’s post-disaster recovery plan will be developed in a future CEMP update and will include the following points:  An overview of recovery operations;  A description of the recovery organization along with a diagram; Comprehensive Emergency Management Plan – Part I December 2025 38  A description of the damage assessment organization and responsibilities;  A description of the documentation process;  An After Action Report process  A description of different disaster assistance programs, their purpose, restrictions, and application process, including public assistance, individual assistance, and hazard mitigation grant programs.

Comprehensive Emergency Management Plan – Part I December 2025 39 5.0 EMERGENCY COMMUNICATIONS
Essential to all emergency organizations is an effective communications capability to support emergency operations. The magnitude of a particular emergency will determine the degree to which communications systems are used. Communications systems are relied upon to be used for direction/coordination of emergency operations, alerting and warning government and the public, and provide advice and instructions to the public.

While generally adequate communications capability exists between the various Cal OES facilities, the communications systems available between Cal OES and local facilities may not be adequate.

5.1 COMMUNICATION SYSTEM VULNERABILITIES
Telecommunications systems are composed of many subsystems, each may be interdependent or interconnected. A radio network, for example, may use a combination of telephone lines, microwave circuits, satellite interfaces, underground and overhead cables, and secondary radio paths. The failure of any one link in this chain can effectively disable or severely limit a large portion of the system.

Communications systems may be overloaded or even rendered inoperable in an emergency. Telephone communications may be overloaded by calls within or into affected areas. The situation may be further complicated by physical damage to equipment, loss of electrical power and subsequent failure of some auxiliary sources.

Loss of emergency power has been the primary cause of communications failure in past disasters. Poor installation practices and inadequate preventative maintenance of backup power sources contribute to the high failure rate. Scarcity of primary fuels for backup systems (gasoline, natural gas, and diesel) may limit viability of surviving communications sites.

In situations arising from a radiological incident or detonation, high intensity, short duration electromagnetic pulses may cause damage or malfunctions to unprotected electrical and electronic systems. Damage from these electromagnetic pulses can occur instantaneously over very large areas. All communications equipment is s susceptible to damage or destruction by electromagnetic pulses, including broadcast stations, radios, televisions, car radios, and battery-operated portable radios.

5.2 EXPECTATIONS OF USE
Generally, in a wide-spread calamity, communications used daily by most agencies, particularly public safety agencies, will be used as well for intra-jurisdictional communications. These agencies will also be expected, at least initially, to operate from their day-to-day offices and headquarters. Departments requiring personnel Comprehensive Emergency Management Plan – Part I December 2025 40 augmentation to properly staff their facilities should request assistance through the Logistics Section/Human Resources Unit at City EOC. Emergency procurements of communications-related equipment/supplies should also be handled through the Logistics Section/Supply Unit of the EOC.

All communications personnel must familiarize themselves with protective measures and countermeasures to employ that minimize the risk of outages or failures caused by elements of a catastrophe.

5.3 FEDERAL COMMUNICATIONS EMERGENCY ALERT SYSTEM (EAS) The Federal Communications Emergency Alert System (EAS) is a network of public broadcast stations and interconnecting facilities that have been authorized by the Federal Communications Commission to operate in a controlled manner during a state of public peril or disaster, or other large- scale emergency. The system’s main purpose is to provide the President and Federal Government Officials the means by which to transmit emergency communications to the public. It may also be used for local, state and other national programming for public information on situations posing a threat to life and/or property. EAS is activated by requesting assistance through the State Office of Emergency Services via the OA EOC. The EAS should be used to the maximum extent possible for the dissemination of emergency information, advice, and action instructions to the public.

5.3.1 National Warning System
The National Warning System (NAWAS) is a nationwide wire-line communications 2-way voice system connecting subscribing emergency management organizations and designed primarily to warn of a nationwide attack. It may also be used for coordination and communications for major peacetime emergencies.

5.3.2 State Communications Systems

CALIFORNIA LAW ENFORCEMENT RADIO SYSTEM
This system serves all Cal OES facilities and interconnects law enforcement agencies of all counties and numerous cities. The system is connected by microwave to provide statewide coverage. This system is the State’s radio backup to NAWAS.

CALIFORNIA OES SYSTEM
This is a local government system that serves all Cal OES facilities, a number of state agencies, and county-level operational area EOCs participating in the system. It is microwave-interconnected for statewide coverage.

Comprehensive Emergency Management Plan – Part I December 2025 41 CALIFORNIA OES FIRE NETWORK
This system serves Cal OES facilities and fire support facilities and equipment. Radio equipment on this network is located with fire service agencies in all 58 counties. The network employs mountain-top mobile relays and interconnections to the State Microwave System to provide state-wide coverage.

CALIFORNIA NATIONAL GUARD
The California National Guard has an assortment of communications capabilities with limited day-to-day in-place systems. Most communications are designed to serve their own operating forces but have been used for local reserve communications.

5.3.3 Local Communications Systems

EOC COMMUNICATIONS
Communications systems installed at or controlled from the City EOC will normally be used to support the field activities of the various City emergency services. The City Emergency Operations Radio System consists of radios that are necessary to gather information required to stay informed of the situation and to control the activities of services within the City.

Those services that have the capability to control their operating elements by radio will continue to exercise that control. The respective EOC Section Chief will be kept informed, by radio, of ongoing activities and the extent of commitment of available resources. This information will serve two purposes at the City EOC, (1) Provide the basis for the Section Chief to make decisions on use of limited resources and (2) Provide the basis for performing continuing situation analysis of conditions in the City.

The following radio systems are available in the City EOC:  Law Enforcement Network – This network operates on several channels.

Channels are used for the Hayward dispatch and control of Law Enforcement service mobile units based on area. These channels will be used by the Law Enforcement Unit in the EOC to keep the EOC informed on developments. Main dispatch will remain with Hayward Police Dispatch. The EOC will have radio contact to a dispatch operator.  Radio Amateurs Civil Emergency Services (RACES) – RACES provides a variety of communications services in the Amateur Radio Frequency Bands. They provide communications from cities to the county, to the state and regional offices as well as to hospitals and other places as needed. This service is provided by Comprehensive Emergency Management Plan – Part I December 2025 42 amateur radio volunteers, using their own equipment and affords flexibility not available with established radio networks.

RACES is generally assigned to back up any of several services in case regular communications paths become inoperative. Special considerations should be given to RACES to support disaster medical care and emergency public information operations.

Table 6. Communications Frequency Matrix
Assigned To Designation Frequency
Hayward Police Department
COM 1
COM 2
COM 3
483.1125 MHz
482.6625 MHz
482.6375 MHz
Hayward Fire Department Yellow Channel 460.000 MHz
Public Works Department 158.895 MHz
RACES
145.3 MHz
147.015 MHz
146.94 MHz

5.4 TELEPHONE SYSTEMS

LANDLINES
Common carrier telephone landline service is available to support all emergency systems.

The City EOC has dedicated lines available for activation when the EOC is staffed. Note that inter-building and local system-wide switching systems may be affected by power outages and fluctuations.

CELLULAR AND MICROWAVE
Cellular and microwave telephone services are in use by nearly all agencies in the Bay Area. These systems are fairly reliable in localized emergency situations but may quickly become overloaded in a wide-spread disaster. Also, ground movement in seismic events may cause network failures.

SATELLITE TELEPHONE SYSTEMS
Satellite telephone systems have become more widely available and more economical to use over the last few years. Satellite systems are generally a highly reliable form of communications during disasters.

Comprehensive Emergency Management Plan – Part I December 2025 43 6.0 LAWS AND AUTHORITIES
The following laws and authorities provide direction and guidance for conducting the City’s emergency operations.

6.1 CITY OF HAYWARD MUNICIPAL CODE
The following City of Hayward policy directs the City’s emergency services organization and function.
 Hayward, California Municipal Code, Chapter 3 – Public Safety, Article 2 – Emergency Services Organization and Function.

6.2 ALAMEDA COUNTY ADMINISTRATIVE CODE
The following Alameda County policies direct the City’s emergency management program:
 County of Alameda Administrative Code, Title 2, Chapter 2.118, “Civil Defense,” June 30, 2002.
 County of Alameda Resolution No. R-87-465, “Adopt Multihazard Functional Plan” – October 1986, June 2, 1987.
 County of Alameda Resolution No. 58748, “Adopting the California Master Mutual Aid Agreement,” November 28, 1950.
 County of Alameda, Agreement for Participation in Alameda County Operational Area Emergency Management Organization, dated May 10, 2016.

6.3 STATE OF CALIFORNIA
The following State of California policies direct the City’s emergency management program:
 State of California Emergency Services Act, Chapter 7 of Division 1 of Title 2 of the Government Code.
 California Code of Regulations Title 19, Chapter 2, Subchapter 3, §2620 et seq.  SEMS Regulations, Chapter 1 of Division 2 of Title 21 of the California Code of Regulations; and California Government Code §8607.
 State of California Emergency Plan, State of California, Cal OES, 2009.  Disaster Assistance Act Regulations, CCR, Title 19, Division 2, Chapter 6.  California Disaster and Civil Defense Master Mutual Aid Agreement.

6.4 FEDERAL
The following Federal plans and policies direct the City’s emergency management program:

Comprehensive Emergency Management Plan – Part I December 2025 44  Robert T. Stafford Emergency Disaster Relief and Emergency Assistance Act (42 United States Code 5121 et seq., and Related Authorities).  Federal Disaster Relief Regulations: 44 Code of Federal Regulations (CFR) Part 206.
 Federal Civil Defense Act of 1950 (Public Law 920, as amended).  NIMS.
 Homeland Security Presidential Directive 5, Management of Domestic Incidents.  Presidential Policy Directive 8, National Preparedness.  Homeland Security Presidential Directive 21, Public Health and Medical Preparedness.

Comprehensive Emergency Management Plan – Part I December 2025 45 7.0 GLOSSARY
Aerial Reconnaissance: An aerial assessment of the damaged area that includes gathering information on the level and extent of damage and identifying potential hazardous areas for on-site inspections.

Aerosol: Fine liquid or solid particles suspended in a gas, for example, fog or smoke.

All Hazards: Refers to a policy or program that is designed to deal with a variety of natural and technological hazards.

Annex: A document that supplements the Emergency Operations Plan, which provides further planning information for a specific aspect of emergency management.

Appendix: A separate portion of the Emergency Operations Plan that contains guidance and information specific to actions required in emergency management.

Biological Agents: Living organisms or the materials derived from them that cause disease in or harm to humans, animals, or plants or cause deterioration of material. Biological agents may be used as liquid droplets, aerosols, or dry powders.

Chemical Agent: A chemical substance that is intended to kill, seriously injure, or incapacitate people through physiological effects. Generally separated by severity of effect: lethal, blister, and incapacitating.

Comprehensive Emergency Management Plan: A document required by state regulation that consists of a Basic Plan, Appendices, Supplemental Annexes, and Standard Operating Procedures for the purpose of providing effective mitigation, response to and recovery from disasters.

Consequence Management: Measures to protect public health and safety, restore essential government services, and provide emergency relief to governments, businesses, and individuals affected by the consequences of terrorism. State and local governments exercise primary authority to respond to the consequences of terrorism. (Source: Federal Response Plan Terrorism Incident Annex, page TI-2, April 1999). The Federal Emergency Management Agency (FEMA) has been designated the Lead Federal Agency (LFA) for consequence management to ensure that the Federal Response Plan is adequate to respond to terrorism. Additionally, FEMA supports the Federal Bureau of Investigation (FBI) in crisis management.

Continuity of Government: Includes measures to – ensure continued leadership and preservation of vital records, thereby maintaining a viable system of government supported by law; establish emergency authorities legally vested in government leaders so Comprehensive Emergency Management Plan – Part I December 2025 46 that they have prescribed powers to act; ensure survivability of mechanisms and systems for direction and control so that actions directed by leaders can be communicated and coordinated; sustain essential emergency services and resources so that critical response and recovery actions can achieve widest possible implementation.

Crisis Management: This is the law enforcement aspect of an incident that involves measures to identify, acquire, and plan the resources needed to anticipate, prevent, and/or resolve a threat of terrorism. The FBI is the LFA for crisis management for such an incident. (Source: FBI) During crisis management, the FBI coordinates closely with local law enforcement authorities to provide successful law enforcement resolution to the incident. The FBI also coordinates with other Federal authorities, including FEMA. (Source: Federal Response Plan Terrorism Incident Annex, April 1999) Critical Areas: Environmentally sensitive areas which include wetlands fish and wildlife habitat conservation areas; geologically hazardous areas; areas with a critical recharging effect on aquifers used for potable water; and frequently flooded areas. Critical areas have measurable characteristics which, when combined, create a value for or potential risk to public health, safety and welfare.

Damage Assessment: The appraisal or determination of the actual damage resulting from a disaster.

Decontamination: The process of making people, objects, or areas safe by absorbing, destroying, neutralizing, making harmless, or removing the HazMat.

Disaster: The occurrence or imminent threat of widespread or severe damage, injury or loss of life or property resulting from any natural or manmade cause including fire, flood, earthquake, air contamination, blight, drought, infestation, explosion, riot, hostile military or paramilitary action, other public calamity requiring emergency action.

Disaster Assistance Center: A location established in a disaster area that houses all federal, state, and local agencies that deal directly with the needs of the individual victim.

DACs are established only after a Presidential Declaration.

Disaster Declaration: A document executed by an elected government for the purpose of obtaining assistance from a higher level of government.

Disaster Service Workers: All public employees in California are subject to such emergency or disaster activities as may be assigned by their supervisors or by law.

Drill: A supervised instruction period aimed at testing, developing, and maintaining skills in a particular operation. A drill is often a component of an exercise.

Comprehensive Emergency Management Plan – Part I December 2025 47 Drop Cover, and Hold: Shelter position under tables or desks or other protected places away from overhead fixtures, windows, high cabinets, and bookcases, for immediate individual protection during an emergency.

Emergency: An event, the effects of which cause loss of life, human suffering, property damage (both public and private), and severe economic and social disruption.

Emergency Alert System: A program of the Federal Communications Commission to coordinate the dissemination of emergency information via commercial broadcasters.

Emergency Coordinator: A position called for in the Emergency Organization to carry out emergency management functions on a day-to-day basis at the local level.

Emergency Manager: A position called for in the Emergency Organization to oversee the implementation of the City Comprehensive Emergency Management Plan at the local level.

Emergency Operations Center: A centralized location where individuals responsible for responding to a large scale emergency can have immediate communication with each other and with City management for the purpose of enhancing coordination in exercising direction and control of emergency response and recovery efforts.

Emergency Organization: Organization to direct and control operations of the City during a period of emergency with assigned responsibilities and tasks for planning, response, and recovery in emergency situations.

Emergency Powers: Special authority granted to a chief local official during times of emergency. The State delegates emergency powers to designated local officials through an executive order.

Erosion: The process whereby the land surface is worn away by the action of water, wind, ice or other processes, and by geologic events such as gravitational creep or landslides Federal Response Plan: The Federal Response Plan establishes a process and structure for the systematic, coordinated, and effective delivery of Federal assistance to address the consequences of any major disaster or emergency declared under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, as amended (42 U.S. Code [USC], et seq.). The Federal Response Plan Terrorism Incident Annex defines the organizational structures used to coordinate crisis management with consequence management. (Source:

Federal Response Plan Terrorism Incident Annex, April 1999) Floodplain: Areas inundated with water that are typically adjacent to streams, rivers, lakes, and coastlines and are susceptible to strong winds.

Comprehensive Emergency Management Plan – Part I December 2025 48 Flood Way: An area of land immediately adjacent to a stream or river channel that, in times of flooding, becomes an enlarged stream or river channel and carries the floodwater with the highest velocity.

Hazard Mitigation: Any action taken to reduce or permanently eliminate the long-term risk to human life and property and the environment posed by a hazard.

Hazard Mitigation Grant Program: Authorized Under Section 404 of the Stafford Act.

Provides funding for Hazard Mitigation projects that are cost-effective and comply with existing post-disaster mitigation programs and activities. These projects cannot be funded through other programs to be eligible
Landslide Hazard Areas: Areas potentially subject to landslides, based on a combination of geologic, topographic, and hydrologic factors. This includes areas with any combination of bedrock, soil, slope, structure, hydrology.

Lead Agency: The Federal department or agency assigned lead responsibility under U.S. law to manage and coordinate the Federal response in a specific functional area. The FBI is the lead agency for crisis management and FEMA is the lead agency for consequence management. Lead agencies support the overall Lead Federal Agency (LFA) during all phases of the response.

Lead Federal Agency (LFA): The agency designated by the President to lead and coordinate the overall Federal response is referred to as the LFA and is determined by the type of emergency. In general, an LFA establishes operational structures and procedures to assemble and work with agencies providing direct support to the LFA in order to provide an initial assessment of the situation, develop an action plan, monitor and update operational priorities, and ensure each agency exercises its concurrent and distinct authorities under U.S. law and supports the LFA in carrying out the President’s relevant policy. Specific responsibilities of an LFA vary according to the agency’s unique statutory authorities.

Level I Emergency: Minor to moderate emergency, such as major power outage, bomb threat, air pollution alert, isolated fire, or minor earthquake (no injuries or significant damage).

Level II Emergency: Moderate to severe emergency, such as major fire, moderate earthquake, bomb explosion (with injuries and/or structural damage) Level III Emergency: Major emergency or disaster, such as a major earthquake or nuclear explosion.

Comprehensive Emergency Management Plan – Part I December 2025 49 LIDAR: Light Detection and Ranging Airborne Laser Mapping. compliments other remote sensing such as orthophotography and traditional topographic mapping. LIDAR is able to sense through vegetation (remove the trees) and produce a map of the actual topography.

Liquefaction: Liquefaction occurs in areas that have certain soils which lack cohesion and where the water table is close to the surface. Such soils can lose shear strength and flow like a liquid even during earthquakes originating beyond City .

Local Emergency Responder: Safety services provided by outside agencies, such as police, fire, medical or rescue services.

Mitigation: Those actions (including threat and vulnerability assessments) taken to reduce the exposure to and detrimental effects of a WMD incident.

Mitigation Phase: Phase of emergency management for site-specific action to minimize hazards and reduce the potential for injury or damage in an emergency.

Nonpersistent Agent: An agent that, upon release, loses its ability to cause casualties after 10 to 15 minutes. It has a high evaporation rate, is lighter than air, and will disperse rapidly.

It is considered to be a short-term hazard; however, in small, unventilated areas, the agent will be more persistent.

Persistent Agent: An agent that, upon release, retains its casualty-producing effects for an extended period of time, usually anywhere from 30 minutes to several days. A persistent agent usually has a low evaporation rate and its vapor is heavier than air; therefore, its vapor cloud tends to hug the ground. It is considered to be a long-term hazard. Although inhalation hazards are still a concern, extreme caution should be taken to avoid skin contact as well.

Plume: Airborne material spreading from a particular source; the dispersal of particles, gases, vapors, and aerosols into the atmosphere.

Preparation (Preparedness) Phase: Phase of emergency management for employee inservice training in emergency responsibilities, such as prevention of injuries and property damage, first-aid and other response and rescue operations, and for acquisition of adequate supplies and equipment required to respond to an emergency.

Radiation: High-energy particles or gamma rays that are emitted by an atom as the substance undergoes radioactive decay. Particles can be either charged alpha or beta particles or neutral neutron or gamma rays.

Comprehensive Emergency Management Plan – Part I December 2025 50 Recovery Phase: Phase of emergency management for the initiation of short-range and long-range recovery plans at each effected site to return to normal operations following an emergency.

Response Phase: Phase of emergency management in which all employees take appropriate steps in an emergency situation to put the emergency plan into action.

Seismic Hazard Areas: Areas subject to severe risk of damage because of earthquakeinduced ground shaking, slope failure, settlement, soil liquefaction, or surface faulting.

Settlement can occur in areas with loose, unconsolidated soil, which can either slide or suddenly drop when shaken.

Terrorism: The unlawful use of force or violence against persons or property to intimidate or coerce a government, the civilian population, or any segment thereof, in furtherance of political or social objectives. Domestic terrorism involves groups or individuals who are based and operate entirely within the United States and U.S. territories without foreign direction and whose acts are directed at elements of the U.S. government or population.

Toxicity: A measure of the harmful effects produced by a given amount of a toxin on a living organism.

Weapons-Grade Material: Nuclear material considered most suitable for a nuclear weapon.

It usually connotes uranium enriched to above 90 percent uranium-235 or plutonium with greater than about 90 percent plutonium-239.

Weapons of Mass Destruction: Any explosive, incendiary, or poison gas, bomb, grenade, rocket having a propellant charge of more than 4 ounces, or a missile having an explosive incendiary charge of more than 0.25 ounce, or mine or device similar to the above; poison gas; weapon involving a disease organism; or weapon that is designed to release radiation or radioactivity at a level dangerous to human life. (Source: 18 USC 2332a as referenced in 18 USC 921
Wildfire Urban Interface: Wildland vegetation and forest areas adjacent to or intermingled with residential developments
Comprehensive Emergency Management Plan – Part I December 2025 51 8.0 REFERENCES
Acgov.org. Emergencies. https://www.acgov.org/emergencysite/ Alameda County Sheriff’s Office of Homeland Security and Emergency Services. 2012.

Alameda County Emergency Operations Plan.
https://www.acgov.org/ready/documents/EmergencyOperationsPlan.pdf Alameda County Sheriff’s Office of Homeland Security and Emergency Services. 2023.

DRAFT Alameda County Emergency Operations Plan.
https://www.acgov.org/government/documents/EOP-Draft-8-15-2023-ReviewComment.pdf Alameda County Operational Area Volunteer Plan. 2008.

California Department of Forestry and Fire Protection (CAL FIRE). Fire Hazard Severity Zones in State Responsibility Area – Alameda County. https://34c031f8-c9fd-4018- 8c5a-4159cdff6b0d-cdn-endpoint.azureedge.net/-/media/osfm-website/what-wedo/community-wildfire-preparedness-and-mitigation/fire-hazard-severity-zones/firehazard-severity-zones-map-2022/fire-hazard-severity-zones-maps-2022- files/fhsz_county_sra_11x17_2022_alameda_2.pdf
California Disaster and Civil Defense Master Mutual Aid Agreement. 1950.

California Government Code. Title I, Section 3100.

Cal OES. Dam Safety Planning. https://www.caloes.ca.gov/offic e-of-the-director/op erations/planning-preparedness-prevention/dam-safety-planning/ Cal OES, Standardized Emergency Management System, Approved Course of Instruction Emergency Operation Center Course G611, Local Government, Operations Section, Function Specific Handbook (found at:
https://www.caloes.ca.gov/wp-content/uploads/Preparedness/Documents/SEMSEOC-Course-Part-III-Supporting-Documents-Local-Government-–- Operations.pdf)
California Office of Planning and Research, 2018. California’s Fourth Climate Assessment. https://climateassessment.ca.gov/
City of Hayward. Hazardous Materials Business Plan. 2023. Updated annually through the California Environmental Reporting System https://cers.calepa.ca.gov/.

City of Hayward Local Resilience Plan. 2021.

Comprehensive Emergency Management Plan – Part I December 2025 52 FEMA, Emergency Management Institute, ICS Forms, 2018, found at:
https://training.fema.gov/icsresource/icsforms.aspx
FEMA. Integrated Public Alert & Warning System. https://www.fema.gov/emergency - managers/practitioners/integrated-public-alert-warning-system FEMA. National Disaster Recovery Framework. Available at: https://www.fema.gov/ emergency-managers/national-preparedness/frameworks/recovery Accessed January, 2024
FEMA. 2017. National Incident Management System, (3rd
ed). https://www.fema.gov/sites/default/files/2020-07/fema_nims_doctrine2017.pdf FEMA. 2021. Stafford Act, as Amended (FEMA P-592 vol.1). https://www.fema.gov/s ites/default/files/documents/fema_stafford_act_2021_vol1.pdf Hayward Fire Department. Know Your Zone - Zonehaven Emergency Evacuation Platform. https://www.hayward-ca.gov/fire-department/disaster-prep aredness/zonehaven-emergency-evacuation-platform
Hayward Fire Department. Power Outage Alerts. https://www.hayward-ca.gov/fire-depa rtment/disaster-preparedness/power-outage-alerts
National Risk Index Annualized Frequency Wildfire ArcGIS Tool. (https://www.arcgis.com/apps/mapviewer/index.html?layers=a21028953f93448e9 56bc6ac93f49701).

Comprehensive Emergency
Management Plan – 2025

Part II – Functional Annexes
(SEMS Elements)
CEMP Part II December 2025
Table of Contents

Part II - 1

TABLE OF CONTENTS

1.0 MANAGEMENT SECTION ................................................................... PART II - 2

2.0 OPERATIONS SECTION ................................................................... PART II - 26

3.0 PLANS & INTELLIGENCE SECTION ................................................. PART II - 59

4.0 LOGISTICS SECTION ....................................................................... PART II - 82

5.0 FINANCE AND ADMINISTRATION SECTION ................................. PART II - 105 CEMP Part II
Management Section December 2025

Part II - 2
PART II: FUNCTIONAL ANNEXES (SEMS ELEMENTS)

1.0 MANAGEMENT SECTION
The Management Section is responsible for overall emergency policy and coordination, including the following:
• Overall management and coordination of emergency response and recovery operations;
• Oversee and manage all Sections in the Emergency Operations Center (EOC); • Coordinate and liaison with appropriate federal, state, local government, private and volunteer entities;
• Establish priorities and resolve demands conflicts; and, • Prepare and disseminate emergency public information and other essential information and data about impacts and damage.

The following charts and tables in Part II reference ICS Forms. These ICS Forms are published by FEMA and are available for download at the following location:
https://training.fema.gov/icsresource/icsforms.aspx

CEMP Part II
Management Section December 2025

Part II - 3

EOC COORDINATOR

POSITION

OVERVIEW
 The EOC Coordinator assists and serves as an advisor to the Emergency Operations Center Director (EOCD) and General Staff as needed
 Oversees the overall functioning of the emergency operations center

REPORT TO EOC DIRECTOR

PLANS &

REPORTS
 ALL PLANS
 ALL REPORTS

FORMS & GUIDES FORMS
 ALL
 POSITION JOBAID
 ICS 225 FOR PD CREDENTIALING
GUIDES
 ALL
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Facilitate the overall functioning of the EOC.

Assist and serve as an advisor to the EOC Director and General Staff as needed.

Provide information and guidance related to the internal functions of the EOC.

Ensure compliance with operational area emergency plans and procedures.

Assist the Liaison Officer in ensuring proper procedures are in place for directing agency representatives and conducting VIP/visitor tours of the EOC.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over jobaid.

CEMP Part II
Management Section December 2025

Part II - 4

Receive situation, section, and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Assist the EOC Director in determining appropriate staffing for the EOC.  (FORM | ICS 207)
Provide assistance and information regarding section staffing to all general staff.

Assist the EOC Director and the General Staff in developing overall strategic objectives as well as section objectives for the EOC Action Plan.
 (FORM | ICS 202)
 (GUIDE | PLANNING “P” GUIDE)
Aid with shift change activity as required.

Provide turnover briefing to position replacement.

Follow EOC check out procedures, including signing out, work station clean-up and forwarding phone number where you can be reached.
 (FORM | ICS 211, FORM | ICS 205A)
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.

Complete all required forms, reports, and other documentation. Provide all completed documentation to the Documentation Unit, prior to your departure.  (GUIDE | LEGAL AUTHORITIES)
Assist the Planning/Intelligence Section in the development, continuous updating, and execution of the EOC Action Plan.
 (PLAN | EOC ACTION PLAN)
 (GUIDE | PLANNING “P” GUIDE)
Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

CEMP Part II
Management Section December 2025

Part II - 5

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

CEMP Part II
Management Section December 2025

Part II - 6

EOC DIRECTOR

POSITION

OVERVIEW
 Overall responsibility and authority for the operation of the EOC  Will ensure EOC is staffed and operated at a level commensurate with the emergency
REPORT TO  LOCAL GOVERNMENT | CITY COUNCIL or DESIGNEE  OPERATIONAL AREA | BOARD OF SUPERVISORS or DESIGNEE
 REGIONAL | OES REGION ADMINISTRATOR or DESIGNEE
 STATE | OES DIRECTOR or DESIGNEE

DIRECT REPORT GENERAL STAFF
 Operations Section
Chief/Coordinator
 Planning/Intelligence Chief
Section Coordinator
 Logistics Section
Chief/Coordinator
 Finance/Administration
Section Chief/ Coordinator

MANAGEMENT STAFF
 EOC Coordinator
 Public Information Officer
 Liaison Officer/Agency
Representative
 Safety Officer
 Legal Officer
 Private Sector Coordinator
PLANS
& REPORTS
 EOC ACTION PLAN
 ADVANCE PLAN(S)
 DEMOBILIZATION PLAN
 PRESS RELEASES
 REPORTS

FORMS &
GUIDES
FORMS
 POSITION JOBAID
 ALL ICS FORMS (IF USING)
 ICS 225 FOR PD CREDENTIALING
 PROCLAMATION RESOLUTION
GUIDES
 PLANNING “P”
 RECOVERY PLAN/PROJECT MANAGEMENT
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]

CEMP Part II
Management Section December 2025

Part II - 7
Exercise overall management responsibility for the coordination between emergency response agencies in the jurisdiction.

Establish appropriate EOC staffing level.

Continuously monitor organizational effectiveness and make appropriate changes.

Alongside General Staff, set jurisdictional priorities for response.

Ensure all department/agency actions support established EOC priorities.

Ensure that inter-agency coordination is accomplished effectively.

Determine appropriate level of activation based on known situation.

Mobilize/Recall appropriate personnel to the EOC for initial activation.

Respond immediately to EOC site and determine operational status.

Obtain briefing from available sources.

Ensure that EOC is properly set up and ready for operations.

Ensure that EOC check-in procedure is established.
 (FORM | ICS 211, FORM | ICS 205A)
Ensure that EOC organization and staffing chart is posted and completed.  (FORM | ICS 207)
Determine needed EOC sections, assign Section Chief/Coordinators and ensure sections are adequately staffed.
 Operations Section Chief/Coordinator
 Logistics Section Chief/Coordinator
 Planning/Intelligence Section Chief/Coordinator
 Finance/Administration Section Chief/Coordinator
Determine needed Management Staff positions and ensure they are filled as soon as possible.  EOC Coordinator
 Public Information Officer
 Rumor Control Coordinator
 Liaison Officer
 Agency Representative
 Safety Officer
Ensure telephone and/or radio communications with other EOCs/DOCs is established and functioning.

Schedule the initial EOC Action Planning Meeting.
 (FORM | ICS 230)
Alongside General Staff, determine what representation is needed at the EOC from other emergency response agencies.

Assign a liaison officer to coordinate outside agency response to the EOC, and if needed, assist in establishing an Inter-Agency Coordination Group.

CEMP Part II
Management Section December 2025

Part II - 8
Monitor general staff activities to ensure appropriate actions are being taken.

Alongside Public Information Officer, conduct news conferences and review media releases for final approval. Follow established procedure for public information.  (FORM | PRESS RELEASE)
Ensure Liaison Officer is providing and maintaining effective inter-agency coordination.

Based on status reports, establish initial strategic objectives for the EOC.

Alongside Management Staff, prepare EOC objectives for the initial Action Planning Meeting.  (FORM | ICS 202)
 (GUIDE | PLANNING “P” GUIDE)
Convene Initial Action Planning meeting.

Ensure that all Section Chief/Coordinators, Management Staff, and key agency representatives are in attendance.

Ensure appropriate Action Planning procedures are followed.  (GUIDE | PLANNING “P” GUIDE)
Ensure meeting is facilitated appropriately by the Planning/Intelligence Section, and consensus among EOC Coordinator, PIO, and Section Chiefs/Coordinators on objectives for forthcoming operational period.

Assess the situation, define problems, set priorities, and establish strategic and SMART objectives for the response/recovery period.

Determine the Operational Period time frame (i.e., 6-, 8- or 12-hour shifts).

Review and identify the need for additional staffing and/or other resources.

When Action Plan is completed by the Planning/Intelligence Section, review, approve and authorize its distribution and implementation.
 (FORMS | ICS 201, ICS 202, ICS 205A, ICS 207, ICS 208, ICS 211, ICS 213. ICS 215, ICS 215A, ICS 230 OR PLAN | EOC ACTION PLAN)
Conduct periodic briefings with general staff to ensure strategic objectives are current and appropriate.

Conduct periodic briefings for elected officials or their representatives.  (FORM | ICS 209 OR REPORT | SITUATION STATUS)
If appropriate, issue an Emergency Proclamation, and coordinate local government proclamations with other emergency response agencies.
 (FORM | PROCLAMATION RESOLUTION)
Provide turnover briefing to position replacement.

CEMP Part II
Management Section December 2025

Part II - 9
Ensure the safety and well-being of staff being dismissed for the operational period.

Provide all completed documentation to the Documentation Unit.

Follow EOC check out procedures, including signing out.  (FORM | ICS 211, FORM | ICS 205A)
Authorize demobilization of sections, branches, and units when they are no longer required informally or via a plan.
 (PLAN | DEMOBILIZATION PLAN)
Notify higher level EOCs and other appropriate organizations of planned demobilization, as appropriate.

Ensure that open actions not completed will be handled after demobilization.

Ensure that all required forms or reports are completed prior to demobilization.

Prepare to provide input to the after-action report.

Proclaim termination of the emergency response and proceed with recovery operations.

Alongside Public Information Officer, make emergency termination notifications to City Council, Response Partners, Community and Operational Area.

Provide a final emergency briefing of the event to EOC personnel to include:
 Date/time of termination.
 Requests all documentation developed during the event response.  Instructions for support of recovery operations or assembly of the final report.  Time and date of formal debrief to identify issues, lessons learned, and corrective actions.
 Instructions for resumption of normal operations.

Determine if a formal Recovery Plan is required based on a review of the technical criteria by:
 Length and resources required for investigating and fact-finding activities.  Assessment of property damage efforts require substantial and prolonged coordination and communications with off-site governments, agencies, and/or response organizations.
 Number of personal injuries or illnesses requiring protracted follow-up treatment, analysis, and public information.

Supervise the transition of the EOC from response to recovery operations, as necessary.

Appoint a recovery manager; the recovery manager will establish a recovery organization and recovery plan.
 (GUIDE | RECOVERY PLAN/PROJECT MANAGEMENT)
Proclaim EOC Deactivate.

Approve deactivation of other emergency facilities that were opened because of the emergency.

CEMP Part II
Management Section December 2025

Part II - 10
Assist with recovery objectives, as requested for Recovery Plan.  (GUIDE | RECOVERY PLAN/PROJECT MANAGEMENT)
Turn over command to Recovery Manager.

Schedule Incident Debriefing.

Assist with the development of a Final AAR.

Approve final AAR.
 (REPORT | LOCAL GOVERNMENT AFTER ACTION REPORT)
Turn in completed job aids, forms, and notes to Documentation Unit.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
CEMP Part II
Management Section December 2025

Part II - 11

LEGAL COUNSEL

POSITION

OVERVIEW
 Provides legal counsel to the Emergency Services Director/EOC Director and all City/Agency Staff in legal matters pertaining to emergency response and recovery
 Assists in the preparation of proclamations, ordinances, and other legal documents; and maintains the City’s/Agency’s legal records and reports

REPORT TO EOC DIRECTOR
PLANS
& REPORTS
SHARES WITH RELEVANT STAKEHOLDERS.

NOT RESPONSIBLE FOR DEVELOPMENT.

FORMS &
GUIDES
FORMS
 POSITION JOBAID
 ICS 205A COMMUNICATION LIST
 ICS 211 CHECK-IN LIST
 ICS 214 ACTIVITY LOG
 ICS 225 FOR PD CREDENTIALING
 PROCLAMATION RESOLUTION
GUIDES
 LEGAL AUTHORITIES
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
 (ICS 225) to CALOES | [email protected]
Advise the Multi-Agency Coordination/Policy Group and/or EOC Director, and the Management and General Staff, as needed, on the legality and/or legal implications of contemplated emergency actions and policies (reference the California Emergency Services Act, Stafford Act, etc., as necessary).

Establish areas of legal responsibility and/or potential liabilities.

As needed, prepare documents relative to evacuations, curfews, and demolition of hazardous structures or conditions.

CEMP Part II
Management Section December 2025

Part II - 12
Develop emergency rules, regulations and laws required for acquisition and/or control of critical resources.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section, and position briefing from available/appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Obtain assistance for position through the Personnel Unit in Logistics, as required.

Assist as necessary with Emergency Proclamation Resolution Process and Forms.  (FORM | PROCLAMATION RESOLUTION)
Provide technical knowledge of jurisdictional authorities.  (GUIDE | LEGAL AUTHORITIES)
Develop emergency rules, regulations and laws required for acquisition and/or control of critical resources.

Prepare documents relative to evacuations, curfews, and demolition of hazardous structures or conditions.

Provide turnover briefing to position replacement.

CEMP Part II
Management Section December 2025

Part II - 13
Release agency representatives that are no longer required in the EOC when authorized by the EOC Director.

Ensure that you collect any documentation from them that would be relevant for after-action report.

Complete all required forms, reports, and other documentation. Provide all completed documentation to the Documentation Unit, prior to your departure.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

CEMP Part II
Management Section December 2025

Part II - 14

LIAISON OFFICER

POSITION

OVERVIEW
 Responsible for serving as the point of contact to all internal and external individuals, organizations, agencies, and customers
 Oversee all special events, dignitary visits and field liaison positions

REPORT TO EOC DIRECTOR
PLANS
& REPORTS
SHARES WITH RELEVANT STAKEHOLDERS. NOT RESPONSIBLE
FOR DEVELOPMENT.

FORMS  POSITION JOBAID
 ICS 205A COMMUNICATION LIST
 ICS 209 INCIDENT STATUS SUMMARY
 ICS 211 CHECK-IN LIST
 ICS 214 ACTIVITY LOG
 ICS 225 FOR PD CREDENTIALING
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Oversee all liaison activities, including coordinating outside agency representatives assigned to the EOC.

Handle requests from other EOCs for EOC agency representatives.

Establish and maintain a central location for incoming agency representatives, providing workspace and support as needed.

Ensure that position specific guidelines, policy directives, situation reports, and a copy of the EOC Action Plan is provided to Agency Representatives upon check-in.

In conjunction with the EOC Coordinator, provide orientations for VIPs and other visitors to the EOC.

Ensure that demobilization is accomplished when directed by the EOC Director.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
CEMP Part II
Management Section December 2025

Part II - 15
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section, and position briefing from available/appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Obtain assistance for position through the Personnel Unit in Logistics, as required.

Contact Agency Representatives already on-site, ensuring that they:
 Have signed into the EOC
 Understand their role in the EOC
 Know their work locations
 Understand the EOC organization and floor plan
Determine if additional representation is required from:
 Community based organizations
 Private organizations
 Utilities not already represented
 Other agencies
Alongside EOC Director and EOC Coordinator, establish and maintain Interagency Coordination Group made up of outside agency representatives and executives not assigned to specific sections within the EOC.

Assist the EOC Director and EOC Coordinator in conducting regular briefings for the InterAgency Coordination Group.

Assist with distribution of the current EOC Action Plan and Situation Report.  (PLAN | EOC ACTION PLAN)
 (FORM | ICS 209) or (REPORT | SITUATION STATUS)
Request that Agency Representatives maintain communications with their agencies and obtain situation status reports regularly.

With the approval of the EOC Director, provide agency representatives from the EOC to other EOCs as required and requested.

Maintain active roster of agency representatives located at the EOC.

Roster should be distributed internally on a regular basis.  (FORM | ICS 211 JUST FOR AGENCY REPRESENTATIVES)
 (FORM | ICS 205A JUST FOR AGENCY REPRESENTATIVES)
Provide turnover briefing to position replacement.

CEMP Part II
Management Section December 2025

Part II - 16
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period.
 (FORM | USE CURRENT POSITION JOBAID)
 (FORM | USE CURRENT ICS 214)
Provide all completed documentation to the Documentation Unit.

Release agency representatives that are no longer required in the EOC when authorized by the EOC Director.

Ensure that you collect any documentation from them that would be relevant for after-action report.

Complete all required forms, reports, and other documentation. Provide all completed documentation to the Documentation Unit, prior to your departure.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

Provide Public Information officer with agency roster for final termination notification.  (FORM | ICS 211 JUST FOR AGENCY REPRESENTATIVES)

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

CEMP Part II
Management Section December 2025

Part II - 17

PUBLIC INFORMATION OFFICER

POSITION

OVERVIEW
Responsible for providing news and information on the emergency/disaster to the media, the public, all departments and required agencies.

REPORT TO EOC DIRECTOR
PLANS
& REPORTS PRESS RELEASES
FORMS
& GUIDES
FORMS
 POSITION JOBAID
 ICS 205A COMMUNICATION LIST
 ICS 211 CHECK-IN LIST
 ICS 214 ACTIVITY LOG
 MEDIA CALL
 PUBLIC CALL
 DISASTER ASSISTANCE DIRECTORY
 PRESS RELEASE
 MEDIA BRIEFING SCHEDULE
 ICS 225 FOR PD CREDENTIALING
GUIDES
 MEDIA CENTER/JOINT INFORMATION CENTER EMERGECY ALERT

SYSTEM NOTIFICATION
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Serve as the central coordination point for the agency or jurisdiction for all media releases.

Ensure that the public within the affected area receives complete, accurate, and consistent information about life safety procedures, public health advisories, relief and assistance programs and other vital information.

Coordinate media releases with Public Information Officers at incidents or representing other affected emergency response agencies as required.

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Management Section December 2025

Part II - 18
Develop the format for press conferences, in conjunction with the EOC Director.

Maintain a positive relationship with the media representatives.

Supervise the Public Information Branch.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over jobaid.

Receive situation, section, and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Determine staffing requirements and make required personnel assignments for the Public Information function to the Personnel Unit in Logistics, as required.

Obtain policy guidance from the EOC Director regarding press releases.

Keep the EOC Director advised of all unusual requests for information and of all major critical or unfavorable media comments.

Recommend procedures or measures to improve media relations.

Coordinate with the Situation Analysis Unit and identify the method for obtaining and verifying significant information as it is developed.

Develop and publish a media-briefing schedule, to include location, format, and preparation and distribution of handout materials.
 (FORM | MEDIA BRIEFING SCHEDULE)
Implement and maintain an overall information release program.

Establish a Media or Joint Information Center, as required, providing necessary space, materials, telephones, and electrical power.
 (GUIDE | MEDIA CENTER/JOINT INFORMATION CENTER)
Maintain up-to-date status boards and other references at the Media or Joint Information Center.

Provide adequate staff to answer questions from members of the media.

Interact with other EOC PIOs and obtain information relative to public information operations.

CEMP Part II
Management Section December 2025

Part II - 19
Develop content for state Emergency Alert System (EAS) releases if available. Monitor EAS releases as necessary.
 (GUIDE | EMERGENCY ALERT SYSTEM NOTIFICATIONS)
In coordination with other EOC sections and as approved by the EOC Director, issue timely and consistent advisories and instructions for life safety, health, and assistance for the public.

At the request of the EOC Director, prepare media briefings and press releases for members of the agencies or jurisdiction policy groups.

Provide other assistance as necessary to facilitate their participation in media briefings and press conferences.
 (FORM | PRESS RELEASE)
Ensure that a rumor control function is established to correct false or erroneous information.

Ensure that adequate staff is available at incident sites to coordinate and conduct tours of the affected areas.

Provide appropriate staffing and telephones to efficiently handle incoming media and public calls.
 (FORM | MEDIA CALL)
 (FORM | PUBLIC CALL)
Prepare, update, and distribute to the public a Disaster Assistance Information Directory, which contains locations to obtain food, shelter, supplies, health services, etc.  (FORM | DISASTER ASSISTANCE DIRECTORY)
Ensure that announcements, emergency information and materials are translated and prepared for special populations (non-English speaking, hearing impaired etc.).

Monitor broadcast media, using information to develop follow-up press releases and rumor control.
 (FORM | PRESS RELEASE)
Ensure that file copies are maintained of all information released.

Provide copies of all press releases to the EOC Director for approval.  (FORM | USE CURRENT PRESS RELEASES)
Prepare final press releases and advise media representatives of points-of-contact for followup stories.

Provide turnover briefing to position replacement.

CEMP Part II
Management Section December 2025

Part II - 20
Follow EOC check out procedures, including signing out, work station clean-up and forwarding phone number where you can be reached.
 (FORM | ICS 211, FORM | ICS 205A)
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.

Complete all required forms, reports, and other documentation. Provide all completed documentation to the Documentation Unit, prior to your departure.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

Alongside EOC Director and Liaison Officer, make emergency termination notifications to City Council, Response Partners, Community and Operational Area.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

CEMP Part II
Management Section December 2025

Part II - 21

SOCIAL MEDIA SPECIALIST

POSITION

OVERVIEW
Support position to Public Information Officer. Can be assigned to various work location and conduct a diverse group of tasks, including gathering photos/videos, monitoring social media, conducting rumor control etc.

PLANS EOC ACTION PLAN
FORMS  POSITION JOBAID
 ICS 205A COMMUNICATION LIST
 ICS 211 CHECK-IN LIST
 ICS 214 ACTIVITY LOG
 ICS 225 FOR PD CREDENTIALING
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Social media monitoring.

Rumor identification and management.

Intelligence gathering.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section, and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Monitor social media.

CEMP Part II
Management Section December 2025

Part II - 22
Identify and manage rumors.

Gather and share intelligence from media platforms.

Take picture and video.

If approved by Section Coordinator, assist PIO with information dissemination.

Provide turnover briefing to position replacement.

Complete all required forms, reports, and other documentation.

Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

CEMP Part II
Management Section December 2025

Part II - 23

SAFETY OFFICER

POSITION

OVERVIEW
 Responsible for identifying and mitigating safety hazards and situations of potential City/Agency liability during EOC operations  Ensuring that all facilities used in support of EOC operations have safe operating conditions (building, parking lots, etc.)

REPORT TO EOC DIRECTOR
PLANS
& REPORTS
 EOC ACTION PLAN
 ADVANCE PLANS + REPORTS (DEMO, RECOVERY ETC.)
FORMS  POSITION JOBAID
 ICS 205A COMMUNICATION LIST
 ICS 208 SAFETY MESSAGE
 ICS 211 CHECK-IN LIST
 ICS 214 ACTIVITY LOG
 ICS 215A SAFETY ANALYSIS
 ICS 225 FOR PD CREDENTIALING
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Ensure that all buildings and other facilities used in support of the EOC are in a safe operating condition.

Monitor operational procedures and activities in the EOC to ensure they are being conducted in a safe manner, considering the existing situation and conditions.

Stop or modify all unsafe operations outside the scope of the EOC Action Plan, notifying the EOC Director of actions taken.

Check in at the EOC.
(FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

CEMP Part II
Management Section December 2025

Part II - 24
Receive situation, section, and position briefing from available/appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Tour the entire EOC facility and evaluate conditions.

Advise the EOC Director of any conditions and actions that might result in liability (unsafe layout or equipment set-up, etc.).

Study the EOC facility and document the locations of all fire extinguishers, emergency pull stations, and evacuation routes and exits.
 (FORM | ICS 215a)
Be familiar with particularly hazardous conditions in the facility; act when necessary.

Prepare and present safety briefings for the EOC Director and General Staff at appropriate meetings.
 (FORM | ICS 208)
If the event that caused activation was an earthquake, provide guidance regarding actions to be taken in preparation for aftershocks.

Ensure that the EOC facility is free from any environmental threats - e.g., radiation exposure, air purity, water quality, etc.

Keep the EOC Director advised of unsafe conditions; act when necessary.

Coordinate with the Finance/Administration Section in preparing any personnel injury claims or records necessary for proper case evaluation and closure.

Provide turnover briefing to position replacement.

Complete all required forms, reports, and other documentation. Provide all completed documentation to the Documentation Unit, prior to your departure.

CEMP Part II
Management Section December 2025

Part II - 25
Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
CEMP Part II
Operations Section December 2025

Part II - 26

2.0 OPERATIONS SECTION
The Operations Section positions will vary depending on the need. The Operations Section acts as the primary point of contact between the EOC and the DOC, and may be linked directly to field Incident Commands. The Operations Section is supported by branch directors managing the following main disciplines:
 Fire: Fire/Rescue, Hazardous Materials, Emergency Medical Services, Environmental Preservation
 Law: Coroner, Law Enforcement, Investigations, Security  Care & Shelter: Care and Shelter
 Public Works: Street, Traffic, Utilities, Solid Waste, Wastewater, Parking, Facility and Vehicle Maintenance
 Construction & Engineering: Building Safety, Building Damage, and Safe Access Additional information regarding the roles and responsibilities of Operations Section positions can be found in the Cal OES, Standardized Emergency Management System, Approved Course of Instruction Emergency Operation Center Course G611, Local Government, Operations Section, Function Specific Handbook (found at: https://www.caloes.ca.gov/wpcontent/uploads/Preparedness/Documents/SEMS-EOC-Course-Part-III-SupportingDocuments-Local-Government-–-Operations.pdf). Additional details regarding the Operations Section may be incorporated during subsequent updates of the CEMP.

CEMP Part II
Operations Section December 2025

Part II - 27

OPERATIONS SECTION CHIEF

POSITION

OVERVIEW
Responsible for the management and coordination of all EOC related operational functions. The Operations Section Coordinator will ensure, based on the emergency, that all necessary operational functions have been activated and are appropriately staffed
REPORT TO  MANAGEMENT
 EOC DIRECTOR

SUPERVISION OF
 Fire & Rescue Branch
 Law Branch
 Medical/Health Branch
 Care & Shelter Branch
 Construction & Engineering
Branch
 Debris Management Unit
 Public Works Unit
 Utilities Unit

PLANS EOC ACTION PLAN - SUPPORTS DEVELOPMENT

FORMS &

REPORTS
FORMS
 POSITION JOBAID
 RESOURCE REQUEST
 EOC-205A

COMMUNICATION
LIST
 EOC-209 INCIDENT

STATUS SUMMARY
 EOC-211 CHECK-IN
LIST
 EOC-213 RESOURCE

REQUEST
 EOC-214 ACTIVITY
LOG
 EOC-215 RESOURCE

PLANNING

WORKSHEET
 EOC-225 FOR PD

CREDENTIALING
REPORT
 AGRICULTURAL STATUS
 ENERGY STATUS
 FIREFIGHTING STATUS
 HAZMAT STATUS
 MASS CARE STATUS
 PUBLIC SAFETY STATUS
 PUBLIC WORKS STATUS
 SEARCH & RESCUE STATUS
 TRANSPORTATION STATUS
 UTILITY STATUS
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
 RADIO(S)
RESOURCES  WORKSTATION
 BINDER
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
 (ICS 225) to CALOES | [email protected]

CEMP Part II
Operations Section December 2025

Part II - 28
Ensure that the Operations Function is carried out including coordination of activities for all operational functions assigned to the EOC.

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

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

Exercise overall responsibility for the coordination of Branch and Unit activities within the Operations Section.
 (FORM | EOC-215)
Ensure that the Planning/Intelligence Section is provided with Status Reports and Major Incident Reports.

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

Supervise the Operations Section.

Check in at the EOC.
 (FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.

Wear identification vest and review all job aids.

Receive situation, section, and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | EOC-214)
Ensure that the Operations Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps and status boards.

Meet with Planning/Intelligence Section Coordinator; obtain a preliminary situation briefing.

Based on the situation, activate positions/branch within the section as needed:

Fire Branch
 Law Branch
 Medical/Health Branch
 Care & Shelter Branch
 Construction & Engineering Branch
 Damage/Safety Assessment
 Debris Management Unit
 Public Works Unit
 Utilities Unit
Determine if there are mutual aid requests for these functional areas. Initiate coordination with appropriate mutual aid systems as required.

Request additional personnel for the section as necessary for 24-hour operation.  Obtain a current communications status briefing from the Communications Branch Coordinator in Logistics.

CEMP Part II
Operations Section December 2025

Part II - 29
 Ensure that there is adequate equipment and radio frequencies available as necessary for the section.

Determine estimated times of arrival of section staff from the Personnel Branch in Logistics.

Confer with the EOC Director to ensure that the Planning/Intelligence and Logistics Sections are staffed at levels necessary to provide adequate information and support for operations.

Coordinate with the Liaison Officer regarding the need for Agency Representatives in the Operations Section.

Coordinate with the Planning/Intelligence Section Coordinator to determine the need for any Technical Specialists.

Establish radio or phone communications with Department Operations Centers (DOCs), and/or with Incident Commander(s) as directed and coordinate accordingly.

Determine activation status of other EOCs in the Operational Area or adjacent areas and establish communication links with their Operations Sections if necessary.

Based on the situation known or forecasted, determine likely future needs of the Operations Section.

Identify key issues currently affecting the Operations Section; meet with section personnel and determine appropriate section objectives for the first operational period.

Review responsibilities of branches in section; develop an Operations Plan detailing strategies for carrying out Operational objectives.

Adopt a pro-active attitude. Think ahead and anticipate situations and problems before they occur.

Ensure Operations Section position logs and other necessary files are maintained.

Ensure that situation and resources information is provided to the Planning/Intelligence Section on a regular basis or as the situation requires, including Status Reports and Major Incident Reports.  (FORM | EOC-209 OR OPTIONS BELOW)
 (REPORT | AGRICULTURAL STATUS)
 (REPORT | COMMUNICATION STATUS)
 (REPORT | ENERGY STATUS)
 (REPORT | FIREFIGHTING STATUS)
 (REPORT | HAZMAT STATUS)
 (REPORT | MASS CARE STATUS)
 (REPORT | PUBLIC SAFETY STATUS)
 (REPORT | PUBLIC WORKS STATUS)
 (REPORT | SEARCH & RESCUE STATUS)
 (REPORT | TRANSPORTATION STATUS)
 (REPORT | UTILITY STATUS)
Ensure that all media contacts are referred to the Public Information Officer.

Conduct periodic briefings and work to reach consensus among staff on objectives and work assignments for forthcoming operational periods.
 (FORM | EOC-215)
Attend and participate in EOC Director's Action Planning meetings.

CEMP Part II
Operations Section December 2025

Part II - 30
Provide the Planning/Intelligence Section Coordinator with the Operations Section's objectives prior to each Action Planning meeting.

Work closely with each Branch Coordinator to ensure that the Operations Section objectives, as defined in the current Action Plan, are being addressed.

Ensure that the branches coordinate all resource needs through the Logistics Section.  (FORM | RESOURCE REQUEST OR EOC-213)
Ensure that intelligence information from Branch Coordinators is made available to the Planning/ Intelligence Section in a timely manner.

Ensure that fiscal and administrative requirements are coordinated through the Finance/Administration Section (notification of emergency expenditures and daily time sheets).

Brief the EOC Director on all major incidents.

Complete a Major Incident Report for all major incidents; forward a copy to the Planning / Intelligence Section.

Brief Branch Coordinators periodically on any updated information you may have received.

Share status information with other sections as appropriate.

Provide turnover briefing to position replacement.

Follow EOC check out procedures, including signing out, work station clean-up and forwarding phone number where you can be reached.
 (FORM | EOC-211, FORM | EOC-205A)
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.
 Complete all required forms, reports, and other documentation.  Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

CEMP Part II
Operations Section December 2025

Part II - 31

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

CEMP Part II
Operations Section December 2025

Part II - 32

FIRE AND RESCUE BRANCH DIRECTOR

POSITION

OVERVIEW
Responsible for coordinating personnel, equipment and resources committed to fire, field medical, search and rescue, and hazardous materials elements of the incident.

REPORT TO OPERATIONS CHIEF/COORDINATOR

PLANS EOC ACTION PLAN - SUPPORTS DEVELOPMENT

FORMS &

REPORTS
FORMS
 POSITION JOBAID
 EOC-205A COMMUNICATION LIST
 EOC-209 INCIDENT STATUS SUMMARY
 EOC-211 CHECK-IN LIST
 EOC-214 ACTIVITY LOG
 EOC-225 FOR PD CREDENTIALING
 FIRE DEPLOYED RESOURCES

REPORTS
 FIREFIGHTING STATUS
 SEARCH & RESCUE STATUS
 HAZMAT STATUS
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
 (ICS 225) to CALOES | [email protected]
Coordinate fire, emergency medical, hazardous materials, and urban search and rescue operations in the jurisdictional area.

Assist Fire & Rescue Mutual Aid System Coordinator in acquiring mutual aid resources, as necessary.

Coordinate the mobilization and transportation of all resources through the Logistics Section.

Complete and maintain status reports for major incidents requiring or potentially requiring operational area, state and federal response, and maintains status of unassigned fire & rescue resources.

Coordinate with the Law Enforcement Branch Coordinator on jurisdiction Search & Rescue activities.

Implement the objectives of the EOC Action Plan assigned to the Fire & Rescue Branch.

Supervise the Fire & Rescue Branch.

Check in at the EOC
 (FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
CEMP Part II
Operations Section December 2025

Part II - 33
Check work station to ensure readiness
Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities  (FORM | EOC-214)
Based on the situation, activate the necessary Units within the Fire & Rescue Branch:

 Fire & Rescue Unit
 Emergency Medical Unit
 HazMat Unit
If the mutual aid system is activated, coordinate use of fire resources with the Operational Area Fire & Rescue Mutual Aid Coordinator.
 (FORM | FIRE DEPLOYED RESOURCES)
Prepare and submit a preliminary status report and major incident reports as appropriate to the Operations Section Coordinator.
 (REPORT | FIREFIGHTING STATUS)
 (REPORT | SEARCH & RESCUE STATUS)
 (REPORT | HAZMAT STATUS)
Prepare objectives for the Fire & Rescue Branch; provide them to the Operations Section Coordinator prior to the first Action Planning meeting.

Ensure that Branch and Unit position logs and other necessary files are maintained.

Obtain and maintain current status on Fire & Rescue missions being conducted in the jurisdictional area.

Provide the Operations Section Coordinator and the Planning/Intelligence Section with an overall summary of Fire & Rescue Branch operations periodically or as requested during the operational period.
 (FORM | EOC-209) OR
 (REPORT | FIREFIGHTING STATUS)
 (REPORT | SEARCH & RESCUE STATUS)
 (REPORT | HAZMAT STATUS)
On a regular basis, complete and maintain the Fire & Rescue Status Report.

Refer all contacts with the media to the Public Information Branch.

Ensure that all fiscal and administrative requirements are coordinated through the Finance/ Administration Section (notification of any emergency expenditures and daily time sheets).

Prepare objectives for the Fire & Rescue Branch for the subsequent operational period; provide them to the Operations Section Coordinator prior to the end of the shift and the next Action Planning meeting.

Provide your relief with a briefing at shift change; inform him/her of all on going activities, branch objectives for the next operational period, and any other pertinent information.

Provide turnover briefing to position replacement.

CEMP Part II
Operations Section December 2025

Part II - 34
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period.
 (FORM | USE CURRENT POSITION JOBAID)
 (FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, work station clean-up and forwarding phone number where you can be reached.
 (FORM | EOC-211, FORM | EOC-205A)
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.
 Complete all required forms, reports, and other documentation.  Provide all completed documentation to the Documentation Unit, prior to your departure.  Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

CEMP Part II
Operations Section December 2025

Part II - 35

EMERGENCY MEDICAL SERVICES COORDINATOR

POSITION

OVERVIEW
Provides oversight and management for Emergency Medical and Public Health services activities. Coordinate operations with Hospitals, Clinics and County Public Health officials.

REPORT TO

 OPERATIONS
 FIRE & RESCUE BRANCH DIRECTOR
PLANS  EOC ACTION PLAN
 SUPPORT DEVELOPMENT
 COUNTY PUBLIC HEATH
FORMS  POSITION JOBAID
 EOC-205A COMMUNICATION LIST
 EOC-211 CHECK-IN LIST
 EOC-214 ACTIVITY LOG
 EOC-225 FOR PD CREDENTIALING
 PATIENT CARE AND TRACKING DOCUMENTATION
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
 RADIO(S)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
 (EOC-225) to CALOES | [email protected]
Medical/Health operations are coordinated by the Medical/Health Branch in the Operations Section.

Check in at the EOC
 (FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check work station to ensure readiness
Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities  (FORM | EOC-214)
Manages and supervises the Medical/Health Branch.

Continuously monitors the organizational effectiveness and modifies as necessary.

Ensures coordination of hospitals, health units, continuing care, mental health, and environmental health within the jurisdiction.

Ensures all Medical/Health Branch resources are tracked and accounted for in cooperation with the Planning Section Resource Unit, as well as resources ordered through Mutual Aid.

CEMP Part II
Operations Section December 2025

Part II - 36
Ensures the Medical/Health Branch function is carried out Meets regularly with Medical/Health Branch staff and works to reach consensus on Operations Section objectives for forthcoming operational periods and ensures they are carried out effectively as per the EOC Action Plan.

Based on the situation, activates and directs appropriate Groups or Units within the Branch. Designates Group Supervisors or Unit Leaders as necessary.

Examples:
o Environmental Management Group Supervisor/Unit Leader o Emergency Medical Services Group Supervisor/Unit Leader o Healthcare Facilities Group Supervisor/Unit Leader
o Public Health Group Supervisor/Unit Leader
o Mental Health Group Supervisor/Unit Leader
o Medical/Health DOC Director (if DOC activated)
Provide turnover briefing to position replacement.

Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period.
 (FORM | USE CURRENT POSITION JOBAID)
 (FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, work station clean-up and forwarding phone number where you can be reached.
 (FORM | EOC-211, FORM | EOC-205A)
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.
 Complete all required forms, reports, and other documentation.  Provide all completed documentation to the Documentation Unit, prior to your departure.  Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

CEMP Part II
Operations Section December 2025

Part II - 37

LAW ENFORCEMENT BRANCH DIRECTOR

POSITION

OVERVIEW
Responsible for coordinating personnel, equipment and resources committed to fire, field medical, search and rescue, and hazardous materials elements of the incident

REPORT TO

 OPERATIONS
 CHIEF/COORDINATOR
PLANS  EOC ACTION PLAN
 SUPPORTS DEVELOPMENT

FORMS &
REPORT
FORMS
 POSITION JOBAID
 EOC-205A COMMUNICATION LIST
 EOC-211 CHECK-IN LIST
 EOC-214 ACTIVITY LOG
 EOC-225 FOR PD CREDENTIALING
REPORT
 PUBLIS SAFETY STATUS
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
 (ICS 225) to CALOES | [email protected]
Coordinate movement and evacuation operations during an emergency.

Alert and notify the public of the impending or existing emergency.

Coordinate law enforcement, search and rescue, and traffic control operations during the emergency.

Coordinate site security at incidents.

Coordinate with the Law Enforcement Branch Coordinator on jurisdiction Search & Rescue activities.

Coordinate Law Enforcement Mutual Aid requests from emergency response agencies through the Law Enforcement Mutual Aid Coordinator at the Operational Area EOC.

Supervise the Law Enforcement Branch.

Check in at the EOC
 (FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check work station to ensure readiness
Wear identification vest and read over jobaid.

CEMP Part II
Operations Section December 2025

Part II - 38
Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities  (FORM | EOC-214)
Based on the situation, activate the necessary Units within the Law Enforcement Branch:

 Law Enforcement Operations Unit
 Coroner/Fatalities Management Unit
 Search and Rescue Unit
Contact and assist the Operational Area EOC Law Enforcement and Coroner's Mutual Aid Coordinators as required or requested.

Based on the initial EOC strategic objectives, prepare objectives for the Law Enforcement Branch and provide them to the Operations Section Coordinator prior to the first Action Planning meeting.

Ensure that Branch and Unit position logs and other necessary files are maintained.

Maintain status on Law Enforcement missions being conducted.

Provide the Operations Section Coordinator and the Planning/Intelligence Section with an overall summary of Law Enforcement Branch operations periodically or as requested during the operational period.
 (REPORT | PUBLIC SAFETY STATUS)
On a regular basis, complete and maintain the Law Enforcement Status Report.

Refer all contacts with the media to the Public Information Branch.

Ensure that all fiscal and administrative requirements are coordinated through the Finance/ Administration Section (notification of any emergency expenditures and daily time sheets).

Prepare objectives for the Law Enforcement Branch for the subsequent Operational period; provide them to the Operations Section Coordinator prior to the end of the shift and the next Action Planning Meeting.

Provide your relief with a briefing at shift change, informing him/her of all ongoing activities, branch objectives for the next operational period, and any other pertinent information.

Provide turnover briefing to position replacement.

CEMP Part II
Operations Section December 2025

Part II - 39
 Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

CEMP Part II
Operations Section December 2025

Part II - 40

ANIMAL SERVICE COORDINATOR

POSITION

OVERVIEW
Responsible for all coordination of mass care services to provide for the safety, feeding, veterinary services, tracking and well-being of any household pets and service animals during evacuations and sheltering operations. Also responsible for coordination of livestock or large animal wrangling, transportation, care, and feeding.

REPORT TO

 OPERATIONS
 LAW ENFORCEMENT BRANCH DIRECTOR
PLANS  EOC ACTION PLAN - SUPPORTS DEVELOPMENT
 ANIMAL SHELTERING OPERATIONS PLAN - SUPPORTS

DEVELOPMENT

FORMS &
REPORT
FORMS
 POSITION JOBAID
 EOC-205A COMMUNICATION LIST
 EOC-211 CHECK-IN LIST
 EOC-214 ACTIVITY LOG
 EOC-225 FOR PD CREDENTIALING
 ANIMAL TRACKING FORMS
REPORT
 PUBLIC & ANIMAL SAFETY STATUS
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
 RADIOS
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
 (ICS 225) to CALOES | [email protected]
Ensure your EOC contact information (e-mail, desk line, etc.) is provided to partners such as:
o Volunteer Agencies with Mass Care Support (SPCA, Animal rescuers, etc.) o City Mass Care Coordinators
o Shelter Contacts (if in use)
o County Animal Services
Ensure that the resource requesting procedure and tracking processes are understood by the unit.

Determine if there are any new resource requests from the Field ICP’s or DOC Ensure that resource statuses and requests are forwarded to the logistics section on a regular basis.

Ensure that situation and resource information is provided to the Planning and Intelligence Section on a regular basis.

Share information with other sections as appropriate
CEMP Part II
Operations Section December 2025

Part II - 41
Maintain unit/activity log
Develop and manage an animal tracking and reunification system Check in at the EOC
 (FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check work station to ensure readiness
Wear identification vest and read over jobaid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities  (FORM | EOC-214)
Provide EOC contact information (i.e. e-mail, desk line, etc.) to all partners, agencies such as volunteer agencies with mass care support (Red Cross, United Way, etc.), city mass care coordinators, shelter contacts (if in use), and county animal services.

Make sure the unit understands the proper resource requesting procedure and tracking process.

Determine if there are any new resource requests from the Field ICP’s or DOC Forward all resource statuses and requests to the Logistics Section on a regular basis.

Provide all situation and resource information to the Planning and Intelligence Section on a regular basis.

Share information with other sections as appropriate
Maintain unit/activity log
Provide turnover briefing to position replacement.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

CEMP Part II
Operations Section December 2025

Part II - 42

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

CEMP Part II
Operations Section December 2025

Part II - 43

INFRASTRUCTURE BRANCH DIRECTOR

POSITION

OVERVIEW
Supports emergency response operations under the Operations Section and provides guidance for initial size-up, rapid needs, and preliminary disaster safety reports on the areas affected, damaged, and destroyed during an emergency event

REPORT TO

OPERATIONS SECTION CHIEF
SUPERVISON OF  Damage/Safety Assessment Unit
 Debris Management Unit
 Public Works Unit
 Utilities Unit
PLANS  EOC ACTION PLAN - SUPPORTS DEVELOPMENT
 DEBRIS MANAGEMENT PLAN

FORMS &

REPORTS
FORMS
 POSITION JOBAID
 EOC-205A

COMMUNICATION LIST
 EOC-211 CHECK-IN
LIST
 EOC-214 ACTIVITY LOG
 EOC-225 FOR PD

CREDENTIALING
 WINDSHIELD SURVEY
 INITIAL DAMAGE

ESTIMATE

REPORTS
 PUBLIC WORKS &

ENGINEERING STATUS
 ENERGY STATUS
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
 RADIO
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
 (ICS 225) to CALOES | [email protected]
Survey all utility systems, and restore systems that have been disrupted, including coordinating with utility service providers in the restoration of disrupted services.

Survey all public and private facilities, assessing the damage to such facilities, and coordinating the repair of damage to public facilities.

Survey all other infrastructure systems, such as streets and roads within the jurisdictional area.

Assist other sections, branches, and units as needed.

Supervise the Construction/Engineering Branch.

CEMP Part II
Operations Section December 2025

Part II - 44
Check in at the EOC.
 (FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over jobaid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | EOC-214)
Based on the situation, activate the necessary Units within the Construction & Engineering Branch:

 Utilities Unit
 Public Works Unit
 Damage/Safety Assessment Unit
Contact and assist the Operational Area Public Works Mutual Aid Coordinator with the coordination of mutual aid resources as necessary.

Provide an initial situation report to the Operations Section Coordinator.  (REPORT | PUBLIC WORKS & ENGINEERING STATUS)
 Based on the initial EOC strategic objectives, prepare objectives for the Construction/ Engineering Branch.
 Provide them to the Operations Section Coordinator prior to the first Action Planning meeting.

Ensure that Branch and Unit position logs and other necessary files are maintained.

Maintain current status on all construction/engineering activities being conducted.

Ensure that damage and safety assessments are being carried out for both public and private facilities.
 (FORM | WINDSHIELD SURVEY)
Request mutual aid as required through the Operational Area Public Works Mutual Aid Coordinator.

Determine and document the status of transportation routes into and within affected areas.

Coordinate debris removal services as required.

Provide the Operations Section Coordinator and the Planning/Intelligence Section with an overall summary of Construction/Engineering Branch activities periodically during the operational period or as requested.
 (REPORT | PUBLIC WORKS & ENGINEERING STATUS)
Ensure that all Utilities and Construction/Engineering Status Reports, as well as the Initial Damage Estimation are completed and maintained.
 (REPORT | PUBLIC WORKS & ENGINEERING STATUS)
 (REPORT | ENERGY STATUS)
 (FORM | INITIAL DAMAGE ESTIMATE)
CEMP Part II
Operations Section December 2025

Part II - 45
Refer all contacts with the media to the Public Information Branch.

Ensure that all fiscal and administrative requirements are coordinated through the Finance/ Administration Section (notification of any emergency expenditures and daily time sheets).  Prepare objectives for the Construction/Engineering Branch for the subsequent operations period.
 Provide them to the Operations Section Coordinator prior to the end of the shift and the next Action Planning meeting.

Provide your relief with a briefing at shift change, informing him/her of all ongoing activities, branch objectives for the next operational period, and any other pertinent information.

Provide turnover briefing to position replacement.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

CEMP Part II
Operations Section December 2025

Part II - 46

PUBLIC WORKS GROUP SUPERVISOR

POSITION

OVERVIEW
Evaluates and assesses the safety and condition of roadways, bridges, and other public works infrastructure. Coordinate operations with Streets, Traffic CalTrans, CHP & Damage Assessment Units. Keep other Branches of the EOC apprised of road closures.

REPORT TO

 OPERATIONS
 INFRASTRUCTURE BRANCH DIRECTOR
PLANS EOC ACTION PLAN | SUPPORT DEVELOPMENT

FORMS &

REPORTS
FORMS
 POSITION JOBAID
 EOC-205A COMMUNICATION LIST
 EOC-211 CHECK-IN LIST
 EOC-214 ACTIVITY LOG
 EOC-225 FOR PD CREDENTIALING
REPORT
 PUBLIC WORKS STATUS
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
 RADIO
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
 (ICS 225) to CALOES | [email protected]
Assist other Operation Section Branches by providing construction equipment and operators as necessary.

Provide heavy equipment assistance to the Damage/Safety Assessment Unit as required.

Provide emergency construction and repair to damaged roadways. Assist with the repair of utility systems as required.

Providing flood-fighting assistance, such as sandbagging, rerouting waterways away from populated areas, and river, creek, or streambed debris clearance.

Supervise the Public Works Unit.

Check in at the EOC
 (FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check work station to ensure readiness
Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

CEMP Part II
Operations Section December 2025

Part II - 47
Ensure readiness to maintain concise records of position activities  (FORM | EOC-214)
Establish and maintain a position log and other necessary files.

Ensure that appropriate staff are available to assist other emergency responders with the operation of heavy equipment, in coordination with the Logistics Section.

Ensure that engineering staff are available to assist the Damage/Safety Assessment Unit in inspecting damaged structures and facilities.

As requested, direct staff to provide flood fighting assistance, clear debris from roadways and water ways, assist with utility restoration, and build temporary emergency structures as required.

Work closely with the Logistics Section to provide support and material as required.

Keep the Construction/Engineering Branch Coordinator informed of unit status.  (REPORT | PUBLIC WORKS STATUS)
Refer all contacts with the media to the Public Information Officer.

Provide turnover briefing to position replacement.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
CEMP Part II
Operations Section December 2025

Part II - 48

SAFETY ASSESSMENT COORDINATOR

POSITION

OVERVIEW
Provides communication with the field level and/or coordinates the Initial Damage Estimate (IDEs); coordinates with public and private sector representatives to identify damages

REPORT TO

INFRASTRUCTURE BRANCH DIRECTOR

PLANS EOC ACTION PLAN - SUPPORT DEVELOPMENT
FORMS  POSITION JOBAID
 EOC-205A COMMUNICATION LIST
 EOC-211 CHECK-IN LIST
 EOC-214 ACTIVITY LOG
 EOC-225 FOR PD CREDENTIALING
 INITIAL DAMAGE ESTIMATE
 WINDSHIELD SURVEY
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
 RADIO
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
 (ICS 225) to CALOES | [email protected]
Collect initial damage/safety assessment information from other branches/units within the Operations Section.

If the emergency is storm, flood, or earthquake related, ensure that inspection teams have been dispatched to assess the condition of the dam.

Provide detailed damage/safety assessment information to the Planning/Intelligence Section, with associated loss damage estimates.

Maintain detailed records on damaged areas and structures.

Initiate requests for Engineers, to inspect structures and/or facilities.

Supervise the Damage/Safety Assessment Unit.

Check in at the EOC.
 (FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.

CEMP Part II
Operations Section December 2025

Part II - 49
 (FORM | EOC-214)
Establish and maintain a position log and other necessary files.

Obtain initial damage/safety assessment information from Fire & Rescue Branch, Law Enforcement Branch, Utilities Unit and other branches/units as necessary.

Coordinate with the American Red Cross, utility service providers, and other sources for additional damage/safety assessment information.

Prepare detailed damage/safety assessment information, including estimate of value of the losses, and provide to the Planning/Intelligence Section.  (FORM | INITIAL DAMAGE ESTIMATE)
 (FORM | WIND SHIELD SURVEY)
Clearly label each structure and/or facility inspected in accordance with ATC-20 standards and guidelines.

Maintain a list of structures and facilities requiring immediate inspection or engineering assessment.

Initiate all requests for engineers and building inspectors through the Operational Area EOC.

Keep the Construction/Engineering Branch Coordinator informed of the inspection and engineering assessment status.

Refer all contacts with the media to the Public Information Officer.

Provide turnover briefing to position replacement.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
CEMP Part II
Operations Section December 2025

Part II - 50
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

CEMP Part II
Operations Section December 2025

Part II - 51

DEBRIS MANAGEMENT COORDINATOR

POSITION

OVERVIEW
Responsible for debris management and removal.

REPORT TO

SUPERVISION OF

OPERATIONS SECTION CHIEF

 DEBRIS OPERATIONS OFFICER
 DEBRIS PLANNING OFFICERS
 DEBRIS SUPERVISOR
 DEBRIS TECHNICAL SPECIALIST
PLANS  EOC ACTION PLAN - SUPPORTS DEVELOPMENT
 DEBRIS MANAGEMENT PLAN
FORMS  POSITION JOBAID
 EOC-205A COMMUNICATION LIST
 EOC-211 CHECK-IN LIST
 EOC-214 ACTIVITY LOG
 EOC-225 FOR PD CREDENTIALING
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
 RADIO
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
 (ICS 225) to CALOES | [email protected]
Develops and coordinates a response plan for debris management and removal.

Identifies and coordinates debris management and removal criteria to facilitate the FEMA eligibility.

Coordinates procurement and contracts with Logistics and Finance and Administration.

Check in at the EOC.
 (FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | EOC-214)
Establish and maintain a position log and other necessary files.

Implementing jurisdiction-specific Debris Management Plan.

CEMP Part II
Operations Section December 2025

Part II - 52
Keep the section informed on the status of debris management.

Refer all contacts with the media to the Public Information Officer.

Provide turnover briefing to position replacement.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

CEMP Part II
Operations Section December 2025

Part II - 53

UTILITIES COORDINATOR

POSITION

OVERVIEW
Coordinates with public and private utilities, including electric, gas, water, waste, and telephone to receive an assessment of the systems, and coordinates with utility companies to develop a restoration plan. Keep other Branches of the EOC apprised of areas experiencing power outages or possible drinking water contamination issues.

REPORT TO OPERATIONS CHIEF/COORDINATOR

PLANS EOC ACTION PLAN - SUPPORTS DEVELOPMENT

FORMS &
REPORT
FORMS
 POSITION JOBAID
 EOC-205A COMMUNICATION LIST
 EOC-211 CHECK-IN LIST
 EOC-214 ACTIVITY LOG
 EOC-225 FOR PD CREDENTIALING
REPORT
 UTILITY STATUS
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
 RADIO
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
 (ICS 225) to CALOES | [email protected]
Assess the status of utilities, provide Utility Status Reports as required.

Coordinate restoration of damaged utilities with utility representatives in the EOC if present, or directly with Utility companies.

Supervise the Utilities Unit.

Check in at the EOC.
 (FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over jobaid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | EOC-214)
Establish and maintain a position log and other necessary files.

Establish and maintain communications with the utility providers.

CEMP Part II
Operations Section December 2025

Part II - 54
Determine the extent of damage to utility systems.

Coordinate with the Liaison Officer to ensure that agency representatives from affected utilities are available to respond to the EOC.

Ensure that all information on system outages is consolidated and provided to the Situation Analysis Unit in the Planning/Intelligence Section.

Ensure that support to utility providers is available as necessary to facilitate restoration of damaged systems.

Keep the Infrastructure Branch Coordinator and the Safety Assessment Coordinator informed of any damage to sewer and sanitation systems, as well as possible water contamination problems.

Keep the Construction/Engineering Branch Coordinator informed of the restoration status.

Complete and maintain the Utilities Status Report.
 (REPORT | UTILITY STATUS)
Refer all contacts with the media to the Public Information Officer.

Provide turnover briefing to position replacement.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

CEMP Part II
Operations Section December 2025

Part II - 55

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

CEMP Part II
Operations Section December 2025

Part II - 56

CARE AND SHELTER BRANCH DIRECTOR

POSITION

OVERVIEW
Responsible for managing the opening and operating evacuation centers, Shelters and mass care facilities in the City until, and if, the American Red Cross assumes responsibility; coordinating mass feeding of the public, coordinating efforts with the Animal Services Group, the American Red Cross, food/water vendors and other volunteer agencies. Also responsible for supporting the Personnel Unit in the care and sheltering of employees and their families

REPORT TO

SUPERVISION OF

OPERATIONS SECTION CHIEF
 SHELTERING COORDINATOR
 MASS FEEDING COORDINATOR

PLANS  EOC ACTION PLAN - SUPPORTS DEVELOPMENT
 CARE & SHELTER PLAN

FORMS &
REPORT
FORMS
 POSITION JOBAID
 EOC-205A COMMUNICATION LIST
 EOC-211 CHECK-IN LIST
 EOC-214 ACTIVITY LOG
 EOC-225 FOR PD CREDENTIALING
 VARIOUS SHELTER MANAGEMENT FORMS
REPORT
 MASS CARE STATUS
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
 RADIO
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
 (ICS 225) to CALOES | [email protected]
Coordinate directly with the American Red Cross and other volunteer agencies to provide food, potable water, clothing, shelter and other basic needs as required to disaster victims.

Assist the American Red Cross with inquiries and registration services to reunite families or respond to inquiries from relatives or friends.

Assist the American Red Cross with the transition from mass care to separate family/individual housing.

Supervise the Care & Shelter Unit including Mass Feeding & Sheltering Check in at the EOC.
 (FORM | EOC-211, FORM | EOC-205A)
CEMP Part II
Operations Section December 2025

Part II - 57
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | EOC-214)
Establish and maintain a position log and other necessary files.  Coordinate with the Liaison Officer to request an Agency Representative from the American Red Cross.
 Work with the Agency Representative to coordinate all shelter and congregate care activity.

Establish communications with other volunteer agencies to provide clothing and other basic life sustaining needs.

Ensure that each activated shelter meets the requirements as described under the Americans With Disabilities Act.

Assist the American Red Cross in staffing and managing the shelters to the extent possible.

In coordination with the American Red Cross, activate an inquiry registry service to reunite families and respond to inquiries from relatives or friends.

Assist the American Red Cross with the transition from operating shelters for displaced persons to separate family/individual housing.

Complete and maintain the Care and Shelter Status Report Form.  (REPORT | MASS CARE STATUS)
Refer all contacts with the media to the Public Information Officer.

Provide turnover briefing to position replacement.

Clean up your work area before you leave.

CEMP Part II
Operations Section December 2025

Part II - 58
Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
CEMP Part II
Planning Section December 2025

Part II - 59

3.0 PLANNING SECTION
The Planning Section is responsible for compiling, assembling, and reporting all safety/damage assessment information, including the following: • Collect, evaluate, analyze, display, and disseminate incident information and status of all assigned and available resources; • Function as the primary support for decision-making to the overall emergency organization; and, • Provide anticipatory appraisals and develop plans necessary to cope with changing events.

CEMP Part II
Planning Section December 2025

Part II - 60

PLANNING SECTION CHIEF

POSITION

OVERVIEW
Responsible for managing the collection, documentation evaluation, forecasting, dissemination, and use of information about the development of the incident and status of resources
REPORT TO  MANAGEMENT
 EOC DIRECTOR

DIRECT REPORT STAFF
 Situation Analysis Unit
 Documentation Unit
 Advanced Planning Unit
 Resource Status/Tracking
Unit
 Demobilization Unit
Technical Specialist
 AFN Specialist
 GIS Specialist
 Social Media Specialist

PLANS &

REPORTS
PLANS
 EOC ACTION PLAN
 ADVANCE PLANS

REPORTS
 OPERATION SECTION REPORTS
 LOCAL GOVERNMENT AFTER ACTION REPORT
FORMS  POSITION JOBAID
 ICS 201 INCIDENT

BRIEFING
 ICS 202 INCIDENT

OBJECTIVES
 ICS 205A

COMMUNICATION LIST
 ICS 207 ORGANIZATION
CHART
 ICS 209 INCIDENT

STATUS SUMMARY
 ICS 211 CHECK-IN LIST
 ICS 214 ACTIVITY LOG
 ICS 215 RESOURCE PLANNING

WORKSHEET
 ICS 215A SAFETY ANALYSIS
 ICS 225 FOR PD CREDENTIALING
 ICS 230 DAILY MEETING

SCHEDULE
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
CEMP Part II
Planning Section December 2025

Part II - 61
Establish the appropriate level of staffing and organization for the Section.

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

Supervise the Planning/Intelligence Section.

Ensure that the following responsibilities of the Section are addressed as required:

Collect, analyze, and display situation information.
 Prepare periodic Situation Report.
 Prepare and distribute the EOC Action Plan and facilitating the Action Planning meeting.
 Conduct advance Planning activities and report.
 Provide technical support services to the various EOC sections and branches, and document and maintain files on all EOC activities.

In coordination with the other Section Coordinators, ensure that Status Reports are completed and utilized as a basis for Situation Analysis Reports, and the EOC Action Plan.

Keep the EOC Director informed of significant issues affecting the P&I Section.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section, and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Ensure that the Planning/Intelligence Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps and status boards.

Based on the situation, activate positions/unit within the section as needed:
 Situation Analysis Unit
 Documentation Unit
 Advanced Planning Unit
 Action Planning Unit
 Resource Status/Tracking Unit
 Demobilization Unit
 Technical Specialists
 AFN Specialist
 GIS Specialist
 Social Media Specialist
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Request additional personnel for the section as necessary to maintain a 24-hour operation.

Establish contact with the Operational Area EOC when activated.

Coordinate Situation Analysis Reports with their Planning/Intelligence Section.  (FORM | ICS 209 OR REPORT | SITUATION STATUS)
Meet with Operations Section Coordinator; obtain and review any major incident reports. (REPORT |OPS ________ STATUS REPORT)
Review responsibilities of units in the section; develop plans for carrying out all responsibilities.

Make a list of key issues to be addressed by Planning/Intelligence, in consultation with section staff.

Identify objectives to be accomplished during the initial Operational Period.  (FORM | ICS 202)
Keep the EOC Director informed of significant events.

Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur.

Ensure that Planning/Intelligence Section position logs and other necessary files are maintained.

Ensure that The Situation Analysis Unit is maintaining current information for the situation analysis report.

Ensure that major incidents reports and status reports are completed by the Operations Section and are accessible by Planning/Intelligence.

Ensure that a situation analysis report is produced and distributed to EOC Sections and the Operational Area EOC at least once, prior to the end of the operational period.  (FORM | ICS 209 OR REPORT | SITUATION STATUS)
Ensure that all status boards and other displays are kept current, and that posted information is neat and legible.

Ensure that the Public Information Branch has immediate and unlimited access to all status reports and displays.

Conduct periodic briefings with section staff and work to reach consensus among staff on section objectives for forthcoming operational periods.  (FORM | ICS 201)
Facilitate the EOC Director's Action Planning meetings approximately two hours before the end of each operational period.
 (FORM | ICS 230)
Ensure that objectives for each section are completed, collected, and posted in preparation for the next Action Planning meeting.

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Ensure that the EOC Action Plan is completed and distributed prior to the start of the next operational period.
 (FORMS | ICS 201, ICS 202, ICS 205A, ICS 207, ICS 208, ICS 211, ICS 213. ICS 215, ICS 215A, ICS 230 OR PLAN | EOC ACTION PLAN)
Work closely with each unit within the Planning/Intelligence Section to ensure the section objectives, as defined in the current EOC Action Plan, are being addressed.

Ensure that the Advance Planning Unit develops and distributes a report which highlights forecasted events or conditions likely to occur beyond the forthcoming operational period; particularly those situations which may influence the overall strategic objectives of the EOC.  (PLAN | ADVANCE PLAN)
Ensure that the Documentation Unit maintains files on all EOC activities and provides reproduction and archiving services for the EOC, as required.

Provide technical specialists to all EOC sections as required.

Ensure that fiscal and administrative requirements are coordinated through the Finance/ Administration Section.

Provide turnover briefing to position replacement.

Complete all required forms, reports, and other documentation.

Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input and/or facilitate the after-action report.  (REPORT | LOCAL GOVERNMENT AFTER ACTION REPORT)

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Planning Section December 2025

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SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

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Planning Section December 2025

Part II - 65

ACTION PLANNING UNIT

POSITION

OVERVIEW
Responsible for driving the EOC Action Planning process and supporting the development of the EOC Action Plan.

REPORT TO PLANNING & INTELLIGNCE | CHIEF/COORDINATOR
PLANS  EOC ACTION PLAN
 ADVANCE PLANS
FORMS  POSITION JOBAID
 ICS 202 INCIDENT OBJECTIVES
 ICS 205A COMMUNICATION LIST
 ICS 211 CHECK-IN LIST
 ICS 214 ACTIVITY LOG
 ICS 225 FOR PD CREDENTIALING
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 BINDER
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Responsible for driving the EOC Action Planning process and supporting the development of the EOC Action Plan.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section, and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Establish and maintain a position log and other necessary files.

Establish an EOC Action Planning process & meeting schedule for the operational period with the Planning & Intelligence Section Chief.

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Coordinate the calling of EOC Action Planning meetings and remind Section Chiefs to bring summaries of their issues and needs, along with updates on the existing Action Plan.

Ensure EOC Action Plan is developed for each operational period, based on objectives developed by each section.
 (FORM | ICS 202 or PLAN | EOC ACTION PLAN)
Ensure the Planning and Intelligence Section Chief has everything that will be needed to facilitate the Action Planning meetings.

Ensure that each section provides an update on their objectives at least 30 minutes prior to each Action Planning meeting. This includes those completed, and the status of those not completed, as well as new objectives to be added to the Action Plan.

In preparation for the Action Planning meeting, ensure that all EOC objectives are posted on chart paper and the meeting room is set up with appropriate equipment and materials.

Prepare a draft EOC Action Plan and submit to the Planning & Intelligence Section Chief/EOC Director for approval.

Print and distribute the approved EOC Action Plan, coordinate with the Documentation Unit for reproduction and distribution as necessary.

Provide turnover briefing to position replacement.

Complete all required forms, reports, and other documentation.

Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

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Planning Section December 2025

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SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

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GIS SPECIALIST

POSITION

OVERVIEW
Collects, analyses, and displays critical information obtained from various sources such as field reports, other departments, and agencies, and EOC Sections.

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Determine and establish GIS production priorities.

Convert requests into GIS products quickly and effectively.

Anticipate requirements and needs and assemble or prepare supporting referential data.

Locate and secure needed database information to support production goal.

Operate specialized GIS production equipment.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section, and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Develop a system to post to the significant events log casualty information, health concerns, property damage, fire status, size of risk area, scope of the hazard to the public, number of evacuees, etc.

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Develop sources of information and assist the Planning/Intelligence Section Coordinator/Chief in collecting, organizing, and analyzing data from the other EOC sections.

Provide for an authentication process in case of conflicting status reports.

Meet with the Planning/Intelligence Section Coordinator/Chief and the EOC Director (Director of Emergency Services) to determine needs for planning meetings and briefings.

Determine if there are any special information needs.

Map specific zones or areas that detail damage surveys in conjunction with state and federal agencies.

Prepare, set up, and maintain EOC displays.

Keep data current concerning: Availability of personnel, equipment, and supplies; Equipment or personnel out of service.

Continually obtain information from Logistics, other Planning/Intel functions, the EOC Manager, Operations, and the Finance/Admin Section.

Submit verbal and written reports to Planning/Intelligence Section Coordinator/Chief as appropriate or as directed.

Participate in Planning/Intelligence Section Meetings and participate in EOC Action Plan development.

Provide information to be included in the Situation Report (i.e.: mapping).

Obtain data on all impacts to include:
 Utilities and infrastructure (i.e., roads, bridges, electric lines, pipelines, buildings, etc.).  Number of homes destroyed or damaged.
 Public facilities destroyed or damaged.
 Critical facilities damaged or destroyed and locations (hospital, power stations, industry or manufacturers, water facilities, etc.).
 Financial impacts and costs expended by the County & coordinate with Cost Unit Leader in Finance/Admin Section.
 Ensure that necessary maps and data pertinent to the operations are obtained.  Map areas that may have to be rezoned, destroyed, reconstructed and/or modified because of the disaster. (Consultation with the Planning Section).  Work with the Situation Analysis Unit to create maps, displays, and reports.

Provide turnover briefing to position replacement.

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Follow EOC check out procedures, including signing out, work station clean-up and forwarding phone number where you can be reached.
 (FORM | ICS 211, FORM | ICS 205A)
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.

Complete all required forms, reports, and other documentation.

Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

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RESOURCE STATUS & TRACKING UNIT

POSITION

OVERVIEW
Responsible for tracking and documenting all resources.

REPORT TO PLANNING & INTELLIGENCE | CHIEF/COORDINATOR

PLANS EOC ACTION PLAN
FORMS  POSITION JOBAID
 ICS 205A COMMUNICATION LIST
 ICS 207 ORGANIZATION CHART
 ICS 211 CHECK-IN LIST
 ICS 213 RESOURCE REQUEST
 ICS 214 ACTIVITY LOG
 ICS 215 RESOURCE PLANNING WORKSHEET
 ICS 225 FOR PD CREDENTIALING
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Responsible for tracking and documenting resources including personnel, critical resources, transportation, and support equipment.
 (FORM | RESOURCE TRACKING)
Responsible for coordinating closely with all units in the Logistics Section, particularly Supply/Procurement Unit, Personnel Unit, and Transportation Unit.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section, and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
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Attend the Tactics/Strategy meeting (led by the Operations Section Chief) to complete the Operational Planning Worksheet.
 (FORM | ICS 215)
Complete resource request forms (ICS 213 form) for personnel, supplies, services, and equipment-as determined from the Operational Planning Worksheet (ICS 215 form/worksheet) developed during the Tactics/Strategy meeting.
 (FORM | ICS 213)
 (FORM | ICS 215)
Verify proper check-in and check-out of personnel in the EOC using a Recorder.  (FORM | ICS 211)
Provide resource information to the Situation Analysis Unit, Demobilization Unit, and Logistics Section.
 (FORM | ICS 209)
Assist in preparation of Organization Chart and post in the EOC.  (FORM | ICS 207)
Provide turnover briefing to position replacement.

Complete all required forms, reports, and other documentation.

Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

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Planning Section December 2025

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SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

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Planning Section December 2025

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ADVANCED PLANNING UNIT

POSITION

OVERVIEW
Responsible for developing reports and recommendations for future time periods and for preparing reports, development of the EOC Action Plan, and briefings for use in strategy and/or planning meetings.

REPORT PLANNING & INTELLIGNCE CHIEF/COORDINATOR
PLANS  EOC ACTION PLAN
 ADVANCE PLANS
FORMS  POSITION JOBAID
 ICS 202 INCIDENT OBJECTIVES
 ICS 205A COMMUNICATION LIST
 ICS 211 CHECK-IN LIST
 ICS 214 ACTIVITY LOG
 ICS 225 FOR PD CREDENTIALING
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 BINDER
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Develop an Advance Plan consisting of potential response and recovery related issues likely to occur beyond the next operational period, generally within 36 to 72 hours.

Review all available status reports, Action Plans, and other significant documents.

Determine potential future impacts of the emergency; particularly issues which might modify the overall strategic EOC objectives.

Provide periodic briefings for the EOC Director and General Staff addressing Advance Planning issues.

Supervise the Advance Planning Unit.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section, and position briefing from available and appropriate personnel.

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Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Establish and maintain a position log and other necessary files.

Monitor the current situation report to include recent updates.

Meet individually with the general staff and determine best estimates of the future direction & outcomes of the emergency.

Develop an Advance Plan identifying future policy related issues, social and economic impacts, significant response or recovery resource needs, and any other key issues likely to affect EOC operations within a 36-to-72-hour time frame.
 (PLAN | ADVANCE PLAN)
Submit the Advance Plan to the Planning/Intelligence Coordinator for review and approval prior to conducting briefings for the General Staff and EOC Director.

Review Action Planning objectives submitted by each section for the next operational period.

In conjunction with the general staff, recommend a transition strategy to the EOC Director when EOC activity shifts predominately to recovery operations.  (FORM | ICS 202 or PLAN | EOC ACTION PLAN)
 (PLAN | ADVANCE PLAN)
Provide turnover briefing to position replacement.

Complete all required forms, reports, and other documentation.

Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

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Planning Section December 2025

Part II - 76

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

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Planning Section December 2025

Part II - 77

TECHNICAL SPECIALIST UNIT

POSITION

OVERVIEW
 Technical Specialists are advisors with special skills needed to support a field or function not addressed elsewhere or by any other discipline.  Technical Specialists (may or may not be employees of a public or private agency) may report to the Planning/Intelligence Section Coordinator/Chief.

REPORT TO PLANNING & INTELLIGENCE | CHIEF/COORDINATOR
DIRECT REPORT  AFN Specialist
 GIS Specialist
 Social Media Specialist
PLANS  EOC ACTION PLAN
FORMS  POSITION JOBAID
 ICS 205A COMMUNICATION LIST
 ICS 211 CHECK-IN LIST
 ICS 214 ACTIVITY LOG
 ICS 225 FOR PD CREDENTIALING
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Provide technical observations and recommendations to EOC staff in specialized areas as required.

Advise on legal limitations of the use of resources.

Work with inter-agency coordination groups as necessary providing expertise.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over jobaid.

Receive situation, section, and position briefing from available and appropriate personnel.

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Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Provide technical services as required to requesting EOC staff.

Contribute to EOC planning meetings and inter-agency coordination groups as requested.

Ensure that all recommendations are appropriately documented.

Provide turnover briefing to position replacement.

Follow EOC check out procedures, including signing out, work station clean-up and forwarding phone number where you can be reached.
 (FORM | ICS 211, FORM | ICS 205A)
Advise Planning/Intelligence Section when duties are completed.

Obtain release from Planning/Intelligence Section Coordinator prior to leaving the EOC.

Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.

Complete all required forms, reports, and other documentation.

Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

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Planning Section December 2025

Part II - 79

DEMOBILIZATION UNIT

POSITION

OVERVIEW
 Responsible for preparing a Demobilization Plan to ensure an orderly, safe, and cost-effective release of personnel and equipment.

REPORT TO PLANNING & INTELLIGENCE | CHIEF/COORDINATOR
PLANS  EOC ACTION PLAN
 DEMOBILIZATION PLAN
FORMS  POSITION JOBAID
 ICS 205A COMMUNICATION LIST
 ICS 211 CHECK-IN LIST
 ICS 214 ACTIVITY LOG
 ICS 225 FOR PD CREDENTIALING
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Develop a Demobilization Plan for the EOC based on a review of all pertinent planning documents, and status reports.

Supervise the Demobilization Unit.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section, and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Establish and maintain a position log and other necessary files.

Review EOC personnel roster to determine size and scope of any demobilization efforts.

Meet individually with the general staff to determine their need for assistance in any Demobilization Planning.

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Planning Section December 2025

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Advise Planning/Intelligence Section Coordinator on the need for a formal written Demobilization Plan.

If a Demobilization Plan is required, develop the plan using detailed specific responsibilities, release priorities and procedures.
 (PLAN | DEMOBILIZATION PLAN)
Establish with each Section Coordinator which units/personnel should be demobilized first.

Determine if any special needs exist for personnel demobilization (e.g., transportation).

Develop a checkout procedure, if necessary, to ensure all deactivated personnel have cleared their operating position.

Submit any formalized Demobilization Plan to the Planning/Intelligence Section Coordinator for approval.

Meet with each assigned Agency Representative and Technical Specialist to determine what assistance may be required for their demobilization from the EOC.

Monitor the implementation of the Demobilization Plan and be prepared to handle any demobilization issues as they occur.

Provide turnover briefing to position replacement.

Complete all required forms, reports, and other documentation.

Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

CEMP Part II
Planning Section December 2025

Part II - 81

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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Logistics Section December 2025

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4.0 LOGISTICS SECTION
The Logistics Section is responsible for providing resources to support the City’s disaster response, including, but not limited to, personnel, vehicles, and equipment.

The logistics section is responsible for the following activities:
• Provide operational and logistical support for emergency response personnel and optimize the use of resources.
• Provide support to the other sections of the EOC and support as directed for field emergency response activities.
• Support the restoration of essential services and systems. • Coordinate with finance section.

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Logistics Section December 2025

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LOGISTICS SECTION CHIEF

POSITION

OVERVIEW
Responsible for managing and coordinating logistical response efforts and the acquisition, transportation, and mobilization of resources.

REPORT TO MANAGEMENT | EOC DIRECTOR

DIRECT REPORT STAFF
 Communications/IT Unit
 Transportation Unit
 Personnel Unit
 Supply/Procurement Unit
 Facilities Unit
 Food Unit
 Donations Management Unit
 Volunteer Coordination Unit

PLANS EOC ACTION PLAN
FORMS  POSITION JOBAID
 ICS 205A COMMUNICATION LIST
 ICS 211 CHECK-IN LIST
 ICS 213 RESOURCE REQUEST
 ICS 214 ACTIVITY LOG
 ICS 225 FOR PD CREDENTIALING
 RESOURCE REQUEST
 RESOURCE TRACKING
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Ensure the Logistics function is carried out in support of the EOC.

This function includes providing communication services, resource tracking, acquiring equipment, supplies, personnel, facilities, and transportation services; as well as arranging for food, lodging, and other support services as required.

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

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

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

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

Supervise the Logistics Section.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section, and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Ensure the Logistics Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps, status boards, vendor references, and other resource directories.

Based on the situation, activate branches/units within section as needed and designate Unit Leaders for each element:
 Communications Branch
 Transportation Unit
 Supply/Procurement Unit
 Personnel Unit
 Facilities Unit
 Resource Tracking Unit
Mobilize sufficient section staffing for 24-hour operations.

Establish communications with the Logistics Section at the Operational Area EOC if activated.

Advise Branches and Units within the section to coordinate with appropriate branches in the Operations Section to prioritize and validate resource requests from DOCs or Incident Command Posts in the field. This should be done prior to acting on the request.

Meet with the EOC Director and General Staff and identify immediate resource needs.

Meet with the Finance/Administration Section Coordinator and determine level of purchasing authority for the Logistics Section.

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Assist branch and Unit Leaders in developing objectives for the section as well as plans to accomplish their objectives within the first operational period, or in accordance with the Action Plan.

Provide periodic Section Status Reports to the EOC Director.

Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur.

Ensure that Logistic Section position logs and other necessary files are maintained.

Meet regularly with section staff and work to reach consensus on section objectives for forthcoming operational periods.

Provide the Planning/Intelligence Section Coordinator with the Logistics Section objectives at least 30 minutes prior to each Action Planning meeting.

Attend and participate in EOC Action Planning meetings.

Ensure that the Supply/Procurement Unit coordinates closely with the Purchasing Unit in the Finance/Administration Section, and that all required documents and procedures are completed and followed.

Ensure that transportation requirements, in support of response operations, are met.

Ensure that all requests for facilities and facility support are addressed.

Ensure that all resources are tracked and accounted for, as well as resources ordered through Mutual Aid.
 (FORM | ICS 213 OR FORM | RESOURCE REQUEST)
 (FORM | RESOURCE TRACKING)
Provide section staff with information updates as required.

Provide turnover briefing to position replacement.

Complete all required forms, reports, and other documentation.

Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

CEMP Part II
Logistics Section December 2025

Part II - 86
Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

CEMP Part II
Logistics Section December 2025

Part II - 87

SUPPLY UNIT LEADER

POSITION

OVERVIEW
Responsible for obtaining and delivering all non-fire and non-lawenforcement mutual aid materials, equipment and supplies to support emergency operations.

REPORT TO LOGISTICS | CHIEF/COORDINATOR

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Oversee the procurement and allocation of supplies and materiel not normally provided through mutual aid channels.

Coordinate procurement actions with the Finance/Administration Section.

Coordinate delivery of supplies and materiel as required.

Supervise the Supply/Procurement Unit.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Establish and maintain a position log and other necessary files.

Determine if requested types and quantities of supplies and material are available in inventory.

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Determine procurement spending limits with the Purchasing Unit in Finance/Administration.

Obtain a list of pre-designated emergency purchase orders as required.

Whenever possible, meet personally with the requesting party to clarify types and amount of supplies and materiel, and verify that the request has not been previously filled through another source.

In conjunction with the Resource Tracking Unit, maintain a status board or other reference depicting procurement actions in progress and their status.

Determine if the procurement item can be provided without cost from another jurisdiction or through the Operational Area.

Determine unit costs of supplies and materiel, from suppliers and vendors and if they will accept purchase orders as payment, prior to completing the order.

Orders exceeding the purchase order limit must be approved by the Finance/Administration Section before the order can be completed.

If vendor contracts are required for procurement of specific resources or services, refer the request to the Finance/Administration Section for development of necessary agreements.

Determine if the vendor or provider will deliver the ordered items.

If delivery services are not available, coordinate pickup and delivery through the Transportation Unit.

In coordination with the Personnel Unit, provide food and lodging for EOC staff and volunteers as required.

Assist field level with food services at camp locations as requested.

Coordinate donated goods and services from community groups and private organizations.

Set up procedures for collecting, inventorying, and distributing usable donations.

Keep the Logistics Section Coordinator informed of significant issues affecting the Supply/ Procurement Unit.

Provide turnover briefing to position replacement.

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Complete all required forms, reports, and other documentation.

Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

CEMP Part II
Logistics Section December 2025

Part II - 90

PERSONNEL UNIT LEADER

POSITION

OVERVIEW
Responsible for obtaining, coordinating, and allocating all non-fire and nonlaw-enforcement mutual aid personnel support requests; registering and coordinating volunteers as Disaster Services Workers (DSWs); feeding and caring for all emergency workers; and the overall coordination and care of all City/Agency staff, both paid and volunteer.

REPORT TO LOGISTICS | CHIEF/COORDINATOR

PLANS EOC ACTION PLAN
FORMS  POSITION JOBAID
 ICS 205A COMMUNICATION LIST
 ICS 207 ORGANIZATION CHART
 ICS 211 CHECK-IN LIST
 ICS 214 ACTIVITY LOG
 ICS 225 FOR PD CREDENTIALING
 RESOURCE REQUEST
 RESOURCE TRACKING
 DSWV REGISTRATION
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Provide personnel resources as requested in support of the EOC and Field Operations.

Identify, recruit, and register volunteers as required.

Develop an EOC organization chart.
 (FORM | ICS 207)
Supervise the Personnel Unit.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

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Receive situation, section, and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Establish and maintain a position log and other necessary files.

Manage check-in.
 (FORM | ICS 211, FORM | ICS 205A)
In conjunction with the Documentation Unit, develop a large poster size EOC organization chart depicting each activated position.

Upon check in, indicate the name of the person occupying each position on the chart.

The chart should be posted in a conspicuous place, accessible to all EOC personnel.  (FORM | ICS 207)
Coordinate with the Liaison Officer and Safety Officer to ensure that all EOC staff, including volunteers, receive a current situation and safety briefing upon check-in.  (FORM | ICS 208)
Establish communications with volunteer agencies and other organizations that can provide personnel resources.

Coordinate with the Operational Area EOC to activate the Emergency Management Mutual Aid System (EMMA), if required.

Process all incoming requests for personnel support.

Identify the number of personnel, special qualifications or training, where they are needed and the person or unit they should report to upon arrival.

Determine the estimated time of arrival of responding personnel, and advise the requesting parties accordingly.
 (FORM | RESOURCE REQUEST)
 (FORM | RESOURCE TRACKING)
Maintain a status board or other reference to keep track of incoming personnel resources.

Update EOC organization chart for each operational period.

Coordinate with the Liaison Officer and Security Officer to ensure access, badging or identification, and proper direction for responding personnel upon arrival at the EOC.

Assist the Fire Rescue Branch and Law Enforcement Branch with ordering of mutual aid resources as required.

To minimize redundancy, coordinate all requests for personnel resources from the field level through the EOC Operations Section prior to acting on the request.

In coordination with the Safety Officer, determine the need for crisis counseling for emergency workers; acquire mental health specialists as needed.

Arrange for childcare services for EOC personnel as required.

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Logistics Section December 2025

Part II - 92
Establish registration locations with sufficient staff to register volunteers, and issue them disaster service worker identification cards.
 (FORM | DSWV REGISTRATION)
Keep the Logistics Section Coordinator informed of significant issues affecting the Personnel Unit.

Provide turnover briefing to position replacement.

Complete all required forms, reports, and other documentation.

Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
CEMP Part II
Logistics Section December 2025

Part II - 93

FACILITIES UNIT LEADER

POSITION

OVERVIEW
Responsible for ensuring adequate essential facilities are provided for the response effort, including securing access to the facilities; and providing staff, furniture, supplies, and materials necessary to configure the facilities in a manner adequate to accomplish the mission.

REPORT TO LOGISTICS | CHIEF/COORDINATOR

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Ensure that adequate essential facilities are provided for the response effort, including securing access to the facilities, and providing staff, furniture, supplies, and materials necessary to configure the facilities in a manner adequate to accomplish the mission.

Ensure acquired buildings, building floors, and or workspaces are returned to their original state when no longer needed.

Supervise the Facilities Unit.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section, and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Establish and maintain a position log and other necessary files.

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Part II - 94
Work closely with the EOC Coordinator and other sections in determining facilities and furnishings required for effective operation of the EOC.

Coordinate with branches and units in the Operations Section to determine if assistance with facility acquisition and support is needed at the field level.

Arrange for continuous maintenance of acquired facilities, to include ensuring that utilities and restrooms are operating properly.

If facilities are acquired away from the EOC, coordinate with assigned personnel and designate a Facility Manager.

Develop and maintain a status board or other reference which depicts the location of each facility; a general description of furnishings, supplies and equipment at the site; hours of operation, and the name and phone number of the Facility Manager.

Ensure all structures are safe for occupancy and that they comply with ADA requirements.

As facilities are vacated, coordinate with the facility manager to return the location to its original state. This includes removing and returning furnishings and equipment, arranging for janitorial services, and locking or otherwise securing the facility.

Keep the Logistics Section Coordinator informed of significant issues affecting the facilities unit.

Provide turnover briefing to position replacement.

Complete all required forms, reports, and other documentation.

Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

CEMP Part II
Logistics Section December 2025

Part II - 95

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

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Logistics Section December 2025

Part II - 96

COMMUNICATIONS UNIT LEADER

POSITION

OVERVIEW
Responsible for managing all computing needs including desktop/laptop computers, network and communications (internet/wireless, telephones, radios, etc.), printing, audio/visual, and other technology needs for the EOC.

REPORT TO LOGISTICS | CHIEF/COORDINATOR

PLANS EOC ACTION PLAN

DEMOBILIZATION PLAN

FORMS &
REPORT
FORMS
 POSITION JOBAID
 ICS 205A COMMUNICATION LIST
 ICS 211 CHECK-IN LIST
 ICS 214 ACTIVITY LOG
 ICS 225 FOR PD CREDENTIALING
REPORT
 COMMUNICATION STATUS
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Coordinate with all sections and branches/groups/units on operating procedures for computing, network, and communications systems.

Provide support for all EOC Information Systems and ensures automated information links with partner EOCs/DOCs are maintained including, if applicable, audio, visual, and teleconferencing equipment.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

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Logistics Section December 2025

Part II - 97
Receive situation, section, and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Develop Communication Plan for all communication modes within the EOC and field ICP’s when needed.
 (FORM | ICS 205A)
Determine what communications equipment is necessary.

Provide technical information as required.

Manage data and telephone services for the EOC.

Receive any priorities or special requests.

Provide communications briefings and technology status reports as requested at action planning meetings.
 (REPORT | COMMUNICATION STATUS)
Provide turnover briefing to position replacement.

Follow EOC check out procedures, including signing out, work station clean-up and forwarding phone number where you can be reached.
 (FORM | ICS 211, FORM | ICS 205A)
Coordinate with Demobilization Unit to develop check out procedure on Demobilization Plan.
 (PLAN | DEMOBILIZATION)
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.

Complete all required forms, reports, and other documentation.

Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

CEMP Part II
Logistics Section December 2025

Part II - 98
Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

CEMP Part II
Logistics Section December 2025

Part II - 99

FOOD UNIT LEADER

POSITION

OVERVIEW
Responsible for coordinating all feeding operations for the EOC, support, and field personnel.

REPORT TO LOGISTICS | CHIEF/COORDINATOR

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Establish and disseminate a feeding plan that identifies cost limits, authorized vendors, catering companies, types of food, etc. Be aware of special diets.

Set meal schedules.

Set up and manage eating areas for EOC, staff, and field personnel.

Establish a personnel-feeding account for EOC, support, and field personnel at local restaurants.

Brief all EOC personnel on the location, cost limitations, and incident number used for each restaurant or caterer.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section, and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
CEMP Part II
Logistics Section December 2025

Part II - 100
Obtain necessary equipment, supplies, and facilities to establish food service (including hot/cold storage and/or handling).

Ensure food service areas meet appropriate health and safety measures, and are maintained in a clean condition.

Order sufficient food and water from or through the Supply Unit.

Maintain an inventory of food, water, condiments, and supplies.

Coordinate with Procurement Unit to ensure all purchases are pre-approved and paid.

Provide turnover briefing to position replacement.

Complete all required forms, reports, and other documentation.

Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

CEMP Part II
Logistics Section December 2025

Part II - 101

VOLUNTEER COORDINATION UNIT LEADER

POSITION

OVERVIEW
Responsible for coordination of donations management. This includes internal organizational elements and resources as well as external partner agencies.

REPORT TO LOGISTICS | CHIEF/COORDINATOR

PLANS EOC ACTION PLAN
FORMS  POSITION JOBAID
 ICS 205A COMMUNICATION LIST
 ICS 211 CHECK-IN LIST
 ICS 214 ACTIVITY LOG
 ICS 225 FOR PD CREDENTIALING
 DSWV REGISTRATION
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Work with the Planning Section Staff to identify volunteer needs. Develop a plan to distribute these volunteers to necessary places.

Coordinate with the Resources Unit to track all volunteer resources.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section, and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Staff Volunteer Team in the EOC and support the Planning Section Resource Unit and the Logistics Section Supply Unit.

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Logistics Section December 2025

Part II - 102
Establish one or more assembly and staging sites for volunteers to report for credential screening and potential assignment (Volunteer Reception Centers).

Manage the Volunteer DSWV process including document management.  (FORM | DSWV REGISTRATION)
Provide turnover briefing to position replacement.

Complete all required forms, reports, and other documentation.

Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

CEMP Part II
Logistics Section December 2025

Part II - 103

DONATIONS MANAGEMENT UNIT LEADER

POSITION

OVERVIEW
Responsible for coordination of donations management. This includes internal organizational elements and resources as well as external partner agencies.

REPORT TO LOGISTICS | CHIEF/COORDINATOR

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Work with the Planning Section Staff to identify donation needs of life-safety supplies and services (e.g., heat, food, water, ice) and develop a plan to receive and quickly distribute these resources to affected community members.

Coordinate with the Resources Unit to track all donation resources.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Communicate and coordinate with external partners and NGOs to support effective donations management.

Serve as point of contact with private sector that want to donate goods and services.

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Logistics Section December 2025

Part II - 104
Coordinate with Public Information function, including the JIC (if activated) to maintain consistent public messaging about donations.

Provide turnover briefing to position replacement.

Complete all required forms, reports, and other documentation.

Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
CEMP Part II
Finance Section December 2025

Part II - 105

5.0 FINANCE AND ADMINISTRATION SECTION
The Finance and Administration Section is responsible for providing financial support, administrative coordination, including the following:  Relieve the EOC Director of many activities that otherwise cause distraction,  Provide continuity of financial support to the City and community, and  Document and manage City costs and recovery of those costs as allowable.

CEMP Part II
Finance Section December 2025

Part II - 106

FINANCE AND ADMINISTRATION SECTION CHIEF

POSITION

OVERVIEW
Responsible for the financial support, response, and recovery for the incident.

REPORT TO MANAGEMENT | EOC DIRECTOR
PLANS
& REPORTS

ASSESS, TRACK, AND ORGANIZE COST OF IMPLIMENTATION PER

STATE AND FEDERAL COST RECOVERY GUIDELINES
FORMS,
GUIDES
FORMS
 POSITION JOBAID
 ICS 205A COMMUNICATION LIST
 ICS 211 CHECK-IN LIST
 ICS 214 ACTIVITY LOG
 ICS 225 FOR PD CREDENTIALING
GUIDES
 PA DAMAGE CATEGORIES
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Ensure that all financial records are maintained throughout the emergency.

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

Ensure that all on-duty time sheets are collected from EOC staff; Departments are collecting these from DOC staff, and Field Supervisors /Incident Commanders are for their staff.

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

Determine/remind individuals of purchase order limits for the procurement function in Logistics.

Ensure that workers’ compensation claims, resulting from the response are processed within a reasonable time.

Ensure that all travel and expense claims are processed within a reasonable time.

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

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Finance Section December 2025

Part II - 107
Activate units within the Finance/Administration Section as required.

Monitor section activities continuously and modify the organization as needed.

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

Supervise the Finance/Administration Section.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Ensure that the Finance/Administration Section is set up properly and that appropriate personnel, equipment, and supplies are in place.

Based on the situation, activate units within section as needed and designate Unit Coordinators for each element:
 Time Keeping Unit
 Cost Accounting Unit
 Compensation & Claims Unit
 Purchasing Unit
 Recovery Unit
Ensure that sufficient staff are available for a 24-hour schedule, or as required.

Meet with the Logistics Section Coordinator and review financial and administrative support requirements and procedures.

Determine the level of purchasing authority to be delegated to Logistics Section.

Meet with all Unit Leaders and ensure that responsibilities are clearly understood.

In conjunction with Unit Leaders, determine the initial Action Planning objectives for the first operational period.

Notify the EOC Director when the Finance/Administration Section is operational.

Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur.

Ensure that Finance/Administration Section position logs and other necessary files are maintained.

CEMP Part II
Finance Section December 2025

Part II - 108
Ensure that displays associated with the Finance/Administrative Section are current, and that information is posted in a legible and concise manner.

Participate in all Action Planning meetings.

Brief all Unit Leaders and ensure they are aware of the EOC objectives as defined in the Action Plan.

Keep the EOC Director, General Staff, and elected/other officials aware of the current fiscal situation and other related matters, on an on-going basis.

Ensure that the Recovery Unit maintains all financial records throughout the emergency.

Ensure that the Time Keeping Unit tracks and records all agency staff time.

In coordination with the Logistics Section, ensure that the Purchasing Unit processes purchase orders and develops contracts in a timely manner.

Ensure that the Compensation & Claims Unit processes all workers’ compensation claims resulting from the emergency, in a reasonable time-frame, given the nature of the situation.

Ensure that the Time-Keeping Unit processes all timesheets and travel expense claims promptly.

Ensure that the Finance/Administration Section provides administrative support to other EOC Sections as required.

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

Provide turnover briefing to position replacement.

Follow EOC check out procedures, including signing out, work station clean-up and forwarding phone number where you can be reached.
 (FORM | ICS 211, FORM | ICS 205A)
Deactivate appropriate Section Positions when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.

Identify staff to support on-going Recovery Operations and Recovery Plan.

Advise identified staff on their continual support role.

Complete all required forms, reports, and other documentation. Provide all completed documentation to the Documentation Unit, prior to departure.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

CEMP Part II
Finance Section December 2025

Part II - 109
Be prepared to provide input to the after-action report.

Transition over to Recovery Operations and support Recovery Manager in tracking per project costs as directed by FEMA cost recovery and public assistance guidelines.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

CEMP Part II
Finance Section December 2025

Part II - 110

TIME KEEPING UNIT LEADER

POSITION

OVERVIEW
Responsible for working with all Department Liaisons and Sections to ensure field units track hours worked by personnel and volunteers & preparing daily personnel time recording documents.

REPORT TO FINANCE & ADMINISTRATION | CHIEF/COORDINATOR
PLANS
& REPORTS
Supports assessment, tracking, and organization of the cost of implementation per state and federal cost recovery guidelines.

FORMS, GUIDES FORMS
 POSITION JOBAID
 RESOURCE TRACKING
 ICS 205A COMMUNICATION LIST
 ICS 210 RESOURCE STATUS CHANGE
 ICS 211 CHECK-IN LIST
 ICS 214 ACTIVITY LOG
 ICS 225 FOR PD CREDENTIALING
GUIDES
 PA DAMAGE CATEGORIES
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Track, record, and report all on-duty time for personnel working during the emergency.

Ensure that personnel time records, travel expense claims and other related forms are prepared and submitted to budget and payroll office.

Supervise the Time Keeping Unit.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section, and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
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Finance Section December 2025

Part II - 111
Establish and maintain a time keeping system.
 (FORM | ICS 211)
 (FORM | RESOURCE TRACKING)
 (FORM | ICS 210)
Initiate, gather, or update time reports from all personnel, to include volunteers assigned to each shift. Ensure that time records are accurate and prepared in compliance with policy.

Obtain complete personnel rosters from the Personnel Unit.

Rosters must include all EOC personnel as well as personnel assigned to the field level.

Provide instructions for all supervisors to ensure that time sheets and travel expense claims are completed properly and signed by each employee prior to submitting them.

Establish a file for each employee or volunteer within the first operational period.

Maintain a fiscal record for as long as the employee is assigned to the response.

Keep the Finance/Administration Section Coordinator informed of significant issues affecting the Time-Keeping Unit.

Provide turnover briefing to position replacement.

Follow EOC check out procedures, including signing out, work station clean-up and forwarding phone number where you can be reached.
 (FORM | ICS 211, FORM | ICS 205A)
Deactivate position when authorized by Finance/Administration Section Coordinator and follow Demobilization Unit Leader directions/plan.

Complete all required forms, reports, and other documentation.

Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

CEMP Part II
Finance Section December 2025

Part II - 112

PURCHASING UNIT LEADER

POSITION

OVERVIEW
Responsible for financial matters involving vendor contracts.

REPORT TO FINANCE & ADMINISTRATION | CHIEF/COORDINATOR

PLANS SUPPORTS ASSESSMENT, TRACKING, AND ORGANIZATION OF THE

COST OF IMPLEMENTATION PER STATE AND FEDERAL COST

RECOVERY GUIDELINES
FORMS,
GUIDES
FORMS
 POSITION JOBAID
 ICS 205A COMMUNICATION LIST
 ICS 211 CHECK-IN LIST
 ICS 214 ACTIVITY LOG
 ICS 225 FOR PD CREDENTIALING
GUIDES
 PA DAMAGE CATEGORIES
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Coordinate vendor contracts not previously addressed by existing approved vendor lists.

Coordinate with Supply/Procurement Unit on all matters involving the need to exceed established purchase order limits.

Supervise the Purchasing Unit.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section, and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
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Establish and maintain a purchasing system.

Review the emergency purchasing procedures.

Prepare and sign contracts as needed, be sure to obtain concurrence from the Finance/ Administration Section Coordinator.

Ensure that all contracts identify the scope of work and specific site locations.

Negotiate rental rates not already established, or purchase price with vendors as required.

Admonish vendors as necessary, regarding unethical business practices, such as inflating prices or rental rates for their merchandise or equipment during emergencies.

Finalize all agreements and contracts, as required.

Complete final processing and send documents to Budget and Payroll for payment.

Verify costs data in the pre-established vendor contracts and/or agreements.

In coordination with the Logistics Section, ensure that the Purchasing Unit processes purchase orders and develops contracts in a timely manner.

Keep the Finance/Administration Section Coordinator informed of all significant issues involving the Purchasing Unit.

Provide turnover briefing to position replacement.

Follow Demobilization Unit Leader directions/plan.

Complete all required forms, reports, and other documentation.

Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
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TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

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COST ACCOUNTING UNIT LEADER

POSITION

OVERVIEW
Responsible for collecting and maintaining documentation for the incident to help the planning and recovery efforts.

REPORT TO FINANCE & ADMINISTRATION | CHIEF/COORDINATOR

PLANS SUPPORTS ASSESSMENT, TRACKING, AND ORGANIZATION OF THE

COST OF IMPLEMENTATION PER STATE AND FEDERAL COST

RECOVERY GUIDELINES
FORMS,

TOOLKIT,
GUIDES
FORMS
 POSITION JOBAID
 ICS 205A COMMUNICATION LIST
 ICS 210 RESOURCE STATUS CHANGE
 ICS 211 CHECK-IN LIST
 ICS 214 ACTIVITY LOG
 ICS 225 FOR PD CREDENTIALING
GUIDES
 PA DAMAGE CATEGORIES
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Responsible for collecting cost information and performing cost-effectiveness analysis.

Provide cost estimates and cost savings recommendations.

Supervise the Cost Accounting Unit.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section, and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Establish and maintain a position log and other necessary files.

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Establish (or implement) an accounting system and special cost codes associated with this emergency.

Monitor all emergency expenditures and resource status change costs.  (FORM | ICS 210)
Ensure that all sections and units are documenting cost-related information.

Collect, and compile cost information at the end of each shift.

Obtain and record all cost data to cover:
 Personnel
 Equipment Rental/Contract Equipment
 Supplies from outside vendors
 Contracts for special or emergency services
Coordinate with the Documentation Unit on content and format of cost related files to be transferred.

Review existing documentation to determine if there are additional cost items that may have been overlooked.

Prepare cost estimates related to EOC objectives and strategies. Be prepared to discuss these at EOC Planning Meetings if required.

Compile cumulative cost records on a daily basis.

Ensure that departments are compiling cost information using any special agency/jurisdiction cost codes.

Ensure that estimate costs are replaced with actual costs where known.

Provide verbal or written reports to the Finance/Administration Section Coordinator upon request.

Prepare and maintain a cost report to include cumulative analysis, summaries and total expenditures related to the emergency.

Organize and prepare records for audits as necessary.

Act as the liaison for the EOC with county and other disaster assistance agencies to coordinate the cost recovery process.

Prepare all required state and federal documentation as necessary to recover allowable costs.

Provide turnover briefing to position replacement.

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Follow EOC check out procedures, including signing out, work station clean-up and forwarding phone number where you can be reached.
 (FORM | ICS 211, FORM | ICS 205A)
Deactivate position when authorized by Finance/Administration Section Coordinator and follow Demobilization Unit Leader directions/plan.

Complete all required forms, reports, and other documentation.

Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

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COMPENSATION AND CLAIMS UNIT LEADER

POSITION

OVERVIEW
Responsible for investigating and processing physical-injury and propertydamage claims arising from emergency/disaster incident.

REPORT TO FINANCE & ADMINISTRATION | CHIEF/COORDINATOR

PLANS SUPPORTS ASSESSMENT, TRACKING, AND ORGANIZATION OF THE

COST OF IMPLEMENTATION PER STATE AND FEDERAL COST

RECOVERY GUIDELINES

FORMS &
GUIDES
FORMS
 POSITION JOBAID
 ICS 205A COMMUNICATION LIST
 ICS 208 SAFETY MESSAGE
 ICS 211 CHECK-IN LIST
 ICS 215A SAFETY ANALYSIS
 ICS 214 ACTIVITY LOG
 ICS 225 FOR PD CREDENTIALING
 ICS 227 CLAIMS LOG
GUIDES
 PA DAMAGE CATEGORIES
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Oversee the investigation of injuries and property/equipment damage claims arising out of the emergency.

Complete all forms required by worker's compensation program.

Maintain a file of injuries and illnesses associated with the emergency which includes results of investigations.

Supervise the Compensation and Claims Unit.

Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

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Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Establish and maintain a compensation and claims system.

Maintain a chronological log of injuries and illnesses, and property damage reported during the emergency.
 (FORM | ICS 227)
Investigate all injury and damage claims as soon as possible.

Prepare appropriate forms for all verifiable injury claims and forward them to Workmen's Compensations within the required time frame consistent with jurisdiction’s policy & procedures.

Coordinate with the Safety Officer regarding the mitigation of hazards.  (FORM | ICS 208)
 (FORM | ICS 215A)
Keep the Finance/Administration Coordinator informed of significant issues affecting the Compensation and Claims Unit.

Forward all equipment or property damage claims to the Recovery Unit.

Provide turnover briefing to position replacement.

Follow Demobilization Unit Leader directions/plan.

Complete all required forms, reports, and other documentation.

Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

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SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

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RECOVERY UNIT LEADER

POSITION

OVERVIEW
Responsible for executing procedures to capture and document costs relating to a disaster/emergency.

REPORT TO FINANCE & ADMINISTRATION | CHIEF/COORDINATOR

PLANS &

REPORTS

SUPPORTS ASSESSMENT, TRACKING, AND ORGANIZATION OF THE

COST OF IMPLEMENTATION PER STATE AND FEDERAL COST

RECOVERY GUIDELINES

REPORTS

AFTER ACTION REPORT

FORMS &
GUIDES
FORMS
 POSITION JOBAID
 ICS 205A COMMUNICATION LIST
 ICS 211 CHECK-IN LIST
 ICS 214 ACTIVITY LOG
 ICS 225 FOR PD CREDENTIALING
GUIDES
 PA DAMAGE CATEGORIES
TECHNOLOGY  LAPTOP
 PHONE (DESK OR CELL)
RESOURCES  WORKSTATION
 POSITION BINDER (CAN BE VIRTUAL)
 VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(ICS 225) to CALOES | [email protected]
Determine impacts of the emergency requiring recovery planning.

Initiate recovery-planning meetings with appropriate individuals and agencies.

Develop the initial recovery plan and strategy for the jurisdiction.

Ensure that all appropriate agencies are kept informed and have the opportunity to participate in the recovery planning process.

Develop the strategy to transition from recovery planning in the EOC to a wider post-emergency recovery effort.

Supervise the Recovery Unit.

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Check in at the EOC.
 (FORM | ICS 211, FORM | ICS 205A)
Assist with EOC Set-up (If not already fully set-up).

Check work station to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section, and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities.  (FORM | ICS 214)
Establish and maintain a recovery system.

Monitor the current situation report to include recent updates and determine overall impacts of the emergency.

Based on available information, prepare an initial estimate of likely recovery issues that must be addressed. Document these in a preliminary report.

Coordinate with the Advance Planning Unit to determine major mid-to-long range social, economic, environmental and political impacts.

Assist the Operational Area as necessary in determining appropriate sites for Disaster Application Centers.

Facilitate recovery planning meetings involving appropriate Management and General Staff personnel and other agencies as needed.

Develop a recovery plan and strategy for the jurisdiction or agency.

Coordinate with Finance/Administration to ensure that FEMA, OES and other public reimbursement source documents and applications are consistent with the recovery strategy.

In conjunction with Finance/Administration, ensure that specific project timelines are developed to meet the goals and objectives of the recovery plan.

Provide turnover briefing to position replacement.

Follow Demobilization Unit Leader directions/plan.

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Complete all required forms, reports, and other documentation.

Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Assist the EOC Coordinator and Planning & Intelligence Section with preparing the After-Action Report.
 (REPORT | AFTER ACTION)

SHIFT/STAFF CHANGE
TASKS
(PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm

Comprehensive Emergency
Management Plan – 2025

Part III – Support Annexes
CEMP Part III
Table of Contents December 2025
Part III - 2

TABLE OF CONTENTS
TABLE OF CONTENTS .................................................................................................... PART III - 2 PUBLIC ALERT & WARNING SUPPORT ANNEX ................................................................ PART III - 3 PROTECTIVE ACTIONS EMERGENCY EVACUATION SUPPORT ANNEX ........................... PART III - 12 FINANCIAL MANAGEMENT SUPPORT ANNEX .............................................................. PART III - 19 PRIVATE SECTOR COORDINATION SUPPORT ANNEX .................................................... PART III - 20 VOLUNTEER AND DONATIONS MANAGEMENT SUPPORT ANNEX ................................ PART III - 22 CEMP Part III
Public Alert and Warning Support Annex December 2025
Part III - 3

PUBLIC ALERT & WARNING SUPPORT ANNEX

1.0 WARNING AND ALERT
Warning is the process of alerting governments and the public of the threat of imminent extraordinary danger. Depending on the nature of the threat and the population group at risk, warning can originate at any level of government.

Success in saving lives and property is dependent on timely dissemination of warning and emergency information to persons in threatened areas.

The City of Hayward (the “City”) has identified the following areas to be areas of focus to strengthen their public alert and warning system as developed during November 2023 workshops:
 The enterprise-wide use of the ATT FirstNet system; this network has been built with and for first responders. The Federal government set aside Band 14 spectrum specifically for public safety. During an emergency, this band is locked and available only to first responders on FirstNet. FirstNet subscribers maintain always-on priority across LTE – Band 14 spectrum plus all of AT&T’s commercial LTE spectrum bands. FirstNet wireless coverage reaches over 99% of Americans.

Public safety agencies also have access to a nationwide, dedicated fleet of over 150+ portable cell sites – including satellite cell on light trucks and cell on wheels.

FirstNet provides access to the FirstNet Response Operations Group (ROG) – a dedicated team of former first responders always ready to support communities.  Communications through Microsoft Teams video conferencing software offering workspace chat and videoconferencing, file storage, and application integration.  Text (SMS) can be an invaluable tool for communicating emergency notifications and alerts during any natural disaster. SMS is considered the best alerting system during a crisis. It is considered the simplest and most effective communication channel during a crisis and plays a vital role in sending essential notifications and alerts to citizens during pandemics, climate disasters, terrorist attacks, and any sort of crisis. SMS messaging takes place offline, relying on Wi-Fi or 5G is unnecessary. In a disaster, this connectivity might make all the difference.  Engagement with Alameda County Environmental Health for the purpose of supporting the issuance of boil water advisories and other public health related notifications.
 Solutions related to the recalling of out-of-city personnel, many of whom live up to 80 miles out of the area. The City has increased the use of remote work; on a typical workday, only 40% of support staff are in the City.

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 The management of increased call volume and call prioritization in the City’s 9-1- 1 call center.
 Mobilizing personnel to report to an activated Emergency Operations Center (EOC).

2.0 ATTACK WARNING SYSTEMS
The National Warning System (NAWAS) is a nationwide attack warning system developed to accomplish this task in a war emergency. For major peacetime emergencies, portions of the NAWAS system can be used, augmented by state and local systems as appropriate. NAWAS is a dedicated wire-line system that provides two-way voice communications between Federal Warning Centers, states’ warning points and local warning points. The system in California consists of four elements:

1. NAWAS, Federal-California Link
This system may be activated nationally from two protected federal facilities the National Warning Center (North American Air Defense Command Colorado Springs, Colorado) and Alternate National Warning Center (Olney, Maryland).

2. NAWAS, State-County Warning Point Circuits
California ties into the national system with a primary state warning point at the Cal OES Headquarters in Sacramento. Circuits then extend to 45 County Warning Points. The California Highway Patrol Headquarters in Sacramento serves as the Alternate State Warning Point.

Both Federal and State circuits are monitored 24 hours a day at the Cal OES Warning Center, the Alternate State Warning Point, and each of the local Warning Points. The 13 counties not on this system receive warning via other means normally the California Law Enforcement Telecommunications System (CLETS).

3. County-City Warning Systems
To disseminate warning from the County Warning Points to the City, local communications channels are normally used. Although the State Warning Point will relay warnings over CLETS, it is usually more expeditious for cities to arrange with the County Warning Point on NAWAS for further relay of the information within the County. This is normally done via local public safety communications channels or, in some instances, telephone.

4. Local community attack warning devices, such as sirens, horns or whistles.

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DIALOGIC
The City is responsible for warning the population of impending or imminent danger. The City uses an automated telephone notification system called “Dialogic Communications System”, which can be activated from the the City Dispatch Center. “Dialogic Communications System” uses a Geo- Notify program (a desktop mapping computer interface, indicating street-level maps with telephone data) to notify selected areas, including homes, businesses and schools, via telephone lines using a pre-recorded emergency message.

EMERGENCY ADVISORY RADIO SYSTEM
Many communities operate their own AM radio stations specifically to tell local area motorists what to do during flash floods, industrial accidents, AMBER alerts, terrorist threats, earthquakes, severe weather, and other emergencies. These systems usually come as complete packages able to broadcast noncommercial, voice messages on the AM radio band. FCC rules provide a 10-year, renewable license in the community’s name and a 9.3-mile protection zone inside which no other community can operate on the assigned frequency. The effective range for one station is 3 to 5-mile radius that can accommodate additional synchronized transmitters to expand the coverage.

LOCAL ALERTING, WARNING & NOTIFICATION
A combination of methods may be employed to notify, alert, or warn the public concerning local emergency situations. The Dialogic system may be activated along with Law Enforcement Officers and personnel from the Fire Department to make notifications to the public using portable loud speaker systems.

2.1 Hazard-Specific Alerts & Warnings
FLOOD
A flood emergency is normally preceded by a buildup period that permits marshalling forces required to combat the emergency. During the buildup period, Cal OES cooperates with the National Weather Service and the State Department of Water Resources by relaying pertinent weather information and river bulletins to local officials in affected areas.

FIRE
Initial warnings of major fires are normally issued by the affected area through the OA and/or Cal OES Regional Fire Coordinator, using whatever means of communication is appropriate and available. Requests for mutual aid follow the same channels.

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EARTHQUAKE
Earthquakes occur without warning. Cal OES could receive notification of an earthquake as well as subsequent information, including damage reports from various sources.

The information may be received via NAWAS, radio, television, and/or telephone, and may be further disseminated as appropriate, using all of these means. The State Warning Center has a seismic alarm system that activates during earthquakes, prompting duty personnel to investigate the disturbance.

OTHER EMERGENCIES
Warning and information concerning emergencies other than those cited above is disseminated using any appropriate system.

3.0 ALERTING & WARNING SIGNALS

ATTENTION OR ALERT SIGNALS
The ATTENTION or ALERT signal is a 3-to-5-minute steady tone on sirens, horns, or other devices. This signal is meant to transmit the message that an emergency exists or is imminent and for citizens to listen to local or area radio or television stations for essential emergency information.

ATTACK WARNING SIGNAL
This is a 3-to-5-minute wavering tone on sirens of a series of short blasts on horns or other devices, repeated as often as indicated over NAWAS or as deemed necessary by local authorities. This signal indicates that an actual attack against this country has been detected. IT WILL BE USED FOR NO OTHER PURPOSE AND WILL HAVE NO OTHER MEANING. Citizens should tune to their emergency alert system radio for further instructions.

TESTING LOCAL WARNING SYSTEMS
With prior public notice, local warning devices may be tested to assure that they are operating properly and that the emergency signals will be recognized by the public.

4.0 AUXILIARY COMMUNICATIONS SERVICE PLAN
Radio Amateur Civil Emergency Service (RACES), is an Emergency Communications Reserve. The following paragraphs are the contents of the local RACES members’ plan for support to the Alameda County OA (OA); use of RACES is typically coordinated through a resource request to the OA.

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The Auxiliary Communications Service provides the Alameda County OA with an emergency communications reserve based on a variety of volunteer skills for emergency tactical, administrative, and logistical communications between the cities and their agencies, and between the cities and county government.

The Auxiliary Communications Service (ACS) coordinates Amateur Radio resources or equivalent government resources; and promotes the effective management and utilization of the Amateur Radio operators and other FCC licensees in support of civil defense and disaster response and recovery. While other FCC licensees may become a part of the ACS, this Plan is specifically directed to the use of Amateur Radio operators under the provisions of the Radio Amateur Civil Emergency Service (RACES).

The resources of this Service are an essential staff resource intended to augment agency and public safety communications. The number of participants is not limited and will be based on the specific need and the availability of responders. A declaration of an emergency is not required to mobilize the RACES resources.

The cities support an active involvement of RACES participants in the day-to-day affairs of the local emergency management agencies so that in times of need the RACES participants are cognizant with on-going procedures and personnel and can integrate with all systems. As part of its on- going activity, RACES Amateur Radio operators may conduct on-the-air activities to test, train, and keep in peak readiness the emergency operations communications equipment.

The purpose of this Plan is to provide authority for the participation of Amateur Radio operators in providing essential communications during periods of national, state, or local emergency. RACES operations are carried out in accordance with FCC Rules and Regulations. The Amateur Radio operators within the City are a single regional resource and may be assigned to any appropriate jurisdiction within the area.

AREA COVERED
Alameda County has a population of approximately 1.5 million (2000 census) and an area of 737.5 square miles.

THREAT
The population in this area faces a variety of threats both natural and man-made, to which they must be prepared to respond, e.g., earthquakes, floods, hazardous material spills, and energy emergencies. A complex geographic area of alluvial plains, canyons and hills provides topographic extremes. Demographic factors as well as climate and geological faults present a range of hazards to be considered by emergency services workers - both CEMP Part III
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Part III - 8
professional and volunteer. Any of the threats could occasion the activation of qualified emergency communication needs to assist, supplement, or replace the capabilities existing in the County.

RADIO OFFICER AND ORGANIZATION
The organization for the implementation and administration of the RACES resources is based on the key role of the RACES Radio Officer. The RACES Radio Officer is usually the Amateur Radio Emergency Service (ARES) Emergency Coordinator for the respective city. The Emergency Services Coordinator(s) may appoint a RACES Radio Officer(s) at any time and this appointment will take precedence.

PARTICIPANTS
Amateur Radio operators participating under this Plan shall be registered as Disaster Service Workers in the communications class in accordance with Section 3100 (et seq.) of the California Government Code.

The Alameda County OA utilizes two categories of Amateur Radio volunteers:
 RACES Radio Operators: This category is composed of Amateur Radio operators who have indicated their willingness to participate by completing the California Disaster Service Worker Volunteer Program form for the Communications Classification, Auxiliary Communications Service Specialty and completing the Loyalty Oath/Affirmation as required by State law. These operators may carry out any actions or duties consistent with FCC and RACES rules and regulations (also see Section 14). This category of participant shall be issued an identification card by the City indicating the operator’s status as RACES Radio Operator.  RACES EOC Responders: This category is composed of RACES Radio Operators who are approved to respond to Emergency Operation Centers (EOC), special or restricted city facilities, and special or restricted agency locations (e.g., hospital, school, etc.). Due to the potentially sensitive nature of the activities and accesses granted to this category of participants, enrollment shall additionally include a finger print check by the The City Police Department. This category of participant shall be issued an identification card by the City indicating the operator’s status as RACES EOC Responder.

RESOURCES
RACES resources are considered a facility that is available to all government services/agencies, and are not assigned exclusively to any one service/agency. RACES frequencies/channels are not assigned exclusively to any one service/agency. The CEMP Part III
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RACES Radio Officer and/or RACES EOC Responders coordinate resources while consulting with the Director or Incident Commander. It is the intent of this Plan to meet the needs of the Alameda OA for the available RACES resources.

NETWORKS
Alameda County Emergency Service (ACES) operates four network levels that will be used by RACES under the provision of this Plan. The network levels are identified as the following:
 LEVEL 1 networks provide Direction and Control communications between the Cal OES Region II EOC and the OA EOC(s) within Region II.  LEVEL 2 networks provide Direction and Control communications between the OA EOC(s) and the jurisdictions within the OA, and between Alameda County and the Emergency Alert System (formerly Emergency Broadcast System) stations in the OA.
 LEVEL 3 networks provide communications between the OA EOC(s) and deployed mobile and other authorized units within the OA.  LEVEL 4 networks provide communications between the jurisdictional EOC(s) and deployed mobile and other authorized units under the direction of the City(s).

IDENTIFIERS
Operators may use tactical station identifiers in conjunction with the FCC call signs.

FREQUENCY COORDINATION
The RACES Radio Officer(s) will establish the frequencies used within the OA. All frequencies will be coordinated with the Cal OES Regional Communications Coordinator.

Interference problems from outside sources will be referred to the Cal OES Regional Office for resolution. In an emergency, the RACES EOC Responder(s) may establish frequencies in coordination with the Alameda County Sheriff’s Communication Team and/or the Cal OES Regional Communications Coordinator.

In the event of an emergency that necessitates invoking the President's war emergency powers, RACES will be governed by paragraph 97.407 (b) of the FCC Rules and Regulations, 47 CFR. Operations will be restricted to frequencies assigned and coordinated by the Cal OES.

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STATION LOCATIONS
Locations of EOC stations and other fixed stations operated under this Plan, and their tactical identifiers, are determined on a case-by-case basis. In an emergency, RACES Radio Officer(s) may establish temporary stations for RACES Responder(s) at any time.

EQUIPMENT RESOURCES
There are several hundred fixed, portable and mobile stations that may be operated under the provisions of this Plan. The majority of the equipment is owned, maintained and operated by the individual Amateur Radio operators. The RACES Radio Operator(s) will control, maintain and inventory equipment owned or provided by the City.

MUTUAL AID
This Service is a COMMUNICATION resource covered by the California Master Mutual Aid Agreement. RACES resources may be requested by, and supplied to other jurisdictions in accordance with established inter-governmental mutual aid procedures:
 Alameda OA to/from the Cal OES Region. That Region to the State Coordinating Center (SCC) will direct requests for mutual aid exceeding Cal OES Regional capabilities. Should communication be broken with the SCC, the request will be directed to an adjacent Cal OES Region with notification to the SCC as soon as conditions permit.
 Alameda OA to/from contiguous jurisdictions.
 Alameda OA to/from the City or adjacent cities with which it has an agreement.

REVIEW
This plan, and its appendices, shall be reviewed for completeness, currency, and accuracy not later than every two years after the latest approval date. Revisions and corrections will be issued to the Distribution List when approved.

MOBILIZATION/USAGE
This service is an essential staff resource intended to augment agency and public safety communications. Program participants may be used in support of agency and public safety communications requirements at any time. A declaration of an emergency is not required to mobilize RACES resources. However, the use of FCC Amateur Radio Service frequencies in RACES operations is limited to training and emergency communications as set out in paragraphs 97.401- 97.407, FCC Rules and Regulations, 47 CFR.

AUTHORITY
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The authority to mobilize and use this service and any of its personnel rests with the County Emergency Services Coordinator and City's emergency staff.

REQUESTS
Requests for RACES support from any agency shall be directed to the Emergency Services Coordinator, Emergency Manager or Incident Commander.

CALLOUT
The RACES Radio Officer for each City will maintain a current roster and establish a callout procedure.

RESPONSE
RACES Radio Operators and RACES EOC. Responders are unpaid volunteers, however once they have been notified and have accepted an assignment, they are expected to respond to their assigned location as quickly as possible with proper regard for safety and public laws.

DIRECTION
RACES Radio Operators acting under this Plan are expected to take their direction from the RACES Radio Officer(s), the RACES EOC Responder(s), or the Incident Commander.

RACES EOC Responder(s) are expected to take their direction from the RACES Radio Officer(s), the Emergency Services Coordinator, Operation Section Chief, or the Incident Commander.

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PROTECTIVE ACTIONS EMERGENCY EVACUATION SUPPORT
ANNEX
This operational procedure will be used by agencies and organizations in the City to manage and coordinate evacuations in response to any hazard which would necessitate such actions. This document defines the scope of procedure, details the concept of operations and assigns responsibility for implementation.

1.0 PURPOSE
This procedure establishes a consistent operational methodology for the City to plan for and implement evacuations, regardless of the geographic area in which they occur. The availability of consistent city-wide procedures facilitates an adequate understanding on the part of all agencies, organizations and levels of government regarding their responsibilities during an evacuation and establishes uniform operational techniques through which those responsibilities can be fulfilled.

2.0 AUTHORITY
This annex is adopted as an operational element of the City’s Comprehensive Emergency Management Plan and is incorporated by reference thereto. As such, it is intended to be consistent with and supportive of the Comprehensive Emergency Management Plan, and to be implemented, when needed, with the same authorities under law as provided therein.

3.0 SCOPE
This procedure applies to all City Emergency Response Team personnel and local emergency and response agencies tasked with planning for and implementing evacuations. Implementation of this procedure is under the direction of the Director of Emergency Services, through the City EOC. This procedure defines the circumstances under which evacuations in the city may be necessary. It also defines the roles and responsibilities of local response agencies.

4.0 CONCEPT OF OPERATIONS
This section describes the concepts and provisions through which the EOC will determine the need for, and implement, an evacuation. The concept of operations for this procedure provides guidance and structure for both the planning and implementation of evacuations.

The procedure relies on effective preplanning for evacuations as well as the implementation of established plans accordingly.

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The principal assumptions underlying the concept of operations for an evacuation are as follows:
 Activation of this procedure will occur for all hazards which could necessitate evacuation and sheltering operations involving all or parts of the City. However, the need to implement certain aspects of the procedure, such as opening shelters in non-threatened areas or terminating evacuations and opening refuges-of-lastresort, may vary based on the specific hazard, degree of vulnerability, and projected area of impact.
 The evacuation of large numbers of people from vulnerable areas will stress the limited capabilities of roadways available for this purpose, potentially requiring substantial additional time to complete an evacuation. Consequently, an evacuation must be initiated as soon as feasible upon recognition of the threat and must continue to function efficiently until completion.  Evacuations will require a substantial level of personnel and equipment resources for traffic control, which could stress and/or exceed the capabilities of the City.

Specific procedures may be developed regarding the pre-deployment of mutual aid personnel and equipment resources to as required.
 Coordination between the OA and the City in the implementation of an evacuation will occur through exchanges of information regarding decision-making, protective actions, and resource coordination and deployment.
 The capacity of available public evacuation shelter facilities in and adjacent to the impacted areas may be limited, potentially requiring the full use of all shelters within the evacuation region (see Annex C of the City of The City Comprehensive Emergency Management Plan). A high level of coordination will be necessary to effectively communicate protective action and shelter information to evacuees.  For certain hazards, large vulnerable populations and limited evacuation road networks may necessitate termination of evacuations prior to full completion and evacuees still at risk would need to be directed to refuges-of-last-resort as quickly as possible.
 An evacuation will require expedited coordination of all City departments to maintain an efficient and safe movement of evacuation traffic out of the impacted areas and to adequate shelter locations.

5.0 OPERATIONS
The staff of the City’s EOC will monitor hazardous situations as they develop. Regular conference calls will be held between the OA EOC, other potentially affected city EOCs (risk and host) and appropriate state and federal agencies as to the degree of threat to The City and the potential for escalation. In addition, the City EOC will coordinate with local agencies as to whether the hazard will require coordination and implementation of CEMP Part III
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protective actions including evacuations across multiple jurisdictions. If so, the City EOC and potentially affected jurisdictions’ EOCs will begin implementation of the evacuation process.

The City EOC will coordinate and reach consensus on the area(s) most likely to be impacted. The City EOC will then notify all agencies potentially involved in the response, and request that the Director declare a Local Emergency. Working together, the City and other affected agencies and organizations will then initiate the evacuation in accordance with the provisions of this procedure, including the pre-deployment of personnel and equipment resources, if applicable.

The City EOC will monitor the progress of the evacuation and exchange information on an established time schedule to promote effective coordination by all involved. Through this procedure, the City and OA EOCs will coordinate the efficient deployment of resources when needed, efficient use of available evacuee shelter capacity, and effectively address modifications to evacuation routes, if necessary.

In order to effectively implement an evacuation, this procedure requires pre-hazard planning by all parties, pre- event coordination, consistent implementation strategies, and post impact assessments. A general description of these activities is provided in the following Exhibit One.

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EXHIBIT ONE
Operational Phases
Preparedness Phase Stand-By Phase Decision Phase Evacuation PhaseRe-entry Phase Procedure update
Pre-hazard public
information program
Training and
exercising
Monitor progress
of hazard
Conference calls
Assess
vulnerability and
decision times
Resource prepositioning
Evacuation
decision
Pre-event public
information
Enhanced
coordination
Monitoring of
evacuation
Assess need to
terminate
Develop reentry
plan
Post-event public
information
Immediately preceding an event that may necessitate an evacuation, and under a Local Emergency declared by the Director, the City may implement response efforts through the pre-positioning of resources. The City will coordinate with the OA EOC regarding the dissemination of appropriate public information.

During implementation, local response agencies will monitor the progress of the evacuation and exchange information on the level of traffic on routes and the use of public shelter space. Ongoing public information will be provided through the broadcast media to inform the evacuees of any change in evacuation routes, the availability of hotel and public shelter space in host jurisdictions, and similar information.

After the threat has passed, the City EOC will coordinate with other affected areas to develop a re-entry traffic management plan. Post-event activities will also include a review and critique of the evacuation and associated procedures to determine the need for any modifications. The post-event critique should consider the need for more training or exercises to improve the capabilities of response personnel to implement this procedure.

6.0 PRE-POSITIONING OF RESOURCES
Implementation of an evacuation will require substantial personnel, equipment and supplies at various locations along the evacuation routes and at facilities designated as shelters. Further, mutual aid resources necessary for initiating and sustaining the evacuation process may need to be pre-positioned prior to or concurrently with the Director’s emergency declaration. Therefore, the incident action plan must include procedures regarding the pre-deployment of resources, the agencies involved, and the coordination process that will occur.

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Pre-positioning City law enforcement personnel in support of local traffic management plans should occur consistent with the resources available and the magnitude of the event. Upon implementation of this procedure, the City EOC will instruct the responsible agencies to pre-position resources as specified in the Incident Action Plan or as agreed to during local coordination conference calls.

Exhibit Two lists the types of pre-positioned resources that agencies should consider in the development of evacuation procedures.

EXHIBIT TWO
Pre-Positioned Resources • Electronic programmable message boards • Portable AM / FM radio transmitters • Tow trucks • Gasoline tankers at stations along regional routes • Ambulances and medical personnel • Shelter management personnel • Buses for transport of evacuees without other means To effectively manage an evacuation, it is essential that every involved agency and organization have timely and accurate information regarding the current characteristics of the evacuation, support operations, resource availability, and the hazard itself. To that end, a process for routine communications and coordination should be initiated by the City.

EOC and all other involved EOCs upon determining that an evacuation must be implemented.

Immediately upon the decision to implement an evacuation, all affected agencies and organizations will use the Incident Action Plan provided by the City EOC, as a guide to communicate information to the City EOC at regular intervals. Examples of such information regarding evacuations could include:
 The characteristics of the hazard and associated events  The designated evacuation area, initiation times and resource mobilization status  The progress of resource pre-deployment
 The status of evacuation routes
 The status of available public shelter and hotel/motel space by location  Assessment of the need to terminate the evacuation prior to full completion  Estimated time of evacuation completion
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During an evacuation, for a wide variety of unanticipated reasons, it may become necessary to adjust or modify procedures stipulated in the Incident Action Plan. The most readily apparent reasons for such modifications could include, but are not necessarily be limited to, the following:
 Changes in the direction or intensity of the hazard;
 Blockage or excessive vehicle congestion on an evacuation route;  Filling of available capacity at public shelters and hotels/motels in host areas; and  Anticipated failure to complete the evacuation prior to hazardous conditions impacting evacuees.

If alternative routes, actions or resource deployment can be pre-planned to address these possibilities, appropriate procedures will be included in the Incident Action Plan. For other situations that cannot be anticipated during the planning of an evacuation, the City EOC will work with all relevant agencies at the time to make adjustments in the evacuation.

In the event of a physical blockage of an evacuation route, the EOC will coordinate with the OA, as necessary, to remove the blockage. If removal is not feasible, the City EOC will coordinate with all affected EOCs to plan and implement alternative routing.

An evacuation will generate impacts outside areas immediately at risk and may necessitate the use of local resources in non-threatened areas to support the response.

The City EOC will determine whether activation of response operations in designated host areas outside the immediate area of impact is necessary. If so, the City EOC, in conjunction with the Director’s Declaration, will direct the assistance of any or all local agencies, and request as needed adjacent agencies, to support the evacuation as follows:
 The City EOC may request that the OA direct host areas to implement protective actions in support of evacuations in risk areas. All EOCs within designated host areas may be requested to activate and prepare to initiate host response plans.  All jurisdictions within designated host areas may be included in any Governor’s Declaration of a State of Emergency and all requests by the Governor for emergency disasters and major disaster declarations.
 The OA may be requested to coordinate traffic management issues with local law enforcement from within host and risk areas and with the highway patrol and CALTRANS, when necessary.

In support of host response operations, the City EOC may request, at a minimum, that the OA make the following information available to host areas, including those in other counties, on a continuous basis or when warranted by the situation:

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 CALTRANS real-time traffic counter data for roads within the host area or on all roads leading into the area;
 Traffic Reports from CALTRANS, local news organizations and the highway patrol;  Any significant changes to the situation in adjoining counties that may have an impact on host sheltering operations; and
 The content of any public information released by other agencies.

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FINANCIAL MANAGEMENT SUPPORT ANNEX
The City’s Finance Department is responsible for financial management during disaster operations. The The City Fire Department (HFD) and the City Clerk share supporting responsibilities for fiscal management. The City’s Public Assistance (PA) Standard Operating Procedure (SOP) describes:
 Responsibilities for financial management
 Responsibilities for training in the documentation and reimbursement process  Mutual aid financial management roles and responsibilities  Processing and maintenance of records of expenditures  The relationship of federal/state/county/municipal government in financial management

1.0 FINANCIAL AUTHORITIES
Authority to expend funds in emergency management operations is contained in California Statute, county, and city ordinances. In general, emergency operations are funded by the budget allocations of each agency involved. A presidential disaster or emergency declaration will permit funding under the Robert T. Stafford Disaster Relief and Emergency Assistance Act. P.L. 100-707 in addition to the financial resources initiated at the state and local levels. Federal disaster assistance is generally provided at the 75% level with state and local governments sharing the remaining 25%. There is precedent for the federal government to assume a larger share than 75% under unusual circumstances.

2.0 FEDERAL FUNDING SOURCES
Many funding sources provide financial assistance to support preparedness, response, recovery, and mitigation activities. The SAM.gov website is the official U.S. Government system for searching out assistance. Local government’s role in obtaining funding from these sources involves maintaining awareness of the availability of funds, communicating to eligible applicants the availability and processes related to obtaining funds, assisting eligible applicants with applying for funds, assisting fund awardees with project management and financial management where appropriate, and taking action to leverage funds where appropriate to strengthen and sustain the local community. In most cases, local government must partner with state government to obtain funding. In this regard, local government must maintain awareness of and adhere to the processes and procedures set forth by state government to access funds. Local government commonly becomes a contractual sub-grantee to the state.

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PRIVATE SECTOR COORDINATION SUPPORT ANNEX
A private-public partnership (P3) is any type of mutually beneficial cooperative arrangement, informal or formal, between two or more organizations of private industry and the public sector to enhance the life safety, economic security, and resilience of jurisdictions. At the core, a P3 connects people, builds relationships, and breaks down barriers so that representatives from private, nongovernmental, and public organizations know each other prior to an incident affecting their jurisdiction.

The Federal Emergency Management Agency (FEMA) provides guidance on developing the P3 concept within a community. This guidance, entitled “Building Public-Private Partnerships” (July 2021), is based on national lessons-learned offers and offers a stepwise approach to developing this concept is support of disaster related resource needs.

The City Manager’s Office maintains professional positions related to Economic Development and Community Services which develop and maintain relationships within the community on a day-to-day basis.

As part of the ongoing development of the City’s EOC team, the staff members of these divisions have been identified as best suited for the Disaster Service Worker (DSW) role of Private Sector Coordinator(s) within that team.

In an effort to fulfill the responsibilities of this role, the well-networked professionals from these divisions began planning towards the P3 concept in 2023. FEMA’s P3 doctrine describes a process of planning, engaging, integrating, assessing, and refining the pubicprivate partnerships within the community. This approach is familiar and normative for the City Manager’s Office, which offers a jump-start position for the City’s EOC team support to field responders.

Lessons learned, coupled with the relationships that were built provide a strong baseline for the further development of the P3 capabilityity of the City. It also informed the City about the utility of what their experience describes as a P4 framework which enhances relationships among and between those other public sector entities that are within their jurisdiction. Relationships and existing legal agreements with these entities are already in place, including the The City Area Recreation and Parks District (H.A.R.D.), Chabot College, and CalState East Bay, among others. Enhancing these relationships and agreement to include disaster response and recovery concepts is “low hanging fruit” and can be leveraged early on in the City’s P3 development efforts.

The City’s Private Sector Coordinators have identified the need to develop general legal agreements templates designed to facilitate discussions with other agencies and the CEMP Part III
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structuring of pre-positioned emergency contract guidance as developed through the City Attorney’s Office and Finance.

These P3 professionals have talking points about disasters that focus on leveraging locally available resources (equipment, materials, supplies, and personnel) for response and recovery efforts. The importance of this cannot be overemphasized as the combined resources of the community are closer – in both time and space – than outside resources.

This advantage is the goal of the P3 process. Private Sector Coordinators from the City Manager’s Office Divisions of Economic Development and Community services agree that going forward, it should be normative to discuss disaster response and recovery coordination during regular business conversations among the P4 representatives within the area.

Operational agencies with the City have begun to identify those resources, by kind and type, that would be most useful during those incidents that are most likely to impact the City.

P3 relationships – or P4 relationships – provide multiple benefits to all parties. The local Public Safety efforts which are the responsibility of the City are significantly enhanced by local resource support; private sector (and external public sector) agencies in several ways to include the following:
 Use of equipment, materials and supplies vs. in situ loss and damage with reduced claims and accountancy related issues.
 Use of employees in roles where they are either subject matter experts or well suited toward adaptation to new roles, providing continuing employment.  Increased economic sustainability, recovery, and resiliency.

Mutual benefit is derived as the cost-accounting for the whole-community response and recovery efforts is consolidated which provides a clearer picture of economic impacts and helps with establishing whether those impacts reach or exceed the thresholds established for disaster assistance through state and federal government.

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VOLUNTEER AND DONATIONS MANAGEMENT SUPPORT ANNEX
This annex contains sections of the 2008 Alameda County Operational Area Volunteer Plan. Information contained herein is intended to be useful in understanding the regional perspective on the use of volunteer resources and to suggest a framework for volunteer solicitation and use. The City will continue to develop and refine their concepts of operations as it relates to the use of volunteers during disasters and will reflect those ideas in future updates of this plan.

Donations are not discussed in this annex at the time of the writing of this plan.

1.0 ALAMEDA COUNTY OPERATIONAL AREA
The primary agency responsible for countywide mobilization and deployment of volunteers and service programs is the Alameda County OA. Its responsibilities include the following:
 Prepare and maintain this plan and all associated procedures.  Coordinate activation, implementation, and demobilization of this Volunteer Coordination Plan
 Facilitate and support activation of the call center for countywide volunteer intake and referral.
 Oversee registration of volunteers working for county government as Disaster Service Workers.
 Provide volunteer intake and referral services for unincorporated communities.  Arrange for volunteer intake and referral services for cities unable to activate.  Communicate and coordinate with cities in Alameda County for purposes of joint decision-making, sharing of resources and mutual aid.
 Coordinate with other agencies and organizations for maximum utilization of limited resources.
 Coordinate spontaneous volunteers and service programs to assist the efforts of both governmental agencies and non-governmental organizations throughout the affected communities.

2.0 EDEN INFORMATION AND REFERRAL
In the event of a disaster that affects a significant part of the county or greater area, it may be necessary to initiate a countywide disaster volunteer call center. The OA has identified Eden Information and Referral as the organization to provide a call center. The responsibilities of Eden Information and Referral include:

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 Prepare and maintain call center policies and procedures for disaster volunteer coordination.
 Maintain a state of readiness to activate, including designated staff who are prepared and trained, and supplies necessary for operations.  At request of OA, activate, manage, and demobilize countywide call center for disaster volunteer coordination.
 Proactively identify volunteer opportunities in government agencies and NGOs following a disaster.
 Interview prospective volunteers from the community and refer to either an NGO or local government agency.
 Coordinate with ALCO OA and cities in Alameda County for effective management of volunteer resources.

3.0 ACTIVATION OF VOLUNTEER COORDINATION PLAN
This Volunteer Coordination Plan will be activated by decision of the Logistics Section Chief, who will inform the Personnel/Volunteers Unit Leader. When the order to activate the plan is given, the Volunteer Coordinator in the EOC’s Personnel/Volunteer Unit will notify as needed those people and organizations tasked with specific implementation roles. These include one or more Emergency Volunteer Center Managers and Eden Information and Referral.

The chief method for referring volunteers is the Emergency Volunteer Center (EVC). The EVC is used to receive, interview, refer and register volunteers. It can be set up as a walk-in center (sometimes referred to as a volunteer reception center), a call center, an online process, or a combination of two or more of these possible models. Each of these models lends itself to one or more of the possible activation levels, as follows:
 For local activation, a walk-in EVC is the preferred model; online intake could also be employed.
 For multi-city activation, walk-in EVCs are preferred, possibly enhanced by online intake; a multi-city call center could also be considered as an alternative.  For countywide activation, a call center is the most efficient model, possibly enhanced by online intake.

This plan provides for three different activation strategies for coordinating spontaneous volunteers. The OA’s roles vary depending on the activation strategy.

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3.1 Local (Independent Municipal) Activation
Local activation is defined as a city independently establishing an EVC for the mobilization and deployment of volunteers within its boundaries. Theoretically, each city within a county could activate a local EVC.

OA roles for this level include:
 Establish EVCs as needed in unincorporated areas of the county.  If requested, provide support to any city, including securing mutual aid resources from other jurisdictions.
 If requested, arrange for EVC for any city unable to establish one on its own.  Provide communication and coordination link among cities.

3.2 Multi-City Activation
Multi-city activation is defined as the operation of an EVC serving multiple cities. At this level, neighboring cities combine and leverage resources to serve a sub-region of the county. Methods of multi-city activation include:
 Cities join forces and operate a joint EVC.
 Cities co-locate in a multi-city EVC Cities create a “virtual” multi-city EVC by communicating with each other regarding local needs for volunteers and the availability of volunteers.
 A multi-city EVC may also include neighboring unincorporated communities.

Proposed multi-city areas and cities to be included in each:
 Tri-Cities Fremont, Newark, Union City
 Tri-Valley Pleasanton, Livermore, Dublin
 North Oakland, Alameda, Albany, Berkeley, Emeryville, Piedmont  Central, Hayward, San Leandro
OA roles for this level include:
 Establish EVCs as needed in unincorporated areas of the county and cooperate with cities in establishing multi-city EVCs.
 If requested, provide support to regions, including securing mutual aid resources from other jurisdictions.
 Provide communication and coordination link among regions.

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3.3 Countywide Activation
Countywide activation is defined as the activation of a single countywide EVC under the aegis of the OA to serve all agencies in Alameda County needing volunteers.

OA roles at this level include:
 Establish countywide EVC (call center) by request to Eden Information and Referral.
 Establish one or more Disaster Registration Stations to register volunteers who will be working under the auspices of county government as Disaster Service Workers (DSWs).
 Provide communication and coordination link among cities.  Assist with transition of local and multi-city EVCs to countywide operations.

3.4 Sequence of Activation Strategies
Because disasters vary in terms of their size, scope, duration, intensity and consequences, the choice of activation levels and sequencing of activation levels should be tailored to the incident as well as to the resources available. For example, for a large fire or flood, a countywide EVC (call center) could be established to coordinate volunteer matching from Day One of the incident. For a large-scale or catastrophic event, each affected city might activate an EVC and operate it as long as needed. Then, as needs and resources change, local EVCs could either be folded into multi-city EVCs or a countywide EVC.

To summarize:
 For some disasters, all three strategies could be activated over a period of time, starting with local EVCs, then multi-city EVCs and finally a countywide EVC.  For other disasters, local EVCs might be established and then transition into a countywide EVC. For still other disasters, a countywide EVC might be the first and only strategy implemented.

4.0 DESIGNATING EMERGENCY VOLUNTEER CENTER LOCATIONS

4.1 Local EVCs
These local EVCs should be established at a location not directly at or near the site of an incident or the OA’s EOC. The ideal EVC location is 1/2 mile or more away from these places, yet close enough for a runner to deliver communications, supplies, etc. The designated location should have adequate space and accommodations for intake and CEMP Part III
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registration of volunteers. When searching for one or more possible facilities, take the following characteristics into consideration:
 Large room or space for centralized EVC operations Adequate space for intake and registration
 Space that allows for relatively easy traffic flow
 Separate space (room) for volunteer orientation and training  Separate space (room) for staff break area
 Accessibility for people with disabilities
 Adequate parking
 Ease of identifying facility as the EVC
 Facility that can be secured
 Adequate and accessible restrooms
 Capacity for phone/network lines
Potential sites for EVCs in Alameda County’s unincorporated communities are the following:
 Castro Valley Library, 20055 Redwood Road
 San Lorenzo Library, 395 Paseo Grande

4.2 Countywide Call Center EVC
Most of the criteria above also apply to a call center site. The main difference is that less space is needed because volunteers will be contacted by phone, not in person.

Eden Information and Referral has designated the following sites for operation of the call center:
 Eden Information and Referral, 570 B Street, Hayward
 Conference Room, Hayward City Hall, 777 B Street, Hayward (alternate site)

4.3 Volunteer Registration Stations
In the event a countywide call center is activated, the OA will need to establish one or more sites for Volunteer Registration Stations, where volunteers who will work under the auspices of county government can be processed and registered as Disaster Service Worker volunteers. The criteria for designating sites for local EVCs above apply also to Volunteer Registration Station sites.

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5.0 STAFFING

5.1 Local EVCs
The Personnel/Volunteers Unit in the Logistics Section is responsible for initial staffing of local EVCs in unincorporated communities. Most Alameda County Human Resource Services staff have been pre-trained to set up and operate a local EVC. Check with Cal OES Manager for EVC training opportunities. Assigned staff should follow all guidelines and procedures required of civil service workers for the county, including reporting for duty as soon as they have determined the safety of their respective families and homes.

Additional staff can be assigned to work with pre-trained staff (for staffing resources, see Augmentation of Staff in the Administration Section below). In general, when selecting staff to work at the EVC, consider candidates who:
 Have good customer service skills Interact regularly with the public  Work well under stress and in fast-paced, changing environments  Can make quick decisions and exercise good judgment
New staff will require orientation, training for their specific tasks, and supervision. Where feasible, have new staff work side-by-side with experienced staff until they have gained proficiency and confidence in carrying out their assignment. Policies should be established at the outset regarding hours of work, required breaks, shift schedules and other personnel-type issues for all workers in an EVC, both employees and volunteers.

These policies should be determined by the EVC Manager, in consultation with the EOC’s Volunteer Coordinator. Establish some form of identification from the outset for EVC staff – vests, shirts, hats, identification badges, etc. – that will indicate to the public their role at the EVC. Supplemental staffing may also be needed by Eden Information and Referral to implement the countywide call center. To the extent possible, employees available to support the call center should be pre-assigned and pre-trained, following the guidelines above.

5.2 Volunteer Registration Stations
The same considerations for staffing Emergency Volunteer Centers apply to staffing for Volunteer Registration Stations, with one additional but extremely important addition: At least one person staffing a Volunteer Registration Station must be authorized to swear in Disaster Service Workers volunteers. The person authorized by law is the County Clerk, who may deputize other county employees to fill this role.

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6.0 CONCEPT OF COMMUNICATIONS
This section describes the organization-to-response communication protocols and coordination procedures used during emergencies and disasters. Communication is critical to the successful activation of EVCs and the effective coordination of responsibilities for managing spontaneous volunteers among multiple agencies.

6.1 Relationship between EOC and EVC
A close working relationship between the EVC and its respective EOC (as listed below) is essential to the EVC’s success at each level of activation:
 City EOC
 Local EVC
 OA EOC
 Unincorporated Area EVC
 Lead City EOC
 Area EVC
 OA EOC

6.2 Call Center (Eden Information & Referral)
The EOC makes decisions on EVC activation and demobilization and provides significant support in the form of supplies, equipment, staffing and technical assistance to EVCs during operations.

6.3 Other EVC Relationships
The EVC also interacts with other agencies and organizations for a variety of purposes.

Principal among these are government agencies, community based organizations and foundation based organizations, which are the source of disaster volunteer opportunities.

The EVC maintains close communication with local community based organizations, and other organizations as needed.

7.0 COMMUNICATION METHODS
Today’s technology offers a wide array of tools for communicating among organizations during response operations. Tools available to EVCs may vary from jurisdiction to jurisdiction. At a minimum, EVCs should plan for use of telephones and or cell phones for voice communication; fax machines (ideally one for incoming messages and one for outgoing); email; and ham radio and runners as system backups. Even if phone service is disrupted, fax lines and email may still be working.

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Transmission of forms, charts, data and lengthy or complex text messages is best accomplished via fax or email.

7.1 Communication Protocols
A Communication Protocols tool (see EVC Form 8) has been developed to aid EVCs at all levels. The tool is a chart designed to help EVCs quickly identify who talks to whom, for what purpose, and when—in response to a variety of situations that can occur during EVC activation and operations.

7.2 Communications Coordinator Position
Communications Coordinator is a new position added to the EVC staff lineup as of February 2009. The Communications Coordinator, reports to the EVC Manager, serves as the hub, for incoming and outgoing messages and establishes functional EVC communications equipment. While EVC staff are not required to channel communications through the Communications Coordinator, doing so enables consistent tracking of incoming and outgoing messages, greater ease in sharing of key information, and a full record of operational activity. A Contact List for Disaster Volunteer Coordination with contact information for people, agencies and organizations will enhance the ability to communicate and should be prepared in advance.

8.0 MUTUAL AID
The OA may request mutual aid from other jurisdictions for staffing and other resources to assist with volunteer coordination operations. Requests on behalf of an EVC should be channeled through the EOC in accordance with this jurisdiction’s mutual aid policies and procedures.

9.0 RISK MANAGEMENT
When an EVC refers a volunteer to an outside organization, it limits its exposure to certain risks because the receiving organization assumes responsibility for the volunteer. The EVC staff uses the Volunteer Intake Form to gather enough information to make an appropriate referral. The EVC does not verify the identity or licenses of, conduct background checks on, or perform other screening of a volunteer it refers to another organization; those tasks are the responsibility of the receiving organization.

Alameda County assumes responsibility for any volunteer working under the auspices of the jurisdiction. Therefore, the role of the Volunteer Registration Station is critical for managing certain inherent risk. Potential volunteers should first be screened for suitability. Professional license verification and Department of Justice background checks may be necessary for some functions. As additional protection for the jurisdiction CEMP Part III
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and the volunteers, it is strongly recommended that all volunteers involved in disasterrelated activities under the direction of this jurisdiction be registered as Disaster Service Worker (DSW) volunteers. Under the guidelines of the DSW Volunteer Program, volunteers who are registered as DSW volunteers must be provided with adequate training and supervision. (See Disaster Service Workers Volunteer Program section below for more details).

Safety is an important component of risk management. Safety of all workers, volunteers, and others onsite is the responsibility of the EOC’s Safety Officer. The Safety Officer must examine facilities to be used for EVCs and Volunteer Registration Stations for unsafe or unsanitary conditions and should address any that exist before such facilities are open to the public. Security in the EVC is the responsibility of the EOC’s Safety Officer. The level of security may vary depending on the type of disaster and other factors. At a minimum, all entering the EVC should be asked to sign in and out. A safe place for EVC staff to store personal belongings should be made available. Security of equipment, supplies and other resources should also be addressed.

Due consideration must be given to the reduction and/or management of stress in the disaster work environment. Stress is an unavoidable component of disaster work. A plan that addresses staff work schedules, breaks, and accessibility to mental health services and Critical Incident Stress Debriefing should be implemented.

10.0 DISASTER SERVICE WORKERS VOLUNTEER PROGRAM (DSWVP) The Disaster Service Worker Volunteer Program (DSWVP) is a state funded program that provides workers’ compensation benefits and medical compensation to registered Disaster Service Worker (DSW) volunteers who are injured while performing disaster related activities or participating in pre-approved training/exercises. It also provides limited immunity from liability to political subdivisions or political entities as well as the DSW volunteer if a civil suit results from an act of good faith while the DSW was providing disaster-related services. Eligibility for the DSWVP is based on a volunteer’s registration with an accredited Disaster Council in accordance with state law. his or her deployment to participate in disaster-related activities, including pre-approved training. The only exception to the pre-registration requirement is an “impressed volunteer” who is directed/ordered to perform disaster-related duties by an authorized government employee. In addition to the pre-registration requirement, the DSW must be deployed/assigned disaster-related activities by the registering authority. Under no circumstances is a self-deployed volunteer eligible for DSWVP benefits.

The State’s laws and regulations governing the DSWVP specify the need to provide DSWs with adequate training and supervision. The registering authority is responsible for ensuring the disaster training is commensurate with the duties of the DSW. The CEMP Part III
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registering authority may require the DSW volunteer to participate in training as a condition of remaining an active DSW volunteer. For more information on these and other rules and policies governing the DSWVP, see the Governor’s Office of Emergency Services’ publication entitled “Disaster Service Worker Volunteer Program (DSWVP) Guidance” (available at www.oes.ca.gov under Plans and Publications).

11.0 PUBLIC INFORMATION
Dissemination of information to the public near the onset of a disaster about volunteer opportunities and procedures is critical to successful management of volunteers. In the absence of such messages, people may converge at inappropriate sites and/or engage in activities that place themselves and others at risk. Public information messages may not entirely prevent such behavior. However, they can provide an extremely useful service to those who wish to be helpful.

Once the EVC infrastructure is in place, a release should be distributed to the media in coordination with the Public Information Officer for the incident (see EVC Form 9 for Press Release template). It is recommended that the EVC organizational infrastructure be in place before sending out the first release.

12.0 DEMOBILIZATION
As the level of volunteer activity decreases, those in charge of a local or countywide EVC should prepare to demobilize. An effort should be made to address all outstanding issues and to transfer any unresolved issues to the appropriate staff or department within the county. Lessons learned regarding volunteer coordination should be captured through debriefing of EVC lead staff and preparation of an After-Action Report. The lessons learned should be reviewed and evaluated for inclusion in the Corrective Action process.

A plan for recognizing volunteers (at a minimum, those who rendered services to city government but ideally, all who came forward to help the community) should be developed in advance and executed as part of the demobilization process.

13.0 STANDARDIZATION
The procedures, materials and forms developed for this plan are based on tested plans and best practices from a variety of sources. Use of standardized methods and tools facilitates mutual aid. Ideally, all cities within the ALCO OA, as well as the OA itself, will use the same forms and procedures in establishing and operating EVCs.

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14.0 FINANCE
Those responsible for staffing an EVC must track all expenses. This is necessary in order to document costs and account for funds expended in order to maximize any reimbursement that may become available.

If requested by OA to activate the countywide EVC call center, Eden Information and Referral will track all expenses and provide the appropriate information to the jurisdiction during demobilization. Any reimbursement will depend on the nature of the agreement between the OA and Eden Information and Referral and on the availability of resources.

15.0 TECHNOLOGY
The predominant use of technology within an EVC will be for computerized input and storage of information about spontaneous volunteers and volunteer opportunities. There are several reasons for creating a volunteer database:
 A computerized system enables summaries to be created, for example, a daily count of volunteers interviewed and referred. These can be useful for final reports and also for keeping the media informed.
 A computerized system enables EVC staff to search the database for volunteers with particular skills or days/times of availability. For example, three days into the disaster, one could search for people who listed construction skills in order to identify potential candidates for damage assessment teams.  A relational database allows automated matching of volunteers with appropriate volunteer opportunities.

The relational database developed by Eden Information and Referral will be used for the countywide call center. Its adoption by cities for use in local EVCs would facilitate information-sharing, consistency of data and overall coordination. A separate database file should be established for each disaster at the time of EVC activation.

Confidentiality and privacy of information are important concerns when developing and using a database.

Highly efficient manual systems should also be developed that serve the same purpose as computerized systems to allow for events where electricity is not readily available.

16.0 AUGMENTATION OF STAFF
In large-scale disasters, or disasters that attract a large number of volunteers, it may be necessary to increase the number of staff of an EVC. The following are possible resources:

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 Other employees of the county. By state law all county employees are designated Disaster Service Workers and therefore available to be assigned to any aspect of the county’s disaster operations. Those with volunteer management responsibilities, regardless of department, would bring valuable skills and experience.
 Employees of other jurisdictions. Request mutual aid assistance from other jurisdictions after fully utilizing your own resources.  Spontaneous volunteers who have contacted the EVC. Most people who have some basic skills can be taught to interview other volunteers or to take on other EVC tasks fairly quickly. EVC staff should keep an eye out for volunteer managers, people with interviewing skills, those who work in the personnel/human resources field, social workers, teachers, trainers, etc.
 Unaffiliated service program groups. Some of their members may be available for 1-3 weeks or longer. Establishing a relationship with one or more service program groups in advance of the disaster would expedite the process.  New staff should be appropriately screened and will require orientation, training for their specific tasks, and supervision. Where feasible, have new staff work side-byside with experienced staff until they have gained proficiency and confidence in carrying out their assignment.

Policies should be established at the outset regarding hours of work, required breaks, shift schedules and other personnel-type issues for all workers in the EVC, both employees and volunteers. Establish some form of identification from the outset for EVC staff – vests, shirts, hats, identification badges, etc. – that will indicate to the public their role at the EVC.

Comprehensive Emergency
Management Plan – 2025

Part IV – Hazard, Threat, or
Incident Specific Annexes
CEMP Part IV
Table of Contents December 2025
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TABLE OF CONTENTS
EARTHQUAKE INCIDENT ANNEX.................................................................................... PART IV - 1 HAZARDOUS MATERIALS INCIDENT ANNEX ................................................................... PART IV - 4 EVACUATION ANNEX .................................................................................................. PART IV - 18 CYBERSECURITY ANNEX .............................................................................................. PART IV - 32 CEMP Part IV
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EARTHQUAKE INCIDENT ANNEX
The HayWired Scenario is a hypothetical yet scientifically realistic and quantitative depiction of a moment magnitude (Mw) 7.0 earthquake (mainshock) occurring on April 18, 2018, at 4:18 p.m. on the Hayward Fault in the East San Francisco Bay Area, California. The hypothetical earthquake has its epicenter in Oakland, CA and strong ground shaking from the scenario causes a wide range of severe impacts throughout the greater Bay Region. In the scenario, the Hayward Fault is ruptured along its length for 83 kilometers (about 52 miles).

The U.S. Geological Survey (USGS) and its partners developed the HayWired scenario as a tool to enable further actions that can change the outcome when the next major earthquake strikes.

Objectives of the HayWired Scenario were to (1) improve the communication and use of earthquake-hazard science in decision-making, (2) advance basic knowledge of earthquake risks and to inform actions to reduce earthquake risks, and (3) help build community capacity to respond to and recover from earthquakes.

The Scientific Investigations Report 2017–5013 (the Report) and accompanying data releases are the products of an effort led by the USGS, but this body of work was created through the combined efforts of a large team including partners who have come together to form the HayWired Coalition.

The City, as a member of the HayWired Coalition, has placed emphasis on building community capacity to respond to and recover from earthquakes through preparedness activities to include planning, training, and exercises.

Pertinent to the City’s earthquake capability building are the findings from the HayWired Report. These findings are summarized below, organized by those focus areas of most concern to the City’s Public Safety responsibilities.

1.0 AREAS OF CONCERN

1.1 Earthquake Urban Search and Rescue
Throughout the area of impact, it seems realistic that an earthquake like the HayWired scenario mainshock could trap about 2,500 people in 5,000 collapsed buildings. (There are more collapses than occupants, because not every building collapse traps people.) It is reasonable to assume that an earthquake like the HayWired mainshock will cause electric power to go out across the region as utility operators act to protect generators and transmission stability, causing many buildings to lose power before shaking reaches CEMP Part IV
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them. Elevator earthquake-safety devices (seismic switches or so-called ring-and-string devices) will therefore not be triggered; it seems possible that more than 22,000 people could be trapped in approximately 4,600 stalled elevators, requiring urban search and rescue personnel—generally firefighters—to free them. The job of extricating more than 22,000 people from 4,600 stalled elevators, along with about 2,400 people from 5,000 collapsed buildings, would fall to the approximately 19,000 firefighters who work in the San Francisco Bay region, at the same time as those firefighters are fighting fires.

1.2 Water Network Resilience
The water-network resilience model is used to estimate damage and restoration to counties served by two water networks in the San Francisco Bay region for the HayWired scenario earthquake sequence - those of the San Jose Water Company (SJWC) and of the East Bay Municipal Utility District (EBMUD). The more seriously damaged of the two networks would likely be EBMUD because of its proximity to the Hayward Fault. In the scenario, EBMUD’s 4,162 miles (6,698 km) of pipe suffer about 1,800 breaks and 3,900 leaks during the earthquake sequence, equivalent to 1.4 repairs per mile of pipe (about

0.85 repairs per kilometer of pipe). More than half of water-pipeline damage results directly from ground shaking (60 percent); the remaining damage occurs from liquefaction (29 percent), landslides (3 percent), and coseismic slip (4 percent) and afterslip on the fault (4 percent). In the HayWired scenario, the average EBMUD customer would be without water for 6 weeks, some for as many as 6 months. The Report provides recommendations to reduce vulnerability to this scenario.

1.3 Societal Implications
The HayWired Earthquake Scenario—Societal Consequences volume examines how the HayWired scenario earthquake sequence could affect recovery of communities, businesses, and regional economies. This includes effects of property damages and water-supply service disruptions, telecommunications, electric power, highway, and Bay Area Rapid Transit (BART) system disruptions.

1.4 Lifeline Infrastructure and Collocation Exposure
Fuel distribution would be impeded by damage to transportation systems, and power outages would make it difficult to pump gas out of the ground at most gas stations in the region (placing further demands on fuel for generated power). Transporting fuel via rail on land or via tankers or barges on water (with a waiver) are suggested as potential solutions to consider in anticipation of a major earthquake.

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1.5 Communities at Risk
The “Bay Area Earthquake Plan” estimates that approximately 330,000 individuals would immediately seek sheltering support after a major earthquake on the San Andreas or Hayward Faults (Cal OES, DHS, and FEMA, 2016), and the Bay Area UASI “Regional Catastrophic Earthquake Interim Housing Plan” estimates 400,000 displaced households, of which 160,000 households will still need shelter one year, after a Mw 7.9 earthquake on the San Andreas Fault (Bay Area UASI, 2011). Neither of these plans consider the possibility of widespread fires and extensive lifeline utility disruptions.

In the days and weeks after the Mw 7.0 mainshock of the HayWired scenario, many displaced residents may be able to return to their neighborhoods and homes as access controls are lifted, lifeline utility services are restored, and structures are deemed safe to reoccupy. The occupants of damaged housing units will most likely need alternative, or interim, housing while repairs and rebuilding take place, or until other permanent housing is available.

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HAZARDOUS MATERIALS INCIDENT ANNEX
This annex comprises general response guidelines for dealing with hazardous materials emergencies associated with other events.

1.0 PURPOSE
These Hazardous Materials Emergency Operations Guidelines were established by the Alameda County Mutual Aid Fire Departments to provide a system that is responsive to the needs of the local communities. In the event of a hazardous materials incident that poses any threat to personnel health and safety, the environment, private property or local communities; these guidelines shall be used to meet legislatively mandated response requirements from local, state and federal agencies for responding to and controlling hazardous materials incidents.

The scope of these emergency guidelines is to establish responsibilities for the mitigation of all hazardous material incidents that require a mutual aid response. The responsibilities are to cover the following actions:
 Containment and control of hazardous materials to protect life, the environment, and property from their uncontrolled effects and establish the following priorities:
 Provide technical and operational coordination to return the site of the incident to normal.
 Delineate legislatively mandated areas of responsibility and/or authority for scene management and control of hazardous materials incidents.  Establish a verification process for maintaining this plan with required skill levels for effective and safe operations at the scene of a hazardous materials incident.

2.0 PRINCIPLES OF OPERATION
These guidelines follow normal emergency reporting and dispatching systems used for all mutual aid emergencies within the Alameda County area.

The first arriving Fire Department Officer at the incident assumes the position of “Incident Commander” responsible for implementing the “Incident Command System” and determining the Incident Level during the initial size-up. T he Incident Commander will assign crew members to positions according to the level of the incident and the objectives required for control of the emergency until relieved by a higher ranking officer (normally a Chief Officer). This position meets both NFPA’s and OSHA’s requirements for “On Scene Incident Commander.”
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The first arriving personnel will use the structure for Level 1 incidents until a call for assistance (activation of the mutual aid plan) is made and the incident becomes a Level 2 incident. At that time, the expanded ICS structure will be used. The Company Officer (IC) initially filling all of the supervisory functions in a Level 1 incident. The primary function of the crew consists of Site Access Control activities.

Implementation of the Alameda County Hazardous Materials Mutual Aid Response Plan begins with the activation of the Emergency Response System via notification of Lawrence Livermore National Laboratory’s Emergency Dispatch Center of a hazardous materials emergency requiring assistance. The Emergency Dispatcher then responds with the appropriate fire department personnel and equipment as per the Alameda County Mutual Aid Response Schedule for hazardous materials incidents.

2.1 Organizational Structure
The Alameda County Fire Departments have adopted Firescope’s standardized Hazmat ICS structure for management of emergency operations. The Incident Command System shall be implemented at all hazardous materials incidents and must include the identification of the Incident Commander and a Safety Officer. The Incident Commander shall fulfill the role of, and act as the “On-Scene Coordinator” until separate positions are created under a unified command system.

2.2 Responder Positions and Duties
Hazmat ICS Packets and Identification Vests will be used for all Level 2 and 3 incidents.

The Hazmat ICS Packet contains checklists for all the ICS positions and ICS forms required to be filled out during the emergency. ICS Packets are carried in all command vehicles and the Fire Department’s Hazardous Materials Response Unit. In addition, the Hazardous Materials Response Unit carries a bag containing vests for each of the ICS positions. Each vest and ICS Position Packet will be given to the respective Team Leader for his or her position as they are created. Personnel assigned an ICS position are responsible for wearing their vest, performing the functions and completing the ICS forms required of their position as contained in the ICS packet.

3.0 STANDARD OPERATING PROCEDURES
This section outlines the operating procedures of the response personnel to ensure uniformity and standardization of the actions taken during a hazardous materials emergency. The Standard Operating Procedures are comprised of the following elements:
 Initial Response
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 Assistance
 Establishing Incident Levels
 Incident Action Plan
Proper emergency response and personnel safety require that a safe approach be made to the incident. This should be from an uphill and upwind direction. Apparatus should be positioned facing away from the incident when possible for rapid escape. The DOT guide setback distances will be used initially for known substances and modified only when determined safe to do so. If at any time there is an indication that a setback distance needs to be increased, then it should be done without hesitation.

Initial Upwind Setbacks for Unknowns:
 150 feet – for small incidents (1-gallon to 55 gallon drum, or 1-bag)  300 feet – for residential, light industrial, and trucks with trailers  600 feet – for heavy industrial facilities, railcars, and facilities where hazardous materials are used during manufacturing or processing operations, or the storage of large quantities of hazardous materials is known or suspected.

A small attack line shall be charged and positioned so as to provide emergency protection of personnel at all hazardous materials incidents for which protection cannot be otherwise provided.

The IC will transmit to the Emergency Dispatcher the safe route to be taken by all additional responding resources. IC will also relay product identification information to dispatch.

No responder shall take an offensive action unless they are at least Certified as a Hazardous Materials Technician or they have been trained to perform that specific offensive operation in the required level of personal protection and personnel are available to meet the staffing and safety requirements of the Hazardous Materials Area Plan.

3.1 Assistance
All support personnel and responders shall report to the IC unless otherwise directed. All hazardous materials incidents that involve a confined space problem, materials that may be immediately dangerous to life or health, or that have potential, or will require the donning of a Level A or B suit, shall be immediately upgraded to a Level 2 Incident.

Level 2 incidents require additional support personnel. Additional responding fire service personnel shall be directed to the staging area unless otherwise instructed. In addition to CEMP Part IV
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Fire Safety personnel responding to the scene of hazardous materials incidents, support personnel may be requested by the IC to respond. Requests for support personnel may vary depending on the material(s) involved and the nature of the incident.

Non-fire department support personnel responding to the scene of a hazardous materials incident need to be directed to the Command Post so that they can be assigned to a position within the ICS. The Command Post will be the vehicle displaying a green rotating beacon light. All key personnel in a Level 2 or greater incident shall be given an “identification” vest, which identifies the person’s roles/position in the organization during the incident. Each person shall also receive a checklist, which outlines key responsibilities and is used Ito document activities.

4.0 LEVEL 1 INCIDENT
An incident that can be handled by the first alarm fire companies or can be contained within a single jurisdiction without the need for mutual aid assistance.

For a Level 1 incident the officer assumes the responsibilities of IC, Operations Chief, Safety Officer, and Hazmat Group Supervisor.

The other crew members of the crew will be assigned functional duties.

For incidents that involve injuries, an ambulance will be dispatched.

The ranking medical provider will be the Medical Group Supervisor and the ambulance crew will be members of the Medical Group, per County EMS policies.

4.1 Level 1 Incident with Gas, Liquid, or Solid Spill and No Victims Upon arrival, the IC shall confirm the identification of the product through placards, labels, reporting party, etc. The IC will consult a minimum of three (3) references (unless they are intimately familiar with the spilled produce) that verifies that the product will not require Level B or higher personnel protection and therefore, will not require a call for assistance for a Level 2 response.

The IC will then assign crew members the proper level of protection and they will perform containment and control functions as assigned.

A Police Officer shall be requested and a Department of Health Services representative summoned for technical assistance and to declare the scene safe for reoccupation (required for public and private occupancies).

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The property owner will be responsible for proper disposal of the materials and supplies for the incident.

4.2 Level 1 Incident with Gas or Liquid Spill and “Ambulatory” Victims As soon as it is determined that there are injuries associated with a hazardous materials incident, an ambulance will be dispatched to the scene. The IC will serve as the Hazmat Group Supervisor. Initial medical management will follow the California State EMS Authority Hazardous Materials Medical Management Protocols manual.

The Hazmat Group Supervisor is responsible for the following:
 Establish Site Access Control
 Deny entry or exit
 Set up zones
 Confirm the product’s identification
 Lay a line and charge it for protection and emergency decontamination  Direct the victims to a safe refuge area
 Use wind and terrain
 Construct a privacy decontamination shower (if victims need to unclothe  Water supplied from an engine
 Prepare an emergency decontamination solution, soap and water (Solution E), in a bucket with sponges
 Establish an Emergency Decontamination Corridor
 Place a decontamination solution for access by victims  Place shower if applicable
 Assist in patient decontamination if appropriate
 Provide emergency coverage with a hose line if needed The person in charge of the paramedic ambulance will be assigned the position of Medical Group Supervisor.

The Medical Group Supervisor reports to the IC and is responsible for:
 Assembling emergency rescue equipment
 Stokes Litter
 Trauma Bag
 Resuscitator
 Paper Coveralls
 Instructing the victims to wash themselves
 Ivory Soap or equivalent
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 Determining medical significance of exposures
 Providing medical assistance as required
 Packaging patients for transport
 Establishing contact with Medical Facility and Poison Control Center  Relaying product identification information to hospital receiving facilities  Relaying the type and severity of the exposure(s) to the IC

4.3 Level 1 Incident with Gas or Liquid and “Non-Ambulatory” Victims Liquids present more of a potential secondary contamination problem than gases and the protection of the Decontamination and Medical Personnel should be a main concern.

When it is determined that there are non-ambulatory victims associated with a liquid hazardous materials incident, additional fire department companies will be required and should be dispatched immediately.

A rescue will have to be initiated by an Entry Team with proper personal protective equipment.

If the product is known, then the level of protection required can be determined with the aid of available resources and the rescue performed by log rolling the victims into a stokes litter and placing the letter entirely into the decontamination pool (if needed) supported on plastic 5-gallon buckets. Remember, life safety takes precedence over environmental concerns, and a salvage cover placed over a charged hose line (loop) will serve as an adequate catch basin if nothing else is available.

Emergency Decontamination will be established simultaneously with the rescue effort.

Only water and Decontamination Solution E (Ivory Soap or equivalent) are to be used, unless otherwise specified in the State’s EMS Hazmat protocols.

Victim’s clothing will be stripped and left in the Decontamination Pool and the victims wrapped in blankets. The victims will then be brought to a Treatment Area established by the Medical Group.

The Medical Group will conduct patient evaluation and stabilization as well as any additional packaging and decontamination needed prior to transport using the State Hazardous Materials Medical Management Protocols manual.

If the product is unknown, a sample needs to be sent off to a lab for positive identification.

Personnel protection of the emergency responders will have to be done on a worse case assumption until proper identification can be obtained.

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NOTE: It is very important to verify that the product does not pose an absorption threat and that rescuers are not being placed in a compromised situation.

4.4 Level 1 Incident with Solid Spilled Product & “Ambulatory” Victims The Hazmat groups have the same position responsibilities as with liquids and gases.

Decontamination will be as follows, unless immediate flushing is indicated:
 Rescuers shall wear proper eye and respiratory protection.  A dry contaminant should not be rinsed off with water until after an attempt has been made to wipe or brush as much off as possible. This includes removing clothing.
 Precautions need to be taken to ensure that the product is not inhaled by either the rescuers or the victims. This may be accomplished by using a respirator.  Prior to applying a respirator to a victim, the rescuer shall first wipe the mouth and nose areas of the victim in an outward manner.
 Patients with an injury that compromises or has the potential to compromise the airway shall not be provided with a respirator after the nose and mouth have been wiped clean of contaminants.
 After clothing has been removed and a majority of the product has been wiped off consider rinsing. First obtain a sample of the product and place it in water to see if there is a violent reaction.
 If the product reacts violently with water, then use of water should be avoided as long as the patient is not experiencing discomfort.
 If discomfort is present, flush with large amounts of water for at least ten minutes unless injuries are life threatening.
 It is prudent to delay transport for purposes of flushing a chemical exposure in cases of minor injuries.
 Provide containment of the runoff if possible.

4.5 Level 1 Incident with Solid Spilled Product and “Non-Ambulatory” Victims The Hazmat and Medical Groups have the same position responsibilities as with liquids and gases.

Decontamination will be the type provided for solid contaminants unless immediate flushing is indicated.

Rescuers shall wear proper eye and respiratory protection.

Victims will be rescued from the spill area by log-rolling them into a stokes litter and carrying or dragging them to a safe refuge area where EMS can be initiated. Rescuers CEMP Part IV
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will extricate victims as long as proper protection can be provided to the rescuers. As soon as possible, victims should be decontaminated and brought to a Treatment Area.

5.0 LEVEL 2 INCIDENT
An incident that requires more resources than those that responded to the first alarm, and these additional resources are readily available through the Alameda County Mutual Aid and are expected to be adequate to handle the emergency.

NOTE: A Level 2 incident will activate the Alameda County Mutual Aid Plan. Every alarm level greater that a first alarm receives an engine from the Alameda County Fire Departments with at least two Techs or Specialists, and one of the Valley’s Hazardous Materials Response Units.

The first arriving officer assumes the position of IC until relieved by a chief officer who has been Hazmat IC trained.

A separate position shall be identified for Hazardous Materials Safety Officer. The Hazmat Safety Officer must have training equal to or greater than those performing any work at the incident whether offensive or defensive. Other positions shall be filled as necessary.

Below is a list of the minimum staffing requirements needed to perform work at a hazardous materials incident that involves a confined space problem, materials that may be Immediately Dangerous to Life or Health, or that have that potential, or will require the donning of Level A or B suits:

LEVEL 2 INCIDENT MINIMUM STAFFING REQUIREMENTS
Number Title Training Level
1 Hazmat Group Supervisor Specialist
1 Hazmat Safety Officer Specialist
1 Entry Team Leader Technician
2 Entry Team Technician
2 Back-up Team Technician
1 Entry Team Recorder Operations
1 Decon Team Leader Technician
1 Decon Team Operations
1 Site Access Team Leader Operations
2 Technical Reference Technician
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6.0 LEVEL 3 INCIDENT
An incident that requires more resources than those that can be readily obtained. For Level 3 incidents, the first arriving officer assumes the position of IC until relieved by a chief officer who has been Hazmat IC trained.

Separate positions shall be created for the Hazmat Group Supervisor, Incident Safety Officer, and the Hazmat Safety Officer.

The Hazmat Safety Officer shall have equal or greater training than those performing any work whether offensive or defensive.

Other positions shall be filled as necessary.

NOTE: A Level 3 incident will normally require more resources than are readily available in the area.

7.0 INCIDENT ACTION PLAN
After initial ICS positions have been created and an initial assessment of the incident has been conducted by the key personnel, an Action Plan meeting will be conducted by the Incident Commander where an Incident Action Plan will be developed. Issues to be included in the development of the Incident Action Plan include the following:
 Safety Plan
 Hazard Identification
 Site Control
 Establishing Control Zones
 Selecting Levels of Protective Clothing
 Entry Team Operations
 Decontamination Team Operations
 Medical Plan Development
 Clean-up and Disposal Plan Development

7.1 Safety Plan
The Hazmat Safety Plan addresses the following issues and is developed by the Hazmat Safety Officer:
 Secondary means of egress from the Hot Zone
 Review of Safety Hand Signals
 Radio check of Entry and Backup Team radios
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 Identification of a Site Safety Officer and a Hazmat Safety Officer  Identification of an EMS Group or Medical Monitoring Group  Confirmation that Decontamination is in place prior to entry  Time limit for Entry Team to be in the Hot Zone
 Placement of an Emergency Decontamination hose line
 Location and placement of personnel and equipment on scene

7.2 Hazard Identification
Identification of the material is critical in forming an Action Plan. In most cases identification will be possible through shipping papers, placards, labels, container shape and type, and information given by those who have knowledge of what is involved.

All standard means of identification shall be exhausted before any attempt shall be made to obtain a sample of an unknown.

For incidents where no identification is possible, a sample shall be taken and the 5-Step Field Identification System will be used to determine if the material poses a threat to personnel or qualifies as an emergency situation.

Since obtaining a sample of an unknown requires contact with the product, the minimum level of protection for sampling personnel will be Level B, and minimum level of training shall be Certified Hazardous Material Technician.

7.3 Site Control
Site Control is established by isolating and controlling entry/exit. The purpose of site access control is to control the movement of people into and out of the spill area and to limit the potential for increased spread and exposure to the spilled produce and also monitoring the spill for indications of spread. Site Access Control is established by setting up Control Lines (barrier type) and establishing Control Zones.

All Alameda County Fire Department members are trained at the First Responder Operations Level and are trained to perform Site Access Control. If the demands of the Site Access Control are extremely critical to the operation, site monitoring will be performed by Hazardous Materials Technicians, Specialists or County Health Department Hazmat members.

7.4 Establishing Control Zones
Control Zone Definitions:

Hot Zone (Exclusion Zone)
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The Hot Zone is the area where contamination does or could occur. It is delineated with a red barrier tape. Entry into the Hot Zone requires the proper level of personal protective equipment. The primary activities performed in this zone are:
 Rescue
 Control and Containment
 Size Characterization
 Sampling
Warm Zone (Contamination Reduction Zone)
The Warm Zone is the transition zone between the Hot and Cold Zones. It is where the Decontamination Corridor is located (the zone where decontamination takes place) and is designed to reduce the possibility of spreading contamination to the Cold Zone. It needs to be large enough to set up a Decontamination Area. The Warm Zone is delineated with yellow barrier tape and is the first zone established. All unauthorized personnel shall be evacuated from within this area (an exception would be the Media, see Isolation Perimeter below).

Cold Zone (Support Zone)
The Cold Zone is located adjacent to the Warm Zone and is free of any contamination.

This is the only zone where protective clothing is not required. The Command Post, equipment and support personnel are staged in this area.

Decon (Decontamination) Corridor
The Decon Corridor is the area between the Hot Zone Control Line and the Warm Zone Control Line where decontamination of personnel and equipment takes place. Entry Teams enter and exit the Hot Zone through the access control points that are located at each end of the Decon Corridor. The Decon Corridor is delineated with traffic cones.

Isolation Perimeter/Crowd Control Line
If crowd control becomes a problem, an Isolation Perimeter (Crowd Control Line) can be established by placing green barrier tape around the Cold Zone and keeping all nonemergency personnel outside the line. The media however, cannot be excluded from entering an incident (including a Warm or Hot Zone) unless they are damaging a crime scene or are endangering the health and safety of the public by their actions. They will however be subject to the same contamination control requirements as the other emergency workers within the zone they enter.

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7.5 Criteria for Establishing Zones
The initial control zone to be established will be the Warm Zone by placing yellow “Warm” Zone Control Line barrier tape around the incident. People will be evacuated from any area within this zone.

Isolation
No person shall exit or be removed from a Hot Zone until they have been properly decontaminated or it has been confirmed to be safe to remove them without first being decontaminated.

No person shall be allowed into a Warm or Hot Zone without the proper level of personnel protective equipment as specified by the Hazmat Group Supervisor.

No person shall enter a Hot Zone prior to the establishment of a Decontamination Area.

Once entry has been made into the Hot Zone, no one who remains in the Warm Zone will be allowed to exit into the Cold Zone until they have been decontaminated or checked for contamination.

Safe Refuge Area
Contaminated victim shall be staged in a “Safe Refuge Area” of the Hot Zone until emergency decontamination can be initiated. This will be a temporary holding area set up to control the spread of contamination by personnel movement until the victims and personnel can be decontaminated. It will be located away from the dangers of the spill or its associated hazards in an area with the same exposure potential as found in the Warm Zone. This area shall be designated with cones if possible.

Evacuation and Crowd Control
Evacuations and crowd control functions should be delegated to the local law enforcement agency whenever possible, under the guidance of the hazardous materials technical experts. Evacuations should be performed whenever there is a chance that product concentration will exceed permissible limits or amounts which will cause harm to the public at large.

Immediate evacuations are performed in areas where the people are the most endangered first, followed by planned evacuations of areas where harmful effects will only occur after some period of time. The figure below shows the initial areas that should be considered as Immediate Evacuation areas and Planned Evacuation areas.

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7.6 Entry Teams
The Entry Team objectives vary depending on the situation and the order of tasks as identified in the Incident Action Plan. They may include the following tasks to be conducted in the Hot Zone:
 Product Identification
 Obtaining Samples and Monitoring
 Control and/or Containment
 Site Characterization Rescue
All entries that require Level B or A personal protective suits shall be done using the “buddy” system and must have an equal number of rescuers in the same level of protection assigned as the “Backup Team.”
While the Decon Team is setting up a Decontamination Area, the Entry and Backup Teams will be preparing for entry.

Following is a list of the activities of the Entry and Backup Teams:
 Entry Plan Briefing Equipment Layout
 Medical Monitoring of Team Members
 Donning of Personal Protective Equipment
 Equipment Checks and Safety Procedure Review
 Entry into the Hot Zone
 Exit from the Hot Zone
 Decontamination Teams
The purpose of Decontamination is to safely remove Entry Team members from their suits and to prevent contamination from being spread into clean areas. Once personnel enter a contaminated atmosphere their protective clothing becomes contaminated, and they must stay within this envelope until the contamination has been isolated.

In the event a person enters a toxic atmosphere, and due to a physical or equipment problem, must leave the contaminated area, a team must be set up to handle the situation immediately to protect the individual. Depending on available staffing, some members of the Decon Team may have the duties of more than one position. It’s best however, that Decon personnel stay at their respective station.

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Emergency Decontamination
When an immediate rescue is encountered, the Decon Corridor needs to be designated and decon will be accomplished in the Emergency Decontamination Area.

Special Decontamination
Some types of contamination will require a decontamination process that differs from the traditional “wet” decon. In this case of dry, water reactive contaminants, a dry decon procedure needs to be used. This process may vary depending on the specifics of the incident.

Technical References and Resources
Below, is a list of technical reference and resource materials relating to hazardous materials incidents:
 Coast Guard CHRIS Condensed Guide to Chemical Hazards (thick red and book)  NIOSH Pocket Guide to Chemical Hazards
 Material Safety Data Sheets
 Emergency Action Guides American Association of Railroads  ACGTH Guidelines for the Selection of Chemical Protective Clothing  CAMEO RIDS stack
 National Safety Council (written by NOAA) CAMEO version 3.0  Manufacturer's Information Sheets (come with suits)
 NFPA Fire Protection Guide On Hazardous Materials Section 325M  Handbook of Reactive Chemical Hazards (3rd Ed) L. Bretherick  Butterworths
 NFPA Fire Protection Guide On Hazardous Materials Section 491 M  NFPA Fire Protection Guide On Hazardous Materials Section 49  National Safety Council (written by NOAH) CAMEO version 3.0  The Merck Index Encyclopedia of Chemicals and Drugs Merck & Co. Inc.  The Condensed Chemical Dictionary Gessner G. Hawley
 Van Nostrand Reingold Co. ISBN 0-442-23244-6
 Grant and Heckl's Chemical Dictionary (5th Ed) Roger Grant, Claire Grant  Handbook of Compressed Gases
 Matheson Gas San Leandro
 EMERGENCY CARE FOR EXPOSURES
 Emergency Care for Hazardous Material Exposures
 Pocket Guide to Tank Car I.D. Southern Pacific Railroad  NFPA Fire Protection Guide On Hazardous Materials Section 704M CEMP Part IV
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EVACUATION ANNEX

1.0 INTRODUCTION
This operational procedure will be used by agencies and organizations in the City to manage and coordinate evacuations in response to any hazard which would necessitate such actions. This document defines the scope of procedure, details the concept of operations and assigns responsibility for implementation.

1.1 Purpose
This procedure establishes a consistent operational methodology for the City to plan for and implement evacuations, regardless of the geographic area in which they occur. The availability of consistent city-wide procedures facilitates an adequate understanding on the part of all agencies, organizations and levels of government regarding their responsibilities during an evacuation, and establishes uniform operational techniques through which those responsibilities can be fulfilled.

This procedure applies to all City Emergency Response Team personnel and local emergency and response agencies tasked with planning for and implementing evacuations. Implementation of this procedure is under the direction of the Director of Emergency Services, through the City EOC. This procedure defines the circumstances under which evacuations in the city may be necessary. It also defines the roles and responsibilities of local response agencies.

1.2 Authorities
This annex is adopted as an operational element of the City’s Comprehensive Emergency Management Plan, and is incorporated by reference thereto. As such, it is intended to be consistent with and supportive of the Comprehensive Emergency Management Plan, and to be implemented, when needed, with the same authorities under law as provided therein.

2.0 CONCEPT OF OPERATIONS
This section describes the concepts and provisions through which the EOC will determine the need for, and implement, an evacuation. The concept of operations for this procedure provides guidance and structure for both the planning and implementation of evacuations.

The procedure relies on effective preplanning for evacuations as well as the implementation of established plans accordingly.

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2.1 Assumptions
 Activation of this procedure will occur for all hazards which could necessitate evacuation and sheltering operations involving all or parts of the City. However, the need to implement certain aspects of the procedure, such as opening shelters in non-threatened areas or terminating evacuations and opening refuges-of-lastresort, may vary based on the specific hazard, degree of vulnerability, and projected area of impact.
 The evacuation of large numbers of people from vulnerable areas will stress the limited capabilities of roadways available for this purpose, potentially requiring substantial additional time to complete an evacuation. Consequently, an evacuation must be initiated as soon as feasible upon recognition of the threat, and must continue to function efficiently until completion.  Evacuations will require a substantial level of personnel and equipment resources for traffic control, which could stress and/or exceed the capabilities of the City.

Specific procedures may be developed regarding the pre-deployment of mutual aid personnel and equipment resources to as required.
 Coordination between the OA and the City in the implementation of an evacuation will occur through exchanges of information regarding decision-making, protective actions, and resource coordination and deployment.
 The capacity of available public evacuation shelter facilities in and adjacent to the impacted areas may be limited, potentially requiring the full use of all shelters within the evacuation region. A high level of coordination will be necessary to effectively communicate protective action and shelter information to evacuees.  For certain hazards, large vulnerable populations and limited evacuation road networks may necessitate termination of evacuations prior to full completion and evacuees still at risk would need to be directed to refuges-of-last-resort as quickly as possible.
 An evacuation will require expedited coordination of all City departments to maintain an efficient and safe movement of evacuation traffic out of the impacted areas and to adequate shelter locations.

2.2 Pre-positioning Resources
Implementation of an evacuation will require substantial personnel, equipment and supplies at various locations along the evacuation routes and at facilities designated as shelters. Further, mutual aid resources necessary for initiating and sustaining the evacuation process may need to be pre-positioned prior to or concurrently with the Director’s emergency declaration. Therefore, the incident action plan must include procedures regarding the pre-deployment of resources, the agencies involved, and the coordination process that will occur.

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Pre-positioning City law enforcement personnel in support of local traffic management plans should occur consistent with the resources available and the magnitude of the event. Upon implementation of this procedure, the City EOC will instruct the responsible agencies to pre-position resources as specified in the Incident Action Plan or as agreed to during local coordination conference calls.

Agencies should consider the following pre-positionsd resources during the development of evacuation procedures:
 Electronic programmable message boards
 Portable AM / FM radio transmitters
 Tow trucks
 Gasoline tankers at stations along regional routes
 Ambulances and medical personnel
 Shelter management personnel
 Buses for transport of evacuees without other means
In order to effectively manage an evacuation, it is essential that every involved agency and organization have timely and accurate information regarding the current characteristics of the evacuation, support operations, resource availability, and the hazard itself. Therefore, a process for routine communications and coordination should be initiated by the City EOC and all other involved EOCs upon determining that an evacuation must be implemented.

3.0 OPERATIONS
The staff of the City’s EOC will monitor hazardous situations as they develop. Regular conference calls will be held between the OA EOC, other potentially affected city EOCs CEMP Part IV
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(risk and host) and appropriate state and federal agencies as to the degree of threat to the City and the potential for escalation. In addition, the City EOC will coordinate with local agencies as to whether the hazard will require coordination and implementation of protective actions including evacuations across multiple jurisdictions. If so, the City EOC and potentially affected jurisdictions’ EOCs will begin implementation of the evacuation process.

The City EOC will coordinate and reach consensus on the area(s) most likely to be impacted. The City’s EOC will then notify all agencies potentially involved in the response, and request that the Director declare a Local Emergency. Working together, the City and other affected agencies and organizations will then initiate the evacuation in accordance with the provisions of this procedure, including the pre-deployment of personnel and equipment resources, if applicable.

Under circumstances involving evacuations of multiple areas, the Director may recommend to the OA that a county-directed evacuation is necessary. At the Director’s discretion, language may be included in the Director’s Declaration identifying mandatory evacuations and directing a coordinated response from the City’s EOC among all local response agencies. County direction of the evacuation may also occur when some or all of the following conditions are present:
 In support of evacuations, response operations including sheltering, traffic management, and emergency public information may be required in areas not threatened by the hazard;
 Multiple jurisdictions will use a limited number of evacuation routes necessitating central coordination and direction;
 The threat will necessitate evacuation of large numbers of people, requiring the coordination of emergency operations among two or more counties;  The Director has issued a Declaration of a Local Emergency; and  The City’s Comprehensive EOC has been activated.
[Note: This list is not exclusive; rather it is intended to provide guidance as to when County-directed evacuations may be necessary.]
The City’s EOC will monitor the progress of the evacuation and exchange information on an established time schedule to promote effective coordination by all involved. Through this procedure, the City and OA EOCs will coordinate the efficient deployment of resources when needed, efficient use of available evacuee shelter capacity, and effectively address modifications to evacuation routes, if necessary.

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In order to effectively implement an evacuation, this procedure requires pre-hazard planning by all parties, pre- event coordination, consistent implementation strategies, and post impact assessments.

Immediately preceding an event that may necessitate an evacuation, and under a Local Emergency declared by the Director, the City may implement response efforts through the pre-positioning of resources. The City will coordinate with the OA EOC regarding the dissemination of appropriate public information.

After the threat has passed, the City’s EOC will coordinate with other affected areas to develop a re-entry traffic management plan. Post-event activities will also include a review and critique of the evacuation and associated procedures to determine the need for any modifications. The post-event critique should consider the need for more training or exercises to improve the capabilities of response personnel to implement this procedure.

4.0 PLAN ADJUSTMENTS
During an evacuation, for a wide variety of unanticipated reasons, it may become necessary to adjust or modify procedures stipulated in the Incident Action Plan. The most readily apparent reasons for such modifications could include, but are not necessarily be limited to, the following:
 Changes in the direction or intensity of the hazard;
 Blockage or excessive vehicle congestion on an evacuation route;  Filling of available capacity at public shelters and hotels/motels in host areas;  Anticipated failure to complete the evacuation prior to hazardous conditions impacting evacuees.

If alternative routes, actions or resource deployment can be pre-planned to address these possibilities, appropriate procedures will be included in the Incident Action Plan. For other situations that cannot be anticipated during the planning of an evacuation, the City’s EOC will work with all relevant agencies at the time to make adjustments in the evacuation.

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In the event of a physical blockage of an evacuation route, the EOC will coordinate with the OA, as necessary, to remove the blockage. If removal is not feasible, the City’s EOC will coordinate with all affected EOCs to plan and implement alternative routing.

An evacuation will generate impacts outside areas immediately at risk and may necessitate the use of local resources in non-threatened areas to support the response.

The City’s EOC will determine whether activation of response operations in designated host areas outside the immediate area of impact is necessary. If so, the City’s EOC, in conjunction with the Director’s Declaration, will direct the assistance of any or all local agencies, and request as needed adjacent agencies, to support the evacuation as follows:
 The City’s EOC may request that the OA direct host areas to implement protective actions in support of evacuations in risk areas. All EOCs within designated host areas may be requested to activate and prepare to initiate host response plans.  All jurisdictions within designated host areas may be included in any Governor’s Declaration of a State of Emergency and all requests by the Governor for emergency disasters and major disaster declarations.
 The OA may be requested to coordinate traffic management issues with local law enforcement from within host and risk areas and with the highway patrol and CALTRANS, when necessary.

In support of host response operations the City’s EOC may request, at a minimum, that the OA make the following information available to host areas, including those in other counties, on a continuous basis or when warranted by the situation:
 CALTRANS real-time traffic counter data for roads within the host area or on all roads leading into the area;
 Traffic Reports from CALTRANS, local news organizations and the highway patrol;
 Any significant changes to the situation in adjoining counties that may have an impact on host sheltering operations;
 The content of any public information released by other agencies.

5.0 PUBLIC INFORMATION ACTIONS
The following tools are of use in communicating emergency information to evacuees en route:
 Pre-developed messages for release to the media;
 Placement of variable message signs and procedures for updating messages;  Placement of portable radio transmitters and procedures for updating messages; CEMP Part IV
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 Providing maps, fliers or other shelter information to law enforcement / traffic control personnel, and at other key locations along major evacuation routes (restaurants, gas stations) both prior to and during the event;  Integrating county public information operations with California Highway Patrol and CALTRANS public information officers.

Public information should include shelter locations, shelter openings and closings; and directions to the shelters from major evacuation routes. Other actions to ensure the public understands their role in an evacuation include:
 Ensuring hotel /motel capacity and status information is incorporated into emergency public information procedures:
 Coordinating and communicating refuge-of-last-resort procedures to address the possibility that evacuees may be stranded on evacuation routes within the area;  Exchanging critical information with all agencies within the area via conference calls.

The City EOC will notify the Operational Area EOC of the estimated time of completion of the evacuation within the city, and subsequently, when the evacuation has been completed.

6.0 RE-ENTRY
Following an evacuation, the process for re-entry into the evacuated areas must be coordinated to ensure the safety of the public, protection of property, and effective response of the numerous organizations and jurisdictions involved. This procedure anticipates that the re-entry decision and traffic management will be a carefully managed process coordinated by the City’s EOC.

Throughout the re-entry process, the EOC Law Enforcement Unit will facilitate coordination conference calls with local law enforcement and transportation agencies to include all risk and host areas. These calls will serve as a mechanism to coordinate the timing of re-entry into impacted areas and the resources necessary to support the efforts.

In addition, the Public Information Officer will facilitate similar calls with other organizations and agencies as well as county public information officers to coordinate the dissemination of consistent information to risk and host areas. Additional re-entry procedures are included in the Incident Action Plan.

7.0 RESPONSIBILITIES
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of this section is to explain only the general framework for accomplishing the tasks necessary to implement this procedure. Additional duties and responsibilities of individual agencies and organizations will be defined in the Incident Action Plan.

7.1 The City of Hayward Emergency Services Coordinator
Periodically, the City’s Emergency Services Coordinator will coordinate with all agencies to ensure that they are adequately prepared to implement an evacuation. To assure this preparedness, the Emergency Services Coordinator will undertake the following duties:
 Support agency planning efforts through necessary meetings and training sessions;
 Solicit the involvement of other agency and organization representatives in the planning process where necessary;
 Fulfill the City’s role in developing and presenting the necessary public information programs to support implementation of this procedure, promoting and assisting as needed the local public information programs;
 Review this procedure and provide training to appropriate City EOC staff;  When appropriate, use the procedure during the annual county-wide earthquake exercise, Department of Energy Site joint exercises, and other training opportunities to promote improved understanding of its operational concepts at the local level; and
 Ensure that all agencies and organizations have an up-to-date copy of this procedure.

7.2 Emergency Operations Center
During the implementation period of an evacuation, the City’s EOC will have the following responsibilities:
 Coordinate with OA EOC to ensure that all known impediments to facilitated traffic flow along evacuation routes have been removed, closed or otherwise addressed;  Continually monitor the direction, intensity, and potential for escalation of the hazard;
 Continually compile information from each agency;
 Provide resources to assist in the implementation of the evacuation;  Prepare and release appropriate public information in concert with the OA EOC and respond to inquiries from the affected population;
 Continually monitor the progress of the evacuation;
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 Determine if the evacuation will be completed prior to impact of hazardous conditions on evacuees or if changes to currently implemented procedures are indicated;
 Upon notification from one or more agencies that an evacuation route has been blocked, develop corrective response(s) in cooperation with the OA EOC(s) with responsibility for the affected portion of the route;
 If the evacuation is to be terminated prior to completion, secure the Director’s concurrence and instruct agencies to implement actions for termination.  Coordinate media releases and public information broadcasts with the media to instruct evacuees to seek refuges-of-last-resort;
 Mobilize response personnel to provide medical, search and rescue, transportation and shelter services, and other needed resources to impacted evacuees promptly after the hazard has passed;
 Assist areas where refuges-of-last-resort have been utilized in securing the necessary resources and personnel;
 Take other such actions during evacuation implementation as may be indicated by the circumstances.
 Using the Incident Action Plan and coordination conference calls, identify the point when each involved agency and organization has judged the evacuation within their area to be complete
 Notify all agencies of the time of completion of the evacuation process, to initiate demobilization of appropriate personnel;
 Issue appropriate public information regarding the completion of the evacuation, the shelters opened, etc.

8.0 AFTER-ACTION ASSESSMENT
The Emergency Services Coordinator will arrange for an after-action assessment of the event and evacuation operations to address the following:
 The effectiveness of this procedure and any indicated changes needed;  The timeliness and technical validity of the decision to implement an evacuation;  The adequacy of the personnel, equipment and supply resources available and the timeliness of their mobilization, as well as the responsibility for taking any corrective action;
 Any additional training and/or exercise needs in evacuation planning as indicated;  The effectiveness of the public information used and the appropriateness of public behavior; and
 Any other circumstance or condition that indicates a need for modification of plans and procedures or the provision of additional resources.

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Following such an assessment, the Emergency Services Coordinator will provide coordination to assure any corrective actions indicated are implemented in a timely manner.

9.0 ALL AGENCIES
In order to maintain the capability of effectively implementing an evacuation, all agencies and organizations that support emergency operations, working under the coordination of the Emergency Services Coordinator, will accomplish the following:
 Participate in and support, as appropriate, evacuation planning efforts;  Provide information regarding the City’s available personnel, equipment, facilities and supplies to facilitate the implementation of evacuations;  Review appropriate state and local procedures to ensure adequate understanding of the City’s responsibilities and commitment pursuant to each potential hazard;  Integrate the responsibilities and operational concepts defined here into the agency’s other emergency plans and procedures;
 Provide and/or participate in training regarding the implementation of evacuation procedures;
 Maintain preparedness to implement the City’s responsibilities when events necessitate or the Director calls for an evacuation;
 Upon the Director’s decision to implement an evacuation, conduct local operations to support the evacuation in accordance with these procedures and other plans and procedures used by the OA EOC; and
 Participate in after-action evaluations and assessments of these and other local procedures.

10.0 MAINTENANCE OF THIS ANNEX
Periodically, the City’s Emergency Services Coordinator, working through the designated OA Coordinator as needed, should take the following steps to ensure that this procedure is maintained:

Ensure that evacuation planning meetings are convened and that, at a minimum, participants complete the following activities:
 Review the existing evacuation procedures for all hazards to ensure continued accuracy and validity, and make any necessary modifications;  Review the availability of evacuation routes, public shelters and hotel/motel capacities for all hazards, and modify as needed;
 Determine the need to develop additional procedures;
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 Ensure that training in this procedure has been made available to all relevant agencies.
 Consider simulated implementation of this procedure as a part of the annual county-wide earthquake exercise, Department of Energy Site joint exercises, and other training opportunities;
 Modify this procedure accordingly;
 Review all public information materials to ensure their adequacy to support and facilitate an evacuation anywhere in the City;
 Identify any state or federally, as well as locally sponsored construction projects that may significantly decrease the capacity of any designated evacuation route; coordinate with the involved agencies to evaluate and define feasible alternative actions in the event of an evacuation along that route; and  Provide training for the City EOC staff in the use and implementation of this annex

11.0 EVACUATION PROTOCOL
The implementation of an evacuation will occur through three operational phases:

1. The Decision Phase is initiated when the EOC, the Unified Command leadership and threatened areas determine that implementation of evacuations of vulnerable residents is necessary to preserve life. Tasks identified in this phase will be implemented prior to the initiation of an evacuation.

Hayward City CouncilDecember 16, 2025

Hayward City Council
December 16, 2025