Agenda packet, regular meeting, second session — King City City Council, December 9, 2025 (part 1 of 2)

AGENDA

REGULAR MEETING OF THE

CITY OF KING CITY COUNCIL
AND
Sitting as SUCCESSOR AGENCY OF

THE FORMER CDA FOR THE CITY OF KING
AND
Sitting as PUBLIC FINANCING AUTHORITY

FOR THE CITY OF KING
TUESDAY DECEMBER 9, 2025
6:00 P.M.

CITY HALL
212 S. VANDERHURST AVENUE
KING CITY, CALIFORNIA 93930
The City Council meeting will be conducted in hybrid in-person/virtual format.

To join the meeting virtually, please use the link below to join the Zoom meeting:
https://bit.ly/3e0zvaR
Meeting ID: 881 5287 9536
Or by telephone: 1-669-900-9128
Passcode: 052933
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in a City meeting, Please contact the City Clerk's Office (831-386-5925) at least 48 hours prior to the Meeting to ensure that reasonable arrangements can be made to provide accessibility to the meeting.
* Please submit all correspondence for City Council PRIOR to the meeting with a copy to the City Clerk.

CALL TO ORDER
ROLL CALL:

Council Members Oscar Avalos, Robert Cullen, Carlos Victoria, Mayor Pro Tem Carlos DeLeon, and Mayor Mike LeBarre

FLAG SALUTE

CLOSED SESSION ANNOUNCEMENTS

SPECIAL PRESENTATIONS

PUBLIC COMMENT
Any member of the public may address the Council for a period not to exceed three minutes’ total on any item of interest within the jurisdiction of this Council that is not on the agenda. The Council will listen to all communications; however, in compliance with the Brown Act, the Council cannot act on items not on the agenda. Comments should

1. 2.

3. 4.

5. 6.

Slanderous, profane or personal remarks against any Council Member, staff member or member of the audience is not permitted.

COUNCIL COMMUNICATIONS & COMMITTEE REPORTS
Individual Council Members may comment on Council business, his or her Council activities, City operations, projects or other items of community interest. Council Members may also request staff to report back at a subsequent meeting on any matter or take action to direct staff to prepare a staff report for a future agenda.

STAFF COMMUNICATIONS
Comments presented by the City Manager, City Attorney or other staff on City business and/or announcements.

CONSENT AGENDA
The following items listed below are scheduled for consideration as a group. The recommendations for each item are noted. Members of the audience may speak on any item(s) listed on the Consent Agenda. Any Council Member, the City Manager, or the City Attorney may request that an item be withdrawn from the Consent Agenda to allow for full discussion. The Council may approve the remainder of the Consent Agenda on one motion. Items withdrawn from the Consent Agenda may be considered by separate motions at the conclusion of the discussion of each item.

Consideration: Meeting Minutes Of November 25, 2025 Council Meeting Recommendation: approve and file.
9(A) 11-25-2025 MINUTES_.PDF
Consideration: City Of King Check Register November 16, Through November 30, 2025 Recommendation: receive and file.
9(B) CITY OF KING CHECK REGISTER NOV-16-30, 2025.PDF
Consideration: Meeting Minutes Of November 18, 2025 Special Council Meeting Recommendation: approve and file.
9(C) 11-18-2025 SPECIAL MEETING MINUTES_.PDF
Consideration: FY2025-26 Job Classification Plan
Recommendation: adopt a Resolution approving the Amended FY 2025-26 Job Classification Plan.

6. 7.

8. 9.

Documents:

Consideration: FY2025-26 Job Classification Plan
Recommendation: adopt a Resolution approving the Amended FY 2025-26 Job Classification Plan.
9(D) 2025-26 JOB CLASSIFICATION PLAN.PDF
Consideration: Side Letters Of Agreement With Labor Organizations Recommendation: approve and authorize the City Manager to execute: 1) a First Side Letter of Agreement with the King City Confidential Employees Association (KCCEA); 2) a First Side Letter of Agreement with the King City Police Sergeants Association (KCPSA); 3) a First Side Letter of Agreement with the King City Police Officers Association (KCPOA); and 4) a Seventh Side Letter of Agreement with the Service Employees International Union Local 521 (SEIU).
9(E) SIDE LETTERS OF AGREEMENT WITH LABOR ORGANIZATIONS.PDF Consideration: An Ordinance Amending Chapter 12.04 And 12.08 Of The King City Municipal Code Adopting The 2025 California Building And Fire Codes Recommendation: waive the second reading by title only and adopt waive the second reading by title only and adopt an Ordinance amending provisions of Chapter 12.04 and 12.08 of Title 12 of the King City Municipal Code pertaining to 2025 California Building and Fire Codes.
9(F) 2025 CALIFORNIA BUILDING AND FIRE CODES ORDINANCE.PDF Consideration: Application For Anthem Employee Medical Insurance Plan Recommendation: authorize the City Manager to submit an application and execute a change to the City’s employee medical insurance plan to enroll in the Anthem Balanced PPO 5000/20% HAS 8VVO Plan.
9(G) MEDICAL INSURANCE PLAN APPLICATION.PDF
Consideration: Rescission Of Cancellation Of The December 23, 2025 Regular City Council Meeting
Recommendation: City Council rescind the cancellation of the Regular City Council meeting on December 23, 2025.
9(H) RESCISSION OF CANCELLATION OF THE DECEMBER 23, 2025 REGULAR CITY COUNCIL MEETING.PDF
Consideration: City Of King KCCP Payments For The Month Of November 2025 Recommendation: receive and file.

Documents:

I.
9(H) RESCISSION OF CANCELLATION OF THE DECEMBER 23, 2025 REGULAR CITY COUNCIL MEETING.PDF
Consideration: City Of King KCCP Payments For The Month Of November 2025 Recommendation: receive and file.
9(I) KCCP PAYMENTS FOR THE MONTH OF DECEMBER 2025.PDF
Consideration: Mesa Del Rey Airport Hangar And Land Lease Rental Fee Increase Recommendation: adopt a Resolution increasing Mesa Del Rey executive and portable hangar land lease fees by 15% and amending the Master Fee Schedule to increase the rental rates for T-hangars by 15% effective January 1, 2026. 9(J) AIRPORT HANGAR AND LAND LEASE RENTAL FEE INCREASE.PDF Consideration: New Amended Airport Hangar Ground Lease
Recommendation: 1) approve a new amended ground lease with Chris Madson for Executive Hangar Lease Space #3; and 2) authorize the City Manager to execute the lease and make any non-substantive changes necessary as approved to form by the City Attorney.
9(K) NEW AMENDED AIRPORT HANGAR GROUND LEASE.PDF

PUBLIC HEARINGS

REGULAR BUSINESS
Consideration: First Tee Monterey County Golf Course Operator Agreement Recommendation: 1) approve and authorize the City Manager to execute a new Golf Course Operator Agreement with First Tee Monterey County (“First Tee”) contingent upon FEMA obligation of funding for the restoration project; 2) authorize the City Manager to make non-substantive changes to the agreement as necessary in a form approved by the City Attorney; and 3) authorize First Tee to temporarily close the King City Golf Course at any point prior to construction if necessary to achieve cost savings and prepare for the construction process.
11(A) FIRST TEE MONT. COUMTY GOLF COURSE OPERATOR
AGREEMET.PDF
Consideration: Emergency Operations Plan Update
Recommendation: adopt a Resolution approving a new City Emergency Operations Plan for the City.
11(B) EMERGENCY OPERATIONS PLAN UPDATE.PDF
I.

Documents:

10. 11.

Documents:

Plan for the City.
11(B) EMERGENCY OPERATIONS PLAN UPDATE.PDF
Consideration: Comprehensive Plan To End Youth Violence Phase II Recommendation: adopt a Resolution: 1) approving the King City Comprehensive Plan to End Youth Violence Phase II; and 2) dissolving the Police Advisory Committee and instead form a Youth Violence Prevention Committee to oversee implementation of the Plan.
11(C) COMPREHENSIVE PLAN TO END YOUTH VIOLENCE PHASE II.PDF

CITY COUNCIL CLOSED SESSION
Announcement(s) of any reportable action(s) taken in Closed Session will be made in open session and repeated at the beginning of the next Regular City Council meeting as this portion of the meeting is not recorded.

Public Employee Appointment Pursuant To Government Code Section §54957 Title: City Manager
Conference With Legal Counsel - Anticipated Litigation Significant Exposure To Litigation Pursuant To Government Code Section §54956.9(D): One (1) Case.

Conference With Legal Counsel – Pursuant To Government Code Section §54956.9(A), To Discuss Settlement Authority In The Matter Of Ryan Kenedy, Claim No. MB250119.

ADJOURNMENT
The City of King is an equal opportunity provider and employer.

Documents:

12. A.

13.

Page 1 of 4 ends

City Council Meeting
November 25, 2025

1.__CALL TO ORDER:

Regular Meeting called to order at 6:00pm by Mayor LeBarre.

2.__ROLL CALL:

City Council: Mayor Mike LeBarre, Mayor Pro Tem Carlos DeLeon, Council member Rob Cullen, Council member Carlos Victoria (Absent), Council members Oscar Avalos.

City Staff: City Manager Steven Adams, City Attorney Roy Santos (Remote); City Clerk Erica Sonne

3.__FLAG SALUTE:

The flag salute was led by Mayor LeBarre.

4. CLOSED SESSION ANNOUNCEMENTS:

No reportable action.

5.__SPECIAL PRESENTATIONS:

None

6. PUBLIC COMMUNICATIONS:

Mr. Morris Waste Management District Manager went overthe bulky item eventsthat happened this year and the ones happening in 2026 stating that it would be March 28th, June 13th and November 7th. He further stated that customers can have up to 3 personal bulky item pick ups per year. Christmas tree pickups will be happening the month of January and can be put in the yard waste or laid out at the curb.

Customers should call when they are putting their trees out so that someone can come pick them up that day. He stated that King City has 12 drivers. Customer Service is now in Monterey County. Transfer station in Bradley hiring part-time person to work there every Saturday.

7. COUNCIL COMMUNICATIONS:

Councilmember Avalos apologized for being late to the meeting. He said the Polenta and Stew is Thursday December 4th and the Christmas Parade is next Friday December 5th.

Mayor Pro Tem DeLeon had nothing to report tonight.

Councilmember Cullen stated Solid Waste Authority conducted interviews for General Manager candidates. Fort Hunter Liggett Military Ball is January 10th 5-11p.m. it is a black-tie event. Friends of Fort Hunter Liggett is organizing it. Tickets are available December 1st.

Mayor LeBarre stated he had nothing to report tonight.

8. CITY STAFF REPORTS AND COMMENTS:

City Manager Adams stated operation Santa will be December 18th. New sewer bills went out.

City Attorney Santos had nothing to report tonight.
9(A)

Page 2 of 4 ends

9. CONSENT
A. Consideration: Meeting Minutes of October 28, 2025 Council Meeting B. Consideration: City of King Check Register October 16, through October 31, 2025 and November 1, through November 15, 2025
C. Consideration: An Ordinance Amending Chapter 15.44 of Title 15 of the King City Municipal Code Pertaining to Sewer-Collection of Fees and Charges D. Consideration: City of King KCCP Payments for the Month of October 2025 E. Consideration: Meeting Minutes of November 7, 2025 Special Council Meeting F. Consideration: Meeting Minutes of November 8, 2025 Special Council Meeting G. Consideration: Disposition of Surplus Property and Equipment H. Consideration: Amendment No. 1 to the Franchise Agreement with USA Waste of California, Inc. (DBE WM)
I. Consideration: Memorandum of Understanding with the King City Confidential Employees Association (KCCEA)
J. Consideration: FY2025-26 Job Classification Plan
K. Consideration: Designation of Authority for Determination of Public Convenience or Necessity for Issuance of Alcohol Licenses
L. Consideration: CHISPA’s Request to Defer Payment of Development Impact Fees Until the First Occupancy Permit and Authorize the City Attorney to Prepare an Agreement M. Consideration: Purchase and Installation of New Police Station Emergency Generator City Manager pulled Item 9(L) so the City Manager could leave the room due to a conflict and 9(M) to change the recommendation to $50,000.

Action: Motion to approve consent agenda items A-K and M by Cullen seconded by Avalos.

AYES: Council Members: LeBarre, DeLeon, Cullen, Avalos
NOES: Council Members:

ABSENT: Council Members: Victoria,
ABSTAIN: Council Members:

City Manager Adams left the meeting.

Action: Motion to approve consent agenda items L by Avalos seconded by Cullen.

AYES: Council Members: LeBarre, DeLeon, Cullen, Avalos
NOES: Council Members:

ABSENT: Council Members: Victoria,
ABSTAIN: Council Members:

City Manager Adams returned to the meeting

10. PUBLIC HEARINGS:

A. Consideration: An Ordinance of the City Council of the City of King Amending Title 12, Chapters

12.04 and 12.08 of the King City Municipal Code Adopting the 2025 California Building and Fire Codes

Page 3 of 4 ends

Mayor LeBarre read the ordinance title into the record.

Building Official Mark McClain introduced this item.

Mayor LeBarre opened the public hearing, seeing no one come forward Mayor LeBarre, closed the public hearing.

Action: Motion to It is recommended the City Council: introduce an ordinance adopting the 2025 California Title 24 building and fire codes to be read by title only, open the hearing, allow for public testimony, close the hearing, waive first reading of the Ordinance, and approve the introduction of the Ordinance by DeLeon seconded by Avalos.

AYES: Council Members: LeBarre, DeLeon, Cullen, Avalos
NOES: Council Members:

ABSENT: Council Members: Victoria,
ABSTAIN: Council Members:

11. REGULAR BUSINESS
A. Consideration: King City Community Power 2026 Rates, Allocation of Headroom Revenues and Amendments to the Pilot Energy Agreement
City Manager Steve Adams introduced this item.

Kelly Foley further introduced this item.

Council Member Cullen feels the city maybe should do projects and put up signage and not do rebates.

Mayor Pro Tem DeLeon would like to keep it the same this year with the rebates.

Action: Motion to 1) adopt a Resolution approving the setting of 2026 King City Community Power (KCCP) residential rates at 5% below current PG&E energy rates and commercial rates at 1% below current PG&E energy rates; the allocation of approximately $230,000 of KCCP earned headroom funding for 2025 customer rebates, to be distributed in a manner substantially similar to the 2024 KCCP customer rebates; and the transfer of approximately $170,000 of KCCP earned headroom funding from KCCP to the City to pay for a portion of the electric charging station lot project, replacement of the Police Station emergency generator; and other budgetary needs of the community; and 2) approve and authorize the Mayor to execute an amendment to the Agreement with Pilot Power Group, LLC, for a reduction in lockbox funding requirements and the operation of KCCP for an additional five years, to expire December 31, 2034 including staff starting conversation on this item earlier next year by Cullen seconded by Avalos.

AYES: Council Members: LeBarre, DeLeon, Cullen, Avalos
NOES: Council Members:

ABSENT: Council Members: Victoria,
ABSTAIN: Council Members:

B. Consideration: Suspension of Cannabis Employee Work Permit Requirements City Manager Adams introduced this item.

Action: Motion to 1) adopt a Resolution pausing enforcement of King City Municipal Code Section

17.03.070(b)(6) requiring work permits for commercial cannabis business employees; and 2) direct staff to prepare an ordinance permanently deleting the requirement by Avalos seconded by DeLeon.

Page 4 of 4 ends

AYES: Council Members: LeBarre, DeLeon, Cullen, Avalos
NOES: Council Members:

ABSENT: Council Members: Victoria,
ABSTAIN: Council Members:

12. CITY COUNCIL CLOSED SESSION
A. Public Employee Appointment Pursuant to Government Code Section §54957:

Title: City Manager
B. Conference with Legal Counsel – Anticipated Litigation Significant Exposure to Litigation Pursuant to Government Code Section §54956.9(d): one (1) case.

ADJOURNMENT:

Mayor LeBarre adjourned the meeting at 6:50p.m. to closed session adjourning with no reportable action at 8:05p.m.

Approved Signatures:

Mayor Mike LeBarre City Clerk, Erica Sonne
City of King City of King
Item No. 9(B)

REPORT TO THE CITY COUNCIL
DATE: DECEMBER 09, 2025
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: MIKE HOWARD, FINANCE DIRECTOR
RE: CONSIDERATION OF CITY OF KING CHECK REGISTER
NOVEMBER 16 THROUGH NOVEMBER 30, 2025
RECOMMENDATION:

It is recommended City Council receive and file.

BACKGROUND:

At least once a month, the City Treasurer shall submit to the City Council, a copy of the invoices paid for the previous month.

DISCUSSION:

The purpose of this item is to provide the Council an opportunity to review and monitor ongoing expenditures. These documents are attached.

COST ANALYSIS:

There is no fiscal impact as a result of this action.

ENVIRONMENTAL REVIEW:

No Environmental Review required for this item.

ALTERNATIVES:

The following alternatives are provided for Council consideration:

1. Receive and file the report; or

2. Provide other direction to staff regarding requests for additional information.

11/29/2025 8:08:56 PM Page 1 of 13
Check Report
King City, CA By Check Number
Date Range: 11/16/2025 - 11/30/2025
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Bank Code: POOL-WFB-POOL - WELLS FARGO BANK
Payment Type: EFT
ALVAREZ ALVAREZ TECHNOLOGY GROUP INC 11/24/2025 EFT 0.00 7,048.10 10397 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 78263 Invoice 11/21/2025 Computer Services 0.00 6,760.10 100-2000-61560 Maintenance Agreements Computer Services 6,760.10 78449 Invoice 11/21/2025 Computer Services 0.00 288.00
100-2000-61560 Maintenance Agreements Computer Services 288.00 CSGCON CSG CONSULTANTS INC 11/24/2025 EFT 0.00 12,513.75 10398 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 63434 Invoice 11/21/2025 CSG Inspector Services 0.00 12,513.75 100-1400-61500 Professional Services CSG Inspector Services 12,513.75 EIKHOF EIKHOF DESIGN GROUP INC 11/24/2025 EFT 0.00 1,217.50 10399 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 2025-289 Invoice 11/21/2025 Golf Course Rehab 0.00 92.50 117-0000-61500 Professional Services Golf Course Rehab 92.50 2025-290 Invoice 11/21/2025 CDBG Pavement Project 0.00 450.00 100-2800-68110 Capital - Improvements CDBG Pavement Project 450.00 2025-291 Invoice 11/21/2025 Grocery Outlet Inspections 0.00 675.00 120-0000-47400 Developer Deposits Grocery Outlet Inspections 675.00 GREEN ACCT GREEN'S ACCOUNTING 11/24/2025 EFT 0.00 50,846.48 10400 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount August 2025 Invoice 11/21/2025 August 2025 Finance Services 0.00 15,024.58 100-1500-61501 Accounting Services August 2025 Finance Services 6,707.50 100-1800-61200 Postage, Shipping & Freig… August 2025 Finance Services 49.58 310-0000-61501 Accounting Services August 2025 Finance Services 5,584.50 410-0000-61501 Accounting Services August 2025 Finance Services 2,683.00 October 2025 Invoice 11/21/2025 October 2025 Finance Services 0.00 18,284.00 100-1500-61501 Accounting Services October 2025 Finance Services 5,595.00 100-1800-61200 Postage, Shipping & Freig… October 2025 Finance Services 74.00 310-0000-61501 Accounting Services October 2025 Finance Services 10,377.00 410-0000-61501 Accounting Services October 2025 Finance Services 2,238.00 September 2025 Invoice 11/21/2025 September 2025 Finance Services 0.00 17,537.90 100-1500-61501 Accounting Services September 2025 Finance Services 6,007.50 100-1800-61200 Postage, Shipping & Freig… September 2025 Finance Services 62.90 310-0000-61501 Accounting Services September 2025 Finance Services 9,064.50 410-0000-61501 Accounting Services September 2025 Finance Services 2,403.00 PACIFIC CR PACIFIC CREST ENGINEERING INC 11/24/2025 EFT 0.00 3,465.00 10402 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 15776 Invoice 11/21/2025 Q3 2025 Closed Landfill Services Oct 2025 0.00 3,465.00 112-0000-64155 Ground Water Well Testi… Q3 2025 Closed Landfill Services… 3,465.00 SMITHE SMITH & ENRIGHT LANDSCAPING INC 11/24/2025 EFT 0.00 665.00 10403 Check Report Date Range: 11/16/2025 - 11/30/2025
11/29/2025 8:08:56 PM Page 2 of 13
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 3200 Invoice 11/21/2025 Mar 2025 - Landscape Maint. 0.00 665.00 100-2400-61500 Professional Services Mar 2025 - Landscape Maint. 665.00 SPECTRUMT SPECTRUM ENTERPRISE Charter Communication 11/24/2025 EFT 0.00 320.00 10404 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 170002601110725 Invoice 11/21/2025 Internet Service 0.00 320.00 100-1800-64165 Internet Access Internet Service 320.00
SPCA THE SPCA FOR MONTEREY COUNTY 11/24/2025 EFT 0.00 5,145.00 10405 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 10-25 Invoice 11/21/2025 SPCA 0.00 5,145.00
100-1600-61550 Animal Services SPCA 5,145.00
TORO TORO PETROLEUM CORP 11/24/2025 EFT 0.00 3,993.07 10406 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount CL91524 Invoice 11/21/2025 Fuel 0.00 2,638.36
100-1600-61840 Fuel & Oil Fuel 2,638.36
CL92024 Invoice 11/21/2025 Fuel 0.00 1,354.71
100-1400-61840 Fuel & Oil Fuel 331.81
100-1800-61840 Fuel & Oil Fuel 32.07
100-2400-61840 Fuel & Oil Fuel 216.42
310-0000-61840 Fuel & Oil Fuel 339.74
410-0000-61840 Fuel & Oil Fuel 122.86
410-0000-61840 Fuel & Oil Fuel 311.81
ZUMAR ZUMAR INDUSTRIES INC 11/24/2025 EFT 0.00 263.26 10407 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 54039 Invoice 11/21/2025 Railroad Crossing Symbol 0.00 263.26 410-0000-61229 Supplies-Street Signs Railroad Crossing Symbol 263.26 Total EFT: 0.00 85,477.16
Check Report Date Range: 11/16/2025 - 11/30/2025
11/29/2025 8:08:56 PM Page 3 of 13
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Payment Type: Regular
AMAZON AMAZON CAPITAL SERVICES INC 11/21/2025 Regular 0.00 102.96 73514 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 1767-6R7N-C67K Invoice 11/21/2025 Office Supplies 0.00 31.48 100-1300-61210 Office Supplies Office Supplies 8.68
100-2600-61210 Office Supplies Office Supplies 22.80
1FWK-HGT4-V9P7 Invoice 11/21/2025 Office Supplies 0.00 71.48 100-1800-61210 Office Supplies Office Supplies 71.48
CARMEL FIR ART BLACK 11/21/2025 Regular 0.00 1,500.00 73515 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 25-W Invoice 11/21/2025 2025 Inspections Billing Cycle 0.00 1,500.00 100-1400-61500 Professional Services 2025 Inspections Billing Cycle 1,500.00 AT & T-FIR AT & T MOBILITY 11/21/2025 Regular 0.00 1,489.90 73516 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 287299743011X… Invoice 11/21/2025 Cell Phones 0.00 1,272.50 100-1600-61710 Cellular Phones Cell Phones 1,272.50
287321620527X… Invoice 11/21/2025 Cell Phones 0.00 217.40 100-1100-61710 Cellular Phones Cell Phones 86.96
100-1700-61710 Cellular Phones Cell Phones 43.48
100-2100-61710 Cellular Phones Cell Phones 86.96
AT&T - C AT&T Calnet 3 11/21/2025 Regular 0.00 101.61 73517 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 000024259220 Invoice 11/21/2025 KCPD Line 0.00 31.41
100-1600-61595 911 Dispatch Services KCPD Line 31.41
000024259808 Invoice 11/21/2025 911 Line 0.00 31.41
100-1600-61595 911 Dispatch Services 911 Line 31.41
000024325265 Invoice 11/21/2025 City Phones 0.00 38.79
100-1800-61710 Cellular Phones City Phones 38.79
AVIATION S AVIATION SPECIALTIES UNLIMITED, INC. 11/21/2025 Regular 0.00 562.13 73518 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount CofK1025M Invoice 11/21/2025 Parts for Fuel 0.00 562.13 110-0000-61500 Professional Services Parts for Fuel 562.13 AXON AXON ENTERPRISE INC 11/21/2025 Regular 0.00 1,674.00 73519 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INUS395600 Invoice 11/21/2025 Axon Air/Skydio 0.00 1,674.00 100-1600-61500 Professional Services Axon Air/Skydio 1,674.00 BENITEZ SECURITY BENITEZ SECURITY SERVICES 11/21/2025 Regular 0.00 5,952.00 73520 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 3287 Invoice 11/21/2025 Monarch Inn Temporary Shelter Security 0.00 2,688.00 121-0000-61500 Professional Services Monarch Inn Temporary Shelter … 2,688.00 3306 Invoice 11/21/2025 Monarch Inn Temporary Shelter Security 0.00 3,264.00 121-0000-61500 Professional Services Monarch Inn Temporary Shelter … 3,264.00 BLUEST BLUE STRIKE ENVIRONMENTAL 11/21/2025 Regular 0.00 560.00 73521 Check Report Date Range: 11/16/2025 - 11/30/2025
11/29/2025 8:08:56 PM Page 4 of 13
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 605202503 Invoice 11/21/2025 Food Recovery Inspection Services 0.00 560.00 100-1100-61500 Professional Services Food Recovery Inspection Servic… 560.00 CAL WATER CALIFORNIA WATER SERVICE CO 11/21/2025 Regular 0.00 24,624.33 73522 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 111725 Invoice 11/21/2025 WATER 0.00 24,624.33
100-1600-61730 Utilities - Water WATER 323.18
100-1700-61730 Utilities - Water WATER 189.64
100-1800-61730 Utilities - Water WATER 1,279.23
100-2100-61730 Utilities - Water WATER 244.08
100-2400-61730 Utilities - Water WATER 12,474.48
100-2400-61730 Utilities - Water WATER 8,095.20
100-2500-61730 Utilities - Water WATER 1,320.57
100-2600-61730 Utilities - Water WATER 295.35
110-0000-61730 Utilities - Water WATER 89.00
410-0000-61730 Utilities - Water WATER 313.60
CAL-WESTL CAL-WEST LIGHTING AND SIGNAL MAINTENANCE, INC 11/21/2025 Regular 0.00 100.00 73523 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 250948 Invoice 11/21/2025 Sept. Maint. Traffic Signals 0.00 100.00 410-0000-65100 Traffic Signal Maint Sept. Maint. Traffic Signals 100.00 CITY OF KI CITY OF KING 11/21/2025 Regular 0.00 1,537.50 73524 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 102625 Invoice 11/21/2025 SEWER 0.00 1,537.50
100-1600-61730 Utilities - Water 02-002900-000 56.25
100-1700-61730 Utilities - Water 02-002901-000 127.75
100-1800-61730 Utilities - Water 02-002897-000 628.25
100-1800-61730 Utilities - Water 02-002896-000 36.75
100-2100-61730 Utilities - Water 02-002895-000 205.75
100-2400-61730 Utilities - Water 02-002904-000 82.25
100-2400-61730 Utilities - Water 02-002903-000 36.75
100-2400-61730 Utilities - Water 02-002902-000 56.25
100-2400-61730 Utilities - Water 02-002899-000 36.75
100-2400-61730 Utilities - Water 02-002898-000 270.75
DEPT ACCNT DEPARTMENT OF JUSTICE ACCOUNTING OFFICE 11/21/2025 Regular 0.00 702.00 73525 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 003320 Invoice 11/21/2025 Finger Prints 0.00 702.00
100-1600-64120 DOJ Fingerprint Checks Finger Prints 702.00 DIMES MEDI DIMES MEDIA CORPORATION 11/21/2025 Regular 0.00 405.00 73526 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 5063 Invoice 11/21/2025 Ciclovia KRKC Ads 0.00 405.00
100-1000-61300 Community Promotion Ciclovia KRKC Ads 405.00 DIPIERO DIPIETRO & ASSOCIATES INC 11/21/2025 Regular 0.00 372.91 73527 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 1025130 Invoice 11/21/2025 AED Replacements 0.00 372.91 100-1600-61810 Tools & Minor Equipment AED Replacements 372.91 CIVICPLUS ICON ENTERPRISES, INC. CivicPlus 11/21/2025 Regular 0.00 16,856.55 73528 Check Report Date Range: 11/16/2025 - 11/30/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 355487 Invoice 11/21/2025 Website 0.00 16,856.55
100-2000-61500 Professional Services Website 16,856.55
INDUSTR MA INDUSTRIAL MACHINE SHOP 11/21/2025 Regular 0.00 3,517.70 73529 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 026319 Invoice 11/21/2025 Pool Pump Repair 0.00 3,517.70 100-2500-61800 Repairs & Maintenance Pool Pump Repair 3,517.70 INFOSEND INFOSEND, INC 11/21/2025 Regular 0.00 4,447.50 73530 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 298977 Invoice 11/21/2025 Utility Bill Oct 2025 0.00 4,447.50 310-0000-61500 Professional Services Utility Bill Oct 2025 4,447.50 MIKET JESUS REYES MIKE'S TOWING 11/21/2025 Regular 0.00 540.00 73531 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 26272 Invoice 11/21/2025 Towing 0.00 540.00
100-1600-61830 Vehicle Repairs & Mainte… Towing 540.00
CRAIGJ JOHN CRAIG 11/21/2025 Regular 0.00 789.58 73532
Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 111825 Invoice 11/21/2025 Recruitment Expense 0.00 789.58 100-1100-63000 Recruitment & Advertising Recruitment Expense 789.58 CUESTAP JOHN E ODUM Cuesta Polygraph 11/21/2025 Regular 0.00 2,650.00 73533 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 2202 Invoice 11/21/2025 Recruitment Expense 0.00 2,650.00 100-1600-63000 Recruitment & Advertising Recruitment Expense 2,650.00 TIRE KING JOSE RODRIGUEZ TIRE KING & AUTO EXPRESS 11/21/2025 Regular 0.00 3,090.72 73534 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 93013 Invoice 11/21/2025 Maint. 0.00 172.57
100-1600-61830 Vehicle Repairs & Mainte… Maint. 172.57
93083 Invoice 11/21/2025 Maint. 0.00 530.74
100-1600-61830 Vehicle Repairs & Mainte… Maint. 530.74
93109 Invoice 11/21/2025 Maint. 0.00 298.43
100-1600-61830 Vehicle Repairs & Mainte… Maint. 298.43
93118 Invoice 11/21/2025 Maint. 0.00 491.29
100-1600-61830 Vehicle Repairs & Mainte… Maint. 491.29
93130 Invoice 11/21/2025 Maint. 0.00 929.08
100-1600-61830 Vehicle Repairs & Mainte… Maint. 929.08
93131 Invoice 11/21/2025 Maint. 0.00 245.13
100-1600-61830 Vehicle Repairs & Mainte… Maint. 245.13
93210 Invoice 11/21/2025 Maint. 0.00 218.48
100-1600-61830 Vehicle Repairs & Mainte… Maint. 218.48
93223 Invoice 11/21/2025 Car Wash 0.00 205.00
100-1600-61509 Auto Detail Service Car Wash 205.00
PARAMOJU JULIA M HERNANDEZ 11/21/2025 Regular 0.00 130.00 73535 Check Report Date Range: 11/16/2025 - 11/30/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount Sep-Oct 2025 Invoice 11/21/2025 Translation 0.00 130.00 100-1100-61500 Professional Services Translation 130.00 LANGUAGE LANGUAGE LINE SERVICES INC 11/21/2025 Regular 0.00 5,811.98 73536 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 11760813 Invoice 11/21/2025 Translation 0.00 5,811.98
100-1600-61500 Professional Services Translation 5,811.98 LINCOLN LINCOLN AQUATICS 11/21/2025 Regular 0.00 672.78 73537 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount D8907232 Invoice 11/21/2025 Pool Pump Repair 0.00 672.78 100-2500-61270 Chemicals Pool Pump Repair 672.78
METROUNIFORM MADERA UNIFORM & ACCESSORIES 11/21/2025 Regular 0.00 441.19 73538 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 302412 Invoice 11/21/2025 Uniform 0.00 441.19
100-1600-61340 Uniform Purchase Uniform 441.19
NEWSV NEW SV MEDIA INC 11/21/2025 Regular 0.00 481.38 73539 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 159011 Invoice 11/21/2025 Public Hearing Notice for Ordinances 0.00 481.38 100-1100-61100 Public Notices Public Hearing Notice for Ordina… 481.38 ODP ODP BUSINESS SOLUTIONS, LLC 11/21/2025 Regular 0.00 107.60 73540 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 442895164002 Invoice 11/21/2025 Office Supplies Calendars 0.00 107.60 100-1800-61210 Office Supplies Office Supplies Calendars 107.60 O'REILLY A O'REILLY AUTOMOTIVE INC 11/21/2025 Regular 0.00 56.92 73541 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 3133-200656 Invoice 11/21/2025 Unit # 114 Lights 0.00 56.92 100-1600-61830 Vehicle Repairs & Mainte… Unit # 114 Lights 56.92 PECKHAM PECKHAM & MCKENNEY 11/21/2025 Regular 0.00 9,333.34 73542 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 3 Invoice 11/21/2025 Recruitment Expense 0.00 9,333.34
100-1100-63000 Recruitment & Advertising Recruitment Expense 9,333.34 PURE WATER PENINSULA PURE WATER INC 11/21/2025 Regular 0.00 95.95 73543 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 461484 Invoice 11/21/2025 Water Delivery Services - City Hall 0.00 45.95 100-1800-61730 Utilities - Water Water Delivery Services - City Ha… 45.95 461485 Invoice 11/21/2025 Water 0.00 50.00
100-1600-61730 Utilities - Water Water 50.00
PETTY CASH PETTY CASH-CITY HALL CITY OF KING 11/21/2025 Regular 0.00 344.05 73544 Check Report Date Range: 11/16/2025 - 11/30/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 112025 Invoice 11/21/2025 Petty Cash Transactions 0.00 344.05 100-1000-61300 Community Promotion Plan 2 End Youth Violence 21.99 100-1100-61502 Consultants NOE 50.00
100-1100-61760 Budget Contingency Pumpkins for Halloween Contest 59.88 100-1100-61760 Budget Contingency Halloween Breakfast Treats 14.40 100-1100-61760 Budget Contingency Halloween Prizes 61.00 100-1100-61760 Budget Contingency Coffee - Halloween Breakfast 22.00 100-1100-62009 Travel, Meetings & Traini… Parking 5.00
100-1800-61210 Office Supplies Breakroom Supplies 10.85 100-1800-61210 Office Supplies Cleaning Supplies 48.99
100-1800-61210 Office Supplies Lobby Fall Decor 25.87
100-1800-61210 Office Supplies Breakroom Supplies 24.07 PAC PG&E 11/21/2025 Regular 0.00 56,162.10 73545
Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 102325 Invoice 11/21/2025 PG&E For Cameras 0.00 88.76
100-1600-61720 Utilities - Gas & Electricity PG&E For Cameras 88.76 110525 Invoice 11/21/2025 Electricity 0.00 56,073.34
100-1600-61720 Utilities - Gas & Electricity Electricity 3,102.12 100-1700-61720 Utilities - Gas & Electricity Electricity 780.09 100-1800-61720 Utilities - Gas & Electricity Electricity 1,242.50 100-2100-61720 Utilities - Gas & Electricity Electricity 673.69 100-2400-61720 Utilities - Gas & Electricity Electricity 2,543.74 100-2500-61720 Utilities - Gas & Electricity Electricity 10,472.57 100-2600-61720 Utilities - Gas & Electricity Electricity 697.69 110-0000-61720 Utilities - Gas & Electricity Electricity 199.37 310-0000-61720 Utilities - Gas & Electricity Electricity 27,562.87 410-0000-61720 Utilities - Gas & Electricity Electricity 8,798.70 PRIMA POLICE RECORDS & INFO MANAGEME PRI MANAGEMENT GROUP 11/21/2025 Regular 0.00 198.00 73546 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 111725 Invoice 11/21/2025 Records Training 0.00 198.00
100-1600-62000 Travel, Meetings & Traini… Records Training 198.00 MASTERSON ROBERT MASTERSON 11/21/2025 Regular 0.00 490.00 73547 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 111825 Invoice 11/21/2025 Public Safety Training 0.00 490.00 100-1600-62000 Travel, Meetings & Traini… Public Safety Training 490.00 SL POWER SAN LUIS POWERHOUSE INC 11/21/2025 Regular 0.00 525.00 73548 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 53672 Invoice 11/21/2025 Quarterly Generator Test 0.00 525.00 100-1600-61562 Generator Maint Agreem… Quarterly Generator Test 525.00 GRAYSONS SEAN GRAYSON 11/21/2025 Regular 0.00 198.19 73549 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 111025 Invoice 11/21/2025 Recruitment Expense 0.00 198.19 100-1100-63000 Recruitment & Advertising Recruitment Expense 198.19 SENTRY SENTRY ALARM SYSTEMS 11/21/2025 Regular 0.00 487.70 73550 Check Report Date Range: 11/16/2025 - 11/30/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 136283 Invoice 11/21/2025 Alarm System 0.00 262.70
100-1800-61560 Maintenance Agreements Alarm System 262.70 2300922 Invoice 11/21/2025 Alarm System 0.00 90.00
100-2600-61560 Maintenance Agreements Alarm System 90.00 2628 Invoice 11/21/2025 Alarm System 0.00 135.00
100-1700-61500 Professional Services Alarm System 135.00 TEMP UNIF TEMPLETON UNIFORMS LLC 11/21/2025 Regular 0.00 516.29 73551 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 16716 Invoice 11/21/2025 Uniforms 0.00 516.29
100-1600-61340 Uniform Purchase Uniforms 516.29
LEW THE LEW EDWARDS GROUP 11/21/2025 Regular 0.00 19,750.00 73552 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 004 Invoice 11/21/2025 Sales Tax Consultant 0.00 19,750.00 100-1100-61500 Professional Services Sales Tax Consultant 19,750.00 TYLER TECH TYLER TECHNOLOGIES INC 11/21/2025 Regular 0.00 48,311.41 73553 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 025-534075 Invoice 11/21/2025 Utility Billing Project 0.00 8,372.30 310-0000-61500 Professional Services Utility Billing Project 8,372.30 025-534363 Invoice 11/21/2025 Utility Billing Project 0.00 930.00 310-0000-61500 Professional Services Utility Billing Project 930.00 025-534473 Invoice 11/21/2025 Credit Card Readers 0.00 1,510.58 310-0000-61500 Professional Services Credit Card Readers 1,510.58 025-534662 Invoice 11/21/2025 Utility Billing Project 0.00 1,413.75 310-0000-61500 Professional Services Utility Billing Project 1,413.75 025-534849 Invoice 11/21/2025 Credit Card Readers 0.00 755.29 310-0000-61500 Professional Services Credit Card Readers 755.29 CI100-00229008 Invoice 11/21/2025 Annual Licence Renewal 0.00 35,329.49 100-1500-61530 IT Services Annual Licence Renewal 27,286.79 310-0000-61530 IT Services Annual Licence Renewal 8,042.70 U.S. BAN US BANK CORP PAYMENT SYSTEM 11/21/2025 Regular 0.00 3,660.39 73554 Check Report Date Range: 11/16/2025 - 11/30/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 110625AW Invoice 11/21/2025 Credit Card Purchases 0.00 3,450.55 100-2600-61125 Advertising Holiday Market Banner 99.98
100-2600-61125 Advertising Holiday Market Banner 76.76
100-2600-61210 Office Supplies Employee Scheduling Software 84.00 100-2600-61220 Operational Supplies Water - SOCOS 4.70
100-2600-61220 Operational Supplies Candy Trunk or Treat 414.98 100-2600-61220 Operational Supplies Supplies Trunk or Treat 14.41 100-2600-61220 Operational Supplies Prizes Trunk or Treat 25.00 100-2600-61220 Operational Supplies Prizes Trunk or Treat 25.00 100-2600-61220 Operational Supplies Prizes Trunk or Treat 50.00 100-2600-61220 Operational Supplies Stuffy Workshop Supplies 207.90 100-2600-61220 Operational Supplies Candy Trunk or Treat 1,309.39 100-2600-61220 Operational Supplies Gift Card for Park Naming Conte… 50.00 100-2600-61220 Operational Supplies Fall Camp Supplies 96.48 100-2600-61220 Operational Supplies Prizes Trunk or Treat 75.00 100-2600-61500 Professional Services Adult Paint Class 380.00 100-2600-62001 Conference, Travel & Mea… Conference Registration 515.00 100-2600-64120 DOJ Fingerprint Checks Background Check 21.95 110625RM Invoice 11/21/2025 Credit Card Purchases 0.00 209.84 100-1000-61300 Community Promotion Bread & Hot Chocolate 180.00 100-1600-61220 Operational Supplies Coffee 29.84
U.S. BANCO US BANK EQUIPMENT FINANCE 11/21/2025 Regular 0.00 277.66 73555 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 568225015 Invoice 11/21/2025 Copier Lease 0.00 277.66
100-1800-61560 Maintenance Agreements Copier Lease 277.66 VERTIS VERTIS 11/21/2025 Regular 0.00 1,000.00 73556
Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 111825 Invoice 11/21/2025 Cannabis Work Applications 0.00 1,000.00 100-0000-21220 Cannabis Background Pay… Cannabis Work Applications 500.00 100-0000-45110 Cannabis Background Fee Cannabis Work Applications 500.00 AFLAC AFLAC 11/21/2025 Regular 0.00 91.47 73557
Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0001186 Invoice 11/21/2025 PAYROLL DEDUCTION - INSURANCE 0.00 44.30 100-0000-21171 LTD Insurance Payable PAYROLL DEDUCTION - INSURA… 31.01 310-0000-21171 LTD Insurance Payable PAYROLL DEDUCTION - INSURA… 8.85 410-0000-21171 LTD Insurance Payable PAYROLL DEDUCTION - INSURA… 4.44 INV0001187 Invoice 11/21/2025 PAYROLL DEDUCTION - INSURANCE 0.00 47.17 100-0000-21171 LTD Insurance Payable PAYROLL DEDUCTION - INSURA… 38.32 310-0000-21171 LTD Insurance Payable PAYROLL DEDUCTION - INSURA… 6.77 410-0000-21171 LTD Insurance Payable PAYROLL DEDUCTION - INSURA… 2.08 ANTHEM BLU ANTHEM BLUE CROSS 11/21/2025 Regular 0.00 43,060.79 73558 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0001189 Invoice 11/21/2025 HEALTH INSURANCE DEDUCTION 0.00 4,059.42 100-0000-21150 Health Insurance Payable EE HEALTH INSURANCE DEDUCT… 3,642.63 310-0000-21150 Health Insurance Payable EE HEALTH INSURANCE DEDUCT… 269.63 410-0000-21150 Health Insurance Payable EE HEALTH INSURANCE DEDUCT… 147.16 INV0001190 Invoice 11/21/2025 HEALTH INSURANCE EMPLOYER 0.00 39,001.37 100-0000-21150 Health Insurance Payable HEALTH INSURANCE EMPLOYER 35,009.24 310-0000-21150 Health Insurance Payable HEALTH INSURANCE EMPLOYER 2,916.31 Check Report Date Range: 11/16/2025 - 11/30/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number 410-0000-21150 Health Insurance Payable HEALTH INSURANCE EMPLOYER 1,075.82 CAL PERS R CAL PERS RETIREMENTSYSTEM 11/21/2025 Regular 0.00 34,274.67 73559 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0001202 Invoice 11/21/2025 PERS PEPRA MISC EMPLOYER 0.00 4,580.82 100-0000-21130 PERS Payable PERS PEPRA MISC EMPLOYER 3,949.09 310-0000-21130 PERS Payable PERS PEPRA MISC EMPLOYER 428.33 410-0000-21130 PERS Payable PERS PEPRA MISC EMPLOYER 203.40 INV0001203 Invoice 11/21/2025 PERS PEPRA MISC EMPLOYEE 0.00 4,459.96 100-0000-21131 PERS Payable - EE PERS PEPRA MISC EMPLOYEE 3,844.93 310-0000-21131 PERS Payable - EE PERS PEPRA MISC EMPLOYEE 417.01 410-0000-21131 PERS Payable - EE PERS PEPRA MISC EMPLOYEE 198.02 INV0001204 Invoice 11/21/2025 PERS PEPRA SAFETY EMPLOYER 0.00 6,025.38 100-0000-21130 PERS Payable PERS PEPRA SAFETY EMPLOYER 6,025.38 INV0001205 Invoice 11/21/2025 PERS PEPRA SAFETY EMPLOYEE 0.00 5,922.02 100-0000-21131 PERS Payable - EE PERS PEPRA SAFETY EMPLOYEE 5,922.02 INV0001206 Invoice 11/21/2025 PERS MISC CLASSIC EMPLOYER 0.00 1,496.52 100-0000-21130 PERS Payable PERS MISC CLASSIC EMPLOYER 903.10 310-0000-21130 PERS Payable PERS MISC CLASSIC EMPLOYER 244.00 410-0000-21130 PERS Payable PERS MISC CLASSIC EMPLOYER 349.42 INV0001207 Invoice 11/21/2025 PERS MISC CLASSIC EMPLOYEE 0.00 860.13 100-0000-21131 PERS Payable - EE PERS MISC CLASSIC EMPLOYEE 518.91 310-0000-21131 PERS Payable - EE PERS MISC CLASSIC EMPLOYEE 140.46 410-0000-21131 PERS Payable - EE PERS MISC CLASSIC EMPLOYEE 200.76 INV0001208 Invoice 11/21/2025 PERS SAFETY CLASSIC EMPLOYER 0.00 7,578.24 100-0000-21130 PERS Payable PERS SAFETY CLASSIC EMPLOYER 7,578.24 INV0001209 Invoice 11/21/2025 PERS SAFTEY CLASSIC EMPLOYEE 0.00 3,351.60 100-0000-21131 PERS Payable - EE PERS SAFTEY CLASSIC EMPLOYEE 3,351.60 CACHLDSUP CALIFORNIA STATE DISBURSEMENT UNIT 11/21/2025 Regular 0.00 780.00 73560 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0001215 Invoice 11/21/2025 M. DILLON CHILD SUPPORT 0.00 780.00 100-0000-21175 Wage Levys M. DILLON CHILD SUPPORT 780.00 E.D.I.S. EMPLOYER DRIVEN INSURANCE SERVICE 11/21/2025 Regular 0.00 869.50 73561 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0001188 Invoice 11/21/2025 ASI EMPLOYER SHARE 0.00 869.50 100-0000-21150 Health Insurance Payable ASI EMPLOYER SHARE 770.85 310-0000-21150 Health Insurance Payable ASI EMPLOYER SHARE 57.56 410-0000-21150 Health Insurance Payable ASI EMPLOYER SHARE 41.09 K.C.P.O.A. K.C.P.O.A. 11/21/2025 Regular 0.00 675.00 73562 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0001194 Invoice 11/21/2025 KCPOA UNION DUES 0.00 675.00 100-0000-21173 KCPOA Union Dues KCPOA UNION DUES 675.00 K.C.P.S.A. K.C.P.S.A. 11/21/2025 Regular 0.00 425.00 73563 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0001195 Invoice 11/21/2025 KCPSA UNION DUES 0.00 425.00 100-0000-21174 KCPSA Union Dues KCPSA UNION DUES 425.00 ICMA RETIR MISSION SQUARE-302397 11/21/2025 Regular 0.00 7,159.24 73564 Check Report Date Range: 11/16/2025 - 11/30/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0001182 Invoice 11/21/2025 EMPLOYER MATCH - ICMA DC 0.00 827.00 100-0000-21141 ICMA Deferred Compensa… EMPLOYER MATCH - ICMA DC 709.65 310-0000-21141 ICMA Deferred Compensa… EMPLOYER MATCH - ICMA DC 64.27 410-0000-21141 ICMA Deferred Compensa… EMPLOYER MATCH - ICMA DC 53.08 INV0001183 Invoice 11/21/2025 EMPLOYER MATCH - ICMA DC 0.00 655.25 100-0000-21141 ICMA Deferred Compensa… EMPLOYER MATCH - ICMA DC 572.35 310-0000-21141 ICMA Deferred Compensa… EMPLOYER MATCH - ICMA DC 82.90 INV0001184 Invoice 11/21/2025 EMPLOYER MATCH - ICMA DC 0.00 454.92 100-0000-21141 ICMA Deferred Compensa… EMPLOYER MATCH - ICMA DC 341.20 310-0000-21141 ICMA Deferred Compensa… EMPLOYER MATCH - ICMA DC 113.72 INV0001191 Invoice 11/21/2025 DEF COMP EMPLOYEE 0.00 3,214.88 100-0000-21141 ICMA Deferred Compensa… DEF COMP EMPLOYEE 2,678.60 310-0000-21141 ICMA Deferred Compensa… DEF COMP EMPLOYEE 506.29 410-0000-21141 ICMA Deferred Compensa… DEF COMP EMPLOYEE 29.99 INV0001192 Invoice 11/21/2025 DEF COMP EMPLOYEE 0.00 1,765.92 100-0000-21141 ICMA Deferred Compensa… DEF COMP EMPLOYEE 1,576.67 310-0000-21141 ICMA Deferred Compensa… DEF COMP EMPLOYEE 52.16 410-0000-21141 ICMA Deferred Compensa… DEF COMP EMPLOYEE 137.09 INV0001193 Invoice 11/21/2025 DEF COMP EMPLOYEE 0.00 241.27 100-0000-21141 ICMA Deferred Compensa… DEF COMP EMPLOYEE 227.24 310-0000-21141 ICMA Deferred Compensa… DEF COMP EMPLOYEE 14.03 MUTUAL OF OMAHA MUTUAL OF OMAHA 11/21/2025 Regular 0.00 3,084.71 73565 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0001199 Invoice 11/21/2025 DENTAL INSURANCE EMPLOYER 0.00 708.89 100-0000-21150 Health Insurance Payable DENTAL INSURANCE EMPLOYER 613.78 310-0000-21150 Health Insurance Payable DENTAL INSURANCE EMPLOYER 33.56 410-0000-21150 Health Insurance Payable DENTAL INSURANCE EMPLOYER 61.55 INV0001200 Invoice 11/21/2025 DENTAL INSURANCE EMPLOYER 0.00 350.70 100-0000-21150 Health Insurance Payable DENTAL INSURANCE EMPLOYER 287.59 310-0000-21150 Health Insurance Payable DENTAL INSURANCE EMPLOYER 56.11 410-0000-21150 Health Insurance Payable DENTAL INSURANCE EMPLOYER 7.00 INV0001201 Invoice 11/21/2025 DENTAL INSURANCE EMPLOYER 0.00 1,492.92 100-0000-21150 Health Insurance Payable DENTAL INSURANCE EMPLOYER 1,406.79 310-0000-21150 Health Insurance Payable DENTAL INSURANCE EMPLOYER 86.13 INV0001211 Invoice 11/21/2025 VISION INSURANCE EMPLOYER 0.00 64.18 100-0000-21150 Health Insurance Payable VISION INSURANCE EMPLOYER 57.68 310-0000-21150 Health Insurance Payable VISION INSURANCE EMPLOYER 6.50 INV0001212 Invoice 11/21/2025 VISION INSURANCE EMPLOYER 0.00 68.80 100-0000-21150 Health Insurance Payable VISION INSURANCE EMPLOYER 60.22 310-0000-21150 Health Insurance Payable VISION INSURANCE EMPLOYER 6.89 410-0000-21150 Health Insurance Payable VISION INSURANCE EMPLOYER 1.69 INV0001213 Invoice 11/21/2025 VISION INSURANCE EMPLOYER 0.00 149.72 100-0000-21150 Health Insurance Payable VISION INSURANCE EMPLOYER 129.63 310-0000-21150 Health Insurance Payable VISION INSURANCE EMPLOYER 7.10 410-0000-21150 Health Insurance Payable VISION INSURANCE EMPLOYER 12.99 INV0001214 Invoice 11/21/2025 VISION INSURANCE EMPLOYER 0.00 249.50 100-0000-21150 Health Insurance Payable VISION INSURANCE EMPLOYER 230.82 310-0000-21150 Health Insurance Payable VISION INSURANCE EMPLOYER 18.68 Selman One80 Intermediaries Inc. 11/21/2025 Regular 0.00 142.80 73566 Check Report Date Range: 11/16/2025 - 11/30/2025
11/29/2025 8:08:56 PM Page 12 of 13
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0001198 Invoice 11/21/2025 KCFC AD&D EMPLOYER 0.00 142.80 100-0000-21170 LTD Insurance Payable KCFC AD&D EMPLOYER 141.02 310-0000-21170 LTD Insurance Payable KCFC AD&D EMPLOYER 1.78 SEIU SEIU LOCAL 521 11/21/2025 Regular 0.00 564.12 73567 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0001210 Invoice 11/21/2025 SEIU UNION DUES 0.00 564.12 100-0000-21196 City Reimb Payable SEIU UNION DUES 421.96 310-0000-21196 City Reimb Payable SEIU UNION DUES 71.46 410-0000-21196 City Reimb Payable SEIU UNION DUES 70.70 STAND INS STANDARD INSURANCE COMPANY 11/21/2025 Regular 0.00 4,751.80 73568 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0001185 Invoice 11/21/2025 EMPLOYER SHARE - AD&D 0.00 259.47 100-0000-21160 Life Insurance Payable EMPLOYER SHARE - AD&D 233.68 310-0000-21160 Life Insurance Payable EMPLOYER SHARE - AD&D 16.24 410-0000-21160 Life Insurance Payable EMPLOYER SHARE - AD&D 9.55 INV0001196 Invoice 11/21/2025 STANDARD LIFE EMPLOYER 0.00 3,031.82 100-0000-21160 Life Insurance Payable STANDARD LIFE EMPLOYER 2,701.85 310-0000-21160 Life Insurance Payable STANDARD LIFE EMPLOYER 198.18 410-0000-21160 Life Insurance Payable STANDARD LIFE EMPLOYER 131.79 INV0001197 Invoice 11/21/2025 STANDARD LTD EMPLOYER 0.00 1,460.51 100-0000-21170 LTD Insurance Payable STANDARD LTD EMPLOYER 1,298.41 310-0000-21170 LTD Insurance Payable STANDARD LTD EMPLOYER 101.08 410-0000-21170 LTD Insurance Payable STANDARD LTD EMPLOYER 61.02 Total Regular: 0.00 316,507.42
Regular Checks
Manual Checks
Voided Checks
Discount
Payment
Payment Type Count
Bank Code POOL-WFB Summary
Bank Drafts
EFT's
55 0
0 0
10 0.00

0.00 0.00

0.00 0.00
65 0.00
Payment
316,507.42

0.00 0.00

0.00 85,477.16
401,984.58
Payable
Count
99 0
0 0
16 115
Check Report Date Range: 11/16/2025 - 11/30/2025
11/29/2025 8:08:56 PM Page 13 of 13
All Bank Codes Check Summary
Payment Type Discount
Payment
Count Payment
Payable
Count
Regular Checks
Manual Checks
Voided Checks
Bank Drafts
EFT's
55 0
0 0
10 0.00

0.00 0.00

0.00 0.00
65 0.00
316,507.42

0.00 0.00

0.00 85,477.16
401,984.58
99 0
0 0
16 115
Fund Name Period Amount
Fund Summary
999 Pooled Cash Fund 11/2025 401,984.58
401,984.58

Page 1 of 1 ends

City Council Special Meeting
November 18, 2025

1.__CALL TO ORDER:

Special Meeting called to order at 6:00pm by Mayor LeBarre.

2.__ROLL CALL:

City Council: Mayor Mike LeBarre, Mayor Pro Tem Carlos DeLeon, Council member Rob Cullen, Carlos Victoria, Oscar Avalos Mayor LeBarre opened public comment at 6:00p.m. there being no public comment received, Mayor LeBarre went into closed session at 6:01p.m.

3. CITY COUNCIL CLOSED SESSION
Public Employee Appointment Pursuant to Government Code Section §54957:

Title: City Manager
At 8:35p.m. members came out of closed session where the mayor stated no reportable action was taken.

ADJOURNMENT:

Mayor LeBarre adjourned the meeting at 8:35p.m.

Approved Signatures:

Mayor Mike LeBarre City Clerk, Erica Sonne
City of King City of King
Item No. 9 (D)

REPORT TO THE CITY COUNCIL
DATE: DECEMBER 9, 2025
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: STEVEN ADAMS, CITY MANAGER
RE: CONSIDERATION OF 2025-26 JOB CLASSIFICATION PLAN
RECOMMENDATION:

It is recommended the City Council adopt a Resolution approving the Amended FY 2025-26 Job Classification Plan.

BACKGROUND:

The City maintains a Job Classification Plan that sets forth all existing job classifications and salary ranges. It is also a requirement of CalPERS that the City Council adopt on an annual basis the City’s Job Classification Plan.

DISCUSSION:

The proposed additional changes to the Job Classification Plan include minor adjustments to certain positions due to changes in California’s minimum wage requirements and a 2.5% increase in hourly pay for other part-time recreation employees to prevent compaction issues.

COST ANALYSIS:

All salary and benefit adjustments recommended are included in the FY 2025- 26/FY 2026-27 Biennial Budget.

ENVIRONMENTAL REVIEW:

The Job Classification Plan is not a “project” for the purposes of the California Environmental Quality Act (CEQA) as it does not have the potential for resulting in either a direct physical change to the environment or a reasonably foreseeable

RESOLUTION NO. 2025-5069

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF KING
APPROVING THE AMENDED CLASSIFICATION PLAN FOR FY 2025-26 WHEREAS, the City of King maintains job descriptions for each position and a Classification Plan that sets forth all existing job classifications and salary steps; and WHEREAS, adoption of an annual Classification Plan is required by CalPERS; and WHEREAS, the City Council desires to make changes to the Classification Plan to reflect pay adjustments required to comply with State of California minimum wage requirements and cost of living adjustments to other part-time recreation positions.

NOW, THEREFORE, BE IT HEREBY RESOLVED that the City Council of the City of King approves the FY 2025-26 Classification Plan as set forth in Exhibit A.

This resolution was passed and adopted this 9
th day of December, 2025 by the following vote:

AYES, Council Members:

NAYS, Council Members:

ABSENT, Council Members:

ABSTAIN, Council Members:

APPROVED:

Mike LeBarre, Mayor
ATTEST:

Erica Sonne, City Clerk
APPROVED AS TO FORM:

Roy Santos, City Attorney

Item No. 9 (E)

REPORT TO THE CITY COUNCIL
DATE: DECEMBER 9, 2025
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: STEVEN ADAMS, CITY MANAGER
RE: CONSIDERATION OF SIDE LETTERS OF AGREEMENT WITH

LABOR ORGANIZATIONS
RECOMMENDATION:

It is recommended the City Council approve and authorize the City Manager to execute: 1) a First Side Letter of Agreement with the King City Confidential Employees Association (KCCEA); 2) a First Side Letter of Agreement with the King City Police Sergeants Association (KCPSA); 3) a First Side Letter of Agreement with the King City Police Officers Association (KCPOA); and 4) a Seventh Side Letter of Agreement with the Service Employees International Union Local 521 (SEIU).

BACKGROUND:

Memorandums of Understanding (MOUs) with KCCEA, KCPSA and KCPOA took effect on July 1, 2025. The KCCEA MOU will expire June 30, 2026 and the KCPSA and KCPOA MOUs expire on June 30, 2026. The SEIU MOU is in effect from July 1, 2022 to June 30, 2026.

The City’s proposed health insurance plan for calendar year 2026 includes a potential rebate at the end of the year if the cost of actual claims end up less than projected. Since the City and employees each pay a share of the increase, it was agreed that any reimbursements at the end of the year should be credited towards the health insurance cost increases. The union representatives all requested it be established in the form of a side letter to their MOUs.

An additional salary adjustment is also necessary to comply with State minimum wage requirements. State minimum wage law requires pay for any exempt position to be at least two times the minimum wage. With the California minimum

CITY COUNCIL

CONSIDERATION OF SIDE LETTERS OF AGREEMENT WITH LABOR

ORGANIZATIONS
DECEMBER 9, 2025
PAGE 2 OF 3
wage increasing again on January 1, 2026, it was discovered that the City Clerk’s salary range will fall slightly below this requirement.

DISCUSSION:

Each of the labor agreements establish an amount each employee pays toward the cost of their health insurance plan. Each year, their health insurance contribution is increased by the percentage increase of the overall primary health plan increase up to a maximum of 12%. The City pays the full increase for the self-insured portion of the health insurance and the entire cost for dental and vision insurance.

This year’s health insurance plan provided by Anthem will increase by 5.5%. The proposed MOU provisions update the employee contribution amounts and set forth that any reimbursements for 2026 will be used to offset increases for 2027 health insurance plan costs. Therefore, the funds would benefit both the City and employees consistent with the proportion of increased costs each party is responsible to pay.

The KCCEA side letter includes an additional provision to increase the City Clerk salary by approximately 1% to address the minimum wage issue for exempt positions. Exempt positions are jobs that are not eligible for overtime pay, minimum wage, or other protections under the Fair Labor Standards Act (FLSA).

To be classified as exempt, an employee must meet specific salary and duties tests, typically involving high-level responsibilities and specialized knowledge.

The attached First Side Letter of Agreement with the KCCEA was agreed to in order to maintain the MOU salary table consistent with the Job Classification Plan.

COST ANALYSIS:

The cost impact is minor and can be accommodated in the existing budget.

ENVIRONMENTAL REVIEW:

Labor agreements are not a “project” for the purposes of the California Environmental Quality Act (CEQA) as they do not have the potential for resulting in either a direct physical change to the environment or a reasonably foreseeable indirect physical change in the environment. No further action is required under CEQA for City Council action.

FIRST SIDE LETTER OF AGREEMENT

BETWEEN THE KING CITY CONFIDENTIAL EMPLOYEES ASSOCIATION

AND THE CITY OF KING
This first side letter is entered into by and between the King City Confidential Employees Association (“KCCEA”) and the City of King (“City”).

RECITALS

1. A Memorandum of Understanding (MOU) between the King City Confidential Employees Association (“KCCEA”) and the City is in effect for the period of July 1, 2025 to June 30, 2026.

2. The parties have mutually agreed to implement an additional salary increase to the City Clerk salary to comply with State of California regulations for exempt positions related to minimum wage requirements.

3. The parties have mutually agreed to allocate potential 2026 health insurance plan cost savings that may be reimbursed to the City to offset costs for 2027 health insurance plan costs.

AGREEMENT
It is therefore agreed that the City and KCCEA will implement the following changes, effective January 1, 2026:

1. ARTICLE III, SECTION 1 – HEALTH INSURANCE BENEFITS is amended to read as follows:

1.1 The City will maintain health insurance for employees and their eligible dependents that provides at least the same level of benefits as provided as of 7/1/2019.

1.2 The City shall provide employees with health insurance (medical, dental and optical) for each full-time employee and eligible dependents.

1.3 The Employee shall pay one hundred and seventy-four dollars and twenty-three cents ($174.23) per month plus fifty-five dollars and seventy-five cents ($55.75) per month per dependent up to three (3) dependents towards premiums. The amounts paid by the Employee for employee and dependent coverage shall further increase at any time the premium paid by the City to the provider for the primary plan increases. Each increase shall be calculated by applying the percentage of the increase experienced by the City up to a maximum of twelve percent (12%) per increase. Increases shall take effect on the date that any rate increase to the City by the primary plan provider takes effect. The City shall pay the remainder of the increase in premium(s). Any reimbursement received by the City from the EXHIBIT 1
primary plan provider for costs incurred for the calendar year 2026 primary plan shall be used to offset the total cost increase for the primary plan for calendar year 2027.

1.4 Spouse, domestic partner and dependent coverage shall continue to be available as provided through the City's Plan. An employee's spouse, domestic partner and/or dependent children under age twenty-six (26), as well as children over age twenty-six (26) and are incapable of supporting themselves due to physical or mental disabilities existing prior to obtaining age twenty-six (26), are eligible to be enrolled.

2. APPENDIX B-1 is amended to read as follows:

TITLE A B C D E F G
Police Captain 143,806.82 150,997.16 158,547.02 166,474.37 174,798.09 183,537.99 192,714.89 Public Works
Superintendent 89,756.21 94,244.02 98,956.22 103,904.03 109,099.23 114,554.20 120,281.91 Recreation Manager 89,756.21 94,244.02 98,956.22 103,904.03 109,099.03 114,554.20 120,281.91 City Clerk 70,370.60 73,889.13 77,583.59 81,462.77 85,535.90 89,812.70 94,303.33 Executive Assistant 59,826.00 62,817.30 65,958.17 69,256.07 72,718.88 76,354.82 80,172.56

3. All provisions approved in this First Side Letter of Agreement amending the existing MOU shall be incorporated herein and remain in effect through the term of the MOU as provided by this side letter of agreement. All other terms and conditions of employment outlined in the MOU remain unchanged and in full effect.

Agreed to this ___ day of December, 2025.

FOR THE CITY OF KING: FOR THE ASSOCIATION:

Steven Adams, City Manager Andrea Wasson, Recreation Manager Joshue Partida, Police Captain

FIRST SIDE LETTER OF AGREEMENT

BETWEEN THE KING CITY POLICE SERGEANTS ASSOCATION

AND THE CITY OF KING
This first side letter is entered into by and between the King City Police Sergeants Association (“KCPSA”) and the City of King (“City”).

RECITALS

1. A Memorandum of Understanding (MOU) between the King City Police Sergeants Association (“KCPSA”) and the City is in effect for the period of July 1, 2025 to June 30, 2027.

2. The parties have mutually agreed to allocate potential 2026 health insurance plan cost savings that may be reimbursed to the City to offset costs for 2027 health insurance plan costs.

AGREEMENT
It is therefore agreed that the City and KCPSA will implement the following changes, effective January 1, 2026:

1. ARTICLE IV, SECTION 1 – HEALTH INSURANCE BENEFITS is amended to read as follows:

1.1 The City will maintain health insurance for employees and their eligible dependents that provides at least the same level of benefits as provided as of 7/1/2019.

1.2 The City shall provide employees with health insurance (medical, dental and optical) for each full-time employee and eligible dependents.

1.3 The Employee shall pay one hundred and seventy-four dollars and twenty-three cents ($174.23) per month plus fifty-five dollars and seventy-five cents ($55.75) per month per dependent up to three (3) dependents towards premiums. The amounts paid by the Employee for employee and dependent coverage shall further increase at any time the premium paid by the City to the provider for the primary plan increases. Each increase shall be calculated by applying the percentage of the increase experienced by the City up to a maximum of twelve percent (12%) per increase. Increases shall take effect on the date that any rate increase to the City by the primary plan provider takes effect. The City shall pay the remainder of the increase in premium(s). Any reimbursement received by the City from the primary plan provider for costs incurred for the calendar year 2026 primary plan shall be used to offset the total cost increase for the primary plan for calendar year 2027.

EXHIBIT 2

2. All provisions approved in this Seventh Side Letter of Agreement amending the existing MOU shall be incorporated herein and remain in effect through the term of the MOU as provided by this side letter of agreement. All other terms and conditions of employment outlined in the MOU remain unchanged and in full effect.

Agreed to this ___ day of December, 2025.

FOR THE CITY OF KING: FOR THE UNION:

Steven Adams, City Manager
Veronica Contreras, HR Manager
Anthony Shaw, President

FIRST SIDE LETTER OF AGREEMENT

BETWEEN THE KING CITY POLICE OFFICERS ASSOCATION

AND THE CITY OF KING
This first side letter is entered into by and between the King City Police Officers Association (“KCPOA”) and the City of King (“City”).

RECITALS

1. A Memorandum of Understanding (MOU) between the King City Police Officers Association (“KCPOA”) and the City is in effect for the period of July 1, 2025 to June 30, 2027.

2. The parties have mutually agreed to allocate potential 2026 health insurance plan cost savings that may be reimbursed to the City to offset costs for 2027 health insurance plan costs.

AGREEMENT
It is therefore agreed that the City and KCPOA will implement the following changes, effective January 1, 2026:

1. ARTICLE IV, SECTION 1 – HEALTH INSURANCE BENEFITS is amended to read as follows:

1.1 The City will maintain health insurance for employees and their eligible dependents that provides at least the same level of benefits as provided as of 7/1/2019.

1.2 The City shall provide employees with health insurance (medical, dental and optical) for each full-time employee and eligible dependents.

1.3 The Employee shall pay one hundred and seventy-four dollars and twenty-three cents ($174.23) per month plus fifty-five dollars and seventy-five cents ($55.75) per month per dependent up to three (3) dependents towards premiums. The amounts paid by the Employee for employee and dependent coverage shall further increase at any time the premium paid by the City to the provider for the primary plan increases. Each increase shall be calculated by applying the percentage of the increase experienced by the City up to a maximum of twelve percent (12%) per increase. Increases shall take effect on the date that any rate increase to the City by the primary plan provider takes effect. The City shall pay the remainder of the increase in premium(s). Any reimbursement received by the City from the primary plan provider for costs incurred for the calendar year 2026 primary plan shall be used to offset the total cost increase for the primary plan for calendar year 2027.

EXHIBIT 3

Agreed to this ___ day of December, 2025.

FOR THE CITY OF KING: FOR THE UNION:

Steven Adams, City Manager
Veronica Contreras, HR Manager
Cody Hughes, President
Robert Ramon, Treasurer

SEVENTH SIDE LETTER OF AGREEMENT
BETWEEN THE SERVICE EMPLOYEES INTERNATIONAL UNION LOCAL 521

AND THE CITY OF KING
This seventh letter is entered into by and between the Service Employees International Union Local 521 (“SEIU”) and the City of King (“City”).

RECITALS

1. A Memorandum of Understanding (MOU) between the Service Employees International Union Local 521 (“SEIU”) and the City is in effect for the period of July 1, 2022 to June 30, 2026.

2. The parties have mutually agreed to allocate potential 2026 health insurance plan cost savings that may be reimbursed to the City to offset costs for 2027 health insurance plan costs.

AGREEMENT
It is therefore agreed that the City and SEIU will implement the following changes, effective January 1, 2026:

1. ARTICLE III, SECTION 1 – HEALTH INSURANCE BENEFITS is amended to read as follows:

1.1 The City will maintain health insurance for employees and their eligible dependents that provides at least the same level of benefits as provided as of 7/1/2019.

1.2 The City shall provide employees with health insurance (medical, dental and optical) for each full-time employee and eligible dependents.

1.3 The Employee shall pay one hundred and seventy-four dollars and twenty-three cents ($174.23) per month plus fifty-five dollars and seventy-five cents ($55.75) per month per dependent up to three (3) dependents towards premiums. The amounts paid by the Employee for employee and dependent coverage shall further increase at any time the premium paid by the City to the provider for the primary plan increases. Each increase shall be calculated by applying the percentage of the increase experienced by the City up to a maximum of twelve percent (12%) per increase. Increases shall take effect on the date that any rate increase to the City by the primary plan provider takes effect. The City shall pay the remainder of the increase in premium(s). Any reimbursement received by the City from the primary plan provider for costs incurred for the calendar year 2026 primary plan shall be used to offset the total cost increase for the primary plan for calendar year 2027.

EXHIBIT 4

Agreed to this ___ day of December, 2025.

FOR THE CITY OF KING: FOR THE UNION:

Steven Adams, City Manager
Veronica Contreras, HR Manager
Victor Caravez, Internal Organizer
Josefina Deniz, Steward
Paulino Maya, Steward
Rigoberto Sanchez, Steward
Gerardo Vasquez, Steward
Item No. 9 (F)

REPORT TO THE CITY COUNCIL
DATE: DECEMBER 9, 2025
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: DOREEN LIBERTO, COMMUNITY DEVELOPMENT DIRECTOR
MARK McCLAIN, BUILDING OFFICIAL
RE: CONSIDERATION OF AN ORDINANCE AMENDING CHAPTERS

12.04 AND 12.08 OF THE KING CITY MUNICIPAL CODE
ADOPTING THE 2025 CALIFORNIA BUILDING AND FIRE
CODES
________________________________________________________________ RECOMMENDATION:

It is recommended City Council waive the second reading by title only and adopt waive the second reading by title only and adopt an Ordinance amending provisions of Chapter 12.04 and 12.08 of Title 12 of the King City Municipal Code pertaining to 2025 California Building and Fire Codes.

BACKGROUND:

The California Building Standards Commission (CBSC) has published the latest (2025) editions of the Building and Fire Codes (Codes) for the State of California.

They will become effective for every state agency and local municipality as of January 1, 2026. Cities and counties are mandated to adopt the State’s new construction codes every three years with or without local amendments.

Amendments are permitted provided that they are not less restrictive than the State code. Amendments to these codes must be supported by findings demonstrating that they are reasonably necessary to protect the health, welfare and safety of the citizens of King City due to local climatic, geological and topographical conditions. However, amendments to the Residential Code will not be permitted per current state law. The City Council introduced the Ordinance at the November 25, 2025 meeting.

CITY COUNCIL
CONSIDERATION OF AN ORDINANCE AMENDING CHAPTERS 12.04 AND

12.08 OF THE KING CITY MUNICIPAL CODE ADOPTING THE 2025

CALIFORNIA BUILDING AND FIRE CODES
DECEMBER 9, 2025
PAGE 2 OF 4
DISCUSSION:

The new codes contain 12 parts that incorporate the latest national standards in the International Building, Residential, and Fire Codes, National Electrical Code, and the Uniform Mechanical and Plumbing Codes. The new CBSC gives high priority to maintaining elevated levels of fire and emergency safety standards throughout the state. Access to persons with disabilities remains a high priority in California. Additionally, the new standards incorporate the latest seismic safety standards, ensuring that buildings will be designed and constructed utilizing the latest technology to reduce loss in the event of an earthquake.

The updated codes reflect California’s ongoing commitment to being a leader in energy efficiency. Key changes include requiring new homes and businesses to incorporate electric-ready infrastructure, improving the efficiency of HVAC systems, and introducing new standards for non-residential buildings. No amendments are proposed for residential uses.

In accordance with state law, local jurisdictions, through amendments, incorporate additional regulations that address special circumstances in the community, based on geographical, topographical or climatic conditions, provided said changes and modifications are not less restrictive than the State Codes. Amendments to the new CBSC must be adopted by the local jurisdiction and submitted to the State Building Standards Commission prior to enactment.

Accordingly, the City’s Building Official, upon evaluation of both the new CBSC and building code amendments currently in effect, is proposing a number of local amendments to the CBSC, most of which are the inclusion of the Appendix chapters of each model code. All of the amendments are supported by findings identified in the first part of the proposed ordinance.

The California Fire Code has been incorporated into the attached ordinance and serves as the basis for most of the proposed amendments. The City’s Fire Chief recommends several local modifications to the model California Fire Code to maintain the City’s high level of fire protection. These include updated regulations for pallet storage and photovoltaic systems to enhance firefighter safety. Many of these amendments are continued from the previous King City Fire Code, with the exception of reduced fire sprinkler requirements. These thresholds were not included in this adoption cycle to avoid creating financial barriers for new development, particularly along the future Broadway Street expansion and other commercial infill projects. As noted earlier, no amendments are proposed for residential uses in accordance with current state law.

CITY COUNCIL
CONSIDERATION OF AN ORDINANCE AMENDING CHAPTERS 12.04 AND

12.08 OF THE KING CITY MUNICIPAL CODE ADOPTING THE 2025

CALIFORNIA BUILDING AND FIRE CODES
DECEMBER 9, 2025
PAGE 3 OF 4
Supplemental appendix provisions recommended for adoption include the following:

1. California Building Code (CBC) Appendix Chapters H-Signs, I-Patio Covers & J-Grading.

2. California Residential Code (CRC) Appendix Chapters G-Swimming Pools and Hot Tubs & H-Patio Covers.

3. California Plumbing Code (CPC) Appendix Chapters G-Graywater Systems and I-Installation Standards.

4. California Green Building Standards Code (CalGreen) with amendments to reflect King City’s C & D recycling ordinance.

5. California Fire Code (CFC) with all Appendix Chapters except Appendix Chapter “A” and amendments to technical provisions in:
a. Chapter 3 (pallet storage added).
b. Chapter 12 (Energy Systems; signage requirements for photovoltaic systems).

COST ANALYSIS:

Cost of the new code books were $1,565.00 and were identified in the current budget.

ENVIRONMENTAL REVIEW:

The adoption of the 2025 California Title 24 building and fire codes with local amendments is not considered a “project” under CEQA Guidelines Section 15378 because it has no potential to result in a direct or reasonably foreseeable indirect physical change in the environment.
.

ALTERNATIVES:

The following alternatives are provided for Council consideration:

1. Conduct the first reading of the ordinance as proposed;

2. Postpone consideration and request additional information;

3. Direct staff to delete amendments and introduce an ordinance that limits changes to only those required by the State; or

4. Provide staff with other direction.

Exhibit:

1. Ordinance No. 2025-840

1 ORDINANCE NO. 2025-840

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF KING
CALIFORNIA, AMENDING PORTIONS OF CHAPTER 12.04, CONSTRUCTION CODES ADOPTED IN TITLE 12 OF THE KING CITY MUNICIPAL CODE WHEREAS, the State of California every three years adopts certain model codes with State Amendments known as the California Code of Regulations, Title 24, Parts 1 through 12, also known as the California Building Standards Code, as defined in the California Building Standards Law commencing with Section 18901 of the Health and Safety Code, and;
WHEREAS, the 2025 California Building Codes adopted by the California Build Standards Commission will become effective on January 1, 2026, and; WHEREAS, a city may establish more restrictive building standards reasonably necessary due to local climatic, geological or topographical conditions, and;
WHEREAS, the City Council of the City of King City desires to amend Chapters 12.04 in Title 12 (Building and Construction) of the City of King Municipal Code, and;
WHEREAS, the City Council of the City of King further wishes to amend those portions of the California Code of Regulations Title 24 as identified herein; NOW, THEREFORE, the people of the chartered City of King City do ordain as follows:

SECTION 1. King City Municipal code is hereby amended by deleting sections 12.04.005, 12.04.010, 12.04.020, 12.04.040, 12.04.050 and 12.04.080 of Chapter 12.04 in its entirety and replace it with the following:

Chapter 12.04 Construction Codes Adopted:

12.04.005 Purpose and Authority- The purpose of this ordinance is to adopt by reference the 2025 edition of the California Building Standards Code Title 24 2 identified herein, and the 2024 edition of the International Property Maintenance Code subject to the definitions, clarifications, and the amendments set forth in this Ordinance. The purpose of this Ordinance is also to provide minimum requirements and standards for the protection of the public safety, health, property, and general welfare of the City of King City. This ordinance is adopted under the authority of Government Code Subsection 50022.2 and Health and Safety Code Section 18941.5
California Building Standards Title 24
PART 1---California Administrative Code
PART 2---California Building Code Volume 1 & 2 including listed Appendix chapters.

PART 2.5-California Residential Code including listed Appendix chapters.

PART 3---California Electrical Code including listed Appendix chapters.

PART 4---California Mechanical Code including listed Appendix chapters.

PART 5---California Plumbing Code including listed Appendix chapters.

PART 6---California Energy Code including the listed Appendix chapters.

PART 8---California Historical Building Code including listed Appendix chapters.

PART 9---California Fire Code including the listed Appendix chapters.

PART 10- California Existing Building Code including listed Appendix Chapters PART 11-California Green Building Standards Code.

PART 12-California Referenced Standards Code including listed Appendix chapter.

12.04.10 EXEMPTIONS FOR PENDING APPLICATIONS:

This Chapter shall be known as the City of King City Building Code, and may be cited as such, and will be referred to herein as “this Code” (a) The provisions of the codes as adopted and amended herein, shall not apply to any building or structure for which application for a building permit was made prior to January 1, 2026. Such buildings or structures shall be erected, constructed, enlarged, altered or repaired in accordance with the provisions of this chapter in effect at the date of said application. (b) All permit applications made after January 1, 2026, shall be processed in accordance with the provisions of the codes as adopted and amended herein.

12.04.020 DEFINITIONS:
“Building Code” means the California Building Code, or CBC 2025 edition based on the 2024 International Building Code, promulgated by the International Code Council including the appendix thereto, together with those omissions, exceptions and additions thereto as amended in Title 24 of the California Code of Regulations and this title.
3 “Residential Code” means the California Residential Code, or CRC 2025 edition based on the 2024 International Residential Code, including the appendix thereto, together with those omissions, amendments, exceptions and additions thereto as amended in Title 24 of the California Code of Regulations and this title. “Building Official” means the Chief Building Official, or a regularly authorized deputy.
“Existing Building” is a building legally erected prior to January 1, 2026. “Fire Code” means the California Fire Code, or CFC 2025 edition based on the 2024 International Fire Code as adopted and amended by the City of King. “Mechanical Code” is the California Mechanical Code or CMC 2025 based on the 2024 Uniform Mechanical Code including the appendix thereto, together with those omissions, amendments, exceptions and additions thereto as amended in Title 24 of the California Code of Regulations and this title.
“Occupancy” is the purpose for which a building, or part thereof, is used or intended to be used.
“Permit” is an official document or certificate issued by the Building Official authorizing performance of a specified building, plumbing, mechanical, or electrical activity or any combination of such permits issued jointly by the Building Official. “Plumbing Code” is the California Plumbing Code or 2025 CPC based on the 2024 Uniform Plumbing Code including the appendix thereto, together with those omissions, amendments, exceptions and additions thereto as amended in Title 24 of the California Code of Regulations and this title.
“Structure” is that which is built or constructed, an edifice or building of any kind, or any work artificially built up or composed of parts joined together in some definite manner.
“Green Building Code” is the California Green Building Standards Code 2025 promulgated by the International Code Council and as adopted in Title 24 of the California Code of Regulations and this title.
“Technical Codes” refer to those codes adopted by this Chapter containing the provisions for design and maintenance of buildings and structures and building service equipment as herein defined which include but are not limited to the California Building Code, California Plumbing Code, California Mechanical Code, California Electrical Code, California Administrative Code, California Fire Code, California Historical Building Code the International Property Maintenance Code.

12.04.040-HISTORIC BUILDINGS
4 Repairs, alterations and additions necessary for the preservation, restoration, rehabilitation or continued use of a building, structure or its building service equipment may be made without conforming to the requirements of the technical codes and in accordance with the provisions of the 2025 California Historical Building Code when authorized by the building official, provided. (1) The building or structure has been designated by official action of the legally constituted authority of the city as having special historical or architectural significance.
(2) Unsafe conditions as described in this title are corrected. (3) The restored building or structure and its building service equipment will be no more hazardous based on life safety, fire safety, and sanitation than the existing building. (Ord.636 (2), (2002)

12.04.050-ADOPTION OF INTERNATIONAL AND UNIFORM CODES
The following publications are hereby adopted by reference and incorporated in this Code, except as expressly amended or superseded the provisions of this Chapter.
(a) California Administrative Code, 2025 Edition- specific to administrative regulations of/for the California Building Standards Commission (BSC), the Department of Housing and Community Development (HCD-2), the Office of the State Fire Marshal (SFM), the Division of the State Architect (DSA), the Office of Statewide Planning and Development (OSHPD), the Department of Health Services (DHS), the Occupational Safety and Health Standards Board (OSHA), the California Energy Commission (CEC) the Department of Food and Agriculture (AGR), the Department of Youth Authority (AU), et al.
(b) California Building Code, 2025 Edition- based on the 2024 International Building Code including, among the Appendices- Appendix Chapter C; (Group U- Agricultural Buildings), Appendix Chapter I; (Patio Covers), Appendix Chapter H; (signs) and Appendix Chapter J; (Grading) as modified, as published by the International Code Council (ICC) as adopted and amended by the California Building Standards Commission in the California Building Standards Code, Title 24 of the California Code of Regulations.
(c) California Residential Code, 2025 Edition- based on the 2024 International Residential Code including, among the Appendices- Appendix Chapter H; (Patio Covers) and Appendix Chapter V; (Swimming Pool Safety Act) as published by the International Code Council (ICC) as adopted and amended by the California Building Standards Commission in the California Building Standards Code, Title 24 of the California Code of Regulations. (d) California Electrical Code, 2025 Edition- based on the 2023 National Electrical Code as published by the National Fire Protection Association, as 5 adopted by the California Building Standards Commission in Title 24 of the California Code of Regulations.
(e) California Mechanical Code, 2025 Edition- based on the 2024 Uniform Mechanical Code as published by the International Association of Plumbing and Mechanical Officials, and as amended and adopted by the California Building Standards Commission in Title 24 of the California Code of Regulations.
(f) California Plumbing Code, 2025 Edition- based on the 2024 Uniform Plumbing Code including among the appendices- Appendix Chapter A (Recommended Rules for Sizing the Water Supply System; Appendix Chapter B (Explanatory Notes on Combination Waste and Vent Systems); Appendix Chapter D (Sizing Storm Water Drainage Systems); Appendix Chapter I (Installation Standards); Appendix Chapter L (Alternative Plumbing Systems); as published by the International Association of Plumbing and Mechanical Officials, and as adopted by the California Building Standards Commission in Title 24 of the California Code of Regulations.
(g) California Energy Code 2025 Edition including Appendices as adopted by the California Building Standards Commission in Title 24 of the California Code of Regulations.
(h) California Historical Building Code 2025 Edition as adopted by the California Building Standards Commission in Title 24 of the California Code of Regulations.
(i) California Fire Code, 2025 Edition- based on the 2024 International Fire Code as published by the International Code Council (ICC) and as adopted and amended by the California Building Standards Commission in the California Building Standards Code, Title 24 of the California Code of Regulations, with local amendments.
(j) California Existing Building Code, 2025 Edition- based on the 2024 International Existing Building Code published by the International Code Council (ICC) as adopted and amended by the California Building Standards Commission in the California Building Standards Code, Title 24 of the California Code of Regulations.
(k) California Green Code, 2025 Edition as adopted by the California Standards Commission in Title 24 of the California Code of Regulations. (l) California Referenced Standards Code 2025 Edition including Appendices as adopted by the California Building Standards Commission in Title 24 of the California Code of Regulations.
(m) International Property Maintenance Code, 2024 Edition published by the International Code Council.

12.040.080-AMENDMENTS TO THE 2025 CALIFORNIA BUILDING CODES:

California Building Code part 2, 2025 Edition:
6 (a) Administration Chapter 1 volume 1 of the 2025 California Building Code, is hereby adopted and amended as follows:
(b) Subsection 103.1 Creation of enforcement agency, is amended to read as follows:

Subsection 103.1- The Building and Safety Department is hereby created and the official in charge thereof shall be known as the Building Official. (c) Section 105 Permits is amended to read as follows:

Subsection 105.5 Expiration. Every Grading, Building, Fire, Plumbing, Mechanical, and electrical permit issued by the city under this code shall expire by limitation and become null and void two (2) years after the date of issuance (The maximum allowable length for all permits is 2 years (2), unless otherwise noted. Extensions will not normally be considered.

Applicants with extenuating circumstances may submit written request and a filing fee to the Building Official. Such requests are required to outline extenuating circumstances that did not allow for the completion of the work as permitted). Or if the building or work authorized by such permit is not commenced within 180 days from the date of issuance, or if the building or work authorized by such permit is suspended or abandoned at any time after the work is commenced.
(d) Suspension and /or abandonment shall be determined by lack of progress inspections for a period of more than 180 days since a previous documented inspection. If a permit has expired, no work can recommence until a new permit is obtained.

Section 105.5.1.2- The cost of a new permit, the purpose of which is to facilitate completion of work for which a permit has expired, will be based on a quantitative estimation of inspections deemed necessary for completion. If costs for providing services to the project exceed the estimated fees collected at permit issuance, additional fees will apply. Said fees will be in accordance with the City’s Building Department Fee Schedule established by resolution of the City Council. It is the responsibility of the permittee to schedule all inspections necessary for a permit to remain current and valid. All inspections for this purpose must verify progress.

Section 105.5.2- Permits may be issued for a limited period of time when deemed necessary by the Building Official to abate dangerous, substandard, and/or illegal conditions. In such cases, the Building Official will establish the expiration at 30, 60, 90, or 180 days depending on the health and/or safety hazards. Such permit team limitations may be shorter if deemed appropriate and/or necessary by the Building Official.

Section 109.2 Fees- Is hereby amended to read as follows:

Section 109.2.1 Building permit fees- All permit fees to include Building, Electrical, Mechanical, Plumbing, and Grading permit fees shall be in accordance with the 7 schedule of fees adopted by resolution of the City Council of the City of King City from time to time.

Section 109.2.1 –Plan Review Fee- When a plan or other data are required to be submitted, a plan review fee shall be paid at the time of submitting plans and specifications for review. Plan review fees will be in addition to building permit fees for building, electrical, mechanical and plumbing work and shall be established by the City’s Building Department Fee Schedule established by resolution of the City Council. The plan review fee for grading shall be in accordance with the schedule established by the City Council. Where plans are incomplete or changed so as to require additional plan review, an additional plan review fee shall be charged in accordance with the schedule established by the City Council for such fee.

Section 113- Board of Appeals – Section 113.1 is amended to read as follows:

The board of appeals established by Section 113 shall be the city council.

Whenever any code adopted by reference establishes a board of appeals, that board shall be the City Council and the provisions of Sections 12.06.040 and

12.06.050 shall supersede the provisions of the adopted code.

Grading Appendix J Volume 2 of the 2025 California Building Code is hereby adopted and amended as follows:

Section J110 Erosion Control- is hereby amended to read as follows:

General—Building and access envelopes shall be delineated on the development plans when necessary to keep disturbance out of particularly erodible areas.

Exposed soil shall be protected from erosion by temporary and/or permanent measures. Such protection may consist of mulching, plastic sheeting, and/or vegetation.

Runoff Control—where concentrated runoff will occur, it will be carried in pipe or culvert conduits or over a non-erodible surface (paved, rocked, or vegetated) to catchment basins clearly shown on the development plan. All conduits must have proper energy dissipaters at the point of discharge when necessary to prevent erosion.

Building Site Runoff—Runoff from the building site shall be controlled by berms, swales, ditches, structures, vegetative filter strips and/or catch-basins to prevent the escape of sediment from the site. At least one percent (1%) grade will be required toward an improved storm drainage or catch-basin facility, either existing or planned.

Runoff Retention—Permanent holding of runoff on the site through percolation to the ground shall be required during and after construction, by the use of catchbasin, retention grading, pavement collection and recharge systems, and/or individual systems for housing units such as drywells or cisterns. 8 Topsoil—to promote regrowth of vegetation, the topsoil shall be stockpiled and reapplied upon completion of grading on slopes of less than 5:1 (20%) Soil Placement and Disposal—The placing or disposal of soil, silt or other organic and earthen materials from construction and other soil-disturbance activities at locations above the anticipated high-water line of any stream in the basin where they may be washed into said waters by rainfall or runoff in quantities deleterious to fish, wildlife and other beneficial uses, is prohibited.

Temporary Vegetation—Temporary vegetation sufficient to stabilize the soil as permanent vegetation cover is maturing shall be established on all disturbed areas as needed and as each stage of grading is completed.

Winter Operation— (October 15 to April 15
(1) Land disturbance or development operations may be restricted or temporarily halted between October 15 and April 15 (the normal rainy season) and/or other times whenever the city Building inspector determines that the weather, soil, slope and general site conditions may cause serious accelerated erosion or sediment damage either on-site or downstream.

When work is allowed, native ground cover shall not be cleared, destroyed, burned, or disturbed more than 15 days prior to grading or construction work unless approved in advance by the city building inspector. (2) When land development work is allowed during the normal rainy season, adequate erosion and sediment control measures including sediment catchbasins must be in place and effective during any land disturbance. (3) All cut and fill slopes without established vegetation between October 15 and April 15 shall be mulched. The mulching shall be anchored by punching or tacking into the soil or by the use of netting. A minimum of 1,000 pounds of straw, or equivalent, per each 10,000 square feet of slope surface will be required to be anchored. An additional amount may be required by the city building inspector.
(4) All erosion control plantings and mulching shall be closely monitored throughout the winter and runoff problems corrected promptly.

Dust—Dust from grading operations must be controlled. The permittee may be required to keep adequate equipment on the grading site to prevent dust problems.

Erosion Control Coordination with Project Installation. (1) All vegetative and/or structural measures required to safely discharge any accelerated run-off generated by the project shall be installed during the first or initial construction phase of the project.
(2) Land shall be developed in increments of workable size which can be completed in a single construction season. Erosion and sediment control measures shall be coordinated with a sequence of grading, development 9 and construction operations and all necessary erosion control measures shall be put in effect to the commencement of the next work increment and/or winter rainy season.
(3) Prior to completion and final acceptance of the project, all erosion control measures must be in place and all exposed base soil shall be mulched, fertilized and otherwise prepared so that it is planted to a permanent vegetative cover. The city building inspector may require watering of planted areas to initiate and assure growth.

Existing major Developments—as part of an expansion or intensification of existing major developments, silt and grease traps or sediment catch-basins shall be required.

Maintenance—all on-site erosion control facilities shall be properly maintained by the owners for the life of the project so that they do not become nuisances with stagnant water, heavy algae growth, insect breeding, odors, discarded debris, and/or safety hazards. Vegetative maintenance required may include mowing, fertilization, irrigation and/or reseeding.

California Electrical Code, 2025 Edition
(a) Article 89 – General Code Provisions of the 2025 California Electrical Code is here-by amended as follows:
(1) Subsection 89.108.4.2 Fees. All permit fees to include Building, Electrical, Mechanical, Plumbing, and grading permit fees shall be in accordance with the schedule of fees adopted by resolution of the City Council of the city of King City from time to time.

Subsection 89.108.4.3 Plan Review and Time Limitations- When a plan or other data are required to be submitted, a plan review fee shall be paid at the time of submitting plans and specifications for review. Plan review fees will be in addition to building permit fees for building, electrical, mechanical and plumbing work and shall be established by the City’s Building Department Fee Schedule established by resolution of the City Council. The plan review fee for grading shall be in accordance with the schedule established by the City Council. Where plans are incomplete or changed so as to require additional plan review, an additional plan review fee shall be charged in accordance with the schedule established by the City Council for such fee.

California Mechanical Code, 2025 Edition.
(a) Administration Chapter 1 of the 2025 California Mechanical Code, is hereby adopted and amended as follows:
(1) Section 104.3.2 Plan Review Fees- is hereby deleted and amended to read as follows:
10 Subsection 104.3.2 Plan Review Fee- When a plan or other data are required to be submitted, a plan review fee shall be paid at the time of submitting plans and specifications for review. Plan review fees will be in addition to building permit fees for building, electrical, mechanical and plumbing work and shall be established by the City’s Building Department Fee Schedule established by resolution of the City Council. Where plans are incomplete or changed so as to require additional plan review, an additional plan review fee shall be charged in accordance with the schedule established by the City Council for such fee.
(2) Section 104.5 Fees- is hereby deleted and amended to read as follows:

Section 104.5- Mechanical permit fee: All permit fees to include Building, Electrical, Mechanical, Plumbing, and Grading permit fees shall be in accordance with the schedule of fees adopted by resolution of the City Council of the City of King from time to time.

California Plumbing Code, 2025 Edition
(a) Administration Chapter 1 of the 2025 California Plumbing Code, is here-by adopted and amended as follows:
(1) Section 104.3.2 Plan Review Fees- Is hereby deleted and amended to read as follows:

Section 104.3.2 Plan Review Fee- When a plan or other data are required to be submitted, a plan review fee shall be paid at the time of submitting plans and specification for review. Plan review fees will be in addition to building permit fees for Building, Electrical, Mechanical, Plumbing and Grading work and shall be established by the City’s Building Department Fee Schedule established by resolution of the City Council. Where plans are incomplete or changed so as to require additional plan review, an additional plan review fee shall be charged in accordance with the schedule established by the City Council for such fee.
(2) Section 104.5 Fees- is hereby deleted and amended to read as follows:

Section 104.5- Plumbing Permit Fee: All permit fees to include Building, Electrical, Mechanical, Plumbing and Grading permit fees shall be in accordance with the schedule of fees adopted by resolution of the City Council of the City of King from time to time.

California Fire Code, 2025 Edition
11 Section 101.1 of the California Fire Code is hereby amended to read as follows:
101.1 Title. These regulations shall be known as the City of King Fire Code, hereinafter referred to as “this code.”
Section 101.2.1 is amended to read as follows:
101.2.1 Appendices. Provisions in all appendices to this code are hereby adopted in their entirety and shall apply.

Section 102.1 is amended to read as follows:
102.1 Construction and design provisions. The construction and design provisions of this code shall apply to:

1. Structures, facilities and conditions arising after the adoption of this code.

2. Existing structures, facilities and conditions not legally in existence at the time of adoption of this code.

3. Existing structures, facilities and conditions when identified in specific sections of this code.

4. Existing structures, facilities and conditions that, in the opinion of the fire code official, constitute a distinct hazard to life and property.

5. Existing structures alterations and repairs.

Section 105.5.60 is added to read as follows:
105.5.60 Agricultural Explosive Devices. An operational permit is required for storage or use of any agricultural explosive device including “bird bombs”.

Section 112.2 is amended to read as follows:
112.2 Owner/occupant responsibility. Correction and abatement of violations of this Code shall be the responsibility of the owner. If an occupant creates, or allows to be created, hazardous conditions in violation of this Code, the occupant shall be held responsible for the correction and abatement of such hazardous conditions.

Section 605.3.1 is added to read as follows:
605.3.1.1 Spark arresters. An approved spark arrester shall be installed on all chimneys, incinerators, smokestacks or similar devices using solid fuel for conveying smoke or hot gases to the outer air.
605.3.1.2 Spark arresters shall have openings in accordance with Section 2113.9.2(3) of the California Building Code and Section 1003.9.2 of the California Residential Code with minimum openings of 3/8” and maximum openings of ½”.

Section 901.1.1 is added to read as follows:
12 901.1.1 Responsibility. The owner of the protected premises shall be responsible for all fire protection systems within the protected premises, whether existing or installed under this code.

Section 901.2.2 is added to read as follows:
901.2.2 Additional documentation. Additional documentation as required by the fire code official shall be provided to the fire code official in an acceptable format.

Section 901.4 is amended to read as follows:
901.4 Installation. Fire protection systems shall be maintained in accordance with the original installation standards for that system. All systems shall be extended, altered, or augmented as necessary to maintain and continue protection whenever the building is altered, remodeled or added to. Alterations to fire protection systems shall be done in accordance with applicable standards.

Section 901.4.8 is added to read as follows:
901.4.8 Nonoperational equipment. Any fire protection equipment that is no longer in service shall be removed.

Section 901.6.4 is added to read as follows:
901.6.4 Qualifications of Inspection, Testing and Maintenance Personnel.

All personnel performing any inspection, testing or maintenance of any fire protection system shall be qualified. Where such inspection, testing and maintenance is performed by an outside service company, the company shall be appropriately licensed in accordance with the California Business & Professions Code or by the California State Fire Marshal.

Section 901.6.5 is added to read as follows:
901.6.5 Additional records. All documentation generated during any scheduled inspection or test of any fire protection system, whether required or voluntarily installed, shall be forwarded to the fire code official within 21 calendar days after the date of the inspection or test.

Section 901.11 is added to read as follows:
901.11 Fire Protection Features for Plant Processing and Extraction Facilities 901.11.1 Scope. This section applies to occupancies regulated by Chapter 38 of this Code.
13 901.11.2 Definitions.
901.11.2.1 Plant processing shall include all plant post-harvest operations, excluding retail sales of plant and related products.
901.112.2 Indoor cultivation shall be defined as all nursery or cultivation conducted in other than Group U occupancies (greenhouses). 901.11.3 Fire Protection Systems. All buildings or portions thereof housing plant post-harvest or indoor cultivation operations shall be protected as defined in this section.
901.11.3.1 Fire Sprinklers. Fire sprinklers shall be installed in accordance with 901.11.3.1.1, 901.11.3.1.2, or 901.11.3.1.3.
901.11.3.1.1 Installation. Fire sprinklers shall be installed in all buildings or portions thereof; such fire sprinkler systems shall be designed to Ordinary Group II design standards in the latest adopted edition of NFPA 13 and Section 903 of this code.
901.11.3.1.2 Group H. If the occupancy is classified as a Group H Occupancy the fire sprinkler system may be required to be designed and installed as an Extra Hazard fire sprinkler system.
901.11.3.1.3 Where permitted. Where permitted by the fire code official and not otherwise required by this code or the CBC, fire sprinklers may be eliminated in approved buildings less than 500 square feet.
901.11.3.2 Fire Alarm Systems. Fire alarm systems shall be installed in all buildings or portions thereof; such fire alarm systems shall include both fire sprinkler system monitoring and complete occupant notification as specified in the latest adopted edition of NFPA 72 and Section 907 of this code. 901.11.3.3 Special Hazard Systems. Where specified by appropriate UL listings for extraction booths utilizing volatile solvents, dry chemical fire protection systems shall be installed according to the latest adopted edition of NFPA 17. If there is no UL listing for the extraction booth, a dry chemical fire protection system shall be installed.
901.11.3.4 Portable Fire Extinguishers. Portable fire extinguishers shall be installed in accordance with NFPA 10 and Section 906 of this code.

Section 903.3.1.1.1 #8 is added to read as follows:
14 8. Passenger elevator shafts or associated passenger elevator mechanical rooms, where elevator shafts are constructed with a 2-hour fire resistive method.

Section 903.3.1.1.2 is deleted.

Section 903.3.1.2 is amended to read as follows:
903.3.1.2 NFPA 13R sprinkler systems. Automatic sprinkler systems in Group R occupancies up to and including four stories in height shall be permitted to be installed throughout in accordance with NFPA 13R as amended in Chapter 47 of this code.
903.3.1.2.1 Balconies and decks. Sprinkler protection shall be provided for exterior balconies, decks and ground floor patios of dwelling units were the building is of Type V construction, provided there is a roof or deck above. Sidewall sprinklers that are used to protect such areas shall be permitted to be located such that their deflectors are within 1 inch to 6 inches below the structural members and a maximum distance of fourteen (14) inches below the deck of the exterior balconies and decks that are constructed of open wood joist construction. 903.3.1.2.3 Attics. Where NFPA 13R sprinkler systems are installed, all attic areas shall be provided with sprinkler protection in accordance with NFPA 13. 903.3.1.2.4 Sprinkler control valves. Where NFPA 13R sprinkler systems are installed, sprinkler system control valves shall be installed in accordance with NFPA 13.
903.3.1.2.5 Bathrooms. Automatic sprinklers shall be installed in all bathrooms, regardless of square footage, where an electrical receptacle is installed. 903.3.1.2.6 Accessible storage areas. Automatic sprinklers shall be installed in all accessible storage areas.
903.3.1.2.7 Under-stair spaces. Automatic sprinklers shall be installed in all under-stair spaces including all under-stair closets.

Section 903.3.1.3 is amended to read as follows:
903.3.1.3 NFPA 13D sprinkler systems. Automatic fire sprinkler systems installed in one- and two-family dwellings; Group R-3 and R-4 congregate living facilities and townhouses shall be permitted to be installed throughout in accordance with NFPA 13D as amended in Chapter 80. The requirements of this section supersede the requirements of the California Residential Code. 15 903.3.1.3.1 Hydrostatic Testing. All fire sprinkler systems installed in one- and two-family dwellings shall be tested for leakage by undergoing a hydrostatic test made at 200 psi for a two-hour duration.
903.3.1.3.2 Water Supply. Each water system supplying both domestic and fire protection systems shall have a single indicating-type control valve, arranged to shut off both the domestic and sprinkler systems. A separate shut-off valve for the domestic system only shall be permitted to be installed. The location of the control valve shall be approved by the fire code official. 903.3.1.3.3 Bathrooms. Automatic sprinklers shall be installed in all bathrooms, regardless of square footage, where an electrical receptacle is installed. 903.3.1.3.4 Garages. Automatic sprinklers shall be installed in all attached garages and other accessory structures and in all garages and other accessory structures located within 20 feet of the main residence. 903.3.1.3.5 Storage Areas. Automatic sprinklers shall be installed in all accessible storage areas.
903.3.1.3.5.1 Under Stair Locations. Automatic sprinklers shall be installed in all under-stair spaces including all closets.
903.3.1.3.6 Alarms. Local water flow alarms shall be provided on all sprinkler systems. Local water flow alarms shall be powered from the main kitchen refrigerator circuit. The local water flow alarm shall be clearly audible from within the master bedroom at an audibility level of not less than 75 dBa. Where no kitchen exists in the building, the water flow alarm shall be powered from the bathroom lighting circuit. Where required by the fire code official, interior audible notification appliances or additional water flow alarms may be required to be installed at locations specified by the fire code official.
903.3.1.3.7 Automatic fire sprinklers shall be installed to protect all furnaces and heating system appliances.

Section 903.4.1 is amended to read as follows:
903.4.1 Monitoring. Alarm, supervisory and trouble signals shall be distinctly different and shall be automatically transmitted to an approved central station, remote supervising station or proprietary station as defined in NFPA 72, or, where approved by the fire code official, shall sound an audible signal at a constantly attended location. The fire alarm system installed to transmit such signals shall be considered a building fire alarm system.(exceptions remain unchanged)
Section 903.4.2 is amended to read as follows:
16 903.4.2 Alarms. One exterior approved audible appliance shall be connected to each automatic sprinkler system in an approved location. Sprinkler water-flow alarm devices shall be activated by water flow equivalent to the flow of a single sprinkler of the smallest orifice size installed in the system. Where a building fire alarm system is installed, actuation of the automatic sprinkler system shall actuate the building fire alarm system. Interior alarm notification appliances shall be installed as required by Section 903.4.2.1.

Section 903.4.2.1 is added to read as follows:
903.4.2.1 Notification. Where an automatic fire sprinkler system is installed in a building with more than one tenant or with over 100 sprinkler heads, audible and visible notification appliances shall be installed throughout the building as follows:
a. Audible notification appliances shall be installed so as to be audible at 15 dBa above average sound pressure level throughout the building. b. Visible notification appliances shall be installed in all public and common use areas, restrooms and corridors in accordance with the spacing requirements of NFPA 72.
c. Visible notification appliances can be eliminated in normally unoccupied portions of buildings where permitted by the fire code official.

EXCEPTION: The requirements of this section do not apply to Group R-3 Occupancies.

Section 903.4.3 is amended to read as follows:
903.4.3 Floor control valves. Approved indicating control valves and water flow switches shall be provided at the point of connection to the riser on each floor in all buildings over one story in height and shall be individually annunciated as approved by the fire code official.

Section 904.12.2 is amended to read as follows:
904.12.2 System interconnection. The actuation of the fire extinguishing system shall automatically shut down all fuel and electrical power located under the hood, except for the electrical power to the exhaust air supply. The fuel and electrical supply reset shall be manual.

Section 904.12.5.2 is amended to read as follows:
904.12.5.2 Extinguishing system service. Automatic fire extinguishing systems shall be serviced by a CSLB licensed C-16 contractor or a CSFM licensed “A” licensee at least every six months and after activation of the system. Inspection shall be performed by the owner at least monthly in accordance with the currently adopted edition of NFPA 17-A. The service contractor shall review the records of 17 monthly inspections every six months, and deficiencies shall be reported to the fire code official. A service report shall be forwarded to the fire code official by the licensed service contractor within 21 days after every service on the appropriate AES form.

Section 907.1.6 is added to read as follows:
907.1.6 Multiple Fire Alarm Systems. Multiple fire alarm systems within a single protected premises are not permitted, unless specifically authorized by the fire code official.

Section 907.2 is amended to read as follows:
907.2 Exception 1. The manual fire alarm box is not required for fire alarm control units dedicated to elevator recall control.

Section 907.6.6 is amended to read as follows:
907.6.6 Monitoring. Fire alarm systems, whether required by this chapter or the California Building Code or voluntarily installed, shall be monitored by an approved supervising station in accordance with NFPA 72 and this section.

Section 907.7.2 is amended to read as follows:
907.7.2 Completion documents. The following documentation shall be provided at the time of acceptance testing for all fire alarm system installations:

1. A record of completion in accordance with NFPA 72.

2. A contractor’s statement verifying that the system has been installed in accordance with the approved plans and specifications and has been 100% tested in accordance with NFPA 72.

3. A contractor’s affidavit of personnel qualifications, indicating that all personnel involved with the installation of the fire alarm system meet the qualification requirements of the fire code official.

Section 1205.1.1 is amended as follows:
1205.1.1 Signing and Marking. In addition to signing and marking requirements of the California Building Code and the California Residential Code, the following signing and marking is required:
1205.1.1.1 Main Panel Exterior Marking. A placard is required to be permanently affixed to the main service disconnect panel. The placard shall be red in color with white capital letters at least 3/4” in height and in a non-serif font, to read “SOLAR DISCONNECT INSIDE PANEL.” The placard shall be constructed of weather-resistant, durable plastic with engraved letters, or other approved material.
18 1205.1.1.2 Circuit Disconnecting Means Marking. A permanent label is to be affixed adjacent to the circuit breaker controlling the inverter or other photovoltaic system electrical controller. The label shall have contrasting color capital letters at least 3/8” in height and in a non—serif font, to read “SOLAR DISCONNECT.” The label shall be constructed of durable adhesive material or other approved material.
1205.1.1.3 Secondary Power Sources. Where photovoltaic systems are interconnected to battery systems, generator backup systems, or other secondary power systems, additional signage acceptable to the fire code official shall be required indicating the location of the secondary power source shutoff switch.
1205.1.1.4 Installer Information. Signage acceptable to the fire code official indicating the name and emergency telephone number of the installing contractor shall be required to be installed adjacent to the man disconnect.

Section 1205.2.1 is amended as follows:

Section 1205.2.1, Exceptions 1 and 2 are deleted in their entirety.

Section 1205.2 is amended to read as follows:

Section 1205.2.1.4 Hip and Valley Layout. Hip and Valley Layouts. Modules shall be located no closer than one and one-half feet (1-1/2’) to a hip or valley if modules are to be placed on both sides of a hip or valley. Where modules are located on only one side of a hip or valley that is of equal length, the modules shall be permitted to be placed directly adjacent to the hip or valley.

Section 3905.3 is added to read as follows:
3905.3. Fire Protection Systems. Fire protection systems in occupancies regulated by this chapter shall be in accordance with Section 901.11 of this Code.

International Property Maintenance Code, 2024 Edition
(A) Administration Chapter 1 Subsection 101.1 to read as follows:

Subsection 101.1 Title: These regulations shall be known as the International Property Maintenance Code of the City of King City, hereinafter referred to as “this code”
(B) Subsection 102.3 to read as follows:
19 Subsection 102.3 Application of other codes. Repairs, additions or alterations to a structure, or changes of occupancy, shall be done in accordance with the procedures and provisions of the California Building Standards Code and other applicable laws and ordinances.
(C)Subsection 103.5 to read as follows:

Subsection 103.5 Fees. The fees for activities and services performed by the code official under this code shall be in accordance with the Schedule of Fees adopted by resolution of the City Council of the City of King City from time to time.
(D)Subsection 111.2 to read as follows and delete Sections 111.2.1 through 111.2.5.

Subsection 111.2 Membership of board of appeals. The board of appeals shall be the City Council and shall be in accordance with Sections 12.06.040 and 12.06.050 of this code. (12.06.040 and 12.06.050 of this code) (E) Subsection 112.4 to read as follows:

Subsection 112.4 Failure to comply. Any person who shall continue any work after having been served with a stop work order, except such work as that person is directed to perform to remove a violation or unsafe condition, shall be liable to a fine of not less than $100 dollars or more than $1,000 dollars.

SECTION 2. The City Council hereby finds and determines all the amendments, deletions, and additions to the California Building Standards Code and other codes are necessary due to the following:

Climatic - The City of King experiences periods of high temperatures accompanied by low humidity and high winds each year. The City also experiences periods of intense rainfall, which creates the need for special drainage precautions.

Local Geological Conditions – City of King is located in the Salinas Valley in southern Monterey County, which is in a populated area having buildings constructed near a vast array of fault systems capable of producing major earthquakes. A severe seismic event could cause wide-spread damage, disrupt communications, damage gas mains, cause extensive electrical hazards, and place extreme demands on the limited and widely dispersed resources of rescue and fire-fighting resources resulting in failure to meet the fire and life safety needs of the community.
20 Local Topographical Conditions – The City of King being located adjacent to open vegetated areas subject to consistently high winds and potential fires, necessitates the amendments hereby adopted to address and clarify special needs to reduce fire hazard at the time of any disaster, natural or manmade, and to reduce hazards resulting from landslides, excessive erosion, and/or flooding.

SECTION 3. It is the intent of this ordinance to amend the King City Municipal Code. If the above amendment did not fully effectuate that intent, Council herby directs the City clerk to make any other such changes to the language in the King City Municipal Code as necessary to effectuate the intent of this Ordinance. Such changes shall be considered clerical.

SECTION 4. All ordinance and parts in conflict herewith are hereby repealed.

This ordinance will become effective on January 1st, 2026.

SECTION 5. If any provision(s) of this Ordinance or the application thereof to any person or circumstances is held invalid or unconstitutional by any court of competent jurisdiction, such invalidity or unconstitutionality shall not affect any other provision or application, and to this end the provisions of this ordinance are declared to be severable. The City Council hereby declares that it would have adopted this ordinance and each section, subsection, sentence, clause, phrase, parts or portions thereof be declared invalid or unconstitutional.

SECTION 6. This Ordinance shall take effect on January 1, 2026, and be in full force and effect from and after thirty (30) calendar days after its final passage and adoption. Within fifteen (15) calendar days after its adoption, the Ordinance, or a summary of the Ordinance, shall be published once in a newspaper of general circulation.

I HEREBY CERTIFY that the foregoing Ordinance was introduced by the City Council after waiving reading, except by Title, at a regular meeting thereof held on the 25th day of November, 2025, and adopted the Ordinance after the second reading at a regular meeting held on the ____ day of December, 2025, by the following roll call vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

ATTEST
21 ERICA SONNE, City Clerk

CITY OF KING
By: _______________________
MIKE LEBARRE, Mayor
APPROVED AS TO FORM:

By: ____________________________
ROY C. SANTOS, City Attorney
Aleshire & Wynder, LLP
I, ______________________________, City Clerk of the City of King, California, DO HEREBY CERTIFY that the foregoing is a true and accurate copy of the Ordinance passed and adopted by the City Council of the City of King on the date and by the vote indicated herein.

Item No. 9 (G)

REPORT TO THE CITY COUNCIL
DATE: DECEMBER 9, 2025
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: STEVEN ADAMS, CITY MANAGER
RE: CONSIDERATION OF APPLICATION FOR ANTHEM EMPLOYEE

MEDICAL INSURANCE PLAN
RECOMMENDATION:

It is recommended the City Council authorize the City Manager to submit an application and execute a change to the City’s employee medical insurance plan to enroll in the Anthem Balanced PPO 5000/20% HAS 8VVO Plan.

BACKGROUND:

The City’s current employee medical insurance plan is up for renewal on January 1 st. The City is currently enrolled in the Anthem PPO 6200 Plan, which was approved by the City Council at the December 12, 2023 meeting. The PPO has a network of preferred physicians and pharmacies that employees can choose from in order to receive maximum coverage. In addition, the City is self-insured for a portion of claims, which is administered by Employer Driven Insurance Services (E.D.I.S). This enables the City to obtain lower cost primary coverage.

The City’s insurance broker is 28 Insurance. Prior to each renewal period, they solicit quotes from different providers and present staff with an analysis of options.

DISCUSSION:

The City was recently notified by its insurance broker that the cost of the 2024 rates for the City’s current plan will increase by almost 14%, which will represent an annual increase of approximately $80,000. Under the City’s labor agreements with its employee unions, the City is obligated to provide a plan with benefits comparable to the plan in place when the Memorandum of Understanding (MOU) was executed. Under the MOUs for each of the labor groups, employees would receive an increase of 12% in their contribution amount. A number of alternative

CITY COUNCIL

CONSIDERATION OF APPLICATION FOR ANTHEM EMPLOYEE MEDICAL

INSURANCE PLAN
DECEMBER 9, 2025
PAGE 2 OF 3
plans were considered. The City Manager and Human Resources Manager met with representatives of each union to obtain their input.

Staff recommend transferring to the Anthem Balanced PPO 5000/20% HAS 8VVO Plan. This plan provides the same network, deductible and benefit levels.

The difference is that it is a level funded group health insurance plan, which means it projects the cost of City claims for the year and then charges the City based on what it feels will be the maximum cost. If claims end up below the projection, the City will be reimbursed from the savings at the end of the year. If claims are above, the rates are adjusted the following year.

The proposed cost represents an increase of 5.5% above the current cost, which is well below the cost to renew the current plan. This represents the maximum increase, but it could be less since there is a potential reimbursement. While the rates may be increased the following year, the City would maintain the option to switch again to another plan next year. No objections were submitted by the union representatives, and the proposed plan complies with the provisions of the MOUs.

COST ANALYSIS:

The projected increase is within the budgeted amount, so no additional appropriation is necessary. The proposed increase amount was also less than all other comparable plans identified.

ENVIRONMENTAL REVIEW:

Employee medical insurance is not considered a “project” for the purposes of the California Environmental Quality Act (CEQA). Therefore, the change does not have the potential for resulting in either a direct physical change to the environment or a reasonably foreseeable indirect physical change in the environment. No further action is required under CEQA for City Council action.

ALTERNATIVES:

The following alternatives have been identified for City Council consideration:

1. Approve staff’s recommendations;

2. Direct staff to apply for a different medical insurance plan and negotiate MOU changes with the employee unions;

3. Do not approve the recommendations and maintain the existing medical insurance plan; or

4. Provide other direction to staff.

EXHIBIT 1

Item No. 9 (H)

REPORT TO THE CITY COUNCIL
DATE:

TO:

FROM:

RE:

DECEMBER 9, 2025

HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL

STEVEN ADAMS, CITY MANAGER

CONSIDERATION OF RESCISSION OF CANCELLATION OF
THE DECEMBER 23, 2025 REGULAR CITY COUNCIL MEETING
RECOMMENDATION:

It is recommended that the City Council rescind the cancellation of the Regular City Council meeting on December 23, 2025.

BACKGROUND:

The City Council has traditionally cancelled the second regularly scheduled meeting in December. This year, this meeting will fall on the 23 rd of December.

At the October 14, 2025, the City Council approved cancelling the meeting.

DISCUSSION:

An important item has been identified in need of City Council consideration prior to the end of December. As a result, it has been proposed to reschedule the regular City Council meeting on December 23, 2025.

COST ANALYSIS:

There will be no cost associated with this item since it will involve only one agenda item and likely be a brief meeting.

ENVIRONMENTAL REVIEW:

This item is not a “project” for the purposes of the California Environmental Quality Act (CEQA) as it does not have the potential for resulting in either a direct physical change to the environment or a reasonably foreseeable indirect physical

Item No. 9(I)

REPORT TO THE CITY COUNCIL
DATE: DECEMBER 9, 2025
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: MIKE HOWARD, FINANCE DIRECTOR
RE: CONSIDERATION OF CITY OF KING KCCP PAYMENTS FOR
THE MONTH OF NOVEMBER 2025
RECOMMENDATION:

It is recommended City Council receive and file.

BACKGROUND:

At least once a month, the City Treasurer shall submit to the City Council, a copy of the invoices paid for the previous month.

DISCUSSION:

The purpose of this item is to provide the Council an opportunity to review and monitor ongoing expenditures. These documents are attached.

COST ANALYSIS:

There is no fiscal impact as a result of this action.

ENVIRONMENTAL REVIEW:

No Environmental Review required for this item.

ALTERNATIVES:

The following alternatives are provided for Council consideration:

1. Receive and file the report; or

2. Provide other direction to staff regarding requests for additional information.

Item No. 9 (J)

REPORT TO THE CITY COUNCIL
DATE: DECEMBER 9, 2025
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: STEVEN ADAMS, CITY MANAGER
RE: CONSIDERATION OF AIRPORT HANGAR AND LAND LEASE

RENTAL FEE INCREASE
RECOMMENDATION:

It is recommended the City Council adopt a Resolution increasing Mesa Del Rey executive and portable hangar land lease fees by 15% and amending the Master Fee Schedule to increase the rental rates for T-hangars by 15% effective January 1, 2026.

BACKGROUND:

The Mesa Del Rey Airport currently has 23 T-hangars that are rented for storage of aircrafts. There are also land leases for 3 privately owned executive hangars and 6 portable hangars. The existing rental fees for T-hangars are $245 per month. Land leases for executive and portable hangars vary. The City Council adopted a Resolution in November 2021 approving annual rate increases of 10% for a 5-year period. Prior to that time, rates had not been increased since 2017.

At the November 14, 2023 meeting, the City Council modified the increases for T-hangars the past 2 years to be 25% to bring them more in line with market rates. Land leases have not been increased for several years.

Each agreement includes the following provision:

The CITY reserves the right to revise rental amounts in subsequent periods by amending the Master Fee Schedule, subject to approval by the City Council of the City of King. CITY shall notify TENANT in writing of any changes to the monthly renal amount at least thirty (30) days prior to the effective date.

CITY COUNCIL

CONSIDERATION OF AIRPORT HANGAR AND LAND LEASE RENTAL FEE

INCREASE
DECEMBER 9, 2025
PAGE 2 OF 3
An additional rental fee increase is proposed at this time. Rent for T-hangars are invoiced semi-annually due on January 1st and July 1st and annually for land leases.

DISCUSSION:

Despite the annual increases recently approved, the City’s General Fund continues to subsidize the Mesa Del Rey Airport operation. All hangars and spaces are currently being leased. Despite annual inspections, the City also continues to experience problems with tenants leasing the hangars to use for storage of non-aviation related items given the low lease rates.

Staff recently prepared a citywide assessment of deferred maintenance items and determined the cost of needed maintenance on the existing T-hangars will cost over $200,000. Therefore, additional revenue is necessary and an increase in fees is not projected to result in any vacancies.

During the recent budget study session, City Council approved budget strategies to minimize use of reserves. One of the strategies was to increase hangar fees to reduce ongoing subsidies of Mesa Del Rey operation and improvement costs.

The increases will also help the City maintain compliance with Federal Aviation Administration (FAA) regulations since they require the City to charge market rates for rental of any airport property. Staff have determined that the City’s rates are currently lower than most other comparable airport hangar rentals.

COST ANALYSIS:

The proposed fee adjustment will result in an increase in revenue of approximately $15,000 annually.

ENVIRONMENTAL REVIEW:

The Master Fee Schedule adjustments are not a “project” for the purposes of the California Environmental Quality Act (CEQA) as they do not have the potential for resulting in either a direct physical change to the environment or a reasonably foreseeable indirect physical change in the environment. No further action is required under CEQA for City Council action.

ALTERNATIVES:

The following alternatives are provided for City Council consideration:

1. Adopt the Resolution;

2. Modify the Resolution to institute a larger fee increase and adopt;

RESOLUTION NO. 2025-5072

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF KING

APPROVING AIRPORT T-HANGAR LEASE AND EXECUTIVE HANGAR LAND LEASE

FEE INCREASES AND AN UPDATED MASTER FEE SCHEDULE
WHEREAS, the City of King maintains a Master Fee Schedule of all user fees; and WHEREAS, the purpose of user fees is for users of services to pay the cost of providing that service; and
WHEREAS, the City reviews and updates the Master Fee Schedule on a periodic basis to ensure that fees accurately reflect changes in costs to provide services; and WHEREAS, the City leases airport T-hangars and land for privately owned executive hangars for aviation purposes at the Mesa Del Rey Airport; and WHEREAS, Federal Aviation Administration regulations require airports to charge market rates for leases of land and facilities on the airport grounds; and WHEREAS, hangar fees are intended to generate revenue to pay for operational costs of the airport; and
WHEREAS, the City Council desires to apply an increase of 15% to monthly airport Thangar rentals and executive and portable hangar land leases to maintain appropriate cost recovery and market rate leases.

NOW, THEREFORE, BE IT HEREBY RESOLVED that the City Council of the City of King hereby approves an increase of 15% to T-hanger lease and executive and portable hangar land lease rates for 2026; and
BE IT FURTHER RESOLVED that the City Council of the City of King hereby approves the Master Fee Schedule attached and included herein as Exhibit A to be effective January 1, 2026.

This resolution was passed and adopted this 9
th day of December, 2025 by the following vote:

AYES, Council Members:

NAYS, Council Members:

ABSENT, Council Members:

ABSTAIN, Council Members:

APPROVED:
______________________________
Mike LeBarre, Mayor
CC Resolution No.

Page 2 of 2 ends

01222.0001/325812.1
ATTEST:
__________________________________
Erica Sonne, City Clerk
APPROVED AS TO FORM:
__________________________________
Roy Santos, City Attorney

Item No. 9 (K)

REPORT TO THE CITY COUNCIL
DATE: DECEMBER 9, 2025
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: STEVEN ADAMS, CITY MANAGER
RE: CONSIDERATION OF NEW AMENDED AIRPORT HANGAR

GROUND LEASE
RECOMMENDATION:

It is recommended the City Council: 1) approve a new amended ground lease with Chris Madson for Executive Hangar Lease Space #3; and 2) authorize the City Manager to execute the lease and make any non-substantive changes necessary as approved to form by the City Attorney.

BACKGROUND:

The City has leased a number of spaces at the Mesa Del Rey Airport. At the August 14, 2018 meeting, the City Council approved new updated ground lease documents for existing portable and executive hangar spaces, which had all expired approximately 10 prior to that. Executive Hangar Space #3 was leased by Meyers Tomatoes, Inc. at that time. At their request, the City Council approved a transfer of the lease to Chris Madson at the October 9, 2018 meeting. Mr. Madson subsequently proposed to make improvements to the hangar and requested a longer term lease to ensure he was provided enough time to justify the investment he was proposing to make, which was approved by City Council at the February 26, 2019 meeting.

The lease approved had a 5-year term, which has now converted to a month-tomonth lease. Mr. Madson is again proposing to make improvements and has requested a longer lease for the same purposes.

01222.0023/486711.1

MESA DEL REY MUNICIPAL AIRPORT
Land Lease Agreement
This Municipal Airport Lease Agreement (“Lease”) is made and entered into January 1, 2026 (“Lease Date”) between the CITY OF KING (“CITY”) and CHRIS MADSON, (“TENANT”), pursuant to the following recitals, which are a substantive part of this agreement:

RECITALS
A. The CITY owns real property located at the Mesa Del Rey Municipal Airport in the City of King.

B. TENANT wishes to lease from the CITY Executive Hangar Space #3 (“Premises”) at the Mesa Del Rey Municipal Airport, an area of approximately 7,900 square feet as depicted on EXHIBIT 1, for the purpose of locating an executive hangar for the storage of an aircraft and related items. No other use of said Premises by TENANT is authorized except with the specific written consent of the Airport Manager, which may be posted and updated by the Airport Manager from time to time.

C. The Premises at the Mesa Del Rey Municipal Airport are leased for the purpose of locating a executive hangar for the storage of an aircraft and related items. To the extent not prohibited by City ordinance or FAA regulation, common uses may include, but not be limited to, the storage of aircraft parts and materials, aviation related operations, work benches, tables, seating, storage of refreshments (such as a mini-fridge), a rest area, entertainment equipment (such as a radio and television), decorations, and assembly of experimental aircraft for personal use. In compliance with applicable FAA regulations, a Tenant is permitted to the perform routine and minor maintenance or inspections of their aircraft. However, any use of the Premises cannot create a nuisance or danger to public health and safety.

D. The CITY and TENANT desire to enter into a lease allowing TENANT to use the Premises in accordance with the terms and conditions of this Lease.

NOW, THEREFORE, CITY and TENANT agree as follows:

AGREEMENT

1. Lease of Premises and Term. The initial term of this Lease shall be 60 months, commencing on the 1 st day of January, 2026 and continuing from month-to-month after the initial term. Except as may herein be otherwise provided relative to the termination by CITY, this agreement may be terminated at any time by either party by giving thirty (30) days written notice in advance. TENANT agrees to pay a penalty equal to six (6) month’s rent for termination for any reason during the initial 60 month term of the Lease.

2. Premises Leased AS IS. TENANT acknowledges it has and shall accept the Premises from CITY in its “AS IS” condition without representation or warranty. TENANT acknowledges TENANT has inspected the Premises and is aware of its condition. Pursuant to California Civil Code Section 1938, TENANT is advised that the Premises have not undergone an inspection by a Certified Access Specialist, and, therefore, CITY is not aware if the Premises comply with the applicable construction-related accessibility standards pursuant to Civil Code Section 55.53.

3. Rent and Security Deposit. As consideration for the use and occupancy of the Premises, TENANT shall pay rent to CITY as follows: TENANT shall pay to CITY a monthly rent in the amount of one hundred and thirty-three dollars ($133.00). Rent shall be invoiced on an annual basis due on October 1st of each year. However, such payments shall not be construed to affect the rights of either party to terminate such tenancy upon thirty (30) days written notice. If such advance payments are made and the tenancy is terminated prior to the months paid in advance, rentals will be prorated and refunds made, net of the early termination penalty, if applicable. All rent shall be paid by TENANT and be personally delivered or mailed to the City at 212 South Vanderhurst Avenue, King City, CA 93930 or any other place or places that CITY EXHIBIT 1
01222.0023/486711.1
may designate by written notice to TENANT. Any rent not received by the due date shall bear interest from the date due until paid at the rate of ten percent (10%) per annum.

In recognition of prior occupancy of the designated rental site, City waives the requirement for a deposit.

Parties agree that no deposit exists for this lease.

The CITY reserves the right to revise rental amounts in subsequent periods by amending the subject to approval by Resolution of the City Council of the City of King. CITY shall notify TENANT in writing of any changes to the monthly renal amount at least thirty (30) days prior to the effective date.

4. Governing Rules. TENANT hereby agrees to obey any and all rules, regulations, laws, ordinances, and directives of CITY and such directives, if any, of the Airport Manager relative to the use of the Mesa Del Rey Municipal Airport and space herein described. TENANT further agrees to comply with the mandatory requirements of Chapter 2.30, Mesa Del Rey Municipal Airport Rules and Regulations, of the King City Municipal Code and/or any amendments, changes or alterations to the King City Municipal Code as may be periodically adopted by majority vote of the City Council.

5. Right of Entry. TENANT agrees that the Airport Manager, or a City employee designated by the Airport Manager shall have the right to enter the Premises to inspect, repair, alter, or make improvements.

The CITY may enter the Premises under emergancy conditions without notice.

6. Default. TENANT agrees that in the event of default in the payment of rent or any of the terms and provisions of the agreement, CITY may, at its option, without notice to TENANT, enter the Premises and remove therefrom all aircraft and other property which may be therein and to place the same on an uncovered portion of the airport and to store personal property at the expense of TENANT at a public or private warehouse. If the aircraft is placed on an uncovered portion of the airport, TENANT agrees to pay to CITY all tie down storage rates then applicable at the Mesa Del Rey Municipal Airport together with any and all reasonable charges imposed and expenses incurred by CITY for removal of any property on or in the Premises.

7. FAA Regulations. TENANT hereby specifically agrees in addition to the covenants and agreements hereby set forth to abide by any and all rules and regulations of the Federal Aviation Administration (“FAA”), including but not limited storage of materials within the Premises and those restrictions and/or conditions contained in grants of federal funds, pertinent to the operation of an aircraft and the use of the Mesa Del Rey Municipal Airport.

8. Insurance. TENANT hereby agrees to insurance requirements set forth in EXHIBIT 2 of this agreement.

9. Indemnification. TENANT hereby agrees that the privileges of using the Mesa Del Rey Municipal Airport and its facilities shall be conditioned upon the assumption of full responsibility and risk by the TENANT thereof. TENANT shall indemnify, protect, defend and hold harmless the Premises, CITY and its managers, officers, directors, members, employees, agents, contractors, partners and lenders, from and against any and all claims, and/or damages, costs, liens, judgments, penalties, permits, reasonable attorneys’ and consultant’s fees, expenses and/or liabilities arising out of, involving, or in dealing with (1) the use or occupancy of the Premises by TENANT and use of the parking lot and access way, the conduct of TENANT’s business or Program, any act, omission or neglect of TENANT, its officers, directors, members, employees, agents or contractors; (2) out of any breach by TENANT in the performance in a timely manner of any obligation on TENANT’s part to be performed under this Lease; (3) any acts, omissions or negligence of TENANT or any person or entity claiming through or under TENANT, or TENANT’s agents, employees, contractors, invitees or visitors; or (4) any claim arising under the Americans With Disabilities Act of 1990, California Disabled Persons Act and/or similar laws. The foregoing shall include, but not be limited to, all costs of the defense or pursuit of any claim or any action or proceeding involved therein, and whether or not (in the case of claims made against CITY) litigated and/or reduced to judgment. In case any action or proceeding is brought against CITY by reason of any of the foregoing matters, TENANT upon 01222.0023/486711.1
notice from CITY shall defend the same at TENANT’s expense by counsel reasonably satisfactory to CITY and CITY shall cooperate with TENANT in such defense. CITY need not have first paid any such claim in order to be so indemnified. In addition, CITY may require TENANT to pay CITY’s attorneys’ fees and costs in defending against or participating in such claim, action or proceeding if CITY shall decide, in its exercise of reasonable judgment, it is unsatisfied with the representation of its interest by TENANT or its counsel.

CITY shall not be liable for security, injury or damage to the person or goods, wares, merchandise or other property of TENANT, TENANT’s employees, contractors, invitees, customers, or any other person in or about the Premises, whether such damage or injury is caused by or results from fire, earthquake, flood, terrorism, steam, electricity, gas, water or rain, or from the breakage, leakage, obstruction or other any other cause, whether the said injury or damage results from conditions arising upon the Premises or from other source or places except if such injury or damage is the result of the gross negligence or willful misconduct of CITY or CITY’s employees, contractors or agents.

TENANT shall require all individuals participating in its programs to sign liability waivers releasing, indemnifying and holding harmless the CITY from any and all injuries arising from their participation in the Program or use of the Premises being offered by TENANT.

The provisions of this section shall survive the expiration or termination of this Lease.

10. Successors: Assignment and Subletting. This Lease shall inure to the benefit of and be binding upon the heirs, administrators, executors, successors, and assigns of the parties hereto, but shall not be assigned or subleased by TENANT without the prior written consent of CITY, which consent may be given or withheld in CITY’s sole and absolute discretion.

11. Enforcement. If either party commences an action against the other party arising out of or in connection with this Lease, the party prevailing in such litigation shall be entitled to have and recover from the losing party reasonable attorney's fees and costs of suit.

12. Waiver. The waiver by the CITY of any breach shall not be construed to be a continuing waiver of any subsequent breach.

13. Taxes, Assessments, and Fees.
a. Possessory Interest Tax and Assessments. TENANT acknowledges that, pursuant to California Revenue and Taxation Code section 107.6, TENANT’s possessory interest in the Premises created by this Lease may be subject to property taxation. TENANT shall be solely responsible for any property taxes arising out of TENANT’s possessory interest in the Premises. TENANT shall pay before delinquency any and all possessory interest taxes and assessments levied against it. On demand by CITY, TENANT shall furnish CITY with satisfactory evidence of these payments. b. Personal Property Tax. TENANT shall pay before delinquency all taxes, assessments, license fees, and other charges that are levied and assessed against TENANT’s personal property installed or located in or on the Premises, and that become payable during the term of this Lease. On demand by CITY, TENANT shall furnish CITY with satisfactory evidence of these payments. c. Business License Fee. TENANT shall pay before delinquency any and all business license fees that are levied and assessed against the TENANT, and that become payable during the term of this Lease, if any. TENANT’s failure to pay any applicable business license fee to CITY shall constitute a default under this Lease.

14. Fixtures, Chattels and Personal Property. TENANT hereby gives and grants to the CITY a lien upon all fixtures, chattels and personal property of every kind and description, including the Aircraft, now or hereinafter to be placed, installed or stored by the TENANT at the Airport; and agrees that in the event of any default on the part of the TENANT to pay rent, continuing for sixty (60) days, the Airport may take possession of and sell the same in any manner provided by law and may credit the net proceeds upon any 01222.0023/486711.1
indebtedness due or damage sustained by CITY without prejudice to further claims thereafter arising under the terms hereof.

15. Notice And Waiver Regarding Relocation, Goodwill, Property Interest And Condemnation.

TENANT knowingly and voluntarily acknowledges and agrees upon its vacation of the Premises at the end of the Lease, upon the sooner termination thereof for any reason, or vacation, of the Premises under any circumstances, in no event shall TENANT be entitled or shall CITY, including its employees, agents and assignees, be required to provide any relocation benefits, compensation for loss of goodwill, or assistance under any applicable federal, state, or local laws or regulations including without limitation, the Uniform Relocation Assistance Laws, California Government Code Section 7260 et seq. Further, TENANT being fully informed of any and all of its rights and obligations and all laws and regulations (including without limitation, the Uniform Relocation Assistance Laws, California Government Code Section 7260 et seq.) in connection therewith fully waives, releases and rejects any and all relocation assistance and benefits relating to or in any respect connected with TENANT vacating the Premises. In the event of the taking or condemnation of all or any part of the Premises, TENANT may receive compensation only for any taking of or damage to TENANT owned improvements. Any compensation awarded and interest thereon, including the compensation for the land value and interest thereon, shall belong to CITY. TENANT shall not receive any value related to the leasehold value of the property which shall be paid solely to the CITY.

In the event a condemnation or transfer in lieu thereof results in a taking of any substantial and/or material portion of the Premises, the CITY or TENANT may, upon written notice given to the other Party within thirty (30) days after such taking or transfer in lieu thereof, terminate this Lease.

16. Premises Designation. The CITY shall retain the right to assign the TENANT a new premises. The CITY shall make a reasonable effort to notify the TENANT of the change in premises specified for the TENANT and the TENANT shall vacate the Premises and agree to relocation to the specified premises.

17. Waiver of Liability. The CITY hereby disclaims and the TENANT hereby releases the CITY from any and all liability whether in contract of tort ( including strict liability and neglience), for any loss damage or injury to the aircraft or other property of TENANT that may be located or stored in the Premises, unless such loss, damage or injury is caused by the CITY’s sole negligence or intentional willful misconduct. The parties hereby agree that under no circumstances shall the CITY be liable for indirect, punitive, special or exemplary damages, whether in contract or tort ( including strict liability and negligence), such as, but not as limited to loss of revenue or anticipated profits or other damage related to the leasing of the Premises under this agreement.

18. Unremoved Property. If TENANT leaves any property, personal or otherwise on the Leased Premises after the termination of cancellation of this Lease, and fails, refuses or neglects, after notice from CITY, to remove same within thirty (30) days after such termination or cancellation, CITY at its option, may treat such property as abandoned, and shall have absolute right of disposal over such property. The cost for removal, if any, may be withheld from any deposit remaining in the account of the TENANT.

TENANT hereby waives any and all damages for any loss resulting from disposal of such property. CITY shall also have the right to remove the stored aircraft if the stored aircraft is not otherwise removed by TENANT within thirty (30) days of termination of this Lease. If CITY removes the stored aircraft from the Leased Premises following termination of this Lease, TENANT shall be responsible to CITY for all costs of such removal and subsequent storage.

19. Hazardous Materials. TENANT shall not keep, store or utilize any materials which violate the mandatory requirements of Chapter 2.30, Mesa Del Rey Municipal Airport, of the King City Municipal Code. Also, TENANT shall not keep, store or utilize any pesticides, hazardous, or other combustible materials on the Leased Premises at any time without written approval of CITY.

20. Relationship of Parties. CITY is not, nor shall it become or be deemed to be, a partner or a joint venturer with TENANT by reason of the provisions of this Lease nor shall this Lease be construed to authorize either party to act as the agent for the other. 01222.0023/486711.1

21. Notice. Any notice, demand, request, consent, approval, or communication that either party desires or is required to give to the other party or any other person shall be in writing and either served personally or sent by prepaid registered mail at the address of such party as provided below, or to any such address as such party shall notify the other in writing. Notice shall be deemed communicated when received if personally served or three (3) days after mailing if mailed.

22. Effect of Termination of Lease. Termination of this Lease shall not release any party hereto from any liability or obligation hereunder, whether of indemnity or otherwise, resulting from any acts, omissions or events happening prior to such termination or expiration, or thereafter in case by the terms of this Lease it is provided that anything shall or may be done after termination or expiration hereof.

23. Amendments. This Lease shall not be modified or amended in any way except in writing signed by the parties hereto.

24. Interpretation. This Lease shall be construed and interpreted in accordance with the laws of the State of California. Time is of the essence of this Lease.

25. Entire Agreement. This Lease contains all the agreements of the parties concerning the subject matter of it..

26. Severability. The unenforceability, invalidity, or illegality of any provision of this Lease shall not render the other provisions unenforceable, invalid, or illegal.

27. Construction. Headings at the beginnings of sections or subsections are solely for the convenience of the parties and are not a part of nor should they be used to interpret this Lease. The singular form shall include the plural, and vice-versa. This Lease shall not be construed as if it had been prepared by one of the parties, but rather as if both parties have prepared it. Unless otherwise indicated, all references to sections are to this Lease. All exhibits referred to in this Lease are attached to it and incorporated in it by this reference.

28. Voluntary Agreement; Authority to Execute. TENANT and CITY each represent that they have read this Lease in full and understand and voluntarily agree to all provisions herein. The parties further declare that prior to signing this Lease they each had the opportunity to apprise themselves of relevant information, through sources of their own selection, including consultation with counsel of their choosing if desired, in deciding whether to execute this Lease. The signatories to this Lease represent that they have the proper authority to execute this Lease on behalf of the respective party.

29. Cumulative Remedies. No remedy or election hereunder shall be deemed exclusive but shall, wherever possible, be cumulative with all other remedies at law or in equity, except TENANT (i) cannot seek money damages or pursue an action in law; and( ii) is instead limited to bringing a proceeding in the nature of specific performance, injunctive relief or mandamus, or any other action in equity.

30. Binding Effect; Choice of Law. This Lease shall be binding upon the Parties, their successors and assigns and be governed by the laws of the State of California. Any litigation between the Parties hereto concerning this Agreement shall be initiated in the Superior Court of the State of California for the County of Monterey.

31. Contact Information. TENANT shall notify CITY within thirty (30) days of any changes to TENANT’S address, phone numbers or other contact information.

IN WITNESS WHEREOF, the Parties have duly executed this Lease on the day and year first above written. 01222.0023/486711.1
CITY: TENANT:

CITY OF KING CITY,
a municipal corporation
By: __________________________
Steven Adams, City Manager
_________________, 2025
ATTEST:
______________________
Erica Sonne, City Clerk
APPROVED AS TO FORM:

ALESHIRE & WYNDER, LLP
By: _____________________
Roy Santos, City Attorney

CHRIS MADSON
an individual
By: ______________________________
_________________, 2025
01222.0023/486711.1
01222.0023/486711.1
EXHIBIT 2
Insurance Requirements
TENANT shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with TENANT’s operation and use of the leased premises. The cost of such insurance shall be borne by the TENANT.

MINIMUM SCOPE AND LIMIT OF INSURANCE
Coverage shall be at least as broad as:

1. Commercial General Liability (CGL): Insurance Services Office Form CG 00 01 covering CGL on an “occurrence” basis, including property damage, bodily injury and personal injury with limits no less than $1,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit.

2. Workers’ Compensation insurance as required by the State of California, with Statutory limits, and Employer’s Liability Insurance with limits of no less than $1,000,000 per accident for bodily injury or disease. (Only required for a TENANT with employee(s)).

3. Property Insurance against all risks of loss to any tenant improvements or betterments, at full replacement cost for the higher limits maintained.

If the TENANT maintains higher limits than the minimums shown above, the CITY requires and shall be entitled to coverage for the higher limits maintained.

Other Insurance Provisions:

1. For General Liability, the CITY, its officers, officials, employees, and volunteers are to be covered as additional insureds with respect to liability arising out of ownership, maintenance, or use of that part of the premises leased to the TENANT.

2. The TENANT’s insurance coverage shall be primary insurance as respect the CITY, its officers, officials, employees and volunteers. Any insurance or self- insurance maintained by the CITY, its officers, officials, employees , or volunteers shall be excess of the TENANT’s insurance and shall not contribute with it.

3. Each insurance policy required above shall contain, or be endorsed to contain, a waiver of all rights of subrogation against the CITY.

4. Each insurance policy shall be endorsed to state that coverage shall not be canceled except after thirty (30) days’ prior written notice ( 10 days for non-payment) has been given to the CITY.

5. The Property insurance shall name the CITY as Loss Payee as its interests may appear. 01222.0023/486711.1
Acceptability of Insurers
Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A: VII, unless otherwise acceptable to the CITY.

Deductibles and Self-Insured Retentions
Any deductibles or self-insured retentions must be declared to and approved by the CITY. At the option of the CITY, either: the TENANT shall obtain coverage to reduce or eliminate such deductibles or self-insured retentions as respects the CITY, its officer, officials, employees, and volunteers; or the TENANT shall provide a financial guarantee satisfactory to the CITY guaranteeing payment of losses and related investigations, claim administration, and defense expenses.

Verification of Coverage
TENANT shall furnish the CITY with the original certificates and amendatory endorsements or copies of the applicable policy language providing the insurance coverage required above. All certificates and endorsements are to be received and approved by the CITY before TENANT occupies the premises.

However, failure to obtain the required documents prior to occupying the premises shall not waive the TENANT’s obligation to provide them. The CITY reserves the right to require complete, certified copies of all required insurance policies, including endorsements, required by these specifications, at any time.

Waiver of Subrogation
TENANT hereby grants to CITY a waiver of any right to subrogation which any insurer of said TENANT may acquire against the CITY by virtue of the payment of any loss under such insurance. This provision applies regardless of whether or not the CITY has received a waiver of subrogation endorsement from the insurer.

Special Risks or Circumstances
CITY reserves the right to modify these requirements at any time, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances. 01222.0023/486711.1
Airport Land Lease Agreement
Information Sheet
Contact Name ( please print) __________________________________________________________ Bill to Name (if different form contact name like a company name):__________________________ Address:___________________________________________________________________________ Email:_____________________________________________________________________________ Home Phone: ____________________________ Cell Phone:_________________________________ Social Security Number: ______________________________________________________________ Aircraft Make and Model: _____________________________________________________________ Aircraft Registration (N#):_____________________________________________________________ Tenant’s Signature: _______________________________________Date:_______________________ Official Use Only:

Receipt #: ___________ Date:___________ Total Amount Paid:______________ Visa/Cash/Check #:_________________________1st Month Fee:______________ From:___________________ Security Deposit Amount:____NA______________ Hangar#:_E3_____# Keys Issued:______ Cleaning Deposit Amount__________ Gate Key #:________________________________Effective Date:_____________ Item No. 11 (A)

REPORT TO THE CITY COUNCIL
DATE: DECEMBER 9, 2025
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: STEVEN ADAMS, CITY MANAGER
RE: CONSIDERATION OF FIRST TEE MONTEREY COUNTY GOLF

COURSE OPERATOR AGREEMENT
RECOMMENDATION:

It is recommended the City Council: 1) approve and authorize the City Manager to execute a new Golf Course Operator Agreement with First Tee Monterey County (“First Tee”) contingent upon FEMA obligation of funding for the restoration project; 2) authorize the City Manager to make non-substantive changes to the agreement as necessary in a form approved by the City Attorney; and 3) authorize First Tee to temporarily close the King City Golf Course at any point prior to construction if necessary to achieve cost savings and prepare for the construction process.

BACKGROUND:

At the October 11, 2022 meeting, the City Council approved an agreement with First Tee to operate the King City Golf Course. Storms that occurred during the period of December 27, 2022 through January 31, 2023 caused the San Lorenzo Creek to severely flood the golf course. The flood damaged 6 holes on the course by washing away various features and depositing sediment, pollutants and invasive plants that have or will kill the turf. Several amendments to the agreement have been approved since that time to address impacts of the storm damage on the Golf Course operations. The most recent amendment approved at the June 10, 2025 meeting extended a $15,000 per month City subsidy for the operation through the end of August.

Staff have been working on a project to restore the Golf Course. Work to be done shall include demolition, removal, offsite disposal, grading, compaction, repair, and/or construction of fairways, greens, tee boxes, irrigation, golf cart paths, concrete sidewalks, and ramps at the King City Golf Course. Two bridges

CITY COUNCIL

CONSIDERATION OF FIRST TEE MONTEREY COUNTY OPERATIONAL

AGREEMENT
DECEMBER 9, 2025
PAGE 2 OF 4
were also damaged which are proposed to be replaced. Significant delays have been experienced due to the FEMA reimbursement process. The delays are largely the result of bids received that are well above the cost estimate for the project.

Due to the City’s budget constraints, the City Council approved conditions for continuing with the project during the Budget Study Session. The conditions included financial participation in the project costs by First Tee and ending ongoing City subsidies. At the August 26th meeting, City Council provided direction to staff on proposed strategies to move forward with the project, which included the following:
• FEMA approval of the allocation of the full cost of the project. • First Tee or establishment of a local non-profit agency partnering with First Tee to provide $175,000 of the total estimated $550,000 local matching funds for the project construction costs.
• First Tee or establishment of a local non-profit agency partnering with First Tee to provide: 1) a line of credit at 0% interest; or 2) payment of the interest costs of a short-term low interest government assistance loan. • No further City subsidies after January 1, 2026.

FEMA has now approved the new cost estimate for the project, which represents the most significant hurdle in obtaining the allocation. As a result, staff are now presenting an amendment to the existing agreement through the end of the year and a new First Tee agreement effective January 1, 2026 for consideration.

DISCUSSION:

The proposed amendment and agreement meet the conditions and terms set forth by the City Council at the Budget Study Session and August 26th meeting.

The proposed agreement includes the following provisions:
• The City agrees to extend the $15,000 monthly subsidy in the existing agreement through the end of December 2025. This is equal to the amount approved in the FY 2025-26 Biennial Budget. The City will not be responsible for any operational costs after that period in the new agreement. • First Tee will pay $175,000 toward the local match portion of the renovation improvements. Two payments will be made, one at the time the City

CITY COUNCIL

CONSIDERATION OF FIRST TEE MONTEREY COUNTY OPERATIONAL

AGREEMENT
DECEMBER 9, 2025
PAGE 3 OF 4
executes a contract for construction and the remainder at the completion of the project.
• First Tee will reimburse the City for any interest incurred for a loan needed during construction to make payments while waiting for FEMA reimbursement up to $50,000. Staff are now less concerned that the reimbursements may be delayed long enough to cause a problem based on feedback from the City’s consultants, so staff believe $50,000 will be sufficient for a worst-case scenario.
• The term of the agreement will be 15 years with one 5-year extension. • The City may terminate the agreement with 30 days written notice if the FEMA or State OES funding is substantially reduced, eliminated or delayed.

The funding has not yet been obligated by FEMA, but they have approved the budget amount. Therefore, the City’s consultants have recommended it is safe to proceed. However, no construction costs will be incurred until the funding is obligated.
• First Tee may terminate the agreement with 12 months notice after the first 4 years of the agreement, which guarantees their commitment to operate the Golf Course for a minimum of 5 years.
• The City will pay an additional $60,000 in subsidies to First Tee, which extends the monthly $15,000 for the period of September 1, 2025 to December 31, 2025. The City will be responsible for no additional subsidies after that time.

The proposed terms were approved by the First Tee Board of Directors at their meeting on December 2nd. They originally requested a commitment by the City to negotiate additional subsidies if the project is delayed past spring 2026. To address this issue, it was agreed to delay execution of the agreement until obligation of the funds is approved by FEMA. Therefore, the item can be revisited once it is determined whether it is an actual issue. Staff are hopeful the project will be under way by spring 2026.

Under the proposed terms, First Tee will be required to absorb the entire amount of any loss incurred after January 1, 2026 while the Golf Course remains only partially operational. As a result, First Tee has requested the ability to temporarily close the Golf Course prior to construction if it is determined necessary to reduce the subsidy amount.

4923-7002-7352 v1 1

CITY OF KING

CONTRACT SERVICES AGREEMENT

FOR GOLF COURSE OPERATOR SERVICES
________________
THIS PROFESSIONAL SERVICES AGREEMENT (herein “Agreement”) is made and entered into this ______ day of _______, 2026, by and between the CITY OF KING, a California municipal corporation (“City”) and FUTURE CITIZENS FOUNDATION dba FIRST TEE MONTEREY COUNTY, a Monterey County non-profit corporation (herein “Operator”).

RECITALS
WHEREAS, the City owns the King City Golf Course (the “Golf Course”); and WHEREAS, the Operator has been operating the Golf Course pursuant to a Contract Services Agreement dated October 31, 2022 (the “2022 Agreement”); and WHEREAS, the Golf Course was significantly damaged by flooding that occurred in December 2022 and January 2023 (the “Floods”); and
WHEREAS, the City expects to secure funds from the Federal Emergency Management Agency (“FEMA”) and/or California Office of Emergency Services (“Cal OES”) to restore the Golf Course to a condition comparable to its condition prior to the Floods (the “Restoration Project”); and
WHEREAS, the City will be required to fund a portion of the costs of the Restoration Project (the “Local Match”). The City estimates its Local Match to be approximately $550,000; and
WHEREAS, the City has limited financial resources and has determined that it is unable to fund the entire Local Match; and
WHEREAS, the Operator is willing to assist the City in meeting the City’s Local Match by providing a payments to the City of $175,000, plus a maximum of $50,000 towards interest on loans obtained by the City for the Restoration Project (the “Operator Contributions”); and WHEREAS, the Operator intends to continue to operate the Golf Course; and WHEREAS, the Operator intends to invest in equipment and staffing necessary to provide a high level of maintenance set forth in the scope of services set forth herein; and WHEREAS, the Operator intends to provide an extensive youth services program, and initiation of a capital campaign to fund a Youth Center for Learning Project at the Golf Course facility; and
WHEREAS, the Operator, since entering into the 2022 Agreement, has been operating the Golf Course and related facilities and has invested approximately $700,000 including capital EXHIBIT 1
2 4923-7002-7352 v1
improvements to the clubhouse and facilities and operating losses (net of operating loss subsidies paid to the Operator by the City) as of the date of this Agreement; and WHEREAS, Operator agrees to operate and maintain the Golf Course and provide youth programming on an ongoing basis with no operation subsidies by the City; and WHEREAS, the City has determined that operating the Golf Course itself or by contract through a private for-profit contractor would create a substantial ongoing cost to the City, which would not be economically viable; and
WHEREAS, the improvements to the Property and services by the Operator constitute a significant monetary investment into the Property and the community; and WHEREAS, the City does not have sufficient tax revenues to improve and operate the Golf Course on its own; and
WHEREAS, without the completion of the Restoration Project, the community would have decreased access to utilize the Golf Course and the overall condition of the Golf Course for use by the community would be substantially impaired resulting in decreased enjoyment by the community; and
WHEREAS, the Operator intends to avoid a scenario where its funds are subject to loss or the Golf Course and/or Renovation Project are terminated after Operator’s significant investment of charitable funds and time; and
WHEREAS, the Restoration Project will provide a significant public benefit to the community with increased access to the Golf Course and quality of its condition.

NOW, THEREFORE, the parties hereto agree as follows:

1. SERVICES OF OPERATOR

1.1 Scope of Services. In compliance with all of the terms and conditions of this Agreement, the Operator shall perform the work or services in operating Golf Course, as set forth in the “Scope of Services” attached hereto as Exhibit “A”, and in conformance with the “Special Requirements, King City Golf Course Maintenance Specifications attached hereto as Exhibit “B”, both of which are incorporated herein by reference. Operator warrants that it has the experience and ability to perform all work and services required hereunder and that it shall diligently perform such work and services in a professional and satisfactory manner.

1.2 Compliance With Law. All work and services rendered hereunder shall be provided in accordance with all ordinances, resolutions, statutes, rules, and regulations of the City and any Federal, State or local governmental agency of competent jurisdiction.

1.3 Licenses, Permits, Fees and Assessments. Operator shall obtain at its sole cost and expense such licenses, permits, and approvals as may be required by law for the performance of the services required by the Agreement, including a City business license. 3 4923-7002-7352 v1

1.4 Public Rates and Membership. Operator will determine all rates charged at the Golf Course (including but not limited to golf green fees, cart fees, driving range), but rates shall not exceed the mean of those charged by other public golf courses within a 65-mile driving distance from the King City Golf Course without City approval, which shall not be unreasonably withheld. Further, Operator may charge monthly, seasonal, annual or corporate memberships at its discretion so long as the facility remains open to the public in accordance with the previous sentence.

2. REMUNERATION

2.1 Contract Sum. City agrees to reimburse Operator a monthly subsidy of fifteen thousand dollars ($15,000) for a total of sixty thousand dollars ($60,000) for financial losses caused by flood damage to the Golf Course during the period of September 1, 2025 through December 31, 2025. City shall not be responsible to pay Operator any additional payments or subsidies for the remainder of the term of the Agreement. For the services rendered pursuant to this Agreement, Operator shall retain all revenues generated from operation of the Golf Course throughout the term of this Agreement.

2.2 Funding of Restoration Project
(a) Operator’s obligation to pay to City the Operator Contribution described in (b), below, shall be upon the City executing the contract for the Restoration Project and upon the City providing evidence that the Restoration Project will be fully funded through FEMA, Cal OES and the Local Match.
(b) Operator shall pay to City a sum of one hundred and seventy-five thousand dollars ($175,000) toward the Local Match portion of costs for the renovation improvements as follows: (i) forty-three thousand seven hundred and fifty dollars ($43,750) upon the City furnishing proof that all contracts and approvals necessary to begin construction on the Restoration Project are complete and executed by City, FEMA and the general contractor; (ii) eighty-seven thousand five hundred dollars ($87,500) upon substantial completion of the Restoration Project (which shall be defined as sixty percent (60%) complete in terms of the budgeted time and cost of the Restoration Project), and (iii) forty-three thousand seven hundred and fifty dollars ($43,750) upon the City furnishing proof of completion of the project with no further change orders, wrap-up items or punch lists for work to be performed (“Operator Share”).

Additionally, Operator, within thirty (30) days of City furnishing documentation clearly showing its incurred interest on Renovation Project loans, shall pay to the City an amount equal to the interest charged to it on loans related to the Restoration Project, not to exceed a total cumulative amount of fifty thousand dollars ($50,000) (“Interest Fees”). Together, the Operator Share and Interest Fees shall constitute the entirety of the Operator Contribution, which in any case shall not exceed a total cumulative amount of two hundred twenty-five thousand dollars ($225,000). (c) The City shall be solely responsible for funding its Local Match and completing the Renovation Project.
(d) If at any time FEMA shuts down the Renovation Project, cancels contracts related to the Renovation Project or the Renovation Project is halted or terminated for any reason, then Operator shall not be obligated to pay the Operator Contribution and all funds 4 4923-7002-7352 v1
paid for the Operator Contribution shall be returned to Operator no later than sixty (60) days of the City’s notification thereof.
(e) Operator does hereby relinquish and waives any claim which may be asserted against the City seeking reimbursement for any capital expenses related to the Golf Course. Operator’s relinquishment and waiver within this section of the Agreement is voluntary and Operator was provided an opportunity to review this section and the Agreement with independent legal counsel of their choosing. City is not liable or obligated to contribute any sum as and for capital expenses during the term of this agreement. Operator and City shall consult and agree in writing on how to fund all projects beyond the normal maintenance of the Golf Course (e.g. irrigation repairs, building repairs, carpentry, roofing, etc.). Operator shall not make, or suffer to be made, any material alterations of the Golf Course or any part thereof without the prior written consent of City. Operator shall keep the Golf Course premises and City's property in and on which such premises are situated free from any liens arising out of any work performed, material furnished, or obligations incurred by Operator.
(f) If other natural disasters occur in the future causing the need for additional restoration work, City and Operator shall meet and consider funding options and scope of work prior to submittal of claims to FEMA and/or other Federal and State agencies for reimbursement.

2.3 Annual Memberships. If the Agreement is terminated under the terms set forth in Section 8 of the Agreement prior to the end of the Agreement term, Operator shall pay City a prorated amount of any revenue received from annual golf course memberships during that calendar year for the portion of the calendar year remaining after the date of termination.

3. PERFORMANCE SCHEDULE

3.1 Time of Essence. Time is of the essence in the performance of this Agreement.

Schedule of Performance. Operator shall commence the services pursuant to this Agreement upon receipt of a written notice to proceed and shall perform all services within the time period(s) established in the “Schedule of Performance” attached hereto as Exhibit “C” and incorporated herein by this reference. When requested by the Operator, extensions to the time period(s) specified in the Schedule of Performance may be approved in writing by the Contract Officer but not exceeding thirty (30) days cumulatively.Force Majeure. The time period(s) specified in the Schedule of Performance for performance of the services rendered pursuant to this Agreement shall be extended because of any delays due to unforeseeable causes beyond the control and without the fault or negligence of the Operator, including, but not restricted to, acts of God or of the public enemy, unusually severe weather, fires, earthquakes, floods, epidemics, quarantine restrictions, riots, strikes, freight embargoes, wars, litigation, and/or acts of any governmental agency, including the City, if the Operator shall within ten (10) days of the commencement of such delay notify the Contract Officer in writing of the causes of the delay. The Contract Officer shall ascertain the facts and the extent of delay, and extend the time for performing the services for the period of the enforced delay when and if in the judgment of the Contract Officer such delay is justified. The Contract Officer’s determination shall be final and conclusive upon the parties to this Agreement. In no event shall Operator be entitled to recover damages against the City for any 5 4923-7002-7352 v1
delay in the performance of this Agreement, however caused, Operator’s sole remedy being extension of the Agreement pursuant to this Section.

4. TERM

4.1 This Agreement shall commence on ___________, 2026, and shall continue until ____________, 2041 unless otherwise terminated in accordance with Article 7 of this Agreement or extended pursuant to section 3.2 below.

4.2 Operator shall have one five (5) year option to extend this Agreement under the same terms and conditions. Operator shall provide notice to the City of its election to extend no later than six (6) months prior to the end of Term (or extended Term).

5. COORDINATION OF WORK

5.1 Representative of Operator. The C.E.O. of First Tee Monterey County is hereby designated as being the representative of Operator authorized to act on its behalf with respect to the work and services specified herein and make all decisions in connection therewith.

All personnel of Operator and any authorized agents shall be under the exclusive direction of the representative of Operator. Operator shall utilize only competent personnel to perform services pursuant to this Agreement. Operator shall make every reasonable effort to maintain the stability and continuity of Operator’s staff and subcontractors, and shall keep City informed of any changes.

5.2 Contract Officer. City Manager [or such person as may be designated by the City Manager] is hereby designated as being the representative the City authorized to act in its behalf with respect to the work and services specified herein and to make all decisions in connection therewith (“Contract Officer”).

5.3 Prohibition Against Subcontracting or Assignment. Except for the maintenance of the Golf Course, Operator shall not contract with any entity to perform in whole or in part the work or services required hereunder without the express written approval of the City, which approval shall not be unreasonably withheld. Neither this Agreement nor any interest herein may be assigned or transferred, voluntarily or by operation of law, without the prior written approval of City. Any such prohibited assignment or transfer shall be void. Operator may establish ancillary, wholly-owned subsidiaries and/or related entities for purposes of isolating operations, such as a learning center, golf course operator and/or restaurant/bar owner with prior express approval of City, which shall not be unreasonably withheld.

5.4 Independent Operator. Neither the City nor any of its employees shall have any control over the manner, mode or means by which Operator, its agents or employees, perform the services required herein, except as otherwise set forth. Operator shall perform all services required herein as an independent contractor of City with only such obligations as are consistent with that role. Operator shall not at any time or in any manner represent that it or any of its agents or employees are agents or employees of City, or that it is a member of a joint enterprise with City.
6 4923-7002-7352 v1

6. INSURANCE AND INDEMNIFICATION

6.1 Insurance Coverages. The Operator shall procure and maintain, at its sole cost and expense, in a form and content satisfactory to City, during the entire term of this Agreement including any extension thereof, the following policies of insurance which shall cover all elected and appointed officers, employees and agents of City:
(a) Commercial General Liability Insurance (Occurrence Form CG0001 or equivalent). A policy of comprehensive general liability insurance written on a per occurrence basis for bodily injury, personal injury and property damage. The policy of insurance shall be in an amount not less than $2,000,000.00 per occurrence or if a general aggregate limit is used, either the general aggregate limit shall apply separately to this contract/location, or the general aggregate limit shall be twice the occurrence limit. (b) Worker’s Compensation Insurance. A policy of worker’s compensation insurance in such amount as will fully comply with the laws of the State of California and which shall indemnify, insure and provide legal defense for the Operator against any loss, claim or damage arising from any injuries or occupational diseases occurring to any worker employed by or any persons retained by the Operator in the course of carrying out the work or services contemplated in this Agreement.
(c) Automotive Insurance (Form CA 0001) including “any auto”. A policy of comprehensive automobile liability insurance written on a per occurrence for bodily injury and property damage in an amount not less than either (i) bodily injury liability limits of $250,000.00 per person and $500,000.00 per occurrence and property damage liability limits of $500,000.00 per occurrence or (ii) combined single limit liability of $1,000,000.00. Said policy shall include coverage for owned, non-owned, leased, hired cars, and any other automobile. (d) Additional Insurance. Policies of such other insurance, as may be required in the Special Requirements in Exhibit “B”.

Subcontractors. Operator shall include all subcontractors as insureds under its policies or shall furnish separate certificates and certified endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated herein.

6.2 General Insurance Requirements.

All of the above policies of insurance except Worker’s Compensation and Professional Liability shall be primary insurance and shall name the City, its elected and appointed officers, employees and agents as additional insureds and any insurance maintained by City or its officers, employees or agents may apply in excess of, and not contribute with Operator’s insurance.

The insurer is deemed hereof to waive all rights of subrogation and contribution it may have against the City, its officers, employees and agents and their respective insurers. The insurance policy must specify that where the primary insured does not satisfy the self-insured retention, any additional insured may satisfy the self-insured retention. All of said policies of insurance shall provide that said insurance may not be amended or cancelled by the insurer or any party hereto without providing thirty (30) days prior written notice by First Class US mail return to the City.

In the event any of said policies of insurance are cancelled, the Operator shall, prior to the cancellation date, submit new evidence of insurance in conformance with Section 5.1 to the 7 4923-7002-7352 v1
Contract Officer. No work or services under this Agreement shall commence until the Operator has provided the City with Certificates of Insurance, additional insured endorsement forms or appropriate insurance binders evidencing the above insurance coverages and said Certificates of Insurance or binders are approved by the City. City reserves the right to inspect complete, certified copies of and endorsement to all required insurance policies at any time. Any failure to comply with the reporting or other provisions of the policies including breaches or warranties shall not affect coverage provided to City.

The insurance required by this Agreement shall be satisfactory only if issued by companies qualified to do business in California, rated “A” or better in the most recent edition of Best Rating Guide, The Key Rating Guide or in the Federal Register, and only if they are of a financial category Class VII or better, unless such requirements are waived by the City’s Risk Manager or other designee of the City due to unique circumstances.

6.3 Indemnification. To the full extent permitted by law, Operator agrees to indemnify, defend and hold harmless the City, its officers, employees and agents (“Indemnified Parties”) against, and will hold and save them and each of them harmless from, any and all actions, either judicial, administrative, arbitration or regulatory claims, damages to persons or property, losses, costs, penalties, obligations, errors, omissions or liabilities whether actual or threatened (herein “claims or liabilities”) that may be asserted or claimed by any person, firm or entity arising out of or in connection with the negligent performance of the work, operations or activities provided herein of Operator, its officers, employees, agents, subcontractors, invitees, or any individual or entity for which Operator is legally liable (“indemnitors”), or arising from Operator’s or indemnitors’ reckless or willful misconduct, or arising from Operator’s or indemnitors’ negligent performance of or failure to perform any term, provision, covenant or condition of this Agreement, except claims or liabilities occurring as a result of City’s sole negligence or willful acts or omissions.

Further, Operator agrees to indemnify, defend and hold harmless the Indemnified Parties from any and all actions, either judicial, administrative, arbitration or regulatory claims, damages to persons or property, losses, costs, penalties, obligations, errors, omissions or liabilities whether actual or threatened (herein “claims or liabilities”) that may be asserted or claimed by any person, firm or entity arising out of or in connection with any tree, bush, shrub or any other landscaping upon the golf course property.

The indemnity obligation shall be binding on successors and assigns of Operator and shall survive termination of this Agreement. The Operator’s obligation to defend as stated herein is an obligation to reimburse the Client for reasonable defense costs and is limited solely to third-party allegations that the Operator was negligent, and Operator shall only be responsible for defense reimbursement costs proportionate to the finally determined percentage of liability based upon the comparative fault of the Operator, as determined by a court of competent jurisdiction.

7. RECORDS, REPORTS, AND RELEASE OF INFORMATION

7.1 Records. Operator shall keep, and require subcontractors to keep, such ledgers, books of accounts, invoices, vouchers, canceled checks, reports, studies or other documents relating profits and loses, any money received by the Operator arising from or as a result of this Agreement, to the disbursements charged to City and services performed hereunder 8 4923-7002-7352 v1
(the “books and records”), as shall be necessary to perform the services required by this Agreement and enable the Contract Officer to evaluate the performance of such services and shall keep such records for a period of three years following completion of the services hereunder. The Contract Officer shall have the right to inspect, audit and/or review the books and records at any time during normal business hours of the City, including the right to copy and make records and transcripts from such records, for the duration of this Agreement and for one (1) year after the termination or expiration of the Agreement.

7.2 Books, accounts and records shall be kept in accordance with generally accepted accounting principles and practices consistently applied.

7.3 Reports. Operator shall submit to City a quarterly and year-end financial report detailing all revenues and expenses related to operation of the Golf Course in a form determined by the Contract Officer, including a statement of operations and other financial data reasonably requested by City. Operator shall also periodically prepare and submit to the Contract Officer such other reports concerning the performance of the services required by this Agreement or as the Contract Officer shall require.

7.4 Confidentiality and Release of Information.
(a) All information gained or work product produced by Operator in performance of this Agreement shall be considered confidential, unless such information is in the public domain or already known to Operator. Operator shall not release or disclose any such information or work product to persons or entities other than the City without prior written authorization from the Contract Officer.
(b) Operator shall not, without prior written authorization from the Contract Officer or unless requested by the City Attorney, voluntarily provide documents, declarations, letters of support, testimony at depositions, response to interrogatories or other information concerning the work performed under this Agreement. Response to a subpoena or court order shall not be considered “voluntary” provided Operator gives the City notice of such court order or subpoena.
(c) If Operator provides any information or work product in violation of this Agreement, then the City shall have the right to reimbursement and indemnity from Operator for any damages, costs and fees, including attorney’s fees, caused by or incurred as a result of Operator’s conduct.
(d) Operator shall promptly notify the City should Operator be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed thereunder. The City retains the right, but has no obligation, to represent Operator or be present at any deposition, hearing or similar proceeding. Operator agrees to cooperate fully with the City and to provide the City with the opportunity to review any response to discovery requests provided by Operator.

7.5 Ownership of Documents. All studies, surveys, data, notes, computer files, reports, records, drawings, specifications, maps, designs, photographs, documents and other materials (the “documents and materials”) prepared by Operator in the performance of this 9 4923-7002-7352 v1
Agreement shall be the property of the City and shall be delivered to the City upon request of the Contract Officer or upon the termination of this Agreement, and Operator shall have no claim for further employment or additional compensation as a result of the exercise by the City of its full rights of ownership use, reuse, or assignment of the documents and materials hereunder.

Moreover, Operator with respect to any documents and materials that may qualify as “works made for hire” as defined in 17 U.S.C. § 101, such documents and materials are hereby deemed “works made for hire” for the City.

8. ENFORCEMENT OF AGREEMENT AND TERMINATION

8.1 California Law. This Agreement shall be interpreted, construed and governed both as to validity and to performance of the parties in accordance with the laws of the State of California. Legal actions concerning any dispute, claim or matter arising out of or in relation to this Agreement shall be instituted in the Superior Court of the County of Monterey, State of California.

8.2 Disputes; Default. In the event that Operator is in default under the terms of this Agreement, the City shall not have any obligation or duty to continue compensating Operator for any work performed after the date of default. Instead, the City may give notice to Operator of the default and the reasons for the default. The notice shall include the timeframe in which Operator may cure the default. This timeframe is presumptively thirty (30) days, but may be extended, if circumstances warrant. During the period of time that Operator is in default, the City shall hold all invoices and shall, when the default is cured, proceed with payment on the invoices. If Operator does not cure the default, the City may take necessary steps to terminate this Agreement under this Article.

8.3 Legal Action. In addition to any other rights or remedies, either party may take legal action, in law or in equity, to cure, correct or remedy any default, to recover damages for any default, to compel specific performance of this Agreement, to obtain declaratory or injunctive relief, or to obtain any other remedy consistent with the purposes of this Agreement.

Notwithstanding any contrary provision herein, Operator shall file a statutory claim pursuant to Government Code Sections 905 et. seq. and 910 et. seq., in order to pursue any legal action under this Agreement.

Except with respect to rights and remedies expressly declared to be exclusive in this Agreement, the rights and remedies of the parties are cumulative and the exercise by either party of one or more of such rights or remedies shall not preclude the exercise by it, at the same or different times, of any other rights or remedies for the same default or any other default by the other party.

8.4 Termination for Default of Operator. If termination is due to the failure of the Operator to fulfill its obligations under this Agreement, City may, after compliance with the provisions of Section 7.2, take over the work and prosecute the same to completion by contract or otherwise, and the Operator shall be liable to the extent that the total cost for completion of the services required hereunder exceeds the compensation herein stipulated (provided that the City shall use reasonable efforts to mitigate such damages), and City may withhold any payments to the Operator for the purpose of set-off or partial payment of the amounts owed the City as previously stated.
10 4923-7002-7352 v1

8.5 Loss of Funding and/or Cancellation of Golf Course Restoration Project. If City General funds, Federal and/or State funding for the Golf Course Restoration Project as contemplated within this Agreement are reduced, eliminated or substantially delayed 9 months past the effective date of this Agreement, City or Operator may terminate this Agreement upon thirty (30) day written notice to the other party. In the event of such termination, the City shall, within sixty (60) days after termination, reimburse Operator its Operator Contribution. Prior to termination under this section, Parties agree to meet and determine if alternate funding sources and/or reduction in costs through changes to the scope of work can be mutually agreed upon to prevent termination.

8.6 After __________, 2030, Operator may, at any time during the remainder of the term of this Agreement, elect to terminate this Agreement for convenience and without cause by providing not less than twelve (12) months written notice to the City of its intent to do so. Upon delivery of such notice, the Parties shall cooperate in good faith to ensure an orderly transition of operations and the continued maintenance of the Golf Course and facilities. During the twelve (12) month transition period, Operator shall continue to operate the Golf Course in the ordinary course and shall assist the City, at no additional cost, in facilitating either: (a) a request for proposals (RFP) process to identify a new operator, or (b) the assignment of this Agreement to another nonprofit entity approved by the City, provided such successor operator will continue to operate the Golf Course in a manner consistent with the mission and public purpose set forth herein. Upon the effective date of termination, Operator shall deliver to the City all keys, access devices, operational records, and any other property or materials belonging to the City and shall cooperate as reasonably necessary to ensure a seamless transfer of management and operations. Such voluntary termination shall not constitute a default, and Operator shall have no further financial obligation to the City following the effective date of termination other than obligations accrued prior to that date.

9. MISCELLANEOUS

9.1 Covenant Against Discrimination. Operator covenants that, by and for itself, its heirs, executors, assigns and all persons claiming under or through them, that there shall be no discrimination against or segregation of, any person or group of persons on account of race, color, creed, religion, sex, gender, sexual orientation, marital status, national origin, ancestry, or other protected class in the performance of this Agreement. Operator shall take affirmative action to ensure that applicants are employed and that employees are treated during employment without regard to their race, color, creed, religion, sex, gender, sexual orientation, marital status, national origin, ancestry, or other protected class

9.2 Non-liability of City Officers and Employees. No officer or employee of the City shall be personally liable to the Operator, or any successor in interest, in the event of any default or breach by the City or for any amount, which may become due to the Operator or to its successor, or for breach of any obligation of the terms of this Agreement.

9.3 Notice. Any notice, demand, request, document, consent, approval, or communication either party desires or is required to give to the other party or any other person shall be in writing and either served personally or sent by prepaid, first-class mail, in the case of the City, to the City Manager and to the attention of the Contract Officer (with her/his name and City title), City of King 212 S. Vanderhurst Avenue, King City, CA 93930 and in the case of the 11 4923-7002-7352 v1
Operator, to the person(s) at the address designated on the execution page of this Agreement.

Either party may change its address by notifying the other party of the change of address in writing.

Notice shall be deemed communicated at the time personally delivered or in seventy-two (72) hours from the time of mailing if mailed as provided in this Section.

9.4 Integration; Amendment. It is understood that there are no oral agreements between the parties hereto affecting this Agreement and this Agreement supersedes and cancels any and all previous negotiations, arrangements, agreements and understandings, if any, between the parties, and none shall be used to interpret this Agreement. This Agreement may be amended at any time by the mutual consent of the parties by an instrument in writing.

9.5 Severability. In the event that part of this Agreement shall be declared invalid or unenforceable by a valid judgment or decree of a court of competent jurisdiction, such invalidity or unenforceability shall not affect any of the remaining portions of this Agreement which are hereby declared as severable and shall be interpreted to carry out the intent of the parties hereunder unless the invalid provision is so material that its invalidity deprives either party of the basic benefit of their bargain or renders this Agreement meaningless.

9.6 Waiver. No delay or omission in the exercise of any right or remedy by non-defaulting party on any default shall impair such right or remedy or be construed as a waiver.

A party’s consent to or approval of any act by the other party requiring the party’s consent or approval shall not be deemed to waive or render unnecessary the other party’s consent to or approval of any subsequent act. Any waiver by either party of any default must be in writing and shall not be a waiver of any other default concerning the same or any other provision of this Agreement.

9.7 Attorneys’ Fees. If either party to this Agreement is required to initiate or defend or made a party to any action or proceeding in any way connected with this Agreement, the prevailing party in such action or proceeding, in addition to any other relief which any be granted, whether legal or equitable, shall be entitled to reasonable attorney’s fees, whether or not the matter proceeds to judgment.

9.8 Interpretation.

The terms of this Agreement shall be construed in accordance with the meaning of the language used and shall not be construed for or against either party by reason of the authorship of this Agreement or any other rule of construction which might otherwise apply.

9.9 Counterparts.

This Agreement may be executed in counterparts, each of which shall be deemed to be an original, and such counterparts shall constitute one and the same instrument.

9.10 Warranty & Representation of Non-Collusion. No official, officer, or employee of City has any financial interest, direct or indirect, in this Agreement, nor shall any official, officer, or employee of City participate in any decision relating to this Agreement which may affect his/her financial interest or the financial interest of any corporation, partnership, or association in which (s)he is directly or indirectly interested, or in violation of any corporation, partnership, or association in which (s)he is directly or indirectly interested, or in violation of any 12 4923-7002-7352 v1
State or municipal statute or regulation. The determination of “financial interest” shall be consistent with State law and shall not include interests found to be “remote” or “noninterests” pursuant to Government Code Sections 1091 or 1091.5. Operator warrants and represents that it has not paid or given, and will not pay or give, to any third party including, but not limited to, any City official, officer, or employee, any money, consideration, or other thing of value as a result or consequence of obtaining or being awarded any agreement. Operator further warrants and represents that (s)he/it has not engaged in any act(s), omission(s), or other conduct or collusion that would result in the payment of any money, consideration, or other thing of value to any third party including, but not limited to, any City official, officer, or employee, as a result of consequence of obtaining or being awarded any agreement. Operator is aware of and understands that any such act(s), omission(s) or other conduct resulting in such payment of money, consideration, or other thing of value will render this Agreement void and of no force or effect.

Operator’s Authorized Initials _______

9.11 Corporate Authority. The persons executing this Agreement on behalf of the parties hereto warrant that (i) such party is duly organized and existing, (ii) they are duly authorized to execute and deliver this Agreement on behalf of said party, (iii) by so executing this Agreement, such party is formally bound to the provisions of this Agreement, and (iv) the entering into this Agreement does not violate any provision of any other Agreement to which said party is bound. This Agreement shall be binding upon the heirs, executors, administrators, successors and assigns of the parties.

9.12 Operations Agreement. Operator is aware of the fact that this is a management contract and not a lease. Operator understandsthat City retains allrights to access its own property to inspect the Golf Course and facilities for compliance with all environmental laws and other requirements of this Agreement.

9.13 Transition of Operations. Upon expiration ofthe term ofthis Agreement, or uponthepriortermination ofthis Agreement, Operator agrees and covenants to cooperate fully with City or City's designated successor operator in the smooth andbusinesslike transfer ofthe operations of Golf Course including but not limited to assignment of accounts, contracts, policies, licenses, permits and improvements in connection with the Golf Course to City's designee, and Operator agrees and covenantsto execute alldocumentsrequired orconvenient toaccomplishanysuchtransferina timely, effective and efficient manner. On the expiration or on the termination of this Agreement for any reason, all Golf Course property and interests therein will be promptly turned over to City. Operator shall execute and deliver to City all documents necessary to legally effectuate each of the transactions.

9.14 Incorporation of Recitals. The above Recitals are hereby incorporated by reference as a term of this Agreement. The Recitals have the same force and effect as if they were expressly stated within this section of the Agreement.

9.15 Prior Agreements. This Agreement shall supersede all prior agreements between the Parties, thus rendering them null and void as of the date this Agreement is effective.

IN WITNESS WHEREOF, the parties hereto have executed this Agreement on the date and year first-above written.
13 4923-7002-7352 v1
CITY:

CITY OF KING, a municipal corporation
Steven Adams, City Manager
ATTEST:

Erica Sonne, City Clerk
APPROVED AS TO FORM:

BURKE, WILLIAMS & SORENSEN
Roy C. Santos, City Attorney
OPERATOR:

By:

Name:

Title:

By:

Name:

Title:

Address:

Two corporate officer signatures required when Operator is a corporation, with one signature required from each of the following groups: 1) Chairman of the Board, President or any Vice President; and 2) Secretary, any Assistant Secretary, Chief Financial Officer or any Assistant Treasurer. OPERATOR’S SIGNATURES

SHALL BE DULY NOTARIZED, AND APPROPRIATE ATTESTATIONS SHALL BE INCLUDED AS

MAY BE REQUIRED BY THE BYLAWS, ARTICLES OF INCORPORATION, OR OTHER RULES OR REGULATIONS APPLICABLE TO OPERATOR’S BUSINESS ENTITY.
4923-7002-7352 v1

CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT

STATE OF CALIFORNIA

COUNTY OF MONTEREY
On __________, 2022 before me, ________________, personally appeared ________________, proved to me on the basis of satisfactory evidence to be the person(s) whose names(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.

WITNESS my hand and official seal.

Signature: _____________________________________

OPTIONAL
Though the data below is not required by law, it may prove valuable to persons relying on the document and could prevent fraudulent reattachment of this form.

CAPACITY CLAIMED BY SIGNER DESCRIPTION OF ATTACHED DOCUMENT

INDIVIDUAL

CORPORATE OFFICER
_______________________________

TITLE(S)

PARTNER(S) LIMITED

GENERAL

ATTORNEY-IN-FACT

TRUSTEE(S)

GUARDIAN/CONSERVATOR
OTHER_______________________________
______________________________________
SIGNER IS REPRESENTING:
(NAME OF PERSON(S) OR ENTITY(IES))
_____________________________________________
_____________________________________________
___________________________________

TITLE OR TYPE OF DOCUMENT
___________________________________

NUMBER OF PAGES
___________________________________

DATE OF DOCUMENT
___________________________________

SIGNER(S) OTHER THAN NAMED ABOVE
A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy or validity of that document. 4923-7002-7352 v1

CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT

STATE OF CALIFORNIA

I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.

WITNESS my hand and official seal.

Signature: _____________________________________

OPTIONAL
Though the data below is not required by law, it may prove valuable to persons relying on the document and could prevent fraudulent reattachment of this form

CAPACITY CLAIMED BY SIGNER DESCRIPTION OF ATTACHED DOCUMENT

INDIVIDUAL

CORPORATE OFFICER
_______________________________

TITLE(S)

PARTNER(S) LIMITED

GENERAL

ATTORNEY-IN-FACT

TRUSTEE(S)

TITLE OR TYPE OF DOCUMENT
___________________________________

NUMBER OF PAGES
___________________________________

DATE OF DOCUMENT
___________________________________

A-1
EXHIBIT “A”

SCOPE OF SERVICES
Operator shall provide the following services:

1. Manage all golf course operations, including course rounds and clubhouse.

2. Operate the Golf Course open for year-round play seven days a week, including holidays, except for Christmas Day, during the following hours unless alternate operating schedule hours are proposed and approved by the City:
(a) Spring March 1 – May 31 6:30 a.m. – 7:00 p.m.
(b) Summer July 1 – August 15 6:00 a.m. – 8:00 p.m.
(c) Fall August 16 – October 31 6:00 a.m. – 7:00 p.m.
(d) Winter November 1 – February 28 7:00 a.m. – 5:00 p.m.

3. Pay all Golf Course operational expenses.

4. Collect all fees and revenues. Maintain rates as followed unless an alternate rate schedule is proposed and approved by the City:
(a) Regular: 9 Holes - $17 18 Holes - $32
(b) Weekend 9 Holes - $20 18 Holes - $38
(c) Early Bird, First Hour: 9 Holes - $14 18 Holes - $26 (d) Twilight, 3:30 p.m.: Various - $12
(e) Senior: 9 Holes - $14 18 Holes - $26
(f) Junior (Under 17): 9 Holes - $14 18 Holes - $26
(g) Active Military: 9 Holes - $14 18 Holes - $26
(h) Holiday: 9 Holes - $20 18 Holes - $38
(i) Cart Fee: 9 Holes - $17 18 Holes - $22
(j) Monthly TBD
(k) Annual TBD
(l) Corporate TBD
*Rates subject to change upon notice by Operator to City, and shall not be applicable to the Public without prior express approval of City, which shall not be unreasonably withheld, except with regard to Monthly, Annual or Corporate memberships.

5. Employ, train and supervise all Golf Course personnel.

6. Maintain records and finances in a manner that allows the City to audit accounting procedures, internal controls, records, supporting documents and any additional documents/practices throughout the duration of this agreement.

7. Carry outitsduties andresponsibilitiesincompliance with all applicable local, state and federal laws, regulations and ordinances.

8. Keep and maintain the premises and all buildings, structures, improvements, fixtures, trade fixtures, equipment and utility systems in good, safe, operable, useable and sanitary condition.

9. Maintain all grounds and landscaping consistent with industry best practices and standards, including but not limited to, the obligation to mow, edge, trim, reseed, fertilize, aerate, irrigate and renovate turf areas, as well as provide weed, disease and pest control, turf maintenance, maintenance of irrigation systems, and provide the necessary maintenance of any structures and equipment associated with the premises in accordance with the Maintenance Standards provided in Exhibit B.

10. Employ a golf instructor on the premises.

11. With the City’s approval, implement any proposed capital improvement projects requiring investments that exceed the City’s budgeted projects.

12. Provide snack/food and beverage concessionaire services to players, which shall include obtaining and maintaining a liquor license.

13. Purchase and sell pro shop merchandise.

14. Purchase, or lease, and maintain an operational fleet of a minimum of 10 golf carts, as well as pull carts, for public rent.

15. Develop and maintain golf instruction programs.

16. Provide comprehensive golf instructional programming and life skill straining for youth ages 7 to 17, including daytime programming and transportation, school site programming, after school programming, and day camps.

17. Establish, maintain and promote leagues and tournaments, with a particular emphasis on working with local service clubs and community organizations.

18. Develop, implement and maintain a comprehensive marketing program, including a major rebranding initiative.

19. Establish and meet on a monthly basis with a Community Advisory Committee to assist in establishing, prioritizing and implementing program, operation and marketing goals.

A-2
EXHIBIT “B”

SPECIAL REQUIREMENTS

KING CITY GOLF COURSE

MAINTENANCE SPECIFICATIONS

ALL MATERIALS ARE SUBJECT TO SUBSTITUTION BY MATERIALS AND PRODUCTS

OF REASONABLY EQUIVALENT QUALITY
Operator shall perform the following maintenance services as indicated in these specifications except where artificial turf, if any, is used. Any such turf shall be replaced and or repaired to maintain the consistent use and appearance thereof. Standards and frequency may be modified from time to time for the proper maintenance of golf course facilities.

1. Greens Maintenance
Maintain all greens according to accepted playability as determined by the CITY and industry-wide standards at all times observing the following minimum requirements:
(a) Change location of cups and repair balls marks as needed, not allowing noticeable turf wear.
(b) Mow greens on a schedule that will produce a consistent and high-quality putting surface comparable to other local courses and facilities. The frequency, schedule, and height of cut will be appropriate for the type of grass grown, season of the year, and current weather conditions.

Mower will be of accepted industry standards designed specifically for mowing golf greens. (c) Verticutting, topdressing, overseeding, and aerification will be done on a schedule that will produce a consistent and quality putting surface. The frequency and schedule of these maintenance practices will vary from season to season and from year to year. (d) Operator shall have the soil analyzed within thirty (30) days after the start of the term of the Agreement and once every year thereafter. Apply fertilizer in the quantity, type and frequency recommended by soil analysis in a manner to provide uniform growth of turf. (e) Operator agrees to use chemicals approved by the industry as well as the State of California and the CITY and will follow the proper procedures in their application. Greens will be treated on an as needed basis for insect, disease, weeds, and other pests. A complete list and records of all chemicals used will be maintained by Operator and open for inspection by the CITY with proper notice.

B-1

2. Tee Maintenance
Maintain all tees according to accepted playability as determined by the CITY and industry-wide standards at all times observing the following minimum requirements:
(a) Service tees daily by moving tee markers. benches. emptying trash receptacles and servicing ball washers as needed, but not allow undue turf wear and damage. (b) Mow tees on a schedule that will produce a quality tee surface comparable to other local courses and facilities. The frequency, schedule, and height of cut will be appropriate for the type of grass grown, season of the year, and current weather conditions. Mower will be of accepted industry standards designed specifically for mowing golf greens. (c) Verticut tees as needed for thatch removal.
(d) Aerify tees and top dress as needed.
(e) Repair worn and damaged turf areas as they occur to ensure playable tees at all times.
(f) Treat tees for control of insects, disease. weeds and other pests as necessary) to maintain healthy turf.

3. Fairway Maintenance
(a) Maintain all fairways according to accepted playability as reasonably determined by the CITY and industry-wide standards at all times observing the following minimum requirements:
(b) Mow fairways with a reel-type mower at a height acceptable to industry standards with consideration of the time of year and type of grass. (c) Verticut and aerify fairways as necessary for turf health and acceptable playing conditions.
(d) Top-dress or re-sod worn or bare areas of fairways as necessary. (e) Treatturftocontrol weeds, diseases.Insects, and other pests asnecessary to maintain weed free and healthy turf.

B-3

4. Aprons Fringes
Maintain aprons and fringes at an acceptable level as determined by the CITY at all times observing the following minimum requirements.
(a) Mow aprons with a reel-type mower depending on the type of grass and time of year.
(b) Verticut and aerify aprons (fringes) as necessary for turf health and acceptable playing conditions.
(c) Top-dress or re-sod worn or bare areas of the aprons as necessary. (d) Treat turf to control weeds, disease, insects and other pests.

5. Maintenance of Other Turf Areas
Maintain turf and landscaped lawn areas at an acceptable level as determined by the CITY at all times observing the following minimum requirement. (a) Mow at least once per week May through October and as growth requires November through April.
(b) Verticut and aerify as necessary to promote health growth. (c) Resod, re-seed, or top-dress worn or bare areas as necessary. (d) Treat turf to control weeds. disease, insects and other pests as necessary to maintain a healthy turf.

7. Maintenance of Accessory Equipment
Maintain all golf course accessory equipment in clean, safe, and functioning condition at all times including but not limited to the following:
(a) All signs.
(b) Outdoor benches.
(c) Tee markers and mats
B-3
(d) Ball washers and including tee towels and soap.
(e) Out-of-Bounds markers
(f) Directional flags and poles
(g) Greens flags, poles, and cups
(h) Practice greens markers and cups
(i) Trash receptacles
(j) Cup-cutting equipment

8. Irrigation
Subject to Section 11, below, maintain entire irrigation system in good repair, functioning properly and conforming to all related codes and regulations at all times, reasonable wear and tear excepted. Irrigate as required to maintain adequate moisture for growth rate and appearance. Operator shall have the authority to change the irrigation schedule as the need develops. Adequate soil moisture shall be determined by visual observation, plant resiliency, turgidity, examining cores removed by soil prove, moisture sensor devices and programming irrigation controllers accordingly. (a) Consideration must be given to soil texture, structure, porosity, water retention, capacity, drainage, compaction, precipitation rate, run on infiltration rate, percolation rate, evaporation rate, transpiration, seasonal temperature, prevailing wind conditions, time of day or night, type of grass and root structure. This may include syringing during the day and watering during periods of windy weather.
(b) In areas where wind creates problems of spraying onto private or other properly or road rights-of-way, the controllers shall be set to operate during the period of lowest wind velocity that would normally occur at night.
(c) Operator shall be responsible for monitoring all irrigation systems within the premises and correct for coverage, adjustments, clogging of lines and removal of obstacles, including plant materials that obstruct the spray.

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(d) Check system frequently and adjust and or repair any sprinkler heads causing excessive run-off, including slope areas, or which throw directly onto roadway paving or walks within rights-of-way.
(e) All controllers shall be inspected frequently and adjusted as needed or when circumstances warrant.
(f) Operator shall observe and notice deficiencies occurring from the original design and review these findings with the CITY so necessary improvements can be considered, and shall repair all leaking or defective valves with in forty-eight (48) hours following written notification from the CITY of such a deficiency.
(g) Operator shall certify that all irrigation systems are fully operational. Such certification shall be acceptable in form and content to the CITY and shall be submitted on a quarterly basis.
(h) In the event of a reduction of the volume of water supplied to a golf course during peak demand periods the priority of water distribution by Operator shall be:
(1) Greens
(2) Tees
(3) Other turf and landscaped areas

9. Tree Maintenance
Maintain all trees on the premises in a safe, healthy, structurally sound and aesthetically pleasing condition at all times. Implement an on-going maintenance program to trim, shape, prune, thin out and treat. Operator's program shall include, but not be limited to the following:
(a) Prune trees to maintain and stimulate proper health and growth by cutting out dead, diseased, weak, insect-infested and damage limbs. (b) Regularly prune trees to maintain clearance of all areas of pedestrian and vehicular traffic and tree extensions over and through fence-lines and into roadways and adjacent streets.

Such pruning shall provide safe vehicular and pedestrian visibility and clearance in order to prevent or eliminate hazardoussituations.
(c) Trim and shape trees to provide a symmetrical appearance typical of the species.

B-5
(d) Remove downed trees caused by weather, natural causes or otherwise. Stumps shall he removed below grade and wood chips removed and the resultant hole backfilled to grade. Removed trees shall be replaced with similar species or other species approved by City within 6 months.
(e) Keep surrounding turf mowed and trimmed to the trunks of trees on the premises. (f) Operator shall, within one year from the commencement of the term of this agreement, prepare and submit for CITY's approval, a comprehensive tree maintenance program.

10. Other Required Duties
(a) Remove all litter daily from golf course grounds. Remove all trash and debris resulting from golf course maintenance as it occurs. Clean, repair and replace trash receptacles as necessary to maintain clean, safe and sanitary conditions at all times. (b) Maintain shrub and groundcover plantings and lawn areas in a manner to promote healthy growth and an aesthetically pleasing appearance at all times. (c) Maintain all sand traps in raked, edged, and weed free condition at all times, replacing sand as necessary to maintain a consistent depth. Replace rakes as necessary. (d) Take whatever preventative steps are necessary to protect all slope areas from erosion, fire and rodent damage at all times.
(e) Control rodent and other animal pests as necessary to prevent erosion and destruction of planting on golf course property and migration to surrounding neighborhoods. (f) Maintain and repair as necessary surface flow lines, swells, catch basins, grates, sub-surface drainage system and other drainage structures in clear weed-free and properly functioning condition at all times.
(g) Observe all legal requirements and safety regulations in the use and storage of chemicals, hazardous materials. supplies, and equipment at all times according to National/State OSHA standards and local policies.
(h) Protect the Golf Course from damage during periods of frost, rainy weather and other unusual conditions.

B-6
(i) Maintain walkways, steps, handrails on walkways and cart paths in a safe, clean, edged, weed-free condition at all times
(j) Maintain and repair all fencing and fence lines in pleasing conditions at all times. (k) Maintain parking lots, fencing, service road areas and driveways in a safe, clean and weed-free condition at all times
(l) Inspect the following frequently and repair as needed:
(1) All area lighting systems for safe and functioning conditions. (2) All golf course buildings and accessory structures for clean, safe and secure conditions.
(3) All golf course parking lots and walkways.
(m) Operator shall maintain all approaches and accessory structures within the golf course in a safe and stable condition at all times. (n) Operator shall maintain and keep in good repair all drainage swells and structures that traverse the golf course. All surface drains and swales shall be kept clear of debris so that water will have unimpeded passage to their outlets. All inlets to sub-drains shall be kept clear of leaves, paper and other debris to insure unimpeded passage of water.

11. Well, Water & Sewer, and Soil Responsibilities
(a) The City shall solely be responsible for the ownership, repair, maintenance and, if necessary, the replacement of the existing water well and pump system serving the Golf Course, including, but not limited to the pressure tank, check valves, pump controls, wiring, casings and any appurtenant mechanical infrastructure. The City’s responsibility shall extend from the wellhead through to the point of connection to the Golf Course irrigation system. In the event of failure or degradation of any portion of the well, pump, or pressure tank system, the City shall, at its sole cost and expense, undertake all necessary repairs, replacements or enhancements including, but not limited to, drilling a new well, re-casing the existing well, replacing the pump, tank or control systems, and installing a temporary pressure tank or water delivery system.

B-7
(b) The City shall ensure that the Golf Course receives a continuous and uninterrupted supply of irrigation water at the City’s sole cost and expense. In the event that repairs to or replacement of the water well and related systems reduce the water supply to the Golf Course, the City shall, at its sole cost and expense, provide the Golf Course with a temporary, viable source of irrigation water sufficient to meet the needs of the Golf Course. (c) Operator shall be responsible for all lateral lines extending from the mainline of the irrigation system and any and all sprinklers and outlets extending therefrom. (e) City shall be solely responsible for the removal of soil in accordance with the plans, specifications and requirements of the Renovation Project. In the event the Renovation Project is cancelled at any time and Operator and City continue to operate the Golf Course, Operator shall have no obligation to move soil under any circumstance without the prior written agreement of the Operator, which may be withheld in its sole discretion.

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4923-7002-7352 v1
EXHIBIT “C”

SCHEDULE OF PERFORMANCE

1. Operator shall assume responsibility and open the Golf Course for basic operations immediately following execution of this Agreement unless operation is impacted by the construction schedule, in which case would take place no later than immediately following the completion of construction. At that time, Operator’s minimum responsibilities under the Agreement shall be limited to maintaining the portions of the Golf Course not impacted by the Golf Course Renovation Project to the standards set forth in EXHIBIT B. During construction, in Operator’s sole discretion, Operator may close the Golf Course to prevent issues of liability and operational losses.

2. Operator shall not be fiscally responsible for modifications to other portions of or change orders related to the Scope of Work during the period of the Golf Course Renovation Project construction.

3. Operator shall provide full staffing, equipment and golf carts at the completion of the Golf Course Renovation Project.

4. Operator shall provide youth summer day camp programs following completion of the Golf Course Renovation Project.

5. Operator shall provide daytime onsite and school site programming following completion of the Golf Course Renovation Project.

Item No. 11 (B)

REPORT TO THE CITY COUNCIL
DATE: DECEMBER 9, 2025
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: STEVEN ADAMS, CITY MANAGER
RE: CONSIDERATION OF EMERGENCY OPERATIONS PLAN
UPDATE
RECOMMENDATION:

It is recommended the City Council adopt a Resolution approving a new City Emergency Operations Plan for the City.

BACKGROUND:

The City’s current Emergency Operations Plan was adopted in 2016 and is in need of updating. Staff have developed an Emergency Preparedness Planning Committee that has been meeting on a regular basis to improve the City’s planning and coordination for major disaster incidents. The Committee is chaired by the City Manager and includes representatives from City staff and outside coordinating agencies. As part of these efforts, the City has contracted with a professional consultant to assist in updating Emergency Operations Plan, which has been completed.

An Emergency Operations Plan is important to serve as guideline for coordinating City resources in the event of a disaster. It is required by both the State and Federal Government to be in place to qualify for reimbursement of costs by the Federal Emergency Management Agency (FEMA) for response and damage associated with a declared disaster. Most importantly, in the event of a major disaster, the City’s resources will be quickly depleted and outside resources will be needed. An Emergency Operation Plan sets forth a standard incident command structure utilized by all other agencies throughout the United States. As a result, the system includes procedures for deploying resources and for personnel to understand their basic functions no matter where they are assigned.

CITY COUNCIL

CONSIDERATION OF EMERGENCY OPERATIONS PLAN UPDATE
DECEMBER 9, 2025
PAGE 2 OF 3
DISCUSSION:

The proposed plan is compliant with both the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). SEMS is the cornerstone of California’s emergency response system and the fundamental structure for the response phase of emergency management. The system unifies all elements of California’s emergency management community into a single integrated system and standardizes key elements. NIMS is the national equivalent to SEMS and is applicable at all jurisdictional levels and across functional disciplines. It is intended to improve coordination and cooperation between public and private entities in a variety of incident management activities and to provide a common standard for overall incident management.

The proposed Emergency Operations Plan institutes the basic incident command structure set forth by SEMS and NIMS. The City Manager serves as the Director of Emergency Services. There are four Sections, including Operations, Planning & Intelligence, Logistics, and Finance. Within the Operations Section, there are four branches, including Law, Fire and Medical, Public Works, and Care & Shelter.

The Police Station Training Room serves as the City’s Emergency Operations Center (EOC). Arrangements have been made for the Salinas Valley Fairgrounds and Chalone Peaks Middle School to serve as primary and secondary evacuation sites. Representatives from both school districts, Cal Water and Mee Memorial Hospital have all agreed to assign representatives to the City’s EOC in the event of a disaster. During an emergency, the County will coordinate requests and deployment of resource assistance.

Emergency contact information for City staff, outside agencies and private vendors is included in the Emergency Operations Plan as appendices. However, they are not attached to the public copy given that they include confidential information.

The City’s Emergency Preparedness Team have conducted training and workshops over the past few months to prepare for and test the draft Emergency Operations Plan Update. The City’s consultant, Russ Patterson, provided a training session on the existing plan to the City Council several years ago. He will present an overview of the proposed Emergency Operations Plan Update at the December 9th City Council meeting, as well as a brief refresher of the training information.

RESOLUTION NO. 2025-5070

A RESOLUTION OF CITY COUNCIL OF CITY OF KING, CALIFORNIA

APPROVING THE KING CITY EMERGENCY OPERATIONS PLAN
WHEREAS, the Standardized Emergency Management System (SEMS) is the system required by Government Code §8607(a) for managing response to multi-agency and multijurisdiction emergencies in the State of California; WHEREAS, cities are required to establish and maintain and Emergency Operations Plans to set forth the incident command structure for use in response to declared disasters; and WHEREAS, Section 2.28.080 of the City’s Municipal Code sets forth that the City shall develop an emergency plan; and
WHEREAS, the City’s Emergency Operations Plan has not been updated since 2016; and WHEREAS, the City has prepared an Emergency Operations Plan compliant with the requirements of the Standardized Emergency Management System and the National Incident Management System; and
WHEREAS, the City Council has determined that it is in the best interest of the community to enact a new Emergency Operations Plan to coordinate resources in the most effective manner in response to a disaster.

NOW, THEREFORE BE IT RESOLVED by the City Council of the City of King, California that the 2016 King City Emergency Operations Plan attached hereto as Exhibit A is hereby approved and enacted immediately.

NOW BE IT FURTHER RESOLVED that the Emergency Operations Plan approved by this Resolution superseded and replaces the 2016 King City Emergency Operations Plan.

PASSED AND ADOPTED at a regular meeting of the City Council on the 9 TH day of
December, 2025, by the following vote:

AYES:

NAYS:

ABSENT:

ABSTAIN:
______________________________
Mike LeBarre, Mayor
ATTEST:
_______________________________
Erica Sonne, City Clerk

APPROVED AS TO FORM:
__________________________________
Roy Santos, City Attorney
212 S. Vanderhurst Avenue
King City, CA 93930
December 2025

EXHIBIT A

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TABLE OF CONTENTS
SECTION I: BASIC PLAN ............................................................................................................... 1 Letter of Promulgation .............................................................................................................. 3 Introduction ............................................................................................................................. 5 Plan Design .............................................................................................................................. 5 Purpose ................................................................................................................................... 5 Scope ...................................................................................................................................... 6 Limitations ............................................................................................................................... 6 Location and Background ......................................................................................................... 6 Planning Assumptions .............................................................................................................. 7 Response Levels ...................................................................................................................... 8 Response Level 1 – Major Disaster......................................................................................... 8 Response Level 2 – Local Disaster ......................................................................................... 8 Response Level 3 – Local Emergency ..................................................................................... 8 Phases of Emergency Management.........................................................................................10 Preparedness..................................................................................................................10 Planning..........................................................................................................................10 Training ...........................................................................................................................10 Exercises ........................................................................................................................11 Awareness and Education................................................................................................11 Response ...........................................................................................................................11 Pre-Event Response ........................................................................................................11 Emergency Response ......................................................................................................11 Disaster Service Workers................................................................................................. 12 Recovery ............................................................................................................................12 Short-Term Recovery........................................................................................................12 Long-Term Recovery ........................................................................................................12 Disaster Assistance Programs..........................................................................................12 Damage Assessment.......................................................................................................13 Recovery Documentation ................................................................................................13 Recovery Organization.....................................................................................................13 After Action Report..........................................................................................................13 Mitigation ...........................................................................................................................14 Multijurisdictional Hazard Mitigation Plan.........................................................................14 Whole Community Approach...............................................................................................14 King City
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Private Sector Coordination .............................................................................................14 People with Disabilities....................................................................................................15 Individuals with Access and Functional Needs ................................................................. 15 Considerations for Pets and Animals................................................................................16 Concept of Operations ...........................................................................................................16 Field Level Coordination: The Incident Command System (ICS) ............................................16 Local, Regional, and State Level Coordination......................................................................17 Field Response................................................................................................................17 Local Government...........................................................................................................17 Operational Area .............................................................................................................17 Regional..........................................................................................................................17 State...............................................................................................................................17 Mutual Aid Regions..........................................................................................................18 Mutual Aid Coordinators..................................................................................................18 Federal Coordination: The National Incident Management System (NIMS).............................19 Alert and Warning ...................................................................................................................19 Emergency Alert System (EAS).............................................................................................19 National Warning System (NAWAS)......................................................................................19 National Weather Service....................................................................................................19 Alert Monterey County.........................................................................................................19 Community Notification and Crisis Communication.............................................................20 Emergency Proclamations ......................................................................................................20 Local Proclamation.............................................................................................................20 State of Emergency .............................................................................................................21 State of War Emergency ......................................................................................................21 Presidential Declaration......................................................................................................21 Public Health Emergency ....................................................................................................21 Other Declarations, Powers, and Authorities ........................................................................22 Hazard Vulnerability Assessments & Risk Analyses..................................................................22 Hazard Risks.......................................................................................................................22 Natural Hazards..................................................................................................................22 Technological and Human-Related Hazards.........................................................................22 Additional Information Regarding Hazards within the City .....................................................23 Earthquakes....................................................................................................................23 Flood Hazards.................................................................................................................24 King City
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Fire Hazards....................................................................................................................24 Hazardous Materials........................................................................................................24 Public Health Hazards .....................................................................................................25 Severe Weather...............................................................................................................25 Terrorism Event ...............................................................................................................25 Authorities and References.....................................................................................................25 King City Municipal Code.....................................................................................................25 State ..................................................................................................................................28 Federal...............................................................................................................................29 Continuity of Government.......................................................................................................29 City Management................................................................................................................29 City Council........................................................................................................................29 Essential Facilities: Seat of Government ..............................................................................29 Preservation of Vital Records...............................................................................................30 SECTION II: EMERGENCY OPERATIONS CENTER.........................................................................31 Primary and Alternate EOC Locations......................................................................................33 EOC Activation and Deactivation.............................................................................................33 EOC Activation Levels......................................................................................................33 EOC Deactivation............................................................................................................34 EOC Communications Resources ....................................................................................34 Internal Communications and Coordination.....................................................................34 External Communications and Coordination ....................................................................35 EOC Organization ...............................................................................................................35 EOC Structure.................................................................................................................35 Policy Group....................................................................................................................36 Management Section.......................................................................................................36 Operations Section..........................................................................................................37 Planning & Intelligence Section........................................................................................38 Logistics Section .............................................................................................................38 Finance Section ..............................................................................................................38 EOC Layout ........................................................................................................................39 SECTION III: EOC CHECKLISTS ...................................................................................................41 Purpose of EOC Checklists .....................................................................................................43 All Position Checklists ............................................................................................................45 Management Section..............................................................................................................47 King City
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Director of Emergency Services ...........................................................................................47 Public Information Officer ...................................................................................................49 Liaison Officer ....................................................................................................................53 Legal Officer .......................................................................................................................55 Operations Section.................................................................................................................57 Operations Section Chief ....................................................................................................57 Law Branch Coordinator......................................................................................................61 Fire Branch Coordinator ......................................................................................................63 Public Works Branch Coordinator........................................................................................65 Care and Shelter Branch Coordinator ..................................................................................71 Planning & Intelligence Section ...............................................................................................75 Planning & Intelligence Section Chief / Assistant / Staff ........................................................75 Logistics Section ....................................................................................................................81 Logistics Section Chief / Assistant / Staff .............................................................................81 Finance Section .....................................................................................................................89 Finance Section Chief / Assistant / Staff...............................................................................89 Pre-Event Checklists ..............................................................................................................95 APPENDIX 1: EOC PERSONNEL / CONTACT INFORMATION .......................................................101 APPENDIX 2: OUTSIDE AGENCY CONTACT INFORMATION.........................................................115 APPENDIX 3: VENDOR CONTACT INFORMATION.......................................................................123 APPENDIX 4: EOC FORMS ........................................................................................................129 APPENDIX 5: SAMPLE EMERGENCY PROCLAMATION................................................................145 APPENDIX 6: HAZARD SPECIFIC CHECKLISTS...........................................................................149 Earthquake ...................................................................................................................151 Winter Storms ...............................................................................................................153 Wildland Fire.................................................................................................................154 Hazardous Materials Incidents (HAZMAT).......................................................................156 APPENDIX 7: GLOSSARY & ACRONYM LIST ...............................................................................159 ANNEX A: EMERGENCY COMMUNICATIONS PLAN....................................................................177 ANNEX B: CITY COUNCIL DUTIES .............................................................................................181 ANNEX C: THE INCIDENT COMMAND SYSTEM ..........................................................................185 SUMMARY OF REVISIONS.........................................................................................................191 King City
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LIST OF TABLES
Table 1:Hazard Matrix.................................................................................................................23 Table 2: Earthquake Sizes ...........................................................................................................24 Table 3: Succession ...................................................................................................................29

LIST OF FIGURES
Figure 1: Response Levels ............................................................................................................ 9 Figure 2: Four Phases of Emergency Management .......................................................................10 Figure 3: Discipline Specific Mutual Aid System...........................................................................18 Figure 4: EOC Activation Guide ...................................................................................................34 Figure 5: King City EOC Organization Chart..................................................................................35 Figure 6: EOC Layout..................................................................................................................39 Figure 7: The Incident Command System ..................................................................................187 King City
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King City
Emergency Operations Plan Section 1: Basic Plan
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1 SECTION I: BASIC PLAN
King City
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3 LETTER OF PROMULGATION
Letter of Promulgation
The preservation of life, environment, and property is an inherent responsibility of the local, state, and federal governments. King City has prepared this emergency operations plan to ensure the most effective and economical allocation of resources for the maximum benefit and protection of the community in times of emergency.

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

The objective of this plan is to integrate and coordinate all City agencies and personnel into an efficient organization capable of responding to any emergency.

This emergency operations plan is an extension of the California Emergency Plan. It will be reviewed, exercised periodically, and revised as necessary to meet changing conditions.

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

Concurrence of this promulgation letter constitutes the adoption of the Standardized Emergency Management System and the National Incident Management System by King City. This emergency operations plan will take effect upon approval by the City Council.

Steve Adams
City Manager
Director of Emergency Services
King City
Emergency Operations Plan Section I: Basic Plan
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4 This Page Intentionally Left Blank
King City
Emergency Operations Plan Section I: Basic Plan
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5 INTRODUCTION
The Emergency Operations Plan (EOP) for the City of King outlines authorities, organizational structures, and procedures used to coordinate activities related to local and regional emergencies or disasters.

The City and its surrounding region are susceptible to various hazards, including natural disasters, human-caused events, technological failures, and pandemics. While the risk profiles for these hazards are regularly quantified and assessed in related documents, the EOP utilizes an “allhazards” approach to ensure the City can prepare for, respond to, recover from, and mitigate against all potential hazards and critical incidents.

PLAN DESIGN
This City Emergency Operations Plan (EOP) outlines how King City complies with and implements the requirements of the California Emergency Services Act (ESA) to protect the lives and property of the community.

The EOP is organized as follows:
• Section 1 - Basic Plan: includes planning assumptions, policies, and concept of operations for emergency management.
• Section 2 - Emergency Operations Center: includes pertinent information on how the EOC operates.
• Section 3 - EOC Checklists: includes detailed information on the specific EOC functions. • Appendices: Specific and Confidential emergency plan information. • Annexes: Additional plans and documents.

PURPOSE
The primary purpose of the EOP is to outline the City’s framework for managing preparedness, response, recovery, and mitigation activities, inclusive of City departments, personnel, and elected officials, by:
• Serving as a foundationaldocumentunderwhichadditionaloperationalandtacticalannexes, appendices, and plans can be attached.
• Codifying the City’s understanding and adoption of state and federal response constructs through which operational coordination, mutual aid, and other requests for support will be integrated.
• Demonstrating compliance with State and federal laws and regulations, such as the California Emergency Services Act.

King City
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6 SCOPE
The EOP serves as the foundational element of the City’s approach to emergency management.

While all City resources may be called upon as needed, specific departmental responsibilities are outlined in the EOP Basic Plan and associated annexes. To ensure the City is adequately prepared, all City departments are required to actively participate in preparedness and planning activities, including developing departmental plans, policies, and procedures as necessary to fulfill their assigned roles and obligations.

The EOP adopts the "Whole Community" approach to emergency management, recognizing the roles of special districts, non-governmental organizations (NGOs), community-based organizations (CBOs), faith-based organizations (FBOs), private-sector businesses, educational institutions, and other stakeholders, in addition to City resources. Additionally, the EOP is designed to encompass the diverse range of support that may be required by residents, visitors, and businesses, including individuals with disabilities and those with access or functional needs.

LIMITATIONS
While many of the organizational and operational constructs outlined in the EOP are designed for flexibility and can be utilized as needed to address various emergency and non-emergency events, some activities require special activation or a formal disaster declaration by the City Manager.

Similarly,the EOP is not meantto outline procedures for routine incidents or minor emergencies that are adequately addressed through existing processes.

The EOP identifies operational strategies and plans for managing inherently complex and potentially catastrophic events. As such, City assets, resources, and departments are potentially vulnerable and may become overwhelmed. Deviations from the organizational and response structures outlined in the EOP may be required based upon evolving needs and available resources. With this in mind, the EOP was designed to promote flexibility whenever possible and is not intended to limit the use of sound judgment and common sense in matters not foreseen or adequately addressed by elements ofthe EOPand its associated appendices, annexes,or plans.

LOCATION AND BACKGROUND
King City is the southernmost city in Monterey County, located along the Salinas River and US Highway 101, and just south of Greenfield in the heart of the Salinas Valley. King City is 3.8 square miles in size and is situated in the center of one of the world's most productive agricultural valleys.

The City is also the primary access portal to the Pinnacles National Park, located a short drive to the east of the City. The Climate is semi-arid, although bordering on a Mediterranean climate, with very warm, mostly dry summers and cool, wet winters.

The location of King City on the banks of the Salinas River was part of the vast San Lorenzo Rancho.

This huge Spanish land grant once extended from the Salinas River to the San Benito River, from San Lorenzo on the south to San Juan on the north. Original grantees were Feliciana Soberanes, who received five leagues in 1841, and Francisco Rico, who was granted five leagues in 1842. When Charles King, founder of King City, first saw the Salinas Valley, it was a dry, windswept expanse of sand.

The Salinas River ran bank to bank in wet years, a raging torrent in the winter. But in the summer, the river went underground, leaving only a skeletal course of rock and sand the length of the Valley.

King City
Emergency Operations Plan Section I: Basic Plan
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7 In 1884, King purchased 13,000 acres of the San Lorenzo grant to grow wheat. He established ranch headquarters at what is now the Spreckels Ranch, located north of the city. His first project was to plant 6,000 acres of wheat. King’s neighbors told him that wheat would never grow, and the only transportation available was by mule to Monterey, where it was transferred to sailing ships. But King has a plan. His wheat crops were bountiful, and some farmers wanted to lease land from the King to grow wheat. Railroad interests took note. Southern Pacific had extended its line to Soledad, and Collis P. Huntington, the renowned railroad magnet, became interested in pushing the tracks further south in quest of King’s wheat. In 1886, the tracks of the Southern Pacific Railroad reached King’s ranch buildings, and the Southern Pacific Milling Company put up a warehouse. Shortly after, a flour mill was erected adjacent to the warehouse, and “King’s Station” began to function as a commercial entity.

In 1887, the first subdivision was built. This laid out a town bounded by San Lorenzo Avenue on the west, by the railroad on the east, by Ellis Street to the north, and Pearl Street to the south. In 1895, the area north, west, and south of King’s Station was subdivided and new streets added. In 1897, King sold his extensive holdings to the Spreckels Sugar Co. Irrigation brought life to the Salinas Valley, transforming the area into lush green acres of row crops. King City was incorporated in 1911.

PLANNING ASSUMPTIONS
The following assumptions were used during the development of the EOP:
• The City of King is susceptible to several hazards that may result in critical incidents. • Protection of lives, property, and the environment is the responsibility of local government. • Although not fully quantified, climate change is a contributing factor to several potential hazards.
• Critical incidents include a variety of natural,technological, or man-made emergencies and disasters.
• Some critical incidents will provide advanced warning, while others will occur suddenly. • All departments will participate in planning and preparedness activities, as required. • Personnel will be adequately trained to perform the roles in which they are assigned. • The EOC will be partially or fully activated to support operations during significant critical incidents or when deemed necessary to manage a pre-planned large-scale event or incident. City personnel may be unable or unavailable to report to work or as assigned. • Non-essential operations may be reduced or cancelled to prioritize resources for other needs.
• Mutual aid and other assistance will be requested when City resources are inadequate. • Outside assistance and support may be unavailable for extended periods of time. • Communications equipment and infrastructure may be damaged or disrupted. • Infrastructure may be damaged or disrupted, and access to critical facilities may be blocked.
• Critical infrastructure and utilities such as natural gas, water, and electricity may be severely impacted.

King City
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8 • Residents may need to be self-sufficient for one week or more. • Additional planning, resources, and support will be needed to support people with disabilities andothers with access and functional needs.

RESPONSE LEVELS
Response Levels are used to describe the type of event. The area(s) affected and extent of coordination or assistance needed, and degree of participation expected from the City are:

Response Level 1 – Major Disaster
City and other local resources are overwhelmed, and the City declares a State of Emergency because extensive outside resources are required. A Local Emergency and a State of Emergency are proclaimed, and a Presidential Declaration is requested. The emergency operation is centralized. The EOC is activated, and all coordination and direction activities are done from there. There may be several incidents, and the managers of each incident would, as much as possible, report to and receive direction from the EOC. During war, a Statewide Emergency Management System will be fully activated, and the State will coordinate emergency operations from Sacramento.

Response Level 2 – Local Disaster
Local resources are insufficient, and mutual aid may be necessary on a regional or even statewide basis. A Local Emergency is proclaimed, and a State of Emergency might be declared. Several departments, as well as other jurisdictional agencies, need close coordination.

The Emergency Operations Center is activated to coordinate emergency response. EOC activities may include, but are not limited to:
• Establishing a City-wide situation assessment function. • Establishing a City-wide public information function. • Determining resource requirements for the affected area and coordinating resource requests.
• Establishing and coordinating the logistical systems necessary to support multi-incident management.
• Establishing priorities for resource allocation.

Direction is decentralized: Incident Command Systems are established and continue to report through agency dispatch centers. Agency dispatch centers or liaison personnel provide information to the Emergency Operations Center.

Response Level 3 – Local Emergency
This type of situation is typically managed from a command post at the scene. Local resources are adequate and available; a local emergency is declared. Both coordination and direction are centralized: the Emergency Operations Center is not activated, and public safety personnel provide necessary support, as established by agreements and ordinances. Police, fire, and other responders coordinate through established telephone systems, radio networks, and dispatch centers.

Refer to the Response Level Diagram on the following page.

King City
Emergency Operations Plan Section I: Basic Plan
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9 Figure 1: Response Levels
King City
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10 PHASES OF EMERGENCY MANAGEMENT
The City actively maintains a program to promote,
coordinate, and advance the four phases of emergency
management: preparedness, response, recovery, and
mitigation. The City Manager is the statutory director of the emergency management program, and the Office of
Emergency Services has been delegated the
responsibility to coordinate these activities.

While the four phases of emergency management
demonstrate the typical evolution of activities related to a specific hazard, they are not necessarily dependent
upon each other and often overlap or are conducted
concurrently to address several different hazards.

Preparedness
The Preparedness Phase encompasses activities undertaken before an emergency to enhance the City’s ability to coordinate, respond to, and recover from a critical incident. These activities focus on maintaining or improving capabilities that will be used in the response or recovery phases. The City’s preparedness activities emphasize emergency planning and training as well as public education and outreach. The City also conducts regular drills and exercises to validate ongoing activities, identify areas for improvement, and prioritize or justify future efforts and funding.

In recognition of the numerous and diverse potential hazards facing the region, the City has adopted an “all-hazards” approach to planning and preparedness. While not restricting the development of specialty or tactical plans, this model focuses on developing core capabilities that enable the full spectrum of potential hazards and critical incidents to be addressed.

Planning
Emergency planning encompasses a range of plans at the strategic, operational, and tactical levels.

Strategic plans encompass the EOP and many of its associated hazard-specific or functional annexes. In contrast, operational and tactical planning involves more granular information, including standard operating procedures (SOPs), checklists, personnel assignments, notification rosters, and resource lists. All City departments are required to participate in the development of relevant strategic and operational plans while ensuring that internal tactical planning is sufficient to meet the needs of their outlined roles and assigned objectives. The City Manager will conduct a thorough review of the plan as needed. Updates shall be distributed when there are significant changes.

Training
Training is a vital component of preparedness and significantly impacts the City’s ability to respond to and recover from a critical incident. City Departments may offer internal training and pursue additional local, state, and federal training opportunities. The City actively oversees training activities and allocates funding based on changing needs, personnel turnover, and course availability. Furthermore, the City consistently prioritizes training that enhances staff understanding and familiarity with the following concepts:

Figure 2: Four Phases of Emergency
Management
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11 • Incident Command System (ICS)
• California Standardized Emergency Management System (SEMS) • National Incident Management System (NIMS)
• California Disaster Service Worker (DSW)
Exercises
Exercises are the primary tool for assessing preparedness activities and identifying areas for improvement, while allowing personnel at all levels to simulate theirresponse and recovery roles in a learning environment. The City follows the best practices of the Homeland Security Exercise and Evaluation Program (HSEEP), including the building block concept of seminars, small-scale tabletop exercises, functional exercises, and full-scale exercises.

The City employs a range of exercises to regularly assess critical capabilities and inform future planning and training needs. By simulating potential response or recovery scenarios, the City can validate existing plans and determine if and where additional training is required.

Awareness and Education
The City aims to raise public awareness and education to boost overall preparedness and resilience.

In partnership with organizations like the American Red Cross, it plans to provide community education, outreach, and training to enhance the ability of residents and groups to effectively prepare for and manage their own needs. By promoting self-reliance and individual readiness, the City reduces the pressure on limited resources and helps address competing needs during emergencies.

Response
The Response Phase encompasses any actions taken immediately before, during, or directly after a critical incident to minimize the potential or existing impacts of the incident.

Pre-Event Response
Some incidents, such as those related to severe weather, may provide sufficient warning to allow for pre-event or precautionary measures. Depending upon the probability and likelihood of significant impacts, pre-event response activities may include:
• Public Warning
• Evacuations
• Supply Distribution
• Resource Mobilization
• Staging
• Mutual Aid Requests
• Proclamation of a Local Emergency
Emergency Response
Emergency response activities are actions taken during, or in the immediate aftermath of, a critical incident to mitigate actual impacts. While these activities are most often associated with traditional response agencies, including law enforcement, fire protection, emergency medical services (EMS), King City
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12 utilities, and public works, the size and complexity of an incident may require robust support from additional governmental agencies, NGOs, and other partners. As a result, comprehensive stakeholder participation during the development and socialization of relevant strategic, operational, and tactical plans can significantly enhance the efficiency and effectiveness of these emergency response activities.

When coordinating emergency response activities and addressing competing needs and objectives, the City utilizes the following prioritization hierarchy:
1) Support Life Safety
2) Protect Property
3) Reduce Impacts to the Environment
Emergency response may also include activities related to short-term recovery and often overlaps with long-term recovery operations.

Disaster Service Workers
Consistent with California Government Code Section 6, government employees (excluding noncitizens) are considered Disaster Service Workers (DSW). When a disaster occurs, each employee will be expected to perform specific duties to assist the community in returning to normal as soon as possible.

Recovery
The Recovery Phase encompasses both short- and long-term activities aimed at restoring the community to its pre-incident state. In some instances, when a state or federal disaster declaration has been made, recovery activities include the critical task of identifying, documenting, and quantifying response and recovery costs eligible for reimbursement.

Short-Term Recovery
Short-term recovery operations commence during the response phase and may include activities such as restoring essential services, expediting debris removal, and reestablishing city services.

Long-Term Recovery
Long-term recovery operations are often required to address extensive damage to infrastructure.

Activities include the restoration and reconstruction of public facilities, as well as the recovery of disaster response costs. Long-term recovery may also involve policy decisions, such as changes to zoning ordinances or permit processes, that support redevelopment and enhance economic and community resilience.

Disaster Assistance Programs
Disaster assistance programs may be available for the following:
• Individuals – May be eligible for loans and grants for housing assistance programs (for homeowners and renters), and uninsured disaster-related necessities (including personal property, medical, dental, and transportation expenses). Other programs, including crisis counseling, disaster unemployment assistance, and legal services, may be available.

Additionally, various NGOs, including the American Red Cross, Mennonite Disaster Services, King City
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13 and the Salvation Army, provide recovery assistance to individuals, families, and community organizations, offering necessities such as shelter, clothing, and housing. • Businesses – May be eligible for low-interest loans to assist with uninsured damage through the U.S. Small Business Administration (SBA). Programs for agricultural assistance in the form of low-interest loans for economic losses may be available through the U.S. Department of Agriculture (USDA).
• Government – Assistance is available through state assistance under the California Disaster Assistance Act (CDAA), as well as several federal programs, including the Federal Emergency Management Agency (FEMA) Public Assistance (PA) Grant Program and the Hazard Mitigation Grant Program (HMGP).
• Non-profit organizations – Assistance is available through state assistance under the CDAA, as well as several federal programs, including the FEMA PA Grant Program for eligible nonprofit organizations.

Damage Assessment
Damage assessment activities involve identifying, recording, compiling, and analyzing damage to determine the type ofrecovery assistance needed. Following major disasters, a Preliminary Damage Assessment (PDA) is used to determine eligibility for state and federal financial assistance and reimbursement.

Recovery Documentation
Documentation is the key to recovering eligible emergency response and recovery costs. Damage assessment documentation will be critical in establishing the basis for eligibility for disaster assistance programs. Various state and federal assistance programs require different types of documentation for eligible costs. In addition to structural damage, these programs may also cover staff time, equipment, and materials utilized in response to the incident. To support the maximum recovery of eligible reimbursement, City departments and agencies must identify and support internal mechanisms for tracking and documenting appropriate costs.

Recovery Organization
With support and oversight from the City Council, the City Manager is responsible for overseeing and managing the City's overarching recovery activities. The Finance Department will manage activities specific to financial recovery. During the active response phase or the immediate aftermath of an emergency, short-term recovery activities should be coordinated at the EOC, if activated.Depending upon the size and impact of the event, significant support from other City departments may be required.

After Action Report
As part of the recovery phase, and in accordance with SEMS, the State of California requires any city and/or county declaring a local emergency for which the governor proclaims a State of Emergency to complete and transmit an After-Action report to the California Office of Emergency Services (Cal OES) within 90 days of the close of the incident period. The after-action report shall include and address, at a minimum:
• A review of response actions taken.

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14 • The application of SEMS.
• Suggested modifications to SEMS.
• Necessary modifications to plans and procedures.
• Identified training needs.
• Recovery activities to date.

Mitigation
The Mitigation Phase includes actions and measures taken to reduce or eliminate the degree of longterm risk from natural and technological hazards. Whereas preparedness activities increase the City’s ability to respond to the impacts of a hazard, mitigation activities reduce the potential for those impacts in the future, thereby reducing overall risk. Several mitigation activities are available and may include the implementation, augmentation, or promotion of the following:
• Building and Safety Codes • Public Outreach and Education • Disaster/Fire/Flood Insurance • Relocation
• Land Use Planning Management • Risk Mapping
• Hazard Research and Analysis • Safety Codes, Statutes, Ordinances • Land and Repetitive Loss Acquisition • Tax Incentives and Disincentives • Monitoring and Inspection • Seismic Strengthening or Retrofitting Multijurisdictional Hazard Mitigation Plan
The City actively participates in formal mitigation activities, including the development of the Monterey County Multijurisdictional Hazard Mitigation Plan. The City’s current mitigation strategy has been codified as an annex to the County plan.

Whole Community Approach
The City’s ability to respond to and recover from significant emergencies and major disasters is highly dependent on planning for the unique needs and specific requirements of the City’s residents, non-resident commuters, and visitors. To further identify and meet these needs, the City has adopted a “Whole Community” approach in which the inclusion and integration of community partners, neighbors, and other stakeholders is actively promoted in all phases of emergency management. Through these collaborative efforts, the City will become more resilient and better prepared to meet the needs of its residents and daytime populace alike, especially those with disabilities and others with access and functional needs.

Private Sector Coordination
King City is home to a diverse and vibrant business community. The City actively engages with theprivate sectortobetterunderstandtheir needs, identify resources, and develop partnerships. The City acknowledges this valuable support and will continue collaborative efforts with the private sector as an integral component of the City’s overarching emergency management program.

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15 People with Disabilities
People with disabilities often require additional planning and support to ensure they receive equal access and coverage under emergency preparedness and response programs, as mandated by the Stafford Act and other relevant state and federal legislation, including the Americans with Disabilities Act (ADA) of 1990. Covered disabilities are not always apparent and may include impairments of mobility, vision, and hearing, as well as some cognitive disorders and mental illnesses.

The City has a diverse population representing a wide variety of people with disabilities. To meet the needs of these individuals, the City is committed to ongoing planning and preparedness activities designed to improve and validate capabilities in support of people with disabilities, including but not limited to:
• Notification and warning procedures.
• Evacuation, transportation, and sheltering considerations. • Accommodations for Service Animals.
• Accessibility to information.

In addition, the City looks to integrate people with disabilities and their advocates directly into preparedness activities such as plan development and review. These efforts have included targeted outreach to publicize the development of this EOP and solicit input and participation in the subsequent development and review of associated operational annexes and appendices.

Individuals with Access and Functional Needs
In addition to people with disabilities, the City recognizes that further support may also be needed forthose with access and functional needs. A significant segment of the City has access or functional needs that will need to be addressed to ensure equitable treatment. The City will make every effort to integrate the needs of the entire population, including those of individuals with Access and Functional Needs (AFN). AFN includes:
• Individuals who have limited English proficiency, or have limited ability to speak, see, hear, or understand.
• Individuals who may require specific medications, supplies, services, durable medical equipment, electricity for life-maintaining equipment, breastfeeding and infant/childcare, or nutrition.
• Individuals who function independently with assistance from mobility devices or assistive technology, vision and communication aids, or service animals. • Individuals who may need support and safety.
• Individuals who lack access to personal transportation are unable to drive due to decreased or impaired mobility that may come with age and/or disability, temporary conditions, injury, or legal restriction.

The City's disaster response goals and objectives will strive to consider the needs of the entire community, including children, individuals with disabilities, those with access and functional needs, and other members of the general population. The City will ensure that the American Red Crossestablished shelters meet the requirements of the Americans with Disabilities Act (ADA) of 1990.

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16 The need to formally engage representatives from all cultural groups and people with access and functional needs has been starkly demonstrated as the nature and scope of disasters recently impacting the City, Monterey County, and the State of California have grown in intensity and severity year after year. For the City to be effective in addressing future disasters, it must integrate the needs of all the city’s diverse population to avoid disproportionate impacts on some of our most vulnerable communities. This EOP aims to incorporate mechanisms and processes that account for the City’s diverse population and access and functional needs in a meaningful and inclusive manner, ensuring all community members are disaster-ready and resilient, regardless of their circumstances.

Efforts are taken during the phases of emergency management to focus on the City’s diverse population and most vulnerable community members, including those with access and functional needs. Needs of the community considered include, but are not limited to, cultural competency in emergency communications, evacuation, shelter, mitigation, prevention, planning, and preparedness.

Considerations for Pets and Animals
As a result of national deficiencies in emergency planning uncovered in the aftermath of Hurricane Katrina, the federal government passed the Pets Evacuation and Transportation Standards (PETS) Act in 2006 as an amendment to the Stafford Act. Recognizing the unwillingness of many displaced individuals to take advantage of evacuation or shelter resources without accommodating their pets or companion animals, the PETS Act directs that state and local preparedness plans address the needs of individuals with pets and companion animals during disasters or emergencies.

The City works to include considerations for the needs of pets and companion animals in plans as appropriate. Furthermore, although not required under the PETS Act, additional resources for evacuating larger animals and livestock, such as horses, may be available through coordination and request with the Monterey County Department of Emergency Management.

CONCEPT OF OPERATIONS
In accordance with state and federal laws, the City has officially adopted and integrated the following emergency management, response, and coordination systems:
• The Incident Command System (ICS)
• The Standardized Emergency Management System (SEMS)
• The National Incident Management System (NIMS)
Together, these congruent operational systems outline how critical incidents, emergencies, and disasters will be coordinated at the local, county, regional, state, and federal levels.

Field Level Coordination: The Incident Command System (ICS) As mandated by both SEMS and NIMS, the City utilizes the ICS to manage response activities in the field. ICS provides for common terminology, processes, and position titles, while allowing the delegation of functions (or tasks) to subordinate positions to promote proper span of control and unity of command. ICS applies to any size incident and is designed to be expandable as the incident's needs expand or contract. When utilized, the standardization of ICS principles and nomenclature can integrate large numbers of personnel from disparate organizations.

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17 Local, Regional, and State Level Coordination
As the cornerstone of California’s emergency response system, SEMS integrates the concepts and principles of both NIMS and ICS. Jurisdictions within the State are required to adopt its use, and the system unifies all elements of California’s emergency management community into a single integrated structure. SEMS ensures that local communities retain the authority and responsibility for managing and coordinating responses within their jurisdictions, while promoting situational awareness and facilitating the prioritization of resource requests.

The five SEMS coordination levels expand outward from the impacted area at the field level, with each successive level representing a larger geographic area. The five organizational levels include:

Field Response
Field response includes on-scene activities and coordination, consistent with ICS, and involves using an Incident Command Post (ICP). Depending on the incident, multiple ICPs may be set up at different locations within the affected area. Resource requests and situation reports are sent from the field to the next SEMS organizational level, either through participating response agencies or the Emergency Operations Center (EOC), if it is activated.

Local Government
Local governments, such as King City, hold the responsibility and authority for managing response activities within their respective areas. To support these efforts, local jurisdictions can activate their respective EOCs. Local EOCs facilitate agency coordination, provide logistical support, establish common operating pictures, define overall priorities, and allocate available resources. Additionally, local EOCs coordinate with the Operational Area (OA)/Monterey County Department of Emergency Management.

Operational Area
The OA provides coordination within the county and between all political subdivisions. The OA coordinates resource needs within the county’s geographic area through the County EOC, if activated. The OA also serves as a link to the regional level and all other OAs within the region. The City of King is part of the Monterey County OA and coordinates closely with the Monterey County Department of Emergency Management. The City participates in OA planning and, during a critical incident, coordinates with the OA through the Director of Emergency Services.

Regional
The State of California is divided into three regions that each maintain Regional Emergency Operations Centers (REOC) to coordinate resource requests, support mutual aid, and promote situational awareness between their respective OAs. King City and the Monterey County OA are within the Coastal Administration Region.

State
When required, California’s State Operations Center (SOC) is activated to facilitate state agency response, mobilize mutual aid, and coordinate with other regions, states, and the federal government. The SOC also serves as the liaison with the National Operations Center (NOC).

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18 Mutual Aid Regions
California is divided into six mutual aid regions to facilitate the coordination and flow of mutual aid requests. As part of the Coastal Administration Region, the Monterey County OA and the City are part of Mutual Aid Region II.

Mutual Aid Coordinators
Discipline-specific mutual aid systems work through designated mutual aid coordinators at the operational area, region, and state levels. The mutual aid coordinator receives mutual aid requests and coordinates the provision of resources within their geographic area of responsibility. All unfilled requests will be forwarded to the next higher level of government.

Mutual aid requests that do not fall into one of the discipline-specific mutual aid systems are handled through the emergency services mutual aid system and by emergency management staff at the local government, operational area, regional, and state levels. Depending upon the circumstances, mutual aid coordinators may operate from their existing department, an EOC, or other locations as required.

Figure 3: Discipline Specific Mutual Aid System
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19 Federal Coordination: The National Incident Management System (NIMS)
NIMS provides a comprehensive national framework for incident management applicable at all jurisdictional levels and across all functional disciplines. Most NIMS requirements applicable to the City of King, including the adoption of ICS, are satisfied by the adoption of SEMS. Additional elements of NIMS outline coordination between federal agencies and the use of federal assets and resources.

The California Mutual Aid System operates within the framework of the California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA). The California Emergency Services Act governs it.

The system enables the mobilization of resources to and from emergency response agencies, local governments, operational areas, regions, and the state, to provide requesting agencies with adequate resources. The general flow of mutual aid resource request systems within mutual aid is depicted in Figure 3, "Discipline-Specific Mutual Aid System." The California Mutual Aid System comprises several discipline-specific mutual aid systems, including fire and rescue, law enforcement, medical, building and safety, coroners, Emergency Management Mutual Aid (EMMA), and public works.

In addition to the California Mutual Aid System, the state participates in interstate mutual aid through the Emergency Management Assistance Compact (EMAC)

ALERT AND WARNING
Emergency Alert System (EAS)
The Emergency Alert System (EAS) is a public warning system used by federal, state, and local authorities to deliver emergency information and alerts to the public. This system leverages existing media resources, such as radio and TV, to communicate with residents during widespread emergencies.

National Warning System (NAWAS)
The National Warning System (NAWAS) is a dedicated wireline network that enables two-way voice communication between the federal warning center, state warning points, and local warning points.

If necessary, NAWAS is a nationwide system designed to broadcast warnings of an imminent attack across the country. National Weather Service (NWS)
National Weather Service
The National Weather Service (NWS) broadcasts continuous weather updates on 162.40, 162.475, and 162.55 MHz frequencies. Severe weather alerts are signaled by a 1,050 Hz tone that activates weather monitoring receivers with decoders.

Alert Monterey County
Alert Monterey County is the official emergency alert and warning system for the County of Monterey and its municipal jurisdictions. This system provides critical public safety information from local government and safety officials. Managed by the County of Monterey's Department of Emergency Management and operated by Public Safety Answering Points, Law Enforcement, Fire, Public Health, and Emergency Management agencies, Alert Monterey County allows signed-up users to receive King City
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20 alerts via landline calls, cell phone text messages, pre-recorded verbal messages, and email. The system also supports telephone devices for the deaf. When a hazard notification is issued, individuals receive a message through their registered communication method.

Additional Emergency Alerts that may be received include:
• Wireless Emergency Alerts (WEA) - Push notification from a phone. • Emergency Alert System (EAS) - Broadcast through broadcast satellite providers, cable television systems, and wireless cable systems.
• NOAA Weather Radio (NWR) - Available through NOAA Radios. Residents of Monterey County can tune their NOAA radios to either Monterey (Frequency: 162.550 MHz) or Monterey Marine (Frequency: 162.450 MHz).

Community Notification and Crisis Communication
The City recognizes the importance of clearly sharing emergency information with residents and the public through multiple overlapping methods. In addition to the systems mentioned earlier, this includes using social media and various targeted outreach channels. The City monitors new options and technological advancements as they emerge to enhance the speed, efficiency, and overall reach of crisis communication, especially for people with disabilities and others with access or functional needs.

EMERGENCY PROCLAMATIONS
Local Proclamation
A local emergency may be proclaimed by the Director of Emergency Services or designee in accordance with the King City Municipal Code. The City Council must ratify the proclamation within seven days and must review the need to continue the local emergency every 60 days until a local emergency is terminated. A copy of the resolution must be provided to Cal OES through the Monterey County OA.

The proclamation of a local emergency provides the City with the legal authority to:
• Request the Governor to proclaim a state of emergency when, in the opinion of the director, the locally available resources are inadequate to cope with the emergency. • Promulgate or suspend orders and regulations to provide for the protection of life and property.
• Exercise full power to request 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 City officer or employee. • Requisition necessary personnel and materials from any City department or agency • Obtain vital supplies, equipment, and, if required, commandeer the same for public use. • Conduct emergency operations with limited legal liability for performance, or failure of performance.

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21 Refer to Appendix 5 for a copy of a Sample Emergency Proclamation.

State of Emergency
After a proclamation of a local emergency, the governing body of the City, having determined that local resources are not sufficient to mitigate the situation, may request by letter or resolution that the Governor proclaim a state of emergency in the area to commit state resources fully, mutual aid assistance, and provide resources to assist local government. To support its request for a gubernatorial proclamation, it is essential that the City forward an estimate of damage and financial loss to Cal OES through the Monterey County OA as quickly as possible. Estimates of loss are an essential part of the criteria that Cal OES considers when deciding to proclaim a state of emergency and request a Presidential Declaration of Emergency or Disaster.

A copy of the request for a Governor’s proclamation, with the following supporting data, must be forwarded to the Monterey County OA for transmission to the Cal OES Director:
• Copy of the local emergency proclamation.
• Initial damage estimate summary that estimates the severity and extent of the damage.

Cal OES prepares a recommendation for the Governor, and if approved, prepares a proclamation.

The Governor may also proclaim a State of Emergency without a local request if:
• Conditions of extreme peril threaten the safety of persons and property in the state. • Emergency conditions are beyond the response capacity and capabilities of the local authorities.

State of War Emergency
In addition to a State of Emergency, the Governor can proclaim a State of War Emergency whenever the State or the nation is attacked by an enemy of the United States, or upon receipt by the State of a warning from the federal government indicating that such an enemy attack is probable or imminent.

The powers granted to the Governor under a State of War Emergency are the same as those given under a State of Emergency.

Presidential Declaration
Following the proclamation of a State of Emergency, the Cal OES Director may recommend that the Governor request a Presidential Declaration of a major disaster under the authority of Public Law 93- 288. The Governor’s request to the President is submitted through FEMA. Supplementary information, such as an Initial Damage Assessment, may be required to accompany the state and local proclamations.

Public Health Emergency
An outbreak of disease may require prompt action to prevent its spread, and in this sense, it may present an emergency for public health officials. However, as explained in the Health Officer’s Guide to Communicable Disease Control, no official needs to take political action in the form of a formal declaration of emergency for the local health officer to “take measures as may be necessary” to prevent the spread of the disease. The local health officer has the legal authority to do so when they have reason to believe that a case of disease has occurred in their jurisdiction. When emergencies arise that are of such magnitude that they exceed local resources or require the exercise of King City
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22 extraordinary powers, a proclamation or declaration of emergency may be needed to address the situation.

Other Declarations, Powers, and Authorities
Other local, State, and federal authorities may have broad powers to restrict movement or impose other restrictions, such as quarantines, during unusual events, including public health emergencies.

HAZARD VULNERABILITY ASSESSMENTS & RISK ANALYSES
Hazard Risks
King City recognizes that the planning process must address each hazard that poses a threat to the City. The city is vulnerable to a wide range of threats. There are three broad categories of hazards:
natural, technological or human-caused, and national security.

The city, with its varied topography and mix of urban and semi-rural areas, is susceptible to a wide range of negative impacts from natural and technological hazards. The natural hazards and technological or man-made hazards that confront King City are as follows:

Natural Hazards
• Earthquakes
• Floods
• Wildland fires
• Extreme weather and storms
Technological and Human-Related Hazards
• Hazardous materials (HazMat)
• Major vehicle accident
• Airplane crash
• Civil disturbance
• Public Health
• Terrorism
The following Hazard Matrix outlines each of these hazards, identifying their likelihood of occurrence and severity.

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23 Table 1: Hazard Matrix
Hazard Infrequent Sometimes Frequent Low Moderate High
Earthquake < 5 X
Earthquake > 5 X
Wildfire X
Floods X
HazMat X
Landslides X
Civil Disturbances X
Extreme Weather X
Aircraft Crash X
Major Vehicle Accident X
Terrorism Event X
Public Heath X
Additional Information Regarding Hazards within the City Compared to most other communities, King City is situated in a relatively safe area with few hazards or constraints to urban development.

Earthquakes
There are no areas within King City known to be subject to seismic hazards, soil issues, or geologic failures. Additionally, there are no known geologic faults located within the planning area. However, the San Andreas Fault is situated east of the City, which could potentially cause damage to the surrounding areas.

Liquefaction is a condition that can occur when saturated soil areas are affected by seismic events, potentially causing significant damage to structural foundations. None of these soil types within King City is known to be prone to liquefaction, except for riverine soils along the Salinas River or San Lorenzo Creek.

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24 Table 2: Earthquake Size Descriptions
Earthquake Size Descriptions
Descriptive Title Richter Magnitude Intensity Effects
Minor Earthquake 1 to 3.9 Only observed instrumentally or felt only nearthe epicenter.

Small Earthquake 4 to 5.9
Surface faultmovementis slightor
doesnotoccur. Felt at distances of
up to 20 or 30 miles from the
epicenter. May cause damage.

Moderate Earthquake 6 to 6.9 Moderate to severe earthquake range; fault rupture probable.

Major Earthquake 7 to 7.9 Landslides, liquefaction, and ground failure triggered by shock waves.

GreatEarthquake 8 to 8+
Damage extends over a broad area,
depending on magnitude and other
factors.

Flood Hazards
In King City, the floodplains of San Lorenzo Creek and the Salinas River are the most vulnerable areas to significant hazards. The City and the County have regulated development within these floodplain zones for many years to prevent unsafe occupancy by residents or businesses. However, several structures still face potential damage from flooding. Past flood damages have affected the mobile home park on Division Street and the neighborhood on Villa Drive, despite the presence of protective dikes. Recovery and cleanup costs for the city’s nearby golf course, adjacent to San Lorenzo Creek, have also been very high.

Fire Hazards
Wildland fire hazards pose minimal risk to King City due to its location away from dense forests and chaparral. Industrial and commercial areas, especially those susceptible to new development, are often located far from residential neighborhoods. This land use separation helps prevent urban fires.

The City’s General Plan Safety Element offers more detailed strategies on fire hazard prevention and mitigation. Significant wildfire risk exists along the Salinas River bottom east of the city near the airport and west of the city near Pine Canyon. Wildfires are particularly hazardous during high winds, which are common in the valley, as they can carry embers into the city and threaten structures, especially those with shake roofs.

Hazardous Materials
Hazardous materials, which include products that are corrosive, ignitable, toxic, radioactive, flammable, explosive, or reactive, can pose risks within King City. These materials are either transported through or stored at commercial facilities in the city.

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25 Public Health Hazards
The city could be vulnerable to human health risks. A large outbreak, epidemic, pandemic, or the use of biological agents as weapons of mass destruction could cause severe harm to the population.

Although everyone is at risk of health hazards, the young, the elderly, those with weakened immune systems, and individuals with special needs are the most vulnerable. The introduction of diseases like influenza or COVID-19 has affected the entire city, especially its most vulnerable populations.

Severe Weather
Any severe weather event can impact the city. Vulnerable populations include the elderly, lowincome or linguistically isolated groups, people with life-threatening illnesses, and residents in areas disconnected from major roads. Properties in poor condition or in high-risk zones are more likely to be damaged. All critical facilities in the city are likely vulnerable to severe weather hazards. Common issues with severe weather include power outages and blocked road access. Extended periods of extreme heat may lead to power failures because of increased cooling demands.

Terrorism Event
According to the FEMA publication "Principal Threats Facing Communities and Local Emergency Management Coordinators," most terrorist activities involve bombing attacks. Principal targets include military personnel and facilities, commercial establishments, and federal government buildings and property. However, based on the events surrounding September 11, 2001, there is an increasing threat of WMD (Weapons of Mass Destruction) incidents, including Nuclear, Biological, and Chemical attacks against civilian targets.

AUTHORITIES AND REFERENCES
Emergency response, like all government actions, is based on legal authority. The King City EOP complies with local, state, and federal regulations and guidelines. Additionally, best practices and lessons learned have been incorporated into this plan wherever possible. These were identified during the review of after-action reports from recent national large-scale disasters, incidents, and events (including Robert T. Stafford Relief and Emergency Assistance Act, nonStafford Act, terrorist non-Stafford Act, and offshore non-Stafford Act incidents and events). The plan is promulgated under the authority of the City Manager and ratified by the City Council.

King City Municipal Code
Chapter 2.46
Section 2.28.010 - Purposes
The declared purposes of this chapter are to provide for the preparation and carrying out of plans for the protection of persons and property within this city in the event of an emergency, the direction of the emergency organization, and the coordination of the emergency functions of this city with all other public agencies, corporations, organizations, and affected private persons. (Ord. 377 § 1, 1975)

2.28.020 - Emergency Defined
As used in this chapter, “emergency” means the actual or threatened existence of conditions of disaster or of extreme peril to the safety of persons and property within this city caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, or earthquake, or other conditions, King City
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26 including conditions resulting from war or imminent threat of war, but other than conditions resulting from a labor controversy, which conditions are or are likely to be beyond the control of the services, personnel, equipment, and facilities of this city, requiring the combined forces of other political subdivisions to combat. (Ord. 377 § 1, 1975)

2.28.030 - Disaster Council - Membership
The City Disaster Council is created and shall consist of the following:
(1) The mayor, who shall be chairman;
(2) The director of emergency services, who shall be vice-chairman; (3) The assistant director of emergency services;
(4) Such chiefs of emergency services as are provided for in a current emergency plan of this city, adopted pursuant to this chapter;
(5) Such representatives of civic, business, labor, veterans’, professional, or other organizations having an official emergency responsibility, as may be appointed by the director with the advice and consent of the city council. (Ord. 377 § 1, 1975)

2.28.040 - Disaster Council - Powers and Duties
It shall be the duty of the City Disaster Council, and it is empowered, to develop and recommend for adoption by the City Council, emergency and mutual aid plans and agreements and such ordinances and resolutions and rules and regulations as are necessary to implement such plans and agreements. The Disaster Council shall meet upon call of the chairman or, in his absence from the City or inability to call such meeting, upon call of the vice-chairman. (Ord. 377 § 1, 1975)

2.28.050 - Director and Assistant Director of Emergency Services. a) There is created the office of Director of Emergency Services. The City Manager shall be the Director of Emergency Services.
b) There is created the office of Assistant Director of Emergency Services, who shall be the Chief of Police and who shall act as civil defense coordinator under the general direction of the Director of Emergency Services. (Ord. 377 § 1, 1975)

2.28.060 - Powers and Duties of the Director and Assistant Director of Emergency Services. (a) The Director is empowered to:
(1) Request the City Council to proclaim the existence or threatened existence of a “local emergency” if the city council is in session, or to issue such proclamation if the city council is not in session. Whenever a local emergency is proclaimed by the director, the city council shall take action to ratify the proclamation within seven days thereafter or the proclamation shall have no further force or effect; (2) Request the Governor to proclaim a “state of emergency” when, in the opinion of the director, the locally available resources are inadequate to cope with the emergency; (3) Control and direct the effort of the emergency organization of this city for the accomplishment of the purposes of this chapter;
(4) Direct cooperation between and the coordination of services and staff of the emergency organization of this city, and resolve questions of authority and responsibility that may arise between them;
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27 (5) Represent this city in all dealings with public or private agencies on matters pertaining to emergencies as defined in this chapter;
(6) In the event of the proclamation of a “local emergency” as provided in this section, the proclamation of a “state of emergency” by the Governor or the Director of the State Office of Emergency Services, or the existence of a “state of war emergency,” the director is empowered to:
(A) Make and issue rules and regulations on matters reasonably related to the protection of life and property as affected by such emergency; provided, however, such rules and regulations must be confirmed at the earliest practicable time by the city council,
(B) Obtain vital supplies, equipment, and such other properties found lacking and needed for the protection of life and property and to bind the city for the fair value thereof and, if required immediately, to commandeer the same for public use, (C) Require emergency services of any city officer or employee and, in the event of the proclamation of a “state of emergency” in the county in which this city is located or the existence of a “state of war emergency,” to command the aid of as many citizens of this community as he deems necessary in the execution of his duties. Such persons shall be entitled to all privileges, benefits, and immunities as are provided by state law for registered disaster service workers,
(D) Requisition necessary personnel or material of any city department or agency, and (E) Execute all of his ordinary power as Chief of Police conferred upon him by this chapter or by resolution or emergency plan pursuant to this chapter adopted by the city council, all powers conferred upon him by any statute, by any agreement approved by the city council, and by any other lawful authority. (b) The Director of Emergency Services shall designate the order of succession to that office, to take effect in the event the director is unavailable to attend meetings and otherwise perform his duties during an emergency. Such order of succession shall be approved by the City Council.
(c) The Assistant Director shall, under the supervision of the Director and with the assistance of emergency service chiefs, develop emergency plans and manage the emergency programs of this city; and shall have such other powers and duties as may be assigned by the director. (Ord. 377 § 1, 1975)

2.28.070 - Emergency Organization
All officers and employees of this City, together with those volunteer forces enrolled to aid them during an emergency, and all groups, organizations, and persons who may, by agreement or operation of law, including persons impressed into service under the provisions of Section

2.28.060, be charged with duties incident to the protection of life and property in this city during such emergency, shall constitute the emergency organization of the City. (Ord. 377 § 1, 1975)

2.28.080 - Emergency Plan
The City Disaster Council shall be responsible for the development of the City Emergency Plan, which plan shall provide for the effective mobilization of all of the resources of this city, both public and private, to meet any condition constituting a local emergency, state of emergency, or state of King City
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28 war emergency; and shall provide for the organization, powers and duties, services, and staff of the emergency organization. Such plan shall take effect upon adoption by resolution of the City Council. (Ord. 377 § 1, 1975)

2.28.090 - Expenditures
Any expenditures made in connection with emergency activities, including mutual aid activities, shall be deemed conclusively to be for the direct protection and benefit of the inhabitants and property of the city. (Ord. 377 § 1, 1975)

2.28.100 - Expenditures
It is a misdemeanor, punishable by a fine of not to exceed five hundred dollars or by imprisonment for not to exceed six months, or both, for any person, during an emergency, to:
(1) Willfully obstruct, hinder, or delay any member of the emergency organization in the enforcement of any lawful rule or regulation issued pursuant to this chapter, or in the performance of any duty imposed upon him by virtue of this chapter; (2) Do any act forbidden by any lawful rule or regulation issued pursuant to this chapter, if such act is of such a nature as to give or be likely to provide assistance to the enemy or to imperil the lives or property of the inhabitants of this city, or to prevent, hinder, or delay the defense or protection thereof;
(3) Wear, carry, or display, without authority, any means of identification specified by the emergency agency of the state. (Ord. 377 § 1, 1975)
State
• California Emergency Services Act (Title 2, Division 1, Chapter 7 of the Government Code) • California Disaster Assistance Act (Title 19, Division 2, Chapter 6 of the California Code of Regulations)
• Standardized EmergencyManagement System (Title 19, Division 2,Chapter 1 oftheCalifornia Code of Regulations
• Standardized Emergency Management System Guidelines
• State of California Emergency Plan
• California Disaster and Civil Defense Master Mutual Aid Agreement • California Law Enforcement Mutual Aid Plan
• California Coroners’ Mutual Aid Plan
• California Fire Service and Rescue Emergency Mutual Aid Plan • California Constitution (Article XI: Local Government) • Disaster Service Worker Program Authorities (Title 1, Division 4,Chapter 8 ofthe Government Code and Section 3211.92 of the Labor Code)
• California Assembly Bill 2311. Emergency Services: Access and Functional Needs (2016) • California Senate Bill 833. Emergencies: Office of Emergency Services: Guidelines: Alert and Warning Systems (2018)
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29 • California Senate Bill 160. Emergency Services: Cultural Competence (2019) Federal
• Robert T. Stafford Disaster Relief and Emergency Assistance Act (PL 93-288) as amended • Homeland Security Act of 2002 (PL 107-296)
• Presidential Policy Directive / PPD-8: National Preparedness • Homeland Security Presidential Directive / HSPD-5: Management of Domestic Incidents Post-Katrina Emergency Management Reform Act of 2006 (PL 109-295)

CONTINUITY OF GOVERNMENT
City Management
Continuity of Government (COG) is a critical aspect of emergency management and is essential during disasters. COG refers to the preservation, maintenance, or reestablishment of the civil government's ability to fulfill its constitutional duties. All levels of government have a constitutional duty to protect the lives and property of their citizens. The California Government Code, Section 16, and the Constitution of California grant the authority for state and local governments to reconstitute themselves if officials are unable to serve.

If the City Manager is unavailable, they are succeeded by an individual who is permanently appointed to the following positions in city government. The successor remains in the role until the City Council makes an appointment and the appointee takes office.

Table 3: Management Succession
Succession Position
First Alternate Position Name TBD
Second Alternate Position Name TBD
Third Alternate Position Name TBD
City Council
The California Government Code provides guidance for appointing Council members when all Council and Emergency Standby Council members are unavailable. For example, if only one member of the Council or the Emergency Standby Council is available, that person can reestablish the City Council. If all members of the Council and the Emergency Standby Council are unavailable, members of the City Council may be appointed by the Chair of the Monterey County Board of Supervisors, the Chair of a nearby County Board of Supervisors, or the mayor of a neighboring city, in that order.

Essential Facilities: Seat of Government
The Primary Seat of Government for the City of King is City Hall, located at 212 South Vanderhurst Ave., King City, CA 93930. If City Hall is no longer functional, an alternate seat of government will be established at the King City Fire Department, located at 422 Bassett Street, King City, CA 93930.

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30 Preservation of Vital Records
City leadership must have certain vital records during a disaster. Protecting and accessing these records requires proper planning. The City Clerk of King City oversees these efforts. Vital Records are essential documents needed to carry out the missions of City departments and agencies during and after a disaster. These records help ensure services are provided to both internal City departments and external stakeholders, including citizens, contractors, and other government entities.

Example documents may include:
• Public Records
• Computer system back-ups/servers
• Order of Succession Ordinances or Resolutions
• Plans, policies, and procedures for critical processes • Payroll information
• Contracts and leases
• Legal and financial records
• Insurance documents
• Disaster Records, which have particular maintenance requirements Each City department is responsible for identifying vital records and assigning responsibility for preservation.

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31 SECTION II: EMERGENCY

OPERATIONS CENTER
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33 The King City EOC provides a centralized location where emergency management coordination and decision-making can be supported during critical incidents, major emergencies, or disasters. When activated, the EOC provides support for several critical tasks related to communications, coordination, resource management, and executive leadership.

PRIMARY AND ALTERNATE EOC LOCATIONS
The primary EOC for King City is located in the Briefing Room of the Police Department at 415 Bassett Street. If the primary EOC site is threatened, inoperable, or inaccessible, the Day Room of the King City Fire Department, located at 422 Bassett Street, will be used as an alternate EOC. All City departments and personnel should be prepared for the possibility of sudden relocation to this alternate EOC or similar facility.

EOC ACTIVATION AND DEACTIVATION
Activation of King City EOC means that at least one City official implements SEMS as appropriate to the scope of the emergency and the City’s role in response to the emergency. The City EOC is activated when routine use of resources needs support and/or augmentation. The official implementing SEMS may operate from the EOC or from other locations, depending on the situation.

The EOC may be partially or fully staffed to meet the demands of the situation. However, depending upon the need and circumstances, an official EOC activation may be appropriate to support several activities, including:
• Field response
• Pre-planned events
• Local Proclamations of Emergency
EOC Activation Levels
The magnitude of an emergency dictates the response level and is scalable based on the changing needs of the event. Figure E-1: EOC Activation Levels below outlines activation levels used by the City and their associated staffing requirements.

Refer to Figure 4: EOC Activation Guide on the following page.

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34 Figure 4: EOC Activation Guide
EOC Activation Guide
Level Conditions EOC Duties Activation Actions
0 1. No potential severe weather

2. No increasing international tension

3. No increasing national or local tension

4. No increasing probability of hazard

1. Monitor world, national, regional, and local
news and monitor regional weather
forecasts and space forecasts.

1. No to minimal staff in normal
operations 1. No actions.
3 1. Possibility of local unrest

2. A severe weather watch is issued

3. Situational conditions warrant

4. Small incidents involving one facility

5. Earthquake advisory

6. Floodwatch

1. Continuousmonitoring of the event

2. Check & update all resource lists

3. Distribute status and analysis to EOC
personnel

4. Receive briefing from field personnel as
necessary

1. Only basic support staff, or as
determined by the Director of
Emergency Services

1. EOC Section Chiefs review the
Plan and Guidelines and check
the readiness of staff and
resources.
2 1. Small-scale civil unrest

2. Situational conditions warrant

3. Severe weather warning issued

4. Moderate earthquake

5. Wildfire affecting specific areas

6. Incidents involving two ormore facilities

7. Hazardous materials incident requiring
evacuation

8. Imminent earthquake alert

1. Continuousmonitoring of the event

2. Initiate EOC start-up checklist

3. Facilitate field personnel

4. Provide status updates toEOC
personnel

1. Staffed as the situation warrants
and liaise with other agencies

2. Primary EOC personnel will be
available and check in regularly

1. Briefings toCityManagement staff

2. EOC begins the whole operation
1 1. The international crisis deteriorated to
the point that widespread disorder
is probable

2. Civil disorder with relatively large-scale
localized violence

3. Hazardous conditions that affect a
significant portion of the City

4. Severe weather is occurring

5. Verified and present threat to critical
facilities

6. Situational conditions warrant

7. Major emergency in theArea or Region

8. Incidents involving heavy resource
involvement

9. Major earthquake

1. Brief the arriving staff on the current situation

2. Facilitate EOC staff

1. As determined by the Director of
Emergency Services

2. EOC essential staff

3. Key department heads

4. Required support staff

1. As the situation warrants
EOC Deactivation
The EOC will be deactivated, or the activation level will be lowered, at the recommendation of the EOC Coordinator, based on the incident's status and ongoing needs.

EOC Communications Resources
Communication resources available in the EOC include landline phones, mobile phones, internet/email, and radios. Refer to ANNEX A – Emergency Communications Plan.

Internal Communications and Coordination
Communication with field elements can be coordinated through the City's radio systems or directly with an Incident Commander via mobile phones. The Incident Commander may communicate directly with their department-specific representative in the Operations Section of the EOC.

Additionally, the King City EOC will communicate and coordinate with the Monterey County OA EOC and other cities within the Monterey County Operational Area (OA). Each city, including King City, will provide relevant information about situational awareness and resource status to the OA EOC. In turn, the OA EOC will share aggregated county-wide information with each city. Mutual aid requests outside of established pathways (e.g., Law Enforcement, Fire, and Rescue) will be directed to the OA EOC.

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35 External Communications and Coordination
The City EOC will coordinate with external entities, such as special districts, public utilities, volunteer organizations, and/or private agencies, as required. These entities will usually communicate directly with the City and may provide a representative to the City EOC. The level of involvement of special districts, public utilities, volunteer organizations, and private agencies will vary considerably depending upon the type of incident.

EOC Organization
EOC Structure
Figure 5: King City EOC Organization Chart
Director of
Emergency
Services
Operations
Section Chief
Law Branch
Coordinator
Fire Branch
Coordinator
Public Works
Branch
Coordinator
Care and
Shelter Branch
Coordinator
P&I Section
Chief
Assistant
Section Chief
Section Staff
Logistics
Section Chief
Assistant
Section Chief
Section Staff
Finance
Section Chief
Assistant
Section Chief
Section Staff
PIO Legal Officer
Liaison
Officer
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36 Policy Group
During a critical incident or event, the City Council, including the Mayor and Mayor Pro Tem, serves as a policy group in support of the City and the EOC if activated. The role of the Policy Group includes:
• Ratifying or proclaiming a local emergency and making other executive-level policy decisions as necessary and required to support emergency response and recovery. • Reassuring residents, community organizations, and local businesses that the City is actively responding to the situation and that it is working on recovery. • Coordinating legislative action and serving as liaisons with VIP’s and outside government officials.

The Council will receive regular situational briefings from the Director of Emergency Services or their designee, as well as advice from the City Attorney (Legal Officer) and other emergency management staff to help fulfill these critical responsibilities.

Requirements for Public Meetings (The Brown Act)
The Brown Act governs meeting access for local public bodies with the intent that legislative body actions be taken openly and that their deliberations be conducted openly. The Brown Act cannot be suspended by a local proclamation of emergency or by any other legislation; however, it does provide some flexibility with the noticing and agenda requirements in “emergencies”, such as the following:
• In cases of “emergency,” the City Council may hold an emergency meeting without complying with the 24-hour notice requirement and/or posting requirement ordinarily necessary prior to the Council holding a special meeting. A telephone notice must be given to the media at least one hour before the start of the emergency meeting.
• In cases of “dire emergency,” the one-hour notice of the meeting provided to the media can occur at the same time the presiding officer or designee is notifying the members of the City Council about the dire emergency meeting. In situations where the telephone service is not working, the notice requirements shall be deemed waived. The City Council or its designee shall notify the media of the emergency meeting, its purpose, and any actions taken at the meeting as soon as possible after the meeting has concluded. • Where the City Council has conducted an emergency meeting or a dire emergency meeting pursuant to Government Code 54956.5(e), the City must post minutes of the meeting, a list of persons notified or attempted to be notified before the meeting, the actions taken by the Council and roll call vote, and any actions taken at the meeting shall be posted for a minimum of 10 days in a public place as soon after the meeting as possible.

Management Section
The Management Section coordinates overarching EOC operations and is responsible for the overall coordination of emergency operations. The Management Section consists of the following staff:

Director of Emergency Services - Has overall responsibility for the management and coordination of the emergency event. The Director of Emergency Services ensures that the EOC is staffed and operated at a level commensurate with the emergency and develops and issues rules, regulations, proclamations, and orders. They also have overall responsibility for ensuring that the Action Planning process is initiated with the EOC staff and delegates authority as appropriate throughout the management section.

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37 Public Information Officer (PIO) – Is responsible for interfacing with the public and media or with other agencies with incident-related information requirements. They serve as the conduit for information to and from internal and external stakeholders, including the media and other organizations seeking information directly related to the incident or event.

Liaison Officer – The Liaison Officer is the point of contactfor all agency representatives and the City Council. They oversee all liaison activities within the EOC. The Liaison Officer ensures external agency representatives and the Council are provided appropriate situation information.

Legal Officer – The Legal Officer provides advice to the Director of Emergency Services in all legal matters relating to the emergency. The Legal Officer also assists the Director in declaring a local emergency and implementing emergency powers.

Operations Section
The Operations Section answers and coordinates requests for tactical support made by Incident Commanders or field units. The need to expand the Operations Section is generally dictated by the number of tactical resources involved in the incident response and is influenced by span-of-control considerations.

Operations Section Chief - The Operations Section Chief is responsible for managing all operational activities directly related to the disaster or emergency response. They coordinate the support of all tactical operations occurring in the field with the Law Branch, the Fire Branch, the Public Works Branch, and the Care and Shelter Branch. The Operations Section Chief participates in the development and execution of the EOC ACTION PLAN.

Law Branch Coordinator - The Law Branch Coordinator is responsible for directing law enforcement operations in the City during a disaster or emergency, alerting and notifying the public about the event, overseeing evacuations and traffic control, assisting with site security at incidents, coordinating law enforcement mutual aid, assisting with coroner’s operations during major disasters, and serving as an advisor to the Operations Section Chief.

Fire Branch Coordinator- The Fire Branch Coordinator is responsible for managing fire and medical operations in the city during a disaster or emergency. They coordinate with incident commanders in the field to support their efforts. They serve as a link to the fire mutual aid system through the operational area. They may also assist the Law Branch, if needed, with a practical and coordinated evacuation process within the city.

Public Works Branch Coordinator - The Public Works Branch Coordinator oversees surveying and restoring all City infrastructure affected by disasters or emergencies, including roads, storm drains, water and wastewater systems, utility systems, and other City-owned infrastructure. They compile damage assessments covering both public and private facilities and coordinate repairs for public infrastructure damage. Additionally, they assist other sections in the EOC with Public Works issues as needed.

Care and Shelter Branch Coordinator - The Care and Shelter Branch Coordinator oversees the sheltering and assistance needs in the city. They support the setup and staffing of congregate care shelters and emergency evacuation sites as required. The Care and Shelter Branch Coordinator is responsible for long-term shelter management and supports disaster recovery efforts. They also act as advocates for the needs of Access and Functional Needs (AFN) populations during the response to and recovery from the event.

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38 Planning & Intelligence Section
The Planning and Intelligence Section conducts planning activities for the EOC and oversees all incident-related data gathering and analysis regarding incident operations and assigned resources.

Planning and Intelligence Section Chief - The Planning & Intelligence Section Chief manages the gathering, analysis, and verification of information from various sources and predicts future planning concerns. They ensure that visual information and situational status displays are available in the EOC to improve decision-making. The P&I Section Chief facilitates Action Planning meetings and oversees the preparation and distribution of the EOC ACTION PLAN. They also ensure that available resources are tracked and confirm that all documentation is properly archived for future use.

Assistant Section Chief - If the Section Chief is involved in field activities, the Assistant Section Chief will take on EOC coordination duties alongside the Director of Emergency Services and other outside agencies.

Section Staff - Are responsible for assisting the Section Chief or Assistant Section Chief with carrying out the duties and responsibilities of the Section as outlined in the Section Checklist.

Logistics Section
The Logistics Section handles support requests from the field as well as from other City Departments, DOCs, and support partners.

Logistics Section Chief - The Logistics Section Chief is responsible for managing the support of the Emergency Operations Center and the field response by overseeing the procurement, inventory, maintenance, allocation, and/or tracking of additional facilities, supplies, equipment, and personnel. They are also responsible for maintaining information systems and providing transportation, fuel, and food during the response and Recovery phases.

Section Staff - Are responsible for assisting the Section Chief or Assistant Section Chief with carrying out the duties and responsibilities of the Section as outlined in the Section Checklist.

Finance Section
The Finance Section handles the financial aspects of a response or activation, including daily recording of personnel time, all financial matters related to vendor contracts, and cost analyses and estimates as requested.

Finance Section Chief - The Finance Section Chief is responsible for managing and tracking all financial activities related to the disaster or emergency, including the Recovery process. This includes accounting for all staff and volunteer hours, processing purchase orders, coordinating vendor contracts, handling workers’ compensation claims, and managing travel and expense claims.

They also maintain all financial records for responders, City departments, contractors, or other agencies supporting the response and recovery.

Assistant Section Chief - If the Section Chief is involved in other activities, the Assistant Section Chief will take on EOC coordination duties alongside the Director of Emergency Services and other outside agencies.

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39 Section Staff - Are responsible for assisting the Section Chief or Assistant Section Chief with carrying out the duties and responsibilities of the Section as outlined in the Section Checklist.

EOC Layout
Figure 6: EOC Layout
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41 SECTION III: EOC

CHECKLISTS
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43 PURPOSE OF EOC CHECKLISTS
Emergency Operations Center (EOC) checklists help ensure preparedness and an effective response during an EOC activation for a disaster or major emergency.

The checklists included in the King City Emergency Operations Plan (EOP) are designed to guide staff during an EOC activation. They outline tasks that may or may not be necessary, depending on the event and its various stages of activation. City staff assigned to EOC roles are positioned in roles similar to their regular duties. In addition to following the checklists, EOC staff should rely on their training, knowledge, and experience when performing their responsibilities.

Key components of the EOC Checklists include:

Pre-Event Phase Checklists
• Suggest EOC position training opportunities.
• Ensures that operational resource materials are up to date. • Verifies the availability of emergency supplies and equipment. • Recommend the review of emergency plans and protocols.

All-Position EOC Checklists
• To be read upon arrival at the EOC during an activation or exercise. • Assists EOC personnel in establishing their EOC assignments. • Guides the setup of the EOC Sections (e.g., Management, Operations, Logistics, P&I, Finance).
• Assists in the initial situation assessment.

Activation Phase Checklists
• Initial tasks to be completed upon activation of the EOC. • Used to obtain a more detailed situation assessment.
• Used when beginning communication between each of the EOC Sections. • Helps to prepare for either short-term or long-term EOC operation.

Operational Phase Checklists
• Used to monitor and assess the situation continuously. • Help to coordinate resource allocation and logistics. • Ensures communication between EOC sections.
• Ensures documentation of decisions and actions taken. • Guide units that have more than one function.

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44 Shift Change Checklists
• Assists in the change of EOC personnel to the next Operational Period. • Ensures oncoming staff are briefed and can effectively assume EOC duties. • Ensures continuity of EOC operations.

Demobilization Phase Checklists
• Ensures that all EOC operations are concluded.
• Coordinates debriefings of all EOC staff.
• Ensures proper event documentation.
• Prepares for short-term or long-term Recovery.
• Used to review and document lessons learned via an After Action Report. • Ensures restocking of EOC supplies.
• Ensures the Emergency Operations Plan and related procedures are updated if needed following an EOC activation or exercise.

Position Forms and Materials
• Materials used in the EOC are either reference material, documentation, or needed to accomplish specific procedural tasks.
• All forms are highlighted in the Checklists in CAPITAL LETTERS. • Forms vary by EOC section and position.
• All original forms must remain in the EOC and should never be removed. A copy of the form may be made if the information is needed outside of the EOC.

Position Deliverables
• A required EOC report that the position is responsible for either developing or approving.

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45 ALL POSITION CHECKLISTS
All Position Checklist
This checklist applies to all EOC positions and should be used in addition to the position-specific checklists.

Activation Phase
 Sign in upon your arrival at the EOC and identify yourself and your position.  Report to the Director of Emergency Services or the Section Chief that supervises your position in the EOC.
 Obtain a briefing on the extent of the emergency and recommended initial objectives from available Section Chiefs.
 Assist in setting up the EOC as needed.
 Put on your vest, set up your workspace, and review your position responsibilities.  Adhere to protocols regarding the use of formal and informal communication channels.
 Establish and maintain an EOC ACTIVITY LOG that chronologically describes your actions taken during your shift.

Shift Change/Transfer of Duties
 Complete and submit all required forms, reports, and other documentation to your supervisor. At a minimum, this should include the following: EOC ACTIVITY LOG, TIMESHEET, EOC POSITION BRIEFING LOG, and LOGISTICS REQUEST FORM.  As noted in the Position Checklists, ensure that you brief the person relieving you of all active matters and issues of concern.
 If no one is relieving you, remove your vest and hang it over the back of your workstation chair.
 Provide your supervisor with a forwarding phone number in case someone needs to contact you.
 Submit your timesheet to your EOC supervisor for review and approval, and forward it to the Finance Section.

Demobilization Phase
 Ensure that any open actions are handled by the appropriate Section or transferred to other EOC staff, as applicable.
 Clean up your work area and return all supplies and equipment to the designated storage cabinets before leaving.
 Ensure that your required documentation (forms, reports, equipment logs, activity logs, etc.) is completed and provided to the Planning and Intelligence Section before your release and departure from the EOC.
 Complete an AFTER ACTION REPORT that includes a brief overview of support provided during the operation and suggested corrective actions to improve operations, including changes to the position checklists.  Sign out before leaving the EOC.

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46 Pre-Event Phase
 Remain aware of your EOC position assignment and review your position checklist at least once every six months.
 Attend all EOC trainings and exercises.
 Maintain an “EOC Binder” that contains all notes and materials from prior EOC trainings and exercises to assist in an EOC activation.  Develop and maintain a “Home Emergency Plan” to assist you and your family in the event of a large disaster or emergency that will require your attendance at the EOC for extended periods of time.
 Assemble an emergency “Go Kit” that contains essential information and personal supplies & materials you can take from your office or workspace to use during an EOC activation.

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47 MANAGEMENT SECTION
Director of Emergency Services
The Director of Emergency Services is responsible for managing and coordinating emergency events. The Director of Emergency Services ensures that the EOC is staffed and operated at a level commensurate with the severity of the emergency. They develop and issue rules, regulations, proclamations, and emergency orders. The Director of Emergency Services is also responsible for overseeing the overall Action Planning process and delegates authority as necessary throughout the EOC.

Activation Phase
 Follow the All Positions Activation Phase Checklist.
 Depending on the type of disaster or emergency, as well as any other information available, order partial or complete activation of the EOC.  Identify the needed EOC Section and personnel requirements. Activate required EOC Sections.
 Working with the Section Chiefs, recommend initial EOC objectives. Ensure that the Planning & Intelligence Chief documents those objectives.  Develop an overall strategy and priorities with the Planning & Intelligence Section Chief.
 Contact the council members, advise them that the EOC is operational, and provide them with the current status of the situation and the relevant news release information.
 If extended operations are anticipated, consideration should be given to relief personnel. Shifts (Operational Periods) should not exceed 12 hours. Ensure that the EOC sections coordinate personnel schedules and rosters.

Operational Phase
 Maintain a Director of Emergency Services EOC ACTIVITY LOG and other necessary files.
 Ensure that the Management Section EOC ACTIVITY LOGS and other necessary files are maintained.
 Remind Section Chiefs to ensure that all sections maintain complete records, reports, and documentation regarding the emergency response.  Review the INITIAL DAMAGE ESTIMATE (IDE) prepared by the Planning & Intelligence Section.
 Ensure that all EOC staff possess and utilize position checklists.  Ensure that Operational Periods (shifts) for all EOC and field personnel are established. Advise Section Chiefs to plan for relief personnel as needed.  Direct Section Chiefs to provide situation reports before the end of each Operational Period (shift) or as needed for the completion of the EOC ACTION PLAN by the Planning & Intelligence Section Chief.

King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
48  Review and approve the EOC ACTION PLAN developed by the Planning & Intelligence Section Chief. Ensure that the Planning & Intelligence Section distributes the plan to all EOC sections.
 Ensure that the Operations Section Chief makes assessments on mutual aid needs and that requests for mutual aid are made promptly to the County EOC.  If there is minimal damage to the City, discuss providing mutual aid to neighboring cities and the County with the Operations Section Chief.  In coordination with the Logistics and Finance Section Chiefs, consider activating emergency purchasing procedures.

Shift Change / Transfer of Duties
 Follow the All Positions Shift Change/Transfer of Duties Phase Checklist.  Ensure that established turnover procedures and a shift change briefing take place at the end of each Operational Period (shift). Briefings should include the status of all ongoing operations, issues, and relevant incident information.  To ensure continuity of activities and needs, complete an EOC POSITION BRIEFING LOG and provide a situational update to your replacement on current ongoing actions and on actions that need to be taken during the next Operational Period.  Ensure that each position in the Management Section completes an EOC POSITION BRIEFING LOG, follows established turnover procedures, and conducts a shift change briefing. As noted in the document, briefings should include the status of all ongoing operations, any relevant issues, and pertinent incident information.

Demobilization Phase
 Follow the All Positions Demobilization Phase Checklist.  Ensure that the Planning & Intelligence Section Chief completes an AFTER ACTION REPORT after the deactivation of the EOC, and that corrective actions are noted, including who is responsible for the actions and when they are to be completed. The AFTER ACTION REPORT should be sent to the EOC Coordinator so it may be forwarded to the County and State OES.

Position Forms and Materials
 EOC Position Checklist
 EOC ACTIVITY LOG
 EOC TIME SHEET
 EOC POSITION BRIEFING LOG
 LOGISTICS REQUEST FORM
Position Deliverables
 EOC ACTION PLAN (Approve only - Developed by the Planning and Intelligence Section)
Dated: December 2025
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Emergency Operations Plan Section III: EOC Checklists
December 2025
49 Public Information Officer
The Public Information Officer is responsible for interfacing with the public, media, and other agencies regarding incident-related information requirements. They serve as the conduitforinformationto and from internal andexternal stakeholders, including the media and other organizations seeking information directly related to the incident or event.

Activation Phase
 Follow the All Positions Activation Phase Checklist.
 Observe constraints on the release of all information imposed by the Director of Emergency Services.
 Assess the situation and prepare an initial information summary as soon as possible.  Establish contacts with the media and provide them with the necessary information as required.
 Identify translators or translation services for use during the event.  Collect and distribute any voicemail messages left on the City phone system.

Operational Phase
 Maintain a PIO EOC ACTIVITY LOG and other necessary files. If other City staff are assisting, ensure that they also complete EOC ACTIVITY LOGS.  Attend and participate in Management Section meetings and briefings.  Prepare public information messages using the following priorities:
• Life safety instructions.
• Emergency Status Information.
• Other useful information.
• Obtain policy guidance from the Director of Emergency Services regarding press releases.
 Provide copies of all press releases to the Director of Emergency Services for approval.
• Prepare final press releases and advise media representatives of points of contact for follow-up stories.
• Ensure that file copies are maintained of all information released.  When preparing public information messages:
• Always refer the public to websites or phone numbers to get more information and tell them when to expect updates.
• All messages must be approved by the Director of Emergency Services or their designee.
• Make sure all information is CONFIRMED.
• Are translated messages needed?
• Do not release names of deceased until approved by appropriate officials.

King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
50  Ensure that the public within the affected area receives complete, accurate, and consistent information
• Life safety procedures
• Public health advisories
• Recovery information locations, phone numbers, and websites.  Develop an information distribution list of stakeholders. • Always include Dispatch Center, Media, and Elected Officials. • May also include website, social media, signboards, Nextdoor.com.  Coordinate with the Planning & Intelligence Section to identify the method for obtaining and verifying significant information as it becomes available.  Monitor television, radio, and social media posts.
 Establish contact with the Op Area PIO and any other agency PIOs involved, and provide your contact information.
• Coordinate media releases with Public Information Officers representing other affected emergency response agencies as required.
 Ensure that announcements, emergency information, and materials are translated and prepared for special populations (non-English speaking, hearing impaired, etc.).  Determine the need for phone bank activation or a hotline recorded message. Hotline recordings should include date, time, and next update time.  Keep the Director of Emergency Services informed of all unusual requests for information and of all major, critical, or unfavorable media comments. • Recommend procedures or measures to improve media relations.  If necessary, arrange media and dignitary tours of disaster sites. • Coordinate any accommodations or transportation requests with Logistics. • Ensure that adequate staff are available at incident sites to coordinate and conduct tours of the affected areas.
 Develop and publish a media-briefing schedule that includes location, format, and preparation and distribution of handout materials.
 If required, establish a Media or Joint Information Center, providing necessary space, materials, telephones, and electrical power.
• Maintain up-to-date status boards and other references at the Media or Joint Information Center.
• Provide adequate staff to answer questions from members of the media. • Ensure that a rumor control function is established to correct false or erroneous information.
• Ensure that TVs, digital recorders, and remote controls are operational. Record broadcasts if possible.
• Monitor Radio/TV/Social Media.
• Monitor web postings, blogs, tweets, etc.
• Monitor published/broadcast media stories for corrections needed. • Maintain status boards to track information.
 Prepare press packets and provide written information and the spelling of names whenever possible.

King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
51  Develop the format for press conferences, in conjunction with the Director of Emergency Services.
 Maintain a media contact log to track incoming calls and messages. Consider a Media Only phone number.
 If needed, request mutual aid PIO assistance.
 Attend and participate in Management Section meetings and briefings.  Be proactive. Obtain information and intelligence from the EOC team. They may often be too busy to bring it to you.
 Periodically review the EOC ACTION PLAN to ensure that the position is meeting the Plan’s objectives.
 Coordinate all resource requests and needs through the Logistics Section.  Determine all appropriate notification methods for the event and confirm the systems are functioning.

Demobilization Phase
 Demobilize when authorized by the Director of Emergency Services.  Follow the All Positions Demobilization Phase Checklist.  Think proactively, will anniversary events be needed in the future? Position Forms and Materials
 EOC Position Checklist
 EOC ACTIVITY LOG
 EOC TIME SHEET
 EOC POSITION BRIEFING LOG
 LOGISTICS REQUEST FORM
 News Releases
 Media Briefing Schedule
 Media Center/JIC Information materials
Position Deliverables
 News Releases
 Social Media Updates
 City Website Updates
Dated: December 2025
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Emergency Operations Plan Section III: EOC Checklists
December 2025
52 This Page Intentionally Left Blank
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Emergency Operations Plan Section III: EOC Checklists
December 2025
53 Liaison Officer
The Liaison Officer is the point of contact for all agency representatives and the City Council. They oversee all liaison activities within the EOC. The Liaison Officer ensures external agency representatives and the Council are provided appropriate situation information.

Activation Phase
 Follow the All Positions Activation Phase Checklist.
 Determine if outside liaison is required for other agencies not already included in the EOC, such as special districts, utilities, service clubs, and certain government organizations.  Brief Agency Representatives on current situation, priorities and EOC ACTION PLAN.  Contact the council members, advise them that the EOC is operational, and provide them with the status of the current situation and the news release information.  Notify the Director of Emergency Services on your contacts with the council members and relay and questions or comments.
 Request Agency Representatives contact their individual agencies to determine their level of activation and obtain any intelligence or situation information that may be useful to the City’s EOC.
 Inform the Director of Emergency Services and the PIO of any Agency Representatives present in the EOC.

Operational Phase
 Maintain a Liaison Officer EOC ACTIVITY LOG and other necessary files.  Attend and participate in Management Section meetings and briefings.  Keep the council members advised with updated information when available. Ensure that they know they can distribute approved information from the PIO or Director of Emergency Services from News Releases to city residents.
 Act as liaison with County, State or federal emergency response officials.  Monitor event operations to identify current or potential Inter-agency issues.  Keep the PIO updated on your interactions with the council members.  Request that agency representatives maintain communication with their agencies and obtain situation status report regularly.
 Arrange for EOC visits for the Councilmembers with the approval of the Director of Emergency Services and schedule those visits with the EOC Coordinator.  In conjunction with the EOC Coordinator, provide orientations for VIPs and other visitors to the EOC.
 Attend and participate in Management Section meetings and briefings.  Determine food and housing requirements for Agency Representatives, dignitaries, VIPS and visitors to the EOC.
 Periodically review the EOC ACTION PLAN to ensure that the Position is meeting the Plan’s objectives.
 Coordinate all resource requests and needs through the Logistics Section.

King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
54 Shift Change / Transfer of Duties
 Follow the All Positions Shift Change/Transfer of Duties Phase Checklist.  Coordinate all resource requests and needs through the Logistics Section.  In order to ensure continuity of activities and needs, complete an EOC POSITION BRIEFING LOG and provide a situational update to your replacement on current ongoing actions and on actions that need to be taken during the next Operational Period.

Demobilization Phase
 Demobilize when authorized by the Director of Emergency Services.  Follow the All Positions Demobilization Phase Checklist.  Ensure that you collect any documentation from Agency Representatives that would be relevant for the AFTER ACTION REPORT.

Activation Phase
 Follow the All Positions Activation Phase Checklist.
 Advise the Director of Emergency Services on declaring a local emergency and/or issuing special orders.

Operational Phase
 Maintain a Legal Officer EOC ACTIVITY LOG and other necessary files.  Be available to provide legal opinions on matters as they arise.  Advise the Director of Emergency Services, as needed, on the legality and/or legal implications of contemplated emergency actions and policies (Reference the California Emergency Services Act, Stafford Act, etc., as necessary).  Advise the City Council on Continuity of Government issues if a quorum cannot be reached due to casualties or other extreme circumstances.  Coordinate with the City Clerk on the distribution of the Emergency Proclamation, if issued.
 Develop emergency rules, regulations, and laws required for the acquisition and/or control of critical resources.
 Prepare documents related to evacuations, curfews, and demolition of hazardous structures or conditions.
 Coordinate all resource requests and needs through the Logistics Section.  Periodically review the EOC ACTION PLAN to ensure that the Position is meeting the Plan’s objectives.
 Attend and participate in Management Section meetings and briefings.

Shift Change / Transfer of Duties
 Follow the All Positions Shift Change/Transfer of Duties Phase Checklist.  Review any accident reports filed with the Finance Claims Unit or the Safety Officer for possible claims against the City.
 To ensure continuity of activities and needs, complete an EOC POSITION BRIEFING LOG and provide a situational update to your replacement on current ongoing actions and on actions that need to be taken during the next Operational Period.

Demobilization Phase
 Demobilize when authorized by the Director of Emergency Services.  Follow the All Positions Demobilization Phase Checklist.  Coordinate with City Clerk on distribution of Revocation of Emergency Proclamation, if appropriate.

King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
56  Coordinate with the Director of Emergency Services to request that the City Council review the extension of any Emergency Proclamation at their next meeting.  Advise the Director of Emergency Services and the City Council of any potential claims related to the event.

Position Forms and Materials
 EOC Position Checklist
 EOC ACTIVITY LOG
 EOC TIME SHEET
 EOC POSITION BRIEFING LOG
 LOGISTICS REQUEST FORM
 Disaster Proclamation Template
 Emergency Ordinance Template
 City Council Report Template
Position Deliverables
 Disaster Proclamation (If needed)
 Emergency Ordinance (If needed)
 City Council Reports
 Legal Memorandums
Dated: December 2025
King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
57 OPERATIONS SECTION
Operations Section Chief
The Operations Section Chief is responsible for managing all operational activities directly related to disaster or emergency response. They coordinate the support of all tactical operations occurring in the field with the Law Branch, the Fire Branch, the Medical Branch, the Public Works Branch, the Care and Shelter Branch, and the Animal Services Unit. The Operations Section Chief participates in the development and execution of the EOC ACTION PLAN.

Activation Phase
 Follow the All Positions Activation Phase Checklist.
 Ensure that the Operations Section is appropriately set up and that the necessary personnel, equipment, and supplies are in place.
 Meet with the Planning & Intelligence Section Chief to obtain a preliminary briefing on the situation.
 Brief the Director of Emergency Services on the operational response to all major incidents.
 Determine the Operations Section's initial objectives and communicate those to the Director of Emergency Services and the Planning & Intelligence Section Chief.  Assemble and brief the Operations Section Coordinators. • Ensure that the branches and units follow their EOC Checklists. • Review the Checklists of unstaffed functions and coordinate which activities are to be handled.
• Review Hazard Specific considerations, including EOP Annexes. • If developed, review the Initial EOC ACTION PLAN guidelines. • Ensure that Operations Section personnel arrive on time for all assigned meetings and briefings.
• Remind the Section personnel that they are not making tactical decisions for the field. They are to anticipate the needs of Incident Commanders and other field staff, offering ideas and solutions to support them.
• Ensure information is flowing from the Operations Section to the other EOC Sections.
 Ensure that the Branch Coordinators communicate with either the Dispatch Liaison Unit in Planning & Intelligence or their Department Operations Centers (DOCs) to obtain an overall picture of how field units are being deployed.  Have the Branch Coordinators determine the need for mutual aid.  Request Mutual Aid from the Operational Area as early as possible.  Be proactive and anticipate needs or problems before they occur.

Operational Phase
 Maintain an Operations Section Chief EOC ACTIVITY LOG and other necessary files.  Ensure that Operations Section EOC ACTIVITY LOGS and other necessary files are maintained.

King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
58  Ensure that branches and units coordinate all resource needs, including facility use and staging areas, through the Logistics Section.
 Periodically review the EOC ACTION PLAN to ensure that the Section is meeting the Plan’s objectives.
 If there is minimal damage to the City, be prepared to provide mutual aid to neighboring cities and the County.
 CoordinatewiththePlanning & IntelligenceSectionChieftodeterminetheneed for any Technical Specialists.
 Working with the various Liaison Officers in the Management Section, coordinate with the business community, schools, special districts, supporting & contracting agencies, and community-based organizations (CBOs) for operational support.  Ensure that the Public Works Branch is assessing the City’s infrastructure and that work is underway to restore services.
 Ensure that the Planning & Intelligence Section is aware of all field incidents.  Attend and participate in Operations Section meetings and briefings.  Brief the Branch Coordinators periodically on any updated information you may have received.
 Attend and participate in Action Planning meetings facilitated by the Planning & Intelligence Section. Designate another EOC staff member to assume your role while you are attending the meeting.
• Before the meeting, prepare the Operations Section objectives for the Operational Period after the meeting.
• Work closely with each branch and unit to ensure that the Operations Section objectives, as defined in the current EOC ACTION PLAN, are being addressed. • Brief your team periodically on any updated information you may have received.  Ensure that the branches coordinate all resource needs through the Logistics Section.
 Consult with the Law Branch to coordinate animal shelter locations for domestic animals.

Shift Change / Transfer of Duties
 Follow the All Positions Shift Change/Transfer of Duties Phase Checklist.  To ensure continuity of activities and needs, complete an EOC POSITION BRIEFING LOG and provide a situational update to your replacement on current ongoing actions and on actions that need to be taken during the next Operational Period.  Ensure that each branch in the Operations Section completes an EOC POSITION BRIEFING LOG and follows established turnover procedures and conducts a shift change briefing. As noted in the document, briefings should include the status of all ongoing operations, any relevant issues, and pertinent incident information.  Be alert for signs of fatigue or critical incident stress in Operations Section personnel and ensure they are given the opportunity to address these issues before returning to the EOC.

King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
59 Demobilization Phase
 Follow the All Positions Demobilization Phase Checklist.  Assist with the preparation of the AFTER ACTION REPORT in conjunction with the EOC Coordinator. Be prepared to provide input and facilitate After Action Reporting meetings.

Position Forms and Materials
 EOC Position Checklist
 EOC ACTIVITY LOG
 EOC TIME SHEET
 EOC POSITION BRIEFING LOG
 LOGISTICS REQUEST FORM
Position Deliverables
 Operations Section Objectives for the EOC ACTION PLAN.

Dated: December 2025
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Emergency Operations Plan Section III: EOC Checklists
December 2025
60 This Page Intentionally Left Blank
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61 Law Branch Coordinator
The Law Branch Coordinator is responsible for directing law enforcement operations in the City during a disaster or emergency, alerting and notifying the public about the event, overseeing evacuations and traffic control, assisting with site security at incidents, coordinating law enforcement mutual aid, assisting with coroner’s operations during major disasters, and serving as an advisor to the Operations Section Chief.

Activation Phase
 Follow the All Positions Activation Phase Checklist.
 Receive assignment and briefing from the Operations Section Chief.  Determine the status of all Law Enforcement assets and operational activities and report the status to the Operations Section Chief.
 Determine the Law Branch's initial objectives and communicate those to the Operations Section Chief.
 Provide Law Branch objectives to the Operations Section Chief for inclusion in the initial EOC ACTION PLAN.
 Participate in the development of a traffic control and evacuation plan in conjunction with the Operational Area, the California Highway Patrol, Caltrans, and other local Law Enforcement agencies.

Operational Phase
 Maintain a Law Branch Coordinator EOC ACTIVITY LOG and other necessary files.  Periodically review the EOC ACTION PLAN to ensure that the Branch is meeting the Plan’s objectives.
 Monitor all Law Enforcement activities.
 Coordinate the mobilization, deployment, and organization of law enforcement, traffic control, and mutual aid operations.
 For an extended EOC activation, develop a staffing plan for 12-hour on / 12-hour off operations.
 Keep the Operations Section Chief informed of significant Law Enforcement activities.
 Provide information to the PIO, through the Operations Section Coordinator, on matters relative to public safety, including public protective actions, traffic issues, hazardous situations, evacuations, etc.
 Attend and participate in Operations Section meetings and briefings.  Provide security for evacuated areas.
 Develop re-entry traffic control and law enforcement plans for evacuated areas.

Implement the plan, once approved, into the affected areas.  Provide security for the EOC and staging areas.
 Coordinate with the Fire Branch and the Public Works Branch on damage survey areas.
 If protective actions are implemented, ensure all law enforcement personnel in the affected areas are advised and take all necessary actions.

King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
62  If a curfew is to be imposed, prepare instructions and curfew orders. Submit the orders to the Operations Section Coordinator to secure approval from the Director of Emergency Services. Coordinate the release of curfew orders with the PIO.  If mass care facilities have been opened, coordinate with the Care and Shelter Branch to ensure security is provided for these facilities.
 Keep the Operations Section Chief informed of the situation's status, the effectiveness of operations, and any special conditions as they arise.  Determine increased fuel requirements for Law Branch vehicles and equipment during the emergency and coordinate with the Logistics Section to ensure that sufficient stocks are available throughout the projected timelines.  Maintain communications with other local law enforcement agencies as needed.  Coordinate animal shelter locations for domestic animals.  Coordinate all resource requests and needs through the Logistics Section.  Prepare objectives for the Law Branch for the subsequent operational period; provide them to the Operations Section Chief before the next Action Planning Meeting.

Demobilization Phase
 Demobilize when authorized by the Operations Section Chief.  Follow the All Positions Demobilization Phase Checklist.  Ensure an orderly demobilization and timely release of mutual aid, off-duty, and/or reserve personnel.
 Make sure first responders participate in a debriefing before being released.  Ensure that first responders have access to counseling, if needed.

Activation Phase
 Follow the All Positions Activation Phase Checklist.
 Receive assignment and briefing from the Operations Section Chief.  Determine the status of all Fire assets and operational activities and report the status to the Operations Section Chief.
 Determine the Fire Branch's initial objectives and communicate those to the Operations Section Chief.
 Provide Fire Branch objectives to the Operations Section Chief for inclusion in the initial EOC ACTION PLAN.
 If the mutual aid system is activated, coordinate the use of fire resources with the Operational Area’s Fire Mutual Aid Coordinator.
 Identify equipment, personnel, and their respective locations.  Identify anticipated equipment and personnel shortages.  Coordinate with the Planning & Intelligence Section to create maps of impacted areas.
 Coordinate with the Law Branch to determine the availability of search dog units, helicopters, and other search or evacuation resources.

Operational Phase
 Maintain a Fire Branch Coordinator EOC ACTIVITY LOG and other necessary files.  Periodically review the EOC ACTION PLAN to ensure that the Branch is meeting the Plan’s objectives.
 Monitor all fire and medical activities.
 For an extended EOC activation, develop a staffing plan for 24-hour operations.  Keep the Operations Section Chief informed of significant fire activities.  Maintain status reports on all fire and rescue mission(s) being conducted.  Attend and participate in Operations Section meetings and briefings.  Work with the Law Branch to warn and evacuate the public, as necessary.  If necessary, relocate fire and other emergency equipment to safe areas.  Mitigate Hazardous Material incidents and provide information for community news releases.
 Coordinate Hazardous Material spills and releases for required reporting purposes.  Obtain or provide subject matter expertise on hazardous materials events.  Determine if current / forecasted weather conditions will support or complicate fires, rescues, hazardous materials release, major medical incidents, etc.

King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
64  Coordinate with the Public Works Branch to clear debris from routes required to support fire and rescue activities, as needed.
 Provide the PIO contact information for any agencies that should be included in the information distribution process.
 Keep the Operations Section Chief informed of the situation's status, the effectiveness of operations, and any special conditions as they arise.  Assist the Law Branch in warning and evacuation procedures.  Maintain communications with other local fire agencies.  Determine the increased fuel requirements for Fire Branch vehicles and equipment during emergencies and coordinate with the Logistics Section to ensure sufficient stocks are available throughout the projected timelines.  Provide support for recovery operations.
 Coordinate all resource requests and needs through the Logistics Section.  Prepare objectives for the Fire Branch for the upcoming operational period and submit them to the Operations Section Chief before the next Action Planning Meeting.

Demobilization Phase
 Demobilize when authorized by the Operations Section Chief.  Follow the All Positions Demobilization Phase Checklist.  Make sure fire first responders participate in a debriefing before being released.  Ensure that first responders have access to counseling, if needed.

Position Forms and Materials
 EOC Position Checklist
 EOC ACTIVITY LOG
 EOC TIME SHEET
 EOC POSITION BRIEFING LOG
 LOGISTICS REQUEST FORM
Position Deliverables
 None
Dated: December 2025
King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
65 Public Works Branch Coordinator
The Public Works Branch Coordinator is responsible for surveying and restoring all City infrastructure that has been disrupted during the disaster or emergency, including roads, storm drains, water and wastewater systems, utility systems, and all other Cityowned infrastructure. The Public Works Coordinator is responsible for compiling a damage assessment, including public and private facilities, and coordinating the repair of damage to public facilities. They also assist other sections, branches, and units within the EOC as needed with Public Works issues.

Activation Phase
 Follow the All Positions Activation Phase Checklist.
 Receive assignment and briefing from the Operations Section Chief.  Determine the status of all Public Works assets and operational activities, and report the status to the Operations Section Chief.
 Determine the Public Works Branch's initial objectives and communicate those to the Operations Section Chief.
 Provide Public Works Branch objectives to the Operations Section Chief for inclusion in the initial EOC ACTION PLAN.
 Ensure that field responders have adequate communication capability.  Determine staffing requirements.
 Determine the status of all utility systems.

Operational Phase
 Maintain a Public Works Branch Coordinator EOC ACTIVITY LOG and other necessary files.
 Maintain the Public Works Branch Coordinator EOC ACTIVITY LOG and other necessary files.
 Periodically review the EOC ACTION PLAN to ensure that the Unit is meeting the Plan’s objectives.
 For an extended EOC activation, develop a staffing plan for 24-hour operations.  Coordinate all resource requests and needs through the Logistics Section.  Determine increased fuel requirements for City and staff vehicles and equipment during the emergency and coordinate with the Logistics Section to ensure that sufficient stocks are available throughout the projected timelines.  Consider activating any existing material supply contracts necessary to meet the City’s needs.
 Prepare objectives for the Public Works Branch for the upcoming operational period and submit them to the Operations Section Chief before the next Action Planning Meeting.

Roadways / Infrastructure / Debris Removal
 Survey and restore all systems that have been disrupted, including roads, storm drain systems, water and wastewater systems, private utility systems, and all other City-owned infrastructure.

King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
66  Determine the status of localized and general damage within the City, and identify where road closures are necessary or signage is required to assist with field response and protect the public.
 Coordinate the availability of heavy equipment, construction materials, and vehicles through Logistics, as required.
 Maintain current status on all repair activities being conducted.  Obtain information on damage surveys and forward to the Planning & Intelligence Section.
 Provide emergency construction and repair to damaged roadways. Assist with the repair of utility systems as required.
 Coordinate the status of local roadways with the Law Branch and the Fire Branch.  Coordinate road closures and openings with the Law Branch.  Working with the Logistics Section, determine and document the status of transportation routes into and within affected areas of the city.  If necessary, request the acquisition of mutual aid through the Operational Area to secure resources for repairing public infrastructure.
 Assist in re-entry and recovery operations, and ensure requested activities do not pose a health threat to emergency workers.
 Ensure that detailed lists and logs of damage findings are maintained. This documentation should include detailed written descriptions, maps, diagrams, photographs, and video images.
 Ensure that Public Works staff are available to assist with damage and safety assessment in inspecting damaged structures and facilities.  Ensure that a roadway and public area debris assessment survey is completed and that video and photographs are used to document the type and amount of debris that needs to be removed.
 Track information on damaged buildings inspected to determine the location, type, and amount of potential debris.
 If required, coordinate the acquisition of necessary mutual aid to secure resources for emergency debris removal.
 Working with the PIO, establish a public information program for debris removal and management.
 Expect normal refuse volumes to double after a disaster. Develop a list of materials to be diverted and make diversion programs a priority.
 Determine if a City contractor will be needed to remove debris from private property or perform demolition services.
 Identify City-owned facilities or privately-owned locations where debris processing operations can be operated.

King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
67  After identifying temporary storage and processing sites. If necessary:
• Coordinate with surrounding cities and the County.
• Determine capacity needs.
• Selection of sites will depend on the type of debris and proximity to where the debris is generated.
• Coordinate with FEMA, if a federal disaster, regarding reimbursement for temporary sites and sorting, which may require moving materials twice.  Select the types of debris management programs that can be enacted:
• Curbside collection – source separation of wood, concrete, brick, metals, and Household Hazardous Waste
• Drop-off sites for the source separation of disaster debris. • Household Hazardous Waste – collection event or curbside program.  Determine debris removal contract needs:
• Develop estimates of types and quantities of debris, location of debris, and unit cost data for contracts.
• Document how the contract price was developed.
 In coordination with the Finance Section, begin to prepare documentation for debris removal reimbursement.
 Obtain pre-approval from FEMA, if a federal disaster has occurred, for recycling programs. Coordinate this with the County.

Damage Assessment
 Conduct damage and safety assessments for both public and private facilities. Assist with compiling a preliminary damage assessment.
 Give special attention to areas with special hazards, such as government facilities, schools, utilities, and large occupied buildings.
 Working with the Planning & Intelligence Section, prepare the INITIAL DAMAGE ESTIMATE (IDE) of the City.
 Ensure the Safety Assessment function is staffed and ensure all field assessment teams are posting Safety Assessment Program (SAP) color-coded occupancy signs as necessary.
• RED - Condemned or unsafe for entry
• YELLOW - Damaged; short-term, controlled, and/or restricted entry only, unsafe for permanent occupancy
• GREEN - Minor damage; building safe for occupancy
• Postings must include the date and time of inspection. • Recheck after each significant aftershock.
• Once vacated and inspected, ensure no admittance.
 Collect, record, and total the type and estimated monetary value of damage.  Ensure that buildings are inspected and that critically damaged structures are posted for occupancy or condemnation.
 Coordinate damage assessment of the water system, wastewater system, and private utility companies.
 If required, request the acquisition of necessary mutual aid through the Operations Section Chief to secure resources for building inspections and determining the safety of emergency operations facilities, evacuation centers, and shelters.

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68  Provide as necessary assessment teams to inspect and mark hazardous structures and record damage.
 Ensure that detailed lists and logs of damage findings are maintained. This documentation should include detailed written descriptions, maps, diagrams, photographs, and video images.
 Keep the Operations Section Chief informed of the situation's status, the effectiveness of operations, and special conditions as they arise.

Utilities
 Ensure that all information on system outages is consolidated and provided to the Planning & Intelligence Section.
 If a hazard exists that hinders the restoration of certain utility services, ensure that the risks are mitigated or the areas are clearly marked and blocked off.  Ensure that support to utility providers is available to facilitate the restoration of damaged systems.
 If utility representatives are present in the EOC, coordinate restoration of damaged utilities with them.
 Determine the need for a boil-water order or water rationing, including identifying water distribution points. Coordinate deliveries with the Logistics Section.  If a City facility is closed, ensure that the City departments within the facility shut down any utility systems that may present a hazard when not monitored.  Provide the PIO contact information for any agencies that should be included in the information distribution process.
 Keep the Care and Shelter Branch Coordinator informed of utility outages, water contamination problems, and damage to sewer and sanitation systems.  Coordinate the distribution of potable water, portable toilets, and other needed water and wastewater support supplies with the Logistics Section.  Determine the status of local resources available to restore utilities, including natural gas pipelines, electricity, telecommunications, and television.

Demobilization Phase
 Demobilize when authorized by the Operations Section Chief.  Follow the All Positions Demobilization Phase Checklist.

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December 2025
69 Position Forms and Materials
 EOC Position Checklist
 EOC ACTIVITY LOG
 EOC TIME SHEET
 EOC POSITION BRIEFING LOG
 LOGISTICS REQUEST FORM
Position Deliverables
 None
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71 Care and Shelter Branch Coordinator
The Care and Shelter Branch Coordinator oversees the sheltering and assistance needs in the city. They support the setup and staffing of congregate care shelters and emergency evacuation sites as needed. The Care and Shelter Branch Coordinator is responsible for long-term shelter management and supports disaster recovery efforts. They also act as advocates for the needs of Access and Functional Needs (AFN) populations during the response to and recovery from the event.

Activation Phase
 Follow the All Positions Activation Phase Checklist.
 Receive assignment and briefing from the Operations Section Chief.  Review American Red Cross shelter activation procedures.  Determine the status of all Care and Shelter assets and operational activities, and report the status to the Operations Section Chief.
 Determine the initial objectives of the Care and Shelter Branch and communicate them to the Operations Section Chief.
 Provide Care and Shelter Branch objectives to the Operations Section Chief for inclusion in the initial EOC ACTION PLAN.
 Sheltering involves many complexities. The use of this Checklist will help ensure smoother operations.
 If a shelter or shelters are determined to be needed:
• It is the City’s responsibility to open shelters. However, the Red Cross may be able to provide support. Contact the Red Cross to see if they can open a shelter. If they are available, provide support (supplies & personnel) as requested. • If their response is delayed or they are unavailable, the City must initiate shelter activation
 To request the Red Cross:
• If phones are down, they may have a representative at the County Emergency Operations Center and can be reached via radio.
• When appropriate, you may ask the Red Cross if they have a representative available to send to the City EOC.
 Assess sheltering needs by surveying the Red Cross, the Operations Section, and the Logistics Section to determine:
• Number of evacuees and animals.
• Any access and functional needs or special populations • Number of staff, families, and pets remaining on site. • Number of people who may need food, water, etc. This could include those remaining in their homes or in an independent shelter.
 Establishing shelter(s):
• Open a Temporary Evacuation Point (TEP) until you see how many clients you actually get. This site can accommodate chairs only and may be located outside, depending on the weather.

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Emergency Operations Plan Section III: EOC Checklists
December 2025
72 • If there is a low number of people needing sheltering, the Red Cross may be able to put them up in a hotel, depending on the event.
• If there is a large number of people needing shelter, open a Congregate Care (General Population) Shelter.
• Refer to Shelter Site Guidelines for shelter requirements. • Have a separate shelter plan for mutual aid workers, volunteers, and other responders, as required.
• Once a shelter is opened and announced, it must stay open until the event is over.

People may show up at the location late into the evening. • Before opening a shelter site, conduct a “walk-through” with Red Cross staff and document the facility condition with photographs.
• Ensure both the interior and exterior of the building are documented.  Additional sheltering issues to be aware of:
• Signage (inside/outside).
• Arrange for immediate drinks/snacks plus the next regular meal. • Set up registration, dorm, and dining areas.
• Start registering people.
• Establish a reunification process for clients.
• Track staff and volunteer hours on appropriate forms. • Plan for shift rotation.
• Set up a status update reporting schedule.
• Ensure that janitorial services are available.
• Ensure that a vector control plan is established and implemented, as needed.

Operational Phase
 Maintain a Care and Shelter Branch Coordinator EOC ACTIVITY LOG and other necessary files.
 Monitor all Care and Shelter activities.
 Periodically review the EOC ACTION PLAN to ensure that the Branch is meeting the Plan’s objectives.
 For an extended EOC activation, develop a staffing plan for 24-hour operations.  Keep the Operations Section Chief informed of significant care and shelter activities.  Attend and participate in Operations Section meetings and briefings.  Coordinate, as necessary, with the Public Information Officer to release information on care and shelter activities.
 Coordinate all resource requests and needs through the Logistics Section.  Prepare objectives for the Care and Shelter Branch for the upcoming operational period and submit them to the Operations Section Chief before the next Action Planning Meeting.

Access and Functional Needs Issues
 Assess the impact of proposed activities on individuals with disabilities and others with access and functional needs, and collaborate with EOC staff to develop plans to address any identified issues.

King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
73  Ensure that language translations and AFN/ADA issues are addressed at all levels of the emergency response.
• Working with the PIO, monitor and assist with message development and translation, as needed, including alert and warning messages to ensure that all AFN populations are reached.
 Coordinate with other local government and community organizations that specialize in providing care for people with disabilities and others with access and functional needs.
 Ensure staff members assigned to AFN support have adequate resources to support their efforts.
 Monitor impacted AFN populations during evacuations and sheltering to ensure adequate support.
• Work with the Sheltering and Local Assistance Center Unit to identify types of AFN resources required.
• Review the locations of facilities providing services for people with disabilities and others with access and functional needs.
 Maintain awareness of potential gaps in providing access to AFN.  Assess the extent of the event’s impact on people with disabilities and others with access and functional needs and project their short and long-term needs.

Demobilization Phase
 Demobilize when authorized by the Operations Section Chief.  Follow the All Positions Demobilization Phase Checklist.

Position Forms and Materials
 EOC Position Checklist
 EOC ACTIVITY LOG
 EOC TIME SHEET
 EOC POSITION BRIEFING LOG
 LOGISTICS REQUEST FORM
Position Deliverables
 None
Dated: December 2025
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75 PLANNING & INTELLIGENCE SECTION
Planning & Intelligence Section Chief / Assistant / Staff The Planning & Intelligence Section Chief manages the gathering, analysis, and verification of information from various sources and predicts future planning concerns. They ensure that visual information and situational status displays are available in the EOC to improve decision-making. The P&I Section Chief facilitates Action Planning meetings and oversees the preparation and distribution of the EOC ACTION PLAN. They also ensure that available resources are tracked and confirm that all documentation is properly archived for future use.

Activation Phase
 Follow the All Positions Activation Phase Checklist.
 Meet with Operations Section Chief and review current major incidents.  Determine the Planning & Intelligence Section's initial objectives and communicate those to the Director of Emergency Services. Combine those objectives with the initial objectives from the other EOC sections.
 Facilitate the initial EOC Action Planning Meeting at least one hour after EOC activation and at least once every additional operational period. Refer to the EOC Action Planning reference materials.
 Set up and maintain document reproduction services for the EOC.  Identify the need for additional or specialized resources.

Operational Phase
 Maintain a Planning & Intelligence Section Chief EOC ACTIVITY LOG and other necessary files.
 Coordinate all resource requests and needs through the Logistics Section.

Situation Status
 With information and intelligence obtained from the Operations Section, begin to collect and consolidate information on damage to public and private sector property, loss of life and injury, and the status of continued occupancy of facilities and structures.
 Develop a Situation Status spreadsheet and ensure it is being posted in the EOC.  Ensure that all Situation Status Reports are produced and distributed to EOC Sections and the Operational Area EOC.
• Ensure that Situation Status is maintaining current information for the Situation Status Report.
• Set up applicable status boards and maps to document the event (incident tracking, general info, etc.)
• Ensure that all status boards and other displays in the EOC are kept current and that posted information is neat and legible.
• Obtain copies of field-generated reports and damage surveys from the Operations Section.

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Emergency Operations Plan Section III: EOC Checklists
December 2025
76 • Prepare at least one SITUATION REPORT during the Operational Period, including projected issues and needs for the next 24 - 48 hours. Send a copy to the Operational Area EOC.
• Ensure that the PIO has immediate and unlimited access to all status reports and displays.
 Ensure that the EOC sections are documenting:
• Status of critical facilities.
• Injuries and confirmed deaths.
• Overall structural damage and cost estimates.
• Status of utilities (electricity, water, sewer, gas, phones) • Weather, current, and forecasted.
 If required, contact the Operational Area to schedule regular status briefings.  Implement an authentication process in the event of conflicting status reports to ensure the accuracy of information.
 Ensure that situation status reports are provided to EOC staff and also to other EOCs as required.
 Validate all information posted to status boards. Correct errors or omissions with the team and responders as detected.
 Prepare a SITUATION REPORT for the Action Planning meeting.  Meet with the PIO to determine the best method for ensuring access to current information.
 Working with the Finance Section, develop an INITIAL DAMAGE ESTIMATE (IDE) that includes citywide damage and cost estimates, and forward it to the Operational Area EOC.
 Submit other status information to the Operational Area EOC, as requested.

Documentation
 Collect, organize, and file all completed emergency-related forms before the end of each operational period. Develop a filing system that allows storage and retrieval of specific pieces of EOC operational information, such as:
• EOC ACTIVITY LOGS
• EOC POSITION BRIEFING LOGS
• ACTION PLANS
• ADVANCE PLANS
• RECOVERY PLANS
• Alert System Messages
• Duty rosters and sign-in sheets
• Safety/Damage Assessment Surveys, such as the Initial Damage Estimate (IDE). • Emergency Proclamations (Local, County, State, Presidential) • Message Forms, letters, memos
• News Releases
• Resource Requests
• Situation Reports (Field, District, County, State)
• Status Board Information and status maps
• All other documents and materials deemed necessary to the event.

King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
77  Meet with the Finance Section Chief to determine the necessary EOC materials and documents to provide accurate records and documentation for recovery purposes.  Initiate and maintain a roster of all activated EOC positions to ensure that EOC ACTIVITY LOGS are accounted for and submitted to this position at the end of each shift.
 Ensure that all paperwork for the EOC sections is cataloged and filed for future reference.
• Ensure that the Unit is providing reproduction and archiving services for the EOC, as required.
• If required, keep the Planning and Intelligence Section activated until all documentation is filed and EOC personnel have demobilized or have the Director of Emergency Services assign the tasks to another section.

Resource Tracking
 Track and document resources, including personnel, critical resources, transportation, and support equipment.
 Keep data current regarding the availability of personnel, equipment, and supplies, as well as equipment or personnel that are out of service.  If the Operations Chief arranges an Operations Section strategy meeting, attend and collect information related to resource status and needs.  Monitor and document resource requests made by the Operations Section, whether they be made through mutual aid channels or the Logistics Section.  Collect and consolidate a list of available resources and their locations. (on duty personnel, off duty personnel, mutual aid (if requested through Logistics), vehicles, equipment, supplies, donations offered).
• Resource Type (transportation, support vehicles, and personnel) • Current location.
• Estimated length of use time.
• Date and Time requested, arrived, and released.

Advance Planning
 Develop a list of Advance Planning concerns, such as proactively seeking information and intelligence that may change expected outcomes.
 Development of an ADVANCE PLAN consisting of potential response and recoveryrelated issues likely to occur beyond the next operational period, generally within 36 to 72 hours.
 In conjunction with the Operations Section, determine if current and forecasted weather conditions will affect response efforts. Develop and distribute an ADVANCE PLAN that highlights forecasted events or conditions likely to occur beyond the forthcoming operational period, particularly those situations that may influence the overall strategic objectives of the EOC.
 Meet individually with staff from the Management Section, as well as the Section Chiefs, to determine the best estimates, future direction, and expected outcomes of the emergency.
 Submit the ADVANCE PLAN to the Director of Emergency Services for review and approval before conducting briefings for EOC staff.

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Emergency Operations Plan Section III: EOC Checklists
December 2025
78  In conjunction with the EOC Section Chiefs, recommend a transition strategy to the Director of Emergency Services when EOC activity should shift predominantly to Recovery operations.

Action Planning
 Review all Action Planning development documents and checklists.  Working with the Director of Emergency Services, schedule all planning meetings and ensure that the appropriate sections are represented.
• Ensure that EOC objectives are posted and the meeting room is set up with appropriate equipment and materials.
• Facilitate the Action Planning meeting. Designate someone else to be in charge while you are gone from your section.
• Ensure that objectives for each section are completed, collected, and posted in preparation for the next Action Planning meeting.
• Compile, summarize, publish, and distribute the ACTION PLAN to all identified stakeholders.
 Periodically review the EOC ACTION PLAN to ensure that the EOC is meeting the Plan’s objectives.
 Meet with the Director of Emergency Services to determine needs for future planning meetings and briefings.
 Ensure that the EOC ACTION PLAN is completed and distributed before the start of the next operational period.
 Work with the Finance Section to begin planning for Recovery.  Coordinate all resource needs through the Logistics Section.

Demobilization
 Track all demobilized City field resources with the Operations Section.  Review the EOC personnel roster to determine size and scope for demobilization.  In the case of a large event, coordinate with the Director of Emergency Services for the need of a formal written DEMOBILIZATION PLAN.
 To create a written DEMOBILIZATION PLAN:
• Coordinate with all EOC Section Chiefs to determine which field and EOC sections or functions may be demobilized and in what order. • If appropriate, meet with outside Agency Representatives to determine their demobilization assistance needs.
• Determine if any special needs exist for personnel demobilization (e.g., transportation)
• Establish time tables for demobilizing or downsizing the EOC sections.  Develop a checkout procedure to ensure all demobilized staff have turned in all equipment and paperwork and provided briefings before leaving.  For the demobilization of EOC staff, ensure that the Logistics Section follows demobilization procedures to check out individuals before they leave the EOC. • Debrief all personnel in the EOC as they sign out.
• Be alert for signs of fatigue or critical incident stress. • Ensure all paperwork is fully completed.

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Emergency Operations Plan Section III: EOC Checklists
December 2025
79 Shift Change / Transfer of Duties
 Follow the All Positions Shift Change/Transfer of Duties Phase Checklist.  To ensure continuity of activities and needs, complete an EOC POSITION BRIEFING LOG and provide a situational update to your replacement on current ongoing actions and on actions that need to be taken during the next Operational Period.

Demobilization Phase
 Demobilize when authorized by the Operations Section Chief.  Follow the All Positions Demobilization Phase Checklist.  Assist with the preparation of the AFTER ACTION REPORT in conjunction with the Director of Emergency Services. Be prepared to provide input and facilitate afteraction reporting meetings.

Position Forms and Materials
 EOC Position Checklist
 EOC ACTIVITY LOG
 EOC TIME SHEET
 EOC POSITION BRIEFING LOG
 EOC ACTION PLAN
 LOGISTICS REQUEST FORM
 Situation Status Spreadsheet
 SITUATION STATUS REPORT
 INITIAL DAMAGE ESTIMATE (IDE)
 ADVANCE PLAN
 DEMOBILIZATION PLAN
 EOC Action Planning Meeting Reference Materials
 Resource Tracking Documents
Position Deliverables
 EOC ACTION PLAN
 P & I Section Objectives for the EOC ACTION PLAN.
 INITIAL DAMAGE ASSESSMENT
 ADVANCE PLAN
 DEMOBILIZATION PLAN
Dated: December 2025
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81 LOGISTICS SECTION
Logistics Section Chief / Assistant / Staff
The Logistics Section Chief is responsible for managing the support of the Emergency Operations Center and the field response by overseeing the procurement, inventory, maintenance, allocation, and/or tracking of additional facilities, supplies, equipment, and personnel. They are also responsible for maintaining information systems and providing transportation, fuel, and food during the response and Recovery phases.

Activation Phase
 Follow the All Positions Activation Phase Checklist.
 Review Initial ACTION PLAN guidelines.
 Review Memoranda of Understanding, contracts, and purchasing agreements to acquire needed resources.
 Determine the Logistics Section's initial objectives and communicate them to the Director of Emergency Services and the Planning & Intelligence Section Chief.  Coordinate with the Operations Section Chief to establish priorities for resource allocation.

Operational Phase
 Maintain a Logistics Section Chief EOC ACTIVITY LOG and other necessary files.  Coordinate with the Operations Section Chief to anticipate the needs of field responders and offer ideas and solutions. Priorities may be set in the EOC, but accomplishing the priorities rests with the field responders. • Anticipate deficiencies.
• Determine needs that can be met with City resources.
 Attend and participate in Action Planning meetings.
• Prepare Logistics Section Objectives that support the Director of Emergency Services’ Goals for the Operational Period after the meeting. • Ensure that the Logistics Section’s objectives, as defined in the current ACTION PLAN, are being addressed.
 Periodically review the EOC ACTION PLAN to ensure that the Section is meeting the Plan’s objectives.
 Be proactive and anticipate needs or problems before they occur.

Supplies and Services
 Process LOGISTICS REQUEST FORMS.
• Generate tracking numbers to maintain accurate records of all resources used in the event.
• Whenever possible, meet personally with the requesting party to clarify types and the number of supplies and materials, and verify that the request has not been previously filled through another source.
• Determine unit costs of supplies and materials from suppliers and vendors, and if they will accept purchase orders as payment, before completing the order.

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Emergency Operations Plan Section III: EOC Checklists
December 2025
82 • The Finance Section must approve orders exceeding the purchase order limit before the order can be completed.
• If new vendor contracts are required for the procurement of specific resources or services, refer the request to the Finance Section for the development of necessary agreements.
 Coordinate delivery of supplies and materiel as required. • Determine if the vendor or provider will deliver the ordered items.  Determine if the requested types and quantities of supplies and materials are available in inventory.
 Determine if the procurement item can be provided without cost from another jurisdiction or through the Operational Area.
 In coordination with the Care and Shelter Branch in the Operations Section, ensure that sanitation facilities and potable water are placed at evacuee staging areas and shelters.
 When and if appropriate, establish a staging area for the storage of supplies and equipment. Establish a vendor/contractor reporting and staging area in an easily accessible location.
 Working with the Operations Section, release rented equipment as soon as it is no longer needed.
 Coordinate procurement actions with the Finance Section. • Determine procurement spending limits.
• Obtain a list of pre-designated emergency purchase orders as required.  Support requests for Mutual Aid, such as Law, Fire, Public Works, and Wastewater.

Generally, the procurement and allocation of supplies and materiel are processed through mutual aid channels.
 Monitor Resource Requests by:
• Coordinate closely with the Finance Section to ensure that all required documents and procedures are completed and followed.
• Ensuring that all resource requests, facilities use, and staging areas are coordinated. If you are unable to find the resource, contact the County Op Area. • Ensuring that there is a mechanism in place for tracking resource orders from beginning to end.
• Monitor all critical supplies and equipment to prevent shortages that could result in response failure.
• Ensuring that all documentation is legible and complete.  Ensure that all resources, including mutual aid, are tracked and accounted for.  If necessary, establish an account for feeding EOC staff, City personnel, other support staff, field personnel, and mutual aid resources at local restaurants and/or catering trucks.
 Establish and disseminate a feeding plan that identifies cost limits, authorized vendors, catering companies, types of food, and other relevant details. Be aware of special diets.
 Ensure that an inventory of food, water, condiments, and other necessary supplies is maintained for EOC staff. Also, ensure that the number of people served at each meal is maintained.

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Emergency Operations Plan Section III: EOC Checklists
December 2025
83  Order food preparation and delivery.
• Ensure that vendors have the necessary facilities, equipment, and supplies to establish food service.
• Set up and maintain food service areas for EOC staff and field personnel. • Ensure that the requested food is adequately prepared and served. • Ensure that the food is safely secured and stored.

Mass Distribution
 Commodity Point of Distribution (C-POD) Support
• Identify a team to staff the location.
• Coordinate with Red Cross and local volunteers (Area CERT teams, Emergency Volunteer Centers, etc.) to assist with distribution.
• Plan feeding for staff.
• Deploy portable toilets, tents, generators, barricades, and caution tape as identified.
• Prepare any additional signage needed.
• Use Red Cross Bulk Distribution guidelines for staff, equipment, and supplies calculations.

Personnel
 Prepare an EOC Assignment List and Organization Chart. • Indicate the name of the person occupying each position on the chart. • The chart should be posted in a conspicuous place, accessible to all EOC personnel.
• Update EOC organization chart for each operational period. Take a photo or keep a hard copy to document the previous shift.
 Acquire and process all incoming requests for personnel support from the field and EOC.
• Identify the number of personnel, special qualifications or training, where they are needed, and the person or unit they should report to upon arrival. • Determine the estimated time of arrival of responding personnel, and advise the requesting parties accordingly.
• Maintain a Resource Needs status board or other reference to keep track of incoming personnel resources.
• To minimize redundancy, coordinate all requests for personnel resources from the field level through the EOC Operations Section before acting on the request. • Create separate logs for available staff and volunteers.  Coordinate with the Finance Section to guide emergency timekeeping procedures with respect to salary, benefits, worker compensation, and documentation consistent with Federal, State, County, and City guidelines. Assist in implementing these procedures as needed.
 Coordinate EOC staffing needs with the Section Chiefs. • Provide regular updates on the ongoing personnel situation. • Coordinate with the Section Chiefs on the upcoming EOC shift’s replacement needs.

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Emergency Operations Plan Section III: EOC Checklists
December 2025
84  If additional EOC staff are needed and no additional City personnel resources are available, and with the approval of the Director of Emergency Services and the EOC Coordinator, work with the Operational Area EOC to activate the Emergency Management Mutual Aid System (EMMA).
 Determine the City personnel's family emergency needs or difficult situations. • Check the status of the families of all on-duty employees with particular attention to the families of those essential personnel working the first shift in the EOC. • If an employee must be released to tend to emergency needs, document the release time and the estimated time of return.
• Request back-up personnel to fill vacant positions.
 If needed, provide lodging for EOC and field response staff who are not able to return to their homes before their next shift.
 Coordinate with the Care and Shelter Branch in the Operations Section on the establishment of child-care services for on-duty EOC and field response staff.  Monitor the EOC staff's needs and provide emotional support.  In coordination with the Director of Emergency Services, determine the need for crisis counseling for emergency workers and, as necessary, acquire the services of a mental health specialist.
 Work with the Finance Section on injuries or deaths to City personnel related to the event.

Volunteers
 Establish communications with volunteer agencies and other organizations that can provide personnel resources.
 Document names, assignments, and duty hours of all volunteer personnel.  Develop a system for tracking volunteers. Maintain sign-in/out logs. Control must be established to ensure the accountability of volunteers involved in the response effort.
 Ensure that assigned volunteers receive training to perform emergency functions.

Ensure that training for volunteers includes safety and hazard awareness and is compliant with OSHA requirements.
 Maintain information regarding:
• Volunteers processed.
• Volunteers allocated, assigned, and on standby by agency/location. • Special volunteer requests by category not filled.
 Keep the Care & Shelter Branch informed of the situation's status, the effectiveness of operations, and special conditions as they arise. Ensure that all volunteer personnel are well-documented, especially at care and shelter facilities, with their name, address, and telephone number, including the exact time and location where they worked.
 Coordinate feeding, and if necessary, sheltering and care for volunteers, as directed by the Care and Shelter Branch.
 If a call for volunteers is anticipated, coordinate with the PIO and provide the specific content of any desired broadcast item.

King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
85 Facilities
 Support City facility requests for providing furniture, office supplies, sanitation, and shower facilities, as well as janitorial assistance, to maintain safe and efficient operating spaces.
 Ensure that all structures are safe for occupancy and comply with ADA requirements.  Coordinate with the Public Works Branch in the Operations Section to have personnel available to monitor and support emergency generator operations.  If a Joint Information Center (JIC) is to be activated at the EOC or another City facility, coordinate with the Public Information Officer to review the support needs of the JIC, including media access to the designated site.
 If a City-owned facility is required for use in response and Recovery from the disaster or emergency, coordinate with assigned personnel and designate a Facility Manager.

Provide staff, furniture, supplies, and materials necessary to configure the facilities in a manner adequate to accomplish the mission.
 Develop and maintain a status board (or other reference) which depicts the location of City facilities being used in the response and Recovery from the disaster or emergency; a general description of furnishings, supplies, and equipment at the site; hours of operation, and the name and mobile phone number of the Facility Manager.  Coordinate delivery times for facility supplies and establish custodial services if required.
 If necessary, collaborate with the Care and Shelter Branch in the Operations Section to coordinate the use of City facilities with the Red Cross.  Coordinate with the Operations Section to determine if assistance with facility acquisition and support is needed at the field level.
 Arrange for continuous maintenance of acquired facilities, to include ensuring that utilities and restrooms are operating correctly.

Transportation
 Check with the other EOC sections for specific transportation needs:
• Law Branch for law enforcement operational and transportation needs. • Fire Branch for reserve apparatus and emergency repairs. • Care and Shelter Branch for shelter transportation needs and to ensure the transportation needs of disabled persons.
 Additional Care and Shelter transportation issues include:
• Using MST resources to assist with buses.
• The use of a bus as an “office” to get off the street. • The use of a bus to transport people to and from a shelter. • School bus and private bus (commuter) transportation. • Taxis / Uber / Lyft
 If additional support vehicles are required, coordinate with the Operations Section Chief to access other City vehicles or request mutual aid support from the Operational Area.
 If necessary, establish contact with local school districts and transportation agencies to determine the availability of equipment and transportation resources for use in evacuations and other operations as required.
• Arrange for the acquisition or use of required transportation resources. • Release rented equipment as soon as it is no longer needed.

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Emergency Operations Plan Section III: EOC Checklists
December 2025
86  Fuel issues include:
• Determining the amounts of available fuel in City-owned storage locations. • Taking steps to ensure fuel reserves are sufficient to keep vehicles operational. • Determining the operational status of fuel storage and pumps; ensure emergency power is available in the event of area-wide power outages. • Maintaining accurate records of fuel used for emergency response operations.  Coordinate and track the use of all City vehicles in response to disasters or emergencies. Maintain transportation logs of each of the vehicles to include:
• Vehicle year, make, model, and license number.
• Driver name.
• Transportation assignment for each trip.
• Beginning and ending mileage for each specific assignment. • Arrange for repair and maintenance of transportation and support vehicles. • If used for transport or evacuation, create a list of the individuals transported and the final destination.
 Continuously evaluate transportation needs (including personnel, facilities, and equipment) to determine if additional resources are necessary.

Donations Management
 Coordinate with the Red Cross and other organizations to compile a list of the community's unmet needs.
 Identify a local non-profit or faith-based organization to collect and manage in-kind and cash donations. If you do not know who to call, check with the Red Cross. • PIO staff should coordinate donation messaging.
• The public will begin dropping off used clothing and food if not instructed otherwise. If there are real needs for donations, send out specific messages. • Work with the EOC Finance Section to ensure cash donations are appropriately allocated to victims.
• Be aware that unsolicited donations can be a nightmare. You cannot accept any food that was prepared at home. You don’t want to take clothing or other donations until you identify the specific needs of the people displaced.  Coordinate the distribution of donated goods and services from community groups and private organizations.
• Set up procedures for collecting, inventorying, and distributing usable donations and providing thank-you letters/receipts to donors.
• Keep a list in the EOC of donations that organizations and individuals are willing to supply. Maintain a Resources Offered Status Board for future planning.  Coordinate with the Operations Section and the Planning & Intelligence Section to identify donation needs of life-safety supplies and services (e.g., heat, food, water, ice) and develop a plan to receive and quickly distribute these resources to affected community members.
 Facilitate a receiving location, if needed.
 Facilitate the transportation of donations to designated locations as needed.  Coordinate with EOC Public Information staff, including a Joint Information Center (JIC), if activated, to maintain consistent public messaging about donations.

King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
87 Information Systems
 Ensure that technical personnel are available to meet IT system needs and repair equipment.
 Provide for the information technology (IT) and communication needs of the EOC, including:
• Laptop Computers, Desktop Computers, Projection Units • Landline Phones, Mobile Phones, Satellite Phones
• Email Accounts, Software
 Ensure there is network access for all EOC staff.
 Assist EOC staff as needed in technical matters.

Demobilization Phase
 Demobilize when authorized by the Director of Emergency Services.  Follow the All Positions Demobilization Phase Checklist.  If appropriate, prepare thank-you letters for all donations.  Coordinate with Public Works Branch and the Care and Shelter Branch in the Operations Section to return used sites to normal working space conditions.  Ensure that acquired buildings, building floors, and workspaces are returned to their original state when they are no longer needed.
 Plan the Logistics support for extended Recovery operations after EOC deactivation.

Position Forms and Materials
 EOC Position Checklist
 EOC ACTIVITY LOG
 EOC TIME SHEET
 EOC POSITION BRIEFING LOG
 LOGISTICS REQUEST FORM
 DAILY VOLUNTEER TIME LOG
Position Deliverables
 Logistics Section Objectives for the EOC ACTION PLAN
Dated: December 2025
King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
88 This Page Intentionally Left Blank
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Emergency Operations Plan Section III: EOC Checklists
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89 FINANCE SECTION
Finance Section Chief / Assistant / Staff
The Finance Section Chief is responsible for managing and tracking all financial activities related to the disaster or emergency, including the Recovery process. This includes accounting for all staff and volunteer hours, processing purchase orders, coordinating vendor contracts, handling workers’ compensation claims, and managing travel and expense claims. They also maintain all financial records for responders, City departments, contractors, or other agencies supporting the response and recovery.

Activation Phase
 Follow the All Positions Activation Phase Checklist.
 Be proactive and anticipate needs or problems before they occur.  Meet with the Logistics Section Chief and review financial and administrative support requirements and procedures; determine the level of purchasing authority to be delegated to the Logistics Section.
 Determine the Finance Section's initial objectives and communicate them to the Director of Emergency Services and the Planning & Intelligence Section Chief.

Operational Phase
 Maintain a Finance Section Chief EOC ACTIVITY LOG and other necessary files.  Periodically review the EOC ACTION PLAN to ensure that the Section is meeting the Plan’s objectives.
 Meet with the Logistics Section Chief and review financial and administrative support requirements and procedures; determine the level of purchasing authority to be delegated to the Logistics Section.
 Coordinate all resource requests and needs through the Logistics Section.

Cost Accounting
 Contracts
• Coordinate vendor contracts not previously addressed by existing approved vendor lists. Ensure that all contracts clearly identify the scope of work and specify the exact site locations.
• Negotiate rental rates not already established or purchase prices with vendors as required.
• Check for supplier discounts for government purchases. • Verify cost data in the pre-established vendor contracts and/or agreements. • Interpret contracts and agreements and resolve any claims disputes as necessary.
• Prepare and sign all agreements and contracts, as required. Obtain approval of the Finance Section Chief when appropriate.
• Coordinate arrangements regarding contract payments.
• Verify supplier name and address for payments and terms of purchases/agreements.

King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
90  Coordinate with the Logistics Section on all matters involving the need to exceed established purchase order limits. Ensure that an incident-specific purchase order number has been assigned for tracking and cost recovery purposes.  Monitor all emergency expenditures.
• Understand FEMA criteria for instances when it is permissible to suspend existing procurement policies.
• Review existing documentation to determine if there are additional cost items that may have been overlooked.
 Ensure that all EOC sections document cost-related information.  Provide cost estimates and recommend cost savings. Ensure that estimated costs are replaced with actual costs where known.
 Implement an accounting system and assign special cost codes to this emergency. • Ensure an incident-specific purchase order number has been assigned for tracking and cost recovery.
• Collect copies of all purchase orders and rental/lease agreements. • Log process orders and agreements according to procedures. • Request copies of signed delivery tickets.
• Maintain a running total of event expenditures to date. • Ensure that EOC sections and activated departments are compiling and documenting cost and related information using the City cost codes. • Maintain records of emergency operation expenses and billing and claims information.
• Develop reimbursement plans and begin compiling reimbursement claims for submission to the proper agencies.
 Obtain and record all cost data to cover:
• Personnel & Travel.
• Equipment use and maintenance.
• Rental/contract/purchased equipment.
• Supplies purchased.
• Contracts for special or emergency services.
• Owned supplies consumed in the response.
• Ensure that all obligation documents initiated at the incident are properly prepared and completed.
• Complete final processing and send documents to the appropriate department for payment.
 Ensure that the Operations Section and the Logistics Section track the use of equipment and personnel. Include:
• Time began and ended.
• Site where work was performed.
• What work was done.
• By whom.
• Equipment used.
• DO NOT include idle time.
• Use digital cameras to take photos of work sites that include a date/time stamp on the photo or a date/time sign held up at the site. Include all staff working at the site.

King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
91  Prepare and maintain a cost report that includes a cumulative analysis, summaries, and total expenditures related to the emergency.
• Collect and compile cost information at the end of each shift and compile cumulative cost records daily. Perform cost-effectiveness analysis. • Organize and prepare records for audits as necessary.  Prepare all necessary State and Federal documentation to recover allowable costs.  Download Federal reporting requirements in place on the day of the incident.  Coordinate with the Planning and Intelligence Section on the content and format of cost-related files to be transferred.
 Review existing documentation to determine if there are additional cost items that may have been overlooked.
 Prepare cost estimates related to EOC objectives and strategies. Be prepared to discuss these at EOC planning meetings if required.
 Attend and participate in Action Planning meetings. Designate someone else to be in charge while you are gone.
• Prepare Finance Section objectives that support the Director of Emergency Services’ Goals for the Operational Period after the meeting. • Work closely with each unit to ensure that the Finance Section’s objectives, as defined in the current ACTION PLAN, are being addressed.  Keep the Director of Emergency Services and the Section Chiefs informed of the current fiscal situation and other related matters on an ongoing basis. • Brief the Director of Emergency Services on critical issues or areas that will require immediate attention and/or solutions.
 Provide financial and cost analysis information, including estimates and recommendations for savings.

Time Recording
 Work with EOC Section Chiefs to obtain time sheets for all City employees/volunteers assigned to the City’s disaster response efforts outside the EOC.  Record all on-duty hours worked on the appropriate payroll forms for paid City staff. • Emergency/Response-related time must be separated from any normal work functions performed.
• Time should be documented in the Recovery phase.
 Collect and process all approved payroll and travel expense claims. • Ensure that personnel time records, travel expense claims, and other related forms are prepared and submitted to the budget and payroll office. • Provide instructions for all supervisors to ensure that time sheets and travel expense claims are correctly completed and signed by each employee before submitting them.
 Ensure that all mutual aid personnel and equipment time-keeping records are accurately completed and transmitted to their home agencies, in accordance with policy.

King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
92 Claims and Compensation
 Ensure all injuries and illnesses are correctly reported and documented. • Investigate all injury and damage claims as soon as possible. • Oversee the investigation of injuries and property/equipment damage claims arising out of the emergency.
• Ensure that individual departments complete a claim form for any injured personnel or volunteers working at the emergency.
• Obtain all witness statements about claims, as needed. • Prepare appropriate forms for verifiable injury claims and forward to workers’ compensation within the required time frame.
• Coordinate with the Safety Officer to mitigate any hazards. • If necessary, coordinate with the Legal Officer.
 Maintain a chronological log of:
• All injuries/illnesses occurring during or resulting from the emergency. • All damage to City property.
• All damage to others’ property.
• Potential and existing claims.
• OSHA regulations require notification to OSHA when there are three or more hospitalizations from an accident or if there is a fatality.  Prepare claims relative to damage to City property and notify and file claims with the insurer.
• Forward all equipment or property damage claims to the Recovery Unit. • Process all claims according to Human Resources procedures. • Deliver copies of all injury/illness reports and claims for property damage compensation to Legal Officer.
 Prepare appropriate forms for all verifiable injury claims and forward them to Workers' Compensation within the required timeframe, consistent with City policy & procedures.

Cash Donations
 If required, establish a donation receipt procedure.
 Maintain a database of cash donations received and their disposition.  Ensure that the PIO is broadcasting messages related to where to send cash donations, such as non-profit agencies and NGOs supporting the event, and not the City.

Recovery
 Develop a Recovery Plan that includes funding sources for significant expenditures expected during the Recovery phase.
 Initiate recovery planning meetings with the various EOC sections.  Ensure that all City departments are kept informed and have the opportunity to participate in the recovery planning process.
 Based on available information, prepare an initial estimate of likely recovery issues that must be addressed. Document these in the initial Recovery Plan.  Develop the initial Recovery Plan and overall recovery strategy for the City.

King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
93  Monitor the current situation report to include recent updates and assess the overall impact of the emergency.
 Gather and analyze information on cost recovery issues, expenditures, revenues, and reimbursements.
 Coordinate with the Planning and Intelligence Section to determine major mid-tolong-range social, economic, environmental, and political impacts.  Work with the Planning and Intelligence Section Chief to develop a Disaster Recovery Plan based on input from the Director of Emergency Services and the Section Chiefs, to include:
• Permanent restoration and maintenance of life/safety services and return of life/safety staff to normal duties.
• Restoration of essential facilities and utilities.
• Cost recovery.
• Services to victims of the incident (housing, medical, public and mental health, financial assistance, etc.)
• Services to the community at large.
• Business and economic recovery.
• Recovery of day-to-day organizational services.
 Coordinate with the Cost Accounting and Cash Donations Unit Leader to ensure that cost recovery documentation is being performed, including:
• Processing purchase orders and contracts in coordination with the Logistics Section.
• Handling travel and expense claims.
• Compile State and federal reimbursement claims for submission.  Ensure that specific project timelines are developed to meet the goals and objectives of the Recovery Plan.
 Ensure that FEMA, OES, and other public reimbursement source documents and applications are consistent with the recovery strategy.  Develop the strategy to transition from recovery planning in the EOC to a broader post-emergency recovery effort.
 Ensure that specific project timelines are developed to meet the goals and objectives of the Recovery Plan.
 In conjunction with all Section Chiefs, determine reimbursable costs and generate the necessary forms or paperwork to recover this money.  Ensure that FEMA, OES, and other public reimbursement source documents and applications are consistent with the recovery strategy.  Coordinate with the PIO on the development and distribution of public information materials about recovery operations.
 If a Local Assistance Center is activated, coordinate with agencies that provide temporary and long-term housing, unemployment benefits, and crisis counseling.  Ensure that all appropriate agencies are kept informed and have the opportunity to participate in the recovery planning process.
• Facilitate recovery planning meetings involving all stakeholders. • Assist non-profit organizations that provide support with their reimbursement process.

King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
94  Request damage reports to City property from the Planning & Intelligence Section and the Logistics Section. Ensure both written and photographic documentation of damages is obtained. Notify the City’s insurance carriers.  Ensure that claims resulting from the emergency are addressed within a reasonable timeframe, given the nature of the situation.
 Ensure that all time sheets and travel expense claims are submitted promptly.

Shift Change / Transfer of Duties
 Follow the All Positions Shift Change/Transfer of Duties Phase Checklist.  To ensure continuity of activities and needs, complete an EOC POSITION BRIEFING LOG and provide a situational update to your replacement on current ongoing actions and on actions that need to be taken during the next Operational Period.  Complete the authorization process for bills received during the Operational Period and submit the corresponding documents for payment.
 Be alert for signs of fatigue or critical incident stress in Finance Section personnel and ensure they are allowed to address these issues before returning to the EOC.

Demobilization Phase
 Demobilize when authorized by the Director of Emergency Services.  Follow the All Positions Demobilization Phase Checklist.  Be prepared to request reimbursement for disaster-related personnel costs and volunteer hours from FEMA.
 Provide a final report to the Planning & Intelligence Section Chief on personnel injuries, fatalities, and total property.
 Plan the Finance support for extended recovery operations after the EOC deactivation.
 Transition to Recovery operations by tracking project costs as directed by FEMA cost recovery and public assistance guidelines.

Position Forms and Materials
 EOC Position Checklist
 EOC ACTIVITY LOG
 EOC TIME SHEET
 EOC POSITION BRIEFING LOG
 LOGISTICS REQUEST FORM
Position Deliverables
 Finance Section Objectives for the EOC ACTION PLAN.

Dated: December 2025
King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
95 PRE-EVENT CHECKLISTS
Management Section
Director of Emergency Services
 Ensure that all EOC team positions are staffed with primary personnel and alternates.  Approve a training and exercise plan for all EOC staff.  Suggest the use of the Incident Command System to plan the City's special events.  Review EOC Activation Criteria.
 Review the Role of Elected Officials.
 Review prior Emergency Proclamations.

Public Information Officer
 Prepare a press packet of basic city background information.  Create a set of printable and digital city maps to help convey information.  Maintain a media contact list and cultivate working relationships with these contacts to ensure ongoing communication.
 Review, update, and test all website and equipment operating instructions used to support your function.
 Identify possible stakeholders and gather contact information for emergency message distribution.
 Develop sample news releases or radio/TV messages, including:
• Basic initial broadcasts about investigating the problem • Basic safety instructions for earthquake, shooting, and storm • Identify visually and hearing-impaired and non-English-speaking populations and develop procedures to provide public information to these populations Legal Officer
 Review the applicable federal, state, and county statutes, laws, regulations, and ordinances about emergency services and disaster relief listed in the Authorities and References section of the Emergency Operations Plan.

Dated: December 2025
King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
96 Operations Section
Operations Section Chief
 Be familiar with the Mutual Aid process and how to support it.  Ensure that each department maintains a list of available City resources (such as vehicles, generators, and fuel) and that this list is accessible in the EOC during activations.
 Review AFTER ACTION REPORTS and CORRECTIVE ACTION PLANS and make recommendations for improvement.

Law Branch Coordinator
 Review the position roles and responsibilities in the EOP.  In the event of a disaster or emergency, estimate emergency staffing levels and plan accordingly.
 Develop plans, access control policies, procedures, and forms needed in the EOC and the field.
 Develop agreements with private security companies to provide long-term site security following an emergency.
 Review AFTER ACTION REPORTS and make recommendations for improvement.

Fire Branch Coordinator
 Review Fire and Rescue responsibilities in the Emergency Operations Plan.  Ensure that all training requirements are up to date and that records are adequately maintained.
 Maintain equipment readiness and call-up lists.
 Coordinate windshield surveys with Police and Public Works to reduce duplication.  Identify population groups with special needs (ex., Senior citizens, unattended children, persons with disabilities, and others with access and functional needs or those not fluent in English) who may require assistance if ordered to evacuate.  Review AFTER ACTION REPORTS and make recommendations for improvement.

Public Works Branch Coordinator
 Review the Public Works Coordinator responsibilities and the Emergency Operations Plan.
 Identify vulnerable facilities, utilities, and road systems.  Establish priorities for renovating or relocating vulnerable facilities and road systems to ensure optimal infrastructure.
 Establish priorities for inspecting facilities, utility, and road systems during an emergency.
 Identify sources of structural engineers and heavy equipment.  Ensure all MOUs, SOPs, and staff training requirements are up to date.  Work with the Law Branch to develop agreements with private security companies to provide long-term site security following an emergency.  Review State and federal Debris Management plans regularly.  Review AFTER ACTION REPORTS and make recommendations for improvement.

King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
97 Care & Shelter Coordinator
 Ensure that pre-identified shelters are accessible to individuals with disabilities and other access and functional needs.
 Participate in Red Cross training to support disaster response.

Dated: December 2025
Planning & Intelligence Section
Planning and Intelligence Section Chief / Assistant / Staff  Ensure that status boards, maps, and other visual displays are prepared and ready for use during EOC trainings and activations.
 Understand the INITIAL DAMAGE ESTIMATE (IDE) reporting process and how to request a HAZUS map from CalOES.
 Develop a filing system for all information in the EOC (forms, boards, messages, etc.)  Understand the INITIAL DAMAGE ESTIMATE (IDE) reporting process and how to request a HAZUS map from CalOES.
 Develop a Resource Status Board template for use by the EOC.

Dated: December 2025
King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
98 Logistics Section
Logistics Section Chief / Assistant / Staff
 Establish procedures to receive and process requests for supplies, personnel, and equipment to support emergency operations.
 Establish a process for managing in-kind donations.
 Work with Finance on resource lists, purchase agreements, and MOUs.  Maintain a roster with current contact information for employees.  Develop a system for informing employees' families of the worker’s status during/following an emergency.
 Identify City departments and divisions that have limited responsibilities during a disaster. Survey and identify individuals with skills that can be used in the EOC or other emergency response roles.
 Establish agreements with food service vendors.
 Establish MOUs for disaster-related transportation activities.  Develop a phone list for public and private transportation assets that may be mobilized in times of emergency to support EOC response and Recovery activities.  Have floor plans available for City-owned facilities to support the response and Recovery to a disaster or emergency.
 Develop standard operating guidelines for the operation of a donations collection and distribution center.
 Establish relationships and memoranda of understanding with organizations that can support your efforts.
 Reorder and restock EOC supplies used.
 Coordinate with the Finance Section to develop and maintain a current vendor list that includes emergency and after-hours contact phone numbers.  Consider establishing pre-disaster Memorandums of Understanding (MOUs) with vendors.
 Establish a list of local hotels, restaurants, banks, and other support sites for incoming mutual aid teams.
 Review the Red Cross Bulk Distribution Plan for guidance on resource distribution.  Commodity Points of Distribution (C-POD):
• Make signage needed
• Coordinate with schools and shopping centers ahead of time to arrange points of distribution. See the Red Cross Bulk Distribution document for specific needs • Will you need to verify residency or have other distribution criteria? Retailer’s service area? Establish procedure.
 Be aware of any changes in volunteer management and DSW procedures.  Review AFTER ACTION REPORTS and make recommendations for improvement.

Dated: December 2025
King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
99 Finance Section
Finance Section Chief / Assistant / Staff
 Provide a means to back up essential records.
 Review FEMA and State cost recovery documents.
 Incorporate a disaster clause into all contracts to include 24/7 contact information and disaster service commitments and procedures.
 Pre-establish accounting systems and special cost codes to be associated with the next emergency.
 Develop a method for processing payroll or advances in an emergency when standard processes are unavailable.
 Prepare a standard agreement template for non-profit organizations that may provide services during a disaster or emergency. Agreement must be in place before commencing support (AB 903). Agreement may also be completed during the Readiness phase.
 Coordinate with the Logistics Section to develop and maintain a current vendor list that includes emergency and after-hours contact phone numbers.  Establish a disaster time card to help distinguish between daily activities and disaster response activities.
 Ensure that necessary financial and recording forms (to track all costs and record worker time) are developed, in stock, and easily accessible.  Be prepared to provide forms (accompanied by instructions) to the Emergency Operations Center staff and other personnel as needed.
 Make sure call-up lists are up to date.
 Become familiar with the procedures for finance-related Disaster Assistance, Disaster Time Keeping, and Disaster Claims.
 Ensure that necessary financial and recording forms (to track all costs and record worker time) are developed, in stock, and easily accessible.  Be prepared to provide forms (accompanied by instructions) to the Emergency Operations Center staff and other personnel as needed.
 Make sure call-up lists are up to date.
 Review/become familiar with the provisions of the Robert T. Stafford Disaster Relief and Emergency Assistance Act.
 Review AFTER ACTION REPORTS and make recommendations for improvement.

Dated: December 2025
King City
Emergency Operations Plan Section III: EOC Checklists
December 2025
100
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Emergency Operations Plan Appendix 1: EOC Personnel /Contact Information December 2025
101
APPENDIX 1: EOC

PERSONNEL / CONTACT

INFORMATION
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CONFIDENTIAL

NOT FOR PUBLIC RELEASE
Management
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Management
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Management
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Management
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
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Management
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Management
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Management
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Management
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Management
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
King City
Emergency Operations Plan Appendix 1: EOC Personnel /Contact Information December 2025
105
Operations
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Operations
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Operations
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Operations
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Operations
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
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Operations
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Operations
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Operations
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Operations
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Operations
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
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Operations
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Operations
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Operations
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Operations
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Operations
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
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Planning & Intelligence
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Planning & Intelligence
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Planning & Intelligence
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Planning & Intelligence
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Planning & Intelligence
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
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109
Planning & Intelligence
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Planning & Intelligence
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Planning & Intelligence
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Planning & Intelligence
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Planning & Intelligence
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
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Emergency Operations Plan Appendix 1: EOC Personnel /Contact Information December 2025
110
Logistics
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Logistics
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Logistics
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Logistics
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Logistics
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
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Logistics
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Logistics
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Logistics
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Logistics
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Logistics
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
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Finance
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Finance
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Finance
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Finance
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Finance
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
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Finance
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
Finance
Name EOC Position
Mobile Phone Home Phone
Other Phone Additional Contact Information
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Emergency Operations Plan Appendix 2: Outside Agency Contact Information December 2025
115
APPENDIX 2: OUTSIDE

AGENCY CONTACT

INFORMATION
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Law Enforcement Agencies
Monterey County Sheriff’s Office - Salinas
Address Business Phone Emergency Phone
1414 Natividad Road, Salinas, CA 93906 831-755-3700
Monterey County Sheriff’s Office – King City Substation Address Business Phone Emergency Phone
250 Franciscan Way, King City, CA 93930 831-
CHP King City
Address Business Phone Emergency Phone
2 Broadway Circle, King City, CA 93930 831-
CHP Salinas
Address Business Phone Emergency Phone
960 E. Blanco Road, Salinas, CA 93901 831-796-2100
Greenfield Police Department
Address Business Phone Emergency Phone
215 El Camino Real, Greenfield, CA 93927 831-674-5111
Soledad Police Department
Address Business Phone Emergency Phone
236 Main Street, Soledad, CA 93960 831-233-5120
Gonzales Police Department
Address Business Phone Emergency Phone
109 4th Street, Gonzales, CA 93926 831-675-5010
Salinas Police Department
Address Business Phone Emergency Phone
222 Lincoln Street, Salinas, CA 93901 831-758-7982
Monterey Police Department
Address Business Phone Emergency Phone
351 Madison Street, Monterey, CA 93940 831-646-3800
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Fire Departments
CalFire King City
Address Business Phone Emergency Phone
743 Reich Street, King City, CA 93930 831-385-6437
South Monterey County Fire Protection District – Pine Canyon Station Address Business Phone Emergency Phone
51251 Pine Canyon Road, King City, CA 93930 831-385-9314 San Ardo Volunteer Fire Company
Address Business Phone Emergency Phone
62180 Railroad Street, San Ardo, CA 93450 831-647-6223
Camp Roberts Fire Department
Address Business Phone Emergency Phone
4050 Arizona Blvd., San Miguel, CA 93451 831-238-8406
San Miguel Fire Department
Address Business Phone Emergency Phone
1150 Mission Street, San Miguel, CA 93451 831-467-3300
Greenfield Fire Protection District
Address Business Phone Emergency Phone
380 Oak Avenue, Greenfield, CA 93927 831-674-5484
South Monterey County Fire Protection District – Arroyo Seco Station Address Business Phone Emergency Phone
46700 Arroyo Seco Road, Greenfield, CA 93927 831-674-2326 Soledad Fire Department
Address Business Phone Emergency Phone
525 Monterey Street, Soledad, CA 93960 831-223-5100
Gonzales Fire Department
Address Business Phone Emergency Phone
325 Center Street, Gonzales, CA 93926 831-675-4204
King City
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Public Works / Transportation Agencies
CalTrans District 5
Address Business Phone Other Phone
50 Higuera Street, San Luis Obispo, CA 93401 831-753-0187 805-549-3111 Monterey County Public Works - Salinas
Address Business Phone Emergency Phone
1441 Schilling Place, Salinas, CA 93901 831-755-4800
Monterey County Public Works - Greenfield
Address Business Phone Emergency Phone
41801 Elm Street, Greenfield, CA 93927 831-674-2136
Transportation Agency for Monterey County
Address Business Phone Emergency Phone
55 Plaza Circle B, Salinas, CA 93901 831-775-0903
Emergency Management Agencies
Monterey County Department of Emergency Management
Address Business Phone Emergency Phone
1322 Natividad Road, Salinas, CA 93906 831-796-1905 831-769-8888 California Office of Emergency Services – Coastal Region Contact Business Phone Emergency Phone
Memoree McIntire 707-862-2366 1-800-852-7550
California Office of Emergency Services - Headquarters
Address Business Phone Emergency Phone
3650 Schriver Ave, Mather, CA 95655 916-845-8510 1-800-852-7550 King City
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Health Agencies
Monterey County Health Department
Address Business Phone Emergency Phone
620 Broadway Street, Suite N, King City, CA
93930 831-386-6899
Monterey County Mental Health Department
Address Business Phone Emergency Phone
200 Broadway Street, King City, CA 93930 831-386-6868
Assisting Agencies
American Red Cross
Address Business Phone Emergency Phone
PO Box AR, Carmel by the Sea, CA 93921 831-624-6921
Contact Person Business Phone Mobile Phone
Patsy Gasca 831-626-5256 831-419-3872
Salinas Valley Fairgrounds
Address Business Phone Emergency Phone
Contact Person Business Phone Mobile Phone
Other
Address Business Phone Emergency Phone
Contact Person Business Phone Mobile Phone
Other
Address Business Phone Emergency Phone
Contact Person Business Phone Mobile Phone
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Hospitals
George L Mee Memorial Hospital
Address Business Phone Emergency Phone
300 Canal Street, King City, CA 93930 831-385-6000 -
Contact Person Business Phone Mobile Phone
Aram Bronston ***-***-**** ***-***-****
Natividad Medical Center
Address Business Phone Emergency Phone
1441 Constitution Blvd., Salinas, CA 93906 831-755-4111 Salinas Valley Memorial Hospital
Address Business Phone Emergency Phone
450 E. Romie Lane, Salinas, CA 93901 831-757-4333
Schools
King City Union School District
Address Business Phone Emergency Phone
104 S. Vanderhurst Ave., King City, CA 93930 831-385-2940 - Contact Person Business Phone Mobile Phone
Joannie Lumbra ***-***-**** ***-***-****
South Monterey County Joint Union High School District
Address Business Phone Emergency Phone
800 Broadway Street, King City, CA 93930 831-385-0606 - Contact Person Business Phone Mobile Phone
Martin Herrera ***-***-**** ***-***-****
Utilities
Cal Water
Address Business Phone Emergency Phone
1301 Broadway Street, Suite A3, King City, CA
93930 831-385-5486 831-385-5486
Contact Person Business Phone Mobile Phone
Steve Vasquez 831-385-5486 ***-***-****
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PG&E
Address Business Phone Emergency Phone
Contact Person Business Phone Mobile Phone
Telephone
Address Business Phone Emergency Phone
Contact Person Business Phone Mobile Phone
Cable
Address Business Phone Emergency Phone
Contact Person Business Phone Mobile Phone
Cellular
Address Business Phone Emergency Phone
Contact Person Business Phone Mobile Phone
Other
Address Business Phone Emergency Phone
Contact Person Business Phone Mobile Phone
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APPENDIX 3: VENDOR

CONTACT INFORMATION
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*** Company***
Address
Phone
Contact Person
Phone
Supplies or Services Provided
*** Company***
Address
Phone
Contact Person
Phone
Supplies or Services Provided
*** Company***
Address
Phone
Contact Person
Phone
Supplies or Services Provided
*** Company***
Address
Phone
Contact Person
Phone
Supplies or Services Provided
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*** Company***
Address
Phone
Contact Person
Phone
Supplies or Services Provided
*** Company***
Address
Phone
Contact Person
Phone
Supplies or Services Provided
*** Company***
Address
Phone
Contact Person
Phone
Supplies or Services Provided
*** Company***
Address
Phone
Contact Person
Phone
Supplies or Services Provided
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*** Company***
Address
Phone
Contact Person
Phone
Supplies or Services Provided
*** Company***
Address
Phone
Contact Person
Phone
Supplies or Services Provided
*** Company***
Address
Phone
Contact Person
Phone
Supplies or Services Provided
*** Company***
Address
Phone
Contact Person
Phone
Supplies or Services Provided
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*** Company***
Address
Phone
Contact Person
Phone
Supplies or Services Provided
*** Company***
Address
Phone
Contact Person
Phone
Supplies or Services Provided
*** Company***
Address
Phone
Contact Person
Phone
Supplies or Services Provided
*** Company***
Address
Phone
Contact Person
Phone
Supplies or Services Provided
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APPENDIX 4: EOC FORMS
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King City EmergencyOperationsCenter
Message Form
Message Information Date: Time: Msg#: Inc#: Priority
Received From: Telephone  Fax  Gov’t Radio  Other Agency  Walk In  Check One  Life
Threatening
 Urgent
 Non-Urgent
Message To: Phone:

Message From: Phone:

Received/SentBy: Phone:

ROUTING OF FORM Message
Section / Branch / Unit
Management ACTION INFO
Director of Emergency Services
Public Information Officer
Legal Officer
Operations ACTION INFO
Operations Section Chief
Law Branch
Fire Branch
Public Works Branch
Care and Shelter Unit
Planning & Intelligence ACTION INFO Action Required
P&I Section Chief
Assistant Chief
Staff
Logistics ACTION INFO
Logistics Section Chief
Assistant Chief Action Taken
Staff
Finance ACTION INFO
Finance Section Chief
Assistant Chief
Staff
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OPERATIONALPERIOD
DATE: TIME:

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EVENT BRIEFING
EVENT NAME: DATE PREPARED: TIME PREPARED:

CURRENT OPERATIONAL PERIOD (TIME/DATE)
City of King
 Local Government
MAP SKETCH:

PREPARED BY: APPROVED BY:

ICS 201 (MODIFIED) Page 2 of 4
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SUMMARY OF PRIORITIES, OBJECTIVES & ACTIONS

OVERALL EVENT PRIORITIES

MANAGEMENT SECTION OBJECTIVES

OPERATIONS SECTION OBJECTIVES

PLANNING & INTELLIGENCE SECTION OBJECTIVES

LOGISTICS SECTION OBJECTIVE

FINANCE SECTION OBJECTIVES

ADDITIONAL INFORMATION
ICS 201 (MODIFIED) Page 3 of 4
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EOC ASSIGNMENT LIST
EVENT NAME: DATE PREPARED: TIME PREPARED:

CURRENT OPERATIONAL PERIOD (DATE/TIME)

ACTIVATION LEVEL

LEVEL ONE LEVEL TWO LEVEL THREE

EOC STAFFING

EOC POSITION NAME MOBILE PHONE NUMBER
Director of Emergency Services
PIO
Legal Officer
Operations Section Chief
Law Branch
Fire Branch
Public Works Branch
Care and Shelter Branch
Planning & Intel Chief
Assistant Chief
Staff
Logistics Chief
Assistant Chief
Staff
Finance Chief
Assistant Chief
Staff

CURRENT ACTIONS

WEATHER FORECAST
TEMPERATURE: WIND SPEED: OTHER:

ATTACHMENTS:
_____________________
_____________________
_____________________
_____________________
PREPARED BY: APPROVED BY:

ICS 201 (MODIFIED) Page 4 of 4
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Emergency Operations Center
Situation Status Report
DATE: TIME:

SITUATION SUMMARY:
(Narrative)
INJURIES AND FATALITIES:

INFRASTRUCTURE STATUS:

TRANSPORTATION STATUS:

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UTILITY STATUS:

PRIVATE PROPERTY DAMAGE:

ADDITIONAL STATUS INFORMATION:

ISSUES THAT NEED TO BE ADDRESSED:

APPROVED BY:

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Emergency Operations Center
EOC Activity Log (ICS 214 – MODIFIED)
EOC Position:

Name:

Incident Name Operational Period From:

Date/Time
Operational Period To:

Date/Time

TIME ACTION TAKEN AND INFORMATION FOR DOCUMENTATION
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Emergency Operations Center
EOC Position Briefing Log
EOC Position:

Name:

Contact Phone:

Incident Name Operational Period From:

Date/Time
Operational Period To:

Date/Time

CURRENT ONGOING ACTIONS / NOTES

ACTIONS REQUIRED FOR NEXT OPERATIONAL PERIOD / NOTES
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CITY OF KING - EMERGENCY OPERATIONS CENTER
LOGISTICS SECTION – SUPPLIES AND SERVICES REQUEST FORM
REQUEST #: DATE/TIME:

REQUESTING SECTION

OPS P&I LOGISTICS FINANCE OTHER
NAME AND EOC POSITION OF PERSON REQUESTING:

ITEM REQUESTED:

ITEM DESCRIPTION (INCLUDE BRAND NAME IF APPLICABLE)
QUANTITY: SIZE:

DATE NEEDED: TIME NEEDED:

TO BE DELIVERED TO BE PICKED UP
DELIVER TO: LOCATION:

COMMENTS/SPECIAL REQUESTS
AUTHORIZED SIGNATURE: TITLE:

LOGISTICS USE ONLY
ACCEPTED BY:

DATE/TIME ORDERED: BY:

DATE/TIME RECEIVED: REQUESTOR NOTIFIED DATE/TIME:

VENDOR: VENDOR #:

ADDRESS: PHONE:

CONTACT PERSON:

PO#: AMOUNT: ETA:

VENDOR RENTAL VENDOR PURCHASE
COMPLETED - DATE/TIME:

FINANCE USE ONLY
Credit Card Donation Check Cash
CATEGORY/INDEX CODE:

VENDOR INVOICE #:

DATE PAID: TOTAL AMOUNT:

INPUT BY: APPROVED BY:

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APPENDIX 5: SAMPLE

EMERGENCY

PROCLAMATION
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Sample Proclamation
WHEREAS, Ordinance 2.28.060 of the City of King Municipal Code empowers the Director of Emergency Services/City Manager to proclaim the existence or threatened existence of a local emergency when said City is affected or likely to be affected by a public calamity and the City Council/County Board of Supervisors is not in session, and; WHEREAS, the Director of Emergency Services of the City of King does hereby find that conditions of extreme peril to the safety of persons and property have arisen within said city/county, caused by
(fire, flood, storm, mudslides, torrential rain, wind, earthquake, drought, or other causes); which began on the th day of , 20 . and; That these conditions are or are likely to be beyond the control of the services, personnel, equipment, and facilities of said City, and;
That the City Council of the City of King is not in session and cannot immediately be called into session;
NOW, THEREFORE, IT IS HEREBY PROCLAIMED that a local emergency now exists throughout said City, and;
IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said local emergency the powers, functions, and duties of the emergency organization of this City shall be those prescribed by state law, by ordinances, and resolutions of this City, and; That this emergency proclamation shall expire in 7 days after issuance unless confirmed and ratified by the governing body of the City of King.

Dated: By:

Director of Emergency Services (Print Name)
Address
Note: It may not be necessary for a city to proclaim a local emergency if the county has already proclaimed an emergency that applies to the entire geographic county area or for a specific area that includes the impacted city or cities.

Must be renewed every 60 days.
(Source: Cal OES, Emergency Proclamations: A Quick Reference Guide for Local Government) King City
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APPENDIX 6: HAZARD

SPECIFIC CHECKLISTS
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Earthquake
 Obtain the Shake Map from the USGS website to view the shaking intensity from the event.  Determine the locations of collapsed structures. Attention should be focused on locations where people are trapped.
 Determine the status oftransportation infrastructures, such as bridges and roadways.  Determine the status of communication systems, including broadcast television and radio media.
 Determine the locationsof significant firefighting efforts,both controlledand out-of-control fires.
 Determine the locations and severity of Hazardous Material releases and the impact on the general public.
 Determine the operational capability of critical facilities, i.e., hospitals, schools, water treatment plants, wastewater treatment plants, electrical substations, etc.  Ifevacuationisrequired,contacttheLawBranchandCareandShelterBranchimmediately. All evacuationactivitiesshouldbecoordinatedthroughouttheOperationsSection.  Coordinate with theRed Cross, other public agencies, and/or non-profit agencies for shelter operations.
 Determine Public Safety needs, i.e., security,traffic control, and law enforcement needs.  Set up a system for building inspectors and structural engineers to inspect critical facilities.  Set up a system to begin the process forinspection of bridges and roadways  If possible, secure aerial assets forinspection and operational deployment.  Inspect dams and other water storage facilities.
 Remove critical equipment and supplies stored in damaged facilities to prevent further damage or deterioration due to aftershocks and/or exposure to weather.  Continue to monitor USGS information about the earthquake, including its magnitude, epicenter location, and the date and time of occurrence.  Use Shake Map data to deploy to areas with the most severe damage. The emergency responsefocusshouldbeonsearchandrescue,emergencymedicalresponse,shelteringfor the injured and displaced persons, and the prioritization of bridges, roadways, and other critical facilities
 Obtain a status report of essential facilities that may have been damaged, then direct emergency personnel to those areas as needed. Major earthquakes may have the most widespreadimpact on the city of any emergency.
 Obtain a status report on nearby highways and roads. Develop a consistent plan for traffic flow. Ensure adequate ingress and egress for emergency vehicles to facilitate swift response times.

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 Initiate a Critical Facilities log that indicates which of those facilities have been checked and their disposition.
 Be preparedto inform PG&E of any known electrical andgas complications.  Be ready to informwater andwastewater agencies of known damage.  In the event of a significant aftershock, repeat the above steps.

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Winter Storms
 Coordinate with the National Weather Service for timely watches and warnings affecting the area.
 Stay in contact with the Monterey County EOC for updated flood information.  Ensure the public is well-informed regarding both storm and flood watches and warnings.  Obtain a status report on nearby highways and roads. Develop a consistent plan for managing traffic flow. Ensure adequate traffic control is in place to assist emergency vehicles with ingress and egress to incident scenes.
 Determine the need to conduct evacuations and sheltering activities.  If evacuation is required, work with the PIO to distribute the information immediately.  Coordinate with local broadcast media to ensure the timely and accurate activation of the Emergency Alert System.
 Ifevacuationisrequired,contacttheLawBranchandCareandShelterBranchimmediately. All evacuationactivitiesshouldbecoordinatedthroughouttheOperationsSection.  As a point of reference, evacuation is the assisted removal of people before a threat arrives, whereas rescue is the process of removing persons once the dangeris uponthem.  Ensure that field personnel are checking for downed power lines and inform PG&E immediately to prevent electrocution hazards.
 Coordinate with PG&E to share information concerning power outages.  Creeks and rivers can be an attractive nuisance to people, especially when heavy rains increase water levels and turn them into raging currents. Working through field personnel, ensure these areas are kept clear.
 Floodwaters may carry additional health and safety risks, including bacteria, raw sewage, or hazardous substances. Sandbags tend to act as sponges for these hidden dangers, so ensure precautions are taken when handling them or coming into contact with the water itself.
 Ensure that field personnel monitor potable water treatment facility tanks and wastewater treatment plant storage facilities for signs of inundation or overflow.  Coordinate with schools, daycare centers, hospitals, and other relevant organizations about proper precautions and emergency actions related to the storm.  Determine the availability of shelters through theAmerican Red Cross.  Coordinate with theRed Cross, other public agencies, and/or non-profit agencies for shelter operations.

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Wildland Fire
 EOC staffing levels will vary with the complexity and needs of the City’s response to the fire.

At a minimum, the Director of Emergency Services, Section Chiefs, and Operations Section Branches will likely be needed.
 Immediatelyestablish a liaisonwiththe Fire Incident Commander(IC).  Working through the Incident Command Post (ICP), determine the size of the involved area, both actual and potential.
 WorkingthroughtheICP,determinetheapparentdirectionthefireistravelingandwhatliesin its path.
 If appropriate, the Director of Emergency Services should make a local Emergency Proclamation.
 Obtain current and forecasted weatherto projectthe potential spread ofthe wildfire.  Determine the need to conduct evacuations and sheltering activities.  If evacuation is required, contact the Law Branch and Care and ShelterBranch immediately. All evacuationactivities shouldbe coordinatedthroughouttheOperationsSection.  As a point of reference, evacuation is the assisted removal of people before a threat arrives, whereas rescue is the process of removing personsonce thedangerisuponthem.  Constantly be aware of the potential for toxicsmoke or fumes.  Maintainingressandegress routes for emergency vehicles to ensure swift and safe access.  Establish perimeter control to prevent unauthorized cars and pedestrians from entering the affected areas.
 Identify local, County, Regional, and state agencies that may be able to mobilize resources and staff to the county EOC for support.
 Notify all EOC Sections, the Director of Emergency Services, the PIO, support agencies, adjacent jurisdictions, and/or any agency liaisons of situational changes.  Determine the need for additional resources and request as necessary through the Logistics Section.
 The Logistics Section should contact resource suppliers with potential and current needs.

Resources to coordinate include equipment, personnel, facilities, supplies, procedures, and communications. Track resources as they are dispatched and/or used  Establish a Joint Information Center (JIC) or coordinate with JIC(s) established by other jurisdictions. Staff JIC(s) with appropriate PIO(s) as required.  Formulate emergency public information messages and media responses utilizing the “one message, many voices” concept.

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 Public information regarding fire prevention, control, and suppression should be reviewed by the Fire Branch and the Director of Emergency Services before dissemination to the public.
 Ensure that reports of injuries, deaths, and significant equipment damage due to wildfire response are communicated to the Director of Emergency Services before public dissemination.
 Activate and implement applicable mitigation plans, community recovery procedures, and Continuity of Operations Plan (if required) until normal daily operations can be completely restored.

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Hazardous Materials Incidents (HAZMAT)
 EOC staffing levels will vary with the complexity and needs of the City’s response to the Hazardous Materials (HAZMAT) incident. At a minimum, the Director of Emergency Services, Section Chiefs, and Operations Section Branches will likely be needed.  Immediately establish a liaison with the Fire Incident Commander and/or Police Incident Commander (IC).
 Working through the Incident Command Post (ICP), determine the size of the involved area, both actual and potential.
 Working through the ICP, determine the apparent direction the plume (if one exists) is traveling and what lies in its path.
 Considerthe potential effects of various weather conditions, such as wind, rain, and heat.  Be aware that a sudden release of hazardous materials may allow little time for an organized response. Field personnel may take the action of locking down individuals or have them “shelter in place.”
 The Law Branch may assist field personnel in coordinating the evacuation of the affected area. Ensurethatindividuals inthehazardousarea arewarnedanddirectedto leavethe area by appropriate routes. The Branch may also assist field personnel in coordinating the setup of a perimeter to prevent entry into the hazardous area.  Ensure that field personnel stay upwind, uphill, and/or upstream from the HAZMAT location, maintaining a safe distance to ensure their safety.
 To ensure that EOC Management and the EOC Operations Section are aware of the material and the nature of the incident, staff should consult the orange Emergency Response Guidebook for specific warnings, cautions, and handling guidelines.  Determine the need to conduct evacuations and sheltering activities.  If evacuation is required, contact the Law Branch and Care and ShelterBranch immediately. All evacuationactivities shouldbe coordinatedthroughouttheOperationsSection.  Coordinate with theRed Cross, other public agencies, and/or non-profit agencies for shelter operations.
 As a point of reference, evacuation is the assisted removal of people before a threat arrives, whereas rescue is the process of removing personsonce thedangerisuponthem.  Be aware that if helicopters are required for medical evacuations, consider the potential spreading effect of the rotor downdraft. If necessary, collaborate with the IC to select a suitable remote landing area.
 If required, the Logistics Section may assist field operations with establishing a decontamination/treatment area for exposure victims if necessary.  The Operations Section Chief should remain aware of the HAZMAT cleanup status at all times.

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 If required, the Public Works Branch may assist field personnel in obtaining the necessary equipment and personnel to handle emergency debris clearance.  If necessary, the Logistics Section will coordinate with field personnel to provide emergency lights, power generation, and other essential equipment and supplies.  Establish a Joint Information Center (JIC) or coordinate with JIC(s) established by other jurisdictions. Staff JIC(s) with appropriate PIO(s) as required.  Formulate emergency public information messages and media responses utilizing the “one message, many voices” concept.
 Ensure that reports of injuries or deaths resulting from the HAZMAT response are communicated to the Director of Emergency Services before being publicly disseminated.

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APPENDIX 7: GLOSSARY &

ACRONYM LIST
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Glossary
A
Action Plan: See Incident Action Plan.

Agency: An agency is a division of government with a specific function, or a nongovernmental organization (e.g., private contractor, business, etc.) that offers a particular kind of assistance. In ICS, agencies are defined as jurisdictional (having statutory responsibility for incident mitigation) or assisting and/or cooperating (providing resources and/or assistance). (See Assisting Agency, Cooperating Agency, Jurisdictional Agency, and Multiagency Incident.) Agency Administrator or Executive: Chief executive officer (or designee) of the agency or jurisdiction that has responsibility for the incident.

Agency Dispatch: The agency or jurisdictional facility from which resources are allocated to incidents.

Agency Representative: An individual assigned to an incident from an assisting or cooperating agency who has been delegated authority to make decisions on matters affecting that agency's participation at the incident. Agency Representatives report to the Incident Liaison Officer.

Air Operations Branch Director: The person primarily responsible for preparing and implementing the air operations portion of the Incident Action Plan. Also responsible for providing logistical support to helicopters operating on the incident.

Allocated Resources: Resources dispatched to an incident.

All-Risk: Any incident or event, natural or human-caused, that warrants action to protect life, property, environment, and public health and safety, and minimize disruption of governmental, social, and economic activities.

Area Command (Unified Area Command): An organization established to oversee the management of (1) multiple incidents that are each being handled by an ICS organization, or (2) large or multiple incidents to which several Incident Management Teams have been assigned. Area Command has the responsibility to set overall strategy and priorities, allocate critical resources according to these priorities, ensure that incidents are properly managed, and ensure that objectives are met and strategies are followed. Area Command becomes Unified Area Command when incidents involve multiple jurisdictions. Area Command may be established at an emergency operations center facility or at some location other than an Incident Command Post. Assigned Resources: Resources checked in and assigned work tasks on an incident.

Assignments: Tasks given to resources to perform within a given operational period, based upon tactical objectives in the Incident Action Plan.

Assistant: Title for subordinates of the Command Staff positions. The title indicates a level of technical capability, qualifications, and responsibility subordinate to the primary positions.

Assisting Agency: An agency or organization providing personnel, services, or other resources to the agency with direct responsibility for incident management.

Available Resources: Resources assigned to an incident, checked in, and available for a mission assignment, typically located in a Staging Area
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B
Base: The location at which primary Logistics functions for an incident are coordinated and administered. There is only one Base per incident. (Incident name or other designator will be added to the term Base.) The Incident Command Post may be collocated with the Base.

Branch: The organizational level having functional or geographic responsibility for significant parts of the Operations or Logistics functions. The Branch level is organizationally positioned between the Section and Division/Group in the Operations Section, and between the Section and Units in the Logistics Section. Branches are identified by the use of Roman numerals or by functional name (e.g., medical, security, etc.).

C
Cache: A pre-determined complement of tools, equipment, and/or supplies stored in a designated location, available for incident use.

Camp: A geographical site, within the general incident area, separate from the Incident Base, equipped and staffed to provide sleeping, food, water, and sanitary services to incident personnel.

Chain of Command: A series of management positions in order of authority.

Check-in: The process by which resources first report to an incident. Check-in locations include:

Incident Command Post (Resources Unit), Incident Base, Camps, Staging Areas, Helibases, Helispots, and Division Supervisors (for direct line assignments).

Chief: The ICS title for individuals responsible for functional Sections: Operations, Planning, Logistics, and Finance/Administration.

Clear Text: The use of plain English in radio communications transmissions. No Ten Codes or agency-specific codes are used when utilizing clear text.

Command: The act of directing and/or controlling resources by virtue of explicit legal, agency, or delegated authority. May also refer to the Incident Commander.

Command Post: See Incident Command Post.

Command Staff: The Command Staff consists of the Public Information Officer, Safety Officer, and Liaison Officer. They report directly to the Incident Commander. They may have an Assistant or Assistants, as needed.

Communications Unit: An organizational Unit in the Logistics Section responsible for providing communication services at an incident. A Communications Unit may also be a facility (e.g., a trailer or mobile van) used to provide the major part of an Incident Communications Center.

Compacts: Formal working agreements among agencies to obtain mutual aid.

Compensation/Claims Unit: Functional Unit within the Finance/Administration Section responsible for financial concerns resulting from property damage, injuries, or fatalities at the incident.

Complex: Two or more individual incidents located in the same general area that are assigned to a single Incident Commander or to Unified Command.

Cooperating Agency: An agency supplying assistance other than direct operational or support functions or resources to the incident management effort.

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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 combination of available resources to meet specific objectives. The coordination process (which can be either intra- or interagency) 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.

Coordination Center: A facility that is used for the coordination of agency or jurisdictional resources in support of one or more incidents.

Cost Sharing Agreements: Agreements between agencies or jurisdictions to share designated costs related to incidents. Cost sharing agreements are normally written but may also be oral between authorized agency or jurisdictional representatives at the incident.

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

Crew: See Single Resource.

D
Delegation of Authority: A statement provided to the Incident Commander by the Agency Executive delegating authority and assigning responsibility. The Delegation of Authority can include objectives, priorities, expectations, constraints, and other considerations or guidelines as needed. Many agencies require written Delegation of Authority to be given to Incident Commanders prior to their assuming command on larger incidents.

Demobilization Unit: Functional Unit within the Planning Section responsible for assuring orderly, safe, and efficient demobilization of incident resources.

Deputy: A fully qualified individual who, in the absence of a superior, could be delegated the authority to manage a functional operation or perform a specific task. In some cases, a Deputy could act as relief for a superior and therefore must be fully qualified in the position. Deputies can be assigned to the Incident Commander, General Staff, and Branch Directors.

Director: The ICS title for individuals responsible for supervision of a Branch.

Dispatch: The implementation of a command decision to move a resource or resources from one place to another.

Dispatch Center: A facility from which resources are ordered, mobilized, and assigned to an incident.

Division: Divisions are used to divide an incident into geographical areas of operation. A Division is located within the ICS organization between the Branch and the Task Force/Strike Team. (See Group.) Divisions are identified by alphabetic characters for horizontal applications and, often, by floor numbers when used in buildings.

Documentation Unit: Functional Unit within the Planning Section responsible for collecting, recording, and safeguarding all documents relevant to the incident.

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E
Emergency: Absent a presidentially declared emergency, any incident(s), human-caused or natural, 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 and to protect property and public health and safety, or to lessen or avert the threat of a catastrophe in any part of the United States.

Emergency Management Coordinator/Director: The individual within each political subdivision that has coordination responsibility for jurisdictional emergency management.

Emergency Operations Centers (EOCs): The physical location at which the coordination of information and resources to support domestic incident management 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. EOCs may be organized by major functional disciplines (e.g., fire, law enforcement, and medical services), by jurisdiction (e.g., Federal, State, regional, county, city, tribal), or some combination thereof.

Emergency Operations Plan (EOP): The plan that each jurisdiction has and maintains for responding to appropriate hazards.

Event: A planned, non-emergency activity. ICS can be used as the management system for a wide range of events, e.g., parades, concerts, or sporting events.

F
Facilities Unit: Functional Unit within the Support Branch of the Logistics Section that provides fixed facilities for the incident. These facilities may include the Incident Base, feeding areas, sleeping areas, sanitary facilities, etc.

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

Field Operations Guide: (FOG) A pocket-size manual of instructions on the application of the Incident Command System.

Finance/Administration Section: The Section responsible for all incident costs and financial considerations. Includes the Time Unit, Procurement Unit, Compensation/Claims Unit, and Cost Unit.

Food Unit: Functional Unit within the Service Branch of the Logistics Section responsible for providing meals for incident personnel.

Function: Function refers to the five major activities in ICS: Command, Operations, Planning, Logistics, and Finance/Administration. The term function is also used when describing the activity involved, e.g., the planning function. A sixth function, Intelligence, may be established, if required, to meet incident management needs.

G
General Staff: A group of incident management personnel organized according to function and reporting to the Incident Commander. The General Staff normally consists of the Operations Section Chief, Planning Section Chief, Logistics Section Chief, and Finance/Administration Section Chief.

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Ground Support Unit: Functional Unit within the Support Branch of the Logistics Section responsible for the fueling, maintaining, and repairing of vehicles, and the transportation of personnel and supplies.

Group: Groups are established to divide the incident into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division. (See Division.) Groups are located between Branches (when activated) and Resources in the Operations Section.

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

Helibase: The main location for parking, fueling, maintenance, and loading of helicopters operating in support of an incident. It is usually located at or near the incident Base.

Helispot: Any designated location where a helicopter can safely take off and land. Some Helispots may be used for loading of supplies, equipment, or personnel.

Hierarchy of Command: See Chain of Command.

I
Incident: An occurrence or event, natural or human-caused, that requires an emergency response to protect life or property. Incidents can, for example, include major disasters, emergencies, terrorist attacks, terrorist threats, wildland and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, 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 objectives 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.

Incident Base: Location at the incident where the primary Logistics functions are coordinated and administered. (Incident name or other designator will be added to the term Base.) The Incident Command Post may be collocated with the Base. There is only one Base per incident.

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 at which the primary tactical-level, on-scene incident command functions are performed. The ICP may be collocated with the incident base or other incident facilities and is normally identified by a green rotating or flashing light.

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, King City
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and communications operating within a common organizational structure, designed to aid in the management of resources during incidents. It is used for all kinds of emergencies and is applicableto 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.

Incident Communications Center: The location of the Communications Unit and the Message Center.

Incident Complex: See Complex.

Incident Management Team (IMT): The Incident Commander and appropriate Command and General Staff personnel assigned to an incident.

Incident Objectives: Statements of guidance and direction necessary for the selection of appropriate strategy(ies), and the tactical direction of resources. Incident objectives are based on realistic expectations of what can be accomplished when all allocated resources have been effectively deployed. Incident objectives must be achievable and measurable, yet flexible enough to allow for strategic and tactical alternatives.

Incident Types: Incidents are categorized by five types based on complexity. Type 5 incidents are the least complex and Type 1 the most complex.

Incident Support Organization: Includes any off-incident support provided to an incident. Examples would be Agency Dispatch Centers, Airports, Mobilization Centers, etc.

Initial Action: The actions taken by resources that are the first to arrive at an incident site.

Initial Response: Resources initially committed to an incident.

Intelligence Officer: The intelligence officer is responsible for managing internal information, intelligence, and operational security requirements supporting incident management activities.

These may include information security and operational security activities, as well as the complex task of ensuring that sensitive information of all types (e.g., classified information, law enforcement sensitive information, proprietary information, or export-controlled information) is handled in a way that not only safeguards the information, but also ensures that it gets to those who need access to it to perform their missions effectively and safely.

J
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 at the scene of the incident.

Public information officials from all participating agencies should collocate at the JIC.

Joint Information System (JIS): Integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, timely information during crisis or incident operations. The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages; developing, recommending, and executing public information plans and strategies on behalf of the Incident Commander; advising the Incident Commander concerning public affairs issues that could affect a response effort; and controlling rumors and inaccurate information that could undermine public confidence in the emergency response effort.

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., city, county, tribal, State, or Federal boundary lines) or functional (e.g., law enforcement, public health).

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Jurisdictional Agency: The agency having jurisdiction and responsibility for a specific geographical area, or a mandated function.

K
Kinds of Resources: Describe what the resource is (e.g., medic, firefighter, Planning Section Chief, helicopters, ambulances, combustible gas indicators, bulldozers).

L
Landing Zone: See Helispot.

Leader: The ICS title for an individual responsible for a Task Force, Strike Team, or functional unit.

Liaison: A form of communication for establishing and maintaining mutual understanding and cooperation.

Liaison Officer (LNO): A member of the Command Staff responsible for coordinating with representatives from cooperating and assisting agencies. The Liaison Officer may have Assistants.

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

Logistics Section: The Section responsible for providing facilities, services, and materials for the incident.

Local Government: A 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 Indian tribe or authorized tribal organization, or in Alaska a Native village or Alaska Regional Native Corporation; a rural community, unincorporated town or village, or other public entity. See Section 2 (10), Homeland Security Act of 2002, Public Law 107-296, 116 Stat. 2135 (2002).

M
Major Disaster: As defined under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5122), a major disaster is any natural catastrophe (including any hurricane, tornado, storm, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, or drought), or, regardless of cause, any fire, flood, or explosion, in any part of the United States, which in the determination of the President causes damage of sufficient severity and magnitude to warrant major disaster assistance under this Act to supplement the efforts and available resources of States, tribes, local governments, and disaster relief organizations in alleviating the damage, loss, hardship, or suffering caused thereby.

Management by Objective: A management approach that involves a four-step process for achieving the incident goal. The Management by Objectives approach includes the following: establishing overarching objectives; developing and issuing assignments, plans, procedures, and protocols; establishing specific, measurable objectives for various incident management functional activities and directing efforts to fulfill them, in support of defined strategic objectives; and documenting results to measure performance and facilitate corrective action.

Managers: Individuals within ICS organizational Units that are assigned specific managerial responsibilities, e.g., Staging Area Manager or Camp Manager.

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Medical Unit: Functional Unit within the Service Branch of the Logistics Section responsible for the development of the Medical Emergency Plan, and for providing emergency medical treatment of incident personnel.

Message Center: The Message Center is part of the Incident Communications Center and is collocated or placed adjacent to it. It receives, records, and routes information about resources reporting to the incident, resource status, and administrative and tactical traffic.

Mitigation: The activities designed to reduce or eliminate risks to persons or property or to lessen the actual or potential effects or consequences of an incident. Mitigation measures may be implemented prior to, during, or after an incident. Mitigation measures are often formed by lessons learned from prior incidents. Mitigation involves ongoing actions to reduce exposure to, probability of, or potential loss from hazards. Measures may include zoning and building codes, floodplain buyouts, and analysis of hazard- related data to determine where it is safe to build or locate temporary facilities. Mitigation can include efforts to educate governments, businesses, and the public on measures they can take to reduce loss and injury.

Mobilization: The process and procedures used by all organizations (Federal, State, and local) for activating, assembling, and transporting all resources that have been requested to respond to or support an incident.

Mobilization Center: An off-incident location at which emergency service personnel and equipment are temporarily located pending assignment, release, or reassignment.

Multiagency Coordination (MAC): The coordination of assisting agency resources and support to emergency operations.

Multiagency Coordination Systems (MACS): Multiagency coordination systems provide the architecture to support coordination for incident prioritization, critical resource allocation, communications systems integration, and information coordination. The components of multiagency coordination systems include facilities, equipment, emergency operations centers (EOCs), specific multiagency coordination entities, personnel, procedures, and communications.

These systems assist agencies and organizations to fully integrate the subsystems of the NIMS.

Multiagency Incident: An incident where one or more agencies assist a jurisdictional agency or agencies. May be single or unified command.

Mutual-Aid Agreement: Written agreement between agencies and/or jurisdictions that they will assist one another on request, by furnishing personnel, equipment, and/or expertise in a specified manner.

N
National Incident Management System (NIMS): A system mandated by HSPD-5 that provides a consistent nationwide approach for Federal, State, local, and tribal governments; the private sector; and nongovernmental organizations to work effectively and efficiently together to prepare for, respond to, and recover from domestic incidents, regardless of cause, size, or complexity. To provide for interoperability and compatibility among Federal, State, local, and tribal capabilities, the NIMS includes a core set of concepts, principles, and terminology. HSPD-5 identifies these as the ICS; multiagency coordination systems; training; identification and management of resources (including systems for classifying types of resources); qualification and certification; and the collection, tracking, and reporting of incident information and incident resources.

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O
Officer: The ICS title for the personnel responsible for the Command Staff positions of Safety, Liaison, and Public Information.

Operational Period: The period of time scheduled for execution of a given set of operation actions as specified in the Incident Action Plan. Operational Periods can be of various lengths, although usually not over 24 hours.

Operations Section: The Section responsible for all tactical operations at the incident. Includes Branches, Divisions and/or Groups, Task Forces, Strike Teams, Single Resources, and Staging Areas.

Out-of-Service Resources: Resources assigned to an incident but unable to respond for mechanical, rest, or personnel reasons.

P
Planning Meeting: A meeting held as needed throughout the duration of an incident, to select specific strategies and tactics for incident control operations, and for service and support planning.

On larger incidents, the Planning Meeting is a major element in the development of the Incident Action Plan.

Planning Section: Responsible for the collection, evaluation, and dissemination of information related to the incident, and for the preparation and documentation of Incident Action Plans. The Section also maintains information on the current and forecasted situation, and on the status of resources assigned to the incident. Includes the Situation, Resources, Documentation, and Demobilization Units, as well as Technical Specialists.

Preparedness: The range of deliberate, critical tasks and activities necessary to build, sustain, and improve the operational capability to prevent, protect against, respond to, and recover from domestic incidents. Preparedness is a continuous process. Preparedness involves efforts at all levels of government and between government and private-sector and nongovernmental organizations to identify threats, determine vulnerabilities, and identify required resources. Within the NIMS, preparedness is operationally focused on establishing guidelines, protocols, and standards for planning, training and exercises, personnel qualification and certification, equipment certification, and publication management.

Preparedness Organizations: The groups that provide interagency coordination for domestic incident management activities in a nonemergency context. Preparedness organizations can include all agencies with a role in incident management, for prevention, preparedness, response, or recovery activities. They represent a wide variety of committees, planning groups, and other organizations that meet and coordinate to ensure the proper level of planning, training, equipping, and other preparedness requirements within a jurisdiction or area.

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.

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Procurement Unit: Functional Unit within the Finance/Administration Section responsible for financial matters involving vendor contracts.

Public Information Officer (PIO): A member of the Command Staff responsible for interfacing with the public and media or with other agencies with incident-related information requirements.

R
Recognition Primed Decision Making: A model that describes how experts make decisions under stressful situations that are time critical and rapidly changing.

Recorders: Individuals within ICS organizational units who are responsible for recording information.

Recorders may be found in Planning, Logistics, and Finance/Administration Units.

Reinforced Response: Those resources requested in addition to the initial response.

Reporting Locations: Location or facilities where incoming resources can check in at the incident. (See Check-In.)
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.

Recovery: The development, coordination, and execution of service- and site-restoration plans; the reconstitution of government operations and services; individual, private-sector, nongovernmental, 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.

Resource Management: Efficient incident management 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 the NIMS includes mutual-aid agreements; the use of special Federal, State, local, and tribal teams; and resource mobilization protocols.

Resources Unit: Functional Unit within the Planning Section responsible for recording the status of resources committed to the incident. The Unit also evaluates resources currently committed to the incident, the impact that additional responding resources will have on the incident, and anticipated resource needs.

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 emergency operations plans 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.

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S
Safety Officer: A member of the Command Staff responsible for monitoring and assessing safety hazards or unsafe situations, and for developing measures for ensuring personnel safety. The Safety Officer may have Assistants.

Section: The organizational level having responsibility for a major functional area of incident management, e.g., Operations, Planning, Logistics, Finance/Administration, and Intelligence (if established). The section is organizationally situated between the Branch and the Incident Command.

Segment: A geographical area in which a Task Force/Strike Team Leader or Supervisor of a single resource is assigned authority and responsibility for the coordination of resources and implementation of planned tactics. A segment may be a portion of a Division or an area inside or outside the perimeter of an incident. Segments are identified with Arabic numbers.

Service Branch: A Branch within the Logistics Section responsible for service activities at the incident. Includes the Communication, Medical, and Food Units.

Single Resource: An individual, a piece of equipment and its personnel complement, or a crew or team of individuals with an identified work Supervisor that can be used on an incident.

Situation Unit: Functional Unit within the Planning Section responsible for the collection, organization, and analysis of incident status information, and for analysis of the situation as it progresses. Reports to the Planning Section Chief.

Span of Control: The number of individuals a supervisor is responsible for, usually expressed as the ratio of supervisors to individuals. (Under the NIMS, an appropriate span of control is between 1:3 and 1:7.)
Staging Area: Location established where resources can be placed while awaiting a tactical assignment. The Operations Section manages Staging Areas.

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

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).

Strategy: The general direction selected to accomplish incident objectives set by the Incident Commander.

Strategic: Strategic elements of incident management are characterized by continuous long-term, high-level planning by organizations headed by elected or other senior officials. These elements involve the adoption of long-range goals and objectives, the setting of priorities, the establishment of budgets and other fiscal decisions, policy development, and the application of measures of performance or effectiveness.

Strike Team: A specified combination of the same kind and type of resources with common communications and a Leader.

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Supervisor: The ICS title for individuals responsible for a Division or Group.

Supply Unit: Functional Unit within the Support Branch of the Logistics Section responsible for ordering equipment and supplies required for incident operations.

Support Branch: A Branch within the Logistics Section responsible for providing personnel, equipment, and supplies to support incident operations. Includes the Supply, Facilities, and Ground Support Units.

Supporting Materials: Refers to the several attachments that may be included with an Incident Action Plan, e.g., Communications Plan, Map, Safety Plan, Traffic Plan, and Medical Plan.

Support Resources: Non-tactical resources under the supervision of the Logistics, Planning, or Finance/Administration Sections, or the Command Staff.

T
Tactical Direction: Direction given by the Operations Section Chief that includes the tactics required to implement the selected strategy, the selection and assignment of resources to carry out the tactics, directions for tactics implementation, and performance monitoring for each operational period.

Tactics: Deploying and directing resources on an incident to accomplish incident strategy and objectives.

Task Force: A combination of single resources assembled for a particular tactical need with common communications and a Leader.

Team: See Single Resource.

Technical Specialists: Personnel with special skills that can be used anywhere within the ICS organization.

Threat: An indication of possible violence, harm, or danger.

Time Unit: Functional Unit within the Finance/Administration Section responsible for recording time for incident personnel and hired equipment.

Type: A classification of resources in the ICS that refers to capability. Type 1 is generally considered to be more capable than Types 2, 3, or 4, respectively, because of size, power, capacity, or, in the case of Incident Management Teams, experience and qualifications.

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

Tribal: Any Indian tribe, band, nation, or other organized group or community, including any Alaskan Native Village as defined in or established pursuant to the Alaskan Native Claims Settlement Act (85 Stat. 688) (43 U.S.C.A. and 1601 et seq.), that is recognized as eligible for the special programs and services provided by the United States to Indians because of their status as Indians.

U
Unified Area Command: A Unified Area Command is established when incidents under an Area Command are multijurisdictional. (See Area Command and Unified Command.) King City
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Unified Command: An application of ICS used when there is more than one agency with incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the designated members of the Unified Command, often the senior person from agencies and/or disciplines participating in the Unified Command, to establish a common set of objectives and strategies and a single Incident Action Plan.

Unit: The organizational element having functional responsibility for a specific incident Planning, Logistics, or Finance/Administration activity.

Unity of Command: The concept by which each person within an organization reports to one and only one designated person. The purpose of unity of command is to ensure unity of effort under one responsible commander for every objective.

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List of NIMS and Emergency Management Acronyms
ALS - Advanced Life Support
COG - Continuity of Government
CONOPS - Concept of Operations
COOP - Continuity of Operations
DES - Department of Emergency Services
DHS - Department of Homeland Security
DOC - Department Operations Center
EMAC - Emergency Management Assistance Compact
EMD - Emergency Medical Dispatch
EMI - Emergency Management Institute
EOC - Emergency Operations Center
EOP - Emergency Operations Plan
ERT - Emergency Response Team
FD - Fire Department
FEMA - Federal Emergency Management Agency
FOG - Field Operations Guide
GIS - Geographic Information System
GPS - Global Positioning System
HAZMAT - Hazardous Material
HSPD-5 - Homeland Security Presidential Directive-5
HSC - Homeland Security Council
HSOC - Homeland Security Operations Center
HSPD-8 - Homeland Security Presidential Directive-8
IAEM - International Association of Emergency Managers
IAFF - International Association of Firefighters (union) IAFC - International Association of Fire Chiefs (non-union) IAP - Incident Action Plan
IC - Incident Commander
ICP - Incident Command Post
ICS - Incident Command System
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IC or UC - Incident Command or Unified Command
IMAT - Incident Management Assistance Team
IS - Independent Study
JIC - Joint Information Center
JIS - Joint Information System
JOC - Joint Operations Center
LEOP - Local Emergency Operations Plan
LNO - Liaison Officer
NEMA - National Emergency Managers Association
NDMS - National Disaster Medical System
NFA - National Fireman’s Association NGO - Nongovernmental Organization NIC - NIMS Integration Center
NIMS - National Incident Management System
NIMSCAST - National Incident Management System Capability Assessment Tool NRCC - National Response Coordination Center
NRP - National Response Plan ODP -Pollution Report
PIO - Public Information Officer
PVO - Private Voluntary Organizations
R&D - Research and Development
RESTAT - Resources Status
ROSS - Resource Ordering and Status System
RRCC - Regional Response Coordination Center
SDO - Standards Development Organizations
SEOP - State Emergency Operations Plan
SITREP - Situation Report
SO - Safety Officer
SOP - Standard Operating Procedure
UAC - Unified Area Command
UC - Unified Commander
US&R - Urban Search and Rescue
WMD - Weapons of Mass Destruction
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ANNEX A: EMERGENCY

COMMUNICATIONS PLAN
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TO BE DEVELOPED
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ANNEX B: CITY COUNCIL
DUTIES
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The Role of the City Council
TheroleoftheCityCouncilduringanemergencyis tosupporttheDirectorofEmergency Services andthe activities ofthe Emergency OperationsCenter(EOC). TheMayor and Councildonothave a directrole in the emergencyoperation.

Action Checklist
 RespondwhencalledtotheEOCtoreceive a briefingfromtheDirectorofEmergencyServices on the nature and status of the emergency.
 AssisttheDirector of Emergency Services in providing liaison to other elected officials and government agencies.
 Liaison withpublicor community organizations (e.g.,media, schools, service clubs,medical facilities, business groups, homeowners’ associations).  Ratify the emergency proclamation at a specialCouncil meeting within seven (7) days afterits issuance by the City Manager.
 Hold Council meetings as required to address legal or policy issues arising from the emergency.
 Be availablefor publicinformationpurposes as requested by thePublic InformationOfficer or theDirector of Emergency Services.

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ANNEX C: THE INCIDENT

COMMAND SYSTEM
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FIELD USE ONLY
Incident Command System (ICS) Structure
Figure 7: The Incident Command System
General ICS Information
The Incident Command System is used to manage both emergency incidents and non-emergency events. It can be used for both small and large situations.

The system has considerable internal flexibility. It can grow or shrink to meet differing needs. This makes it a very cost-effective and efficient management system.

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Applications for the Use of the Incident Command System • Fires, HAZMAT, and multi-casualty incidents
• Multi-jurisdictional and multi-agency disasters
• Wide-area search and rescue missions
• Pest eradication programs
• Single and multi-agency law enforcement incidents
• Air, rail, or ground transportation accidents
• Planned events such as celebrations, concerts, parades • Private sector emergency management programs
• State or local central natural hazard management
• Water and wastewater system emergency incidents
ICS Organization
The organization of the Incident Command System is built around the same five major management activities as SEMS. These five management activities form the foundation upon which incident management is built. They apply whether handling a routine emergency, organizing a significant event, or managing a major response to a disaster.

Command Section
Sets objectives and priorities. Has overall responsibility for the incident. Incident Commander The person in charge of the incident must be fully qualified to manage the incident. As incidents grow in size or become more complex, a more highly qualified person may be assigned as IC by the responsible jurisdiction or agency.

Public Information Officer
The point of contact for the media or other organizations seeking information directly from the incident or event.

Safety Officer
Monitors safety conditions and develops measures for assuring the safety of all assigned personnel.

Liaison Officer
In the event of larger incidents or emergencies, representatives from other agencies may be assigned to the scene to coordinate their agency's involvement. The Liaison Officer will be their primary contact.

Operations Section
Conducts tactical operations to carry out the plan. Develops the tactical objectives, organization, and directs all resources.

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Divisions
Established to divide an incident geographically or describe some geographical area related to incident operations.

Groups
Established to describe functional areas of operation. What is based will be determined by the needs of the incident. Groups work wherever they are needed, and are not assigned to any single division.

Divisions and Groups are at an equal level in the organization.

Branches
Established another level of organization within the Operations Section to increase the span of control, define another functional structure, or organize the incident around jurisdictional lines.

Air Operations
Operated at the branch level and established separately at an incident where there are complex needs for the use of aircraft in both tactical and logistical operations.

Staging Areas
Established wherever necessary to temporarily locate resources awaiting assignment. Planning and Intelligence
Develops the action plan to accomplish the objectives. Collects and evaluates information.

Maintains resource status.

Logistics
Provides support to meet incident needs. Provides resources and all other necessary services to support incident response.

Finance and Administration
Monitors costs related to the incident. Provides accounting, procurement, time recording, and cost analyses.

Units
Functional Units fall under each of the three remaining sections (see ICS Structure Chart). Not all units may be required, and they will be established as needed. The titles of the units are selfdescriptive.

Incident Facilities
Facilities will be established depending on the kind and complexity of the incident or event. Not all facilities will necessarily be used.

Incident Command Post (ICP)
The location from which the incident Commander oversees all incident operations. There is only one ICP for each incident or event. Every incident or event must have some form of ICP.

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Staging Area
Locations at which resources are kept while awaiting incident assignment. Base The location of the incident at which primary service and support activities are performed. Camps Incident locations where resources may be kept to support incident operations. Camps differ from staging areas in that essential support operations are done at camps, and resources at camps are not always immediately available.

Helibase
A location in and around an incident area at which helicopters may be parked, maintained, fueled, and equipped for incident operations.

Helispot
Temporary locations where helicopters can land and load/off-load personnel, equipment, and supplies.

Incident Action Plan
Every incident must have an oral or written action plan in place. The purpose of the plan is to provide all incident supervisory personnel with direction for future actions. Action plans, which include the measurable tactical operations to be achieved, are always prepared around a time frame called an Operational Period.

Operational Periods can be of various lengths, but should not exceed 24 hours. The planning of an operational period must be done far enough in advance to ensure that the requested resources are available when it begins.

The Incident Action Plan must be known to all incident supervisory personnel. This can be achieved through briefings, by distributing a written plan before the start of the Operational Period, or by using both methods.

Essential Incident Action Plan Elements
Statement of Objectives - Appropriate to the overall incident.

Organization - Describes what parts of the ICS organization will be in place for each Operational Period.

Assignments to Accomplish Objectives - These are generally prepared for each Division or Group and include the strategy, tactics, and resources to be used.

Supporting Material - Examples can include maps of the incident, a communications plan, a medical plan, a traffic plan, etc.

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SUMMARY OF REVISIONS
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Item No. 11 (C)

REPORT TO THE CITY COUNCIL
DATE: DECEMBER 9, 2025
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: STEVEN ADAMS, CITY MANAGER
RE: CONSIDERATION OF COMPREHENSIVE PLAN TO END YOUTH

VIOLENCE PHASE II
RECOMMENDATION:

It is recommended the City Council adopt a Resolution: 1) approving the King City Comprehensive Plan to End Youth Violence Phase II; and 2) dissolving the Police Advisory Committee and instead form a Youth Violence Prevention Committee to oversee implementation of the Plan.

BACKGROUND:

In 2016, the City Council formed a Community Task Force to develop a Comprehensive Plan to Address Youth Violence. The Community Task Force included 23 representatives from government agencies, public safety, non-profit organizations, and the community at large. The King City Comprehensive Plan to End Youth Violence was adopted by the City Council on January 24, 2017.

The plan includes 5 categories of recommendations, which are prevention, intervention, enforcement, re-entry, and public outreach. The Community Task Force reviewed each category, identified existing programs to better coordinate and expand them, and then identified recommended programs and implementation strategies. The Plan also included measures for evaluation, tracking and updates.

Almost all the measures were implemented, and the immediate results were dramatic. Overall shootings dropped from 32 to 1 the first year and 0 the second year. In addition, the community response and involvement were very positive.

Information provided by the community regarding incidents involving violence increased significantly, which assisted the Police Department to increase cases

CITY COUNCIL

CONSIDERATION OF COMPREHENSIVE PLAN TO END YOUTH VIOLENCE

PHASE II
DECEMBER 9, 2025
PAGE 2 OF 4
solved. It was recognized with the Helen Putnam Award for Excellence by the League of California Cities.

However, gang violence has been steadily increasing since the pandemic, which threatens our youth, the public’s safety and everyone's quality of life. As a result, at the March 25, 2025 meeting, City Council approved initiating a second phase of the Comprehensive Plan to End Youth Violence to expand the efforts and continue working toward the ultimate goal of eliminating gang activity and youth violence.

A new task force was formed, which has been meeting over the past 5 months.

The task force consisted of representatives from the City, key outside agency partners and stakeholders, and the faith community. They have agreed on the Phase II plan, which is being presented for City Council consideration.

DISCUSSION:

The proposed King City Comprehensive Plan to End Youth Violence Phase II is attached. It includes 11 proposed measures, including the following:
• Youth Job Development and Placement Program – job preparation, placement and training services provided in partnership with the Monterey County Workforce Development Board, initially targeting students at Portola Butler High School and participants at Sun Street Centers. • Gang Resistance Education and Training Program (G.R.E.A.T.) – a gang prevention school curriculum program that would be coordinated and presented by the school resource officers.
• Gang Street Outreach Program – contracting and training street outreach workers, who would contact and work with youth with gang affiliations to connect them with services and opportunities designed to provide alternatives to gang involvement.
• We Care Program – a youth initiative provided by volunteers at the California Department of Corrections and Rehabilitation in Soledad where incarcerated men share their experiences with at-risk youth to offer mentorship and guidance.
• Police Patrol and Investigations Staffing Increase – increase Police Department staffing by one officer in Patrol and one in the Investigations Unit to increase enforcement, community outreach activities, and proactive prevention activities.

CITY COUNCIL

CONSIDERATION OF COMPREHENSIVE PLAN TO END YOUTH VIOLENCE

PHASE II
DECEMBER 9, 2025
PAGE 3 OF 4
• Additional School Resource Officer (SRO) – add one SRO to assign one to the South Monterey County Joint Union High School District (SMCJUHSD) and one to the King City Union School District to increase proactive intervention activities, more presence at elementary schools, implementation of G.R.E.A.T. program, the ability to establish more constructive relationships with youth, and to more effectively identify and work with at-risk youth.
• High School Faith Based Student Club – support establishing a faith-based student organization at the high school that would be student driven and facilitated by the Pastor of the First Baptist Church.
• Step Up Mentoring Program and Rainbow Connections – expand utilization of these mentoring and family support programs through the schools and churches, which are provided by Partners for Peace.
• Rancho Cielo Satellite Facility – partner with the other South County jurisdictions to help fund and develop a satellite Rancho Cielo facility in South Monterey County to enhance access for King City youth to the vocational training and youth social service programs they provide. • First Tee Monterey County Youth Learning Center – partner with First Tee to support their proposed efforts to construct a youth learning center at the King City Golf Course that would expand after-school youth programming and learning opportunities.
• Re-Entry Program – develop a future program to provide housing and support services to individuals released after serving a prison sentence.

The proposed plan includes a description of each measure and an implementation strategy.

Attendance at the Police Advisory Committee meetings has been inconsistent for the last few years. Therefore, it is recommended to dissolve it and instead create a Community Youth Violence Prevention Committee that would meet quarterly to help oversee implementation and ongoing updates to the Plan. There is significant interest in the community regarding efforts to eliminate youth violence, so it is believed the City would be more successful in achieving consistent attendance and participation if the Committee were focused specifically on the goal ending youth violence.

RESOLUTION NO. 2025-5071

A RESOLUTION OF CITY COUNCIL OF CITY OF KING, CALIFORNIA

APPROVING THE KING CITY COMPREHENSIVE PLAN TO END YOUTH VIOLENCE

PHASE II PLAN
WHEREAS, King City has experienced a history of gang related youth violence that negatively impacts youth, public safety and quality of life; and WHEREAS, the City developed and implemented a Comprehensive Plan to End Youth Violence in 2016 which dramatically reduced youth violence; and WHEREAS, the City has experienced an increase in youth violence since the pandemic; and
WHEREAS, given the success of the Comprehensive Plan to End Youth Violence, the City Council approved emulating the process to develop a second phase to expand efforts to include new measures identified that were not included in the original plan and expansion of past efforts; and
WHEREAS, the King City Comprehensive Plan to End Youth Violence Phase II has been prepared by a community task force which includes 12 measures aimed at eliminating gang activity along with specific implementation strategies.

NOW, THEREFORE BE IT RESOLVED by the City Council of the City of King, California that the King City Comprehensive Plan to End Youth Violence Phase II attached hereto as Exhibit A is hereby approved and staff is directed to proceed with the implementation strategies.

BE IT FURTHER RESOLVED that the Police Advisory Committee is hereby dissolved and will be replaced with a Community Youth Violence Prevention Committee.

PASSED AND ADOPTED at a regular meeting of the City Council on the 9 TH day of
December, 2025, by the following vote:

AYES:

NAYS:

ABSENT:

ABSTAIN:
______________________________
Mike LeBarre, Mayor
ATTEST:
_______________________________
Erica Sonne, City Clerk

APPROVED AS TO FORM:
__________________________________
Roy Santos, City Attorney

CITY OF KING

DRAFT COMPREHENSIVE PLAN

TO END YOUTH VIOLENCE

PHASE II

EXHIBIT A

COMPREHENSIVE PLAN

TO END YOUTH VIOLENCE

COMMUNITY TASK FORCE
Mike LeBarre, Mayor
Oscar Avalos, Council Member
Steve Adams, City Manager
Robert Masterson, Police Chief
Jennifer Taylor, King City Union School District
Caroline Cota, SMCJUHSD
Patty Fernandez, Girls, Inc.

Ana Gonzalez, Hartnell College
Edgar Lopez, ProYouth
Julia Marmolejo Muruato, Monterey County Health Department Jose Ramirez, Monterey County Probation Department
Pastor Ken Reese, First Baptist Church
Pastor Germán Rodriguez, St. John the Baptist Church
Rosemary Soto, Monterey County Administrative Office
Alicia Trujillo, Recreation Department
Denise Velasquez, Sun Street Centers
Yaneli Maldonado, Sun Street Centers
Jason Smith, Monterey County Sheriff’s Department
Joseph Banuelos, Monterey County Sheriff’s Department

BACKGROUND
The City of King is a community of approximately 14,000 residents and 3.8 square miles in the Salinas Valley of Monterey County, California. The City has experienced a significant youth violence problem. In 2016-2017, the City developed a Comprehensive Plan to End Youth Violence (“Plan”) through a task force of community stakeholders and partner agencies.

The Plan was very successful. It included 25 measures, which were all implemented or modified. Total shootings dropped from 32 in 2017 to 1 in 2018 and 0 in 2019. The City was awarded the League of California Cities Helen Putnam Award in recognition of the effort. However, since the pandemic, overall shooting activity has gradually increased.

Below are shooting statistics for the past 14-year period.

Homicides
2012 2
2013 5
2014 0
2015 5
2016 2
2017 3
2018 1
2019 0
2020 0
2021 4
2022 1
2023 0
2024 5
2025 1
Attempted Homicides
2012 4
2013 7
2014 7
2015 11
2016 11
2017 14
2018 0
2019 0
2020 2
2021 4
2022 14
2023 12

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King City City CouncilDecember 9, 2025

King City City Council
December 9, 2025