Agenda packet — Kerman City Council, May 8, 2024 (part 2 of 2)

__________________________________________________
AMENDMENT NO. 3 TO

LEGAL SERVICES AGREEMENT
__________________________________________________
The City of Kerman (“City”) and Montoy Law Corporation (“Firm”) agree to enter into Amendment No. 3 to Legal Services Agreement as follows:

RECITALS
A. The City and Firm entered into a Legal Services Agreement (“Agreement”) on July 1, 2015, for City Attorney legal services which was amended on July 1, 2019, and July 1, 2023.

B. Hilda Cantu Montoy has served as City Attorney to City under the Agreement.

C. Firm has the legal competence, experience, and qualifications to provide professional legal services required by City.

D. The parties have determined to set new rates for legal services as set forth in this Amendment No. 3 to Agreement (“Amendment”).

AGREEMENT

1. Section 3 of the Agreement shall be amended to read as follows:
“3. Compensation.” CITY shall compensate FIRM for legal services as follows:

3.1 General Services Attorney Rate: $250.00 Hourly.

3.1.1 General Services shall include all legal services except Pitchess Motions, Administrative Hearings, and Litigation.

3.1.2 Examples of General Services include: staff meetings, advisory services, agenda review, drafting/negotiating contracts, drafting/reviewing correspondence, documents, resolutions, and ordinances, research, and preparation of legal memoranda.

3.1.3 No travel time will be charged to attend meetings at Kerman City Hall or in the City of Kerman.

3.2 Administrative Hearings and Litigation Attorney Rate: $290.00 Hourly.

3.3 Rate for Paralegal Work: $100.00 Hourly.
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3.4 Administrative Fees: NONE.

3.5 Reimbursement:

3.5.1 FIRM will not be reimbursed for any secretarial or clerical service, mileage reimbursement, printing expense of less than 500 pages per particular item, or normal office operating expenses except as set forth in the next paragraph of this Agreement.

3.5.2 FIRM will be reimbursed for reasonable and necessary out-ofpocket expenses directly related to legal services such as required courier charges and extraordinary copying or printing expenses (over 300 pages per particular item), and expenses relating to litigation in accordance with Exhibit A of Agreement and incorporated herein by reference.

2. Except as amended by this Amendment No. 3, all terms and conditions of the Agreement shall continue in full force and effect.

3. This Amendment No. 3 shall be effective on July 1, 2024.

MONTOY LAW CORPORATION
______________________________
Hilda Cantú Montoy
President
Date: _________________, 2024

CITY OF KERMAN
______________________________
Maria Pacheco
Mayor
Date: _______________, 2024
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STAFF REPORT
MEETING DATE: May 8, 2024
PRESENTER: John Jansons, City Manager
SUBJECT: Second Reading and Adoption of Ordinance Relating to Infectious Materials (JAJ) RECOMMENDATION: Council by motion waive second reading and adopt ordinance adding Chapter 8.44 to Title 8 of the Kerman Municipal Code relating to Infectious Materials.

DISCUSSION:

At the April 24, 2024 meeting, staff presented to Council the proposed ordinance. The proposed Ordinance will add Chapter 8.44 to Title 8 of the Kerman Municipal Code to address Infectious Materials. The proposed Ordinance was approved and advanced to Second Reading.

The County Board of Supervisors adopted the Fresno County Infectious Materials Ordinance, a local ordinance that will provide some local oversight and authority to oversee privately funded laboratories that do not fall under the Clinical Laboratory Improvement Amendments (42 USC 263a).

The County ordinance applies only to the unincorporated area of Fresno County. The County has offered an MOU to incorporated cities that will allow the County to enforce the ordinance within cities if executed and if the City delegates authority to County to enforce. The MOU is drafted to reflect that cities maintain their local control, entities are only liable for costs they incur and thus the County would not charge their costs to a city, and County’ communication with the City will be key on a joint response.

Approval of the recommended action will approve and adopt an Ordinance relating to Infectious Materials. The Ordinance, if adopted, will incorporate by reference the recent County’s ordinance which will provide the authority for the County to conduct onsite visits on private property and evaluate if laboratories that are not regulated by CLIA, 42 USC 263a and 42 CFR 493 are in compliance with Hazardous Materials laws and general applicable clinical laboratory safety requirements (e.g. medical waste, environmental controls, policy, and procedures). This Ordinance will not apply to CLIA operated laboratories which include commercial laboratories (e.g. Quest, Lab Corp), doctors’ offices that obtain a CLIA license or waiver from CLIA, and/or clinics operating under a CLIA license or waiver from CLIA.

ATTACHMENT:

A. Ordinance 24-XX
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Attachment ‘A’
ORDINANCE NO. 24-__
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF KERMAN ADDING CHAPTER 8.44 TO TITLE 8 OF THE KERMAN MUNICIPAL CODE RELATING TO INFECTIOUS MATERIALS THE CITY COUNCIL OF THE CITY OF KERMAN DOES ORDAIN AS FOLLOWS:

SECTION 1. CHAPTER 8.44 is added to Title 8 of the Kerman Municipal Code to read as follows:

8.44.010 This chapter shall be known as the Kerman Infectious Disease Ordinance.

8.44.020 The City of Kerman hereby adopts Fresno County Ordinance Section 1 Chapter 8.52 and delegates enforcement authority to the County of Fresno under said ordinance (Fresno County Ordinance Code Section 8.52.070).

SECTION 2. CEQA. A preliminary environmental assessment has been performed for this project pursuant the California Environmental and Quality Act (CEQA). The City Council finds and determines with certainty that, pursuant to CEQA Guidelines Section 15061(b)(3), there is no possibility that this project may have a significant, adverse, impact on the environment. This is because this project involves purely procedural policies with no impacts on the environment. Therefore, this project is not subject to CEQA.

SECTION 3. Publication. The City Clerk is authorized to cause this ordinance or a summary of this ordinance in accordance with Government Code Section 36933 to be published in a newspaper of general circulation in the City of Kerman, within fifteen days after its adoption. If a summary of the ordinance is published, the City Clerk shall cause a certified copy of the full text of the proposed ordinance to be posted at City Hall at least five days prior to the meeting at which the ordinance is adopted and again after the meeting at which it is adopted. The ordinance shall become effective thirty days after its adoption.

SECTION 4. Effective Date. This ordinance shall become effective thirty (30) days after its adoption.
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The foregoing ordinance was introduced at a regular meeting of the City Council of the City of Kerman held on April 24, 2024, and was passed and adopted at a regular meeting of the City Council held on May 8, 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
_______________________
Maria Pacheco
Mayor
Attest:
_______________________
Josie Camacho
Interim City Clerk
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STAFF REPORT
MEETING DATE: May 8, 2024
PRESENTER: John Jansons, City Manager
SUBJECT: Presentation and Review of Draft Emergency Operations Plan (JAJ) RECOMMENDATION: Council hear a presentation by Michael Brady, E.M. Consulting and discuss draft Emergency Operations Plan development, and next steps in Kerman emergency preparedness, with possible direction to staff.

EXECUTIVE SUMMARY
The City has identified the need to update the City’s Emergency Operations Plan (EOP) last adopted in 2008. As a priority project of Management, a solicitation was done for Emergency Management support to assist with rewriting the City’s plan. The City contracted with Michael Brady E.M. Consulting to evaluate the needs of the City, rewrite the plan and meet with City Staff for rudimentary training and introduction of emergency planning and incident command system training.

The draft plan is presented as Attachment ‘A’. The plan is organized into several sections mirroring best practices in Emergency Management. This draft plan has been review by all operating departments of the City and has had the benefit of input from Fresno County Office of Emergency Services and the North Central Fire Protection District representatives.

The plan is designed to be a living document requiring updates and adjustments based upon changing risk scenarios, industry standards, best practices and lessons learned. The plan will be reviewed annually by Management to consider any adjustments.

Additionally, the City’s’ Emergency Management Program and readiness also requires a retooling of Chapter 2.52 of the Kerman Municipal Code (KMC) to address the antiquated Civil Defense and Disaster Council described in KMC Chapter 2.52. and establish a Disaster Council such as that described in Attachment ‘B’. The City will need to update or replace provisions in KMC Chapter 2.52 by ordinance amendment. It is time as the current provisions were adopted in 1951. Experts agree that the current KMC provisions are sorely antiquated and in need of revision or replacement. As such, a Disaster Council will be designed and proposed to function as a community based emergency preparedness and response tool in accordance with the California Emergency Services Act (CESA) and the City of Kerman Municipal Code. 140
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Finally, it should be noted that Government Code §8630 et seq., governs statutory provisions on local emergencies, Government Code §8610 et seq., provides provisions on local disaster councils, and Government Code §38791 provides provisions on City emergency executives and these may be reviewed for further explanation of City responsibilities and roles.

DISCUSSION:

Preserving life, property, and the environment are inherent responsibilities of local, state, and federal governments. As disasters can occur at any time, the City of Kerman must provide safeguards that will save lives and minimize property and environmental damage through careful planning, preparedness measures, and training. Sound emergency plans carried out by knowledgeable and well-trained personnel can and will minimize losses.

The City’s Emergency Operations Plan establishes an Emergency Management Organization and assigns functions and tasks consistent with California’s Standardize Emergency Management System (SEMS) and the National Incident Management System (NIMS). It provides for the integration and coordination of planning efforts through a whole community approach and authorizes city personnel to perform their duties and tasks before, during, and after an emergency.

This plan was developed for City Departments and local Special Districts with emergency services responsibilities within the City. The content is based upon guidance approved and provided by the Federal Emergency Management Agency and the California Office of Emergency Services. The intent of the plan is to provide directions on how to respond to an emergency from the onset, through an extended response, and into the recovery process.

Once adopted, this plan is an extension of the Fresno County Emergency Operations Plan and the California Emergency Plan. It will be reviewed, exercised periodically, and revised as necessary to meet changing conditions.

This promulgation shall be effective upon its signing and shall remain in effect until amended or rescinded by further promulgation The promulgation of this EOP further affirms the City of Kerman’s support for emergency management and a safe and resilient community.

The City of Kerman's Emergency Operations Plan (EOP) serves as a strategic framework for a prepared response to extraordinary emergencies, encompassing natural or man-made disasters under an all-hazards approach. This plan is distinct from the routine procedures applied to day-to-day emergencies within departments. Instead, it is crafted to address operational concepts essential for large-scale disasters that pose significant threats to life, property, and the environment, necessitating unique and extensive emergency responses.

Key Objectives of the EOP:

1. Establishment of Emergency Management Organization:
 Initiates the formation of the Emergency Management Organization to efficiently mitigate significant emergencies or disasters affecting the City. 141
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2. Identification of Roles and Responsibilities:
 Clearly delineates roles and responsibilities required to protect the health and safety of City residents, preserve public and private property, and safeguard the environment during natural or human-caused emergency disasters.

3. Operational Concepts for Response, EOC, and Recovery:
 Outlines operational concepts associated with field responses to emergencies, the functioning of the City’s Emergency Operations Center (EOC), and the subsequent recovery process.

Following official adoption and promulgation, distribution will extend to city departments, supporting agencies, and community organizations with primary responsibilities related to the Emergency Operations Plan.

Delegated by the City Manager, this plan allows for specific modifications without necessitating additional signatures. It is imperative to note that this Emergency Operations Plan and its attachments supersede all prior versions, ensuring the most up-to-date and effective guidance for emergency response in the City of Kerman.

CONCLUSION:

Staff will incorporate comments by City Council, City Staff and community, regional emergency management partners in to the final Emergency Operations Plan. Staff will amend, revise and calendar related KMC Sections and ordinances to effectuate adoption the new EOP and establishment of a Disaster Council.

FISCAL IMPACT:

The FY 24/25 Budget will propose $15,000 for future staff EOC training and to initiate the development of a Disaster Council.

ATTACHMENT(S):

A. Final Draft Emergency Operations Plan)
B. Overview of a Disaster Council
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EMERGENCY

OPERATIONS PLAN
February 2024
y

ATTACHMENT 'A'
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This plan was:

PREPARED FOR PREPARED BY
Project Manager:

Michael Brady
[email protected]
Technical Expert & Writer:

Hilda Hurtado, MBA, CEM, PCP
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1 Introduction

1.1 Letter of Promulgation
To: Officials, Employees, and Citizens of the City of Kerman Preserving life, property, and the environment are inherent responsibilities of local, state, and federal governments. As disasters can occur at any time, the City of Kerman must provide safeguards that will save lives and minimize property and environmental damage through careful planning, preparedness measures, and training. Sound emergency plans carried out by knowledgeable and well-trained personnel can and will minimize losses.

This plan was developed for city departments and local special districts with emergency services responsibilities within the City. The content is based upon guidance approved and provided by the Federal Emergency Management Agency and the California Office of Emergency Services. The intent of the plan is to provide directions on how to respond to an emergency from the onset, through an extended response, and into the recovery process.

This promulgation shall be effective upon its signing and shall remain in effect until amended or rescinded by further promulgation. The promulgation of this EOP further affirms the City of Kerman’s support for emergency management and a safe and resilient community. ________________________
John Jansons, City Manager
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1.2 Approval & Implementation
The City of Kerman's Emergency Operations Plan (EOP) serves as a strategic framework for our prepared response to extraordinary emergencies, encompassing natural or man-made disasters under an all-hazards approach. This plan is distinct from the routine procedures applied to day-to-day emergencies within departments. Instead, it is crafted to address operational concepts essential for large-scale disasters that pose significant threats to life, property, and the environment, necessitating unique and extensive emergency responses.

Key Objectives of the EOP:

Following the concurrence of City Departments, the plan will undergo official adoption and promulgation, with the approval date prominently featured on the title page. Distribution will extend to city departments, supporting agencies, and community organizations with primary responsibilities related to the Emergency Operations Plan.

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1.3 Plan Concurrence
The following list of signatures documents each City Department’s concurrence with this Emergency Operations Plan.

Management Services Department
City Manager, John Jansons
Date
Police Department
Police Chief, Steven Wilkins Date
Finance Department
Finance Director, Josefina Alvarez Date
Community Development Department (Planning, Building and Safety, Code Compliance)
Community Development Director, Jesus Orozco
Date
Community Services Department (Parks, Recreation, Senior Center) Community Services Director, Theresa Johnson Date
Public Works Department
Public Works Director, Michael Barajas Date
North Central Fire Protection District
Fire Chief, Tim Henry
Date
Fresno County Office of Emergency Management
Liaison,
Date
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1.4 Record of Changes
Version
Number
Date of
Change
Change
Made By
Date of
Approval
Change Approved
by
Description of
change
1 2
3 4
5 6
7 8
9 10
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1.5 Record of Distribution
Recipient Name Recipient Title Recipient Agency Date of Delivery
Number of
Copies
Provided
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1.6 Table of Contents
1 Introduction ....................................................................................................................4

1.1 Letter of Promulgation ................................................................................................................................................4

1.2 Approval & Implementation .....................................................................................................................................5

1.3 Plan Concurrence ..........................................................................................................................................................6

1.4 Record of Changes........................................................................................................................................................7

1.5 Record of Distribution .................................................................................................................................................8

1.6 Table of Contents ........................................................................................................................................................10

1.7 List of Figures................................................................................................................................................................13

1.7 List of Tables..................................................................................................................................................................14 2 Purpose, Scope, Situation and Assumptions.............................................................16

2.1 Purpose ...........................................................................................................................................................................16

2.2 Scope ...............................................................................................................................................................................17

2.3 Situation Overview......................................................................................................................................................18

2.4 Planning Assumption.................................................................................................................................................23 3 Concept of Operations .................................................................................................26

3.1 Response ........................................................................................................................................................................26

3.1.1 Goals, Priorities and Strategies .......................................................................................................................26

3.1.2 Plan Activation ......................................................................................................................................................27

3.1.3 Proclaiming an Emergency...............................................................................................................................27

3.1.4 Presidential Declarations...................................................................................................................................29

3.1.5 Emergency Management Response Levels ................................................................................................29

3.1.6 Sequence of Events .............................................................................................................................................30

3.2 Recovery .........................................................................................................................................................................34

3.2.1 Short-Term.............................................................................................................................................................34

3.2.2 Long-Term..............................................................................................................................................................34

3.3 Continuity.......................................................................................................................................................................35 4 Organization and Assignment of Responsibilities....................................................38 153
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4.1 Use of SEMS, NIMS, and ICS....................................................................................................................................38

4.2 Role of Elected Official ..............................................................................................................................................38

4.3 Role of City Departments .........................................................................................................................................38

4.4 Role of the Private Sector.........................................................................................................................................41

4.4.1 Contracted City Services....................................................................................................................................41

4.4.2 Residents.................................................................................................................................................................41

4.4.3 Population with Access and Functional Needs .........................................................................................41

4.4.4 At Risk Individuals................................................................................................................................................42

4.4.5 Businesses...............................................................................................................................................................42

4.4.6 Volunteer Organizations ...................................................................................................................................43

4.4.7 Public-Private Partnerships ..............................................................................................................................43 5 Direction, Control and Coordination..........................................................................44

5.1 Direction and Control ................................................................................................................................................44

5.2 Coordination .................................................................................................................................................................44

5.3 Multi-Entity/Jurisdiction Coordination and Mutual Aid................................................................................44

5.4 NIMS, SEMS, and ICS..................................................................................................................................................47 6 Communication.............................................................................................................50 7 Information Collection, Analysis and Distribution ...................................................52 8 Administration, Finance and Logistics .......................................................................54

8.1 Administration..............................................................................................................................................................54

8.1.1 City Emergency Operations Policy Statement...........................................................................................54

8.1.2 Disaster Service Workers...................................................................................................................................55

8.1.3 Documentation.....................................................................................................................................................55

8.2 Finance ............................................................................................................................................................................56

8.2.1 Expenditure Tracking..........................................................................................................................................56

8.2.2 Eligible Expenses ..................................................................................................................................................56

8.2.3 Recordkeeping Requirements.........................................................................................................................56

8.3 Logistics ..........................................................................................................................................................................57

8.3.1 Resource Management......................................................................................................................................57 154
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8.3.2 Resource Priorities...............................................................................................................................................57

8.3.3 Resource Requests ..............................................................................................................................................58 9 Plan Development and Maintenance .........................................................................60

9.1 Administrative Practices............................................................................................................................................60

9.2 Standard Operating Procedures (SOP)................................................................................................................60

9.3 Training and Exercises ...............................................................................................................................................61

9.4 Essential Records Retention ....................................................................................................................................62

9.5 After Action Reports and Corrective Actions ....................................................................................................62 10 Authorities and References .......................................................................................64 11 Appendix A – EOC Operations ..................................................................................66

11.1 EOC Activation ...........................................................................................................................................................66

11.2 EOC Facilities ..............................................................................................................................................................66

11.3 Initial Response..........................................................................................................................................................67

11.3.1 Levels of EOC Activation ...........................................................................................................................67

11.3.2 EOC Notification/Personnel Recall..............................................................................................................68

11.4 EOC Operations .........................................................................................................................................................70

11.4.1 Summary of EOC Operations ........................................................................................................................70

11.5 Emergency Operation Center Protocols...........................................................................................................70

11.6 Management Organization ...................................................................................................................................71

11.7 Resource Management...........................................................................................................................................72

11.8 EOC Information Management............................................................................................................................73

11.9 EOC Action Planning................................................................................................................................................74

11.10 EOC Coordination...................................................................................................................................................74

11.10.1 Field Responders.............................................................................................................................................75

11.10.2 Departmental Operation Centers (DOCs) ..............................................................................................75

11.10.3 Operation Area ................................................................................................................................................75

11.10.4 Private and Volunteer Agencies.................................................................................................................75

11.10.5 Special Districts................................................................................................................................................76

11.10.6 Region Emergency Operations Center....................................................................................................76 155
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11.10.7 State & Federal Field Response.................................................................................................................76

11.11 EOC Organizational Chart and EOC Section Overview .............................................................................78

11.11.1 Management Section ....................................................................................................................................82

11.11.2 Operations Section.........................................................................................................................................84

11.11.3 Planning & Intelligence Section ................................................................................................................86

11.11.4 Logistics Section..............................................................................................................................................88

11.11.5 Finance & Administration Section ............................................................................................................90

11.12 EOC Forms & Tools................................................................................................................................................92

11.12.1 EOC Action Planning......................................................................................................................................92

11.12.2 Common Operating Picture Guidance....................................................................................................92

11.12.3 Planning P..........................................................................................................................................................94

11.12.4 Planning P Meeting Agendas .....................................................................................................................95

11.12.5 EOC Action Plan............................................................................................................................................ 102

11.12.5 EOC Forms...................................................................................................................................................... 112

11.12.6 EOC Reports................................................................................................................................................... 114

11.12.7 EOC Plans........................................................................................................................................................ 116

11.12.8 EOC Guides..................................................................................................................................................... 116

11.12.9 EOC Deactivation ......................................................................................................................................... 117 11 Appendix B - Acronyms ...........................................................................................118 12 Appendix C – Glossary of Terms .............................................................................120 13 Appendix D - Resources...........................................................................................134 14 Appendix E - Contact List........................................................................................136 15 Appendix F – City Organizational Chart ................................................................138

1.7 List of Figures
Figure 1: Google Map of the City of Kerman......................................................Error! Bookmark not defined.

Figure 2: City of Kerman, Census 2022, Age Demographic.....................................................................................19 Figure 3: City of Kerman, Census 2022, Race/Ethnicity Demographic ................................................................20 Figure 4: City of Kerman, Census 2022, Education Demographic.........................................................................20 156
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Figure 5: City of Kerman, Census 2022, Health Demographic................................................................................20 FIGURE 6: Response Phase Sequence of Events..........................................................................................................33 Figure 7: California Mutual Aid Regions.........................................................................................................................45 Figure 8: Flow of Requests and Resources ....................................................................................................................46 Figure 9: EOC Organizational Chart [Level One Activation – All EOC Roles] ....................................................79 Figure 10: EOC Organizational Chart [Level Two Activation - Example].............................................................80 Figure 11: EOC Organizational Chart [Level Three Activation - Example]..........................................................81 Figure 12: EOC Management Section .............................................................................................................................82 Figure 13: EOC Operations Section..................................................................................................................................84 Figure 14: EOC Planning & Intelligence Section .........................................................................................................86 Figure 15: EOC Logistics Section.......................................................................................................................................88 Figure 16: EOC Finance & Administration Section .....................................................................................................90 Figure 17: Planning “P”.........................................................................................................................................................94 Figure 18: Planning "O"........................................................................................................................................................95 Figure 19: City Organization Chart................................................................................................................................ 138

1.7 List of Tables
Table 1: City of Kerman, Fresno County Hazard Mitigation Plan 2018, Summary ..........................................22 Table 2: EOC Activation Levels...........................................................................................................................................30 Table 3: City Department Mapping to EOC Sections.................................................................................................40 Table 4: Field and Emergency Operation Center Comparison...............................................................................49 Table 5: EOC Activation Criteria.........................................................................................................................................68 Table 6: SEMS Functions ......................................................................................................................................................72 157
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2 Purpose, Scope, Situation and
Assumptions

2.1 Purpose
The purpose of the City of Kerman’s Emergency Operations Plan is to establish the foundational framework for a unified and coordinated response to extraordinary emergency situations arising from natural or human-caused emergencies or disasters within or impacting the City. Serving as the primary guide for the City’s response, management, and recovery efforts during real or potential emergencies within its designated geographic boundaries, this plan is specifically designed to:
 Outline the methods and procedures employed by emergency management personnel to assess emergency situations and initiate actions to save lives, reduce injuries, prevent or minimize damage to public and private property, and protect the environment.  Identify the components of an Emergency Management Organization and establish associated protocols essential for an effective response, management, and recovery from major emergencies and disasters.
 Foster a whole community approach to emergency management, promoting a response that is inclusive of the entire community.
 Establish the organizational framework for the overall management and coordination of emergency operations in the city by implementing the National Incident Management System (NIMS) and Standardized Emergency Management System (SEMS).  Clearly outline the responsibilities of local, state, and federal agencies in the event of an emergency or disaster affecting the city.
 Define the operational concepts and procedures associated with the Emergency Operations Center (EOC) interface with field emergency responders.  Facilitate mutual aid to supplement local resources.
 Promote multi-agency and multi-jurisdictional coordination among local government, the private sector, operational area (OA), state, and federal agencies.  Support the provision of emergency public information, including guidance on personal protective actions the public can take.
 Serve as an operational plan and reference document applicable for both pre-emergency planning and emergency operations.
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 Be used in coordination with applicable local, state, and federal contingency plans.

Allied agencies, special districts, private enterprises, and volunteer organizations with roles and responsibilities in this plan are encouraged to develop operating protocols and emergency action checklists to support their commitment to this plan.

2.2 Scope
The policies, procedures, and provisions outlined in this plan are universally applicable to all agencies and individuals, both public and private, entrusted with responsibilities for emergency preparedness, response, recovery, and/or mitigation activities within the City of Kerman. The scope of this plan extends to extraordinary situations related to any hazard, whether natural or human-caused, capable of impacting the City. Additionally, it encompasses situations demanding a planned and coordinated response involving multiple agencies or jurisdictions.

Aligned with the guidelines set forth in the Federal Emergency Management Agency (FEMA) Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining Emergency Operations Plans, September 2021, Version 3.0; the CalOES Emergency Operations Plan Crosswalk - Local Government, January 2023; and the State of California Emergency Plan best practices, this plan is intentionally crafted for comprehension and implementation well in advance of any emergency. It establishes the framework for executing the Standardized Emergency Management System and National Incident Management System within the City.

Furthermore, this plan is designed to operate in tandem with the State Emergency Plan and the National Response Framework, ensuring seamless coordination and integration with broader emergency management frameworks at the state and national levels. Its comprehensive approach and adherence to recognized best practices empower the City of Kerman to effectively prepare for, respond to, and recover from a diverse range of emergency scenarios. 160
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2.3 Situation Overview
Figure 1: Geographical Boundaries of the City of Kerman The City of Kerman is located on the west side of Fresno County in the central portion of the San Joaquin Valley. Over the past decade, the City of Kerman has expanded its boundaries slightly, annexing land along the eastern reach of its Sphere of Influence. The City and its Sphere of Influence cover a 3,091-acre area.

The City is bisected by State Route 145 (Madera Avenue), which runs north/south, and State Route 180 (Whitesbridge Road), which runs east/west. State Highway 99, the major highway through the San Joaquin Valley, is 15 miles east of Kerman. Kerman is 17 miles south of Madera, the county seat of Madera County, and 15 miles west of Fresno, county seat of Fresno County. The smaller cities of San Joaquin and Mendota are about 13 miles southwest and 18 miles west, respectively.

The mountains of the Coast Range and the Sierra Nevada are roughly equidistant from Kerman, about 35 miles to the southwest and northeast, respectively. The topography in and around Kerman is very level with a gentle, imperceptible slope to the southwest. Elevations in the planning area vary from about 210 feet to 225 feet. There are no natural waterways in the planning area. The largest nearby 161
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waterway of consequence is the San Joaquin River, about ten miles north. However, there are several irrigation canals that traverse the planning area.

The climate of the Kerman area is described as Mediterranean, which is typified by hot, dry summers and mild winters. Temperatures recorded at Lemoore Naval Air Station (LNAS), located 41.2 miles south of Kerman, show the mean monthly high temperature for July to be 80.6°F, while the mean temperature for January is 45.1°F. It is not uncommon for maximum temperatures to exceed 100°F during the summer months; nor for temperatures to drop below freezing in the winter. The highest temperature ever recorded at LNAS was 113°F in July of 1975. The lowest temperature of record was 14°F in January of 1962.

Approximately 90 percent of all rainfall in Kerman occurs between November and April. Average rainfall measured in Kerman is 6.08 inches per year compared to 7.83 inches in Coalinga and 9.5 inches in Fresno.

Air movement through the San Joaquin Valley is in a southeasterly direction. Wind enters the valley over the passes east of the San Francisco Bay and exits through mountain passes at the southern end of the San Joaquin Valley. Meteorological data from LNAS indicates that the average wind speed is 4- 6 knots with maximum gusts of 40-50 knots recorded from October to May. The prevailing wind direction is from the north and north-northwest, except in December and January, when the winds blow from the southeast or east-southeast.

High level City demographic information can be found below:

Population Estimate: 16,208

7.8%

32.9%

51.7%

7.6%

50.6%
0%
20%
40%
60%
80%
100%
Persons Under 5 years,
percent
Persons Under 18 years,
percent
Person 19-64 years,
percent
Persons 65 years and
over, percent
Female persons, percent

AGE/GENDER
Figure 2: City of Kerman, Census 2022, Age Demographic
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Figure 4: City of Kerman, Census 2022, Education Demographic Figure 5: City of Kerman, Census 2022, Health Demographic

9.8%

0.4% 2.1% 7.1%

81.7%
0%
20%
40%
60%
80%
100%
White, percent Black or African
American, percent
American Indian and
Alaska Native, percent
Asian, percent Hispanic or Latino,
percent

RACE/ETHNICITY

57.9%

13.2%
0%
20%
40%
60%
80%
100%
High school graduate or higher, persons 25 years +, percent Bachelor's degree or higher, persons 25 years +, percent

EDUCATION

9.3% 9.6%
0%
20%
40%
60%
80%
100%
With a disability, under age 65 years, percent Persons without health insurance, under age 68, percent HEALTH
Figure 3: City of Kerman, Census 2022, Race/Ethnicity Demographic 163
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This plan was developed using an all-hazards planning approach and leverages the hazard summary for the City in the Fresno County Hazard Mitigation Plan.

The Hazard Summary can be found below, and more detailed information regarding the hazards to the County and the City, can be found in the most current Fresno County Hazards Mitigation Plan.

Hazard Geographic
Extent
Probability of
Future Occurrences
Magnitude /
Severity Significance
Agricultural Hazards Limited Highly Likely Critical Medium Avalanche N/A N/A N/A N/A
Dam Failure Extensive Occasional Critical Low
Drought Significant Likely Limited High
Earthquake Significant Occasional Catastrophic Medium
Hazardous Material Incident Significant Likely Critical High Epidemic/Pandemic Extensive Occasional Catastrophic Medium West Nile Virus Limited Highly Likely Negligible Low
Landslide N/A N/A N/A N/A
Extreme Cold/Freeze Extensive Likely Negligible Low
Extreme Heat Extensive Highly Likely Limited Low
Fog Extensive Likely Limited Medium
Heavy Rain / Thunderstorm Extensive Highly Likely Limited Low Tornado Extensive Occasional Negligible Low
Windstorm Extensive Likely Limited Medium
Winter Storm Extensive Highly Likely Negligible Medium
Erosion No Data Likely No Data Low
Expansion Soils No Data Occasional No Data Low
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Hazard Geographic
Extent
Probability of
Future Occurrences
Magnitude /
Severity Significance
Land Subsidence Limited Occasional No Data Low
Volcano Extensive Unlikely Negligible Low
Wildfire Limited Highly Likely Limited Low
Cyber Attack Extensive Occasional Critical Medium
Table 1: City of Kerman, Fresno County Hazard Mitigation Plan 2018, Summary Geographic Extent
Limited: Less than 10% of planning area
Significant: 10-50% of planning area
Extensive: 50-100% of planning area
Probability of Future Occurrences
Highly Likely: Near 100% chance of occurrence in next year, or happens every year.

Likely: Between 10 and 100% chance of occurrence in next year, or has a recurrence interval of 10 years or less.

Occasional: Between 1 and 10% chance of occurrence in the next year, or has a recurrence interval of 11 to 100 years.

Unlikely: Less than 1% chance of occurrence in next 100 years, or has a recurrence interval of greater than every 100 years.

Magnitude/Severity
Catastrophic—More than 50 percent of property severely damaged; shutdown of facilities for more than 30 days; and/or multiple deaths
Critical—25-50 percent of property severely damaged; shutdown of facilities for at least two weeks; and/or injuries and/or illnesses result in permanent disability Limited—10-25 percent of property severely damaged; shutdown of facilities for more than a week; and/or injuries/illnesses treatable do not result in permanent disability Negligible—Less than 10 percent of property severely damaged, shutdown of facilities and services for less than 24 hours; and/or injuries/illnesses treatable with first aid Significance
Low: minimal potential impact
Medium: moderate potential impact
High: widespread potential impact
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2.4 Planning Assumption
The following are assumptions used during the development of this plan. These assumptions translate into basic principles for conducting emergency management operations in preparation for, response to and recovery from major emergencies.
 Emergencies or disasters may occur at any time, day, or night, in populated and remote areas of the City.
 Major emergencies and disasters will require a multi-agency, multi-jurisdictional response.

Therefore, it is essential that NIMS, SEMS, and ICS are implemented immediately by responding agencies, and expanded as the situation dictates.
 Large-scale emergencies and disaster may overburden local resources and require the need for mutual aid from neighboring jurisdictions.
 Large-scale emergencies and disasters and the complex organizational structure required to respond to them pose significant challenges in terms of warning and notification, logistics, and agency coordination.
 The City is primarily responsible for emergency actions within city boundaries and will commit all available resources to save lives, minimize injury to persons, protect the environment and minimize property damage.
 Major emergencies and disasters may generate widespread media and public interest; information provided to the public needs to be accurate and timely. Additionally, the media must be considered an ally in large-scale emergencies and disasters; it can provide considerable assistance in emergency public information and warning.  Large-scale emergencies and disasters may pose serious long-term threats to public health, property, the environment, and the local economy. While responding to significant disasters and emergencies, all strategic decisions must consider each of these threats.  Disasters and emergencies may require an extended commitment of personnel and other resources from involved agencies and jurisdictions.
 The Emergency Management Organization is familiar with this plan, supporting documentation, and NIMS, SEMS, and ICS.

It is the City’s intent to fulfill the policies described here, within the capabilities and resources available at the time of an emergency or disaster.

This plan uses the whole community concept where residents, emergency management representatives, organizational and community leaders, and government officials can understand and assess the needs of their respective communities and determine the best ways to organize and 166
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strengthen their resources, capabilities, and interest. Engaging in the whole community emergency management planning process builds a more effective path to societal security and resilience. This plan supports the following whole community principles:
 Understand and meet the needs of the entire community, including people with disabilities and those with other access and functional needs.
 Engage and empower all parts of the community to assist in all phases of the disaster cycle.  Strengthen what works well in communities daily.

In keeping with the whole community approach, this plan was developed with representation from city departments and various other stakeholders. The effectiveness of the emergency response is largely based on the preparedness and resiliency of the community.

Community Resiliency Consists of Three Key Factors:

1. The ability of first responder agencies (e.g., fire, law etc.) to divert from their day-to-day operations to the emergency disaster effectively and efficiently.

2. The strength of the emergency management system and organization with the region, to include Emergency Operations Centers (EOCs), mass notification systems and communication systems.

3. The preparedness of the region’s citizens, businesses, and community organizations.

By focusing on enhancing all three of these components, the City is improving not only the city’s resiliency to emergency disaster, but also the regions. 167
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3 Concept of Operations

3.1 Response
In major emergency responses, the City of Kerman collaborates with numerous governmental, nongovernmental, and private organizations. To facilitate this multi-faceted operation, the City adheres to a specific response structure, delineating how local, county, and state-level entities coordinate and communicate during emergencies.

This section guides City decision-makers and plan users on the sequence and scope of actions during a citywide emergency response. The response phase concept of operations can be summarized in six key elements: goals, priorities, and strategies; plan activation; proclaiming an emergency; presidential declarations; emergency management response levels; and the sequence of events during disasters.

3.1.1 Goals, Priorities and Strategies
Operational Goals:
1 Mitigate Hazards
2 Meet basic human needs
3 Address needs of People with Access and Functional Needs 4 Restore essential services
5 Support community and economic recovery
Operational Priorities:
1 Save Lives: Preservation of life takes precedence over all considerations. 2 Protect Health and Safety: Mitigate the impact of emergencies on public health and safety. 3 Protect Property: Make feasible efforts to safeguard public and private property, including critical infrastructure.
4 Preserve the Environment: Take all possible measures to protect the environment during emergencies.

Operational Strategies:
1 Mitigate hazards: Suppress, reduce, or eliminate hazards/risks promptly. 2 Meet basic human needs: Supply resources for food, water, shelter, medical treatment, and security.
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3 Address needs of individuals with disabilities: Consider and address the needs of vulnerable individuals.
4 Restore essential services: Swiftly reinstate power, water, sanitation, transportation, and other critical services.
5 Support Community and Economic Recovery: Collaborate for efficient, effective, and equitable recovery.

3.1.2 Plan Activation
The City Emergency Operations Plan may be activated under specific circumstances:
1 By order of the following, in order shown:
a. City Manager
b. Chief of Police
c. Director of Public Works
2 Upon proclamation of a State of Emergency by the Governor. 3 Automatically on the proclamation of a State of War Emergency. 4 Upon the President's declaration of a National Emergency. 5 Automatically on receipt of an attack warning, actual attack, or a catastrophic disaster requiring immediate government response.

3.1.3 Proclaiming an Emergency
The California Emergency Services Act provides for three types of emergency proclamations in California: (1) Local Emergency, (2) State of Emergency, (3) State of War Emergency.

Local Emergency Proclamations:

In the case of the existence or likely existence of an emergency that threatens the people, property, or environment of the City; and the condition is beyond the capability of the City to control effectively; the City Manager can proclaim a Local Emergency.

A Local Emergency may be proclaimed to exist due to a specific situation, such as flood, fire, storm, pandemic, drought, sudden and severe energy shortage, or other condition.

If assistance will be requested through the California Disaster Act (CDAA), a Local Emergency may be recommended by the City Manager as specified by the Municipal Code and issued within 10 days after the actual occurrence of a disaster.
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A Local Emergency proclamation must be ratified by the City Council within 7 days.

The governing body must review the need to continue the proclamation at least every 60 days until the Local Emergency is terminated. The Local Emergency must be terminated by resolution as soon as conditions warrant.

The Proclamation of a Local Emergency provides the governing body with the legal authority to:
 Request the Governor proclaim a State of Emergency, if necessary  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 order
 Conduct emergency operations without incurring legal liability for performance, or failure of performance (Article 17 of the Emergency Services Act provides for certain privileges and immunities)
Proclamation of a State Emergency:

The Governor proclaims a State of Emergency based on the formal request from the City Council and the recommendation of the California Office of Emergency Services. If conditions and time warrant, the Governor drafts and signs a formal State of Emergency Proclamation. The Governor has expanded emergency powers during a proclaimed State of Emergency. The Governor:
 Has the right to exercise police power as deemed necessary, vested in the State Constitution and the laws of California within the designated area
 Is vested with the power to use and commandeer public and private property and personnel, to ensure all resources within California are available and dedicated to the emergency when requested
 Can direct all state agencies to utilize and employ personnel, equipment, and facilities for the performance of any and all activities designed to prevent or alleviate the actual and threatened damage due to the emergency. Can also direct them to provide supplemental services and 171
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equipment to political subdivisions to restore any service to provide for the health and safety of the residents of the affected area.
 May make, amend, or rescind orders and regulations during an emergency and temporarily suspend any non-safety-related statues, ordinances, regulations, or rules that impose restrictions on emergency response activities.

Proclamation of a State of War Emergency
In addition to a State of Emergency, the Governor can proclaim a State of War Emergency whenever California or the nation is attacked by an enemy of the United States, or upon receiving a warning from the federal government indicating that such an enemy attack is probable or imminent. The powers of the Governor granted under a State of War Emergency are commensurate with those granted under a State of Emergency.

3.1.4 Presidential Declarations
When it is clear that State capabilities will be exceeded, the Governor can request federal assistance, including assistance under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act). The Stafford Act authorizes the President to provide financial and other assistance to state and local government, certain private nonprofit organizations, and individuals to support response, recovery, and mitigation efforts following Presidential Emergency or Major Disaster declarations.

Declaration of Emergency or Major Disaster: The President of the United States can declare an Emergency or Major Disaster under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (41 USC §5121 et seq.). This also allows the president to provide federal government resources to support the States’ response and recovery activities. While Presidential Declarations under the Stafford Act release federal resources and funding to support response and recovery, federal agencies may also provide assistance under other authorities or agreements that do not require a Presidential Declaration.

3.1.5 Emergency Management Response Levels
The City Emergency Operations Plan will be activated when an emergency occurs or threatens to exceed normal day to day capabilities to adequately respond to and mitigate an incident(s). The scope of an emergency, rather than the type, will determine whether the Emergency Operations Plan and Emergency Operations Center will be activated, and to what level. 172
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For planning purpose, the California Office of Emergency Services has established three EOC activation “levels” which the City follows. The table below defines those levels:

Activation
Level Detail Event or Situation Minimum Staffing
Three
Level Three is a minimum
activation. This level may be
used for situations which
initially only require a few
people
 Events with potential impacts on
the health & safety of the public
and/or environment
 Weather Alerts
 Incident involving 2+ departments
 Low risk planned event
 Wind or rainstorm
 Power outage and Stage 1 & 2
emergencies

1. EOC Director

2. Other Designees
(Such as Section
Coordinators,)
Two
Level Two activation is
normally achieved as an
increase from Level Three or a
decrease from Level One. This
activation level is used for
emergencies or planned
events that would require
more than a minimum staff
but would not call for a full
activation/staffing
 Two or more large incidents
involving 2 or more departments
 Major wind or rain
 Major scheduled event
 Large scale power outage and
Stage 3 power emergencies
 Hazardous Material Incident
involving large scale or possible
large-scale evacuations

1. EOC Director

2. Section
Coordinators

3. Branches & Units
as appropriate

4. Liaison/Agency
Representatives as
appropriate

5. Public Information
Officer
One
Level One activation involves
a complete & full activation of
all organizational elements &
staffing. Level One would be
the initial activation for any
major emergency requiring
acute State help.
 Major County/City or Regional
emergency, multiple departments
with heavy resource involvement

1. All EOC as
appropriate
Table 2: EOC Activation Levels

3.1.6 Sequence of Events
Disasters involve two key sequences of events: one for response and the other for emergency proclamations. The response sequence focuses on saving lives, protecting property, and preserving the environment. It entails deploying response teams, activating emergency management organizations, and coordinating across government levels. The emergency proclamation sequence 173
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outlines steps to gain expanded emergency authorities and request state and federal disaster assistance.

3.1.6.1 Before Impact
Before any emergency, the City prioritizes preparedness activities like plan development, personnel training, exercises, public education, and resource arrangements. The City maintains readiness by keeping communication systems, warning systems, and the Emergency Operations Center (EOC) prepared at all times.

Before Impact Activities:
1 Routine Monitoring: Constant monitoring for alerts, watches, and warnings to identify threats. 2 Increased Readiness: Actions to enhance agency readiness, including briefings, plan reviews, information dissemination, and system testing.
3 Pre-Impact: Actions taken when a disaster is highly likely, involving activation of warning systems, resource mobilization, and evacuation.

Proclaiming and Emergency:

In cases where an emergency surpasses the City's capability to control effectively, the City Council or City Manager (if the Council is not in session) can proclaim a local emergency.

3.1.6.2 Immediate Impact
During this phase, the focus is on controlling the situation, saving lives, and minimizing disaster effects. Actions include alert and notification, resource mobilization, incident response, establishing incident command, and activation of Emergency Operations Centers (EOCs) at various levels.

Immediate Impact Activities:
1 Alert and Notification: Informing response agencies and mobilizing first responders. 2 Resource Mobilization: Activating and mobilizing response resources. 3 Incident Response: Coordinated response within the City. 4 Establishing Incident Command: Organizing on-scene command structures. 5 Activation of Coordination Systems: Coordinating resources through Multiagency Coordination Systems and EOCs.
6 Local, Operational Area, Regional EOC Activation: Activating EOCs based on the incident's magnitude or need for coordination.
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State and Federal Involvement:
1 State Level Field Teams: Deployed to provide situation reports to Regional EOC. 2 State and Federal EOC Activation: Activation for monitoring, resource processing, and interstate coordination.

3.1.6.3 Sustained Operations
As the emergency persists, ongoing assistance is provided to affected individuals, and efforts focus on preventing secondary damage. Mutual aid and activities such as search and rescue continue.

3.1.6.4 Transition to Recovery
Following initial and sustained operational priorities, the transition to recovery involves damage assessment, opening assistance centers, performing hazard mitigation surveys, and planning for future emergencies.

Recovery Activities:
1 Local Assistance Centers (LAC): Opened to provide services and resource referrals. 2 Joint Field Office (JFO): Coordinated with FEMA for federal support. 3 Demobilization: Resources are demobilized, ensuring safe return and compliance with mutual aid provisions.

This structured approach ensures effective response and recovery, emphasizing coordination and resource utilization at all levels.
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The sequence of activities occurring for the emergency response and proclamation process is illustrated below:

FIGURE 6: Response Phase Sequence of Events
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3.2 Recovery
After a disaster, citizens often have specific needs that must be addressed before resuming their predisaster lives. Key recovery services include assessing damages, restoring essential services, repairing infrastructure, and providing mental health support. Recovery unfolds in two phases: short-term and long-term.

3.2.1 Short-Term
Short-term recovery operations commence during the response phase but may last for weeks. These activities focus on stabilizing the situation, restoring services (electricity, water, and sanitary systems), implementing critical infrastructure recovery plans, initiating community restoration planning, and addressing debris threatening public health. For federally declared disasters, the Federal Emergency Management Agency (FEMA) may establish Disaster Assistance Centers to aid victims in accessing grants, loans, and benefits. The City, in collaboration with the American Red Cross, may offer temporary shelter for disaster victims.

3.2.2 Long-Term
Long-term recovery extends short-term efforts and centers on comprehensive community restoration.

The duration varies based on the disaster's severity.

Activities include:
 Reconstruction: Rebuilding facilities, infrastructure, and technology systems for full operational restoration.
 Community Planning: Developing long-term housing plans and land-use legislation to foster recovery.
 Assistance Programs: Supporting displaced families with financial aid, social services, and health services.
 Economic Restoration: Rebuilding the local economic system.  Mitigation Integration: Incorporating mitigation strategies into recovery efforts.  Cost Documentation: Documenting disaster-related costs for state and federal reimbursement.
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These recovery phases ensure a structured and sustained approach to rebuilding communities after a major disaster, addressing immediate needs and fostering long-term resilience.

3.3 Continuity
Continuity of Operations and Government is a critical aspect of the city's emergency management strategy, ensuring that government functions persist during and after a major emergency or disaster.

Preserving essential government operations, including the continuity of lawfully constituted authority, is a primary responsibility.

In the aftermath of a major disaster, which could result in significant loss of life, property, and key government officials, maintaining law and order becomes crucial. The ability to sustain government services is imperative during the reconstruction period. Local government units must continue functioning to preserve order and provide necessary services.

Authority for the continuity and preservation of State and local government is derived from relevant portions of the California Government Code and the State Constitution, including:
 Continuity of Government in California (Article IV, Section 21 of the State Constitution)  Preservation of Local Government (Article 15 of the California Emergency Services Act)  Temporary Seat of State Government (Section 450, Title 1, Division 3, Chapter 1 of the Government Code)
Key authorities within Sections 8635 through 8643 of the Government Code include provisions to:
 Ensure the continued functioning of political subdivisions by preserving and continuing (City and County) government operations in case of an enemy attack or a statewide State of Emergency or Local Emergency.
 Authorize political subdivisions to plan for succession of officers (department heads) responsible for law and order and/or health and safety.  Empower governing bodies to appoint standby officers for each member of the governing body and the Chief Executive in case of a State of War Emergency, State of Emergency, or Local Emergency. Standby officers, residents or officers of a different subdivision, take the same oath as regular officers.
 Direct standby officers to report ready for duty at the designated place in the event of an emergency.
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 Mandate local governing bodies to convene promptly when a State of War Emergency, State of Emergency, or Local Emergency occurs, at a location outside the political subdivision if necessary.

These measures ensure the resilience and functionality of government operations during challenging circumstances.

In the City of Kerman, the City Manager has designated the following order of succession:
1 Chief of Police (1st Alternate)
2 Director of Public Works (2nd Alternate)
The alternate seat of government is:

The Kerman Community Center
15101 W. Kearney Blvd.

Kerman, CA 93630
Preservation of Vital Records
Vital records are defined as those records that are essential to:
1 Protect the rights and interests of individuals (ie: vital statistics, land and tax records, license registers and articles of incorporation)
2 Conduct emergency response and recovery operations (ie: utility system maps, location of emergency supplies and equipment, EOP and personnel rosters) 3 Reestablishing normal governmental functions (ie: charter, ordinance, court records and financial records)
Each level of government down to the departmental level is responsible for designating a custodian for vital records, and ensuring the vital records storage and preservation is accomplished.

The City Clerk is the designated custodian of vital records. After the City Clerk, the Director of Finance is responsible for vital records.
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4 Organization and Assignment of
Responsibilities

4.1 Use of SEMS, NIMS, and ICS
The city's emergency response relies on the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), and the Incident Command System (ICS). These frameworks ensure consistency with the National Response Framework and coordination with other partners in Fresno County. The plan outlines the city's organizational structure, departmental roles, and responsibilities during Emergency Operations Center (EOC) activation.

4.2 Role of Elected Official
Local elected officials play a crucial role in providing leadership and policy guidance before, during, and after disasters. Their support during an emergency is vital, focusing on empowering first responders and EOC staff. This includes facilitating communication with other agencies, declaring emergencies, issuing orders, and ensuring a coordinated and accessible message to the public. In the aftermath, elected officials transition to a leadership role, supporting recovery, enforcing codes and regulations, and identifying opportunities for rebuilding.

4.3 Role of City Departments
In the event of an Emergency Operations Center activation, each City department is responsible to support emergency response and recovery objectives and taking the lead regarding the emergency function to which they have been assigned. The departments also provide representatives to the EOC to coordinate people, resources, and information to manage an incident that occurs in the City, and to communicate emergency efforts between departments and/or jurisdictions.

Designated department representatives are trained in emergency management and response operations. In addition, these representatives have assigned successors to support EOC staff in the event of extended operations. The sections below outline the designated responsibilities for each of the City departments.
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City Manager’s Office. The executive staff in the City Manager's Office takes charge of policy-level decisions related to incident management. The City Manager, or their designate, oversees all EOC operations, including policy formation, expenditure authorization, and coordination with external entities. They also appoint a Public Information Officer (PIO) to ensure accurate information reaches the public and media. During recovery, the office transitions to the Recovery Coordination Group, supporting redevelopment efforts. Additionally, they manage City personnel and volunteers, handle workers' compensation, and oversee volunteer management. This office may staff the Personnel Branch and the Communications Unit, along with other critical EOC positions as needed.

Community Development Department. The Community Development Department shoulders responsibilities related to public assets and infrastructure evaluation and damage assessment, GIS support, and administration of evaluations and permits in the recovery process. Representatives from Community Development lead the Planning Section and may serve in various EOC sections and branches as needed.

Finance Department. The Finance Department oversees all expenditures related to emergency management and response operations, including tracking and documentation necessary for recovery reimbursement. It provides representatives to staff the Finance Section and Logistics Section in the EOC, ensuring financial protocols are followed during emergency operations; and resources are made available inclusive of critical IT infrastructure.

Community Services Department (Parks and Recreations). The Community Services Department is responsible for supporting mass care operations, the Community Services Department mobilizes and deploys personnel and resources for shelter operations. It manages shelter facilities, coordinates with organizations like the American Red Cross, and reports damage assessment information related to park facilities. In addition, the department also serves in a primary role for the provision of services for people with access and functional needs (PAFN) during an emergency.

North Central Fire Protection District. The Fire Protection District is responsible for fire and medical operations within the city. It responds to immediate threats, provides support for emergency operations, and coordinates with other agencies. A Fire Protection District representative is appointed to serve in the Fire Branch of the Operations Section in the EOC.

Police Department. The Police Department is responsible for law enforcement operations and terrorism prevention within the city. It responds to immediate threats, provides support for emergency operations, and coordinates with other agencies. A Police Department representative is appointed to serve in the Law Branch of the Operations Section in the EOC. 182
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Public Works Department. The Public Works Department plays a multifaceted role, including damage assessment, critical infrastructure restoration, debris management, transportation, evacuation, and general logistics operations. It also manages flood services and coordinates with the EOC and other agencies during emergency restoration efforts.

EOC, DOC and Responder Personnel. While this Emergency Operations Plan primarily focuses on the City's organizational response, all city employees with responsibilities for emergency functions are encouraged to have a personal and family preparedness plan. Employees reporting to the EOC, a department operations center (DOC), or field response operations should prioritize personal and family preparedness to ensure their availability during emergency situations.

Department Management Plans & Intel Operations Logistics Fin & Admin Recovery Group
City Manager’s
Office
Community
Development
Department
Finance
Department
Community
Services
Department
(Parks and
Recreations)
North Central
Fire Protection
District
Police
Department
Public Works
Department
Table 3: City Department Mapping to EOC Sections
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4.4 Role of the Private Sector

4.4.1 Contracted City Services
In the event of an Emergency Operations Center activation, each contract city service partner is responsible to support emergency response and recovery objectives and taking the lead regarding the emergency function to which they have been assigned. At a minimum contract City service partners will either provide a representative to the City EOC or provide a contact number for their Business Operations Center to coordinate people, resources, and information in order to manage an incident that occurs in the City, and to communicate emergency efforts between their organization and the City.

4.4.2 Residents
Residents are primary beneficiaries of the emergency management system but also play a crucial role.

Before an emergency, they should undergo training, maintain supplies, and prepare for evacuation or shelter-in-place. Residents can join volunteer programs, such as Community Emergency Response Teams, and follow authorities' directions during emergencies.

4.4.3 Population with Access and Functional Needs
Populations with access and functional needs include those members of the community that may have additional needs before, during and after an incident in functional areas, including but not limited to maintaining independence, communication, transportation, supervision, and medical care.

Individuals in need of additional response assistance may include those who:
 Have disabilities – temporary and/or lifelong
 Live in assisted living settings
 Are elderly
 Are unaccompanied children
 Are from diverse cultures
 Have limited English proficiency or a non-English speaking  Have sight or hearing losses (impairments)
 Are transportation disadvantage; or
 Other situations that would require assistance
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Lessons learned from recent emergencies concerning people with disabilities and older adults have shown that existing paradigm of emergency planning, implementation and response must change to meet the needs of these groups during an emergency. These lessons show four areas that are repeatedly identified as most important to people with disabilities and older adults:
 Communications and Public Information: Emergency notification systems must be accessible to ensure effective communication for people who are deaf/hard of hearing, blind/low vision, or deaf/blind
 Evacuation and Transportation: Evacuation plans must incorporate disability and older adult transportation providers enable the movement of people with mobility impairments and those with transportation disadvantages
 Sheltering: Care and shelter plans must address the access and functional needs of people with disabilities and older adults to allow for sheltering in general population shelters  Americans with Disabilities Act: When shelter facilities are activated, the State will work with local officials to ensure they accommodate the provisions of the Americans with Disabilities Act

4.4.4 At Risk Individuals
Another perspective is to consider the needs of people who are not in contact with traditional emergency service providers. These people may feel they cannot comfortably or safely access and use the standard resources offered in preparedness, response, and recovery. These include, but are not limited to individuals who are:
 Homeless
 Without transportation
 Out of hearing range of community alert sirens/systems  Without radio or television to know they need to take action  Without access to telephones
 Visiting or temporarily residing in an impacted region  Not familiar with available emergency response and recovery resources  Limited in their understanding of English
 Geographically or culturally isolated

4.4.5 Businesses
Most of the City’s critical infrastructure is owned and maintained by businesses and must be protected during a response to ensure a quick and complete recovery from an emergency. These 185
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same businesses provide valuable resources before, during and after an emergency, as well as play a critical role in meeting the needs of those impacted by an emergency. They coordinate with governments to integrate emergency plans, follow hazard-specific plans, and develop comprehensive business emergency plans covering employee safety, business continuity, and cooperation with local emergency management.

4.4.6 Volunteer Organizations
The City recognizes the value and importance of organizations that perform voluntary services in their community. These organizations have resources, which can augment emergency response and recovery efforts. Some examples of voluntary organization are the following:
 American Red Cross
 Community Emergency Response Team within the City or County  Amateur Radio Groups within the City or County

4.4.7 Public-Private Partnerships
The private sector provides valuable assistance and resources to support emergency response and recovery activities. The goal of the Public-Private partnership is to advise on:
 Appropriate agreements to provide for quick access to emergency supplies and essential services to minimize the need to stockpile such supplies during normal times  Logistic measures required to quickly deliver needed supplies and services to affected areas  Methods to utilize non-profit and private sector capabilities to increase the surge capacity of local agencies responding to emergencies
 Methods to promote the integration of the non-profit and private sectors into the emergency services system so that people can be better informed and prepared for emergencies  Systems that aid business and economic recovery after an emergency 186
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5 Direction, Control and
Coordination

5.1 Direction and Control
In managing events surpassing field responders' capacity, the City holds the responsibility for coordinating resources, strategies, and policies. Tactical control remains with field Incident Commanders. The City Manager, operating through the Emergency Operations Center (EOC), directs and controls multi-departmental and multi-jurisdictional resource coordination. Policy decisions may be made by the EOC Manager/Director, staffed by the City Manager or designee.

5.2 Coordination
The City's Emergency Operations Center coordinates resource requests from the field and other jurisdictions. If demand exceeds supply, the EOC prioritizes resource allocation. If city resources are insufficient, requests escalate to the Operational Area Emergency Operations Center, which, if needed, coordinates with the Inland Regional Emergency Operations Center. The Regional Emergency Operations Center, in turn, collaborates with the State Operations Center. If necessary, the State Operations Center may request resources from the Federal Emergency Management Agency and other federal agencies.

5.3 Multi-Entity/Jurisdiction Coordination and Mutual Aid Operational Area Coordination: When an incident overwhelms City resources, additional support is sought from various entities and jurisdictions. Following the Standardized Emergency Management System (SEMS), requests for assistance are made through the operational area. For state and federal support, the operational area collaborates with the Regional Emergency Operations Center, adhering to SEMS, NIMS, and ICS structures.

Coordinating with External Partners: City representatives in the EOC ensure external partners, including private companies and non-profit organizations, operate within the city EOC's designated organizational structure. Coordination procedures for new partners are determined by the City EOC Manager/Director.
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Mutual Aid: California's emergency assistance relies on a statewide mutual aid system. The California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA) obligates signatory entities to provide aid during emergencies. Four approved Mutual Aid Systems cover Fire and Rescue, Law Enforcement, Coroner, and Emergency Management. Informal mutual aid extends to Public Information, Medical and Health, Communications, Transportation Services, Facilities, Hazardous Material Mutual Aid System, Volunteer and Private Agencies. California's six mutual aid regions facilitate coordination and resource sharing within multiple Operational Areas.

A map of the Regions is shown in Figure 7: California Mutual Aid Regions. The City of Kerman, is located in Mutual Aid Region V.

Mutual Aid Coordination:

Formal mutual aid requests
follow specified procedures.

Requests move through
discipline-specific chains, such
as fire or law enforcement,
from one level of government
to the next. The mutual aid
coordinator processes
requests and coordinates
resources within their area. If
resources are unavailable, the
request is forwarded to the
next higher level of
government. Requests can
originate from the Field Level,
Local Government,
Operational Area, Region, or
State Level, depending on the
scope and nature of the
incident. Coordination ensures
efficient resource allocation
and response across
jurisdictions
Figure 7: California Mutual Aid Regions
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Figure 8: Flow of Requests and Resources
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5.4 NIMS, SEMS, and ICS
Emergency management operations in the City adhere to the principles outlined by the National Incident Management System (NIMS), Standardized Emergency Management System (SEMS), and Incident Command System (ICS). These frameworks establish the groundwork for all emergency operations, offering a flexible organizational structure adaptable to incidents of any size, scope, or impact. This local plan aligns with and supports the Fresno County and Operational Area Response Plan.

The City manages internal operations per this plan, collaborating with county operations when necessary. The City EOC is organized into sections: Management Staff, Operations Section, Planning Section, Logistics Section, and Finance Section.

NIMS (National Incident Management System): NIMS, established by FEMA, serves as the national standard for incident management operations. Adopted by the City through resolution, NIMS ensures a standardized incident management system. ICS, within NIMS, defines the organizational structure for emergency management operations. Compliance with NIMS and ICS standards is crucial for federal reimbursement eligibility for emergency-related costs.

SEMS (Standardized Emergency Management System): Adopted by the City based on California emergency management standards, SEMS manages multi-agency and multi-jurisdictional responses.

It facilitates communication and coordination across all system levels. SEMS is mandatory for local public agencies, as per California Government Code § 8607, to be eligible for state reimbursement.

Both NIMS and SEMS details can be accessed on FEMA's website and the California Office of Emergency Services (CalOES) website, respectively.

These systems, along with ICS, are integral components of the broader national emergency response structure. They address the need for a unified and coordinated approach at all levels of government, private sector, and non-governmental agencies. The National Incident Management System provides a consistent framework for incident management, integrating best practices into a nationwide approach for various emergencies.
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National Incident Management System Structure:
1 Command and Management
2 Preparedness
3 Resource Management
4 Communications and Information Management
5 Supporting Technologies
6 Ongoing Management and Maintenance
Standardized Emergency Management System Organization Levels:
7 State Level: Coordinates state resources and mutual aid. 8 Region Level: Manages information and resources within mutual aid regions. 9 Operational Area: Coordinates information and resources within a county's boundaries. 10 Local Government (The City): Involves cities, counties, and special districts. 11 Field Level: Where emergency response personnel and resources operate.

Standardized Emergency Management System Functions:
1 Command/Management: Directs and controls resources at the field response level, and coordinates emergency policy and management at EOC levels. 2 Operations: Coordinates jurisdictional operations in response to the emergency. 3 Logistics: Provides facilities, services, personnel, equipment, and materials. 4 Planning/Intelligence: Collects, evaluates, and disseminates operational information, prepares incident action plans, and maintains situational awareness. 5 Finance/Administration: Manages financial and administrative aspects of the emergency.

This structured approach ensures a cohesive and effective response to incidents, aligning local, regional, and state efforts for comprehensive emergency management. The table below provides a comparison of Standardized Emergency Management Functions between the field and the Emergency Operations Center.
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SEMS Function Field Level EOCs
Command /
Management
Command is responsible for directing,
ordering and/or controlling resources
Management is responsible for
facilitation of overall policy,
coordination, and support of the
incident
Operations
The coordinated tactical response of all
field operations in accordance with the
Incident Action Plan
The coordination of all jurisdictional
operations in support of the response
to the emergency in accordance with
the Emergency Center Action Plan
Planning &
Intelligence
The collection, evaluation,
documentation, and use of intelligence
related to the incident
Collecting, evaluating, and
disseminating information and
maintaining documentation relative to
all jurisdiction activities
Logistics
Providing facilities, services, personnel,
equipment, and materials in support of
the incident
Providing facilities, services, personnel,
equipment, and materials in support of
all jurisdictional activities as required
Finance &
Administration
Financial and cost analysis and
administrative aspects not handled by
the other functions
Responsible for coordinating and
supporting administrative and fiscal
consideration surrounding and
emergency incident
Table 4: Field and Emergency Operation Center Comparison 192
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6 Communication
City Emergency Operations Center (EOC): In response to emergencies or potential threats, the City EOC establishes communication channels with various entities, including field responders, department-level personnel, media, and external agencies. Communication tools such as telephones, cell phones, radios, email, and internet applications (e.g., WebEOC) are utilized for direct communication.

The City EOC can connect with the Operational Area (OA) EOC to access the State OASIS satellite system. OASIS supports operational area entities by enabling direct satellite communication with the State’s Regional EOC (REOC) and the State Operations Center (SOC). OASIS voice transmission functions like a standard telephone, while data transmission resembles a computer modem.

City Operations and Responders: In the field, City operational staff employ interoperable communications using radios to facilitate interaction with all responding departments and City entities. If necessary, alternative communication methods such as cell phones, text messaging, email, and amateur radio may be utilized. The interoperable radio system allows for seamless communication between Department Operations Centers (DOCs), EOCs, and the Incident Command Post (ICP) near the emergency site. DOCs and dispatch centers for private entities, like private EMS providers, maintain communication with the City EOC during activation.

Notification and Warning: Apart from effective communication, the government must employ efficient warning systems to alert and inform affected or at-risk populations during emergencies. The City utilizes Notify Me, a subscription based mass notification system that provides emergency alert notifications by phone, email, or text to keep citizens informed of emergencies such as evacuation notices, utility outages, water main breaks, fire or floods, chemical spills, or other emergency situations. Additional methods, such as special broadcasts or using public address systems while moving through streets, may also be employed to notify and warn citizens. Police and Fire departments may disseminate emergency warnings to individuals unreachable through primary warning systems.
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7 Information Collection, Analysis
and Distribution
Before an Incident:

Information, often sourced from weather reports, NOAA alerts, levee monitoring data, crime reports, and credible threats, is crucial before an incident. This data aids in EOC activation, preparing emergency personnel, and informing the city population. Advanced information enhances preparedness, helping size responder and resource needs. It also facilitates notifying and supporting individuals in harm’s way, reducing potential harm.

During an Incident:

Information gathered during incidents guides emergency decisions. Collected from various sources like field responders, DOCs, private entities, media, social media, and community members, it undergoes analysis, rumor control, and documentation by EOC sections. Documentation is shared with the Situation Unit in the Planning Section, contributing to the EOC Action Plan. Action Plans outline objectives, priorities, and task assignments, involving the EOC Director, Section Chiefs/Coordinators, and relevant staff.

Action Plans are verbal initially, applicable for short, limited-scope incidents. A written plan is required for broader responses, involving multiple agencies, spanning operational periods, or with fully staffed EOC functions. Plans address specific operational periods, regularly reviewed, and revised as needed.

The Planning Section Chief/Coordinator, with input from EOC Manager/Director and Operations Section Chief/Coordinator, establishes planning and information dissemination schedules. Meetings may vary in frequency based on operational levels. Situation status reports and Action Plans are shared through scheduled meetings, OASIS, radio, telephone, email, internet, or fax. Regardless of communication method, data verification is crucial, with unverified data clearly designated.

The City uses EOC forms for recording and reporting information.

After an Incident:

Information collected during emergency operations is documented by the Planning Section. This data aids in post-emergency recovery, developing a history of actions and expenditures. It contributes to after-action reports documenting effective practices, tools, training needs, and areas for program enhancement. Various agencies collect information on social and economic impacts, relief support, and ongoing recovery operations.
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Emergency Public Information:

Emergency Public Information is a top priority during emergencies. The City government ensures accurate and timely information dissemination about conditions, threats, and protective measures.

Centralized and coordinated Emergency Public Information function avoids conflicts and confusion among jurisdictions, agencies, and organizations involved. 196
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8 Administration, Finance and
Logistics

8.1 Administration
Emergency management operations supporting administration, finance, and logistics are primarily conducted in the Logistics and Finance Sections of the EOC, providing for the following:
 Track and document expenses
 Document all actions taken during emergency operations  Procure necessary equipment, resources, and additional support  Track and document city employee working hours
 Manage continuity of operations (COOP) for the city
 Develop staff rotation schedules for extended operations  Manage compensation and claims related to emergency operations  Track and document the deployment and utilization of resources  Manage additional staff and volunteers to support emergency operations  Manage financial and in-kind donations
 Oversee and manage information technology components and issues as they arise  Other actions as appropriate

8.1.1 City Emergency Operations Policy Statement
Limitations: The plan serves as a guideline due to unpredictable outcomes in emergency response.

Day-to-day functions may be suspended, and employees redirected to support emergency tasks.

Suspension of Routine Activities and Availability of Employees: Routine activities may be suspended during emergencies, and employees not assigned disaster-related duties may be made available to augment departmental work.

Households of Emergency Response Personnel: Employees on disaster response duties are encouraged to make arrangements for checking on their families, enhancing their efficiency during emergencies.

Non-Discrimination: All local activities will be carried out in accordance with federal nondiscrimination laws. It is the City’s policy that no service will be denied on the basis of race, 197
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religion, national origin, age, sex, marital status, veteran status, sexual orientation, or the presence of any sensory, mental, or physical disability.

Citizen Preparedness: The plan emphasizes individual responsibility, expecting citizens to be aware and prepared for emergencies, as City resources may be initially overwhelmed.

8.1.2 Disaster Service Workers
Under California Government Code, Section 3100-3109, all public employees are obligated to serve as Disaster Service Workers. Public employees (civil service) are all persons employed by any City, County, State agency or public district in the State of California. Disaster Service Workers provide services and support during declared emergencies or disasters.

In the event of a major emergency or disaster, City employees may be called upon to perform certain duties in support of emergency management operations, such as: serve in a position in the Emergency Operations Center, support shelter operations, or work at a logistics base in the field.  City employees may be required to work at any time during a declared emergency and may be assigned to disaster service work
 Assignments may require service at locations, times and under conditions other than normal work assignments
 Assignment may include duties within the Emergency Operation Center, in the field or at another designated location
Under no circumstances will City employees that do not usually have a response role in their day-today responsibilities be asked to perform duties or functions that are hazardous, that they have not been trained to perform or are beyond their recognized capabilities.

8.1.3 Documentation
The Emergency Operations Center Finance/Administration Section will be responsible for maintaining records on damage assessment expenditures, recovery cost expenditures, insurance related documents, personnel overtime and other cost associated with the emergency.

The Emergency Operations Center Planning Section will maintain copies of documents that are integral to Emergency Operation Center functions such as Emergency Operation Center Action Plans, Situation Status Logs, Position Logs etc. that together make up the history and chronology of the emergency events.
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8.2 Finance
In the case of a major disaster, the Emergency Operations Center will support county, state, and federal entities with cost recovery efforts, if requested and as able. City citizens may benefit from the Small Business Administration, and the City may benefit from the State and/or the Federal Emergency Management Agency Public Assistance Program. The City may assist the citizenry with public service announcement regarding available unemployment benefits, worker’s compensation, and insurance benefits.

8.2.1 Expenditure Tracking
The city may be reimbursed for insurance, state and/or federal sources for disaster-related expense.

The purpose of this section is to provide guidance on the record keeping requirements for claiming such expenses.

8.2.2 Eligible Expenses
Eligible costs are extraordinary costs incurred while providing emergency services required by the direct impact of a declared disaster and which service is the responsibility of the applicant agency.

Eligible costs are generally considered to be the net costs over and above any increased revenue or subsidy of the emergency service. Ineligible expense includes costs for standby personnel and/or equipment and lost revenue.

8.2.3 Recordkeeping Requirements
State and federal governments require detailed information to support claims for reimbursement.

Funding will be approved or denied based upon the information supplied by applicant agencies.

Documentation supporting all cost claimed will be required, and all information must relate back to individual original source records. The following guidelines should be followed when documenting disaster-related reimbursable expenses:
 Costs and revenue associated with emergency operations should be segregated from normal operating expenses
 Separate records should be maintained for each vehicle and piece of heavy equipment used for emergency operations
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 Vehicles and equipment documentation should include the limes and/or hours operated by location and operator
 Vehicle operating expenses should include fuel, tires, and maintenance  Labor costs should be compiled separate from vehicle and/or equipment expenses  Equipment documentation should include exactly where the equipment was used and for what; hours and minutes used; and the name of the equipment operator if applicable  Revenues and subsidies for emergency operations must be subtracted from any costs claimed  Requisitions, purchase orders, and invoices must be maintained for all supplies, materials and equipment expenses claimed
 Costs for supplies and materials must include documentation of exactly where resources were used and for what purpose
 All non-competitive procurements must be justified
Expenditure tracking should commence upon notice or obvious occurrence of a disaster. The following section focuses on logistics and resource management, priorities, and requests.

8.3 Logistics

8.3.1 Resource Management
The resource management function describes the system that will be utilized for identifying available resources within the City to enable timely, efficient, and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under the National Incident Management System (NIMS) includes mutual aid and assistance agreements, the use of special federal, state, territorial, tribal, and local teams, and resource mobilization protocols. This function specifically includes the management of personnel for emergency management operations and addresses necessary coordination efforts with local jurisdictions to secure necessary support and resources.

8.3.2 Resource Priorities
When activated, the City Emergency Operations Center establishes priorities for resource allocation during the emergency. All City resources are considered part of a pool, which may be allocated by the Emergency Operations Center to fulfill priority missions. Each department retains control of its nonassigned resources until released for an emergency assignment by the Emergency Operations Center. 200
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8.3.3 Resource Requests
Resource requests will be made through one of the following processes:
 Discipline-specific (usually Fire and Law) mutual aid systems: Request for resources that are normally within the inventories of the mutual aid system will go from local coordinator to Operational Area Mutual Aid Coordinator to the Regional Mutual Aid Coordinator.  All other resource request will be made through the logistics function at each level.

Resource requests from the City will be coordinated with the Fresno Operational Area Emergency Operations Center to determine if the resource is available internally or other more appropriate sources located within the Operational Area. Emergency Management Mutual Aid Coordinators at each level will keep the Operations Chief informed of the status of resource request and allocations.

Coordinators at each level will communicate and coordinate with each other to maintain current status on resource requests and allocations within the disaster area.

Resource requests from the City Emergency Operations Center to the Fresno Operational Area Emergency Operations Center may be verbally requested and then documented. Available resources will be allocated to the requesting local government, if a request for a specific resource exceed the supply, the available resources will be allocated consistent with the priorities established through the action planning process. The Section Chiefs in the Emergency Operations Center are responsible for ensuring that priorities are followed.

Resource requests for equipment, personnel, or technical assistance not available to the City should be coordinated with the Fresno County Emergency Operations Center to the Inland Region Regional Emergency Operations Center. Once the request is coordinated, approved and resources deployed, planning in coordination with various Operational Branches, is important for tracking the resources. 201
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9 Plan Development and
Maintenance
This section of the City EOP discusses the overall approach to plan development and maintenance responsibilities.

This plan is developed under the authority of the City Manager’s office in accordance with the City’s Emergency Organization who has the primary responsibility for ensuring that necessary changes and revisions to this plan are prepared, coordinated, published, and distributed. The City uses the planning process prescribed by the Federal Emergency Management Agency and the State of California. This Plan and supporting documentation are reviewed and updated on a regular basis. The review and updates are coordinated with City Departments, Fresno County and relevant response partners.

The City Manager is responsible for ensuring that necessary changes and revisions to this plan are prepared, coordinated, published, and distributed.

9.1 Administrative Practices
Adherence to standard administrative and financial procedures is critical to ensure resources and funding to support response and recovery activities are accurately tracked and accounted for.

Standard administrative and financial practices also support proper cost accounting in order to obtain any reimbursement provided through disaster assistance programs.

The City follows administrative practices required by state law and the SEMS Guidelines in Part III of the SEMS Guidelines documents California’s Emergency Management administrative practices.

9.2 Standard Operating Procedures (SOP)
This Plan aligns with county, operational area, and State plans and associated SOPs. Inconsistencies with the State Emergency Plan result in the state plan superseding supporting plans. SOPs provide details for performing functions uniformly and may be adjusted under threat of disaster, with careful consideration and realistic projection of consequences. 203
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9.3 Training and Exercises
All city department personnel that are designated responsible for staffing the EOC are required to complete training related to emergency management operations. All designated personnel will be provided a copy of this plan and are required to read and become familiar with the plan.

A multi-year training and exercise plan (MYTEP) will be developed and followed that will identify and prioritize the levels of training and exercises the City will follow. This MYTEP should, as best as possible, align with other trainings and exercises within the operational area to ensure practice and integration with OA partners as often as possible.

Partner jurisdictions and agencies having assigned responsibilities under this plan must ensure their assigned personnel are properly trained to carry out identified responsibilities. Individual jurisdictions and agencies are responsible for maintaining their own plans, training, and program maintenance.

Additionally, the City may opt to include and have EOC personnel participate in the Cal OES EOC credentialing program, which credentials EOC staff in specific EOC positions and helps ensure that personnel possess the minimum knowledge, skills, and experience necessary to execute emergency management EOC activities safely and effectively. Additional information on the Cal OES EOC credentialing program can be found:
https://www.caloes.ca.gov/cal-oes-divisions/california-specialized-traininginstitute/credentialing-certificate-programs/eoc-position-credentialing-program Finally, training and exercises involve a variety of scopes, scales, and participation. Training can include the following:

Drills. A drill is a small, organized exercise that tests one specific action, such as evacuation of a building, or sheltering-in-place.

Tabletop exercises. A tabletop exercise is a discussion-based exercise in a low-stress environment to discuss a possible emergency scenario.

Functional exercise. A functional exercise is an activity designed to exercise a single function, or multiple functions through the simulation of a realistic scenario. The functional exercise is designed to simulate real conditions in the EOC, and as such includes time constraints on decision making and, by its nature, allows for a more stressful environment.

Full-scale exercise. A full-scale exercise is an activity involving multiple agencies, jurisdictions, entities, organizations, etc., and exercises multiple functions through the simulation of a realistic scenario. This exercise includes the mobilization and utilization of city resources. 204
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9.4 Essential Records Retention
Administrative records maintenance is continuous. During an emergency, entities ensure documentation is collected, covering personnel activities, equipment use, and emergency expenditures. Records are protected and maintained for audit purposes post-response. The Cost Unit handles cost recovery records and aids in collecting missing information. Problem areas are identified, corrective measures taken, and employees retrained in updated procedures.

9.5 After Action Reports and Corrective Actions
SEMS regulations mandate completing an After-Action Report (AAR) for each Governor-proclaimed emergency within 120 days. Additionally, any jurisdiction responding to a Local Emergency with a State of Emergency proclamation must submit an AAR to Cal OES within 90 days of the emergency's close. Corrective actions, stemming from identified issues in the response or exercises, are crucial.

Recommendations for improvements, from individual agency plans to system-wide enhancements, are tracked to ensure implementation. The AAR includes response actions, SEMS application, plan modifications, lessons learned, areas of improvement, best practices, needed training, and recovery activities. Findings and recommendations inform updates to the City EOP, with input from all personnel involved in the incident or exercise.
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10 Authorities and References

FEDERAL
Authorities
 Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, 42 U.S.C. 5121, et seq., as amended
 Homeland Security Presidential Directive 5, Management of Domestic Incidents, February 28, 2003  Homeland Security Presidential Directive 8, National Preparedness, December 17, 2003  The Code of Federal Regulations, Title 44, Chapter 1, Federal Emergency Management Agency, October 1, 2007
 Public Law 920, Federal Civil Defense Act of 1950, as amended  Public Law 84-99, U.S. Army Corps of Engineers - Flood Fighting  Public Law 93-288, Federal Disaster Relief Act of 1974  Public Law 107-188, Bio-terrorism Act, June 2002
 Public Law 107-296, Homeland Security Act, January 2002  Executive Order 13228, Office of Homeland Security, October 8, 2001  Executive Order 13231, Critical Infrastructure Protection, October 16, 2001  Executive Order 13234, Citizens Prepared, November 9, 2001  Presidential Decision Directive 39 - U.S. Policy on Counterterrorism, June 1995  Presidential Decision Directive 62 - Combating Terrorism, May 1998  Presidential Decision Directive 63 – Critical Infrastructure Protection, May 1998  National Security Presidential Directive 17 - National Strategy to Combat Weapons of Mass Destruction
References
 National Response Framework (as revised)
 National Incident Management System
 Federal Emergency Management Agency’s (FEMA) Comprehensive Preparedness Guide (CPG) 101:

Developing and Maintaining Emergency Operations Plans, November 2020, Version 3.0 (draftv0.5) STATE
Authorities
 California Disaster Assistance Act, California Government Code Section 8680 et. seq.  California Disaster and Civil Defense Master Mutual Aid Agreement 207
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 California Government Code, Title 1, Chapter 4, Division 8, Section 3100 - Disaster Service Workers  California Government Code, Title 1, Chapter 4, Division 8, Section 8635 - Continuity of Government
 California Government Code, Title 2, Division 1, Chapter 7 – California Emergency Services Act  California Government Code, Title 19, Division 2 – Standardized Emergency Management System  California Water Code, § 128-Department of Water Resources - Flood Fighting References
 Standardize Emergency Management System
 California Disaster Assistance Act
 California State Emergency Plan, October 1, 2017 (2023 version in Draft) COUNTY
Authorities
 Fresno County Emergency Services Code of Ordinances Chapter 2.68 as amended References
 Fresno County Emergency Plan 2018
 Fresno County Hazards Mitigation Plan 2018
CITY
 City Resolution No. 06-75 adopting the Emergency Operations Plan, Basic Plan and designates the City Manager as the Director of Emergency Services 2006  City of Kerman, California Municipal Code, Chapter 2.52 Emergency Organization  City of Kerman, 2040 General Plan, Section 7-1 Public Health and Safety 208
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11 Appendix A – EOC Operations

11.1 EOC Activation
The City EOC serves as a central hub for inter-agency coordination and executive decision-making to support incident response and recovery operations in Kerman. Its primary goal is to provide a centralized location where public safety, emergency response, and support agencies collaborate on planning, preparedness, and response activities. The EOC does not directly command on-scene response efforts but facilitates coordination through:

1. Collecting, evaluating, and disseminating incident information.

2. Analyzing jurisdictional impacts and establishing priority actions.

3. Managing requests, procurement, and utilization of resources.

Decisions made in the EOC are broad in scope, offering general guidance on priorities. Information flows through the EOC Manager/Director, while tactical decisions are coordinated by field response personnel. The EOC acts as a coordinated link between the Chief Elected Official (CEO) of each jurisdiction and the field personnel responsible for executing event priorities.

11.2 EOC Facilities
The main City of Kerman’s EOC is co-located with the North Central Fire Protection District Station 55 at:

Address 15850 W. Kearney Blvd
Kerman, CA 93630
In the event that the North Central Fire Protection District Station is not available the EOC will be relocated to the Kerman City Hall at:

Address 850 S Madera Ave.

Kerman, CA 93630
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11.3 Initial Response
Initial field response operations will be carried out by relevant City departments, member jurisdictions, volunteer agencies, and segments of the private sector. During these initial response efforts, the focus will be on saving lives, protecting property and the environment, gaining control of the situation, and minimizing the impact of the emergency. The Incident Command System will be employed to effectively manage and control the response operations.

The management of the disaster/event may involve City emergency responders exclusively or may include collaboration with other agencies through the mutual aid system. If the resources available at the field response level are inadequate to mitigate the situation, the Incident Commander has the authority to request the activation of the City Emergency Operations Plan or the Emergency Operations Center to provide support for field operations.

Field Reports, generated by incident responders, contain information about the nature, severity, and extent of the situation. This information is crucial for assessing the overall impact of the disaster/event and determining the appropriate level of response required for the City.

11.3.1 Levels of EOC Activation
The City EOC may be activated as needed to support City emergency operations. The EOC may be activated by one of the following:
• City Manager
• City Manager designated alternate
• Upon the request of the City Council/Disaster Council • Upon the request of the Field Incident Commander
The City has developed EOC activation criteria that include conditions based on a hazard analysis as well as regulatory requirements. The goal is a rapid EOC activation when it is needed.

Three levels of activation have been identified that will provide EOC staffing commensurate with the coordination needs of varying emergency situations. Table 5: EOC Activation Criteria, contains the activation criteria for the City EOC.
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Activation
Level Detail Eventor Situation
Minimum
Staffing
Three
 Level Three is a minimum
activation. This level may be
used for situations which
initially only require a few
people
 Events with potential impacts
on the health & safety of the
public and/or environment
 Weather Alerts
 Incident involving 2+
departments
 Low risk planned event
 Wind or rainstorm
 Power outage and Stage 1 & 2
emergencies
 EOC Director
 Other Designees
(Such as Section
Coordinators,)
Two
 Level Two activation is
normally achieved as an
increase from Level Three or a
decrease from Level One. This
activation level is used for
emergencies or planned
events that would require
more than a minimum staff
but would not call for a full
activation/staffing
 Two or more large incidents
involving 2 or more
departments
 Major wind or rain
 Major scheduled event
 Large scale power outage and
Stage 3 power emergencies
 Hazardous Material Incident
involving large scale or
possible large-scale
evacuations
 EOC Director
 Section
Coordinators
 Branches & Units as
appropriate
 Liaison/Agency
Representatives as
appropriate
 Public Information
Officer
One
 Level One activation involves a
complete & full activation of
all organizational elements &
staffing. Level One would be
the initial activation for any
major emergency requiring
acute State help.
 Major County/City or Regional
emergency, multiple
departments with heavy
resource involvement
 All EOC as
appropriate
Table 5: EOC Activation Criteria

11.3.2 EOC Notification/Personnel Recall
Key personnel will receive notifications of an impending or actual emergency, as well as the activation of the Emergency Operations Center (EOC), by the City Manager or Designee. These key city personnel reach out and notify support staff. Each City Department assigned a response and recovery mission to maintain alert and recall phone trees.
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If EOC activation becomes necessary, the City Manager or Designee will notify everyone on the EOC Recall List and provide directions to the primary EOC. If the primary EOC is unavailable or inaccessible, the alternate EOC will be activated.

The EOC Emergency Recall List includes personnel representing each Standardized Emergency Management System (SEMS) function in the Emergency Operations Center, along with other technical support employees of the City. Activation of the Emergency Recall List occurs when an emergency or disaster affects the City and poses a significant threat to life, property, and/or the environment.

Maintenance of the Emergency Recall List is overseen by the City Manager’s Office. Activation of the Emergency Recall List is carried out by the City Manager or Designee at the request of the:
 City Manager
 City Manager designated alternate
 Upon the request of the City Council/Disaster Council  Upon the request of the Field Incident Commander with approval from the City Manager or City Manager designated alternate
Notification Implementation begins with the City Manager, and if unreachable, designees are contacted until someone assumes the EOC Manager/Director position. Dispatchers provide the EOC Manager/Director with a comprehensive status report of the incident or disaster, detailing damage sustained, current response actions, resource status, etc. Based on this information, the EOC Manager/Director decides which parts of the Emergency Recall List to implement, including activating specific sections of the City’s Emergency Operations Center.

Additionally, the EOC Manager/Director, when appropriate, directly informs the City Council of the situation. The EOC Manager/Director may request that dispatchers notify the Operational Area of the EOC activation.

Recalled personnel, upon notification, should inform their families, retrieve their emergency operations go bag, and report to the designated City Emergency Operations Center. Preparedness for an extended stay is essential, contingent on the nature of the disaster and its expected duration. Each department head is responsible for assigning three (3) alternates for each key position and ensuring that all designated alternates possess knowledge and training in their EOC-assigned job functions. 212
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11.4 EOC Operations

11.4.1 Summary of EOC Operations
In accordance with State law, the City operates under the Standard Emergency Management System (SEMS), categorized as Local Government, one of the five SEMS levels. As the Local Government level, the City manages and coordinates information, resources, and priorities within its boundaries, serving as the coordination link between the Field Level and the Operational Area. The City, in its role as the Local Government, is responsible for:
 Establishing coordination and communications with Incident Commanders either through department operations centers to the EOC, when activated, or directly to the EOC, when activated.
 Using existing mutual aid systems for coordinating fire and law enforcement resources, while maintaining the coordination of discipline-specific resources through their established mutual aid systems.
 Establishing coordination and communications between the local government EOC, when activated, and any federal, state, or local emergency response agency having jurisdiction within the local government's boundaries.
 Using multi-agency or inter-agency coordination to facilitate decisions for overall local government level emergency response activities.

11.5 Emergency Operation Center Protocols
The City EOC serves as a central authority and information hub, facilitating face-to-face coordination for personnel making emergency decisions. Key functions include:
 Managing and coordinating emergency operations.
 Receiving and disseminating warning information.
 Developing emergency policies and procedures.
 Collecting and disseminating intelligence to EOC representatives, and, as appropriate, to County/Operational Area, State, and Federal agencies or other activated Emergency Operation Centers.
 Preparing intelligence/information summaries, situation reports, operational reports, and other necessary reports.
 Maintaining maps, information display boards, and data related to emergency operations.  Continually analyzing and evaluating all data related to emergency operations. 213
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 Controlling and coordinating operational and logistical support for departmental resources committed to the emergency.
 Maintaining contact and coordination with support Departmental Operation Centers (DOCs) and the Operational Area EOC.
 Providing emergency information and instructions to the public, making official releases to the news media, and scheduling press conferences, as necessary.

Departments with critical response functions may also activate their Departmental Operation Centers (DOC) to act as conduits of information between field operations and the EOC.

11.6 Management Organization
The City EOC structure aligns with SEMS regulations, which require local governments to provide five functions: management, operations, planning/intelligence, logistics, and finance/administration. These functions, detailed in Table 6: SEMS Functions, form the basis for structuring the City EOC organization. The organizational structure includes:
 Representatives from the Operational Area.
 Mutual Aid Coordinators or their representatives from discipline-specific mutual aid systems.  Coordinators for other major functions required for mutual aid and inter-jurisdictional coordination.
 Representatives from other agencies, community-based organizations, the private sector, and volunteer service programs, functioning as liaisons between their organizations and the City EOC.
 Other functions as needed to fulfill the local government responsibilities of the lead agency. 214
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Primary
SEMS Function Role of Local Government Level
Management Responsible for overall emergency policy and coordination through joint efforts of governmental agencies and private organizations
Operations Responsible for coordinating all jurisdictional operations in support of the emergency response through implementation of the local government’s action plan.

Planning/
Intelligence
Responsible for collecting, evaluating, and disseminating information; developing the local government action plan in coordination with other functions; and maintaining documentation.

Logistics Responsible for providing facilities, services, personnel, equipment, and materials.

Finance/
Administration
Responsible for financial activities and other administrative aspects, including documenting all costs and expenditures associated with a declared disaster.

Table 6: SEMS Functions

11.7 Resource Management
Resource requests from the field and city departments, as well as requests to the operational area level, follow specific processes:
 Discipline-specific mutual aid systems handle requests for resources normally within their inventories, moving from local coordinator to Operational Area Mutual Aid Coordinator to Regional Mutual Aid Coordinator.
 Other resource requests go through appropriate branches in the Operations Section, which then initiate the request through the Logistics Section at each level, emphasizing lateral coordination with other EOC functions.
 Internally, resource requests within the City EOC are coordinated to determine availability within City supplies, with allocations based on priorities established through the action planning process.
 Resources not available within the City are requested through the Operational Area level.

Requests are coordinated internally before moving to the Operational Area level. Functional coordinators in Operations and Logistics track resource requests. 215
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11.8 EOC Information Management
Within the City EOC, EOC Forms are utilized for written communications between Sections, Branches, and Units. These forms facilitate the ordering of disaster/event-related resources and record information to be transmitted to other EOC components. While face-to-face communication remains essential, EOC Forms ensure a paper trail of critical verbal communication is maintained, if not recorded on duty logs. City EOC Forms and other pertinent documents and templates are located in the Form and Tools section of this plan.

Acting as the Local Government, the City coordinates emergency activities within its boundaries, enhancing, not replacing, any member jurisdiction’s emergency operations. It also serves as the communications link between the field and the Operational Area, providing a single point of contact for information on the emergency situation, resource needs, and priorities. The transmission of information to the Operational Area Emergency Operations Center occurs electronically via the Operational Area Response and Recovery System (OARRS), a web-based system serving as the OA’s primary tool for reporting status and needs to the OA.

Critical information from the City to the Operational Area EOC is submitted via OARRS on a Preliminary Report, Situation Summary, Status Report, and a Flash Report:
 Preliminary Report: Transmits information to the Operational Area Emergency Operations Center during the first two hours after an event.
 Situation Summary: Assesses the emergency, identifying major incidents/problems and response and recovery priorities. Used after the first two hours of an event.  Status Report: Provides data about the effects of the emergency in several categories.

Transmitted to the State together with the Situation Summary.  Flash Report: Transmits vital and/or time-sensitive information between the State and County/Operational Area outside regularly scheduled Situation Summaries and Status Reports.

Resource requests follow specific processes:
 Discipline-specific mutual aid systems handle requests for resources within their inventories, moving from Local Coordinator to Operational Area Mutual Aid Coordinator to Regional Mutual Aid Coordinator.
 All other resource requests go through the operations and logistics functions at each level. 216
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 Resource requests from jurisdictions within the City are coordinated to determine availability from other departments or sources within the City. Mutual Aid Coordinators at each level keep Operations Chiefs informed of resource request status and allocations.  Resource requests to the Operational Area are usually submitted through CALEOC. Available resources are allocated to the requesting local government. If requests for a specific resource exceed the supply, available resources are allocated based on priorities established through the action planning process, with the Section Chiefs of the Operational Area EOC ensuring priority adherence.
 Resources not available within the Operational Area are requested through the regional level, the State's Coastal Region EOC. Resource requests are coordinated internally at the Operational Area level before being forwarded to the regional level. The Resource Status Unit Leader in the Logistics Section, in coordination with various Operations Branches, is responsible for tracking resource requests.

11.9 EOC Action Planning
The City EOC utilizes action plans to establish clear and measurable processes for identifying objectives and priorities for an event. Action planning, an essential management tool, involves:
 Identifying priorities and objectives for emergency response or recovery efforts.  Documenting priorities, objectives, tasks, and personnel assignments associated with meeting the objectives.

The action planning process involves the EOC Director, Section Chiefs, and other EOC staff as needed, such as special districts and other agency representatives. The Planning Section facilitates the action planning meeting, completes, and distributes the action plan, which covers a specified operational period, ranging from a few hours to 24 hours. The operational period is determined by establishing priority actions and setting a reasonable timeframe for accomplishing those actions.

11.10 EOC Coordination
Effective inter-agency coordination, both inside and outside the EOC, is crucial for:
 Establishing overall priorities.
 Allocating critical resources.
 Developing strategies for handling multi-agency and multi-jurisdictional response problems. 217
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 Sharing information.
 Facilitating communications.

Inter-agency coordination is integral to the City EOC's functioning, with representatives from departments and agencies collaborating to coordinate the City’s emergency response. Agency representatives from local governments, including special districts, community-based organizations, volunteer services programs (VSPs), and private organizations, may participate with EOC functional elements in coordinating the city's response effort. Coordination with agencies not represented in the EOC may be achieved through various electronic means.

11.10.1 Field Responders
City EOC communications and coordination must be established with city field responders responding to the emergency. When Departmental Operations Centers (DOCs) are not activated, Incident Commanders in the field report directly to the Operations Section Chief in the City EOC via City dispatchers or other available methods. When City Departments activate their DOCs, the Field Incident Commander continues to report directly to the Operations Section Chief in the City EOC, providing status reports to their DOC.

11.10.2 Departmental Operation Centers (DOCs)
The appropriate City EOC Section/Branch/Unit coordinates with DOCs to obtain information for advance planning, logistical needs, available personnel and equipment resources, and other required information. DOCs assist the City EOC in supporting field operations.

11.10.3 Operation Area
During EOC activation, direct communications and coordination may be established with the Operational Area and any Operational Area member jurisdictions, especially if an emergency incident occurs between the City limits and a neighboring jurisdiction. Communications will be established initially by any available means and with whoever is available, regardless of their functional EOC position. Ideally, communications and coordination with the Operational Area EOC and neighboring City EOCs will align along functional lines. Whenever possible, an agency representative from the City should report to the Operational Area EOC when the City EOC is activated, ensuring adequate coordination and information exchange arrangements.

11.10.4 Private and Volunteer Agencies
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Coordination of response activities with many non-governmental agencies primarily occurs at the field level. However, the City EOC establishes coordination with private and volunteer agencies with multi-jurisdictional or city-wide response roles. Key response agencies are encouraged to have representatives at the City EOC, while coordination with those without representatives occurs through telecommunications.

11.10.5 Special Districts
Special districts typically focus on their normal services or functional area of responsibility in emergency response. Ideally, the special district involved in emergency response will have a representative at the City EOC, serving as the focal point of coordination and working with other local government representatives in the EOC. If a special district cannot send a representative, the Liaison Officer in the EOC is responsible for establishing communications and coordination with the special district.

11.10.6 Region Emergency Operations Center
Direct coordination and communications with the Inland Region Emergency Operations Center (REOC) are crucial. Coordination occurs through:
 Primary Method: The REOC sends a field representative to the Operational Area.  Alternate Method: The Operational Area and the REOC coordinate through various telecommunications systems.

Coordination and communications between the County EOC and the Region EOC occur between the five SEMS functions. Direct coordination and communications are established between the Operational Area Mutual Aid Coordinators, located in the County EOC, and the Region's Mutual Aid Coordinator, located in the State's Coastal Region EOC. These coordinators may function from their respective Operational Area and regional EOCs or other locations depending on the situation and the mutual aid system.

11.10.7 State & Federal Field Response
In some instances, State or Federal agencies may be part of field responses in the County.

Coordination is established when a State or Federal agency is involved in field operations:
 State agency field response may result from various scenarios, and coordination occurs with the City EOC. State agencies may be found in any ICS section, branch, or unit, or part of a Unified Command, with their location determined by the incident. 219
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 Federal field response, arising from specific scenarios or a military aircraft accident, involves coordination with the City EOC. Federal agencies may be part of any ICS section, branch, or unit or part of a Unified Command, with their location determined by the incident.

Effective coordination ensures seamless communication and collaboration among all involved entities during emergency response efforts.
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11.11 EOC Organizational Chart and EOC Section Overview The following pages contain functional descriptions for each section in the City EOC. Figures 9-11 are examples of EOC Organization Charts by EOC Activation Level. 221
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Figure 9: EOC Organizational Chart [Level One Activation – All EOC Roles] EOC
Director/Manager
Planning &
Intelligence Section
Coordinator
Action Planning Unit
Resource
Status/Tracking Unit
Demobilization Unit
Technical Specialists
Operations Section
Coordinator
Fire Branch
Law Branch
Care & Shelter
Branch
Construction &
Engineering Branch
Logistics Section
Coordinator
Communication Unit
Supply/Procurement
Unit
Personnel Unit
Volunteer
Coordination Unit
Donations
Management Unit
Finance &
Administration
Section Coordinator
Cost Accounting
Unit
Compensation &
Claims Unit
Purchasing Unit
Recovery Unit
EOC Coordinator Public Information
Officer
Liaison Officer Legal Officer
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Figure 10: EOC Organizational Chart [Level Two Activation - Example] EOC
Director/Manager
Planning & Intelligence
Section Coordinator
Action Planning Unit
Technical Specialists
Operations Section
Coordinator
Fire Branch
Law Branch
Construction &
Engineering Branch
Logistics Section
Coordinator
Supply/Procurement
Unit
Personnel Unit
Finance &
Administration
Section Coordinator
Cost Accounting Unit
Purchasing Unit
EOC Coordinator Public Information
Officer
Liaison Officer
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Figure 11: EOC Organizational Chart [Level Three Activation - Example] EOC
Director/Manager
Planning & Intelligence
Section Coordinator
Operations Section
Coordinator
EOC Coordinator Public Information
Officer
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11.11.1 Management Section
Figure 12: EOC Management Section
EOC
Director/Manager
Planning &
Intelligence Section
Coordinator
Operations Section
Coordinator
Logistics Section
Coordinator
Finance &
Administration
Section Coordinator
EOC Coordinator Public Information
Officer
Liaison Officer Legal Officer
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Section Overview:
• The Management Section is responsible for overall emergency policy and coordination.

Section Responsibilities Include:
• Overall management and coordination of emergency response and recovery operations • Oversee and manage all Sections in the EOC.
• Coordinate and liaison with appropriate federal, state, local government, private and volunteer entities
• Establish priorities and resolve demand conflicts
• Prepare and disseminate emergency public information, other essential information and data about impacts and damage
Figure 12: EOC Management Section, above, shows all of the positions that are part of the EOC Management Section.
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11.11.2 Operations Section
Figure 13: EOC Operations Section
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Section Overview:
• The Operations Section is primarily responsible for managing the operations of various response elements involved in the disaster/emergency
Section Responsibilities Include:
• 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 Figure 13: EOC Operations Section, above, shows all the positions that are part of the EOC Operations Section.
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11.11.3 Planning & Intelligence Section
Figure 14: EOC Planning & Intelligence Section
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Section Overview:
• The Planning & Intelligence Section is primarily responsible for compiling, assembling, and reporting all safety/damage assessment information
Section Responsibilities Include:
• Collect, evaluate, analyze, display, and disseminate incident information and status of all assigned and available resources
• Functions as the primary support for decision-making to the overall emergency organization • Provides anticipatory appraisals and develops plans necessary to cope with changing events Figure 12: EOC Planning & Intelligence Section, above, shows all the positions that are part of the EOC Planning & Intelligence Section.
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11.11.4 Logistics Section
Figure 15: EOC Logistics Section
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Section Overview:
• The Logistics Section is responsible for providing resources to support the city’s disaster response, including, but not limited to, personnel, vehicles, and equipment.

Section Responsibilities Include:
 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 Figure 13: EOC Logistics Section, above, shows all the positions that are part of the EOC Logistics Section.
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11.11.5 Finance & Administration Section
Figure 16: EOC Finance & Administration Section
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Section Overview:
• The Finance & Administration Section is responsible for providing financial support and coordination.

Section Responsibilities Include:
 Protect Life, Property, and the Environment
 Provide Continuity of Financial Support to the City and Community  Document and Manage City costs and recovery of those costs as allowable  Maintain a positive image for the City in its dealings with the community Figure 14: EOC Finance & Administration Section, above, shows all the positions that are part of the EOC Finance & Administration Section.
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11.12 EOC Forms & Tools

11.12.1 EOC Action Planning
EOC Action Planning is a process that allows for the coordination of EOC activities and the development of the EOC Action Plan.

The EOC Action Plan (EAP) is a printed document which outlines the priorities and planned response of the organization for a defined operational period (time period).

During the initial stages of incident management, EOC staff must develop a simple plan that can be communicated through concise verbal briefings. Frequently, this plan must be developed very quickly and with incomplete information. As the incident management effort evolves over time with additional lead time, staff, information, more detailed and concise EOC Action Plans are created.

Overall – planning involves the following 5 phases:

1. Understanding the situation

2. Establishing incident objectives

3. Developing the Plan

4. Preparing and Disseminating the Plan

5. Executing, Evaluating and Revising the Plan
The basis for an efficient and effective EOC Action Planning process begins with the development and maintenance of a common operating picture.

11.12.2 Common Operating Picture Guidance

In order to develop a common operating picture an emergency management organization member must exercise effective situational awareness.

Situational Awareness is the ability to identify, process, and comprehend the critical information about an incident – knowing what is going on around you [requiring] continuous monitoring of relevant sources of information regarding actual incidents and developing hazards (National Response Framework).

Elements of situational awareness include:
 Perception (Gather information)
 Comprehension (Interpret information)
 Projection (Anticipate future status and needs)
Situational awareness can be obtained through the following sources:
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 Responders and government agencies
 911 centers
 Citizens
 Media
 Social media
 Non-governmental organizations (NGOs)
Situational awareness information compiled together is used to develop a common operating picture.

A common operating picture is a continuously updated overview of an incident compiled throughout an incident’s life cycle from data shared between integrated systems for communication, information management, and intelligence and information sharing (NRF Resource Center).

Having a common operating picture enables:
 Effective and timely decision-making
 Increase collaboration among all responders and disseminates pertinent information  Improve incident safety
 Inform predictions and proactive response
 Help ensure consistency of messages
A common operating picture contains the following elements:
 Data: Collect bits from various sources
 Information: Bits are put together
 Intelligence: Analyze the information
 Make recommendations for decisions
Situational awareness influences the development of a common operating picture.

Situational Awareness shared at every SEMS level through a common operating picture helps others achieve overall incident situational awareness as shown in the diagram on the right.

If an event is not continuously monitored and the common operating picture updated and shared, situational awareness will decrease and in inaccurate operating picture will result.

Situational awareness and common operating picture information can be shared through:
 Senior leadership briefs
 Formal reports
 Information gathered from Incident/EOC Action Plans (I/EAPs), Situation Reports (SITREPs), etc. 236
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11.12.3 Planning P

The Planning “P” is a guide to the action planning process. The Planning “P” can be used for both smaller, short-term incidents or events, and for longer, more complex incident planning.

The Planning “P” depicts the stages in the action planning process.

The leg of the “P” includes initial steps to gain awareness of the situation and establish the organization for incident management. Steps in Phase 1 are done only one time. Once they are accomplished, incident management shifts into a cycle of planning and operations, that continues and is repeated each operational period. In this way, the Planning “P” becomes the Planning “O” after the first operation period.

Figure 17: Planning “P”
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Figure 18: Planning "O"

11.12.4 Planning P Meeting Agendas
The following are example Planning P meeting details and agendas:

Initial Briefing Meeting
(Planning P Step 3):

Meeting Called By: EOC Director
Attended By: All EOC personnel deemed necessary by the EOC Director.

Led By: EOC Director or Designee (ex: P&I Section Chief/Coordinator) Purpose: Provide information on current on-scene operations, agency and jurisdictional concerns and establish working EOC organization.

Outcome: Organizational Structure and Common Operating Picture! Ground Rules:
 Cell Phone on Silent or Vibrate
 Come Prepared for each meeting
 No side conversations
 Ask questions if you don’t understand
 Take Notes
 Stick to agenda
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Agenda/Flow
 EOC Director brings meeting to order, conducts roll call, covers ground rules and reviews the agenda
 Introduce EOC Management and General Staff
 Provide situation update to include:

1. What has happened

2. Affected areas and individuals

3. Incident Command Post Objectives and Priorities if known (ICS-201 for Field)

4. Activated emergency response facilities

5. Jurisdictions and agencies involved

6. Any actions we have taken

7. Safety Concerns

8. Agency or jurisdiction restrictions
 Verify that Incident commander(s), Area Command(s), supporting EOCs, DOCs, and coordinating agencies have been informed that the EOC is staffed and operational.  Establish the following:
o Event name
o Operational period duration and work shift hours
o Initial goals and objectives
o EOC staffing organization, structure, pattern
o Meeting schedule
 All resource requests will be facilitated through the EOC.  Agree on unified logistics approach to resource ordering procedures to follow.  Agree on resource authorization procedures.
 Agree on Information/Intelligence matters and the flow of information into the EOC and vetted information out of the EOC.
 Next meeting EOC Objectives meeting.
 Prepare for the Objectives Meeting.
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Objectives Updates & Policy Confirmation Meeting
(Planning P Step 4):

Meeting Called By: EOC Director
Attended By: Management & General Staff
Led By: Planning & Intelligence Chief/Coordinator or Designee Purpose: Develop EOC objectives to support on-scene and EOC operations and confirm policies.

Outcome: EOC objectives updated and policies confirmed.

Ground Rules:
 Cell Phone on Silent or Vibrate
 Come Prepared for each meeting
 No side conversations
 Ask questions if you don’t understand
 Take Notes
 Stick to agenda
Agenda:
 P&I Section Chief/Coordinator (PSC) brings meeting to order, conducts roll call, covers ground rules and reviews the agenda
 Review and /or update key current actions
 Review current and projected situation
 Set prioritized SMART objectives in support of field Incident Commander(s) considering on-scene incident objectives/resource priorities, limitations, and constraints  Discuss the incidents potential for the next operational period  Review and confirm policies by EOC Management with input from General Staff which may include:
 Managing sensitive information/intelligence
 Information flow into and out of the EOC
 Resource ordering process
 Cost sharing and cost accounting (Finance/Admin.)
 Operational security issues
 Establishment of a JIC
 Review, document, and/or resolve status of any open actions. 240
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Resource Meeting
(Planning P Step 5):

Meeting Called By: EOC Director
Attended By: Management & General Staff (other EOC positions as appropriate) Led By: Planning & Intelligence Chief/Coordinator or Designee Purpose: Develop a unified EOC strategy to support emergency management and on-scene operation resource needs.

Outcome: Resources identified to support emergency management and field needs.

Ground Rules:
 Cell Phone on Silent or Vibrate
 Come Prepared for each meeting
 No side conversations
 Ask questions if you don’t understand
 Take Notes
 Stick to agenda
Agenda:
 P&I Section Chief/Coordinator brings meeting to order, conducts roll call, covers ground rules and reviews the agenda
 Review current and projected incident situation
 Review and /or update key current actions
 Review coordination and support objectives and ensures accountability for each  Resources on-scene, en-route, and ordered are identified (Plans Section and Operations Section)  Resource priorities are discussed P&I Section Chief/Coordinator and Operations Section Chief/Coordinator
 PSC and OSC develop strategic and resource needs
 Logs Section Chief/Coordinator verify support requirements and contributes logistics info as necessary
 Logs Section Chief/Coordinator reviews resource ordering process  F&A Section Chief/Coordinator evaluates funding /fiscal implications  Quick recap of the meeting and assignments
 End meeting and prepare for Planning Meeting
 Sections/Staff conduct break out meetings to fill in the information gaps that may exist  Prepare for Planning Meeting
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Planning Meeting
(Planning P Step 6):

Meeting Called By: EOC Director
Attended By: Management & General Staff (other EOC positions as appropriate) Led By: Planning & Intelligence Chief/Coordinator or Designee Purpose: Validate EOC Action Plan components: objectives, policies, authorities, resources etc.

Outcome: Validation of EOC Action Plan.

Ground Rules:
 Cell Phone on Silent or Vibrate
 Come Prepared for each meeting
 No side conversations
 Ask questions if you don’t understand
 Take Notes
 Stick to the agenda
Agenda:
 Planning & Intelligence Chief/Coordinator brings meeting to order, conducts roll call, covers ground rules and reviews the agenda
 EOC Director provides opening remarks
 Situation Unit provides briefing on current situation, resources at risk, weather forecast, and incident projections.
 Planning & Intelligence Chief/Coordinator reviews coordination and support priorities, objectives, and decisions
 Operations Section Chief/Coordinator provides briefing on current operations followed with an overview on the proposed plan including strategy work assignments, resource commitment, contingencies, Operations Section organizational structure, and needed support facilities  Planning & Intelligence Chief/Coordinator reviews Operations Section Chief/Coordinator proposed plan to ensure that the EOC Management Priorities and operational objectives are met.  Planning & Intelligence Chief/Coordinator reviews and validates responsibility for any open actions/tasks and management objectives.
 Planning & Intelligence Chief/Coordinator conducts round robin of EOC Management Group and Management Staff members to solicit their final input and commitment to the proposed plan.
 Logistics Section Chief/Coordinator covers transport, communications and supply updates and issues,
 Finance Section Chief/Coordinator covers fiscal issues,  Public Information Officer covers public affairs and public information issues, 242
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 Liaison Officer covers interagency issues, and
 Safety Officer covers any safety concerns or considerations  Planning & Intelligence Chief/Coordinator requests EOC Management Group’s approval of the plan as presented. EOC Management Group may provide final comments  Planning & Intelligence Chief/Coordinator issues assignments to appropriate EOC members for developing Coordination Plan support documentation along with deadlines.  Planning Section prepares the EOC Action Plan using the forms and /or format as described in the EOP or determined during the Planning meeting preparation phase.  Sections conduct break out meetings to fill in the information gaps that may exist. 243
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EOC Briefing Meeting
(Planning P Step 9):

Meeting Called By: EOC Director
Attended By: All EOC personnel
Led By: Planning & Intelligence Chief/Coordinator or Designee Purpose: To brief the oncoming shift on the EOC Action Plan and status of on-scene operations Outcome: Oncoming shift understands EOC Action Plan and situation to execute Ground Rules:
 Cell Phone on Silent or Vibrate
 Come Prepared for each meeting
 No side conversations
 Ask questions if you don’t understand
 Take Notes
 Stick to agenda
Agenda:
 Planning & Intelligence Chief/Coordinator brings meeting to order, conducts roll call for personnel required to attend both incoming and out-going shift, covers ground rules and reviews the agenda
 EOC Director provides opening remarks
 Planning & Intelligence Chief/Coordinator reviews objectives and any changes to the EOC Action Plan
 Situation Unit conducts Situation Briefing.
 Operations Section Chief/Coordinator discusses current response actions and accomplishments.  Logistics Section Chief/Coordinator covers transport, communications, and supply updates  Finance Section Chief/Coordinator covers fiscal issues.  Public Information Officer covers public affairs and public information issues  Safety Officer covers any safety concerns or considerations  Liaison Officer covers interagency issues and Intel covers intelligence issues  Planning & Intelligence Chief/Coordinator solicits final comments and adjourns briefing.  Out-going Sections Chiefs/Coordinators conduct individual break out meetings with the oncoming Section Chiefs/Coordinators to complete process 244
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11.12.5 EOC Action Plan

11.12.5.1 EOC Action Plan Template
OVERVIEW:

Event Name:

Operational Period:

Jurisdiction:

Date Prepared:

Time Prepared:

MAP SKETCH:
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Prepared By:

Approved By:

SUMMARY OF PRIORITIES, OBJECTIVES AND ACTIONS
Overall Event Priorities

Management Section Objectives

Operations Section Objectives

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Planning Section Objectives

Logistics Section Objectives

Finance/ Administration Section Objectives

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Organizational Chart:
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Weather Impacts on Operations:

Weather Forecast 5-Day
Weather Maps:

Additional Attachments

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11.12.5.2 EOC Action Plan [Example]
OVERVIEW:

Event Name: Earthquake
Operational Period: 1
Jurisdiction: Hazard City
Date Prepared: mm/dd/yyyy
Time Prepared: 9:00am
MAP SKETCH:

Prepared By: First Last, Planning Section Chief
Approved By: First Last, EOC Director
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SUMMARY OF PRIORITIES, OBJECTIVES AND ACTIONS
Overall Event Priorities

1. Life safety

2. Incident stabilization

3. Preservation of the Environment/Property

4. Damage Assessments
Management Section Objectives

1. In the next hour proclaim a Local Emergency

2. In the next hour issue a mass notification message with basic direction to affected residents reminding them of jurisdictional earthquake protocol

4. In the next 2 hours brief jurisdictional leadership on status of situation

5. In the next 6 hours set-up a call center and form a joint information center with larger jurisdiction Operations Section Objectives

6. In the next 6 hours access main roads in jurisdiction to determine if they are safe and passable for first responder vehicles

8. In the next 24 hours identify at least safe locations for displaced residents and set-up 1 shelter locations

9. In the next 24 hours assess and tag priority 1 pre-identified buildings in jurisdiction

11. In the next 24 hours, assess debris conditions and develop a removal plan 251
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Planning Section Objectives

7. In the next 12 hours complete 1 planning cycle and distribute EOC action plan Logistics Section Objectives

10. In the next 24 hours, identify needs and work on requesting/procuring and providing preliminary life sustaining commodities for citizens
Finance/ Administration Section Objectives

3. In the next hour set-up incident project code to begin tracking cost associated with incident 252
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Organizational Chart:
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Weather Impacts on Operations:

None are forecasted.

Weather Forecast 5-Day
Weather Maps:

Additional Attachments
None.
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11.12.5 EOC Forms
The table below list all available EOC forms.

Note that these forms can be accessed in two ways: through hard copies in the EOC and Alternate EOC; and by clicking on the file names in the electronic version of this plan. # Name Form

1. FORM_EOC 201_Incident Briefing
FORM_EOC
201_Incident Briefing.docx

2. FORM_EOC 202_Incident Objectives
FORM_EOC
202_Incident Objectives.docx

3. FORM_EOC 205A_Communication List
FORM_EOC
205A_Communication List.docx

4. FORM_EOC 207_Organization Chart
FORM_EOC
207_Organization Chart.docx

5. FORM_EOC 208_Safety Message
FORM_EOC
208_Safety Message.docx

6. FORM_EOC 209_Incident Status Summary
FORM_EOC
209_Incident Status Summary.doc

7. FORM_EOC 210_Resource Status Change
FORM_EOC
210_Resource Status Change.doc

8. FORM_EOC 211_Check-In
FORM_EOC
211_Check-In.docx

9. FORM_EOC 213_Resource Request
FORM_EOC
213_Resource Request.docx

10. FORM_EOC 214_Activity Log
FORM_EOC
214_Activity Log.docx
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11. FORM_EOC 215_Resource Planning Worksheet
FORM_EOC
215_Resource Planning Workshee

12. FORM_EOC 215A_Safety Analysis
FORM_EOC
215A_Safety Analysis.docx

13. FORM_EOC 226_Individual Performance Rating
FORM_EOC
226_Individual Performance Ratin

14. FORM_EOC 227_Claims Log
FORM_EOC
227_Claims Log.docx

15. FORM_EOC 230_Daily Meeting Schedule
FORM_EOC
230_Daily Meeting Schedule.docx

16. FORM_F&A_Cost Worksheet
FORM_F&A_Cost
Worksheet.docx

17. FORM_F&A_Initial Damage Estimate
FORM_F&A_Initial
Damage Estimate.docx

18. CalEOC IDE
CalEOC IDE.pdf

19. FORM_LOGS_DSWV Registration 2013
FORM_LOGS_DSWV
Registration 2013.docx

20. FORM_LOGS_Resource Request
FORM_LOGS_Resou
rce Request.docx

21. FORM_LOGS_Resource Tracking
FORM_LOGS_Resou
rce Tracking.xlsx

22. FORM_MGT Media Briefing Schedule
FORM_MGT Media
Briefing Schedule.docx
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23. FORM_MGT_Disaster Assistance Directory
FORM_MGT_Disast
er Assistance Directory.docx

24. FORM_MGT_Media Call
FORM_MGT_Media
Call.docx

25. FORM_MGT_Press Release
FORM_MGT_Press
Release.docx

26. FORM_MGT_Proclamation Resolutions
FORM_MGT_Procla
marion Resolutions.docx

27. FORM_MGT_Public Call
FORM_MGT_Public
Call.docx

28. FORM_OPS_Fire Deployed Resources
FORM_OPS_Fire
Deployed Resources.docx

29. FORM_OPS_Windshield Survey
FORM_OPS_Winds
hield Survey.docx

11.12.6 EOC Reports
The table below list all available EOC Report Templates.

Note that these Report Templates can be accessed in two ways: through hard copies in the EOC and Alternate EOC; and by clicking on the file names in the electronic version of this plan. # Name Report

1. REPORT_OPS_Agricultural Status
REPORT_OPS_Agric
ultural Status.docx

2. REPORT_OPS_Communication Status
REPORT_OPS_Com
munication Status.docx
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3. REPORT_OPS_Energy Status
REPORT_OPS_Energ
y Status.docx

4. REPORT_OPS_Firefighting Status
REPORT_OPS_Firefi
ghting Status.docx

5. REPORT_OPS_Hazmat Status
REPORT_OPS_Hazm
at Status.docx

6. REPORT_OPS_Mass Care Status
REPORT_OPS_Mass
Care Status.docx

7. REPORT_OPS_Public Safety Status
REPORT_OPS_Publi
c Safety Status.docx

8. REPORT_OPS_Public Works Status
REPORT_OPS_Publi
c Works Status.docx

9. REPORT_OPS_Search&Rescue
REPORT_OPS_Searc
h&Rescue.docx

10. REPORT_OPS_Transportation Status
REPORT_OPS_Trans
portation Status.docx

11. REPORT_OPS_Utility Status
REPORT_OPS_Utility
Status.docx

12. REPORT_P&I_Local Government After Action
REPORT_P&I_Local
Government After Action.docx

13. REPORT_P&I_Situation Status
REPORT_P&I_Situati
on Status.docx
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11.12.7 EOC Plans
The table below list all available EOC Plan Templates.

Note that these Plan Templates can be accessed in two ways: through hard copies in the EOC and Alternate EOC; and by clicking on the file names in the electronic version of this plan. # Name Plan

1. PLAN_P&I_Advance
PLAN_P&I_Advance.
docx

2. PLAN_P&I_Demobilization
PLAN_P&I_Demobili
zation.docx

3. PLAN_P&I_EOC Action
PLAN_P&I_EOC
Action.docx

11.12.8 EOC Guides
The table below list all available EOC Guides.

Note that these Guides can be accessed in two ways: through hard copies in the EOC and Alternate EOC; and by clicking on the file names in the electronic version of this plan. # Name Guides

1. GUIDE_F&A_PA Damage Categories
GUIDE_F&A_PA
Damage Categories.docx

2. GUIDE_MGT_77 Most Asked Questions in an Emergency
GUIDE_MGT_77
Most Asked Questions in an Eme

3. GUIDE_MGT_Emergency Alert System (EAS)
GUIDE_MGT_Emerg
ency Alert System (EAS).docx
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# Name Guides

4. GUIDE_MGT_EPI-JIC SOP
GUIDE_MGT_EPI-JIC
SOP.docx

5. GUIDE_MGT_Legal Authorities
GUIDE_MGT_Legal
Authorities.docx

6. GUIDE_MGT_Recovery Plan_Project Management
GUIDE_MGT_Recov
ery Plan_Project Management.docx

7. GUIDE_P&I_EOC Org Chart
GUIDE_P&I_EOC
Org Chart.docx

8. GUIDE_P&I_Planning P
GUIDE_P&I_Plannin
g P.docx

11.12.9 EOC Deactivation
The EOC may be deactivated by one of the following individuals:
• City Manager
• City Manager designated alternate
• Upon the request of the City Council/Disaster Council • Upon the request of the Field Incident Commander
Under the following three conditions:

1. Reduced threat: If the incident's intensity or impact decreases significantly, the EOC can be deactivated.

2. Completion of response: When primary response and initial recovery actions are finished, the EOC may no longer be needed.

3. Authority decision: Deactivation is determined by the incident commander or designated authority based on the situation's assessment.
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11 Appendix B - Acronyms
Action Plan (AP)
After Action Report (AAR)
California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA) California Disaster Assistance Act (CDAA)
California Emergency Services Act (ESA)
Continuity of Government (COG)
Continuity of Operations (COOP)
Department Operations Center (DOC)
Emergency Management Assistance Compact (EMAC)
Emergency Operations Center (EOC)
Emergency Operations Plan (EOP)
EOC Action Plan (EAP)
Incident Action Plan (IAP)
Incident Commander (IC)
Incident Command Post (ICP)
Incident Command System (ICS)
Joint Information Center (JIC)
Multiagency Coordination Group (MAC Group)
Multiagency Coordination System(s) (MACS)
Multi-year Training and Exercise Plan (MYTEP)
National Incident Management System (NIMS)
National Response Framework (NRF)
Operational Area (OA)
Public Information Officer (PIO)
Regional Emergency Operations Center (REOC)
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The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) Standard Operating Procedure (SOP)
Standardized Emergency Management System (SEMS)
State Operations Center (SOC)
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Action Plan (AP): See EOC Action Plan and Incident Action Plan.

Activation: 1) Initial activation of an EOC may be accomplished by a designated official of the emergency response agency that implements SEMS as appropriate to accomplish the agency's role in response to the emergency. 2) An event in the sequence of events normally experienced during most emergencies.

After Action Report (AAR): A report that examines response actions, application of SEMS, modifications to plans and procedures, training needs, and recovery activities. AARs are required under SEMS after any emergency that requires a gubernatorial state of emergency proclamation.

Local government AARs must be submitted to Cal OES within 90 days.

Agency: A division of government with a specific function offering a particular kind of assistance. In the Incident Command System (ICS), agencies are defined either as jurisdictional (having statutory responsibility for incident management) or as assisting or cooperating (providing resources or other assistance). Governmental organizations are most often in charge of an incident, though in certain circumstances private sector organizations may be included. Additionally, Non-Governmental Organizations (NGO) may be included to provide support. All-Hazards: Any incident, natural or human-caused, that warrants action to protect life, property, environment, public health, or safety, and minimize disruptions of government, social, or economic activities.

California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA): An agreement entered by and between the State of California, its various departments and agencies, and the various political subdivisions, municipal corporations, and public agencies of the State of California to assist each other by providing resources during an emergency. Mutual Aid occurs when two or more parties agree to furnish resources and facilities and to render services to each other in response to any type of disaster or emergency. California Emergency Support Functions (CA-ESF): The CA-ESFs are a grouping of State agencies, departments, and other stakeholders with similar functional activities/responsibilities whose responsibilities lend to improving the state’s ability to collaboratively prepare for, effectively mitigate, cohesively respond to, and rapidly recover from any emergency. CAESFs unify a broad-spectrum of stakeholders with various capabilities, resources, and authorities to improve collaboration and coordination for a particular discipline. They also provide a framework for the state government to support regional and community stakeholder collaboration and coordination at all levels of government and across overlapping jurisdictional boundaries. 263
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California Emergency Services Act (ESA): An Act within the California Government Code to ensure preparations within the state will be adequate to deal with natural, human-caused, or war-caused emergencies which result in conditions of disaster or in extreme peril to life, property, and the natural resources of the state, and generally to protect the health and safety and preserve the lives and property of the people of the state.

Catastrophe: Any natural or human-caused incident, including terrorism that results in extraordinary levels of mass casualties, damage, or disruption severely affecting the population, infrastructure, environment, economy, national morale, and/or government functions.

Command: The act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority.

Command/Management: Command is responsible for the directing, ordering, and/or controlling of resources at the field response level. Management is responsible for overall emergency policy and coordination at the SEMS EOC levels.

Command Post: See Incident Command Post.

Command Staff: The Command Staff at the SEMS Field Level consists of the Information Officer, Safety Officer, and Liaison Officer. They report directly to the Incident Commander. They may have an assistant or assistants, as needed. These officers are also found at the EOC levels in SEMS, and they report directly to the EOC Director and comprise the Management Staff. They may have an assistant or assistants, as needed.

Communications: Process of the transmission of information through verbal, written, or symbolic means.

Continuity of Government (COG): Activities that address the continuance of constitutional governance. COG planning aims to preserve and/or reconstitute the institution of government and ensure that a department or agency’s constitutional, legislative, and/or administrative responsibilities are maintained. This is accomplished through succession of leadership, the pre-delegation of emergency authority, and active command and control during response and recovery operations.

Continuity of Operations (COOP): Planning should be instituted, including all levels of governments, across the private sector and non-governmental organizations as appropriate, to ensure the continued performance of core capabilities and/or critical government operations during any potential incident.

Coordination: The process of systematically analyzing a situation, developing relevant information, and informing appropriate command authority of viable alternatives for selection of the most effective 264
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combination of available resources to meet specific objectives. The coordination process (which can be either intra- or inter-agency) does not involve dispatch actions. However, personnel responsible for coordination may perform command or dispatch functions within the limits established by specific agency delegations, procedures, legal authority, etc. Multiagency or interagency coordination is found at all SEMS levels.

Coordination Center: Term used to describe any facility used for the coordination of agency or jurisdictional resources in support of one or more incidents.

Corrective Actions: Implementing procedures based on lessons learned from actual incidents or from training and exercises.

Cost Unit: Functional unit within the Finance/Administration Section responsible for tracking costs, analyzing cost data, making cost estimates, and recommending cost-saving measures.

Critical Infrastructure: Systems and assets, whether physical or virtual, so vital to the United States that the incapacity or destruction of such systems and assets would have a debilitating impact on security, national economic security, national public health or safety, or any combination of those matters.

Demobilization: The orderly, safe, and efficient return of an incident resource to its original location and status.

Department Operations Center (DOC): An Emergency Operations Center (EOC), specific to a single department or agency where the focus is on internal agency incident management and response. They are often linked to and, in most cases, are physically represented in a combined agency EOC by authorized agent(s) for the department or agency.

Disaster: A sudden calamitous emergency event bringing great damage, loss, or destruction.

Division: The partition of an incident into geographical areas of operation. Divisions are established when the number of resources exceeds the manageable span of control of the Operations Section Chief. A Division is located within the ICS organization between the Branch and resources in the Operations Section.

Documentation Unit: Functional unit within the Planning/Intelligence Section responsible for collecting, distributing, recording, and safeguarding all documents relevant to an incident or within an EOC.

Emergency: Any incident(s), whether natural or human-caused, that requires responsive action to protect life or property. Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an emergency means any occasion or instance for which, in the determination of the President, federal assistance is needed to supplement state and local efforts and capabilities to save lives, protect property and public health and safety, or to lessen or avert the threat of a catastrophe in any part of the United States.
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Emergency Management Assistance Compact (EMAC): A congressionally ratified organization that provides form and structure to interstate mutual aid. Through EMAC, a disaster-affected state can request and receive assistance from other member states quickly and efficiently, resolving two key issues upfront: liability and reimbursement.

Emergency Management Community: The stakeholders in emergency response in California including the residents of California, the private sector and federal, state, local, and tribal governments.

Emergency Operations Center (EOC): The physical location at which the coordination of information and resources to support incident management (on-scene operations) activities normally takes place.

An EOC may be a temporary facility or may be located in a more central or permanently established facility, perhaps at a higher level of organization within a jurisdiction. EOC may be organized by major functional disciplines (e.g., fire, law enforcement, and medical services), by jurisdiction (e.g., federal, state, regional, tribal, city, county), or some combination thereof.

Emergency Operations Plan (EOP): The ongoing plan maintained by various jurisdictional levels for responding to a wide variety of potential hazards.

Emergency Response Agency: Any organization responding to an emergency, or providing mutual aid support to such an organization, whether in the field, at the scene of an incident, or to an operations center.

Emergency Response Personnel: Personnel affiliated with or sponsored by emergency response agencies.

EOC Action Plan: The plan developed at SEMS EOC levels, which contains objectives, actions to be taken, assignments, and supporting information for the next operational period.

Essential Facilities: May include facilities such as law enforcement, fire, emergency operations centers, schools, medical facilities, and other resources that have a role in an effective and coordinated emergency response.

Evacuation: Organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or potentially dangerous areas and their reception and care in safe areas.

Federal: Of or pertaining to the federal government of the United States of America.

Finance/Administration Section: The section responsible for all administrative and financial considerations surrounding an incident or EOC activation.

Function: Function refers to the five major activities in ICS: Command, Operations, Planning, Logistics and Finance/Administration. The same five functions are also found at all SEMS EOC Levels. At the 266
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EOC, the term Management replaces Command. The term function is also used when describing the activity involved, (e.g., the planning function). A sixth function, Intelligence/Investigations, may be established, if required, to meet emergency management needs.

Group: Established to divide the incident management structure into functional areas of operation.

Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division. Groups, when activated, are located between branches and resources in the Operations Section. See Division.

Hazard: Something that is potentially dangerous or harmful, often the root cause of an unwanted outcome.

Incident: An occurrence or event, natural or human-caused, which requires a response to protect life or property. Incidents can, for example, include major disasters, emergencies, terrorist attacks, terrorist threats, civil unrest, wildland and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, tsunamis, war-related disasters, public health and medical emergencies, and other occurrences requiring an emergency response.

Incident Action Plan (IAP): An oral or written plan containing general objective reflecting the overall strategy for managing an incident. It may include the identification of operational resources and assignments. It may also include attachments that provide direction and important information for management of the incident during one or more operational periods. At the SEMS EOC Level, it is called the EOC Action Plan.

Incident Command: Responsible for overall management of the incident and consists of the Incident Commander, either single or unified command, and any assigned supporting staff.

Incident Commander (IC): The individual responsible for all incident activities, including the development of strategies and tactics, and the ordering and the release of resources. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site.

Incident Command Post (ICP): The field location where the primary functions are performed. The ICP may be co-located with the incident base or other incident facilities.

Incident Command System (ICS): A standardized on-scene emergency management construct specifically designed to provide for the adoption of an integrated organizational structure that reflects the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the 267
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management of resources during incidents. It is used for all kinds of emergencies and is applicable to small as well as large and complex incidents. ICS is used by various jurisdictions and functional agencies, both public and private, to organize field-level incident management operations.

Information: Pieces of raw, unanalyzed data that identifies persons, evidence, events; or illustrates processes that specify the occurrence of an event. May be objective or subjective and is intended for both internal analysis and external (news media) application. Information is the “currency” that produces intelligence.

Intelligence: Product of an analytical process that evaluates information collected from diverse sources, integrates the relevant information into a cohesive package, and produces a conclusion or estimate. Information must be real, accurate, and verified before it becomes intelligence for planning purposes. Intelligence relates to the specific details involving the activities of an incident or EOC, and current and expected conditions, and how they affect the actions taken to achieve operational period objectives. Intelligence is primarily intended for internal use and not for public dissemination.

Intelligence/Investigations: Intelligence gathered within the Intelligence/Investigations function is information that either leads to the detection, prevention, apprehension, and prosecution of criminal activities (or the individual(s) involved) including terrorist incidents or information that leads to determination of the cause of a given incident (regardless of the source) such as public health events or fires with unknown origins. This is different from the normal operational and situational intelligence gathered and reported by the Planning Section.

Joint Information Center (JIC): A facility established to coordinate all incident-related public information activities. It is the central point of contact for all news media. Public information officials from all participating agencies should co-locate at the JIC.

Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority. Jurisdictional authority at an incident can be political or geographical (e.g., federal, state, tribal, and local boundary lines) or functional (e.g., law enforcement, public health).

Key Resources: Any publicly or privately controlled resources essential to the minimal operations of the economy and government.

Local Government: According to federal code36a county, municipality, city, town, township, local public authority, school district, special district, intrastate district, council of governments (regardless of whether the council of governments is incorporated as a nonprofit corporation under state law), regional or interstate government entity, or agency or instrumentality of a local government; an 268
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Indian tribe or authorized tribal entity, or in Alaska a Native village or Alaska Regional Native Corporation; a rural community, unincorporated town or village, or other public entity.

Logistics: Providing resources and other services to support incident management.

Logistics Section: The section responsible for providing facilities, services, and material support for an incident or EOC activation.

Management Staff: See Command Staff.

Mitigation: Provide a critical foundation in the effort to reduce the loss of life and property from natural and/or human-caused disasters by avoiding or lessening the impact of a disaster and providing value to the public by creating safer communities. Mitigation seeks to fix the cycle of disaster damage, reconstruction, and repeated damage. These activities or actions, in most cases, will have a long-term sustained effect.

Mobilization: The process and procedures used by all organizations - federal, state, tribal, and local - for activating, assembling, and transporting all resources that have been requested to respond to or support an incident.

Multiagency Coordination Group (MAC Group): Typically, administrators/executives, or their appointed representatives, who are authorized to commit agency resources and funds, are brought together and form MAC Groups. MAC Groups may also be known as multiagency committees, emergency management committees, or as otherwise defined. It can provide coordinated decisionmaking and resource allocation among cooperating agencies and may establish the priorities among incidents, harmonize agency policies, and provide strategic guidance and direction to support incident management activities.

Multiagency Coordination System(s) (MACS): Multiagency coordination systems provide the architecture to support coordination for incident prioritization, critical resource allocation, communications systems integration, and information coordination. The elements of multiagency coordination systems include facilities, equipment, personnel, procedures, and communications. Two of the most commonly used elements are EOC and MAC Groups. These systems assist agencies and organizations responding to an incident. Mutual Aid Agreements and/or Assistance Agreements:

Written or oral agreements between and among agencies/organizations and/or jurisdictions that provide a mechanism to quickly obtain emergency assistance in the form of personnel, equipment, materials, and other associated services. The primary objective is to facilitate rapid, short-term deployment of emergency support prior to, during, and/or after an incident. 269
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Mutual Aid Coordinator: An individual at the local government, Operational Area, Region or State Level that is responsible to coordinate the process of requesting, obtaining, processing, and using mutual aid resources. Mutual Aid Coordinator duties will vary depending upon the mutual aid system.

Mutual Aid Region: A mutual aid region is a subdivision of Cal OES established to assist in the coordination of mutual aid and other emergency operations within a geographical area of the state, consisting of two or more Operational Areas.

National: Of a nationwide character, including the federal, state, tribal, and local aspects of governance and policy.

National Incident Management System (NIMS): Provides a systematic, proactive approach guiding government agencies at all levels, the private sector, and non-governmental organizations to work seamlessly to prevent, protect against, respond to, recover from, and mitigate the effects of incidents, regardless of cause, size, location, or complexity, in order to reduce the loss of life or property and harm to the environment.

National Response Framework (NRF): A guide to how the nation conducts all-hazards incident management. Non-governmental Organization (NGO): An entity with an association based on the interests of its members, individuals, or institutions. It is not created by a government, but it may work cooperatively with the government. Such organizations serve a public purpose, not a private benefit.

Examples of NGO include faith-based charity organizations and the American Red Cross.

Officer: 1) The ICS title for the personnel responsible for the Command Staff (Management Staff at EOC) positions of Safety, Liaison, and Public Information. 2) One who holds an office or post; especially one elected or appointed to a position of authority or trust in a corporation, government, institution, etc.

Operational Area (OA): An intermediate level of the state emergency organization, consisting of a county and all other political subdivisions within the geographical boundaries of the county.

Operational Period: The time scheduled for executing a given set of operation actions, as specified in the Incident Action Plan. Operational periods can be of various lengths, although usually last 12-24 hours.

Operations Section: The section responsible for all tactical incident operations and implementation of the Incident Action Plan. In ICS, it normally includes subordinate branches, divisions, and/or groups.

At the SEMS EOC levels, the section is responsible for the coordination of operational activities. The Operations Section at an EOC contains branches, groups, or units necessary to maintain appropriate span of control.
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Organization: Any association or group of persons with like objectives. Examples include, but are not limited to, governmental departments and agencies, private sector, and/or non-governmental organizations.

Planning Section: The section responsible for the collection, evaluation, and dissemination of operational information related to the incident or EOC activities and for the preparation and documentation of the IAP or EOC action plan, respectively. This section also maintains information on the current and forecasted situation and on the status of resources assigned to the incident or EOC activation.

Political Subdivisions: Includes any city, city and county, county, tax or assessment district, or other legally authorized local governmental entity with jurisdictional boundaries.

Preparedness: A continuous cycle of planning, organizing, training, equipping, exercising, evaluating, and taking corrective action in an effort to ensure effective coordination during incident response.

Within NIMS, preparedness focuses on the following elements: planning, procedures and protocols, training and exercises, personnel qualification and certification, and equipment certification.

Prevention: Actions to avoid an incident or to intervene to stop an incident from occurring.

Prevention involves actions to protect lives and property. It involves applying intelligence and other information to a range of activities that may include such countermeasures as deterrence operations; heightened inspections; improved surveillance and security operations; investigations to determine the full nature and source of the threat; public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting or disrupting illegal activity, and apprehending potential perpetrators and bringing them to justice.

Private Sector: Organizations and entities that are not part of any governmental structure. The private sector includes for-profit and not-for-profit organizations, formal and informal structures, commerce, and industry.

Protocols: Sets of established guidelines for actions (which may be designated by individuals, teams, functions, or capabilities) under various specified conditions.

Public Information: Processes, procedures, and systems for communicating timely, accurate, and accessible information on the incident’s cause, size, and current situation; resources committed; and other matters of general interest to the public, responders, and additional stakeholders (both directly affected and indirectly affected).
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Public Information Officer (PIO): A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for interfacing with the public and media and/or with other agencies with incident-related information requirements.

Recovery: The development, coordination, and execution of service- and site-restoration plans; the reconstitution of government operations and services; individual, private–sector, non-governmental, and public assistance programs to provide housing and to promote restoration; long-term care and treatment of affected persons; additional measures for social, political, environmental, and economic restoration; evaluation of the incident to identify lessons learned; post-incident reporting; and development of initiatives to mitigate the effects of future incidents.

Regional Emergency Operations Center (REOC): Facilities found at Cal OES Administrative Regions.

REOC provide centralized coordination of resources among Operational Areas within their respective regions and between the Operational Areas and the State Level.

Reimbursement: Provide a mechanism to recoup funds expended for incident-specific activities.

Resource Management: Efficient emergency management and incident response requires a system for identifying available resources at all jurisdictional levels to enable timely and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under NIMS includes mutual aid agreements and assistance agreements; the use of special federal, state, tribal, and local teams; and resource mobilization protocols.

Resources: Personnel and major items of equipment, supplies, and facilities available or potentially available for assignment to incident operations and for which status is maintained. Resources are described by kind and type and may be used in operational support or supervisory capacities at an incident or at an EOC.

Response: Activities that address the short-term, direct effects of an incident. Response includes immediate actions to save lives, protect property, and meet basic human needs. Response also includes the execution of EOP and of mitigation activities designed to limit the loss of life, personal injury, property damage, and other unfavorable outcomes. As indicated by the situation, response activities include applying intelligence and other information to lessen the effects or consequences of an incident; increased security operations; continuing investigations into nature and source of the threat; ongoing public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and specific law enforcement operations aimed at preempting, interdicting, or disrupting illegal activity, and apprehending actual perpetrators and bringing them to justice.

Response Personnel: Includes federal, state, territorial, tribal, sub-state regional and local governments, private sector organizations, critical infrastructure owners, and operators, NGO and all 272
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other organizations and individuals who assume an emergency management role. Also known as an Emergency Responder.

Safety Officer: A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for monitoring incident operations and advising the IC on all matters relating to operational safety, including the health and safety of emergency responder personnel. The Safety Officer may have assistants.

Section: 1) The organizational level having responsibility for a major functional area of incident or EOC Management, (e.g., Operations, Planning, Logistics, Finance/Administration) and Intelligence/Investigations (if established). The section is organizationally situated between the branch and the Incident Command. 2) A separate part or division as: a. A portion of a book, treatise, or writing. b. A subdivision of a chapter. c. A division of law.

Situation Report: Often contains confirmed or verified information regarding the specific details relating to the incident.

Special District: A unit of local government (other than a city, county, or city and county) with authority or responsibility to own, operate, and maintain systems, programs, services, or projects [(as defined in California Code of Regulations (CCR) Section 2900(s)] for purposes of natural disaster assistance. This may include joint powers authority established under Section 6500 et. seq. of the California Code of Regulations.

Stafford Act: The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) establishes the programs and processes for the federal government to provide disaster and emergency assistance to states, local governments, tribal nations, individuals, and qualified private nonprofit organizations. The provisions of the Stafford Act cover all hazards including natural disasters and terrorist events. Relevant provisions of the Stafford Act include a process for Governors to request federal disaster and emergency assistance from the President. The President may declare a major disaster or emergency.

Standard Operating Procedure (SOP): Complete reference document or an operation manual that provides the purpose, authorities, duration, and details for the preferred method of performing a single function or several interrelated functions in a uniform manner.

Standardized Emergency Management System (SEMS): A system required by California Government Code and established by regulations for managing response to multiagency and multijurisdictional emergencies in California. SEMS consists of five organizational levels, which are activated as necessary: Field Response, Local Government, Operational Area, Region, and State. 273
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Standardized Emergency Management System (SEMS) Guidelines: The SEMS guidelines are intended to assist those responsible for planning, implementing, and participating in SEMS.

Standardized Emergency Management System (SEMS) Regulations: Regulations establishing the Standardized Emergency Management System (SEMS) based upon the Incident Command System (ICS) adapted from the system originally developed by the Firefighting Resources of California Organized for Potential Emergencies (FIRESCOPE) program including those currently in use by State agencies, the Multiagency Coordination System (MACS) as developed by FIRESCOPE program, the Operational Area concept, and the Master Mutual Aid Agreement and related mutual aid systems.

Regulations are found at Title XIX. Division 2. Chapter 1, Section 2400 et. seq.

State: When capitalized, refers to any State of the United States, the District of Columbia, the Commonwealth of Puerto Rico, the Virgin Islands, Guam, American Samoa, the Commonwealth of the Northern Mariana Islands, and any possession of the United States. See Section 2 (14), Homeland Security Act of 2002, Public Law 107−296, 116 Stat. 2135 (2002).

State Operations Center (SOC): The SOC is operated by the California Governor’s Office of Emergency Services at the State Level in SEMS. It is responsible for centralized coordination of state resources in support of the three Regional Emergency Operations Centers (REOC). It is also responsible for providing updated situation reports to the Governor and Legislature.

Strategy: The general plan or direction selected to accomplish incident objectives.

System: An integrated combination of people, equipment, and processes that work in a coordinated manner to achieve a specific desired output under specific conditions.

Technical Assistance: Support provided to state, tribal, and local jurisdictions when they have the resources, but lack the complete knowledge and skills needed to perform a required activity (such as mobile-home park design or hazardous material assessments).

Technical Specialists: Personnel with special skills that can be used anywhere within the SEMS organization. No minimum qualifications are prescribed, as technical specialists normally perform the same duties during an incident that they perform in their everyday jobs and they are typically certified in their fields or professions.

Terrorism: Under the Homeland Security Act of 2002, terrorism is defined as activity that involves an act dangerous to human life or potentially destructive of critical infrastructure or key resources; is a violation of the criminal laws of the United States or of any state or other subdivision of the United States in which it occurs; and is intended to intimidate or coerce the civilian population, or influence or affect the conduct of a government by mass destruction, assassination, or kidnapping. See Section 2 (15), Homeland Security Act of 2002, Public Law107−296, 116 Stat. 2135 (2002). 274
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Threat: An indication of possible violence, harm, or danger.

Tools: Those instruments and capabilities that allow for the professional performance of tasks, such as information systems, agreements, doctrine, capabilities, and legislative authorities.

Unified Command: An ICS application used when more than one agency has incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the designated members of the UC, often the senior person from agencies and/or disciplines participating in the UC, to establish a common set of objectives and strategies and a single IAP.

Unit: The organizational element with functional responsibility for a specific incident planning, logistics, or finance/administration activity.

Vital Records: The essential agency records needed to meet operational responsibilities under national security emergencies or other emergency or disaster conditions (emergency operating records), or to protect the legal and financial rights of the Government and those affected by Government activities (legal and financial rights records).

Volunteer: For purposes of NIMS, a volunteer is any individual accepted to perform services by the lead agency (which has authority to accept volunteer services) when the individual performs services without promise, expectation, or receipt of compensation for services performed. See 16 U.S.C. 742f(c) and 29 CFR 553.101.
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13 Appendix D - Resources
Category Kind Function Specifications Quantity Owner Location 277
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14 Appendix E - Contact List
Person or
Location Name
Title or
Function Phone Number Email Other
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15 Appendix F – City
Organizational Chart
Figure 19: City Organization Chart

CITIZENS

CITY COUNCIL
CITY

MANAGER

MANAGEMENT

SERVICES

CITY COUNCIL

SUPPORT

CITY CLERK

ECONOMIC

DEVELOPMENT
HUMAN

RESOURCES

COMMUNITY

SERVICES

SENIOR SERVICES

COMMUNITY

CENTER, PARKS &

FACILITIES

RECREATION
PARK

DEVELOPMENT

ADMINISTRATIVE

SERVICES

UTILITY BILLING &

COLLECTION

ACCOUNTING &

FINANCIAL

REPORTING
RISK

MANAGEMENT

INFORMATION

SERVICES

SOLID WASTE

COMMUNITY

DEVELOPMENT

PLANNING

BUILDING

ENGINEERING
CODE

COMPLIANCE
POLICE

COMMUNITY

POLICING & CRIME

SPECIAL

INVESTIGATION
PATROL

RECORDS

MANAGEMENT

ANIMAL CONTROL

PUBLIC WORKS

WASTEWATER

DIVISION

STREETS DIVISION

WATER DIVISION

FACILITIES/PARKS

EQUIPMENT

MAINTENANCE

STORM WATER
CITY

ATTORNEY
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ATTACHMENT ‘B’
Disaster Council Overview and Implementation Guide
Introduction:

In times of crisis, effective coordination and decision-making are crucial for ensuring the safety and wellbeing of a community. A Disaster Council serves as a vital mechanism for facilitating collaboration among key stakeholders and guiding emergency response efforts. This one-pager provides an overview of what a Disaster Council is and offers guidance on implementing one for the City of Kerman, in accordance with the California Emergency Services Act (CESA) and the City of Kerman Municipal Code.

What is a Disaster Council?
A Disaster Council is a multi-agency body responsible for coordinating emergency preparedness, response, and recovery activities within a jurisdiction. Comprising representatives from various city departments, emergency services, community organizations, and other relevant entities, the Disaster Council ensures a unified and coordinated approach to managing disasters and mitigating their impact on the community.

Key Functions:

Policy Development: The Disaster Council develops and approves policies, plans, and procedures related to emergency management and response, in accordance with CESA (Government Code, Division 1, Title 2, Chapter 7).

Resource Allocation: It facilitates the allocation of resources, including personnel, equipment, and funding, to support emergency operations, as outlined in the City of Kerman Municipal Code, Chapter

2.52: Emergency Organization.

Coordination: The Council coordinates communication and collaboration among different agencies and organizations involved in emergency response efforts, in compliance with CESA.

Decision-making: It makes strategic decisions and provides guidance during emergencies to ensure an effective and efficient response, in accordance with the powers and duties prescribed by the City of Kerman Municipal Code.

Community Engagement: The Disaster Council engages with the public to raise awareness, gather input, and foster community resilience, as mandated by CESA.

Implementing a Disaster Council in Kerman:

Establishment: Initiate the process by designating a lead agency or department responsible for convening and coordinating the Disaster Council, as outlined in the City of Kerman Municipal Code.

Composition: Identify key stakeholders and representatives from relevant city departments, emergency services, utilities, healthcare providers, schools, businesses, and community groups to serve on the Council, as specified by CESA.

Charter Development: Develop a charter outlining the purpose, roles, responsibilities, and operating procedures of the Disaster Council, ensuring compliance with CESA, the City of Kerman Municipal Code, and Chapter 2.52: Emergency Organization.

Meetings and Exercises: Schedule regular meetings of the Disaster Council to discuss emergency preparedness, review plans, conduct training, and simulate response scenarios through exercises, as required by CESA, the City of Kerman Municipal Code, and Chapter 2.52: Emergency Organization. 283
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Community Outreach: Engage with the community to raise awareness of the Disaster Council's role and encourage participation in preparedness efforts, in accordance with the provisions of CESA, the City of Kerman Municipal Code, and Chapter 2.52: Emergency Organization.

Resource Mobilization: Identify and allocate resources necessary for the functioning of the Disaster Council and support its activities, such as staff time, meeting space, and administrative support, in compliance with the City of Kerman Municipal Code and Chapter 2.52: Emergency Organization.

Conclusion:

A Disaster Council plays a vital role in enhancing the resilience of a community and ensuring effective emergency response. By establishing and implementing a Disaster Council in the City of Kerman, we can strengthen our capacity to prepare for, respond to, and recover from disasters, safeguarding the well-being of our residents and enhancing our overall resilience. 284
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STAFF REPORT
MEETING DATE: May 8, 2024
PRESENTER: Hilda Cantú Montoy, City Attorney
SUBJECT: Rules of Procedure for Conducting City Council Meetings (HCM) RECOMMENDATION: It is recommended that Council adopt resolution establishing Rules of Procedure for Conducting City Council Meeting.

EXECUTIVE SUMMARY:

The proposed rules have been prepared by the City Manager and City Attorney. Government Code Section 36813 authorizes the City Council to establish rules for conducting City Council meetings. The adoption of meeting rules contributes to the efficient and orderly conduct of the City’s business and will be convenient for Council, staff, and members of the public. The rules will serve as a guide so that there is a common understanding of how the City Council conducts its meetings.

We have endeavored to provide detailed information to assist the Council in conducting their meetings as well as to provide members of the public with the procedures and reasons for such procedures (e.g., the Brown Act). While attempting not to be overly restrictive, the rules are articulated in a manner to guide Council Members in their actions and to explain the procedures to members of the public.

DISCUSSION:

The Rules provide a summary of important aspects of City Council meetings consistent with applicable laws.
 Rule 1. General. This Rule addresses the authority and purpose of the rules as well as applicable laws and reference to the Code of Conduct.
 Rule 2. Meetings. This Rule addresses the Brown Act, types of meetings, quorums, closed sessions and the role of the City Manager, City Attorney, City Clerk and employees.  Rule 3. Duties. This Rule provides the duties of the Mayor, Mayor Pro-Tem and Presiding Officer.
 Rule 4. Agendas. This Rule includes the various requirements for agendas for regular and special meetings, the agenda order, how items are placed on the agenda, posting, availability of 285
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documents for members of the public, adding items to the agenda, minutes, public hearings, and consent calendar.
 Rule 5. Public Participation. This Rule provides detailed language concerning public participation at meetings such as public comments at meetings, manner of addressing the Council, time limits, rules of order and decorum. The rules of decorum mirror the text of the ordinance.
 Rule 6. Conflicts of Interest and Campaign Contributions. This Rule addresses disclosure of conflicts of interest.
 Rule 7. Ordinances, Resolutions, and Contracts. This Rule explains the process for document approval including resolutions and ordinances, the number of votes required.  Rule 8. Procedures for Public Hearings. This Rule sets forth the procedures for conducting public hearings.
 Rule 9. Boards, Commissions, and Committees. This Rule explains appointments.  Rule 10. Suspension and Amendment of Rules. This Rule describes process for suspension and amendment.
 Rule 11. Miscellaneous Rules. This Rule includes miscellaneous rules for roll call, silence, abstentions, and continuance of agenda items.
 Rule 12. Rules of Debate.

Upon adoption, the Rules will be distributed to staff and posted on the City’s website. The Rules will be maintained by the City Clerk.

FISCAL IMPACT:

None.

ATTACHMENTS:

A. Resolution w/Exhibit
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Attachment ‘A’
RESOLUTION NO. 24-____

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF KERMAN ADOPTING RULES OF

PROCEDURE FOR CONDUCTING CITY COUNCIL MEETINGS
WHEREAS, Government Code Section 36813 authorizes the City Council to establish rules of procedure for the conduct of City Council meetings; and WHEREAS, the adoption of rules of procedure will contribute to the orderly conduct of the City’s business and will be convenient for members of the public.

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Kerman as follows:

Section 1. The foregoing recitals are incorporated by reference as if fully set forth.

Section 2. The City Council adopts the City of Kerman Rules of Procedure for the Conduct of City Council Meetings (“Council Meeting Rules of Procedure”) attached as Exhibit A to this Resolution. These Rules supersede any prior rules and procedures regarding City Council Meetings adopted by resolution, minute order, or past.

Section 3. This Resolution shall take effect upon adoption.

The foregoing resolution was adopted by the City Council for the City of Kerman at a regularly scheduled meeting held on the 8th day of May, 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

The foregoing resolution is hereby approved.
_________________________
Maria Pacheco
Mayor
ATTEST:
__________________________
Josie Camacho
Interim City Clerk
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Exhibit ‘A’

CITY OF KERMAN

RULES OF PROCEDURE FOR THE CONDUCT
OF

CITY COUNCIL MEETINGS
Adopted: ____________
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i
TABLE OF CONTENTS (to finalize after finalize text)
RULE 1. GENERAL.................................................................................................................... 1 A. Authority and Purpose. ........................................................................................................ 1 B. Applicable Laws. ................................................................................................................. 1 C. Code of Conduct. ................................................................................................................. 1 D. E-mail, Text Messages, or Electronic Communications...................................................... 1 RULE 2. MEETINGS.................................................................................................................. 1 A. Brown Act............................................................................................................................ 1 B. Types of Meetings................................................................................................................ 1 C. Location of Meetings. .......................................................................................................... 2 D. Meeting Dates/Time............................................................................................................. 2 E. Quorum. ............................................................................................................................... 2 F. Closed Sessions.................................................................................................................... 3 G. Minutes of Proceedings........................................................................................................ 3 H. Right of Floor....................................................................................................................... 3 I. City Manager. ...................................................................................................................... 3 J. City Attorney. ...................................................................................................................... 3 K. City Clerk............................................................................................................................. 3 L. Department Heads/Employees............................................................................................. 3 RULE 3. DUTIES. ....................................................................................................................... 3 A. Mayor................................................................................................................................... 3 B. Mayor Pro-Tem.................................................................................................................... 4 C. Presiding Officer.................................................................................................................. 4 RULE 4. AGENDAS.................................................................................................................... 4 A. General................................................................................................................................. 4 B. Regular Meeting Agendas.................................................................................................... 4 C. Special Meeting Agendas. ................................................................................................... 5 D. Content of Agenda for Meetings.......................................................................................... 5 E. Placing Items on the Agenda. .............................................................................................. 5 F. Posting of Regular Meeting Agendas and Special Meeting Notices. .................................. 6 G. Availability of Agenda Documents. .................................................................................... 6 289
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H. Additions to Agenda. ........................................................................................................... 7 I. Minutes.. .............................................................................................................................. 7 J. Public Hearings.................................................................................................................... 7 K. Consent Calendar................................................................................................................. 7 L. Action Limited to Posted Agenda........................................................................................ 8 RULE 5. PUBLIC PARTICIPATION....................................................................................... 8 A. Public Comment on Agenda Items. ..................................................................................... 8 B. Public Comment on Matters Not on Agenda (Public Forum).. ........................................... 8 C. Manner of Addressing the City Council. ............................................................................. 8 D. Time Limits for Public Comments. ..................................................................................... 8 E. Rules of Order and Decorum at Meetings. .......................................................................... 9 RULE 6. DISCLOSURE OF CONFLICTS OF INTEREST................................................. 11 A. Specific Requirements of Person with Conflict of Interest. .............................................. 11 B. Application of this Rule..................................................................................................... 11 RULE 7. ORDINANCES, RESOLUTIONS AND CONTRACTS........................................ 12 A. Document Approval........................................................................................................... 12 B. Ordinance Introduction/Adoption...................................................................................... 12 C. Number of Votes Required. ............................................................................................... 12 D. Ordinance Preservation...................................................................................................... 12 RULE 8. PROCEDURES REGARDING PUBLIC HEARINGS. ........................................ 12 A. Hearing Opened. ................................................................................................................ 12 B. Order of Proceedings. ........................................................................................................ 12 C. Testimony Time Limits...................................................................................................... 13 D. Motions.. ............................................................................................................................ 13 E. Public Hearing Closed. ...................................................................................................... 13 RULE 9. BOARDS, COMMISSIONS AND COMMITTEES............................................... 14 A. Creation.............................................................................................................................. 14 B. Appointments..................................................................................................................... 14 RULE 10. SUSPENSION AND AMENDMENT OF RULES................................................ 14 A. Suspension. ........................................................................................................................ 14 B. Amendment........................................................................................................................ 14 290
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RULE 11. MISCELLANEOUS RULES.................................................................................. 14 A. Roll Call Votes................................................................................................................... 14 B. Silence................................................................................................................................ 14 C. Abstentions. ....................................................................................................................... 14 D. Continuance of Agenda Item. ............................................................................................ 14 RULE 12. RULES OF DEBATE.............................................................................................. 14 A. Rules of Order.................................................................................................................... 14 B. Obtaining the Floor............................................................................................................ 15 C. Motions. ............................................................................................................................. 15 D. Questions of Order and Appeals to Rulings of Presiding Officer. .................................... 15 E. Point of Order. ................................................................................................................... 15 F. Appeals. ............................................................................................................................. 15 G. Types of Motions. .............................................................................................................. 15 291
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1 CITY OF KERMAN

RULES OF PROCEDURE FOR THE CONDUCT

OF CITY COUNCIL MEETINGS
RULE 1. GENERAL.

A. Authority and Purpose. The City of Kerman establishes these Rules of Procedure (“Rules”) for the conduct of City Council meetings pursuant to Government Code Section 36813.

These Rules shall be in effect upon adoption by the City Council and shall remain in effect until such time as they are amended or repealed or new rules are enacted by the Council.

B. Applicable Laws. These Rules of Procedure are in addition to, and not in place of, applicable ordinances and statutes. In the event of a conflict between any part of these Rules and applicable ordinances and statutes, the latter shall govern.

C. Code of Conduct. Members of the Council and staff shall abide by the City’s Code of Conduct which was adopted by Council Resolution No. 24-04.

D. E-mail, Text Messages, or Electronic Communications. Council Members shall not use email, text messages, or other electronic communication during Council Meetings to send or receive communications to each other concerning the subject matter before City Council at the time of the communication.

RULE 2. MEETINGS.

A. Brown Act. All meetings are subject to the Brown Act. In the event these Rules are in conflict with the Brown Act, the Brown Act shall prevail. All meetings (except closed sessions authorized by the Brown Act) shall be open to the public. No member of the public shall be required, as a condition to attendance at a City Council meeting, to register his or her name, to provide other information or otherwise to fulfill any other condition precedent to attendance.

B. Types of Meetings.

1. Regular Meetings. Regular meetings are meetings occurring at the dates, times, and locations set forth by ordinance and these Rules or other formal action of the City Council. Regular meetings are subject to 72-hour agenda posting requirements. See Rule 4.

2. Special Meetings. Special meetings are meetings called by the Mayor or majority of the Council to discuss only discreet items on the agenda under the Brown Act’s notice requirements for special meetings. Special meetings are subject to 24-hour notice and agenda posting requirements. Under the Brown Act, Special Meetings only require that members of the public be allowed to speak on items on the agenda.

In other words, a general public forum is not required at Special Meetings.

3. Emergency Meetings. Emergency meetings are a limited and rare class of meetings which may be held when immediate and prompt action is necessary due to actual or threatened disruption of public facilities. Emergency meetings may be 292
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2 conducted as authorized in Government Code Section 54956.5 in the event of an “emergency situation” as defined in Government Code Section 54956.5. The special meeting provisions apply except for the 24-hour written notice requirement.

4. Adjourned Meetings. Adjourned meetings are regular or special meetings that have been adjourned to a time and place specified in the order of adjournment, with no agenda required for regular meetings adjourned for less than five calendar days as long as no additional business is transacted beyond those items on the agenda. Such orders of adjournment shall be posted.

C. Location of Meetings. The Council ordinarily meets at City Hall, 850 S. Madera Avenue, Kerman, CA 93630. The Council may conduct its meetings at other locations within the City provided that the alternate location is duly noticed on the posted agenda.

D. Meeting Dates/Time.

1. Regular Meetings.
a. Per Section 2.04.010 of the City of Kerman Municipal Code (KMC), the City Council regular meetings are held on the second and fourth Wednesday of each month. Regular meetings of the City Council shall begin at 6:00 p.m. in the Council Chamber of City Hall. In the event KMC Section

2.04.010 is amended, these Rules shall be deemed automatically amended.

In the event a regular meeting falls on a holiday, the meeting shall be held the following day. To ensure a quorum will be available, a majority of the Council may change the date of a meeting.
b. The Council may meet at other locations within the City to accommodate members of the public, provided the alternate location is duly noticed in the posted agenda.
c. A Council meeting will not be held in the event that a regular meeting of the Council falls on a legal holiday. In such event, the meeting will be held the following day. In the event a quorum of the Council will not be present at a regular meeting, the Council may cancel the meeting or change the meeting date.
d. Council Members should inform the City Clerk as soon as possible if they intend to be absent from a meeting.

E. Teleconferencing. As permitted by the Brown Act, arrangements may be made in order for Council Members to remotely participate in Council meetings provided that all requirements of the Brown Act regarding teleconferencing are met. There are instances when teleconferencing is required by law for certain public hearings. In such instances, the City will comply with teleconferencing requirements.

F. Quorum. Three members of the Council constitute a quorum necessary to transact Council business. In the event a quorum is not in attendance, those attending will be named in the minutes. If no quorum is present, the Mayor, Mayor Pro Tem or any member of the Council 293
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3 shall adjourn such meeting, and if no member of the Council is present, the City Clerk shall adjourn the meeting. See Rule 7 for number of votes required for taking action. In the event a member of the Council must leave the room as required under the Political Reform Act because of a conflict of interest, that person may not be counted towards a quorum.

G. Closed Sessions. Closed sessions may be held at any regular or special meeting for any purpose authorized under the Brown Act. Council actions shall be governed by the Brown Act. Public comments on any item to be heard in closed session shall be received prior to a closed session. No discussions in closed session shall take place without a quorum present.

When required by state law, actions taken in closed session shall be announced in open session promptly after the closed session. A place may be listed on the agenda for such announcements. After closed sessions, the Council will reconvene in open session and the City Attorney shall make any such required announcements prior to final adjournment of the meeting.

H. Minutes of Proceedings. An account of all public proceedings of the City Council shall be recorded by the City Clerk and entered into the official Minute Book of the City Council.

The minutes shall be posted on the website and shall be available for inspection by the public.

I. Right of Floor. A member desiring to speak shall first be recognized by the Mayor and shall confine his or her remarks to the subject under consideration.

J. City Manager. The City Manager shall attend all meetings of the Council unless excused.

If absent, the City Manager shall designate a substitute. The City Manager may make recommendations and shall have the right to take part in all discussions of the Council, but shall have no vote.

K. City Attorney. The City Attorney shall attend all meetings of the Council unless excused.

If absent, the City Attorney shall designate a substitute. The City Attorney shall give opinions, either written or oral, on questions of law and shall serve as the Council’s parliamentarian.

L. City Clerk. The City Clerk shall attend all meetings of the Council unless excused. If absent, the Deputy City Clerk shall designate a substitute. The City Clerk shall prepare and post the agenda, record, prepare and maintain the official record of the Council and perform other related duties as prescribed by the Council and/or the City Manager.

M. Department Directors/Employees. Department Directors and City employees, as directed by the City Manager, shall attend Council meetings.

RULE 3. DUTIES.

A. Mayor. The Mayor shall be a member of the Council and shall have all of the powers of a Council Member. When the terms “Council” and “Council Member” are used in these Rules, they include the Mayor.
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4 B. Mayor Pro-Tem. The Mayor Pro-Tem shall perform the duties of the Mayor whenever the Mayor is absent or is unable to perform such duties.

C. Presiding Officer. The Mayor shall serve as Presiding Officer at all Council meetings. In the Mayor’s absence, the Mayor Pro-Tem shall serve as Presiding Officer. In the absence of both, the Council Members present shall select a Presiding Officer.

1. Call to Order. The Mayor shall call the meeting to order at the hour appointed. In the absence of the Mayor and the Mayor Pro-Tem, the meeting shall be called to order by the City Clerk and those Council Members present shall proceed to select a temporary Presiding Officer.

2. Preservation of Order. The Mayor shall preserve strict order and decorum, and shall confine debate to the item under discussion.

3. Point of Order. The Mayor shall determine all points of order, subject to the right of any Council Member to appeal the decision to the full Council. If an appeal is taken, the question to the Council shall be: “Shall the decision of the Mayor be sustained?”

4. Motion to be Stated. After a motion is made and seconded, the Mayor shall state the motion or ask the City Clerk to state the motion. After the vote, the Mayor shall announce the result of all votes. A roll call shall be taken at the request of any Council Member or, if required by law, for certain remote conferencing of meetings.

5. Recess. The Mayor may call a recess at his or her discretion or upon the request of a Council Member, staff, or City Attorney.

RULE 4. AGENDAS.

A. General. The term “Agenda” as used in these rules apply to regular meeting agendas and to special meeting notices and agendas.

B. Regular Meeting Agendas. The following shall be the general order of business. The Council may decide to change the order during the Approval of the Agenda or as deemed necessary during a meeting. The City Manager may also direct that an agenda be prepared with a different order to meet needs of Council Members or consultants.

1. 1. Opening Ceremonies (Call to Order, Roll Call, Invocation, Flag Salute)

2. Agenda Approval/Additions/Deletions

3. Presentations/Ceremonial Matters (No action may be taken on such matters)

4. Public Forum (for matters not on agenda)

5. Consent Calendar

6. Public Hearings
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5 7. Department Reports

8. City Manager/Staff Communications

9. Mayor/Council Reports/Announcements/Future Agenda Items (This portion of the meeting is reserved for the Mayor and Council Members (i) to make brief reports on boards, committees, and other public agencies, and at public events, (ii)to request updates, (iii) to initiate future agenda items at the request of a Council Member with consensus of the Council, and (iv) to take action on matters initiated under this section of the agenda. items. Under this section the Council may take action only on items specifically agendized and which meet other requirements for action.)

10. Closed Session

11. Adjournment
C. Special Meeting Agendas. The following outlines the general order of business for special meetings. Under the Brown Act, the general public comment section is not required but the agenda shall note that members of the public shall have an opportunity to provide comments on agenda items. For Special Meetings, only those matters specified in the Special Meeting Notice and Agenda may be discussed at the meeting. The Special Meeting Notice and Agenda shall provide an opportunity for members of the public to address the Council on any items on the agenda before action is taken.

1. Call to Order

2. Roll Call

3. Pledge of Allegiance

4. Approval of Agenda

5. Express Notice that Public May Comment on Items on the Agenda

6. List of Items to be considered by Council

7. Adjournment
D. Content of Agenda for Meetings.

1. The Agenda is prepared by the City Clerk under the direction of the City Manager.

The City Clerk works with the City Attorney to ensure that items are worded correctly and meet legal requirements and to ensure that required notices, publication, and hearing requirements have been met prior to placement of items on the agenda. The agenda shall be posted and transmitted to the Mayor and City Council at least 72 hours before a regular meeting and 24 hours before a special meeting. The agenda may not be amended within 72 hours of a regular meeting and within 24 hours of a special meeting.

2. The Agenda shall specify the time, date, and location of the meeting and contain a brief description and recommendation of each item of business to be transacted or discussed at the meetingtems.

E. Placing Items on the Agenda.

1. General: The City Manager shall determine items for placement on the agenda except for Closed Sessions at the request of the City Attorney.

2. City Council:
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6 At a City Council meeting, a member of the Council may request that items be placed on a future meeting agenda and request Council consensus. Such direction will be made during the part of a Regular Meeting Agenda called “Matters Initiated by Council Members.” The City Manager in consultation with the City Attorney will determine whether an item requested by the Council requires that other procedures be followed prior to placement on the Agenda. For example, some action items require a notice of public hearing by publication or consideration by the Planning Commission. The City Manager will advise the Council of such requirements and place the item on the Agenda when such requirements have been met.

3. Members of the Public: Requests by members of the public for placement of an item on the Agenda shall be made to the City Clerk. The City Clerk will consult with the City Manager who shall determine if and when such matters shall be placed on the Agenda. If the matter is not placed on the Agenda, the member of the public may make a request to a Council Member or to the Council at a regular meeting during public comment.

F. Posting of Regular Meeting Agendas and Special Meeting Notices. Per the Brown Act, the City Clerk shall post the Agenda for regular meetings at the front entrance of the City Hall, and the City website at least 72 hours before any regular meeting. The same process shall be followed for the posting of Special Meeting Notices except that the posting is to be done at least 24 hours prior to the meeting as required by the Brown Act and the posting will be referred to as Special Meeting Notice and Agenda.

G. Availability of Agenda Documents. The documents and materials regarding the agenda items will be posted on the City’s website with the Agenda and are available in the City Clerk’s office. Documents not posted at the time the Agenda is posted will be distributed as described below. A binder with the documents and materials regarding the agenda will be made available in the City Clerk’s Office at City Hall.

1. Per the Brown Act under Government Code 56957.5, if a writing is a public record related to an agenda item (hereafter ‘writing’) for an open session of a regular meeting of the Council and is distributed to all or a majority of all of the members of the Council less than 72 hours before that meeting, the writing shall be made available for public inspection and the following requirements apply:
a. City shall make available any writing described above for public inspection at a public office or location that the City designates for that purpose. b. Agendas shall list the address where such writings are available for public inspection.
c. Posted on the City website.

2. If the foregoing requirements are not met, the following requirements apply:
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7 a. The initial staff report containing an executive summary and recommendation regarding the agenda item must be made available to the public at least 72 hours before the meeting. This requirement is satisfied by posting both the agenda and staff report with a recommendation on the City website.
b. The writing is posted on the City website in a position and manner that makes it clear that it relates to an upcoming agenda item. c. The City must list the City’s web address of the City’s internet website on the agendas for all meetings of the City Council.
d. The City must make physical copies available for public inspection at City Hall at least 24 hours before the Council meeting.

3. Writings that are public records and distributed during the Council meeting shall be made available for public inspection at the meeting if prepared by the City or a member of the Council, or after the meeting if prepared by some other person.

H. Additions to Agenda. In accordance with the Brown Act, at a regular meeting, the Council may add items of business to the Agenda under the following limited circumstances, after the Mayor publicly identifies the item if the following requirements are met:

1. Upon a majority vote that an “emergency situation” as defined in Government Code Section 54956.5 exists; or

2. Upon a determination by a two-thirds vote (4 votes) or, if less than two-thirds of the members are present, a unanimous vote of those members present, that there is a need to take immediate action and that the need for action came to the attention of the City after the Agenda was posted; or

3. The item was posted for a prior meeting of the Council not more than five calendar days prior to the date action is taken on the item, and at the prior meeting the item was continued to the meeting at which action is being taken.

I. Minutes. The City uses Action Minutes. The minutes may be approved without reading under the consent calendar if the City Clerk previously furnished a copy to each member via the agenda packet.

J. Public Hearings. Items requiring a public hearing will be noticed as required by law. (Requirements for noticing hearings may differ. Staff responsible for public hearing agenda items shall coordinate with the City Clerk and City Attorney to insure proper notice requirements have been met; See also Rule 8.)
K. Consent Calendar. Items listed under the Consent Calendar are those items staff believes do not require Council discussion and are routine in content. The Consent Calendar may be approved by one motion. Also listed under the Consent Calendar are resolutions confirming action from previous meetings which are brought back for approval of form 298
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8 rather than approval of action or for minor correction and ratification. Items may be pulled from the Consent Calendar for separate discussion and action upon the request of any Council Member or member of the public.

L. Action Limited to Posted Agenda. No action or discussion may be taken on any item not appearing on the posted Agenda, except that Council Members or the City Manager may “briefly respond” to statements made or questions posed by persons exercising their public testimony rights under the Public Forum portion of the Agenda. (See Rule 4B and Rule 5B). In addition, on their own initiative, or in response to questions posed by the public, Council Members may ask questions for clarification, provide a reference to staff or other resources for factual information, request staff to report back at a subsequent meeting concerning any matter, or direct staff to place a matter of business on a future agenda.

RULE 5. PUBLIC PARTICIPATION.

A. Public Comment on Agenda Items. Pursuant to the Brown Act, members of the public must be given an opportunity to comment on action items on the Agenda of a regular meeting or special meeting. Each person’s comments will be limited to three (3) minutes except that where translations are required and are not simultaneous, the time will be extended to six (6) minutes to allow for translations. Members of the public shall be afforded an opportunity to comment before a motion is made on an agenda item. However, members of the public do not have the right to give testimony outside the scope of or unrelated to the agenda item under consideration. Additionally, members of the public should strive to avoid unduly repeating their own or others’ testimony. Members of the public may not be prohibited from criticism of the policies, procedures, programs, or services of the City or acts or omissions of the City Council.

B. Public Comment on Matters Not on Agenda (Public Forum). At a regular meeting, members of the public shall have an opportunity to comment on any matter which is not on the Agenda but is within the City Council’s jurisdiction. For Non-Agenda Items, each person’s comments will be limited to three (3) minutes except that where translations are required and are not simultaneous, the time will be extended to six (6) minutes to allow for translations. Members of the public may not be prohibited from criticism of the policies, procedures, programs, or services of the City or acts or omissions of the City Council. The City Council may not take action on any matter raised during the Public Forum.

C. Manner of Addressing the City Council. After being recognized by the Mayor, each member of the public addressing the City Council shall go to the podium and will be requested but not required to state their name and whom they represent. Each member of the public is encouraged, but not required, to also state his or her address. All remarks shall be addressed to the City Council as a whole and not to any individual member thereof.

After public comment has been closed, no member of the public shall address the City Council on the matter under consideration without first securing Council approval.

D. Time Limits for Public Comments. Members of the public shall limit their remarks to three minutes per agenda item and three minutes under the Public Forum part of the agenda.

Time will be adjusted for speakers utilizing translation assistance as required by law.

If a speaker is being repetitious or discussing matters that are not relevant to the issue under 299
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9 consideration, the Mayor may limit the time period. The Mayor, with the City Council’s consent, may shorten the time to accommodate a very lengthy agenda or when there is undue repetition on an item. The Mayor, with the City Council’s consent may also lengthen the time limit for complicated matters. The City Clerk shall monitor the time for each speaker and the Mayor shall be responsible for enforcing the time limit. When a group wants to present the position of the group, the group may identify itself and request to have their spokesperson speak for ten minutes. The Council will not entertain ad hoc requests to have one member of the public yield his or her time to another member of the public.

E. Rules of Order and Decorum at Meetings. This section of the rules has been prepared in a manner consistent with Government Code Section 54957.95 of the Brown Act.

1. Meetings of the City Council must be conducted in an orderly manner to ensure that the public has an opportunity to be heard and that the Council’s deliberative process is not disrupted.

2. The Presiding Officer at Council Meetings shall be the Mayor, Mayor Pro Tem, or, in their absence, another member so designated by the Council. The Presiding Officer is responsible for maintaining the order and decorum of meetings. Rules of Decorum and Order are intended to preserve the rights of persons addressing the Council and members of the audience at the meeting. This will allow the City Council to continue its work on behalf of the public.

3. While any meeting of the City Council is in session, the Rules of Decorum must be observed as follows:
a. A person, other than members of the Council and the person having the floor shall not be permitted to enter into the discussion or make comments unless requested by the Presiding Officer to speak.
b. All remarks shall be directed to the Council as a body, and not to any particular Council Member or member of staff.
c. Members of the Council shall wait until a person completes his/her/their public comments before asking questions or commenting. The Presiding Officer shall then ask Council Members if they have comments or questions.
d. While the City Council is in session, all persons addressing the Council and all persons in attendance must preserve order and decorum and not engage in disruptive behavior.
e. The Council Chamber is small. Signs, placards, banners, or other similar items shall not be permitted in the audience if the presence of such item disturbs, disrupts or otherwise impedes the orderly conduct of the meeting. f. A person who attends a City Council meeting or who addresses the Council 300
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10 under public comment for a specific agenda item or under the general public comment section of the agenda may not engage in speech or conduct which:
i. disturbs the peace of the meeting by loud and unreasonable noise, ii. is irrelevant or repetitive,
iii. goes beyond the time allowed for public comment,
iv. disrupts, disturbs, impedes or renders infeasible the orderly conduct of any City Council meeting, or
v. is likely to provoke others to violent or riotous behavior.

4. Disruptive Behavior. The Presiding Officer is authorized to remove, or cause the removal of, an individual for disrupting a Council meeting. The term “disruptive” as used in this section means: (i) a failure to comply with reasonable and lawful regulations adopted by the Council including the Rules in this Section and rules adopted in the Kerman Municipal Code, and/or (ii) engaging in behavior that constitutes the use of force or a true threat of force.

5. Enforcement. The Presiding Officer shall be responsible for maintaining the decorum of the public meeting in a fair manner and for enforcing the rules of decorum.

6. Enforcement Warning Required. In the event a person breaks the rules of decorum in a manner that disrupts the meeting, the Presiding Officer shall warn a person who is breaching the rules of decorum to cease such conduct. If after receiving such a warning, the person persists in breaching the rules of decorum, the Presiding officer may order the person to leave the City Council meeting. If such person does not leave, the Presiding Officer may request the Police Chief or Police Chief’s designee to remove the person from the Council meeting. In the event there is no one from law enforcement present, the Presiding Officer may direct the City Manager to contact law enforcement.

7. No Warning for Use of Force or True Threat of Force. The Presiding Officer is not required to give a warning to a person who is breaching the rules of order and decorum when the individual engages in behavior that constitutes use of force or a true threat of force. The Presiding Officer may order the person to leave the City Council Meeting. If the person does not leave, the Presiding Officer may request the Police Chief or Police Chief’s designee to remove the person from the Council meeting. In the event there is no one from law enforcement present, the Presiding Officer may direct the City Manager or other staff person to contact law enforcement. The term “true threat of force” means a threat that has sufficient indicia of intent and seriousness that a reasonable observer would perceive it to be an actual threat to use force by the person making the threat.

8. Penalties. Depending on the nature of the disruptive conduct, a person engaging in disruptive conduct may be subject to an infraction or misdemeanor for violation of 301
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11 Kerman Municipal Code and/or subject to prosecution under the California Penal Code.

9. Adjournment. If a meeting of the Council is disturbed or disrupted in such a manner as to make infeasible or improbable the restoration of order, the meeting may be adjourned or continued by the Presiding Officer, or by a majority of the Council, and any remaining Council business may be considered at the next meeting.

RULE 6. DISCLOSURE OF CONFLICTS OF INTEREST AND CAMPAIGN CONTRIBUTIONS.

A. Conflicts of Interest.

The Political Reform Act prohibits any public official from making, participating in making, or in any way attempting to use his or her official position to influence a governmental decision in which the public official knows or has reason to know he or she has a financial interest.

Public officials who must comply with this Rule include, but are not limited to City Manager, City Attorney, Department Directors, City Clerk, and City Engineer (collectively referred to as “Staff” in this Rule) and Members of the City Council.

1. Requirements for Members of City Council with Conflict of Interest.

A public official who holds an office specified in Government Code Section 87200, and has a disqualifying financial interest in a decision, shall identify the conflict of interest or potential conflict of interest, and immediately prior to the consideration of the matter, do all of the following:
a. Publicly identify the financial interest that gives rise to the conflict of interest or potential conflict of interest in detail sufficient to be understood by the public. b. Recuse himself/herself from discussing, participating and voting on the matter, or otherwise acting in violation of Government Code Section 87100. c. Leave the room until after the discussion, vote, and any other disposition of the matter is concluded, unless a matter is on the Consent Calendar.

2. Requirements for Staff. Staff with a conflict of interest shall be required to recuse themselves from all participation in the subject matter.

B. Levine Act.

Pursuant to the Levine Act (Government Code Section 84308), members of the City Council and any party to a permit, license, contract, or other entitlement before the Council is required to disclose on the record any contribution, including aggregated contributions, of more than $250 made by the party or the party’s agents within the preceding 12 months to any City official. 302
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12 Participants and agents are asked to make this disclosure as well. The disclosure must include the name of the party, participant, or agent, and any other person making the contribution, the name of the recipient, the amount of the contribution, and date the contribution was made.

RULE 7. ORDINANCES, RESOLUTIONS AND CONTRACTS.

A. Document Approval. All ordinances and contracts shall be approved as to form and legality by the City Attorney and as to content by the City Manager before submission to the Council and before execution.

B. Ordinance Introduction/Adoption. Unless a member requests a full reading, a proposed ordinance will be read by title only.

C. Number of Votes Required. Per Government Code Section 36936, an affirmative vote of at least three members of the full Council shall be necessary to adopt any ordinance, resolution, or orders for payment of money. Urgency and emergency ordinances must be adopted by at least 4 votes of the Council. Resolutions of necessity (to command eminent domain) must be adopted by 4 votes of the Council. Other motions and other matters may be adopted or approved by the majority of those present except as required by State law.

D. Ordinance Preservation. The City Clerk will assign a number ordinances and publish and post the ordinance or a summary thereof as required by law. The ordinance shall be filed and preserved in the City Clerk’s office. The City Clerk shall also send copies of approved ordinances to the Municipal Code Publisher.

RULE 8. PROCEDURES REGARDING PUBLIC HEARINGS.

Public hearings are matters which require a notice of publication or mail and are required to be heard on a set date and time. If specific local or state statutes require different requirements, those statutes shall prevail.

A. Hearing Opened. Mayor announces subject of the public hearing and declares the public hearing open.

B. Order of Proceedings. Generally, public hearings shall be conducted in the following order:
 Mayor announces the Agenda item and opens the hearing  Staff Report/Presentation
 Presentation by Proponent, Applicant or Appellant
 Questions of Staff, Proponent, Applicant or Appellant by Council  Public Testimony
 Questions of public by Council
 Staff clarification of issues raised
 Mayor shall close the hearing
 Deliberations by Council
 Action by Council
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13 C. Testimony Time Limits.

Notwithstanding the public comment period in Rule No. 5, a project or entitlement applicant or an appellant shall have such time necessary for a fair and reasonable presentation in connection with the particular Noticed Public Hearing item. In general, the time limit shall be set depending upon the complexity.

The Mayor may inquire as to the number of persons wishing to speak for or against the matter under consideration. If more than seven (7) persons wish to address the Council on the same side of the item, the Mayor may direct such persons to designate a limited number of speakers (the number to be determined by the Mayor based on the complexity and controversial nature of the issue) to represent that side of the issue. If such persons are unable or refuse to designate representative speakers, the Mayor and Council may after 25 minutes ask persons to raise their hands if they are for or against the matter under consideration. The number shall be noted on the record. The Mayor will then ask if there is anyone in the public who has something different to say. If so, those persons may address the Council. In complex or controversial matters, the Council may extend the time limits commensurate with the amount of time reasonably necessary to present the matter fully and may allow a 5-minute rebuttal to the Applicant/Appellant.

D. Motions. No motions may be made until a hearing is closed.

E. Public Hearing Closed.

After the Mayor has determined that no other member of the public wishes to speak, or that all other speakers will be repetitious of the matters previously stated, and that members of the Council have asked questions of staff and speakers, the public hearing may be closed and the item shall be returned to the Council for deliberation. Once the hearing has been closed, no additional public testimony will be taken without a majority vote of the Council to reopen the hearing, even in cases where the item is continued to a future date for Council consideration as described below. However, the Council may direct questions to staff, the applicant, or any other person who has testified during the hearing, and receive their answers, which shall be deemed to be part of the record at the hearing.

After the hearing is closed, the Council may:

1. Continue the matter to a later date for consideration (deliberations and a decision).

No additional reports or testimony may be received under this option; OR

2. Proceed to deliberate and vote on the matter or vote in concept only and direct City Attorney and staff to return with specific findings/decision that conforms with the vote; OR

3. Continue the public hearing to a specific date if it wishes to receive additional information (e.g., a supplemental staff report). In the event that public testimony is reopened to allow additional information or additional speakers, the Council shall permit a reasonable time for rebuttal.
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14 RULE 9. BOARDS, COMMISSIONS AND COMMITTEES.

A. Creation. The City Council may create such ad hoc advisory boards, commissions, and committees as the Council deems appropriate. See Chapter 2.26 of the Kerman Municipal Code. As to committees of the Council, whether standing or ad hoc, a resolution should be adopted noting the purpose and duration.

B. Appointments. The Mayor shall make all appointments to boards, commissions and committees with the consent and approval of each appointment by the City Council (Government Code 40605). All boards and commissions, as well as Council standing committees shall conduct their business activities consistent with the requirements of the Brown Act and other relevant provisions of State Law.

RULE 10. SUSPENSION AND AMENDMENT OF RULES.

A. Suspension. Any provision of these Rules not governed by the Kerman Municipal Code or State law may be temporarily suspended during a meeting by four (4) votes of the Council Members present at the meeting.

B. Amendment. Any provision of these Rules not governed by the Kerman Municipal Code or State law may be amended by resolution adopted by a majority vote of the full Council (three (3) votes) if such an action item is on a regular meeting agenda.

RULE 11. MISCELLANEOUS RULES.

A. Votes. After a motion is made, the Mayor shall state the motion or ask the City Clerk to read the motion, ask for a vote, and shall announce the result of all votes including the names of Council Members voting and how they voted. Alternatively, the Mayor may ask the City Clerk to announce the result of all votes including the names of Council Members and how they voted. A roll call vote shall be taken upon the request of any Council Member or upon the City Attorney’s recommendation. The Mayor’s name shall be called last by the City Clerk. Members shall not give explanations for their vote during a roll call.

B. Silence. During a collective vote (Ayes & Nays), silence of any member denotes an affirmative vote.

C. Abstentions. Council Members wishing to abstain from a particular vote shall orally state their abstentions. Abstentions do no count in tallying the vote negatively or positively.

D. Continuance of Agenda Item. Requests for Continuances by Persons Other than Council Members may be made. If the request is on an item which is not subject to a deadline, the Council, by a majority vote of those present, may grant the continuance.

RULE 12. RULES OF DEBATE.

A. Rules of Order. These Rules and applicable laws will govern the proceedings of the City Council. The City Council may utilize Robert’s Rules of Order as a non-binding guide and only where such rules are not inconsistent with the Brown Act, other applicable law, or these Rules of Procedure.
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15 B. Obtaining the Floor. Any member of City Council wishing to speak must first obtain the floor by being recognized by the Mayor. The Mayor must recognize any Council Member who seeks the floor when appropriately entitled to do so. The member must confine his or her remarks to the subject matter under consideration.

C. Motions. The Mayor and Council Members may make Motions. The City Clerk shall record all motions and read them back when requested. Upon request or if necessary, the City Attorney shall assist in the formation of motions. Any motion that does not receive a second shall die and another motion may be made.

D. Questions of Order and Appeals to Rulings of Presiding Officer. A question of order may be raised at any stage of the proceedings, except during a calling of the roll when the ayes and noes on a vote are called for. Such question shall be decided by the Mayor, without debate, subject to an appeal to the Council.

E. Point of Order. The Presiding Officer shall determine all points of order, subject to the right of any Council Member to appeal the decision to the full Council. If an appeal is taken, the appeal to the Council shall be generally as follows: “I appeal the decision of the Mayor to the City Council.”
F. Appeals. Any ruling of the Mayor may be appealed at the request of any Council Member.

The mayor shall call for a roll call vote to determine if the ruling is upheld.

G. Types of Motions.

1. Main Motion. This motion (and second) puts forward a substantive decision for Council consideration. Only one main motion may be on the floor at one time.

2. Motion to Amend. This motion seeks to modify the main motion before the Council. A motion to substitute a motion with another motion shall be treated as a motion to amend. Only one motion to amend may be on the floor at one time, unless the Mayor allows Council Members to state two or more motions to amend, which may be accumulated and then voted upon in a series in the order made. All motions to amend shall be resolved prior to voting on the main motion.

3. Procedural Motion. This motion is to address a rule of procedure, postpone, or take some other action. Procedural motions take priority over main motions and motions to amend. Only one procedural motion may be on the floor at one time. A “point of order” may be raised at any time, interrupting a speaker when recognized by the Mayor, to make a procedural motion.

4. Motion to Recess. This motion, if passed, requires the Council to immediately recess. The Mayor determines the length of the recess. It is not subject to debate and requires a majority vote. Note, that a recess may also be called per Rule 3.C.5

5. Motion to Adjourn. This motion is not subject to debate and requires a majority vote.
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16 6. Motion to Table. This motion, if passed, requires the discussion of the agenda item to be halted and the agenda item placed on hold.
a. The motion can contain a specific date and time in which the item can come back to Council.
b. If the motion does not contain a specific date and time for the return of the item, a motion to take the item off the table will have to be taken at a future meeting to bring it back to Council.
c. A motion to table or to bring it back to the Council requires a simple majority vote.

7. Motion to Continue. This motion, if passed, requires the particular agenda item to be withdrawn from the Agenda at that time and postponed either indefinitely or to a certain time and/or date, or to a time later in that meeting, as stated in the motion.

A motion to continue may be made by any member of the Council, is debatable, and requires a simple majority vote.

8. “Friendly Amendment.” This is a “request,” rather than a formal motion. The speaker asks whether the maker of the main motion would agree to amend the motion, as suggested. If agreed, and if the member providing the second also agrees, or another second is offered, then the main motion is replaced with the amended motion. If an offer for a “friendly amendment” is rejected, then a formal motion to amend may be made.

9. Motion to Reconsider. A motion to reconsider any action taken by the Council may be made on the day such action was taken. It may be made immediately after a vote is taken. Such motion must be made by one of the members on the prevailing side, but may be seconded by any member; it shall be debatable. Nothing herein shall be construed to prevent any member of the Council from making a motion to reconsider at a subsequent meeting of the Council so long as the ability to make such motion meets the requirements of applicable laws.

10. Tie Votes. Tie votes result in a lost motion. If the agenda item involves an appeal, and a tie vote occurs the result is that the decision appealed stands as decided by the decision-making person or body from which the appeal was taken unless the Kerman Municipal Code provides otherwise.

If a tie vote occurs, the result is no action. Any member of City Council present may offer a new motion for action. If there is no action by an affirmative vote, the result is no action.

If an action item results in a tie vote and no action is taken, the matter will be placed on the next regular meeting when the full Council is present and within thirty days. This provision will not apply if the member absent recused himself or herself.
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Kerman City CouncilMay 8, 2024

Kerman City Council
May 8, 2024