Kingsburg City Council
May 1, 2024

BACKGROUND INFORMATION
The city has worked closely with Senior Inc. and the Kingsburg Healthcare District to identify projects that would benefit the community, including overall health. The Senior Center Kitchen was identified as needing improvements to support and improve meal options at the Senior Center. The project has been delayed by the necessity to change architects due to unforeseen circumstances and lack of bids. Staff has worked closely with a local contractor to find a solution and move the process forward.

ATTACHED INFORMATION

1. Deft Development Bid for Services
TRADE PAYMENT BREAKDOWN - SCHEDULE OF VALUES CONTRACTOR: DEFT DEVELOPMENT AIA DOCUMENT G703 PAGE 1 OF 1 PAGESPROJECT: Senior Center In tabulation below, amounts are stated to the nearest dollarUse Column I on Contracts where variable retainage for line items may apply.

A BC D E F G H I J

FROM PREVIOUS

APPLICATION
(D+E)

THIS PERIOD
1 General Conditions $12,500.002 Demo / Protection $4,500.003 Concrete (steps for new door sizing) $1,500.005 Metals $1,450.006 Woods Plastics (Framing, Roof, Curbs) $2,500.007 Moisture (Thermal Control @ exterior wall) $2,500.008 Doors, Windows, Glass $28,100.009 Finishes $16,000.00 10 Specialties (protection walls stainless) $2,500.0011 Equipment $16,500.0012 Ansul Hood and Ducting $8,700.0013 Special Construction $2,035.0015 Mechanical (plumbing, grease interceptor, hood) $57,500.0016 Electrical $15,000.0017 General Contractors Costs (includes permits fees) $20,000.0018 Contingency 10% $15,500.00 $206,785.00 0.00 0.00 0.00 0.00 0.00 0.00

TOTAL COMPLETED
& STORED TODATE
(D+E+F)
TOTAL

COMPLETED
%
G/C

BALANCE TO

FINISH (C-G)

RETAINAGE
10%
TOTAL

ITEM NO DESCRIPTION OF WORK

SCHEDULED VALUE

WORK COMPLETED MATERIALS

PRESENTLY

STORED TODATE
(NOT IN D OR E)

CITY COUNCIL MEETING STAFF REPORT
REPORT TO: Mayor Pursell Jr. & City Council
REPORT FROM: David Peters, City Engineer REVIEWED BY: AJH AGENDA ITEM: 2024 City Wide Park Improvements
ACTION REQUESTED: ___Ordinance ___Resolution ____Motion ____Receive/File

EXECUTIVE SUMMARY
The City advertised the 2024 City Wide Park Improvements Project and requested bids for completion of the work on March 29, 2024. On April 23, 2024, the City received one response by JT2 Inc. dba Todd Companies of Visalia, California in the amount of $741,501.00. JT2 Inc. dba Todd Companies Construction possesses an active Class A, General Engineering, Contractor’s license in the State of California and the license is in good standing.

The bid for Schedule B was significantly higher than the grant amount and additional funding sources have not been identified at this time to fund the balance needed to complete this work. Due to this large funding gap, it is recommended that only Schedules A and C be awarded.

The bid specifications for Schedule B included a necessity to have work completed by June 30, 2024. This was done in order to meet the requirements of the Kingsburg Health Care District grant, which is providing funding for a portion of the work. Staff believes this time constraint may have contributed to the higher bid. Staff anticipates rebidding Bid Schedule B separately with some modifications to the specifications. We believe this will draw more bidders to reduce bid amounts. Staff will hold discussions with the Kingsburg Health Care District to determine if they will consider extending the funds.

RECOMMENDED ACTION BY CITY COUNCIL

1. Staff recommends the award of the 2024 City Wide Park Improvements Project (Schedules A and C only) to JT2 Inc. dba Todd Companies in the amount of $401,315.70.

POLICY ALTERNATIVE(S)

1. Council could choose to reject all bids.

REASON FOR RECOMMENDATION/KEY METRIC

1. Financial Stability

2. Preserve the Kingsburg Experience

FINANCIAL INFORMATION
Meeting Date: 05/01/2024
Agenda Item: 6.3
FISCAL IMPACT:

1. Is There A Fiscal Impact? Yes

2. Is it Currently Budgeted? Yes

3. If Budgeted, Which Line? 210 & Grant Funds

PRIOR ACTION/REVIEW
None

BACKGROUND INFORMATION
The City advertised the 2024 City Wide Park Improvements Project and requested bids on March 29, 2024. The work to be done consists, in general, includes installation of a City provided pre-fabricated restroom, construction of concrete sidewalk, installation of poured in place rubber surface at three locations, installation of a new shade structure at one location, modification of an existing shade structure at one location, concrete, earthwork clearing and grading, preparation of subgrade and underground utilities.

On April 23, 2024, the City received one response for the project from JT2 Inc. dba Todd Companies of Visalia, California in the amount of $741,501.00. JT2 Inc. dba Todd Companies Construction possesses an active Class A, General Engineering, Contractor’s license in the State of California and the license is in good standing.

The bids were separated into three bid schedules as follows:

Bid Schedule Descrip�on Bid Amount Grant Amount Funding Source A Memorial Park
Restroom and Athwal
Shade Structure
$159,615.70 -- DIF Park Fees
B Memorial Park &
Downtown Park
Poured-In-Place
Rubber
$340,191.30 $72,623 Tri-County
Health Care
Grant
C Heritage Park PIP and
Shade Structure
$241,700.00 $225,000 Clean
California
Grant
The bid for Schedule B was significantly higher than the grant amount and additional funding sources have not been identified at this time to fund the balance needed to complete this work. Due to this large funding gap, it is recommended that only Schedules A and C be awarded.

ATTACHED INFORMATION

1. Bid Summary
Bid Opening - April 23, 2024
1 Total Bid Schedules Todd Companies
1 BID SCHEDULE A - Memorial Park Restroom &
Athwal Park Shade Structure Extension $159,615.70
2 BID SCHEDULE B - Memorial Park & Downtown
park Poured-in-Place Rubber $340,191.30
3 BID SCHEDULE C - Heritage Park Improvements $241,700.00 TOTAL BASE BID $741,507.00
CITY OF KINGSBURG -2024 City Wide Park Improvements
BID SCHEDULE A - Memorial Park Restroom & Athwal Park Shade Structure Extension Item No. Quantity Unit Item Description Unit Price Total Amount Unit Price Total Amount 1 1 LS Mobilization ($8,000 Maximum) $8,000.00 $8,000.00 $7,595.00 $7,595.00 2 1 LS Dust Control $1,000.00 $1,000.00 $495.00 $495.00 3 1 LS Clearing & Grubbing $10,000.00 $10,000.00 $1,842.50 $1,842.50 4 1 LS Storm Water Pollution Prevention $5,000.00 $5,000.00 $825.00 $825.00 5 1 LS Site Preparation & Grading $50,000.00 $50,000.00 $15,983.00 $15,983.00 6 25 TN Aggergte Base Class II (f) $65.00 $1,625.00 $149.60 $3,740.00 7 620 SF Concrete Sidewalk $10.00 $6,200.00 $15.61 $9,678.20 8 1 EA 1-1/2 Inch Water Service $5,000.00 $5,000.00 $17,050.00 $17,050.00 9 1 EA 4-Inch Sewer Service $3,500.00 $3,500.00 $16,500.00 $16,500.00 10 1 LS Electrical Service $10,000.00 $10,000.00 $35,156.00 $35,156.00 11 1 LS Shade Structure Extension $15,000.00 $15,000.00 $21,450.00 $21,450.00 12 1 LS Miscellaneous Facilities & Operations $5,000.00 $5,000.00 $4,301.00 $4,301.00 13 1 LS Supplemental Work $25,000.00 $25,000.00 $25,000.00 $25,000.00 TOTAL BASE BID $145,325.00 $159,615.70
BID SCHEDULE B - Memorial Park & Downtown park Poured-in-Place Rubber Item No. Quantity Unit Item Description Unit Price Total Amount Unit Price Total Amount 1 1 LS Mobilization ($5,000 Maximum) $5,000.00 $5,000.00 $4,565.00 $4,565.00 2 1 LS Dust Control $1,000.00 $1,000.00 $495.00 $495.00 3 1 LS Clearing & Grubbing $10,000.00 $10,000.00 $27,659.50 $27,659.50 4 9,015 SF Poured in place Rubber Surface $15.00 $135,225.00 $24.48 $220,687.20 5 220 TN Aggergte Base Class II (f) $65.00 $14,300.00 $211.18 $46,459.60 6 1 LS Miscellaneous Facilities & operations $5,000.00 $5,000.00 $28,325.00 $28,325.00 7 1 LS Supplemental Work $12,000.00 $12,000.00 $12,000.00 $12,000.00 TOTAL BASE BID $182,525.00 $340,191.30
BID SCHEDULE C - Heritage Park Improvements
Item No. Quantity Unit Item Description Unit Price Total Amount Unit Price Total Amount 1 1 LS Mobilization ($10,000 Maximum) $10,000.00 $10,000.00 $6,688.00 $6,688.00 2 1 LS Dust Control $1,000.00 $1,000.00 $495.00 $495.00 3 1 LS Clearing & Grubbing $10,000.00 $10,000.00 $7,425.00 $7,425.00 4 4,440 SF Poured in place Rubber Surface $15.00 $66,600.00 $26.71 $118,592.40 5 110 TN Aggergte Base Class II (f) $65.00 $7,150.00 $365.00 $40,150.00 6 1 LS Shade Structure Installation $50,000.00 $50,000.00 $53,455.60 $53,455.60 7 1 LS Miscellaneous Facilities & operations $50,000.00 $50,000.00 $14,894.00 $14,894.00 TOTAL BASE BID $194,750.00 $241,700.00
Engineer's Estimate Todd Companies
#1
CITY OF KINGSBURG - 2024 City Wide Park Improvements
BID SUMMARY - 4/23/2024
Engineer's Estimate Todd Companies
Engineer's Estimate Todd Companies
#1
#1

CITY COUNCIL MEETING STAFF REPORT
REPORT TO: Mayor Pursell, Jr. & City Council
REPORT FROM: John Binaski, Fire Chief REVIEWED BY: AJH
AGENDA ITEM: Adoption of the City of Kingsburg 2024 Emergency Operation Plan ACTION REQUESTED: ___Ordinance ___Resolution __ __Motion ____Receive/File

EXECUTIVE SUMMARY
An Emergency Operations Plan is a document that governs how the city responds to an emergency and processes it employs. The city last adopted an Emergency Operation Plan in October of 2013. Staff has prepared a revision to the Emergency Operation Plan and released it in advance of this report for the City Council’s consideration.

RECOMMENDED ACTION BY CITY COUNCIL

1. Adopt Resolution 2024-023 approving the City of Kingsburg’s revised Emergency Operations Plan.

POLICY ALTERNATIVE(S)

1. Since the adoption of a local jurisdiction’s Emergency Plan is defined in the State of California’s Emergency Service Act, no other alternative was considered.

STRATEGIC GOAL(S) MET:

1. Community Safety

FINANCIAL INFORMATION

BACKGROUND INFORMATION
The City of Kingsburg’s Emergency Operations Plan identifies the City’s emergency planning, organization, and response policies and procedures. The plan also addresses the integration and coordination with other governmental agencies, special districts and non-governmental organizations involved in emergency preparedness, management and response operations. By its nature, an Emergency Operations Plan is a living document. It is acknowledged that processes, guidance and protocols change and so must this document.

The City budgeted for and contracted with AP Triton to perform a complete rewrite of the plan meeting the 2020 standards as outlined by the California Office of Emergency Services. In addition, they developed a comprehensive continuity of operations plan and provided training in our emergency operation center. Formal revision of this plan should be completed every 5 years. The goal of this update is to increase coordination across all City Departments and incorporate the Standardized Emergency Management System (SEMS) and National Incident Management System (NIMS) to enable collaboration across Local, State, and Federal agencies.

Meeting Date: 05/01/2024
Agenda Item: 6.4
FISCAL IMPACT:

1. Is There A Fiscal Impact? No

2. Is it Currently Budgeted? No

3. If Budgeted, Which Line? N/A

ATTACHED INFORMATION

1. Resolution 2024-023

2. City of Kingsburg Emergency Operation Plan

3. City of Kingsburg Comprehensive Continuity of Operations Plan

4. City of Kingsburg EOP and COOP Recommendations
Resolution No. 2024-023

A RESOLUTION OF THE KINGSBURG CITY COUNCIL

ADOPTING THE EMERGENCY OPERATIONS PLAN
WHEREAS, the City of Kingsburg is responsible for the establishment of the overall operational concepts associated with the management of incidents, emergencies, crises, disasters, and catastrophes at the City of Kingsburg and operational area levels; and WHEREAS, the City of Kingsburg Emergency Operations Plan (EOP) is an all-hazards document describing the City of Kingsburg incident management organization, compliance with relevant legal statutes, other relevant guidelines, whole community engagement, continuity of government focus, and critical components of the incident management structure; and WHEREAS, the City of Kingsburg is committed to the preservation of life, property, and the environment on a local, state, and federal level. The City of Kingsburg and Fresno County Emergency Management, as well as other outside agencies and stakeholders within the City of Kingsburg, have reviewed this Emergency Operations Plan (EOP) to provide the most effective allocation of resources to protect lives and property before, during, and after a major incident or disaster.

WHEREAS, this EOP continues the City of Kingsburg’s compliance with the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), the Incident Command System (ICS), the National Response Framework (NRF), and the National Preparedness Guidelines; and
WHEREAS, the City of Kingsburg has prepared this Standardized Emergency Management System (SEMS) and National Incident Management System (NIMS) compliant City of Kingsburg Emergency Operations Plan (EOP) to ensure the most effective and efficient allocation of resources for health, safety, and protection of the residents of the City of Kingsburg during times of emergency.

NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby approve the 2024 update to the Emergency Operations Plan and adopts the Plan accordingly. ***********
I, Abigail Palsgaard, City Clerk of the City of Kingsburg, do hereby certify that the City Council of the City of Kingsburg passed and adopted the foregoing Resolution 2024-023 at a regular meeting hereof held on the ___ day of May, 2024, by the following vote:

AYES: Council Member(s):

NOES: Council Member(s):

ABSTAIN: Council Member(s):

ABSENT: Council Member(s):
________________________________
Abigail Palsgaard, City Clerk
City of Kingsburg
City of
Kingsburg
Emergency
Operations Plan
January 2024
Emergency Operations Plan City of Kingsburg
i

TABLE OF CONTENTS
SECTION I: INTRODUCTION ............................................................................................................ 1 Acknowledgments..................................................................................................................... 2 Foreword..................................................................................................................................... 3 Council Adoption Approval ...................................................................................................... 4 Plan Concurrence...................................................................................................................... 5 Record of Revisions .................................................................................................................... 6 Record of Distribution................................................................................................................. 7 SECTION II: EMERGENCY OPERATIONS PLAN................................................................................ 8 The Base Plan.............................................................................................................................. 9 Purpose.................................................................................................................................... 9 Scope ...................................................................................................................................... 9 Limitations.............................................................................................................................. 10 Emergency Management Goals ........................................................................................ 10 City of Kingsburg Mission...................................................................................................... 11 Whole Community Approach ............................................................................................. 11 Personal Preparedness......................................................................................................... 12 Phases of Emergency Management .................................................................................. 13 Emergency Operations Plan Components ........................................................................ 15 Situation Overview................................................................................................................ 16 Hazard Analysis Summary .................................................................................................... 21 Planning Assumptions........................................................................................................... 31 Concept of Operations............................................................................................................ 33 Situational Awareness .......................................................................................................... 33 Incident Management Concepts and Guidelines............................................................ 34 Action Plan............................................................................................................................ 42 Organization & Assignment of Responsibilities ...................................................................... 46 Emergency Operations Center (City EOC)........................................................................ 49 Resource Management....................................................................................................... 61 Demobilization ...................................................................................................................... 71 Direction, Control, and Coordination ..................................................................................... 72 Activation of a State of Emergency.................................................................................... 72 Activation Levels................................................................................................................... 80 Public Protective Actions ..................................................................................................... 84 Shelter Management ........................................................................................................... 87 Animal Evacuation, Sheltering, and Care.......................................................................... 90 Access and Functional Needs (AFN) Management ......................................................... 93 Emergency Operations Plan City of Kingsburg
ii
Information Collection, Analysis & Dissemination ................................................................. 98 Situation Reports................................................................................................................... 98 Briefings.................................................................................................................................. 98 First Responder Radio Systems............................................................................................. 98 City of Kingsburg Online Coordination ............................................................................... 99 Communications and Public Information ............................................................................ 100 Interoperable Communications........................................................................................ 100 External Communications.................................................................................................. 101 Administration, Finance, and Logistics ................................................................................. 105 Administration ..................................................................................................................... 105 Finance/Human Resources................................................................................................ 108 Logistics................................................................................................................................ 113 Plan Development and Maintenance.................................................................................. 122 Training & Exercises................................................................................................................ 123 SEMS Development and Training ...................................................................................... 123 Training Record Retention.................................................................................................. 125 SECTION III: FUNCTIONAL ANNEXES.......................................................................................... 126 Functional Support Annexes ................................................................................................. 127 Recovery Operations Annex.............................................................................................. 127 Threat- and Hazard-Specific Annexes ................................................................................. 138 Cybersecurity Annex .......................................................................................................... 138 Severe Weather .................................................................................................................. 141 Earthquake Annex.............................................................................................................. 152 Pandemic/Infectious Disease Annex ................................................................................ 158 SECTION IV: SUPPORTING DOCUMENTATION ........................................................................... 169 Appendix A: County, State & Federal Emergency Support Functions ............................... 170 Appendix B: Contractor/Agency list .................................................................................... 171 Appendix C: Animal Resources and Contacts .................................................................... 172 Appendix D: Area Hospitals .................................................................................................. 173 Appendix E: State Agency Level Responsibilities................................................................ 174 Appendix F: Regional Mutual Aid Coordinators .................................................................. 176 Appendix G: Incident Action Plan........................................................................................ 178 Appendix H: Emergency Management (ICS) Forms List..................................................... 182 Appendix I: Donation Form ................................................................................................... 183 Emergency Operations Plan City of Kingsburg
iii
Appendix J: Memorandum of Understandings & Agreements .......................................... 185 City of Kingsburg................................................................................................................. 185 Kingsburg Police Department............................................................................................ 185 Kingsburg Fire Department ................................................................................................ 186 State of California............................................................................................................... 186 Appendix K: Public Information Messaging......................................................................... 187 Guidance for Donors.......................................................................................................... 187 Press Release Template for Donations.............................................................................. 188 Appendix L: Authorities and References .............................................................................. 190 Local .................................................................................................................................... 190 County................................................................................................................................. 190 State of California............................................................................................................... 190 Federal................................................................................................................................. 192 Appendix M: Acronyms and Abbreviations ........................................................................ 194 Appendix N: Definitions ......................................................................................................... 199 Appendix O: Table of Figures................................................................................................ 214 SECTION V: EOC CHECKLISTS .................................................................................................... 216 Common Responsibilities ...................................................................................................... 217 Management Section Checklists.......................................................................................... 220 Emergency Services Director............................................................................................. 221 EOC Assistant Emergency Services Director (Assistant City Manager) .......................... 225 Position: Safety Officer ....................................................................................................... 227 Position: Liaison Officer....................................................................................................... 229 Position: Public Information Officer (PIO).......................................................................... 231 Position: Legal Officer......................................................................................................... 233 Management Staff.................................................................................................................. 234 Position: Operations Section Coordinator ........................................................................ 235 Position: Planning/Intelligence Section Coordinator ....................................................... 238 Position: Logistics Section Coordinator ............................................................................. 240 Position: Finance/Administration Section Coordinator.................................................... 242 Emergency Operations Plan City of Kingsburg
1 Section I:

INTRODUCTION
Emergency Operations Plan City of Kingsburg
2 ACKNOWLEDGMENTS
AP Triton, LLC would like to thank the City of Kingsburg staff for providing information for this Emergency Operations Plan (EOP). Without the assistance of City Manager, Alexander Henderson and Kingsburg Fire Chief, Daniel Perkins, the completion of this EOP would have been difficult. Their knowledge of the City of Kingsburg and Fresno County allowed the project team members to work quickly and effectively.

Other administrative and operational team members provided specific information vital to the effective operations of the City of Kingsburg.

AP Triton, LLC would like to acknowledge the participation of other key members that contributed to this EOP:
• Mayor and City Council Member District 5 Vince Palomar • Mayor Pro Tem and City Council Member District 3 Brandon Pursell, Jr. • City Council Member District 1 David M. Silva
• City Council Member District 2 Laura North
• City Council Member District 4 Staci Smith
• Kingsburg Assistant City Manager Christina Windover
• Kingsburg Finance Director Alma Colado
• Kingsburg Police Chief Neil Dadian
• Kingsburg Public Works Director Daniel Galvez
• Kingsburg Community Services Director Adam Castaneda
• Kingsburg Community Development Director Holly Owen
• Kingsburg City Clerk Abigail Palsgaard
• Kingsburg Police Administrative Assistant Mayumi Ploszaj • Kingsburg Fire Administrative Assistant Rolina Hernandez The National Preparedness Goal:
“A secure and resilient nation with the capabilities required across the whole community to prevent, protect against, mitigate, respond to, and recover from the threats and hazards that pose the greatest risk.”
Emergency Operations Plan City of Kingsburg
3 FOREWORD
This Emergency Operations Plan (EOP or “The Plan) is a multi-discipline, all-hazards plan that establishes a comprehensive framework for management of major incidents and disasters that may occur in or around the City of Kingsburg, California. The Plan is developed in support of a whole-community based approach based upon the National Response Framework as flexible, scalable, and adaptable for all emergencies and short-term recovery activities. The community-based concept engages the whole community through the planning process and includes all levels of government, the private sector, and nonprofit organizations.

The Plan has been written in accordance with federal and state guidelines to meet current standards and is a fundamental part of the National Response Framework and the National Preparedness System that provides emergency management partners to undertake activities to prevent, protect against, mitigate, respond to, and recovery from all threats and hazards. Departments and outside agencies supporting this EOP shall prepare and maintain procedures and guidelines for emergency management, committing to carry out the necessary training, exercises and plan maintenance necessary to sustain this plan. The Plan will be reviewed, exercised, and revised in accordance with the Federal Emergency Management Agency’s Comprehensive Planning Guide 101 (CPG 101).

The goal of this plan is to provide a systematic, coordinated, and capable response of all resources and personnel of the City of Kingsburg to any emergency. The Plan is not a script to be followed to the letter, rather, the Plan is scalable, flexible, and adaptable to the actual situation.

The EOP was prepared by AP Triton, LLC and City of Kingsburg Staff and approved by the City of Kingsburg Mayor and City Council, enabling activities within this document to be performed within the City of Kingsburg’s authority and capabilities.

This document contains sensitive information relating to mitigation, response, and recovery operations for the City of Kingsburg’s government in response to emergencies and events.

Sensitive portions that include personal privacy information or information with significant implications on City, State, or National security are contained in attachments that are exempt from public disclosure under the provisions of the California Public Records Act (California Government Code § 6250-6276.48). A copy of this document may be requested through public request at Kingsburg City Hall.

Emergency Operations Plan City of Kingsburg
4 COUNCIL ADOPTION APPROVAL
Resolution No. 23-______

A RESOLUTION OF THE KINGSBURG CITY COUNCIL

ADOPTING THE EMERGENCY OPERATIONS PLAN
WHEREAS, the City of Kingsburg is responsible for the establishment of the overall operational concepts associated with the management of incidents, emergencies, crises, disasters, and catastrophes at the City of Kingsburg and operational area levels; and
WHEREAS, the City of Kingsburg Emergency Operations Plan (EOP) is an all-hazards document describing the City of Kingsburg incident management organization, compliance with relevant legal statutes, other relevant guidelines, whole community engagement, continuity of government focus, and critical components of the incident management structure; and
WHEREAS, the City of Kingsburg is committed to the preservation of life, property, and the environment on a local, state, and federal level. The City of Kingsburg and Fresno County Emergency Management, as well as other outside agencies and stakeholders within the City of Kingsburg, have reviewed this Emergency Operations Plan (EOP) to provide the most effective allocation of resources to protect lives and property before, during, and after a major incident or disaster.

WHEREAS, this EOP continues the City of Kingsburg’s compliance with the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), the Incident Command System (ICS), the National Response Framework (NRF), and the National Preparedness Guidelines; and WHEREAS, the City of Kingsburg has prepared this Standardized Emergency Management System (SEMS) and National Incident Management System (NIMS) compliant City of Kingsburg Emergency Operations Plan (EOP) to ensure the most effective and efficient allocation of resources for health, safety, and protection of the residents of the City of Kingsburg during times of emergency.

NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby approve the 2023 update to the Emergency Operations Plan and adopts the Plan accordingly.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Kingsburg this ____ day of ______, 2023, by the following vote:

Vote Members of the City Council
Signed:

Mayor City Clerk
Emergency Operations Plan City of Kingsburg
5 PLAN CONCURRENCE
The following agencies and agency partners certify their review and approval of the Kingsburg Emergency Operations Plan (EOP) and fully acknowledge their commitment and responsibility to the EOP. When activated, these agencies are committed to the EOP implementation in response to an emergency or non-emergency event. This Plan is designed to function alongside of and in support of County, State, and Federal EOPs and standard operating guidelines/policies/protocols in relation to the Disaster Preparedness Cycle of prevention, mitigation, preparedness, response, and recovery.

The Plan shall be implemented by the City’s Emergency Management Team to save lives and protect property and critical infrastructure. City personnel and community partners, especially those with assigned roles and responsibilities, should be familiar with the entire plan and exercise it regularly.

By signing this letter of agreement, the municipalities and county departments/agencies agree to conduct operations in accordance with the National Incident Management System (NIMS), the California Standardized Emergency Management System (SEMS), and the Incident Command System (ICS), and maintain supporting plans, policies, procedures, and checklists to accomplish assigned responsibilities. These agencies also agree to participate in training and exercises as deemed appropriate by county or municipal agencies.
__________________________________________________ ______________ Name/Title/Agency Date
__________________________________________________ ______________ Name/Title/Agency Date
__________________________________________________ ______________ Name/Title/Agency Date
__________________________________________________ ______________ Name/Title/Agency Date
__________________________________________________ ______________ Name/Title/Agency Date
__________________________________________________ ______________ Name/Title/Agency Date
__________________________________________________ ______________ Name/Title/Agency Date
Emergency Operations Plan City of Kingsburg
6 RECORD OF REVISIONS
This Plan is subject to information updates and changes. The use of this Record of Revisions table helps manage EOP modifications throughout the life of this document. Kingsburg Emergency Management, with input from essential stakeholders across the city, is responsible for maintaining, reviewing and updating this Emergency Operations plan (EOP). They will—at a minimum—review this EOP every year. It is essential that the City of Kingsburg makes reviews and updates in collaboration with participating local jurisdictions and other planning partners identified in the EOP to ensure accuracy and validity. The Kingsburg Director of Emergency Services will maintain the official copy of the Emergency Operations Plan. All changes will be noted in the table below.

Modification Date Made By Authority
Update of EOP 07/2023
Kingsburg
Emergency
Management
City
Manager
Emergency Operations Plan City of Kingsburg
7 RECORD OF DISTRIBUTION
This EOP will be distributed manually or digitally based on the assignment of interested partners who may require a copy for operational guidance. Additional copies may be requested.

Departments and Agencies No. of Copies
City of Kingsburg Administration (City Hall) 2
City of Kingsburg Fire Department 1
City of Kingsburg Police Department 1
Fresno County Office of Emergency Services (OES) 1
Emergency Operations Plan City of Kingsburg
8 Section II:

EMERGENCY OPERATIONS PLAN
Emergency Operations Plan City of Kingsburg
9 THE BASE PLAN
The City of Kingsburg Emergency Operations Plan, referred to as “EOP” or “The Plan,” describes a comprehensive emergency management system that provides for a planned response to disaster situations associated with natural, technological, human-based, and terrorism incidents.

Purpose
The purpose of this document is to establish common criteria and procedures for emergency management, life safety, and business continuity hereafter referred to as the Kingsburg Emergency Operations Plan (EOP). The Plan is flexible and scalable for an allhazards response and short-term recovery from large disasters and events that can generate a need for additional staffing and resources to mitigate an incident.

The Plan delineates operational concepts relating to various emergencies and large events, identifies components of the Emergency Management System, and describes the overall responsibilities for life safety, property conservation, and the environment, assuring the overall well-being of residents, employees and visitors. This EOP conforms to the requirements of the National Incident Management System (NIMS), Standardized Emergency Management System (SEMS), the California Emergency Plan and Federal Emergency Management Agency (FEMA) best practices and guidelines.

The EOP identifies sources of outside support provided by other jurisdictions, state and federal agencies and the private sector. The EOP provides a system for effective management of emergencies and provides a framework for adequate resources for recovery operations.

Scope
The Plan does not focus on routine emergencies and the procedures to respond to such incidents. Instead, the operational concepts reflected herein concentrate on extraordinary emergencies and disasters as defined by state law, which can generate unique situations requiring unusual emergency responses and use of resources. Such disasters pose major threats to life, property, and the environment, impacting the well-being of a significant portion of the population.

A list of authorities and references can be found in Appendix L: Authorities and References.

A list of acronyms and abbreviations used in this document and associated appendices and annexes can be Appendix M: Acronyms and Abbreviations.

Emergency Operations Plan City of Kingsburg
10 A list of definitions for those terms commonly used in emergency management can be found in Appendix N: Definitions.

Limitations
The City makes every reasonable effort to respond to a disaster and related hazards. City resources may be overwhelmed by the magnitude of the disaster. Widespread infrastructure impacts may also delay outside resources and hinder the movement of City resources. The guidance in this Plan does not guarantee that conditions will exist in which all activities can be achieved.

Emergency Management Goals
The City of Kingsburg shares a responsibility to protect lives, property, and the environment.

This Plan includes the whole community in the planning process. Engaging the community in the planning process improves community resilience. Resilience is the capacity of our community withstand and recover from an adverse occurrence. As a local government EOC operations and response focus on actions necessary to save lives and property, alleviate suffering following a disaster, and reduce property losses.

The City of Kingsburg has established a set of emergency management goals for emergency response that includes:
• Effective life safety measures, reduction of property losses, and protection of the environment.
• Coordinate and communicate with all departments before, during, and after an event or emergency response, specifying tasks which are expected to be accomplished. • Rapid establishment of basic services, determining operational priorities based on primary hazards.
• Accurate documentation and records required for cost recovery efforts.

Emergency Operations Plan City of Kingsburg
11 City of Kingsburg Mission
Figure 1: City of Kingsburg Mission, Vision and Core Values Whole Community Approach
The whole community is part of a philosophical approach to Emergency Management.

The whole community concept is a process by which residents, businesses, faith-based and community organizations, nonprofit groups, schools and academia, media outlets, and all levels of government (local, state, and federal) can understand and assess the needs of their community.

The whole community approach determines the best way to organize and strengthen assets, capabilities, and interests. Engaging the whole community in planning for emergency management builds resiliency, establishing relationships that facilitate effective prevention, mitigation, preparedness, response, and recovery activities. The Plan supports whole community approach principles:
• Meet the needs of the entire community, including people with disabilities and those with other access and functional needs, including those of other languages and cultures.
• Engage and empower the entire community to assist with all phases of the disaster cycle.
• Strengthen what works well in the City of Kingsburg daily.

This Plan is developed with guidance from the City of Kingsburg, Fresno County representatives, and various other stakeholders. The figure below is a representation of the whole community approach.

Kingsburg Mission
“To provide quality, professional services and a safe family-oriented community for our diverse residents to thrive.”
Kingsburg Vision
The City of Kingsburg is a unique, safe, affordable and welcoming community with a thriving themed downtown and recreation opportunities for all ages.

Kingsburg Core Values
Integrity—Transparency—Customer Service
Collaboration—Mutual Respect—Innovation
Emergency Operations Plan City of Kingsburg
12 Figure 2: Connecting the Whole Community1
Personal Preparedness
The residents of the City of Kingsburg are the primary beneficiaries of the city’s emergency management system. At the same time, residents play an essential role in emergency management by ensuring each resident and their family is prepared for disasters.

Before an emergency, residents can assist the emergency management effort by taking first aid training, maintaining supplies, and being prepared to evacuate or shelter in place for several days. Many residents join disaster volunteer programs and remain ready to volunteer or support emergency response and recovery efforts. During an emergency, residents should monitor emergency communications and carefully follow directions from authorities. By being prepared, residents can better serve their families and community and reduce first responders’ demands.

Many local government agencies, particularly Fresno County Operational Area, offer individual, family and community preparedness initiatives. Fresno County OES promotes individual and community preparedness at the county level and Cal OES offers information for preparing for various disasters. Information can be found online at https://www.caloes.ca.gov.
1 https://www.fema.gov/sites/default/files/2020-04/National_Mitigation_Framework2nd_june2016.pdf Emergency Operations Plan City of Kingsburg
13 Phases of Emergency Management
Disaster can befall any community, at any time. A disaster is any event that seriously disrupts a community or society’s ability to functions; a disaster’s impact may be human, natural, or technological. Emergency management must prepare for potential calamities and respond to them quickly, strategically, and effectively for a wide range of contingencies. The disaster-management cycle can lessen the impact of a catastrophic event (resiliency) by incorporating polices and emergency response needed for a full, expedited recovery. The following figure shows the five phases of emergency management.

Figure 3: Five Phases of Emergency Management
• Prevention
Prevention focuses on preventing hazards from occurring, whether they are natural, technological or caused by humans. Not all hazards are preventable, but the risk of loss of life and injury can be reduced or eliminated with good evacuations plans, environmental planning and design standards. (Hierarchy of Risk Reduction) • Mitigation
Mitigation is a community’s effort to reduce loss of life and property by reducing the impact of disasters and emergencies. Corrective measures and actions can be taken to prevent or reduce an emergency or lessen the damaging effects of unavoidable emergencies. Building codes and zoning requirements, creating defensible space to protect homes from wildfire, and strengthen levies and dams are examples of mitigation efforts.

Emergency Operations Plan City of Kingsburg
14 • Preparedness
Preparedness involves the development of operational capabilities and effective responses to disasters. Preparedness is a continuous cycle of planning, organizing, training, equipping, exercising, evaluating, and taking corrective action; cultivating operational redundancies and community resilience. Training and exercising plans are the cornerstone of preparedness; developing and increasing response capabilities that are crucial for emergency response.
• Response
Response is the actual delivery of emergency services during an emergency or disaster. These actions benefit the community, reducing casualties, property damage, and environmental effects. Response activities include warning and alerting, evacuation, fire response, emergency rescue and medical care, and other similar operations.
• Recovery
Recovery is both a short-term and long-term process. Recovery consists of those activities that continue beyond the emergency period to restore critical community functions and begin to manage stabilization efforts to bring the area back to some degree of normalcy. Recovery begins immediately after threat to human life has subsided. Recovery actions include debris cleanup, repairing roads and bridges and key facilities, and sustaining mass care for human and animal populations.

Emergency Operations Plan City of Kingsburg
15 Emergency Operations Plan Components
Section I: The Base Plan
The Base Plan establishes foundational documentation for citywide emergency management, outlining concepts of operations and local, county, regional and state relationships and responsibilities. The base plan includes planning assumptions, roles and responsibilities, incident management actions, and scheduled maintenance instructions.

Section II: EOP Function/Threat- and Hazard-Specific Annexes These documents supplement the Emergency Operations Plan and describe the details on how to accomplish a particular function or the response to specific catastrophic and unique hazards. Specific annexes are identified in the Emergency Operations Plan in separate sections.

Function Support Annexes include:
• Recovery Operations Annex
The Threat and Hazard Specific annexes include:
• Cybersecurity Incident Annex
• Severe Weather Annex
• Earthquake Annex
• Pandemic/Infectious Disease Annex
Section III: Support Documentation
These documents support the execution of the Emergency Operations Center and the Function/Threat-Specific/Hazard-Specific Annexes by providing detail specific roles and functions for individuals charged with executing the Emergency Operations Plan.

Section IV: EOC Checklists
These documents support the Command and General Staff responsibilities in the Emergency Operations Center.

Emergency Operations Plan City of Kingsburg
16 Situation Overview
Kingsburg, California, also known as Central California’s Swedish Village, is a city in Fresno County in the Central San Joaquin Valley, located 5 miles southeast of Selma and 21 miles from Fresno. Located on the banks of the Kings River and about 130 miles from the Sierra Nevada mountain range, the elevation is 302 feet. Consisting of 2.89 square miles, the total population is 12,662. The County seat is the City of Fresno. Kingsburg is surrounded by Tulare County to the eastern and southern boundaries and Kings County to the south.

The town of Kingsburg was established in the 1870’s when the (now) Southern Pacific Railroad was laid through the heart of the San Joaquin Valley. Swedish natives from Michigan settled in the new town renamed it “Kings River Switch.” In 1873, it was renamed “Wheatville” when the first post office was established, later that year the name was changed to Kingsbury. The spelling was changed to Kingsburg in 1894 but it wasn’t until 1908 that Kingsburg became an incorporated city.2
Kingsburg has a “Swedish Village” theme in its clean, low crime, low cost of living, midwestern values, family-oriented community. The City continues to design many of the buildings with a Swedish architecture. The City’s signature “dala horse” and Swedish theme is incorporated throughout the City.

California State Highway 99 and State Road 201 traverse through the city, allowing for easy access by motorists and easy access from Kingsburg to Fresno. The Union Pacific Railroad runs parallel to Highway 99 through the middle of the City. The Kings River, a major waterway, begins in the Sierra Nevada Mountains and runs through the lower part of the San Joaquin Valley, close to the City’s southern and eastern boundaries. 2 HMdb.org, The Historical Marker Database. https://www.hmdb.org/m.asp?m=95363.

Emergency Operations Plan City of Kingsburg
17 Figure 4: City of Kingsburg Map
Kingsburg’s climate is described as Mediterranean. The summers are hot and dry and moderate temperature and light precipitation characterize the winter months.

Temperatures range from 100°F to a low of 25-30°F with an average rainfall of 17 inches.

The rainy season runs from late October to early April.

Emergency Operations Plan City of Kingsburg
18 Kingsburg is a mix of income, age, and ethnicity with a median income of $73,349, however, 8.4% of Kingsburg families living in poverty and 5% of residents are living without health insurance. The Migration Policy Institute estimates there are an estimated 2,739,000 unauthorized population in the State of California, working at lower-than-average wages in particular sectors of the economy (agriculture, construction, and leisure and hospitality).

Often, these families speak English as a second language.3 Other demographics are shown below.

Figure 5: Other Kingsburg Demographics4
Persons under 5
years of age

5.9%
White Ethnicity
68% Owner-Occupied
Housing

69.9%
Persons without
Health Insurance 5%
Persons under 18
years of age

27.1%
Hispanic Ethnicity

44.4%
Median Value of
Owner-Occupied
Housing
$304,000
Per Capita Income
in past 12 months
$34,014
Persons 65 years
and over

14.5%
Asian Ethnicity

9.7%
Median Gross Rent
$1,146
Person in Poverty

8.4%
Known as primarily a bedroom community, land use consists of residential (72%), commercial (20%), and industrial (8%). Many portions of Kingsburg are designated as an agricultural community with historic vineyards, almonds, walnut, and citrus trees. The largest two employers are T-Mobile Customer Experience Center and Sun-Maid raisins. Other employers are shown below.
3 Profile of the Unauthorized Population: California. https://www.migrationpolicy.org/data/unauthorizedimmigrant-population/state/CA#. 4 U.S. Census Bureau. https://www.census.gov/quickfacts/kingsburgcitycalifornia.

Emergency Operations Plan City of Kingsburg
19 Figure 6: Largest Kingsburg Employers5
Number of
Employees Employer Sector
1,000 T-Mobile Customer Experience Center Service
650–700 Sun-Maid Raisins Industrial
297 Guardian Glass Industrial
268 Kingsburg Elementary School District Education
121 Sacramento Container Company Industrial
65 Central CA Sheets Industrial
5 City of Kingsburg CA. https://www.cityofkingsburg-ca.gov/344/Major-Employers.

Emergency Operations Plan City of Kingsburg
20 Figure 7: Organizational Structure
Mayor, Mayor Pro-Tem and City
Council
Citizens of Kingsburg
City Manager
Chief of Police
Administrative Division
Lieutenant
Police Services
Supervisor
Field Operations
Division Lieutenant
Patrol &
Investigations
Sergeants
Fire Chief
Fire Captains/EMT or
Paramedic
Engineer/EMT or
Paramedic
Firefighter/
Paramedic
Admin Assistant
CERT Coordinator
CERT Team
Finance Director
Accountant
Accounting Clerk
Payroll Specialist
Public Works Director
Public Work
Superintendent
Lead Water Operator
Community Development
Director
Planning Department
Building Division
Neighborhood
Improvement Division
Economic
Development Division
Community Services
Senior Center
Neighborhood
Improvement Officer
Recreation Site
Supervisor
Assistant City Manger & Director of
Administrative Services City Clerk
City Attorney
Emergency Operations Plan City of Kingsburg
21 Hazard Analysis Summary
This Plan considers all threats and hazards in relation to identifying essential, common tasks, and those responsible for accomplishing them. This Plan delivers a summary of threats and hazards relevant for Kingsburg, California. Additionally, a community profile is developed to accurately depict the population composition, anticipating potential barriers to accessing services and determining the feasibility of courses of action.

Preparedness Overview
Preparedness refers to the actions taken to plan, organize, equip, training and exercise to build and sustain the capabilities necessary to prevent, protect against, mitigate the effects of, respond to, and recover from those threats that pose the greatest risk to the security of the City of Kingsburg.

Preparedness is the shared responsibility of the whole community. Every member contributes, including individuals, communities, the private and nonprofit sectors, faithbased organizations, and federal, state and local governments. Preparedness also includes children, individuals with access and functional needs, diverse communities, and people with limited English proficiency.

The Fresno County Operational Area Master Emergency Services Plan (2017) and the Fresno County Hazard Mitigation Plan (2018) identifies the following threats and hazards in Kingsburg:

Figure 8: Threat & Hazard Summary
Hazard/Threat Vulnerability and Potential Impacts
Agricultural Hazards
Fresno County’s farming and agricultural industry is ranked as the top producing County in the Country. The agricultural industry is responsible for no less than one out of every three jobs in the County. Any time a hazardrelated event results in reduced crop or product production, Kingsburg is negatively impacted by loss of revenue to major businesses, and the City’s sales tax revenues.

The lands surrounding Kingsburg (Kingsburg, Kings, and Tulare counties) are all in agricultural production (daily, citrus, grapes/raisins, and nuts). Crop losses in the surrounding area due to hazards have economic impacts in Kingsburg. Kingsburg’s agriculturally based economy is vulnerable to freezes, heat waves, flooding, and insect infestations. A freeze in the winter of 2006 affected the citrus industry and the heat wave in the summer of 2006 affected the dairy and poultry industries.

Emergency Operations Plan City of Kingsburg
22 Hazard/Threat Vulnerability and Potential Impacts
Civil Disturbance and
Terrorism
The potential for civil disturbances or terrorism is recognized. Terror attacks take several forms (explosive, chemical, biological, etc.) and result in various impacts. Under the federal authority of Presidential Decision Directive-39, the FBI is the lead agency in any act of foreign or domestic terrorism. Fresno County and other local government agencies will respond and coordinate with the FBI during these events.

Cyber Attacks
Cyber-attacks can be directed at government agencies, financial institutions, and commercial organizations. It can disrupt communications such as voice, email, and the Internet.

Dam Failure
Kingsburg is in the mapped inundation area of Pine Flat Dam. Pine Flat Reservoir is located in the foothills of the Sierra Nevada Mountains, approximately 30 miles northeast of Kingsburg. The construction of the 429- foot Pine Flat Dam on the Kings River was completed in 1954. The project’s primary purposes are flood control, irrigation, water conservation, and recreation. Downstream flooding due to a major release could possibly affect the City of Kingsburg.

Earthquake
Although most of Fresno County is situated within an area of relatively low seismic activity, faults and fault systems lie along the eastern and western boundaries and other regional faults have the potential to produce highmagnitude earthquakes. Based on the Alquist-Priolo Earthquake Fault Zone chart, Fresno County would be affected by earthquake activity in the Alcalde Hills northwest of the City of Coalinga and the Ortigalita Peak Faults near the northwest corner of Fresno County.

Kingsburg is located in Seismic Hazard Zone 3. The nearest active earthquake faults are located more than 55 miles to the east in the Sierra Nevada range. Kingsburg has experienced several noticeable ground movement incidents, such as from the 1983 Coalinga earthquake and the 1989 Watsonville earthquake, but no local damage was sustained. The existence and extent of soil liquefaction hazards in the area of Kingsburg are unknown.

Flood
Heavy rain can lead to problems with storm drainage and create localized flood problems. According to the City of Kingsburg Storm Drain Master Plan, there are several flooding problem areas in the City (See Fresno County Hazard Mitigation Plan 2018).

Today there is no flood hazard area mapped by FEMA within the City of Kingsburg. The City does participate in the National Flood Insurance Program (NFIP). The City joined the program on November 30, 1983. NFIP insurance data indicates that as of June 6, 2017, there were 10 flood insurance policies in force in the City with $3,220,000 in coverage. All 10 policies are residential preferred risk policies for properties in a B, C, or X zone. There have been no historical claims for flood losses and thus there were no repetitive or severe repetitive loss structures.

Emergency Operations Plan City of Kingsburg
23 Hazard/Threat Vulnerability and Potential Impacts
Wildfire
Similar to many areas of the County, Kingsburg has high temperatures in the summer with low rainfall creating fire hazard conditions. Wildfires occur more frequently in the rural, foothill, and mountainous areas in the west and east areas of Fresno County.

In addition to impacts of loss of life and property, there are also impacts of soil erosion, water quality degradation, forest and rangeland vegetation destruction, loss of wildlife habitat, and damage to infrastructure such as power lines.

Note: Although wildfire is ranked High in Fresno County, Kingsburg ranks wildfire as Low due to a lack of exposure to wildfire risk within the city boundaries. However, some at-risk properties are located within the City’s Sphere of Influence. See the Kingsburg Fire Hazard Severity Zones and Structures at Risk figure below.

Extreme/Severe Weather:

Fresno County
(Heavy rains, extreme cold
temperatures, extreme
drought conditions, and
high winds)
Heavy rains, with strong winds and occasionally lightning and hail, occur primarily during the late fall, winter, and spring. Fresno County averages 11.2 inches of rain per year. Strong winds often accompany winter storms resulting in wind-related damage. Short-term, heavy storms can cause both widespread flooding as well as extensive localized drainage issues. With the increased growth of the area, the lack of adequate drainage systems has become more of an issue.

Extreme cold temperatures can cause injuries to people and damage to property and crops.

Extreme drought conditions affect the County’s residents, agricultural industry, the local economy, intensifies forest fires, and causes an increase in unemployment.

High winds can occur and cause significant property and crop damage and can threaten public safety.

Severe Weather
(Kingsburg): Extreme Heat
Extreme heat can pose substantial problems for vulnerable populations and can cause damage to the agricultural industry. The city does have a cooling station plan administered by the Community Services Department. The fire and police stations, city hall, and the senior center serve as cooling centers.

Kingsburg has a high population of elderly residents that are vulnerable during extreme heat events.

Severe Weather
(Kingsburg): Fog
Tule fog may occur from November through March. It affects transportation corridors and can often lead to multi-car accidents and injuries.

Severe fog events have contributed to multi-vehicle traffic accidents with multiple casualties along Highway 99 in Kingsburg. About every five years, there is a major incident involving several vehicles. A similar event is highly likely to occur again in the future, especially with the expansion of Highway 99 from four to six lanes and the increase in highway usage.

These incidents require assistance from the City’s emergency responders and also cause traffic to be diverted through the town, increasing the number of accidents there. Kingsburg, along with Fresno County, does have a fog plan that involves constant replacement of signage and street striping to maintain visibility. The school districts implement a foggy day schedule when needed.

Emergency Operations Plan City of Kingsburg
24 Hazard/Threat Vulnerability and Potential Impacts
Hazardous Materials
Incident
California State Highway 99 and the Union Pacific Railroad both run through the heart of Kingsburg. With these two main transportation corridors comes the potential and history of major incidents involving loss of life and property.

Incidents such as those mentioned in the fog section above not only affect Highway 99, but also affect local streets and traffic due to detours through the City. Along with the potential for death and injuries from large-scale motor vehicle accidents, there is the potential for hazardous material spills or fires as numerous commercial transportation vehicles travel Highway 99 with various types and quantities of hazardous materials.

The Union Pacific Railroad is a strictly commercial freight transportation system. Large quantities and numerous types of hazardous materials are transported through Kingsburg by rail on a daily basis. However, due to the increased rail and vehicle traffic in the City, this type of accident may occur again in the future.

Of particular concern is the large number of liquefied petroleum gas vessels that are transported on the system. A derailment and fire, with large exploding liquefied petroleum gas vessels, could cause widespread damage to the City, as has happened in other communities across the country.

Large quantities of hazardous materials are used by the agricultural industry and thus travel through Kingsburg and are stored and used in the surrounding areas. Also, there is the potential for hazardous materials releases from large industrial plants in Kingsburg, such as Guardian Glass and Del Monte.

There are five CalARP hazardous materials facilities located in the City of Kingsburg. There are four (4) critical facilities located within a half mile of a CalARP facility: (1) Fire Station, (1) Police Station, and (2) Schools.

Human Health Hazards
(Epidemic/Pandemic,
West Nile Virus)
Communicable disease, environmental hazards and many other conditions can pose health hazards to Fresno County residents. Among these hazards are epidemics and pandemics. An epidemic occurs when an infectious disease spreads beyond a local population, lasting longer and reaching people in a wider geographical area. When that disease reaches global proportions, it is considered a pandemic. A pandemic flu occurs when a new influenza virus emerges for which people have little or no immunity, and for which there is no vaccine.

The following figure shows the Kingsburg FEMA flood hazards for 100-year and 500-year Floodplains. The FEMA flood hazard areas show outside of the City of Kingsburg.

Emergency Operations Plan City of Kingsburg
25 Figure 9: Kingsburg FEMA Flood Hazards for 100-year and 500-year Floodplains6 Flooding in Kingsburg from a 10-Year Storm shows a potential for moderate to severe street flooding, with a potential for severe street flooding within depressed (low-income) areas. 6 Fresno County (Kingsburg) Hazard Mitigation Plan Annex G.16.

Emergency Operations Plan City of Kingsburg
26 Figure 10: Flooding in Kingsburg from a 10-Year Storm7 The following figure shows low risk of flood hazard to the City of Kingsburg, with an increased moderate risk posed to outlying area from the city. 7 Fresno County (Kingsburg) Hazard Mitigation Plan Annex G.15.

Emergency Operations Plan City of Kingsburg
27 Figure 11: Kingsburg Fire Hazard Severity Zones and Structures at Risk8 Within the City of Kingsburg, specific target hazards and critical facilities pose specific hazards. The following figure shows these types of facilities and the specific hazards of each.

Figure 12: Target Hazards and Critical Facilities9
Category of
Hazard Company Name Specific Hazard Description
Transportation
Union Pacific
Rail Line
• Sweet Crude or Bakken
Oil
• Anhydrous Ammonia
• Bakken Oil is highly
flammable
• Anhydrous Ammonia is
a flammable gas and a
severe toxic health
hazard
Pipelines PG&E • Natural Gas and
Electricity
• Parallels Hwy 201 &
possibly the rail line
Pipelines Phillips Liquid
Fuel Pipeline • Liquid Fuel • Product dependent on production 8 Fresno County (Kingsburg) Hazard Mitigation Plan Annex G.19. 9 Interviews and emails with Fire Chief Daniel Perkins in February and May 2023.

Emergency Operations Plan City of Kingsburg
28 Category of
Hazard Company Name Specific Hazard Description
Pipelines Kinder Morgan
• 48” High Pressure Fuel
Transmission Line
• Parallel with North Pacific
Railroad Tracks
• Specific gravity fuels in
captured delivery
modes
Pipelines
Southern Cal
Gas High
Pressure Natural
Gas Pipeline
• High Pressure Natural Gas
Line 36” - 600 psi
• Main Transmission Line
Runs under Sierra Avenue
Westward
• Flammable Hazard
• Explosion Hazard
Community
Pool
Kingsburg High
School Pool
• Above ground 350-gallon
Liquid Chlorine Tank on
High School/City Joint
Community Pool Site
• Skin corrosion/irritation
• Serious eye
damage/eye irritation
• Corrosive to Metals
Food Facility Foster Farms • Anhydrous Ammonia • Arrives by rail line Food Facility Vie Del Winery
• Anhydrous Ammonia
(5,000-gallon tank)
• Sulfur Dioxide Tanks (2) –
500 lb. cylinders
• Ethanol – 40,000-gallon
storage
• Highly flammable
ethanol fuel
• Confined Space
Hazards
• High Angle Hazards
Food Facility
Sun Maid
Growers
• Methyl Bromide Fumigant
Buildings (4) 20,000 sq. ft.
fumigation buildings
• Large Square Footage
Warehouse-Style Facility
• Large wooden produce
box staging area
• Confined Space
Hazards
• High Angle Rescue
Hazards
Utilities
Kingsburg
Cogeneration
Reserve Power
Plant
• High Pressure Natural Gas
Line 18” – 600 psi
• Confined Space
Hazards
• High Angle Hazards
• Electricity Hazards
Manufacturing
PCA Cardboard
Container
• 10,000 sq. foot storage
area inside building –
12,000 lbs. of rolled paper
reams stacked (3) rolls
high
• Caustic Liquid Container
(1) – 500 gallons
• Anhydrous Ammonia (3)
50-gallon tanks
• Heavy Fuel Load
• Hazardous Materials
(NFPA 472)
• Combustible Dust
Hazard
• Shredded Paper Hazard
Emergency Operations Plan City of Kingsburg
29 Category of
Hazard Company Name Specific Hazard Description
Manufacturing
Nutrius
Combustible
Dust Elevator
• Combustible dust process
for Chicken Feed
• Confined Space
Hazards
• High Angle Hazards
Manufacturing Aslan Packaging
• Anhydrous Ammonia (2)
5000-gallon tanks inside
of enclosed compressor
room. In the direct line of
natural air flow path
within ½ mile of
Elementary School
• Compressed natural gas
filling station above
ground storage
Anhydrous Ammonia
• Flammable gas. May
form explosive mixtures
with air.
• Causes severe skin burns
and eye damage.
• Very toxic to aquatic
life.

Manufacturing
Wooden Pallet
Factory
• Manufacturing and
storage of an IMMENSE
numbers of wooden
pallets (approx. 5 acres)
adjacent to a residential
neighborhood
• High Fuel Load
• Reduced accessibility
• Collapse Hazard
Manufacturing Guardian Glass
• Natural Gas
• Liquid Hydrogen Tank
(10,000 gallons)
• Aqueous Ammonia 20%
Tank (5,000 gallons)
• High pressure natural gas
line of 18” at 600 PSI that
is reduced coming into
the plant at 35 PSI
(Residential is 2 PSI).
• Propane Tanks (4) – 5,000
gallons each
• Sulfur Dioxide Tanks (5) –
100 lb. cylinders
• Major Glass Production
with molten glass sheets
at 3000º molten glass
sheet uncontrollable
release
• Kilns never shut down
• Confined Space
Hazards
• High Angle Rescue
Hazards
• Aqueous Ammonia
reacts violently with
most acids
Sanitation
SelmaKingsburg-Fowler
County
Sanitation
District
• Chlorine • Just outside the City
Limits
Utilities
Co-Gen Reserve
Power Plant
• High pressure natural gas
line 18” at 600 PSI
• High pressure natural
gas line leak or
explosion
Government City Hall • Replacement Value:
$376,531
• Unreinforced
masonry/poured inplace concrete
Emergency Operations Plan City of Kingsburg
30 Category of
Hazard Company Name Specific Hazard Description
Government
Fire Department
Station 1 & 2
• Station 1 - $2,224,747
• Station 2 - $1,923,264
• Unsecured perimeters
for both stations
Government
Police
Department • Main Station - $2,285,821 • Close proximity to railroad system Government
Kingsburg
Elementary &
High School
District
• Capacity over 4,000
students
• Improve security of
facilities
Capability Assessment
With preparedness as the foundation, the EOP utilizes the mission areas of protection, prevention, response, recovery and mitigation to implement three core capabilities that span all five mission areas: Planning, Public Information and Warning, and Operational Coordination.

Mitigation Overview
Whether a natural, human-caused, or technical disasters or a pandemic, there is a need for a holistic municipal strategy to improve the resilience of the city’s infrastructures and essential services and the communities that depend upon them. This all-hazards, multijurisdiction, cross-sector approach to preparedness and resilience includes detection, prevention, mitigation, response, recovery/restoration, training, exercises and community outreach. This approach requires utilities and other service providers to examine external linkages that affect utility operations and business continuity. This holistic approach also necessitates collaboration between the county, state, public, private and non-profit stakeholders to share information, understand and address the city’s vulnerabilities and consequences posed by infrastructure interdependencies.

The City of Kingsburg will enhance its ability to complete established goals and objectives by taking maximum advantage of the current and future mitigation resources to reduce the impacts of natural, human-caused and technological disasters on residents and infrastructure. The city will also vigorously pursue methods to augment existing programs by involving other opportunities, such as public-private partnerships. The involvement of a wide range of participants in mitigation efforts increases the feasibility of implementing mitigation projects as resources become available.

Emergency Operations Plan City of Kingsburg
31 The City will provide, promote and support education and training on the benefits of a comprehensive countywide hazard mitigation program for local agencies and private enterprises. Throughout the process, the City of Kingsburg and the surrounding area will remain a priority. A comprehensive overview of the hazards that threaten the City has been developed to mitigate potential losses from those hazards.

Planning Assumptions
The following planning assumptions are incorporated into the City of Kingsburg Emergency Operations Plan:
• Emergencies may occur at any time, with little or no warning. • Emergencies may result in casualties and fatalities, disruption of emergency response systems, damage to public health and medical infrastructure, exposure to hazardous materials or infectious/communicable disease agents, and other impacts to public health and safety, property, and the environmental.
• Damage to critical infrastructure, including but not limited to:
 Drinking Water Systems
 Electrical and Natural Gas Utility Grid
 Hospitals and Community Clinics
 Nursing Facilities
 Food Distribution
 Housing
 Emergency Response Systems (Police, EMS, and Fire)
• The California Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS) will be used to manage emergencies in the City of Kingsburg.
• Increased complexity, impact and geographic scope of an emergency shall require increased interagency coordination.
• The City of Kingsburg’s ability to manage emergencies and other incidents at the local level will be based upon a particular event’s changing threat to life safety, property, and the environment.
• The City maintains sufficient resources to respond to routine emergencies as well as initial response to a large incident that will require additional resources from other agencies at the local (mutual aid), state, and/or federal level.

Emergency Operations Plan City of Kingsburg
32 • The Fresno Operational Area will request resources for the City of Kingsburg as requested by the City’s Emergency Operation Center.
• Emergency-related information shall be provided on a timely basis to the City’s Emergency Operations Center (EOC).
• Incidents occurring in the City of Kingsburg shall be managed at the lowest capable departmental or agency level. The department or agency shall maintain operational control and responsibility for emergency management activities and recovery unless otherwise superseded by expansion of the incident, statute or agreement. • All on-duty personnel are expected to remain on duty until properly relieved of duty. • Off-duty personnel will be expected to return to work in accordance with each department’s policies.
• All existing City and departmental operating guidelines will be adhered to unless modified by the EOC Director.
• State agencies will provide support to mitigate the effects of an emergency in accordance with the California Emergency Services Act (ESA) and the State Emergency Plan (SEP).

Emergency Operations Plan City of Kingsburg
33 CONCEPT OF OPERATIONS
Incidents typically begin and end locally and are managed daily at lowest possible geographical, organizational, and jurisdictional levels. On a daily basis, 911 calls lead to the dispatch of first responders and EMS providers, although these emergencies generally do not impact or threaten the overall capacity of the Operational Area to respond. When local resources become exhausted, emergency managers depend on the involvement of multiple jurisdictions for support.

Operations during emergencies involve different response levels for mitigation, require different levels of departmental responses and commitment of local, state, and federal resources.
• Some emergencies will have a warning period which will allow for sufficient public notifications and implementation of mitigation strategies designed to reduce loss of life and property.
• Other emergencies will have little to no advanced warning, requiring immediate emergency response and activation of the emergency operations plan. These emergencies often have higher loss of life and property.

All agencies and city departments must be prepared to response promptly and effectively to provide mitigation and recovery efforts for the community.

Situational Awareness
Situational awareness education focuses attention on contributing to the whole community approach to include this concept at the Emergency Operations Center level as well as the public. Situational awareness is the ability to identify, process, and comprehend the critical information about an incident. More simply, it is knowing what is going on around you. Situational Awareness requires continuous monitoring of relevant sources of information regarding actual incidents and developing hazards. • A common core function of EOCs is gaining, maintaining, and sharing Situational Awareness and developing a Situation Picture (SitPic) that is shared between ICS, EOC, MAC Group, and JIS participants in the incident.
• In the early stages of activation, the EOC will obtain Situational Awareness. This is important because accurate, timely information will enable more informed, effective decision-making.

Emergency Operations Plan City of Kingsburg
34 See Something Say Something® #SeeSayDay
As part of situational awareness, the Department of Homeland Security’s See Something, Say Something Campaign is a familiar slogan. Our nation remains in a heightened threat environment as events in our country have unfolded and so tragically demonstrated. The public can play an important role by being aware of your surroundings and by reporting suspicious activity to local authorities. September 25th is National “If You See Something, Say Something® Awareness Day.

Incident Management Concepts and Guidelines
This Plan integrates regulations and guidelines on the state and federal level. The state level incorporates the California Standard Emergency Management System (SEMS) and the California Emergency Services Act. The federal level establishes principles from the National Incident Management System (NIMS). The City of Kingsburg has adopted SEMS and NIMS as part of local emergency management and field level operations. The Incident Command System (ICS) will be used to manage all incidents and major planned events.

National Response Framework
The NRF is based upon the premise that incidents are handled at the lowest jurisdictional level. In the vast majority of incidents, state and local resources and interstate mutual aid will provide the first line of emergency response and incident management support. When state resources and capabilities are overwhelmed, Governors may request federal assistance. The NRF provides the framework for federal interaction with state, local, tribal, private sector, and non- governmental entities in the context of domestic incident management to ensure timely and effective federal support.

The NRF is the core operational plan for national incident management, and establishes national-level coordinating structures, processes, and protocols that will be incorporated into certain existing federal interagency incident or hazard-specific plans. The NRF is intended to facilitate coordination among local, state, tribal, and federal governments and the private sector without impinging on any jurisdiction or restricting the ability of those entities to do their jobs. The NRF does not alter or impede the ability of first responders to carry out their specific authorities or perform their responsibilities.

Emergency Operations Plan City of Kingsburg
35 The NRF and NIMS are designed to work in tandem to improve the Nation’s incident management capabilities and overall efficiency. The use of NIMS enables local, state, tribal, and federal governments and private-sector and non-governmental organizations (NGOs) to work together effectively and efficiently to prevent, prepare for, respond to, and recover from actual or potential domestic incidents regardless of cause, size, or complexity.

Standardized Emergency Management System (SEMS)10
The California Office of Emergency Services (Cal OES) uses SEMS as the cornerstone of California’s emergency response system and the fundamental structure for the response phase of emergency management. The California Emergency Services Act 2021 Edition (ESA)11 statutorily provides guidance for planning, safety, state-wide mutual aid planning, and divides the state into mutual aid regions and operational areas. California ESA also requires SEMS for managing multiagency and multi-jurisdictional response to emergencies in California. Local governments must use SEMS to be eligible for reimbursement of their response-related personnel costs under state disaster assistance programs.

Coordination among SEMS levels is clearly necessary for effective emergency response.

SEMS facilitates priority setting, interagency cooperation, the efficient flow of resources and information and incorporates:
• Incident Command System (ICS) – A field-level emergency response system based on manage by objectives.
• Multi-Inter-agency Coordination – Affected agencies working together to coordinate allocations of resources and emergency response activities. • Mutual Aid – A system for obtaining additional emergency resources from nonaffected jurisdictions. • Operational Area Concept – The county and its sub-divisions to coordinate damage information, resource requests, and emergency response.

There are five (5) levels of SEMS: Field Response Level, Local Government Level, Operational Area, OES Region, and State Level.
10 CalOES - Standardized Emergency Management System. https://www.caloes.ca.gov/office-of-thedirector/operations/planning-preparedness-prevention/planning-preparedness/standardized-emergencymanagement-system/. 11 https://law.justia.com/codes/california/2021/code-gov/title-2/division-1/chapter-7/.

Emergency Operations Plan City of Kingsburg
36 Figure 13: The Five Levels of SEMS12
Field Response Level
The field response level is where emergency response personnel and resources, under the command of an appropriate authority, carry out tactical decisions and activities in direct response to an incident or threat. SEMS regulations require the use of ICS at the field response level for any incident, including multi-agency and multi-jurisdictional type. The City of Kingsburg Police, Fire, and Public Works Department serve at the field level.

Requests for any resources or support that cannot be filled at the field level are requested through the local government/city emergency operations center.

Local Government Level
The role of a local government is to manage and coordinate emergency response and recovery activities within its jurisdiction. The City of Kingsburg is responsible for coordinating with other local governments, the field response level, the operational area, and for providing mutual aid within their capabilities. The City of Kingsburg will comply with SEMS regulations in order to be eligible for state funding of response-related personnel costs and shall:
• Use SEMS when a local emergency is declared or proclaimed, or the local government EOC is activated.
12 https://www.caloes.ca.gov/office-of-the-director/operations/planning-preparedness-prevention/planningpreparedness/standardized-emergency-management-system/.

Emergency Operations Plan City of Kingsburg
37 • Establish coordination and communications with Incident Commanders either through department operations centers (DOCs) to the EOC, when activated, or, direct to the EOC, when activated.
• Use existing mutual aid systems for coordinating fire and law enforcement resources. • Establish coordination and communications between the City of Kingsburg EOC when activated, the Fresno Operational Area, and any federal, state or local emergency response agency having jurisdiction at an incident within the city’s boundaries. • Use multi-agency or inter-agency coordination to work together in a coordinated effort to facilitate decisions for overall emergency response activities including the sharing of critical resources and the prioritization of incidents. • Unified Command allows agencies with responsibility for an incident, either geographical or functional, to manage an incident by establishing a common set of incident objectives and strategies. This is accomplished without losing or abdicating agency authority, autonomy, responsibility, or accountability.

Operational Area Level
Under SEMS, the operational area means an intermediate level of the state’s emergency management organization which encompasses the county and all political subdivisions located within the county area. Political subdivisions include cities and special districts.

The operational area has a memorandum of understanding in place that defines roles and responsibilities, as well as jurisdictional authority in an emergency. The City of Kingsburg has such agreement with Fresno County. The Fresno County Operational Area is comprised of all local government agencies within Fresno County boundaries, which includes Fresno County Departments, incorporated cities, school districts, and special districts. The operational area is responsible for:
• Serving as the lead agency of the operational area. The Fresno County Board of Supervisors (BOS) adopted SES on November 14, 1995. The BOS established the geographic area of the County of Fresno as the Fresno County Operational Area (Op Area) and designated Fresno County as the Op Area lead agency. • Coordinating information, resources, and priorities among local governments within the operational area, and between the regional level and the local governmental level.
• Using multi-agency or inter-agency coordination to facilitate decisions for overall operational area level emergency response activities.

Emergency Operations Plan City of Kingsburg
38 Operational Area Emergency Operations Center (EOC)
The Fresno County Office of Emergency Services(OES), located within The Department of Public Health, Environmental Health System, is the lead agency for the Fresno Operational Area, which includes the City of Kingsburg. The Fresno County OES coordinates, develops and maintains the Fresno County Operational Area Master Plan. • The Plan serves as a guide for the County’s response to emergencies/disasters in the unincorporated areas of the County and ensures effective and economical use resources, material and personnel for maximum benefit and protection of affected populations in an emergency/disaster.
• Fresno County OES maintains ongoing communication with local government agencies (i.e., county departments, incorporated cities, special districts, public school districts), many state and federal agencies, and various non-governmental organizations (e.g. non-profit organizations), which enhances capabilities to respond and recover from disasters.
• Fresno County Operational Area will direct the most heavily impacted cities to coordinate and communicate directly with the County/Operational Area EOC • Fresno County will use the Operational Area Multi-Agency Coordination System (MACS) when developing response and recovery operations. • Fresno County will include jurisdictional representatives in planning for jurisdictional support.

Regional OES Level
The regional level manages and coordinates information and resources among operational areas within the mutual aid regions, and also between the operational areas and the state level. The regional level coordinates overall state agency support providing more effective application of mutual aid and other emergency related activities.

Cal OES has divided California into three Administrative Regions – Inland, Coastal and Southern. These regions are further divided into six mutual aid regions. The City of Kingsburg is in the Inland Administrative Region and Mutual Aid Region V, which includes Mariposa, Merced, Madera, Fresno, Kings, Tulare, and Kern Counties.

Emergency Operations Plan City of Kingsburg
39 Region V and Region VI comprise the Inland Region:

Inland Fresno Regional Office
2550 Mariposa Mall
Fresno, California 93721
State Level
The state level manages state resources and coordinates mutual aid among the mutual aid regions and between the regional and state levels. The state level also serves as the coordination and communication link between the state and the federal disaster response system.

The State Cal OES office is located at:

Cal OES
3650 Schriever Ave
Mather, California 95655
(916) 845-8510
Federal Level
The Federal Emergency Management Agency (FEMA) within the Department of Homeland Security serves as main federal government contact during disasters and national security emergencies. Federal disaster assistance is organized under the Emergency Support Function (ESF) Concept as defined in the National Response Framework. Contact with FEMA and other federal agencies is received through the Operational Areas during the response phase. During the recovery phase, FEMA and other federal agencies provide direct contact with the City of Kingsburg.

California Emergency Organization
All resources are available within the State for disaster response and recovery phases and, together with the private sector are collectively known as the California Emergency Organization as shown in the following figure.

Emergency Operations Plan City of Kingsburg
40 Figure 14: California Emergency Organization

SEMS LEVELS
State
Region
Operational
Area
Local
Field
Emergency Management Lines of Authority
Emergency Resource Coordination/Support
Coordination per FEMA/Cal OES MOU Federal State Agreement Governor
California Emergency Council
Governor’s Cabinet
Director of State
Agencies
California
Governor’s Office of
Emergency Services
FEMA
Federal
Agencies
Cal OES Administrative
Region
Mutual Aid Regions
State Agency Field
Units: Regional and
Local Offices
Operational Areas
Cities, Counties,
and Other Local
Jurisdictions
Incident
Commander
Volunteer Organizations Business Individual

PRIVATE SECTOR RESOURCES
Emergency Operations Plan City of Kingsburg
41 National Incident Management System (NIMS)
Homeland Security Presidential Directive 5 (HSPD 5) directs the United States Department of Homeland Security (DHS) to lead a coordinated national effort with other federal departments and agencies, as well as state, local, and tribal governments to establish a National Response Framework (NRF). NIMS was developed out of HSPD 5.

Presidential Policy Directive 8 (PPD-8) is a companion policy to HSPD 5, aimed at strengthening the security and resilience of the United States through systematic preparation for the threats that pose the greatest risk to the security of the nation, namely acts of terrorism, cyberattacks, pandemics, and catastrophic natural disasters. • PPD-8 identifies a national preparedness system to guide activities that will enable the Nation to achieve an integrated, capabilities-based approach to preparedness that includes training, exercising, employee certification, credentialing, and National Resource Typing Protocols.

The National Incident Management System (NIMS) is designed to prevent, prepare for, respond to, and recover from terrorist attacks, major disasters, and other emergencies. It is designed as a national, systematic approach that guides all level of government, nonprofits, and the private sector to work together and provide interoperability and compatibility to manage all incidents regardless of cause, size, location, or complexity.

Incident Command System (ICS)
The Incident Command System is used at both the field level and the local government EOC level. Typically, an incident will be managed by objectives to be achieved to mitigate the incident. The objectives are communication to field and EOC personnel through the use of the action planning process (See Incident Action Plan).

The Incident Commander (IC) will communicate situation (sit reports) and resource reports, through designated communication channels, with the EOC Director. Members of the EOC Command or General Staff may be asked to attend these briefings or planning meetings at the Command Post.

Emergency Operations Plan City of Kingsburg
42 Organization Flexibility—Modular Organization
Within ICS, five major functions will be established as “sections” (Command, Operations, Planning/Intelligence, Logistics, and Finance), and all other functions will be organized as branches, groups, or units within sections. The types of activated functions and their relationship to one another will depend on the size and nature of the incident. Only those functional elements required to meet current objectives will be activated. Those functions that are needed but not staffed will be the responsibility of the next higher element in the organization.

Hierarchy of Command and Span-of-Control
Each activated function will have a person in charge of it, but a supervisor may oversee more than one functional element. Every individual will have a supervisor, and each supervisor will generally be responsible for NO MORE THAN seven employees, with the ideal span of control being three-to-five persons.

Unified Command
When multiple agencies respond to the incident, the Incident Commander will establish a Unified Command/Multi-Agency Coordination System.
• Agency representatives will be asked to report to the Liaison Officer. • Outside agencies, including county, state, regional, and federal agencies shall assist with identifying objectives, setting priorities, and allocating critical resources to the incident.

Action Plan
Action plans not only provide direction, but also serves to specify a basis for measuring achievement of objectives and overall system performance.

Action planning is an important management tool involving:
• A process for identifying priorities and objectives for emergency response or recovery efforts.
• Documentation of the priorities and objectives, the tasks and personnel assignments associated with meeting those efforts through ICS forms. • The action plan is initially organized by community lifeline stabilization priorities and shifts to recovery outcome priorities as the lifelines stabilize. • An action plan serves as a record of the incident.

Emergency Operations Plan City of Kingsburg
43 • An action plan is developed through a series of meetings which occur once during each Operational Period (O-Period).
• Action plans are developed for a specified operational period that may range from a few hours to 24 hours.
• Action plans need not be complex but should be sufficiently detailed to guide the Incident Commander or EOC Director to implement priority actions.

Operational Period
The operational period, or O-Period is a timeframe designated to execute a specific set of actions. For the most part, during the response phase, O-Periods are 12-24 hours. An operational period is determined by first establishing a set of priority actions that need to be performed. A reasonable timeframe is then established for accomplishing those actions.

As the response phase transitions into the recovery phase, the O-Period can expand to 24- 96 hours or longer.

Incident Action Plan
• The Incident Action Plan (IAP) is a written plan defining the objectives for managing the overall incident and addressing the operational priorities at the field response level.

The IAP provides the following information:
• Work assignments delineated by division and group
• Resources required to complete work assignments
• Operational facilities and reporting locations for plan execution • Organization charts, contact information, and medical, safety, and communications plans
Emergency Operations Plan City of Kingsburg
44 Figure 15: Incident Planning Process13
EOC Action Plan
In the same manner as an Incident Action Plan is formulated, the Emergency Operations Center will establish the same objectives and priorities through an EOC Action Plan. The EOC Action Plan does NOT direct or control field units but supports field unit activities.

The action planning process for the EOC should involve the EOC Director, Command Staff and General Staff along with other designated field response level personnel, school district representatives and other agency representatives as appropriate.

The Planning/Intelligence Section is normally responsible for development of the EOC Action Plan and for facilitation of the action planning meetings. The operational period structure should match that of the Incident Action Plan. 13 Courtesy of: https://www.dco.uscg.mil/Portals/9/CG5R/nsarc/FEMA%20Incident%20Action%20Planning%20Guide%20(IAP).pdf Emergency Operations Plan City of Kingsburg
45 The EOC Incident Action Plan consists of the following forms:
• ICS 202 – Incident Objectives
• ICS 203 – Organization Assignment List
• ICS 204 – Assignments List
• ICS 205 – Incident Radio Communications Plan
• ICS 205A – Communications List
• ICS 206 – Medical Plan
• ICS 207 – Incident Organization Chart
• ICS 208 – Safety Message/Plan
• Map/Chart
• Weather Forecast/Tides/Currents
• Other Pertinent Information
Emergency Operations Plan City of Kingsburg
46 ORGANIZATION & ASSIGNMENT OF RESPONSIBILITIES
Per the California Emergency Services Act, the City of Kingsburg is the local government retaining the responsibility and authority for managing response activities within its borders by activating the City’s Emergency Operations Center (EOC). The EOC provides agency coordination, provides logistical support, establishes common operating procedures, identifies overarching priorities, and prioritizes available resources. Additionally, the EOC coordinates with the Fresno County Office of Emergency Services (OES).

EOC Command System
The Emergency Operations Center operates identical to the field response level ICS with only a few exceptions:
• The position title “Coordinator” refers to the lead person of each organizational section (Operations, Logistics, Planning/Intelligence, and Finance/Administration) in the EOC.

The term “Coordinator” and not “Chief” is used because the role of the EOC is to coordinate and support the incident.
• Incident Command System terminology will be used in the Emergency Operations Center.
• The EOC organization should include representatives from special districts, volunteer agencies, and private agencies with significant response roles. • The hierarchy of organizational elements within the EOC may consist of:
 Section
 Branch
 Group
 Unit
Emergency Operations Plan City of Kingsburg
47 It is not necessary to use all four hierarchy levels in the EOC. Many EOCs use only sections, branches, and units. The City of Kingsburg will use the following positions titles within the field response level and the Local Government EOC organization.

Figure 16: Position Title Comparison ICS Versus EOC
Field Response Level Local Government EOC
EOC Director EOC Director
Section Chief Section Coordinator
Branch Director Branch Coordinator
Group Supervisor Group Coordinator
Unit Leader Unit Coordinator
ICS-EOC Interface
The Incident Command System used in the Kingsburg Emergency Operations Center will mirror the ICS Command Structure.
• The EOC should be structured with the five management functions as the basis for structuring the EOC organization.
• The EOC Director will establish jurisdictional objectives and priorities; communicating these through the EOC Action Plan.
 The EOC Action Plan only supports the activities of the field units.  Incident Commander(s) will ensure incident objectives and priorities are consistent with those policies and guidelines established at the city level by the EOC Director.  The Incident Command shall communicate critical information to the EOC Director in a timely manner.

ICS/EOC Communications and Coordination
The City’s communication plan outlines channels and protocols and is included in a separate functional annex within this Plan.
• Field to EOC communications will occur at the Command and General Staff levels. • If established, field units will communicate with Department Operations Center (DOC) who will in turn relay the information to the appropriate section/function in the EOC. • The City EOC will communicate situation and resource status information to the Fresno County Operational Area and other outside agencies via the designated countywide emergency reporting systems.

Emergency Operations Plan City of Kingsburg
48 ICS/EOC Coordination with Department Operation Centers (DOCs) If a department within the City establishes a DOC to coordinate and support their departmental field activities, its location, time of establishment and staffing information will be communicated to the City EOC.
• All communications with the field units of that department will be directed to the DOC who will then relay situation and resource information to the EOC. • Incident Commanders may report to DOCs.
• DOCs act as an intermediate communications and coordination link between field units and the City EOC.

ICS/EOC Coordination with Area Command
Area Command/EOC interaction would be the occurrence of several similar type incidents located in close proximity, but in different jurisdictions. A Unified Area Command may be established to oversee Incident Commanders operating in general proximity to each other.

The Unified Area Command would coordinate with activated local government EOCs.

ICS/EOC Coordination with Fresno County Operational Area Fresno County Operational Area will direct the most heavily impacted cities to coordinate and communicate directly with the County/Operational Area EOC. Fresno County will use an Operational Area Multi-agency Coordination System (MACS) concept when developing response and recovery operations. The primary functions of MACS are to:
• Support incident management policies and priorities
• Facilitate logistics support and resource tracking
• Make resource allocation decisions based on incident management priorities • Coordinate incident-related information
• Coordinate interagency and intergovernmental issues regarding incident management policies, priorities, and strategies.

Emergency Operations Plan City of Kingsburg
49 Emergency Operations Center (City EOC)
The Emergency Operations Center Director is supported by the City Emergency Operations Center staff and will coordinate the City’s strategic disaster response and management out of the City EOC.

When the City of Kingsburg partially or fully stands up the city emergency operations center for a disaster or emergency, key government officials and members of the emergency management team provide support for the field response level incident commander(s).

The City EOC serves as a central point for:
• Coordination of all the jurisdiction’s emergency operation. • Information gathering and dissemination.
• Coordination with other local governments and the operational area.

Location
The Kingsburg Emergency Operations Center is located at the Kingsburg Police Department—1300 California Street, Kingsburg, CA 93621, (559) 897-4418. • The primary EOC is a cold site with folding tables and chairs for approximately 48 personnel. Everyone activated must bring a laptop. The EOC has Wi-Fi, technology, TV screens, and electrical power. The police department also has generator capability to run computers, lights, etc.

An alternative EOC location is at Kingsburg Fire Department Station 2—1880 S. Bethel Ave., Kingsburg CA 93631.
• Station 2 is a smaller EOC that is also used as a training room. The location has technology, some TV screens, Wi-Fi and electrical power. Station 2 can hold approximately 20 people at this location.

SEMS EOC Structure
The City will use ICS-like structure in the Emergency Operations Center similar to the structure used in the field. The following figure shows the SEMS EOC City of Kingsburg Organization Chart.

Emergency Operations Plan City of Kingsburg
50 Figure 17: SEMS EOC Basic Organizational Chart
Emergency Operations Centers are not typically used for command and control of incident management but to support, coordinate, and provide direction for incidents. ICS provides a framework within the EOC to establish policies and procedures based upon a tried-and-true system from the National Incident Management System (NIMS). Modifying ICS can allow EOC leaders to accommodate slight differences between ICS and an EOC.

EOC is not tactical, rather it is a coordination and support center.

EOC leaders should adjust ICS resource management processes to fit an EOC environment better. For example:
• Departments and agencies represented in the Operations Coordination Section may have access to internal departmental resources that can be ordered without going through the Logistics Coordination Section.
• The Logistics Coordination Section may have expertise in advanced resource ordering, such as (1) leasing or purchasing, (2) established contracts, or (3) through a request for assistance from a governmental agency (e.g., Fresno County, Regional, State, or Federal support).

EOC Emergency Services Director
Operations Section
Coordinator
Branches (Fire, Law
Enforcement, EMS)
Building
Inspector
Planning/Intelligence
Section Coordinator
Resources
Unit
Situation Unit
Demobilzation
Unit
Documentation
Unit
Logistics Section
Coordinator
Service
Branch
Communication
Unit
Medical/Food
Unit for
Personnel
Support
Branch
Supply Unit
Facilities
Unit
Ground
Support Unit
Finance/Administration
Section Coordinator
Procurement
Unit
Compensation
Claims Unit
Cost Unit
Public Information Officer Liaison Officer
Assistant EOC Director Safety Officer
Legal
Emergency Operations Plan City of Kingsburg
51 Incident Commander
At the Command Post of the incident, the incident commander (IC) will direct incident operations according to the department’s standard operating procedures (SOP). The IC is responsible for assuring that information of the incident is continuously circulated to the EOC or the DOC (if activated). The Incident Commander shall:
• Establish an incident command post and the ICS organization at the field level to manage the incident.
• Coordinate the actions of fire, police, EMS, and all other responding emergency units to the scene through the ICS System.
 Kingsburg Police Department assumes IC in all civil disturbances, bomb incidents, and terrorist activity operations. Law enforcement will coordinate with the FBI at a suspected terrorist event.
 Kingsburg Fire Department assumes IC in all emergencies except those specially assigned to law enforcement.
• Ensure incident safety.
• Set priorities and determine incident objectives and strategies to be followed. • Establish an IAP and provide an assessment of the situation to the EOC, identifying incident management resources required and direct the on-scene incident management activities from the command post.
• Assist in authorizing information releases to the media. • Maintain control of the incident site(s) until all public safety agencies have completed their work and accounted for all personnel and equipment.

Emergency Services Director
The Emergency Services Director has authority and responsibility to direct all Emergency Operations Center activity. The Emergency Services Director will establish communications with all City Department Directors and attend all multi-agency conference calls and meetings (if applicable).

The Emergency Services Director shall:
• Make executive decisions based on City policies.
• Develop and issue rules, regulations, proclamations and orders with Management Staff.

Emergency Operations Plan City of Kingsburg
52 • Conduct an Incident Action Plan Briefing with the Planning Section Coordinator, setting goals and objectives for the EOC with Management Staff and General EOC Coordinators.
• Establish the appropriate level of city organization and continuously monitor the effectiveness of the organization, make changes as needed. • Ensure that multi-agency or inter-agency coordination is accomplished effectively within the EOC.

The essential five sections of a SEMS Command System establish functional aspects of an EOC.

Management Section
The Management Section of the EOC directs the City’s Emergency Management, providing a centralized focus of authority and information, allowing for face-to-face coordination among personnel who must set priorities for use of resources and evaluate the need to request mutual aid or other outside resources.

The City’s Emergency Management coordinates the actions of the Emergency Operations Center (EOC) staff to ensure development and implementation of strategies to meet the needs of the emergency. Command staff positions are established to assign responsibility for key activities not specifically identified in the general staff functional requirements.

Command staff members and responsibilities include:
• Assistant Coordinator (EOC): An EOC Assistant Coordinator is designated to assist the EOC Director. The EOC Coordinator facilitates the overall functioning of the EOC and coordination with other agencies and SEMS levels. The EOC Coordinator position for the City of Kingsburg will be filled by the Assistant City Manager. The authority, duties, and responsibilities will vary depending on the needs of the Emergency Services Director (City Manager).
• Public Information Officer (PIO): The individual at field or EOC level that has been delegated the authority to prepare public information releases and to interact with the media. The PIO will be responsible for setting up a Joint Information Office and establish a press briefing area.
• Liaison Officer: A Liaison Officer at the EOC Level is responsible for coordinating with representatives from cooperating and assisting agencies, including the Fresno County OES, and regional, state, and federal agencies assigned to the emergency.

Emergency Operations Plan City of Kingsburg
53 • Safety Officer: An EOC Safety Officer is responsible for monitoring and assessing safety hazards or unsafe situations and for developing measures for ensuring personnel safety.  The Safety officer also monitors emergency operations and advises the Incident Safety Officer/Incident Commander on all matters related to incident health & safety of emergency response personnel.
 The Safety Officer, who may have assistants, has authority to stop and/or prevent unsafe acts or decisions by the Incident Commander or the Director of the Emergency Operations Center during emergency Operations. • Legal: Provides legal advice to the EOC Director in all legal matters related to the incident.

The City’s EOC will be responsible for disseminating the information to all City staff, members of the City Council, and members of the public, as appropriate. The Management Section’s primary responsibilities are to:

Management Section Responsibilities
• Direct the organization of the City’s Emergency
Management System.
• Coordinate the actions of the Emergency Operations Center (EOC) staff.
• Establish operational priorities.
• Ensure development and implementation of strategies to meet the needs of the emergency.

Operations Section
The Operations Section acts as the primary point of contact between the EOC and the Incident Command Post and/or Department Operations Center (DOC). The Operations Section’s primary responsibility is to support the tactical operation of various response elements involved in the incident. Elements can include alert and warning, evacuation, sheltering and infrastructure protection, mass casualty management, etc. • The Fresno County Operational Area and the Fresno County Sheriff’s Office will take the lead alert and warning, working in coordination with the City of Kingsburg. The City is responsible for coordinating with Fresno County Operational Area to ensure the whole community receives culturally relevant communication.

Emergency Operations Plan City of Kingsburg
54 Department coordinators/representatives are assigned to the EOC Operations Coordination Section to receive incoming situations reports, department status, resource requests and field intelligence. Incoming information will be routed to the appropriate EOC sections. The information should be routed back from the EOC to DOC (if used) and field incident command as appropriate. Members/Units of this section include:
• Fire/Rescue/Hazardous Materials/Technical Rescue
• EMS/Medical/Health
• Law Enforcement
 Animal Control
• Public Works
• Construction & Engineering
• Building Inspector
• Mass Care and Shelter
• Utilities
• Coroner
The Operations Section will enhance the capability of the City of Kingsburg to response to emergencies by carrying out support effort for the incident operations based upon the EOC Action Plan. This section’s priorities are:

Operations Section Responsibilities
• Protect life and property.
• Carry out objectives of the EOC Action Plan.
• Ensure Support for Incident Response.
• Cooperate with other sections of the City’s EOC and Fresno County EOC.
• Provide up-to-date information regarding the incident to the Planning Coordination Section (Situation Status).
• Ensure current information is being disseminated accurately and culturally relevant, assist with rumor control.

Emergency Operations Plan City of Kingsburg
55 Planning/Intelligence Section
The Planning/Intelligence Section gathers, analyzes and disseminates information and maintains all documentation, including response efforts and damage reporting. This section’s priorities include:
• Coordinates support activities for incident planning and contingency, long-range, and demobilization plans.
• Develop the local government’s action plans in coordination with other functions within the EOC.

Members/Units of this section include:
• Situational Analysis & Planning
• Damage Assessment
• Documentation
• Technical Specialists
The Planning Section also coordinates After-Action/Improvement Plan with other EOC functions and the Incident Commander.

Planning/Intelligence Section Responsibilities
• Situation Status
• Resource Status
• Documentation
• Damage Assessment
• Recovery/Advanced Planning
• Demobilization
• Technical Specialist
Logistics Section
The Logistics Section is responsible for providing facilities, services, personnel, equipment and materials. This section supports the Field Incident Command and the EOC Operation Coordination Section in the use of personnel, communication services, supplies, and equipment. Members/Units of this section include:
• Transportation Services
Emergency Operations Plan City of Kingsburg
56 • Personnel
• Purchasing & Supply
• Facilities
• Information Services & Communication
• EOC Support
This section is also responsible for technical activities required to maintain the function of operational facilities and processes.

Logistics Section Responsibilities
• Services Branch (Communications, Medical, Food)
• Support Branch (Transportation, Supplies, Facilities) Finance/Administration Section
The Finance/Administration Section is responsible for financial activities and other administrative aspects. This Section supports Command and Operations with administrative issues as well as tracking and processing incident expenses and personnel costs.

Members/Units of this section include:
• Compensation, Claims & Risk Management
• Cost Accounting & Record Keeping
These duties include such issues as contractual and licensure requirements, regulatory compliance, and financial accounting.

Finance/Administration Section Responsibilities
• Cost Recovery
• Time
• Purchasing
• Compensation/Claims
• Cost Analysis
Emergency Operations Plan City of Kingsburg
57 Other Emergency Functions
Other emergency functions may be placed under the five essential functions at the local government level as shown in the figure below. These functions may be clustered in various ways under the five ICS/SEMS functions. Functions that could be organizationally placed under the five SEMS functions:

Figure 18: Local Government Emergency Functions
Local Government Emergency Functions
Functions and Sub elements from MultiHazard Functional Planning Guidelines Other Functions* Communications
Alert & Warning
Situation Analysis & Reporting
Reconnaissance
Damage Assessment
Public Information
Radiological Protection
Fire & Rescue
Law Enforcement & Traffic Control
Medical
Public Health
Coroner
Care & Shelter
Registration & Inquiry
Lodging (shelter)
Feeding
Movement
Rescue
Construction & Engineering
Street/Route Recovery
Structure & Facility Inspection
Debris Removal
Flood Control
Supply/Procurement
Personnel
Transportation
Utilities
Animal Control
Advance Planning
Compensation & Claims
Cost Accounting
Documentation
Demobilization Planning
Facilities Management Food
Management
Fuels Management
Hazardous Materials Control
Information Systems
Liaison
Purchasing
Recovery Planning
Risk Management
Safety
Sanitation
Temporary Housing
Time Recording
Vital Records Control
Water Resources
Welfare Services
*Some of these functions could be
considered sub elements of MHFP
functions.

Emergency Operations Plan City of Kingsburg
58 Lead Agency Roles and Responsibilities
Each City department and supporting agency is tasked with certain operations during emergencies and disasters. Working with the Kingsburg EOC, each department is responsible for planning for their roles.

City Manager’s Office
• Overall emergency management
• Recovery
• Crisis Communication
• City Council Updates
• Legal
Administrative Services
• Financial Management
• Cost Recovery
• Volunteer Management
• Monetary Donations Management
• Logistics and Resource Management
Community Development
• Building Inspections
• Expedited Permit Process for Recovery
Community Services
• Animal Control, Care and Shelter
• Displaced Persons Assistance
Information Technology
• Public Alert and Warning
• GIS Support
• Support of Critical IT Systems
Parks and Recreation
• Care and Shelter Operations
• In-Kind Donations Management
Public Works
• Construction and Engineering
• Infrastructure Restoration
• Traffic Control and Management
• Debris Removal and Management
Kingsburg Fire Department
• Fire Suppression, Structural and
Wildland
• Urban Search and Rescue
• Hazmat Incidents
• Medical Emergencies
Kingsburg Police Department
• Law Enforcement
• Security
• Evacuations
Coroner Operations
• Requests for the county coroner during
disasters are received through the
Fresno County Sheriff’s Dispatch
Center.

Emergency Operations Plan City of Kingsburg
59 Emergency Organization Matrix
The following Emergency Organization Matrix shows the city departmental functional responsibilities for SEMS.

Figure 19: City of Kingsburg Emergency Organization Matrix Department/Agency
Management
Operations
Planning/
Intelligence
Logistics
Finance/
Administration
Recovery
City Manager P S S S S S
Asst. City Manager/Finance Director P S S S P P
City Attorney S S S
City Clerk S S S S S
Building/Code Enforcement S S P
City Engineer S P S P
Fire/EMS P P S S S S
Law Enforcement P P S S S S
Planning S S P S P
Public Works P P S S S S
Human Resources S S S P S S
Community Services S S S P S S
Schools S S S
Volunteer Organizations S S S S
Fresno County Fire Protection District S S S S S S
Fresno County Sheriff/Coroner S S S S S
Central California EMS Agency S S S S S
Fresno County Operational Area S S S S S S
P = Primary S = Support
Additional Support and Planning Organizations
Groups, committees, and organizations identified by the City of Kingsburg participate in ensuring the City’s preparedness to respond to emergencies and disasters.

Emergency Operations Plan City of Kingsburg
60 Community Emergency Response Team (CERT)
The Kingsburg Fire Department Community Emergency Response Team (CERT) prepares and teaches community members to become better prepared for emergencies. The CERT program is a volunteer program that offers a consistent, nationwide approach to volunteer training and organization that professional responders can rely on during disaster situations.

The goal of Kingsburg CERT Program is to promote community risk reduction efforts, support first responders during emergency disaster response and provide community support during disaster recovery. CERT functions include, but are not limited to:
• Major Disaster Operations – (within the limits of CERT Training)  Assist with protective measures before a disaster if prior notification or warning is given.
 Provide assistance at emergency shelters as needed.
 Light Search & Rescue
 Light Fire Suppression
 Logistical Support
 Disaster Medical Operations
 Care and Shelter Operations
 Animal Care and Shelter
 Communications and Coordination
 Documentation
 Damage Assessment
 EOC Staffing
 Community Points of Distribution (POD)
• Non-Disaster Operations
 Training
 Exercises
 Public education & outreach
 Assist partner organization.
 Service and community projects
Emergency Operations Plan City of Kingsburg
61 School and Special Districts
A local government under SEMS includes city, county, school district and special districts.

The Kingsburg Elementary Charter School and the Kingsburg Joint Union High School Districts are the schools and districts within the City of Kingsburg. The school districts should provide a liaison assigned to coordinate and communicate with the Kingsburg EOC. • The districts may be extensively involved in the emergency response by assisting the city and/or other local governments.
• If the special district serves more than one municipality or county unincorporated area, the district should provide a liaison representative to the Fresno County Operational Area EOC to facilitate coordination and communications with all agencies.

Management Advisory Group of Emergency Operations
The role of the Management Advisory Group is to assess the emergency and aid in the development of policy decisions. Members of this group include:
• County Administrative Officer (Director of Emergency Services) • Director of Public Health (Assistant Director of Emergency Services) • Sheriff-Coroner
• Chief Fresno County Fire Protection District
• Director of Internal Services
• Director of Public Works and Planning
• Agricultural Commissioner
Resource Management
Mass Casualty Incidents (MCI)
A mass casualty incident is defined as any occurrence of multiple deaths that overwhelm the normal routine capabilities of the Fire and EMS Systems. Initial response to such an event is a unified command coordination with City of Kingsburg Fire, City of Kingsburg Police, California Highway Patrol, and the Central California Emergency Medical Services Agency (CCEMSA).

Emergency Operations Plan City of Kingsburg
62 The Central California Emergency Medical Services Agency (CCEMSA - Division of the Fresno County Department of Public Health) is the primary agency responsible for triage, treatment and transport for an MCI. Responders shall operate within the multi-casualty incident (MCI) management policies and procedures established by CCEMSA. The disaster policies can be found at: https://www.fresnocountyca.gov/Departments/PublicHealth/Emergency-Services/CCEMSA-Policies-and-Procedures - Disaster Policies 600-699.

These policies provide the necessary information for rapid response, treatment and transport of victims and patients by describing the roles, relationships and responsibilities of responding personnel, dispatch centers and hospitals.

These policies have identified the following considerations:
• EMS dispatch centers for the impacted municipality or county will coordinate the response of appropriate EMS resources for MCIs and manage those resources in a safe and effective manner.
• Identification of an MCI is considered as six (6) or more patients at a single incident or the report of 6 or more victims involved in a single incident before the arrival of public safety or EMS.
• Activation of an MCI response will also occur on incidents involving mass transportation vehicles (bus, train, etc.) and low visibility incidents (fog, dust) that has been historically involved in an MCI response.
• A Pre-Determined Response Plan has been established that includes number of ambulances, field supervisor response for support, EMS Agency response, and the dispatch of a Disaster Medical Support Unit and other medical resources.

Emergency Operations Plan City of Kingsburg
63 Field Treatment Site
A Field Treatment Site is established by the field-level Medical Branch of an incident when there is no capacity at area hospitals or alternative health care facilities to manage the sick and/or injured.
• The Field Treatment Site may also be used as a Casualty Collection Point while waiting for transport or upon receiving patients from another area. • A Casualty Collection Point(s) is a location where patients are gathered for the purpose of transporting them to other areas or receiving them from other areas. Fresno serves as a State designated Casualty Collection Point.  Victims would be received at a Casualty Collection Point where they would be triaged and transported to appropriate facilities.
 A Casualty Collection Point can also be used to evacuate victims and/or patients from areas within the CCEMSA.

Outside Agencies
Outside agencies and resources are available through mutual aid agreements to provide additional medical resources for a disasters. These include:
• Disaster Medical Support Trailer (DMST): Disaster Medical Support Trailers exist in Tulare County. In Tulare County, DMST trailers are located in the City of Dinuba and the City of Tulare. The DMST are equipped with multi-casualty supplies and equipment. These trailers will require a truck that is capable of pulling the trailer to the scene. • Ambulance Strike Team: An Ambulance Strike Team consists of 5 ALS Ambulances and 1 Strike Team Leader in a Disaster Medical Support Unit (DMSU). This team can deploy in the state within a few hours and is self-sufficient in a disaster area for up to 72 hours.

These units provide immediate EMS operational response to disaster situations, with a focus upon transportation but may also work in concert the California Medical Assistance Teams (CAL-MATs) and other state disaster personnel. This team may be used for medical and health support in various settings including first aid sites, shelters, command posts, and Mobile Field Hospitals.

Emergency Operations Plan City of Kingsburg
64 • Medical/Health Operational Area Coordinator (MHOAC): In each operational area the county health officer and the local EMS agency administrator may act jointly as the medical health operational area coordinator (MHOAC). In the event of a local, state or federal declaration of emergency, the MHOAC shall assist the operational area OES coordinator in coordination of medical and health disaster resources within the operational area and be the point of contact in that operational area for coordination with the RDMHS, the CAL OES, the regional office CAL OES, and the State Department of Health Services authority (H&S Code 1791.153).
• California State-Wide Interoperability: The federal, state, regional and county areas have identified specific frequencies that are utilized for communications of law, fire and EMS during emergency events. There are pre-designated channels in each county that can be used at the time of an event. In a large-scale disaster or incidents, a County agency (i.e., Sheriff) will assign the appropriate channels for command, staging and tactical use by responding personnel. All emergency vehicles within each county shall have access to interoperability channels.
• STATUSNET911: An enhanced hospital-to-hospital communications system between all hospitals in the four-county EMS region. StatusNet911 allows interoperability, real time communications, multi-casualty incident management, sharing of critical information, patient distribution assignment, as well as allowing enhanced audio/visual alerting. • CAL-MAT: CAL-MATs are state-coordinated, rapid deployment Teams of health care and support professionals modeled after Federal DMAT teams for use in catastrophic and other local emergency or potential emergency events. CAL-MAT missions will largely be determined by medical response needs as determined by local government. An EMS Branch Director shall request CAL-MAT if the incident requires triage, treatment, and transport of 50 or more patients. • Federal DMAT: A federal DMAT (Disaster Medical Assistance Team) provides emergency medical care and augments local medical capabilities during times of disasters. DMATs response with a team of about 35-50 as a unit to provide medical and health care to disaster victim. A DMAT provides essential medical care at the disaster site, triages and teats victims at casualty collection points, and provides medical care at stating and reception sites.

Emergency Operations Plan City of Kingsburg
65 Fatality Management
The Fresno County Sheriff’s-Coroner’s Office is responsible for coroner and fatality management for a disaster or emergency incident. The Coroner’s Office investigates deaths falling under the guidelines of the California Government Code §27491. A catastrophic mass fatality event is one in which loss of life overwhelms the coroner’s mutual aid system and requires extraordinary support from state, federal and private services. • The State of California Coroners’ Mutual Aid system is utilized by the Fresno County Coroner’s office and remains a valuable organization and process to managing the significant number of disasters with mass casualties within the State of California.

The Disaster Mortuary Operational Response Team (DMORT) is a federally funded team of forensic and mortuary personnel experienced in disaster victim identification and search and recovery. DMORT provides a mobile morgue, victim identification and tracking software, and specific personnel to augment local resources. DMORT is part of the National Disaster Medical System. DMORT can be activated by one of four methods:
• Federal Disaster Declaration: A request by a local official through the State Office of Emergency Services (24-48 hours to activate).
• Aviation Disaster Family Assistance Act: NTSB coordinates with the local Coroner/M.E. authority to access local resources and capabilities and can activate DMORT on the request of the local Coroner/M.E.
• Public Health Act: The U.S. Public Health Service can provide support to a State or locality that cannot provide the necessary response. However, the State or locality must pay for DMORT’s services, including salary, expenses and other costs. • Memorandum of Understanding (MOU) with Federal Agency: A Federal agency may request that DMORT provide disaster victim identification. Under this mechanism, the requesting agency must pay the cost of the DMORT deployment.

The following figure shows the Coroner/Medical Examiner Mutual Aid Quick Reference Guide.

Emergency Operations Plan City of Kingsburg
66 Figure 20: Coroner/Medical Examiner Mutual Aid Quick Reference Guide Mutual Aid Management
The ability of the City of Kingsburg to conduct operations and perform essential services during emergencies may be affected by a lack of available resources. City, county, state and the federal government assist one another by providing voluntary aid and assistance in the form of services and facilities from police, transportation, utilities, public works, communications, medical and health, and fire and EMS agencies. Mutual aid agreements are activated in ascending order from the local government level through the operational area level and regional level, culminating at the state and federal governmental levels.

Emergency Operations Plan City of Kingsburg
67 Local Area Mutual Aid
The local government, including fire, law enforcement, and medical, have memorandums of understanding and agreements for mutual aid assistance from neighboring jurisdictions and counties. Appendix J shows the list of mutual and automatic aid agreements and MOUs.

The City of Kingsburg may request and provide resources to other local government agencies within the same or adjoining operational areas without prior approval or coordination by the Governor’s Office of Emergency Services. However, the City of Kingsburg must notify the operational area mutual aid coordinator(s) to maintain operational area resource inventory status for coordination and prioritization purposes.14 The Operational Area Mutual Aid Coordinator will in turn notify the REOC of significant mutual aid activities.
• The proper processing, authorization and approval of mutual aid requests is necessary to insure the most efficient and effective use of resources and enable maximum cost reimbursement through state and federal public disaster programs.

The following procedures should be used for mutual aid requests:
• EMS mutual aid can be requested through Central Cal EMS Authority. When EMS is dispatched to an incident with 25 or more patients, a Disaster Medical Assistance Team (DMAT) activation is initiated by the County EMS Supervisor. • The City of Kingsburg Police Department requests mutual aid through Fresno County Sherriff’s Dispatch.
• The Kingsburg Fire Department requests mutual aid through Fresno County Fire Protection District Dispatch.
• Mutual aid requests for Fresno County OES may be requested through the County of Fresno Office of Emergency Services.

The responsible local official in whose jurisdiction an incident requiring mutual aid has occurred will remain in charge and retain overall direction of personnel and equipment provided through mutual aid. State agencies will retain operational control of their personnel and equipment while supporting local jurisdictions. State agencies may respond to broad mission objectives identified by local emergency officials. 14 Master Emergency Services Plan for Fresno County 2019.

Emergency Operations Plan City of Kingsburg
68 Operational Area Mutual Aid
During emergencies requests for resources, including medical and health resources, that cannot be obtained locally or through existing agreements are coordinated through a standardized resource ordering procedures in accordance with Fresno County OES and SEMS. Operational Area Mutual Aid Coordinators will receive mutual aid requests, coordinate the provisions of resources from within the Fresno County Operational Area, and pass unfilled requests to the regional area.
• Mutual Aid Coordinators or their designees will be located at the Operational Area EOC once the operational area EOC is activated unless effective coordination and communication can be accomplished through alternative means.

Discipline-specific mutual aid coordinators for the Fresno County Operational Area are:
• The Fresno County Sheriff-Coroner will act as the Fresno County Operational Area Law Enforcement Mutual Aid Coordinator to coordinate law enforcement resources. • The Fresno County Fire Protection District Chief will act as the Fresno County Operational Area Fire Mutual Aid Coordinator to coordinate fire related resources. • The Fresno County EMS Division Manager or designee will act as the Medical Health Operational Area Coordinator (MHOAC) for the coordination of medical and health resources.
• The Fresno County Emergency Manager will act as the Fresno County Operational Area Mutual Aid Coordinator for all other non-discipline specific resources.

Mutual aid requests, except for Fire, Law Enforcement, and Medical/Health, must be approved by the Fresno County Operational Area Emergency Services Director or his/her designed prior to provision of the mutual aid, unless included in existing mutual aid agreements.

Mutual Aid is voluntary and subject to recall or cancellation at any time by the providing agency. No agency may be requested or required to deplete resources in their own jurisdiction. Consider also:
• Mutual aid should not be sent unless authorized through mutual aid agreements or Fresno County Mutual Aid Coordinators or Fresno County OES. • Unsolicited aid may not be needed and may not be reimbursable.

Emergency Operations Plan City of Kingsburg
69 When requesting mutual aid, provide very detailed information including the type of work, staging area, and accommodations for personnel. All resources received or provided will be properly documented on appropriate personnel, equipment and supply use logs in accordance with Fresno County OES reimbursement procedures.

State Level Mutual Aid
The statewide mutual aid system, operating within the framework of the Master Mutual Aid Agreement, allows for the progressive mobilization of resources to and from emergency response agencies, local governments, operational areas, regions, and state with the intent to provide requesting agencies with adequate resources. The Fresno County Operational Area is one of seven operations areas in Mutual Aid Region V, part of the Governor’s Office of Emergency Services Administrative Inland Region.

The mutual aid and administrative regions are shown below.

Figure 21: Mutual Aid and Administration Regions for California Emergency Operations Plan City of Kingsburg
70 When support requirements are not met with State resources, the State will request assistance from federal agencies having statutory authority or under a Presidential Declaration of an Emergency or Major Disaster under the provisions of the Robert T. Stafford Disaster Relief and Emergency Assistance Act.

California Master Mutual Aid Agreement
California’s emergency assistance is based on a statewide mutual aid system designed to ensure that additional resources are provided to the state’s political subdivisions whenever local resources are overwhelmed or inadequate. The basis for this system is the California Disaster and Civil Defense Master Mutual Aid Agreement. Agencies agree to assist each other by providing resources during an emergency. The agreement obligates each agency to provide aid without expectation of reimbursement. Under specific conditions, federal and state monies may be appropriated to reimburse public agencies that aid other jurisdictions.
• If other agreements, memoranda and contracts may affect disaster assistance eligibility.
• This plan promotes the establishment of emergency assistance agreements between public and private sector agencies at all levels.
• California Discipline Specific Mutual Aid Plans work in conjunction with the Master Mutual Aid Agreement.

Emergency Management Assistance Compact (EMAC)
California is a signatory to the interstate EMAC; a congressionally ratified organization that provides form, structure, and procedures for rendering emergency assistance between states. EMAC is a nationally recognized state-to-state mutual aid compact that facilitates the sharing of resources across state lines during times of emergency or disaster. When the governor declares a state of emergency, the use of EMAC allows an impacted state to request and receive assistance from other member states quickly and efficiently.

Public Health and Medical Resources
The California Public Health and Medical Emergency Operations Manual (EOM) outlines how the State of California should prepare for and respond to a public health and medical impact. The goal is to strengthen coordination within the Public Health and Medical System during unusual events and emergencies that have public health or medical impact.

Emergency Operations Plan City of Kingsburg
71 Demobilization
The Director of Emergency Services or other designated staff will continually assess disaster response and coordination activities, and the continued restoration of community services to normal, pre-disaster conditions. The Emergency Services Director will consult with Command Staff and Emergency Services Chiefs (Fire & Law Enforcement) to determine the appropriate time to reduce EOC functions and/or deactivate the EOC.

Demobilization is a functional unit within the Planning Section responsible for assuring orderly, safe and efficient demobilization of incident or EOC assigned resources.

Demobilization or out-processing of personnel and equipment may be conducted at a mobilization center, local staging, or the Kingsburg EOC.

Emergency Operations Plan City of Kingsburg
72 DIRECTION, CONTROL, AND COORDINATION
The City Emergency Operations Plan provides structure, based upon SEMS and NIMS, for implementing city-level policy and operational coordination and support for response to disasters and large-scale incidents providing a flexible, adaptable and expandable response organization to address all hazards of varying magnitude and complexity.

All incidents will be managed at the lowest possible level. An EOC is activated specifically to support field operations and ensure continuity of government when an incident threatens government services or requires additional resources beyond the city or jurisdiction.
• Communications between field response, DOCs and the City’s EOC are established when the EOC is activated.
• The City’s EOC will establish communications with the Operational Area EOC and the Operational Area EOC will communicate with the state through the Regional Emergency Operations Center.

Activation of a State of Emergency
The City of Kingsburg City Ordinance, outlined in Title 2 Administration and Personnel, Chapter 2.40.010 to 2.40.100 under the Emergency Services section, aligns with the provisions set forth in the California Government Code (Govt. Code). The ordinance covers the following aspects:
• Planning and execution of plans designed to safeguard individuals and property within the City of Kingsburg in the event of an emergency.
• Oversight of the emergency organization.
• Coordination of the emergency functions of the city with all other public agencies, corporations, organizations, and affected private persons.

In the event of an emergency that surpasses available resources or demands the implementation of extraordinary powers, the issuance of a proclamation or declaration of emergency may become necessary to effectively address the situation. A quick reference guide for local governments is provided by CalOES, accessible at: CalOES Proclamation Guide 2022.

Emergency Operations Plan City of Kingsburg
73 Definition of Local Emergency
A Local Emergency means, “[T]he duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within the territorial limits of the City of Kingsburg caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, drought, cyberterrorism, sudden and severe energy shortage, plant or animal infestation or disease, the Governor’s warning of an earthquake or volcanic prediction, or an earthquake, or other conditions, other than conditions resulting from a labor controversy, which are or are likely to be beyond the control of the services, personnel, equipment, and facilities of that political subdivision and require the combined forces of other political subdivisions to combat.” (California Government Code (Govt. Code) section 8558(c)).

City of Kingsburg and California State of Emergency
Article II of the City of Kingsburg, specifically Section 2.13 addressing Emergency Ordinances, aligns with relevant sections of the State of California Government Code, Sections 8625 and 8635. The key provisions are as follows:
• Authorizes the promulgation of order and regulations necessary to protect life and property, including measures such as special purchasing or emergency contracting. • Describes the circumstances that may warrant the declaration of a State of Emergency and/or issuance of an Executive Order.
• Provides support for actions such as seeking Director’s Concurrence, securing a Governor’s Proclamation of a State of Emergency, issuing Executive Orders, accessing funds under the California Disaster Assistance Act (CDAA) funding, and pursuing a Presidential Declaration of an Emergency or Major Disaster. • Clarifies that a local emergency proclamation and/or Governor’s proclamation is not obligatory for accessing mutual aid assistance, American Red Cross aid, assistance from the federal Fire Management Assistance Grant Program, or participating in disaster loan programs designated by the U.S. Small Business Administration or the U.S.

Department of Agriculture.15
15 Cal OES: General Information about Local Emergency Proclamations. https://www.caloes.ca.gov/wpcontent/uploads/2022/11/Cal-OES-Proclamation-Guide-2022-4.pdf.

Emergency Operations Plan City of Kingsburg
74 Fresno County—State of Emergency
The Fresno County Office of Emergency Services is designated as the operational area lead agency. According to the Fresno County Master Emergency Services Plan (2017), the Operational Area shall be activated under the following conditions:
• A local government within the operational area has activated its EOC and requested activation of the operational area EOC to support their emergency operations. • Two or more cities within the operational area have proclaimed a local emergency. • The county and one or more cities have proclaimed a local emergency. • A city, city and county, or county has requested a governor’s proclamation of a state of emergency, as defined in the Government Code Section 8558(b). • A state of emergency is proclaimed by the governor for the county or two or more cities within the operational area.
• The operational area is requesting resources form outside its boundaries. This does not include resources used in normal day-to-day operations that are obtained through existing mutual aid agreements.
• The operational area has received resource request from outside its boundaries. This does not include resources used in normal day-to-day operations, which are obtained through exiting mutual aid agreements.

The Fresno County Office of Emergency Services, Fresno County Sheriff-Coroner’s Office, or the activated Fresno County Operational Area EOC staff will, after evaluation of a warning or alert, notify appropriate agencies, the media, and the public.

Deadlines for emergency proclamation:

Emergency proclamation deadlines are outlined as follows:
• Issuance: The proclamation must be issued within 10 days after the occurrence of a disaster if assistance will be requested through California Disaster Assistance Act (CDAA) as per Government Code section 8685.2.
• Ratification: If the proclamation is issued by an official designated by ordinance, it must be ratified by governing body within 7 days, in accordance with Government Code section 8630 (b).
• Renewal: The governing body is required to review the proclamation at least once every 60 days until it is terminated, as specified in Government Code section 8630(c).

Emergency Operations Plan City of Kingsburg
75 • Termination: The proclamation should be terminated at the earliest possible data that conditions warrant, as stated in Government Code section 8630(d).

Notification Process
Consistent with the Standardized Emergency Management System (SEMS) Government Code section 8607 the notification process is delineated as follows:
• Local governments are required to promptly notify the Operational Area (OA) and furnish a copy of the local emergency proclamation.
• The OA is responsible for notifying Cal OES and submitting a signed copy of the proclamation as expeditiously as possible.
• The Cal OES Region will facilitate communication, ensuring notification to the Cal OES Director and Deputy Directors. This region serves as the primary point of contact between the Cal OES Director, OA, and the local jurisdiction, providing updates on any requests for assistance.
• The Cal OES Director will furnish written responses to the local government regarding the status of any requests for assistance specified in the local proclamation or accompanying letter.

The next figure is a Sample Proclamation.

Figure 22: Sample Proclamation
WHEREAS, Ordinance No. _________ of the City of Kingsburg empowers the Director of Emergency Services to proclaim the existence or threatened existence of a local emergency when said City of Kingsburg is affected or likely to be affected by a public calamity and the City Council is not in session, and;
WHEREAS, the Director of Emergency Services of the City of Kingsburg does hereby find; that conditions of extreme peril to the safety of persons and property have arisen within said City of Kingsburg, 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 of Kingsburg, and; That the City Council of the City of Kingsburg is not in session and cannot immediately be called into session;
Emergency Operations Plan City of Kingsburg
76 NOW, THEREFORE, IT IS HEREBY PROCLAIMED that a local emergency now exists throughout said City of Kingsburg, 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 7 days after issuance unless confirmed and ratified by the governing body of the City of Kingsburg.

Dated: _____________________________________By: ______________________________________ Director of Emergency Services*
Print Name: ____________________________
Address: _______________________________
*Insert appropriate title and governing body
Note: Local governments should provide a description of the local efforts and identification of the specific type and extent of state of emergency assistance needed.

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.

This example is not intended to be a legal opinion on the emergency proclamation process and related programs under federal, state, and local law. Local governments should consult their own legal counsel considering proclaiming a local state of emergency.

Levels of Disaster Assistance
Director’s Concurrence
CDAA authorizes the Cal OES Director, at his or her discretion, to provide financial assistance to repair and restore damaged public facilities and infrastructure.

Deadline: Cal OES must receive a request from local government within 10 days after the actual occurrence of a disaster (Govt. Code section 8685.2).

Supporting Information: Local Emergency Proclamation, Initial Damage Estimate (IDE) prepared in “Cal EOC,” and a request from the City’s Mayor or Administrative Officer, or County Board of Supervisors.

Emergency Operations Plan City of Kingsburg
77 Governor’s Proclamation of State of Emergency
Provides the Governor with powers authorized by the California Emergency Services Act; may authorize the Cal OES Director to provide financial relief under the California Disaster Assistance Act for emergency actions, restoration of public facilities and infrastructure, and hazard mitigation; prerequisite when requesting federal declaration of a major disaster or emergency.

Deadline: Cal OES must receive a request from local government within 10 days after the actual occurrence of a disaster (Govt. Code section 8685.2).

Supporting Information: Local Emergency Proclamation, IDE prepared in “Cal EOC,” and a request from the City Mayor or Administrative Officer, or County Board of Supervisors.

Presidential Declaration of an Emergency
Supports response activities of the federal, state, and local government; authorizes federal agencies to provide “essential” assistance including debris removal, temporary housing and the distribution of medicine, food, and other consumable supplies.

Deadline: Governor must request on behalf of local government within 5 days after the need for federal emergency assistance becomes apparent, but no longer than 30 days after the occurrence of the incident. (Title 44 of the Code of Federal Regulations (44 CFR) section 206.35 (a)).

Supporting Information: All of the supporting information required above and a Governor’s Proclamation, certification by the Governor that the effective response is beyond the capability of the state, confirmation that the Governor has executed the state’s emergency plan, information describing the state and local efforts, and identification of the specific type and extent of federal emergency assistance needed.

Presidential Declaration of a Major Disaster
Supports response and recovery activities of the federal, state, and local government and disaster relief organizations; authorizes implementation of some or all federal recovery programs including public assistance, individual assistance and hazard mitigation.

Deadline: Governor must request federal declaration of a major disaster within 30 days of the occurrence of the incident (44 CFR section 206.36(a)).

Supporting Information: All of the supporting information required above, a Governor’s Proclamation, certification by the Governor that the effective response is beyond the capability of the state, confirmation that the Governor has executed the state’s emergency plan, and identification of the specific type and extent of federal aid required.

Emergency Operations Plan City of Kingsburg
78 Powers and Duties of Director of Emergency Services
City of Kingsburg Article II – Mayor and City Council, Section 2.13 – Emergency Ordinances empowers the Director of Emergency Services to:
• Request the City Council to proclaim the existence or threatened existence of a “local emergency” if the City Council is not in session.
• Request activation of the Fresno County OES EOC to support emergency operations, if necessary.
• 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. • Control and direct the effort of the emergency organization of the City of Kingsburg.  Direct cooperation between the coordination of services and staff of the emergency organization and resolve questions of authority and responsibility that may arise.
• Represent the City of Kingsburg in all dealings with public or private agencies on matters pertaining to emergencies.
 Promulgate, issue, or suspend orders and regulations on matters reasonably related to the protection of life and property as affected by the emergency (i.e., orders and regulations imposing a curfew within designated boundaries).  Exercise full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans, or agreements.  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, if required, immediately commandeer the same for public use.  Require emergency services of any city officer or employee and, in the event of the “state of emergency” proclamation in Fresno County or the existence of a “state of war emergency,” to command the aid of as many residents of this community as the Director deems necessary to execute duties.
 Requisition necessary personnel or material of any city department or agency.  Execute all ordinary powers, all special powers conferred upon by the City of Kingsburg, resolution or the adopted emergency plan, all powers given by any statute, city council approved agreement or by any other lawful authority. • Conduct emergency operations without incurring legal liability for performance or failure of performance (see Article 17 of the California Emergency Services Act for privileges/immunities).

Emergency Operations Plan City of Kingsburg
79 The next figure shows the SEMS Minimum Activation Requirements based on the situation identified in the SEMS Regulations.

Figure 23: SEMS Minimum Activation Requirements16
Situation Identified in SEMS
Regulations
SEMS Levels:

Field
Response
Local
Government
Operational
Area Regional State
Incident involving two or more
emergency response agencies
§2405 (a),(b)
Use ICS
Local emergency declared or
proclaimed* §2407 (a)(2) Use SEMS
Local government EOC activated
§2407 (a)(1) Use SEMS
Local government activates EOC
and requests OA EOC activation
§2407 (a)(1)
Use SEMS Activate EOC Activate
EOC
Activate
EOC
Two or more cities within an OA
declare or proclaim a local
emergency §2409(f)(2)
Activate EOC Activate
EOC
Activate
EOC
County and one or more cities
declare or proclaim a local
emergency §2409(f)(3)
Activate EOC Activate
EOC
Activate
EOC
City, city and county, or county
requests Governor’s state of
emergency proclamation
§2409(f)(4)
Activate EOC Activate
EOC
Activate
EOC
Governor proclaims a state of
emergency for county or two or
more cities §2409(f)(5)
Activate EOC Activate
EOC
Activate
EOC
OA requests resources from outside
its boundaries **§2409(f)(6) Activate EOC Activate EOC
Activate
EOC
OA receives resource requests from
outside its boundaries**§2409(f)(7) Activate EOC Activate EOC Activate
EOC
An OA EOC is activated §2411(a) Activate
EOC
Activate
EOC
A regional EOC is activated
§2413(a)(1)
Activate
EOC
Governor proclaims a state of
emergency §2413(a)(2)
Activate
EOC
Governor proclaims an earthquake
or volcanic prediction §2413(a)(3)
Activate
EOC
 *The EOC is usually activated, but in some circumstances, such as agricultural emergencies or drought, a local emergency may be declared or proclaimed without the need for EOC activation.  **Does not apply to requests for resources used in normal day-to-day operations which are obtained through existing mutual aid agreements providing for the exchange of furnishing of certain types of facilities and services as provided for under the Master Mutual Aid Agreement.
 §Indicates sections in the California Code of Regulations, Title 19, Division 2, Chapter 1 (SEMS). 16 https://www.caloes.ca.gov/wp-content/uploads/Preparedness/Documents/Standardized-EmergencyManagement-System_Part1.pdf.

Emergency Operations Plan City of Kingsburg
80 Activation Levels
The magnitude of the emergency will direct the City of Kingsburg’s response and emergency operations center (EOC) activation levels. Response levels are used to describe the type of event, extent of coordination or assistance needed, and degree of participation from city departments. There are three levels of activation (Level 1, 2, and 3) based on the need for evacuations and resources:

Level 1 Activation
A Level 1 emergency activation is considered an incident that can be adequately mitigated using available first responders and resources from the local government or within the affected Operational Area or by accessing resources from other Operational Areas through existing agreements (including day-to-day agreements, memoranda of understanding (MOUs), or other emergency assistance agreements). Level 1 activation may require emergency system activation, including activation of local government and operational area DOCs and EOCs within the Operational Area.

Level 2 Activation
A Level 2 emergency activation requires resources from other Operational Areas within the Mutual Aid Region beyond those available through existing agreements (MOUs or other emergency assistance agreements). Resources from the local government or Operational Area are not adequate to mitigate the incident. During a Level 2 emergency activation ALL resource requests should be coordinated by the Medical Health Operational Area Coordination (MHOAC) Program through the Fresno County Operational Area.

Level 2 emergency activation shall require emergency system activation, including activation of local government and operational area DOCs and EOCs within the Operational Area and Mutual Aid Region.

Key management personnel from the involved department will co-locate to the designated Kingsburg EOC to provide jurisdiction coordination. The EOC may be partially of fully activated based on severity of the situation.

Emergency Operations Plan City of Kingsburg
81 Level 3 Activation
During a Level 3 emergency activation, the local or regional disaster(s) in or near the impacted area is overwhelmed and extensive county, state and/or federal resources are required. The current and expected demands for resources exceeds the response capabilities of the local government, operational area, and/or mutual aid region. Requests for resources shall continue to be coordinated by the MHOAC Program within the affected Operational Area(s).

Level 3 emergency activation shall require emergency system activation, including activation of local government and operational area DOCs and EOCs within the Operational Area, Mutual Aid Region, and State.

The overall response and early recovery activities will be managed from the Kingsburg EOC. If there is a clear need for significant out-of-region resources, or if communication with the affected area(s) is not available, State and/or federal government response agencies may begin mobilizing and pre-positioning resources while awaiting local requests.

Figure 24: City of Kingsburg EOC Activation Guide
Event/Situation Minimum Staffing
Level 1 System Activation
- Severe Weather Advisory
- Small incidents – 2 or more incidents in Kingsburg
- Earthquake Advisory
- Flood Watch
- Activation of the EOC for other reasons
- Resources are requested from mutual aid system outside the city limits
EOC Director
Planning Section Coordinator
Logistics Coordinator
Representatives of responding
departments
Level 2 System Activation
- Moderate Earthquake
- Major wildfire affecting Kingsburg
- Major wind or rainstorm
- Moderate incident – 3 or more incident in Kingsburg
- Imminent Earthquake Alert
- Local emergency declared or proclaimed by City of
Kingsburg and/or Fresno County
- City of Kingsburg or Fresno County requests a governor’s proclamation of a state of emergency
- A state of emergency is proclaimed by the governor for the City of Kingsburg and surrounding counties
- Resources are requested from more than one mutual aid system outside the city limits
EOC Director
All Section Coordinators
Branches and Units as
appropriate to situation
Agency Representatives as
appropriate
Level 3 System Activation
- Major county-wide or regional emergency
- Multiple departments with heavy resource involvement
- Major earthquake
All EOC Positions
The City of Kingsburg and Fresno County Operational Area shall work together to develop consistent activation criteria and levels for hazards that are common to the operational area.

Emergency Operations Plan City of Kingsburg
82 The following flow chart shows each level of activation and response for the City of Kingsburg.

Emergency Operations Plan City of Kingsburg
83 Figure 25: Emergency Activation & Response Flow Chart Emergency/Disaster Occurs
Disaster Warning and Alerts
Issued
Situation of Unusual Scope or Magnitude Recognized. City Manager and other Emergency Management Personnel Notified. Emergency /Disaster evaluated for potential to require emergency activation.

Level 1, 2 or
3 Activation
Level I Level 2 Level 3
Emergency Operations
Center Activated as a
Support Component to
Incident Command
Local Resources
and MAAs
Adequate to
Effectively Respond
& Situation
Area Back to Normal
“State of
Emergency”
Terminated by
Elected Officials
Area Back to Normal
Local Resources
Inadequate or
Exhausted
Request “State of Emergency”
Declaration by Governor
Emergency Management Assess
Situation Appropriate Response
Provided
“State of
Emergency”
Terminated by
Elected Officials
Area Back to Normal
Emergency Operations Plan City of Kingsburg
84 Activate (Emergency Operations Center) with Fresno County The Fresno County Board of Supervisors established the geographic area of the County of Fresno as the Fresno County Operational Area (Op Area) and designated Fresno County as the Operational Area lead agency.

The Fresno County Office of Emergency Services (OES) maintains the Fresno County Operational Area Master Plan. In this role, Fresno County OES maintains ongoing communication with local government agencies, state and federal agencies, and various non-governmental organizations which enhances capabilities to respond and recover from disasters. The 15 incorporated cities in Fresno County maintain an Office of Emergency Services function and can coordinate a interact with Fresno County OES regarding disaster preparedness, response, and recovery activities.

The Fresno County Office of Emergency Services (OES) is located within the Department of Public Health and coordinates planning, preparedness, response and recovery efforts for disasters.

Fresno County OES
1221 Fulton Street, Fifth Floor
P.O. Box 11867
Fresno, California 93775-1867
Phone: (559) 600-4065
Emergency Line After Business Hours: (559) 600-4055
Email: [email protected]
Public Protective Actions
Public protection actions such as Shelter-In-Place, Evacuation, Isolation, and even Quarantine are highly complex but absolutely vital responsibilities of government and emergency response agencies during emergencies/disasters. A rapid and effective determination of appropriate public protective action must be issued that determines appropriate authority, protective action measures, and decision-making process. The decision to evacuate shall be coordinated jointly between Fire, Police, and the City Manager.

Methods for Protecting the Public
Methods for protecting the population may vary depending on the hazard, however, major emergencies/disasters should consider the following categories:

Emergency Operations Plan City of Kingsburg
85 Shelter-In-Place
Shelter-In-Place is the process for securing people in homes, businesses, or pre-designated safe areas from a threat or actual hazard. Examples include sealing a home from the effects of hazardous materials or locking down a school due to a criminal threat. Studies have shown that it is often the safest and most convenient of protective actions due to the inherent nature of requiring few resources, danger to responders and affected residents, etc.

Evacuation
The city participates in the Active Transportation Plan with the regional Council of Governments (“COG”). Emergency evacuation is the immediate and rapid movement of people away from a threat or actual occurrence of a hazard. • Evacuation is preferred for hazards that pose such a hazardous threat that existing shelter in the area will not provide adequate protection or will threaten the lives of residents and animals.

The decision to evacuate should be made jointly, between agencies (Fire, Police, etc.) from Fresno County and the City of Kingsburg.
• The Fresno County Sheriff-Coroner’s Office carries out evacuation orders and notifies the public regarding evacuation warnings and orders.
• The Sheriff’s Department will notify the Fresno County Operational Area Office of Emergency Services (OES) regarding evacuations and the need for providing a shelter for evacuees. The Sheriff’s Department will provide OES with estimates of the number of persons being evacuated, as well as any available information concerning animals and transportation needs. County OES will assist the Sheriff’s Department in identifying additional resources needed to accomplish the evacuations.  The County Office of Emergency Services (OES), in coordination with the County Department of Social Services Emergency Response Team, the Central Valley Chapter of the American Red Cross (ARC), Fire Department and the Sheriff’s Department will select the appropriate location and facilities to set up a human shelter. Authorization and access to set up the shelter will be obtained from the owner.

Emergency Operations Plan City of Kingsburg
86 There are four types of evacuation:
• Limited – A small group of people from a small area
• Mass – Entire City, Suburb, or Region from a large area • Spontaneous – Orders not necessary; danger obvious
• Forced – Governmental authority invoked to move people from threatened areas.

Specific evacuation requirements will vary with each situation. Under ideal circumstances, there will be enough time to broadcast the required evacuation information and routes through the Emergency Alert System and other communication means. The evacuation warning should include the following:
• Type of Evacuation (voluntary or mandatory)
• Best available route(s) out of the area or City
• Location of the evacuation center(s) and/or shelter(s) • Anticipated duration of the emergency
• Time remaining before the situation becomes critical
Once the decision is made for evacuations the following steps should be taken:
• Issue and communicate warnings/alerts to government agencies and the public. • Establish and respond personnel to open shelters and provide monitoring capabilities.

Shelters will be opened under the authorization of the American Red Cross and Fresno County OES. Fire Department CERT members or volunteers may be called upon to assist with monitoring shelter(s).
• Communicate shelter openings and traffic control procedures to agencies and the public.
 The City of Kingsburg Police department and the Fresno County Sheriff-Coroner’s Office coordinates the evacuation of the public as well as animals and livestock from hazardous areas during an emergency or disaster.

Isolation
Isolation refers to measures taken to prevent the spread of contagious diseases by restricting the interaction of the population and prevent the spread of illness. Primary uses include the restriction of large community gatherings during time of pandemics to prevent further spread.

Emergency Operations Plan City of Kingsburg
87 Quarantine
Quarantine is the restriction of activities of limitation of movement of persons exposed to a communicable disease in such a manner as to prevent effective contact, and thus disease spread, to the unexposed population. Examples include restricting contagious individuals to remain in their homes to prevent further spread of disease. Quarantine is utilized when health officials have determined a disease of high potential to reach pandemic level.

Travel Restrictions
Travel Restrictions is the restriction of citizen travel on designated roads as to limit traffic during hazardous conditions or control traffic patterns during emergencies. Primary uses have included restricting travel on county roadways during extreme ice/snowstorms or restricting resident vehicles from inside affected hazard areas.

Executive Directives
Executive Directives refers to measures taken to lessen widespread damage, injury, or loss of life or property during emergencies. Primary uses include suspending or limiting the sale, dispensing or transportation of alcoholic beverages, firearms, explosives, and combustibles, issuing a curfew, and issuing a burn ban.

Shelter Management
City of Kingsburg shall coordinate with the Fresno County OES to open shelters. Shelters openings will be announced to the public through the Emergency Alert System and other media outlets.

Fresno County has historically used public junior high (intermediate) schools and high school facilities throughout the County and the City of Kingsburg as the primary resource for public shelters during disasters. The State Education Code (Section 32282) requires school districts to “grant use of school buildings, grounds and equipment to public agencies, including the American Red Cross, for mass care and welfare shelters during disasters.”
Therefore, high school and junior high school facilities will be utilized as disaster shelters in limited disaster events when relatively small populations are evacuated, and these facilities are located in the vicinity of the affected disaster area. Due to a number of requirements for establishing a shelter, not every location that has been pre-identified as a potential shelter site will be opened.

Emergency Operations Plan City of Kingsburg
88 City of Kingsburg may evacuate people to other shelters to include county fairgrounds, community centers, community colleges, auditoriums, armories, churches, and some commercial and industrial buildings. These structures may be selected for shelters by the City and/or County for large, evacuated populations and when junior high and high schools are not available.
• In the event of an earthquake or other similar disaster, no shelter will be opened until the City Building Inspector certifies the structure is sound.

The American Red Cross of Central California will provide shelter management for County area shelters within the City of Kingsburg. All shelters operated for the County in the City of Kingsburg under Red Cross supervision are considered American Red Cross shelters. City staff, CERT members, and designated volunteers can work with Fresno County to assist the Red Cross with shelter management and in providing social services, nursing, mental, and medical/public health services at the shelters.

Fresno County and the American Red Cross have pre-identified potential shelter sites.

Shelters are compliant with American with Disabilities (ADA) requirements, including showers and bathrooms.
• If a person with functional needs requires a caretaker, that caretaker will be required to stay with the person in the shelter to accommodate the person’s needs. • Service animals will be allowed to stay in the shelter. • The City will assist people with sheltering pets per the Pets Evacuation and Transportation Standards Act of 2006. See the Animal Care Annex for further information.

Emergency Operations Plan City of Kingsburg
89 The following figure shows a list of cooling stations and shelters available.

Figure 26: City of Kingsburg Shelter Sites
Shelter Name Address Type of Uses Phone Generator
Back-Up
Kingsburg Senior Center 1450 Ellis Street Cooling Center (559) 897- 3013
City Hall Council
Chambers
1401 Draper
Street Cooling Center (559) 897-5821
Kingsburg High School 1900 18th Avenue Shelter (559) 897- 5156
Grace Church of the
Valley
1101 Marion
Street Cooling Center (559) 897-8788
Ronald W. Reagan Middle
School
1180 Diane
Avenue Shelter (559) 897-6986
Rayford Johnson Middle
School
1300 Stroude
Avenue Shelter (559) 897-1091
Kingsburg Fire Department
- Station 2
1880 S. Bethel
Avenue Cooling Center (559) 897-5457 Yes
Crandell Swim Complex 1900 18th Avenue Cooling Center (559) 897- 0305
Hours:
12:00 pm –
4:00 pm
Social Services Evaluation
Fresno County will evaluate the entire shelter population through the County Department of Social Services to determine the needs or concerns of each individual and family. Any resources that are needed will be obtained by the City of Kingsburg, Fresno County or requested from local agencies that provide the necessary resources. Social Services may utilize individuals from local agencies who have received Functional Assessment Service Team (FAST) training to assist with assessment of the needs of the shelter population.

Emergency Operations Plan City of Kingsburg
90 Animal Evacuation, Sheltering, and Care
Large-scale disasters in the State of California have raised awareness of the needs of animals in disasters and planning for meeting those needs. State and local governments realize that planning the evacuation, sheltering, and rescue of companion pets, livestock, equine and wildlife is needed. People are more likely to evacuate their homes and enter a human shelter if they know their pets will be cared for during and after a disaster.

The City of Kingsburg will follow the Fresno County Operational Area Master Emergency Services Plan – Animal Evacuation and Shelter Plan Element17 for guidance for the care and sheltering of animals during a major disaster. The Fresno County annex provides a resource list and guidance for the evacuation, sheltering and rescue of companion pets, livestock, equine and wildlife during a major disaster.

The County Operational Area shelter plan is developed to:
• Organize a coordinated multi-agency effort to mitigate against, prepare for, respond to, and recover from any emergency affecting the health and safety of animals in Fresno County.
• Initiate the activation, coordination and set-up of an emergency animal shelter consistent with the Standard Emergency Management System (SEMS) and the National Incident Management System (NIMS) including shelter location, resources and staffing needs.
• Identify key players and resources that will be used for evacuation or sheltering animals during a disaster.
• Provide for the management of animal control services, disaster animal responders, animal evacuation and sheltering activities, volunteers and resources during a disaster through City of Kingsburg and Fresno County resources and services. • Establish a resource list for animal evacuation, sheltering and rescue operations (Appendix C of this EOP).
17 Found online at
https://www.cdfa.ca.gov/AHFSS/Animal_Health/eprs/docs/animal_annexes/Fresno_County_OA_Ani mal_Evacuation_and_Sheltering_Plan.pdf.

Emergency Operations Plan City of Kingsburg
91 Operations
Disasters that require the rescue, evacuation, sheltering and care of animals will be handled by the resources within the City of Kingsburg first as local government will be the first contact for residents. The City of Kingsburg Local may request additional resources through the Fresno County Operational Area EOC.

Under the Fresno County Plan, the following procedures will be established for an emergency animal shelter:
• Once a human shelter is set up by the City of Kingsburg, Fresno County Operational Area/OES, and the American Red Cross during a disaster, there may be a need for an emergency animal shelter.
 Emergency animal shelters that are co-located to human shelters are a guiding principle and goal for emergency animal shelter planning. By keeping the emergency animal shelter located in close proximity to the Red Cross shelter, it will enable the pet owners to visit and help care for their pets. • The Fresno County Fairgrounds serves as a large animal shelter and a small animal shelter during emergencies.
• The goal of an emergency animal shelter is to:
 Provide for care, control and safety of animals during a disaster.  Minimize animal suffering, loss of life and potential disability ensuring a timely and coordinated assistance.
 Provide for the care of animals that are brought to emergency animal shelters during a disaster.
 Provide a reunification system for returning animals to owners after a disaster.  Allow service animals in human shelters.
 Allow pet owners to interact with their animals and care for them.

Emergency Operations Plan City of Kingsburg
92 Figure 27: Animal Care and Shelter Communications Flow and Response Chart Incident Commander
Law Enforcement or Fire
Make decision to evacuate.

Notifies Sheriff to initiate evacuations.

Sheriff’s Office
Notifies affected residents.

Sets up controlled entry points.

Notifies OES to initiate shelter.

Reports estimated shelter needs to OES.
(Number of people, special needs, location,
transportation, animals, etc.)
County OES
Coordinates human shelter and
transportation selection and authorization
with Fire, SO, and ARC.

Contacts human shelter landlord to arrange
for use of facilities.

Notifies Environmental Health staff to
evaluate needs for sheltering animals.

Environmental Health Staff Inspects human shelter to determine if animal care is needed.

Notifies County OES regarding any needs for
animal care
Animal Services Group
Supervisor
Serves as County liaison for animal care and
shelter.

Contacts Central California Animal Disaster
Teams, FCAC, and/or CCSPCA, to initiate the
activation of an emergency animal shelter.

Contacts shelter landlord to provide location
for the emergency animal shelter.

Central CA Animal
Disaster Team, and/or
FCAC, and/or CCSPCA
Provides care and emergency shelter for animals.

Activates, operates, and manages emergency animal
shelter(s).

Coordinate and manages local, regional, and/or
national animal disaster response organizations.

Emergency Operations Plan City of Kingsburg
93 Access and Functional Needs (AFN) Management
FEMA requires equal access for persons with disabilities and others with access or functional needs (AFN) before, during, and after disasters and to integrate them into all aspects of emergency planning, response and recovery. As part of the Plan, Kingsburg will comply with the American with Disabilities Act (ADA) in emergency- and disaster-related programs, services, and activities in all 5 phases of emergency management. The City will not discriminate on the grounds of race, color, religion, nationality, sex, age, handicap, language or economic status in the execution of disaster preparedness or disaster relief and assistance functions.

Resources for AFN Management
The City will use local resources to every extent possible before requesting outside assistance through the Mutual Aid System and the County’s Operational Area. Fresno County OES has emergency plans and procedures for sheltering the general population including the access and functional needs population with the assistance of local community organizations. Other general considerations include:
• Collaboration and partnerships with functional needs stakeholders (e.g., community and faith-based organizations and other non-profit organizations) will build community resource capacity for preparedness, response, recovery and mitigation. • Community resources such as interpreters, health care personnel and housing managers will provide assistance to members of the access and functional needs community and emergency response personnel who require their assistance. • Local health care organizations will play a major role in AFN services during a disaster in coordination with the efforts of the Fresno County Operational Area. • Mutual-Aid Agreements and Memorandums of Understanding (MOA/MOU) with agencies, organizations and neighboring jurisdictions may provide additional emergency capacity resources.
• Some members of the access and functional needs community may be evacuated without; or separated from the durable medical supplies and specialized equipment they need (i.e., wheelchairs, walkers, telephones, etc.) for life activities. Every reasonable effort should be made by emergency managers and shelter providers to ensure these durable medical supplies are made available or made accessible to community members.
• The City of Kingsburg responds to sheltering needs by declaring an emergency and activating its emergency operations plan.

Emergency Operations Plan City of Kingsburg
94 • Federal resources will be available through the California Department of Social Services to support sheltering requirements if Local and County resources are inadequate to meet the need.
• The AFN evacuee population will need additional assistance for alert and warning, transportation and evacuation, and care and sheltering. Planning notification and warning procedures will be developed for individuals with limited access and functional needs for the following:
 Evacuation considerations
 Emergency transportation issues
 Sheltering requirements
 Accessibility to medications, refrigeration, and back-up power  Accessibility for mobility devices or service animals while in transit or at shelters  Accessibility to emergency information
Alert and Warning/Public Information
Effective communication from government entities during disasters and emergencies includes provisions for auxiliary aids and services. First responders, emergency and shelter personnel should continually assess affected individuals to assure communication avenues are effective and then make all reasonable efforts to provide those resources. Input from those persons needing communication aids will help identify the type of resources needed and any available alternatives that could be used.

Disaster Response Interpreter (DRI)
California’s Office of Access and Functional Needs (OAFN) Disaster Response Interpreter (DRI) program certifies ASL interpreters to provide services at shelters, town halls, press conferences and community events during emergencies and to standardize the practice of having on-screen interpreting at all statewide press forums.

Notification
Many traditional emergency notification methods are not accessible to or usable by people with access and functional needs. A combination of methods may be more reliable and effective than one method alone. Warning methods should be developed to ensure that all residents will have the information necessary to make sound decisions and take appropriate, responsible action.

Emergency Operations Plan City of Kingsburg
95 Evacuation
When local evacuations become necessary, considerations for the whole community include accessible transportation options, medical needs and keeping individuals connected with their families, personal care providers, essential equipment & technologies and service animals.

Individuals with disabilities face a variety of challenges during evacuations. Kingsburg has adopted policies to ensure evacuation plans enable people with disabilities can safely selfevacuate or can be evacuated by others. • People with a mobility disability may need assistance leaving their home or a building if the elevator is inoperable.
• Blind individuals or those with limited vision may no longer be able to use traditional orientation and navigation methods.
• Deaf individuals may be trapped and unable to communicate.

Transportation Needs
The movement of people during an evacuation is critical. People with disabilities are often unable to use traditional means of transportation. Evacuations plans must incorporate disability and older adult transportation providers to move people with mobility impairments and those with limited access to accessible transportation. The following transportation systems may assist with evacuation to local shelters:
• Fresno County Rural Transit
• City of Kingsburg Trolly (26 seated passengers with wheelchair lift) • Kingsburg Joint Union School District Bus System
• Kingsburg Elementary Charter School District Bus System Shelters
Shelters can be stressful environments and accelerate the impacts of disasters when they are not planned for the whole community. General population shelters need to be in physically accessible locations and equipped with resources to meet the needs of individuals with access and functional needs, so they remain with their support systems and communities.

Emergency Operations Plan City of Kingsburg
96 Shelter personnel should monitor and report to the Kingsburg EOC or the Fresno County OES EOC the continued needs as well as level of provisions required/requested for person with access and functional needs such as:
• Adequate sheltering facilities that meet the needs of the person with access and functional needs
• Mass feeding and water supply
• Registration and identification services
• Service Animal Care
The California OAFN responds to every major incident to support local efforts and assist as needed. The OAFN works with the American Red Cross and local jurisdictions to ensure shelters are accessible including securing accessible showers, porta-potties and hand washing stations for use at shelters.

Shelter Management Goals (AFN)
• Provide persons with access and function needs with a safe, sanitary, and secure shelter.
• Provide accurate documentation and records required for cost recovery efforts.

Sheltering Considerations
The City of Kingsburg must provide the following:
• Accessibility to medications and refrigeration.
• Accessibility for mobility devices or service animals while in transit or at shelters. • ADA compliant parking, exterior routes, entrances, interior routes to the shelter area. • Stocked basic necessities such as food, water, and blankets. • ADA accessible entrances and accessible ADA restroom facilities. • Service Animals – People with disabilities who use service animals shall not be separated from their service animals when sheltering during an emergency. • All reasonable number of shelters shall be equipped with a generator back-up system.

These generators will be used to provide constant refrigeration for medications, for use with life-sustaining medical devices, and to provide charging power to motorized wheelchairs.

Emergency Operations Plan City of Kingsburg
97 • The public shall be routinely notified about the location of these shelters. However, these shelters will not be opened after an earthquake until the building inspector ensures the structural integrity of the building.
• Audible information shall be made available to people in temporary shelters or printed notices will be used.

The City of Kingsburg and Fresno County have a list of designated specific shelters for people with access and functional needs (See Public Protective Actions - Shelter). If, due to structural concerns, these shelters are not available, the Kingsburg Logistics Section Coordinator shall be tasked with locating a safe refuge in a temporary shelter that is ADA accessible.

Operational Area Responsibilities
Fresno County Operational Area is assumed responsible for meeting the needs of AFN individuals before, during and after a disaster for the local and county levels.

Regional Level Responsibilities
Once the Regional EOC is activated, CAL EMA may request that the California Department of Social Services (CDSS) activate the Care and Shelter Branch. The DOC Manger will designate a Care and Shelter Assistant to activate the REOC Care and Shelter Branch. Requests for the use of resources related to AFN sheltering will be forwarded to the SOC MCS Coordinator. Certain requests for additional resources outside of the CDSS may be forwarded to the DOC Manager.

State Agency Level Responsibilities
California State Department will coordinate with other state agencies and nongovernment agencies to provide assistance in shelters for AFN persons. Each department will provide valuable expertise in the department’s area of responsibility at the AFN shelters for individuals and families. See Appendix E for types of agencies.

Returning Home or Long-Term Sheltering
When AFN individuals leave a shelter or are otherwise allowed to return to their home, city and county officials shall consider each person’s needs. Physically accessible short-term housing (hotel rooms within the community or in nearby communities) will be considered through state and federal resources.

Emergency Operations Plan City of Kingsburg
98 INFORMATION COLLECTION, ANALYSIS & DISSEMINATION
Information collection, analysis, and dissemination are essential to avoid or minimize loss of life and property. All incident information flow is routed to the incident command and, when activated, the EOC. Information flow is facilitated via telephones, first responder radios, Amateur Radio Emergency Service (ARES) operators, and social media outlets.

Situation Reports
Situation reports, created by the Situation Unit in the Planning Section, are between Incident Command and the City’s EOC that produces a common operating picture and will provide information about the operational objectives, priorities, and strategies. • Field response for the incident must provide the City’s EOC Management Coordination Section with as much information as possible to make educated decisions about incident response priorities and objectives.
• All City EOC sections must maintain and display current status information so that other sections can quickly comprehend what actions have been take, what resources are available, and to track damage status across the city.
• Typically, two situation reports are given per day, one for each (12-hour) operational period.

Briefings
City EOC Operational Period briefings are conducted at the beginning of each operational period where the current action plan for the upcoming operational period is reviewed. Additional briefings are scheduled as necessary to pass along vital information.

Any staff who wish to pass along information during a briefing or have important incident information/updates, should be prepared to disseminate that information during the operational period briefings. All briefings will follow the Planning P schedule.

First Responder Radio Systems
Emergency Communications provides reliable, redundant radio communications for first responders of the City of Kingsburg. The radio system has robust architecture with disaster recovery features that provide reliable communication under extreme conditions. It is monitored 24 hours a day, 365 days a year, to ensure availability. Radio communications will be provided via the Incident Action Plan (IAP).

Emergency Operations Plan City of Kingsburg
99 City of Kingsburg Online Coordination
The City of Kingsburg uses password-protected online coordination internally and with external partners remotely. Meetings may be conducted through various online software corridors. Online coordination allows participants to share information in real time.

Emergency Operations Plan City of Kingsburg
100

COMMUNICATIONS AND PUBLIC INFORMATION
Communication is a critical part of incident management. The City of Kingsburg communications plan supports the city’s mission to provide clear, effective, internal and external communication between the City EOC, all incident response personnel, and the public.

Public information consists of processes, procedures and systems to communicate timely, accurate and accessible information on the incident’s cause, size, and current situation to the public, responders and additional stakeholders. Public information must deliver coordinated, prompt, reliable and actionable information to the whole community through the use of clear, consistent, accessible, and culturally and linguistically appropriate methods to effectively relay information regarding any threat or hazard, as well as actions being taken and the assistance being made available, as appropriate.

Translation of essential communications ensures Public Information Officers (PIOs) have the means for communicating risk and safety actions to nearly all residents, including nonEnglish speaking populations. Interpretation for the deaf and hard of hearing is also of critical importance.

Interoperable Communications
SEMS and NIMS stresses that a successful outcome of incident response and recovery operations depends on the availability and redundancy of critical communication systems to support connectivity to internal organizations, other departments or jurisdictions, and the public. The City of Kingsburg will strive to achieve interoperable communications. This includes:
• Communications equipment should be tested bi-annually to assess the adequacy of supporting essential functions and communicating with first responders, emergency personnel, federal, tribal, state governments, other agencies, organizations, and the general public.
• Field level operations will communicate with the City’s EOC at the Command/Management and General Staff levels.
• If established, field units may communicate with a Department Operations Center (DOC). The DOC will then relay information to the appropriate section/function in the EOC.

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The City of Kingsburg is operated through three public safety answering points (PSAP) for dispatching fire, police, and EMS incidents. All 911 calls for assistance are routed to the California Highway Patrol (CHP) and then to the proper PSAP based on the type of call.

The City of Kingsburg maintains local radio systems. Additionally, the city has access to the State Systems.

Joint Information Center
In the event of an incident, the EOC Director (City Manager) will coordinate with the Public Information Officer (PIO) and/or participate in a joint information effort to:
• Establish a media site and reception area away from the disaster and/or the Incident Command Post, Evacuation site, or Reunification site.
 Low impact events can be handled at city hall or a similar type of facility as the number of media outlets and duration of media coverage can be expected to be low.
 High Impact events can be handled at a community center, park or other facility that is of appropriate size to accommodate a large number of media outlets for an extended duration. DO NOT use government facilities (fire stations, etc.) as this will interfere with government administration and operations.

External Communications
Warning is the process of alerting governmental forces and the general public to the threat of imminent extraordinary danger in a timely manner to successfully save lives and property. Emergency management requires around-the-clock awareness of emergency conditions. Dependent upon the nature of the threat and the population group at risk, warning can originate at any levels of government. Local government is responsible for warning the population within their jurisdiction. Various warning systems and devices originate or disseminate information 24 hours a day.

Providing effective communication to those persons with access and functional needs is essential during emergencies, evacuation warnings, evacuation orders, and notifications.

The City of Kingsburg and Fresno County will use and integrate assistive technologies, interpreters, translators, and direct (in person) notifications when needed. All necessary forms of communication will be used during notification, evacuation, sheltering, and recovery.

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Notification & Warning Procedures
The Fresno County Officer of Emergency Services, Fresno County Sheriff-Coroner’s Office, or the activated Fresno County Operational Area EOC staff will, after evaluation of a warning or alert, notify appropriate agencies, the media, and the public. Methods of notification may include any of the following:
• Emergency Alerting System (EAS)
• Cellular phone, text messages
• Media releases
• Telephone (voice or fax)
• Email
• Assistive Technology
• Interpreters/Translators
• Satellite Information System
• Radio Amateur Civil Emergency Services (RACES)
• Direct in-person notification (door to door)
Emergency Alert System (EAS)
The Emergency Alert System (EAS) is a national public warning system that permits designated federal, state, and local government officials and the National Weather Service (NWS) to issue emergency information, instructions, and warning to the general public through local broadcasters.

Advisories and weather emergency issuances for
Fresno County are issued out of the San Joaquin
Valley Weather Forecast Office of the National
Weather Service. The Sheriff-Coroner’s Office
headquarters is the authorized EAS activation
point for emergencies occurring within Fresno County. The NWS will issue alerts and warnings regarding weather-related events within Fresno County and the surrounding area.

The system may also be used to deliver important emergency information, such as AMBER alerts and weather information targeted to specific areas. The Statewide Emergency Alert System Plan can be found with the following link: https://www.caloes.ca.gov/wpcontent/uploads/Warning-Center/Documents/StateofCaliforniaEAS-Plan.pdf Emergency Operations Plan City of Kingsburg
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The City of Kingsburg does not maintain a siren system. Other possible public warning systems can include mobile emergency vehicle sirens and loudspeakers, local TV and radio, and door-to-door notification by career personnel, reserve police officers, and CERT members.
• Wireless Emergency Alerts (WEAs): The wireless emergency alert system is a nationwide system providing lifesaving information for the State of California. WEAs are used to send concise, text-like messages to WEAT-capable mobile devices during an emergency
situation. WEAs are sent by state and local public safety officials, the National Weather Service, the National Center for Missing and Exploited Children, and the President of the United States.
 City of Kingsburg resident should be urged to sign up for wireless emergency alerts:
https://www.caloes.ca.gov/office-of-the-director/operations/responseoperations/warning-center/emergency-alert-system/. • California Earthquake Alerts:

Earthquake Warning California is the country’s first publicly available, statewide warning system that could give
California residents crucial seconds to take cover before you feel shaking. Earthquake Warning California uses ground motion sensors from across the state to detect earthquakes before humans can feel them and can notify Californians to “Drop, Cover and Hold On” in advance of an earthquake.

This wireless emergency alert provides seconds of advance warning to take lifesaving action. The MyShake® App and Android Earthquake App download links are provided below which can be used with social media campaigns:

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Fresno County Office of Emergency
Fresno County offers a mobile application for county services and information, named Fresno County Connect App, the application can be downloaded from the Fresno County OES website.18 Fresno County Connect enables citizens to report:
• Blocked roadways/sidewalks
• Code violations
• Graffiti
• Homeless encampments
• Illegal dumping
• Potholes
• Road damage
• Other features include contact us, view FAQs and press releases.

State Notifications
The California State Warning Center (CSWC) is the official State Warning Point, a central intelligence hub for statewide emergency communications and notifications for emergency management, law enforcement, fire, and key decision-making personnel throughout the state. CSWC procedures have been established for all types of disaster incidents (e.g., major fires, earthquakes, flood, search & rescue, etc.). The CSWC produces the Cal OES Daily Situation Report, a statewide overview of emergency management situational awareness.

California State Warning Center (CSWC) is a single point of contact for all alert and warning matters in the State of California. CSWC should be included in meetings, conference calls and information sharing opportunities. The program utilizes key partners:
• Federal Emergency Management Agency (FEMA)
• Department of Homeland Security (DHS) Integrated Alert and Warning Program (IPAWS)
• State Emergency Communications Committee (SECC) and Local Emergency Communications Committee (LECC)
• California State Broadcasters
• National Weather Service
• Federal Emergency Communications Committee (FCC)
18 County of Fresno Website: https://www.fresnocountyca.gov/Departments/County-AdministrativeOffice/Public-Information-Office/Fresno-County-Connect.

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ADMINISTRATION, FINANCE, AND LOGISTICS
Administration
Continuity of Government
A major disaster or emergency incident could result in the death or injury of key government officials, or the partial or complete destruction of established seats of government. Additionally, the preservation of public and private records is essential to continuity of government. Government at all levels is responsible for providing continuity of effective leadership, authority, and adequate direction of emergency and recovery operations. California Code Title 2, Article 15 §8643(b) and the Constitution of California provide the authority for local and state government to reconstitute the governing body by filling vacancies until there are enough officers to form a large quorum.

Alternate Seat of Government
Section 23600 of the California Government Code provides alternate seats of government:
• The City Council shall designate alternate city seats, which may be located outside city boundaries.
• Real property cannot be purchased for this purpose.
• A resolution designating the alternate city seats must be filed with the Secretary of State.
• Additional sites may be designated subsequent to the original site designations if circumstances warrant.

Temporary Seat of Government
The primary location for the City of Kingsburg government is 1401 Draper Street, Kingsburg, CA 93631. In the event the primary location is not operational, the temporary seat of city government shall be located:
1st Alternate: Kingsburg Fire Department Station 2
1880 Bethel Avenue, Kingsburg, CA 93631
2nd Alternate: Kingsburg Reagan Elementary School Multi-Purpose Room 1180 Diane Avenue, Kingsburg, CA 93631
3rd Alternate: Selma-Kingsburg-Fowler (SKF) Sanitation District Office 11301 Conejo Avenue, Kingsburg, CA 93631
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Vital Records
The City Clerk is responsible for the preservation of vital records in the city. Although some physical storage is used for hardcopy of minutes, resolutions, deeds, and contracts in the City Hall Vault, many records are stored by a server-based system that backs up data nightly.

Essential vital records are defined as:
• Records that protect and preserve the rights and interests of individuals, governments, corporations, and other entities (e.g., contracts, legislative actions, land and tax records, license registers, birth and death records, and articles of incorporation, etc.). • Records pertaining emergency response and recovery operations (e.g., system maps, emergency operations plans, standard operating guidelines (SOGs), damage assessments, personnel rosters, etc.).
• Records that reestablish normal government functions and protect the rights and interests of the government (e.g., constitutions and charters, statutes and ordinances, court records, official proceedings, financial records, etc.).

Lines of Succession
Emergency actions are delivered by designated authorities during a disaster or large event. The California Emergency Services Act authorizes a government to:
• Establish a method for reconstituting the governing body, authorizing that should all members, including standbys, be unable to perform duties, temporary officers should be appointed:
 By the chairman of the board of the county in which the political subdivision is located.
 By the chairman of the board of any other county within 150 miles (nearest and most populated down to farthest and least populated).
 By the mayor of any city within 150 miles (nearest and most populated down to farthest and least populated)(Article 15, §8633).
• To provide for the succession of officers (department heads) having duties related to law and order and/or health and safety (Article 15, §8637). Notification of any successor changes shall be made through the established chain of command.

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• Designate and appoint three (3) alternate for each member of the governing body and for the chief executive. These personnel may be residents or officers of a political subdivision other the currently designated office in the political subdivision currently occupied (Article 15, §8638).
• Authorize local governing bodies to convene as soon as possible whenever a State of War Emergency, State of Emergency, or Local Emergency exists, and at a place not necessarily within the political subdivision (Article 15, §8642). • Provide duties of a governing body during emergencies as follows:
 Ascertain the damage to the jurisdiction and its personnel and property.  Reconstitute itself and any subdivisions.
 Perform function in preserving law and order and furnishing local services (Article 15, §8643).

Key departments and officials have provided for continuity through designating successor positions.

Director of Emergency Services (Currently the City Manager) 1st Alternate: Assistant City Manager
2nd Alternate: Police Chief
3rd Alternate: Fire Chief
City Manager
1st Alternate: Assistant City Manager
2nd Alternate: Police Chief
3rd Alternate: Finance Director
Police Department (Currently Police Chief)
1st Alternate: Sergeant
2nd Alternate: Field Training Officer
3rd Alternate: Senior Lieutenant
Fire Department (Currently Fire Chief)
1st Alternate: Senior Captain
2nd Alternate: Next Senior Captain
3rd Alternate: Next Senior Captain
Leadership succession is considered Critical Level 1: Operations cannot pause. The succession is necessary to life, health, and security. (Ex: Police Dispatch System, Fire, EMS, Emergency Management)
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Public Works Department (Currently Public Works Director) 1st Alternate: Assistant Public Works Director
2nd Alternate: Public Works Supervisor
3rd Alternate: Lead Water Operator II
Public Information Officer (Currently the City Manager) 1st Alternate: Assistant City Manager
2nd Alternate: Police Public Information Officer
3rd Alternate: Fire Public Information Officer
Finance/Human Resources
Finance Management/Human Resources enhances the capability of the City to respond and recover from major incidents by providing financial support and coordination to incident operations and coordinates the recovery process and costs as allowed by Federal and State laws. Financial priorities are:
• Provide continuity of financial support to the City
• Cooperate with other sections of the City EOC
• Provide accurate and timely documentation.
• Document the City’s costs for protective measures, response, and recovery as allowable.

The Finance/Administration Section of the EOC will operate under the following guidelines during a qualifying incident/event as the situation dictates:
• The Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS) will be followed.
• All existing City and departmental fiscal operating procedures will be adhered to before, during, and following the event.
• For incidents/events that render the accounting systems either inaccessible or unusable for any period of time, appropriate logging documentation will be utilized.

The Finance/Administration function’s primary responsibility is to maintain the financial systems necessary to keep the City functioning during an incident or event. The function also supervises the negotiation and administration of vendor and supply contracts and procedures in collaboration with the incident management procurement functions.

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The Finance/Administration function acts in a support role in all incident/event to ensure all required records are preserved for future use and Cal OES and FEMA filing requirements are properly documented and maintained.

Funding and Tracking of Resources and Expenditures
The Financial Manger shall be responsible for tracking resources and expenditures using generally accepted accounting principles to track specific costs related to an emergency incident.

Cost Tracking
Upon declaration of a state of emergency, the Finance Manager and Finance Team shall complete the following:
• The Finance Manager will issue a project number for use by all teams, department, and contractors participating in the disaster and shall be communicated to all city personnel.
• This number should begin with the last two digits of the year (e.g., 23-01). Often the project number is expressed as DE 23-01.
• The project number will be utilized with the applicable accounting code to document and track all response and recovery costs (including employee timesheets) associated with any disaster or emergency requiring a substantial response effort. • Begin referencing all disaster assessment guidelines set forth in FEMA’s Public Assistance Program and Policy Guide (PAPPG), Version 4 (2020) or higher, and those guidelines, statutes, and ordinances provided the state, county, and local governments including debris removal contracts and purchasing policy authorization under emergency declaration.

Departments participating in the emergency response will maintain detailed records of costs for emergency operations to include:
• Protective Measures completed before the event or disaster. • Activate the use of ICS 214 Form (Activity Log) in every vehicle in the city to be used on a 24-hour operational period basis. These logs will assist in compiling equipment usage and track personnel who participated in the disaster or event. • Personnel costs (overtime, premium pay, and back-fill), including contractors. • Equipment operations costs – Refer to the Schedule of Equipment Rates from FEMA.gov.

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• Costs for leased or rented equipment.
• Costs for contract services to support emergency operations. • Costs of specialized supplies expended for emergency operations. • Debris Removal Costs under force labor account (city personnel) and/or contract for debris removal.

If a disaster is anticipated, and protective measures (e.g., labor costs, premium pay, equipment usage, special purchases) must be tracked before the disaster strikes, such as a tropical storm or hurricane, the project number should be communicated after the emergency declaration is approved.

Worker Health and Safety
The City of Kingsburg provides guidelines for implementing worker safety and health support functions during potential events or disaster incidents. Threats to worker safety and health are anticipated, recognized, evaluated and controlled consistently so that workers are properly protected during disaster operations. Critical functions must support and facilitate the protection of worker safety and health for all emergency responders and response organizations during potential and actual emergencies or disasters. The following policies and procedures apply:
• The City activates the Finance/Human Resources Department as the overall coordinator for Worker Safety and Health technical support. • Specific cooperating agencies, especially Fire and Police, who train intensively for certain situations shall maintain control of operations to address first responder safety and health.
• Risk Management and Safety assistance and coordination at the field response and EOC levels may be requested during the course of an incident if specific needs are identified; all normal reporting operating procedures will remain in effect unless otherwise noted.
• Private sector employers are responsible for the safety and health of their own employees.

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• Municipal governments are responsible for worker safety and health pursuant to state and local statues, and in some cases 40 CFR 311, Worker Protection. This responsibility includes allocating sufficient resources for safety and health programs, training staff, purchasing protective clothing and equipment as needed, and correcting unsafe or unsanitary conditions. Information is linked on the State California Department of Industrial Relations – Cal/OSHA Division: https://www.dir.ca.gov/dosh/. • Response organizations within the city shall plan and prepare in a consistent manner that is upheld by industry standards and mutual aid agencies throughout the operational area; interoperability is a primary consideration for worker safety and health.
• Several State and Federal agencies have oversight authority for responders and response operations. While these agencies retain their authorities, they are expected to work with local, state, federal and private sector responders prior to and during response operations to ensure the adequate protection of all workers.

Worker Safety Support
All personnel should be encouraged to:
• Provide situational awareness and documentation of all response activity before, during, and after an event or disaster.
• Personnel should keep well-hydrated.
• Be aware of slip, trip, and fall hazards when working around staging areas. • Wear appropriate gear for weather conditions.
• Report any injuries to an immediate supervisor.
• Provide traffic control as designated by law enforcement. • Follow their department’s Personal Protective Equipment (PPE) guidelines for an incident-specific response.
• Immediately notify law enforcement of suspicious behavior.

Department-Specific Safety Officers support worker safety and health by:
• Providing occupational safety and health technical advice to the Incident Safety Officer either at the Field Operations Level or EOC.
• Undertaking site-specific occupational safety and health plan development and implementation and ensuring that plans are coordinated and consistent among multiple sites, as appropriate.

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• Identifying and assessing health and safety hazards and characterizing the environment of the disaster.
• Carrying out responder personal exposure monitoring for chemical and biological contaminants, and physical stressors (e.g., noise, heat/cold). • Assessing responder safety and health resource needs and identifying sources for those assets.
• Coordinating and providing incident-specific responder training. • Developing, implementing, and monitoring an incident personal protective equipment (PPE) program, including the selection, use and decontamination of PPE; implementation of a respiratory protection fit-test program and distribution of PPE. • Collecting and managing data (exposure data, accident/injury documentation, etc.) to facilitate consistent data-formatting and data-sharing among response organizations.
• Providing responder medical surveillance and medical monitoring and evaluating the need for longer term epidemiological medical monitoring and surveillance of responders.
• Identifying appropriate immunization and prophylaxis for responders and recovery workers.

Peer Support Counseling
The City of Kingsburg shall provide Critical Incident Stress Management (CISM) or Critical Incident Stress Debriefing (CISD) or Peer Support Team opportunities to staff, as a consideration for the mental health recovery of all personnel. A mental health counselor specializing in large-scale emergency counseling may need to be provided to all personnel involved in the incident or disaster. Peer Support Personnel may be available from local fire and police departments.

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Logistics
Distribution Management
The EOC Logistics Section will determine the location(s) needed for Staging Sites, Points of Distribution, Volunteer and Donations Management and Recovery Facilities for Departments.

Staging Sites
The EOC Logistics Section will determine the location for needed staging areas and base camps. The logistics staging areas augment existing emergency supply chains and expand the City’s ability to manage a surge of critical commodities, supplies and equipment into the City. The resources received into the staging areas are in support of the field operations and the EOC.

Points of Distribution
POD or points of dispensing are centralized locations in which state and local agencies can distribute life-sustaining commodities following a disaster or emergency. Commodities provided can include, but are not limited to tarps, blankets, medications, vaccines, medical supplies, shelf stable food, ice, and bottled water. The Logistics Section will select locations for the PODs according to community need and site accessibility.

A POD must accommodate vehicle traffic (drive-thru), pedestrian traffic (walk-thru), and mass transit traffic (bus or rail). Each person or vehicle receives a set number of supplies.

The recommended amount is each person/vehicle to receive enough for a household of three.

POD Locations:
• Kingsburg Fire Station 2
 If there is too much activity at Station 2 – it would be better to move it to another public access area such as a coliseum, convention center, or logistical location that can handle a large amount of traffic.
• Kingsburg Historical Park – 2321 Sierra Street, Kingsburg, CA 93631.

Volunteer and Donations Management
Volunteer and Donations Management is a critical components of any disaster response effort. A well-managed volunteer and donations management program avoids hindering the efforts of first responders and emergency personnel.

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Assumptions
• Volunteers who respond spontaneously and without training and qualifications can overwhelm the capabilities of local government and other agencies. • A location/facility and receiving/distribution system must be established quickly by the City of Kingsburg EOC Logistics Section Coordinator and/or the Assistant City Manager, or a non-governmental organization to receive and distribute in-kind and monetary donations.
• Many individuals and organizations donate items that are not needed, which may be a lengthy and costly process to manage and dispose of them. This issue can be reduced by developing and maintaining a current list of disaster needs, screening donation offers and providing information to potential donors through the media. • FEMA, National Voluntary Organizations in Disaster (NVOAD) and state efforts will support local programs and policy.

Volunteers
Volunteers may be affiliated or unaffiliated.
• Unaffiliated volunteers, also known as spontaneous volunteers, are individuals who offer to help or self-deploy to assist in emergency situations without being part of a disaster relief organization. Unaffiliated volunteers may possess training, skills and experience that can be useful in the relief effort.
• A volunteer who is affiliated with either a governmental agency or NFO and who has been trained for a specific role or function in disaster relief or response during the preparedness phase. These type of volunteers will most likely be used first in a disaster (e.g., Community Emergency Response Teams (CERT), Mennonite Disaster Response and the American Red Cross). A DSW volunteer must be deployed by his or her registering entity in order to be eligible for workers’ compensation benefits in case the DSW volunteer is injured while performing disaster-related activities.19 19 See Disaster Service Workers Volunteer Program https://www.caloes.ca.gov/cal-oesdivisions/administrative-services/disaster-service-worker-volunteer-program.

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Disaster Service Workers Volunteer Program (DSWVP)
The Disaster Service Worker Volunteer Program (DSWVP) provides workers’ compensation benefits to registered Disaster Service Worker volunteers who are injured while participating in authorized disaster-related activities. The DSWVP also provides limited immunity from liability.

Volunteers in a Disaster Event
The City of Kingsburg recognizes people who wish to volunteer and help the city staff respond to disaster event. Often, people will contact the City and offer volunteer assistance. While this is appreciated, it is preferred to work with volunteers who are known ahead of time. This system permits the City to understand the skills and training of volunteers and for the volunteers to know the structure of the system. There are several affiliated volunteer programs in the City of Kingsburg:
• Community Emergency Response Team (CERT) -The Kingsburg Fire Department CERT prepares and teaches community members to become better prepared for emergencies.
• Kingsburg EmComm (ARES/RACES): The Kingsburg ARES (Amateur Radio Emergency Service) and RACES (Radio Amateur Civil Emergency Services) organizations have joined forces. As established by Part 97 of the Federal Communications Commission’s regulation (47 CFR) a primary responsibility of these organizations is the performance of public service communications for the general public in times of emergency when normal communications may be disrupted or inadequate. These radio operators voluntarily register equipment and develop skills to provide auxiliary communication services when disaster strikes.
• Disaster Healthcare Volunteers of California (DHV): The DHV system is designed to facilitate and manage the registration, credentialing, and deployment of volunteer healthcare professionals (VHPs) in the event of an emergency requiring medical resource.
• Central California Animal Disaster Team (CCADT): The Central California Animal Disaster Team (CCADT) is a 501©3 non-profit organization founded in 2011. The primary purpose if to assist emergency response agencies with animal evacuation, emergency sheltering, search and rescue and animal reunification during small or large-scale incident. See the website: https://ccadt.org/.

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• United Way Fresno & Madera County 211: Fresno-Madera 211 is a public information line for Fresno and Madera Counties, available 24 hours a day and seven days a week.

Fresno-Madera 211 will be utilized as a public information line during a disaster event. • California Volunteers: The State of California office that manages programs and initiatives aimed at increasing the number of Californians engaged in service and volunteering.
• American Red Cross: National non-governmental organization that managers and administers volunteer programs, providing an outlet for spontaneous volunteers during and event.
• Mennonite Disaster Services: Mennonite Disaster Service recruits, organizes and empowers volunteers to repair and rebuild the homes of those impacted by disasters in the United States and Canada.
• California Office of Emergency Services (CalOES): Coordinates the emergency activities of all state agencies in the event of an emergency and utilizes state resources to fulfill mutual aid requests and support emergency operations. Activates the State Emergency Operations Center and Regional Emergency Operations Center (REOC) when needed.
• Federal Emergency Management Agency (FEMA): Supports overall activation of the federal government for incident management and serves as the coordinating agency for the Volunteer and Donations Management Support Annex to the National Response Framework.

Donations
Donations may be provided as monetary or in-kind donations. • Monetary donations are financial contributions from donors designated for disaster response, relief and recovery. This is the preferred method of contribution by most local and national organizations providing disaster relief, recovery and services. • In-kind donations are the contributions of goods, both new and used, in a disaster.

Most organizations only want new in-kind donations that are requested (e.g., baby formula or water) and can be provided in large quantities because of limited abilities to sort, organize and disperse items.

Donations management will be activated and coordinated by the City of Kingsburg Logistics Section Coordinator. A Donations Center should be established early in the incident to receive donated goods. The Logistics Section will seek a non-governmental organization (NGO), whenever possible, to activate a Donations Center.

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• Activation will be based on a local, state, or federal declaration of a major disaster when shortages of resources require augmentation of support in the form of donations or there is a large influx of donations coming into the city. • The City of Kingsburg EOC will provide donations management coordination and resources to support NGOs and governmental agencies activated for this function during a disaster event.
• A Donations Center should be located outside the impact zone and should not be colocated with a shelter but be nearby for ease of transport. • The Donations Reception Site may be staffed with volunteers. • A Donations Site Manager will be assigned to manage the site and coordinate with the EOC Logistics Section.
• A Donations Site Manager will ensure the site and its staff (including volunteers) are:
 Tracking donations from receipt to distribution.
 Securely handling monetary donations with a two-person check system in place.  Signing in and out for shifts.
 Completing ICS 214 activity logs to track activities and hours worked.  Providing a daily situation report to the Kingsburg EOC to include:
 Overview of site operations
 Summary of donations received and distributed
 Identify any needs
 Submit staff and donation documentation to the City of Kingsburg EOC for incident documentation and for recovery process (donations can be utilized as local match to draw down state and federal assistance).

Donation Center Demobilization
Demobilization may include the consolidation of multiple sites to a single site with the ultimate demobilization and closure of all sites when there is no longer a need.

The City of Kingsburg EOC Director (or the City of Kingsburg Police Department) will direct closure and demobilization of donation operations.
• Upon the decision to demobilize and close a site, the City’s EOC Director will notify the Donations Site Manger and provide at least 8 hours of notice to close the site.  Resource support (including financial support) will cease following the closure of the site by the City’s EOC and/or the Fresno County OES.

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 The City’s PIO will conduct public messaging on Donation Site Closure and direct any future donations to appropriate sites/organizations. • The Donations Site Manager and the City’s EOC will create a demobilization plan for the site that will include:
 Notifications
 Movement/distribution/storage of unused donation items  Site cleaning requirements
 Release of staff
 Collection of final documentation
Supporting Agencies
The City of Kingsburg recognizes the support of donations through the private sector and non-governmental organizations (NGOs). The City of Kingsburg will continue to strive for partnerships and secure agreements between local agencies, non-profit, and private sector resources.
• The City of Kingsburg EOC should establish communications with private and volunteer agencies prior to a disaster taking place in the city. These representatives should be invited to annual training and exercises in order to create community relationships with these vital partners before an incident occurs in the City of Kingsburg. • Agencies that have countywide response roles and respond to numerous City EOCs should be represented at the Fresno County Operation Area Level EOC.

Supporting Donation Agencies include:
• Kingsburg Community Assistance Programs and Services (KCAPS): KCAPS’ food pantry serves everyone from low-income families, single parents, senior citizens, unemployed individuals, disabled veterans, working poor, and anyone else in need of assistance.

Must be a resident of Kingsburg, London, or Traver, CA. • The American Red Cross and Salvation Army play key roles in response and recovery during a disaster. These agencies may assign a representative to the Kingsburg EOC as an Agency Representative.
 American Red Cross: National NGO that manages and administers donations, providing an outlet for receipt of donations during an event.

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 Salvation Army: National NGO that provides a range of social services including food for the hungry, relief for disaster victims, assistance for the disabled, outreach to the elderly and ill, clothing and shelter to the homeless, and opportunities for underprivileged children.
 United Way: National NGO that identifies and resolves pressing community issues and makes measurable changes in communities through partnerships with schools, government agencies, businesses, organized labor, financial institutions, community development corporations, voluntary and neighborhood associations, the faith community and others.
• California Office of Emergency Services (CalOES): CalOES coordinates the emergency activities of all state agencies in the event of an emergency and utilizes state resources to fulfill mutual aid requests and support emergency operations. CalOES also activates the Regional Emergency Operations Center (REOC) and the State Emergency Operations Center when needed.
• Federal Emergency Management (FEMA): Supports overall activation of the federal government for incident management and serves as the coordinating agency for the Volunteer and Donations Management Support Annex to the National Response Framework.

Public Information for Donations
Public Information is critical, as people wishing to donate physical materials will typically seek out the location where the disaster is occurring, or they may bring donations to their local government. Therefore, it is important to implement joint information with partner agencies to ensure a uniform donation message. Public information should convey a uniform message for the amount and type of donated goods that are in need. • The City of Kingsburg’s PIO will be responsible for public messaging on donations and for ensuring partner agencies are incorporated in the Joint Information System to convey a uniform message.

Public information for donating will be posted on the City of Kingsburg web page and will be provided and will be provided by Fresno 211. The 211-line utilized by the Operational Area during an emergency will be a critical source of information for the public. See Appendix K for a donations press release template.

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Forms for Donations
The following forms are necessary:
• Record of a Donation Offer: form necessary for call-takers to record donation offers.

See Appendix I for a Donation Form.
• California Disaster Service Worker Volunteer Form: the form allows the volunteer to provide personal information and a loyalty oath signature. This form and information about the DSW program and Workers’ Compensation can be found at https://www.caloes.ca.gov/office-of-the-director/policy-administration/financeadministration/human-resources/disaster-service-worker-volunteer-program/. • Volunteer Timesheet (ICS 214): form allows the city to track volunteers to receive credit for services from FEMA.

Recovery Facilities
To ensure the City of Kingsburg can withstand a significant outage caused by a disaster, a temporary facility may be required in the immediate aftermath of a disaster. The Kingsburg Continuity of Operations (COOP) provides alternative sites for each department. If any facility is not structurally sound and “work at home” is not possible for affected department(s), temporary on-site locations will be secured. The temporary facility should attempt to provide the following resources:
 Tables or shared desks.
 Copies of this Plan and other documents as needed.
 External data and cellular connectivity.
 Sleeping quarters for employees that may need to work multiple shifts  Kitchen facilities (including food, kitchen supplies, and appliances).  Bathroom facilities (including toilets, showers, sinks, and appropriate supplies).  Parking spaces for employee vehicles.
• If too many departments are affected by the disaster, the Logistics Section Coordinator will source office space:
 Through resource request measures with Fresno County to provide on-site trailers.  Through special districts in the City of Kingsburg area.  Or consider other “work at home” arrangements.

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Communications and Data
Cellular Service and Internet
Redundant communication system ensures all departments with a critical role can effectively coordinate. Requests for communication equipment is to be done through the Logistics section. Immediately after an earthquake, it is likely that cell phone towers may either be damaged or overwhelmed. Use of personal hotspots may be the only short-term viable internet accessibility, however intermittent.

Mapping
Mapping in support of disaster operations will be coordinated through the EOC Planning Section. Requests for maps will be directed to the Planning Section. Critical information (i.e., major fires, building collapse, road status, status of bridges and freeways, hazardous materials spill sites, and other immediate and significant hazards) into initial EOC situation maps post-earthquake. Updates to the situation maps should be made periodically.

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PLAN DEVELOPMENT AND MAINTENANCE
Plan Maintenance
The City of Kingsburg Fire Chief within the Kingsburg Fire Department is designated as the Emergency Manager and responsible for the development and maintenance of this plan.

City departments are responsible to update and revise any changes to the Plan annually and will be coordinated with the Fire Chief and the City Clerk. • The Fire Chief is responsible for recording the changes and maintains the Records of Revisions. The Fire Chief will review all documents for conformance to NIMS/SEMS requirements.
• A copy of this EOP with all exhibits, appendices, and attachments and an electronic EOP shall be accessible in the Emergency Operations Center and at City Hall.

The City of Kingsburg should consider reviewing and updating the EOP after the following events:
• A major incident.
• A change in operational resources (e.g., policy, personnel, organizational structures, management process, facilities, equipment).
• A formal update of planning guidance or standards.
• A change in elected officials.
• Each time the plan is used.
• Major exercises.
• Change in the jurisdiction’s demographics or hazard or threat profile. • Changes in the jurisdiction’s tolerance of identified risks. • The enactment of new or amended laws or ordinance.

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TRAINING & EXERCISES
Training and exercises are essential at all levels of the City of Kingsburg to improve operational readiness, continuity of operations, and the emergency management system.

The Kingsburg Fire Department Fire Chief and the Kingsburg Police Department Police Chief are responsible for:
• Emergency management development and training to include SEMS, NIMS, and ICS for all city employees.
• Coordination and scheduling of emergency management training and exercising this Plan annually.

SEMS Development and Training
The development of the California OES Standardized Emergency Management System (SEMS) is a cooperate effort of all departments and agencies within the City of Kingsburg, especially those personnel who provide an emergency response role for the city.

All City of Kingsburg personnel should receive SEMS/NIMS/ICS Training. Basic emergency management system and National Incident Management System (NIMS) training are foundational guidelines and require personnel to update training a minimum of every 5 years. NIMS courses are available online through the National Fire Academy-U.S. Fire Administration.20 ICS and NIMS courses include but are not limited to:
• IS-100.c: Introduction to the Incident Command System, ICS 100 • IS-200.c: Basic Incident Command System for Initial Response, ICS 200 • IS-700.b: An Introduction to the National Incident Management System • IS-800.d: National Response Framework, An Introduction Those employees who are in a supervisory role should also receive training for:
• ICS 300: Intermediate ICS for Expanding Incidents
• ICS 400: Advanced ICS Command and General Staff – Complex Incidents 20 http://www.usfa.fema.gov/nfa/
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Additionally, those persons who responsibilities would include EOC Director, Command Staff, or Section Coordinator for Logistics, Finance, Operations, Planning, should attend courses recommended through the California Specialized Training Institute (CSTI):
• Mitigation for Emergency Managers (G393)
• Emergency Planning (G235)
• Recovery from Disasters: The Local Community Role (G205), formerly G270.4 Training should include exercises that test the interaction between City of Kingsburg personnel, mutual aid agencies, and county and state level agencies. The best method for training is through realistic exercises that require a response as if a real emergency has occurred and engage team members.21 Several types of exercises may be conducted:
• Walkthroughs, Workshops, or Orientation Seminars—basic training for team members.

These are designed to familiarize team members with emergency response, business continuity, and crisis communications plans and their roles and responsibilities as defined in the plans.
• Tabletop Exercises—a convenient, low-cost method designed to evaluate the EOP, policies, and procedures, and to recognize any coordination and responsibility issues.

This type of exercise can be completed virtually.
• Functional Exercises—test and evaluate the coordination and capabilities of specific functional annexes such as evacuation, public alert, and warning, or communications.

This exercise provides a realistic scenario in the Emergency Operations Center (EOC) environment.
• Full-scale Exercises—simulate an actual emergency. These exercises would include emergency management staff and operational units and interact with local and county emergency response organizations. All necessary municipal staff shall be required to participate in exercises to acquire proper response/recovery skills for disaster situations and incidents. During these exercises, personnel are required to respond as though the exercise is a real emergency.
21 Exercises: https://www.ready.gov/exercises
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 The public will be notified of the exercise through normal media communications.  All employees who have a responsibility in emergency response or are assigned a position in the City’s Emergency Operations Center will be required to train on this EOP.
 Exercises will be conducted utilizing the concepts and principles of SEMS/NIMS.

Training Record Retention
City of Kingsburg departments shall document the training and exercises provided to all personnel. The Assistant City Manager/Human Resources Officer shall maintain copies of SEMS/NIMS training records, exercises, and actual emergency response:
• An individual training record for each employee, kept in each employee’s personnel file, or in a separate training record file.
• The name of the course, instructor, location of the training course, and the date the course was delivered shall be included in the training record. • Maintain the employee’s training record for as long as the person is employed in a position with the City of Kingsburg.
• Records of employees involved in an actual emergency shall be archived for five (5) years after the close of the disaster or indefinitely.
• Documentation of the agency’s SEMS/NIMS training program including copies of the training materials such as the instructor syllabus, lesson plans, student notebook, exercises and tests.
• Exercises should be documented with an after-action briefing to address any corrective measures and deadlines for completion.

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Section III:

FUNCTIONAL ANNEXES
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FUNCTIONAL SUPPORT ANNEXES
Recovery Operations Annex
Recovery addresses three key recovery activities: short-term recovery, long-term recovery and damage assessments. The City of Kingsburg has established procedures to allow for a return to pre-disaster conditions.

Purpose
Recovery includes utility restoration, debris removal, housing and infrastructure repair, and other post-disaster response activities. The City of Kingsburg is responsible for damage assessment documentation and public assistance reimbursement. The Planning and Intelligence Section Coordinator (Situation Analysis and Planning Branch) is responsible for quick and effective damage assessment coordination.

Scope
Recovery operations include, but are not limited to:
• Identify essential records, vital systems and operations (Community lifelines). • Establish priorities for reinstatement of systems and operations. • Performing damage assessments.
• Determining and recovering costs associated with response and recovery. • Conducting hazard mitigation analysis.
• Applying for state and federal assistance programs.
• After-action reporting.

Short-Term Recovery
The Kingsburg EOC should consider a short-term recovery process to ensure a timely and orderly restoration. Short-term recovery goals should allow for:
• Identify essential records, vital systems and operations. • Establish priorities for reinstatement of systems and operations in accordance with Community Lifelines. These can also include, but are not limited to:

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Figure 28: Short-Term Recovery Considerations
Community lifeline stabilization priorities should initially organize the Incident Action Plan and shift to recovery outcome priorities as the lifelines are stabilized. Community lifelines are identified in the following figure.

Short-Term
Recovery
Transporation
Route
Opened
Utility
Service
Restoration
Damaged
Areas Secured
Hazardous
Materials and
Debris
Removal
Temporary
Housing
Considerations
Environmental
Protection
Measures
Recovery
Costs and
Damage
Assessment
Long-Term
Recovery
Objectives
Established
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Figure 29: FEMA Community Lifelines22
22 Community Lifelines, https://www.fema.gov/emergency-managers/practitioners/lifelines Emergency Operations Plan City of Kingsburg
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Public Works and Engineering
Public Works and Engineering are part of the system of repairs and restoration of critical infrastructure as well as completing damage assessment and debris management.

Repair and Restoration of Critical Infrastructure and Services Responsibilities include, but not limited to:
• Repair and restore roads, bridges and culverts.
• Repair or restore local water and wastewater systems. • Repair and restore services to also include safety inspections before the general public can return to the impacted area.

Considerations
• Consider qualified contractors for recovery and restoration services. • Coordinate credentialing protocols to give personnel access to critical sites following an incident.
• Consider work order systems that can be used to identify, prioritize and coordinate repairing or restoring critical infrastructure, energy and utility systems (See Community Lifelines).
• Consider methods to reestablish essential human services for children and their families, as well as individuals with disabilities, others with access and functional needs, and others who have been historically underserved, marginalized, and adversely affected by persistent poverty and inequality.
• Incorporate and coordinate assistance from mutual aid partners, state, and federal and private organizations.
• Determine, prioritize and coordinate removing roadway debris to provide local responder access, coordinate road closures and establish alternate routes of access. • During periods of extreme temperatures and/or shortages of energy during an emergency, identify and protect affected populations, coordinating with energyproviding companies during outages.

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Debris Management
Debris Removal
Debris Removal establishes points-of-collection for debris following a disaster, procedures for monitoring such debris for both environmental impact and reimbursement purposes and delineates the jurisdictional & contracted roles & responsibilities for debris planning, removal, monitoring, and management activities.

Debris Removal concepts shall be communicated to city employees and the public through the following Debris Removal Guidelines.

Figure 30: FEMA Debris Removal Guidelines23
Long-Term Recovery
Long-term Recovery begins when the Kingsburg EOC demobilizes and continues until the last recovery project is complete. This recovery process can extend over a number of years and involve many projects.

Long-term recovery goals should consider:
• Strategic planning to include budgeting for structural and non-structural repairs. 23 Debris Removal Guidelines Graphics. Found online: https://www.fema.gov/node/debris-removal-guidelinesgraphics.

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• Development and implementation of mitigation goals and activities that will eliminate or reduce future risk.
• Management and coordination of recovery activities (i.e., building homes resuming industry and commerce, rebuilding infrastructure).
• Management of fiscal operations and recovery funding. • Management of volunteer, contractual, mutual aid and agency resources.

Recovery Assistance
The California Governor’s Office of Emergency Services (Cal OES) responds to and aids in the recovery from emergencies within the State of California under the authorities of the California Emergency Services Act (ESA), the California Disaster Assistance Act (CDAA), the federal Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act), and other legislation.

Fresno County Recovery Assistance
Disaster recovery within Fresno County Operational Area is guided by a Recovery Committee. The committee is comprised of the director of Fresno County’s Public Works and Planning Department (Chair), Fresno County Auditor-Controller/Treasurer-Tax Collector (A-C/T-TC) and receives regular staff support from the Fresno County Office of Emergency Services (OES). The rest of the committee contains representatives from various county departments. The committee will meet as necessary to guide disaster recovery for the County.

State Recovery Public Assistance
Cal OES Recovery Directorate is responsible for managing disaster recovery and helping local governments, special districts, certain nonprofit organizations, individuals, businesses and agricultural communities impacted by disasters. The Recovery Directorate is comprised of three sections – Recovery Operations, Hazard Mitigation and Interagency Recovery Coordination.24
24 Found online: https://www.caloes.ca.gov/office-of-the-director/operations/recovery-directorate/recoveryoperations/.

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State Recovery Debris Operations and Management
The Recovery Debris Operations and Management Division of Cal OES supports local government’s management of debris and tree operations.25 This includes supporting affected jurisdictions – before and after the disaster – in the planning and management of a debris/tree removal operation that may be necessary to eliminate immediate threat to the public, the environment, and property.

State Wildfire Recovery Resources
Cal OES provides resources and services to those affected by wildfires in California that includes housing assistance, rebuilding after a wildfire strikes, state and federal financial disaster assistance, legal assistance, disaster unemployment resources, record replacement, donations, partner toolkits, and other essential services, and more.

Damage Assessment
Damage assessment serves as a starting point for response and recovery. The activities involve identifying, recording, compiling and analyzing damage information in order to determine the type of recovery assistance needed. The damage assessment process begins when a local proclamation of emergency. The assessments must begin quickly and accurately to obtain timely assistance from state/federal agencies. Damage assessments allow incident commanders and emergency managers to:
• Determine how much damage has occurred.
• Evaluate immediate needs to ensure the health, safety, and security of the community.
• Provide a basis for near- and long-term needs such as mass-care shelters, food, and infrastructure restoration.
25 Found online: https://www.caloes.ca.gov/office-of-the-director/operations/recovery-directorate/recoveryoperations/.

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Methods of Damage Assessment
Following major disasters, a process known as a Preliminary Damage Assessment (PDA) is used. For safety purposes, damage assessment teams should be comprised of 2 or more personnel. Methods used to accomplish a PDA include:
• Cursory or Windshield Assessments: These assessments are performed by Fire Department CERT teams by driving through the city and neighborhoods to quickly collect information from inside a vehicle. The information provides an overview of damage to the City EOC and identifies priority life safety missions. • Phone, social media, and website portals: Information may be obtained from residents and businesses via telephone, dispatch reports, social media, news and radio media or through the City’s website portal.
• Detailed on-site assessment: On-site, detailed assessments of buildings and infrastructure by qualified individuals. The damage assessment should include:
 Type and extent of public and private sector damage.
 Estimates of damages and emergency response costs.
 Any acute public health or environmental issues.
• Infrastructure Inspections: If necessary, inspection of critical infrastructure such as roads, bridges, pipelines may be obtained through specially trained individuals including Cal Trans and the Army Corps of Engineers (ACE). • Other damage assessment methods include flyovers, drones and door-to-door assessments.

Damage Assessment Teams
Damage Assessment Teams collect and organize preliminary damage assessments for use by county and state disaster personnel.
• The PDA process is a mechanism used to determine the impact and magnitude of damage and the resulting unmet needs of individuals, businesses, the public sector, and the community.
• When a large disaster occurs, information collected is used by the State of California’s Office of Emergency Services (Cal OES) as a basis for the governor’s request and by FEMA to document the recommendation made to the President in response to the governor’s request.
• The type, scale, and severity of the incident or disaster may influence the required approach and timeline of the preliminary damage assessment (PDA).

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• When a State Proclamation of Emergency and Presidential Declaration of Emergency or Major Disaster occur, numerous resources may become available to assist with local recovery.

Once it is determined the capability to respond to or recover from the event is exceeded, the state, tribute, or territory requests a joint preliminary damage assessment with FEMA.

The following figure is a preliminary damage assessment progression.

Figure 31: Public Assistance Grant Program Declaration Process26 26 Debris Removal Guidelines Graphics. Found online: https://www.fema.gov/node/debris-removal-guidelinesgraphics.

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After-Action Review and Reporting
The Emergency Manager shall be responsible for conducting an after-action review with all agencies that responded to a disaster or major event within 180 days after the incident. In addition to the city’s after-action report, California Emergency Services Act (ESA), Article

9.5, Government Code Section 8607(f) requires the state to work in cooperation with involved state and local agencies to complete an after-action report within 180 days after each declared disaster.

After-Action Reviews (AARs) of emergency responses can yield valuable feedback to the emergency management planning process and enable the City of Kingsburg to improve future emergency response. The criteria for conducting an After-Action Review includes:
• Following a major event or festival in the City of Kingsburg • Incident requiring an emergency declaration or activation level including activation of the Emergency Operations Center
• Exercise of the Emergency Operations Plan
• Death of an employee
• Breach of security
• Significant release of a hazardous substance
• Major disaster or traffic incident
• Significant change to the Emergency Operations Plan
• If requested by the City Manager.

The after-action meeting should include:
• Post-incident recap – Was this a drill or an incident? • Incident Review – What occurred?
• Incident Analysis – What went well, and why?
• Improvement Areas – What can be improved, how, and who is responsible for completing the improvements?
The after-action report shall include:
• Completion within 180 days after the incident.
• After-Action meeting input, follow-up meetings, or written comments provided by persons involved or observing the emergency action or exercise.

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• Summary of the incident to include response actions, timeline information, the overall application of SEMS for the incident or exercise, and all participating response organizations.
• Review of any records including dispatch CAD information. • Major strengths and areas for improvement regarding response. • Modifications to plans and/or procedures, training needs, and recovery activities. • Ensure all damages are documented and photographed.

A copy of the report will be available to all involved responders as requested.

Mitigation Efforts
Mitigation efforts are part of the long-term recovery process cycle. Reducing the risk of impacting hazards that are a threat to life and property are part of these efforts. These tools include:
• Local ordinances, statutes, and building code and enforcement. • Improved infrastructure and building structure measures. • Public education and community relations.
• Land-use planning.
• Professional training.

The City of Kingsburg participates in the Fresno County Multi-Hazard Mitigation Plan (2018).

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THREAT- AND HAZARD-SPECIFIC ANNEXES
Cybersecurity Annex
Purpose
This Annex assists in providing information about the Cybersecurity process in coordination with Information Technology (IT) and Administrative/Emergency Management (EM) personnel to identify, protect, detect, respond, and recover from a cyber security incident affecting the City of Kingsburg.

Background
The City of Kingsburg uses a variety of systems, services and devices that rely upon both internal and external computer networks to function correctly. These networks are commonly referred to as “cyberspace,” and failures in them, regardless of cause, are commonly referred to as “cyber incidents.” Cyber incidents have the potential to disable the City of Kingsburg services, release non-disclosable information to unknown parties and create public safety issues, among other things.

Policies
• The IT Department is responsible for securing and maintaining City of Kingsburg information technology assets following legal requirements and industry-standard best practices. The IT Department is further responsible for developing and implementing policies and procedures that ensure the City of Kingsburg can prevent, detect and respond to cyber-security incidents.
• All employees and others with access to the City of Kingsburg’s computer systems must be familiar with and comply with all policies and procedures related to information technology use and security.
• All City of Kingsburg department are expected to actively participate in continuity of operations planning that accounts for loss of or temporarily unavailable technology services. Planning must include the identification of critical services, redundancy considerations, cloud services and procedures for continuing those services during the loss of some or all of the City of Kingsburg’s cyber infrastructure.

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Concept of Operations
The City of Kingsburg’s vulnerability to a significant cyber incident is directly related to the amount of planning and prevention activities undertaken and the degree to which system users can rapidly detect, isolate and report potential incidents. A major cyber incident may be created from both internal and external sources, which have to potential to cause critical life safety and other essential services to fail.

Best practices include guidance tailored to first responders’ needs, organized by the Cybersecurity Framework’s five core functions:
• Identify – your public safety needs and drives
• Protect – yourself by applying security and training users • Detect – issues by logging and monitoring devices
• Respond – with a prepared plan to address issues
• Recover – from issues by implementing the plan and constantly improving27 Prevention and Assumptions
• The City of Kingsburg has a robust cybersecurity and computer/internet use policy regularly updated to reflect best practices.
• The City of Kingsburg provides training to all system users on information security, acceptable use policies, social engineering awareness and incident identification/notification procedures.
• Cyber vulnerabilities are both technological and human-caused and will continue to exist regardless of the number of safeguards put in place and the amount of training conducted.
• A major cyber incident has the potential to shut down critical infrastructure, negatively affect life safety, reveal protected information and to cause harm to people, data and physical assets.
27 Cybersecurity Framework – the Five Functions. National Institute of Standards and Technology. https://www.nist.gov/cyberframework/online-learning/five-functions.

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Organization
The IT Department provides the following services to support all City of Kingsburg agencies and departments:
• Voice and data communication system
• File and print systems
• Wired and wireless networks
• Servers and file storage
• Routers, switches, gateways and firewalls
• Business systems support, application software development and databases • GIS systems and services
• Access to the internet network
The IT Department issues contracts for certain types of work and services, including:
• Software/Hardware maintenance
• Printer/Copier maintenance
• Software/Database housing
• Network Security
• Internet Services
• Phone Services
The IT Department maintains detailed, confidential cyber incident response procedures based on current best practices.

Responsibilities
The IT Department:
• Serves as the lead department for major cyber incident response and provides:
 Subject matter expertise to key decision-makers.
 Personnel and technology to detect, isolate and eliminate threats and to restore systems after the threat has been dealt with properly.

Law Enforcement
• Serves as lead for any criminal investigation that results from the incident and is within the City’s jurisdiction.
 Conduct criminal investigations pursuant to established policies and procedures.

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Severe Weather
Severe weather in Kingsburg includes but is not limited to:
• Drought and Water Shortage
• Extreme Heat
• Fog
• Flooding
Primary Agencies
Kingsburg Fire Department
Kingsburg Police Department
Kingsburg Water Utility
Kingsburg Public Works
Kingsburg Administration
Supporting Agencies
Fresno County Department of Public Health
Fresno County Operational Area (EOC)
Drought and Water Shortage
Drought and water shortage can occur through natural and human-caused conditions, impacting the water system in Kingsburg. Drought and water shortage impacts should be minimized by improving agency coordination, enhancing monitoring and early waning capabilities, water shortage impact assessments and preparedness, and response and recovery programs.

Background
Groundwater is the source of domestic water supply for Kingsburg. The groundwater basin is recharged primarily by rainfall and infiltration, storm water runoff, infiltration from irrigated ditch flows and seepage in the Kings River bottom, and water conservation recharge to natural sloughs in the nearby agricultural area.

Agriculture on the west side of the San Joaquin Valley relies largely on water transferred through the Sacramento-San Joaquin Delta from Northern California. The effects of a drought can severely narrow the periods in which massive pumps can be used to move water from North California to South California.

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Drought
Drought is defined as a prolonged period of abnormally low rainfall leading to a shortage of water. Except for impacts on dryland farming and grazing, drought impact may occur slowly over seasonal periods and the effects may linger for years. The extent of drought impacts is dependent on many factors including climate, water use patterns, available water sullies, and geography.

Periods of drought can exacerbate water quality issues and wildfire risk as well as economic hard to agricultural land users. Drought conditions can result in:
• Reduced water supply within the surface and subsurface water storage systems • Reduced water allocations to water users and supplier • Increased subsurface water usage and associated effects • Associated impacts on populations (human and animal) as well as to crops • Less acreage planted, creating a spike in unemployment and economic hardship for farm laborers and their communities.

Water Shortages
The onset of drought is a gradual phenomenon, whereas water shortage may be sudden, as would occur is an earthquake causes massive failures. Most natural disasters, such as floods or forest fires, occur relatively rapidly and afford little time for preparation for disaster response.

Climate Change
Warming temperatures due to global climate change, combined with changes in precipitation and runoff patterns, are projected to increase the frequency and intensity of droughts in California. Regions that rely heavily on surface water (rivers, streams and lakes) can be affected as runoff is more variable, placing more demand on groundwater.

Climate change along with a projected increase in population can also affect water demand.

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Impacts and Conservation
The impact of drought and water shortage on people will require focused monitoring to ensure the community has an accessible water supply.

Water conservation is the cornerstone of an effort to build water resiliency. The city’s water utility is looking to behavioral changes, technology or improved design or processes implemented to reduce water loss, waste or use. Conservation should be an on-going water management decision priority as there is not enough lead time during emergencies to undertake significant water-saving improvements. Water management plans must be implemented and reviewed annually to improve conservation and resiliency of the city’s water system.
• City communication and work centers may be destroyed or rendered inoperable during a disaster. Normal operations may be disrupted for longer periods of time.

Notifications
During a water shortage or drought conditions, local information will be shared with agencies through the Operational Area and the State to ensure partners both vertically and horizontally maintain a common operating picture.
• While there is no single point at which drought or water shortage conditions can be seen as a trigger, there are trends that are tracked by the utility authority that are monitored. A report of these finding should be sent to the Kingsburg EOC, Elected Officials, the City Manager, and Fresno County Operational Area.

Public Information
A significant part of the response to a drought or water shortage incident is transmitting the message out to the public as it pertains to conservation, response and recovery to drought and/or water shortage conditions.
• The use of a Joint Information System is a comprehensive method to ensure a single unified message can reach individuals and organizations impacted by the disaster or event.
• For drought conditions, information on water conservation strategies while a water shortage is in effect may require educational messaging and information may be necessary for maintaining potable water or locations to pick up drinking water. • Provide technical advice and information from the Operational Area or the State to local farmers and ranchers on how to cope with the drought.

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Extreme Heat
Extreme heat is defined as summertime temperatures that are much hotter and/or humid than average temperatures. Humid and muggy conditions can increase the temperatures and is referred to as a Heat Index. Extreme temperature can have severe impacts on human health and mortality, natural ecosystem, agriculture and other economic sectors.

Heat-Related Illnesses
Common heat-related illnesses are heat cramps, heat exhaustion, and heat stroke. People suffer heat-related illness when the body is unable to compensate and properly cool itself.

The body normally cools itself by sweating, during extreme heat sweating is not enough, and a person’s body temperature rises faster than it can cool itself down. Very high body temperatures may damage the brain or other vital organs.

Older adults, the very young, and people with mental illness and chronic diseases are at highest risk. Even young and health people can be affected if participating in strenuous physical activities during hot weather.
• Kingsburg has a high population of elderly residents that are more vulnerable during extreme heat events.

Factors that might increase your risk of developing a heat-related illness include:
• High levels of humidity
• Obesity
• Fever
• Dehydration
• Prescription drug use
• Heart disease
• Mental Illness
• Poor circulation
• Sunburn
• Alcohol Use
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Public Information
Messaging for the media should be consistent and meet the guidelines for the State of California Public Health Department and the Centers for Disease Control and Prevention (CDC). The following figure is an example of CDC information messaging for the public.28 Figure 32: Extreme Heat-Related Messaging
28 Information found online at: https://www.cdc.gov/disasters/extremeheat/heat_guide.html.

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Cooling Centers
Kingsburg has a cooling station plan administered by Kingsburg Community Services and the American Red Cross. For the health, safety, and comfort of Kingsburg residents, designated locations may open as Cooling Centers by the city when temperatures are forecasted by the National Weather (NWS) to exceed certain highs.29 Figure 33: Cooling Centers
Cooling Center Address Phone Number Information
Kingsburg Senior Center 1450 Ellis
Street (559) 897-3013 Mon-Fri: 8:00 am–2:00 pm
Kingsburg City Hall 1401 Draper
Street (559) 897-5821 Mon–Fri: 2:00 pm–5:00 pm
Kingsburg Fire Department 1880 S.

Bethel Ave.
(559) 897-2931
(Police
Department)
Open after hours and
weekends as needed
Crandell Swim Complex 1900 18th
Ave. (559) 897-0305
Free swimming from
June 5th–August 11th
when temperatures are
over 105°
12:00 pm–4:00 pm
Tule Fog
The interior California valleys have a unique fog condition called “Tule fog.” The fog is a thick ground fog that settles in the Central Valley, dropping the visibility down to nearly zero feet. Tule fog forms during the late fall and winter, typically from November through March.

Tule fog is California’s local name for radiation fog30 that forms when air near the ground cools overnight creating a water vapor that condenses into liquid form, creating a cloud or fog at the surface. Tule Fog develops when moisture is at the surface from recent rain, there is little to no wind and a clear sky.
29 Information found online at: https://www.fresnocountyca.gov/Departments/Public-Health/Officeof-Emergency-Services-OES/Extreme-Heat. 30 Wallace, Lauren. Tule Fog: how to stay safe during the foggy season. Posted online on January 3, 2022 at: https://www.yourcentralvalley.com/weather/tule-fog-how-to-stay-safe-during-the-foggyseason/.

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Background
Motor vehicle accidents caused by the tule fog are the leading cause of weather-related casualties in California. Severe fog events have contributed to multi-vehicle traffic accidents with multiple casualties along Highway 99 in Kingsburg. The most notable event occurred in November 2003 when 108 cars and 18 semi-trucks collided in the fog on Highway 99 near Fresno. About every five years, there is a major incident involving several vehicles. A similar event is highly likely to occur again in the future, possibly on a much larger scale because of the expansion of Highway 99 from four to six lanes and the increase in highway usage.

Concept of Operations
The California Highway Patrol and Kingsburg Fire are the lead agencies for response to these types of incidents on the California highways.
• Mutual aid assistance will be requested as necessary. • Kingsburg EOC may initiate a reduced activation level based on the support needed for the incident.
• The City of Kingsburg has a fog plan that involves constant replacement of signage and street striping to maintain visibility.

Public Information
• Severe weather alerts are issued for Tule Fog conditions through weather applications and media alerts.
• School districts implement a foggy day schedule when needed and send notifications. • Transmit safety tips on social media and the city’s website. • California Transportation provides electronic boards along roadways stating, “DENSE FOG AHEAD.”
• California Highway Patrol (CHP) provides “Round Robin” pacing in front of traffic to slow traffic coming into foggy areas.

Safety Tips
The following steps should be taken for fog safety:
• Slow down, leave early
• Turn your lights ON, including taillights
• Use low beams, NEVER high beams
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• Don’t follow closely – increase following distance in case of sudden movements of the car ahead of you
• If the fog is extremely dense, spot the lines on the road for guidance • Stop in a safe location if you cannot drive safety, such as a parking lot Flooding
Background
Flooding is inevitable for cities within Fresno County, including the City of Kingsburg. Shortterm heavy storms can cause both widespread flooding as well as extensive localized drainage issues. Ponding basin levels throughout the City of Kingsburg are designed to ensure stormwater will drain.

Prior to the Fresno Metropolitan Flood Control District and other related flood control and urban drainage systems, flooding occurred frequently. The flood control system currently contains a series of holding basins, channels, and other facilities designed to divert storm water away from both rural and urban areas. The older levees, however, will not prevent flooding from a significant storm such as the 2022-23 winter’s massive Sierra Nevada snowstorms and significant winter rainfall that flooded the Tulare and Kings River, and led to the reemergence of Tulare Lake.

Fresno County contains a system of levees to hold back floodwaters. The Federal Emergency Management Agency (FEMA) flood maps for the area show that existing levees are not certified to withstand a 100-year flood event. The figure below shows the flood zones for Kingsburg and the surrounding area.

The City participates in the National Flood Insurance Program (NFIP), joining the program on November 30, 1983.

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Figure 34: Kingsburg Flood Zones31
Concept of Operations
Floods are generally classified as either slow-rise or flash floods. Slow-rise floods may be preceded by warning within hours, days, or weeks while flash flood may have an extremely short warning time. The primary effect of flooding is the threat to life and property. • People and animals may drown.
• Structures and contents may be flooded or destroyed.
• Roads, bridges and railroad tracks may be washed out. • Crops may be destroyed.
• Strong winds along with saturated ground conditions can down mature trees. 31 FEMA Flood Map -
https://msc.fema.gov/portal/search?AddressQuery=Kingsburg%2C%20CA#searchresultsanchor.

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Response
Response from the Fire and Police Department and other city departments may include:
• Rescuing persons trapped in floodwaters
• Securing utilizes
• Cordoning off flood areas
• Controlling traffic
Considerations
The Kingsburg Emergency Operations Center may need to activate to consider the following:
• Sheltering for residents who have been affected by floodwaters and are unable to return home.
• Public Health involvement to address the impact of the flood, such as disease and environmental issues.
• Mutual Aid assistance for local agencies that are overwhelmed. • Additional personnel and resources may be required.

Dam Failure
Background
Kingsburg is in the mapped inundation area of Pine Flat Dam. The 20-mile-long Pine Flat Reservoir is located in the foothills of the Sierra Nevada Mountain, approximately 30 miles northeast of Kingsburg, contains 1 mill acre-feet of water over 5,790 acres. The construction of the 440-foot Pine Flat Dam on the Kings River was completed in 1954. The Dam’s primary purposes are flood control, irrigation, water conservation and recreation. According to the Kings River Conservation District, “In the event of a major release from Pine Flat Dam, downstream flooding could occur over agricultural lands near the riverbanks and possibly within the Cities of Reedley and Kingsburg.”
Dam failure can result from earthquakes, erosion of the face or foundation, improper sitting, rapidly rising floodwaters and structural/design flaws. The Pine Flat Dam is a concrete gravity-designed dam. The Jeff L. Taylor Pine Flat Power Plan is a hydroelectric generation station operated by Kings River Conservation District is located at the base of the dam.

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Concept of Operations
A dam failure may cause:
• Loss of life
• Damage to property
• Displacement of persons residing in homes in the inundation path • Other ensuring hazards
 Damage to electric transmission lines
Considerations
The emergency operations center may be active to assist residents and assess damages. • Response capabilities of the city may be overwhelmed. • Displaced persons will need shelters established away from the flood waters. • Damage assessments will be needed.
• Disaster relief efforts would be needed through mutual aid partners and nongovernmental organizations.

Safety Tips
During flooding and dam failure events, media releases and alert warnings should be used to:
• Warn residents of possible flooding.
• Sandbag Locations: Public Works at 1200 Kern Street
• Emphasize the phrase: “Turn Around, Don’t Down” – Do not drive through flood waters! throughout the course of the flood event.
• Announce road closures and shelter openings.
• Monitor weather information through the National Weather Service:
https://www.weather.gov/hnx/?fbclid=IwAR0yF9yejVom9dbmjVtpoa8XQ0HX1xdt01cB dE6HecyJTIHmvi8Gv10phNU
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Earthquake Annex
Purpose
Due to the seismically active region in which the city is situated, earthquake hazards are recognized as a significant threat to the City of Kingsburg. The purpose of this annex is to coordinate a multi-jurisdictional response to an earthquake and associated aftershocks.

Concept of Operations
Limitations
The City will endeavor to make every reasonable effort to respond to an earthquake and related hazards. However, City resources and systems may become overwhelmed by the magnitude of the disaster and its impacts. Additionally, widespread infrastructure impacts may delay outside resources and inhibit the ability to move resources within the City. The guidelines in this plan do not guarantee that conditions will exist in which all activities can be achieved.

General
Kingsburg is situated in the California Central Valley that is surrounded by faults—the San Andreas fault to the west (California’s largest); the Garlock fault to the south; and the faults of the Sierra Nevada to the east. The San Andreas fault will create the largest earthquakes —as strong as a magnitude 8—that will disrupt the entire region. An earthquake closer to Kingsburg, even at a lower intensity, can be more damaging to buildings and infrastructure than the magnitude 8 farther away.

Kingsburg Non-Reinforced Masonry Risk
Older construction of non-sprinklered, unreinforced, multi-story buildings with basements are a common building design used throughout the downtown Kingsburg area (Draper Street is primarily comprised of mercantile and office spaces) increases life safety and property loss risk in the event of an earthquake.
• City Hall is a poured reinforced concrete building, however, an exposure next to it is an unreinforced masonry building.
• Current building codes do not necessarily require upgrading existing buildings to conform to current code requirements.
• Unreinforced masonry is not designed to withstand earthquakes and is at a high risk for structural collapse should an earthquake occur.

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Earthquake Effects
Other geological earthquake effects occur only where specific conditions exist32:
• Landslides can be triggered on steep sloping sites with loose soils. • Liquefaction occurs when loose saturated soils, typically sands and silts, are subjected to strong earthquake shaking. The strong shaking compacts or densifies the granular soils, creating a quicksand-like condition in which the soils lose their ability to support foundations. The structures can sink and settle dramatically, and underground structures can float free.
• Fault Rupture is the slippage within the rock that occurs during an earthquake. Surface fault rupture can result in abrupt lateral or vertical offsets.

The National Earthquake Hazards Reduction Program (NEHRP) leads the federal government’s efforts to reduce the fatalities, injuries and property losses caused by earthquakes.

The most intense effects of an earthquake generally occur at sites closest to the area on the fault that produced the earthquake. Sites with soft soils, such as those that are found in river valleys and along the edges of large lakes and bays, tend to amplify the effects.33 Figure 35: Intensity Amplified by Type of Soil34
32 https://www.fema.gov/sites/default/files/documents/fema_p-749-earthquake-resistant-designconcepts_112022.pdf 33 Information can be located at: https://www.fema.gov/sites/default/files/documents/fema_p-749- earthquake-resistant-design-concepts_112022.pdf.
34 Information can be located at: https://cbworden.github.io/shakemap/index.html.

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Training Tools
The Earthquake County Alliance (ECA) has developed many educational materials specific for governmental agencies, counties and municipalities regarding the probability of a catastrophic earthquake. These materials have been developed by leading scientists and geologists to accurately portray the expected damages after a large earthquake.

ECA has created hypothetical Shakemap® scenarios for areas at higher probability for a large earthquake. Shakemap® scenarios are not a prediction of an earthquake and not a guarantee that if an earthquake did occur, that it would not exceed a magnitude 7.35 Considerations
City staff and facilities will be directly impacted by a major earthquake. The disaster may potentially reduce response capabilities while simultaneously creating unprecedented demand for services. Other general assumptions include:
• The City Emergency Operations Center (EOC) will not immediately meet all logistical demands.
 A detailed and credible common operating picture may not be achievable for 24 to 48 hours, or longer, after the earthquake – response operations may have to begin without a complete or detailed situation and critical needs assessment.  Neighboring and Regional impacts and/or other disasters across the nation may limit availability of mutual aid and outside resources. Communication with the Fresno County EOC will be vitally important.
 Looters will be present after the earthquake; curfews must be initiated quickly.  Outside resources, such as equipment, material, and personnel may be delayed or diverted. The city may be isolated from outside assistance due to crippling regional impacts and should be prepared to work without outside assistance or resources for up to 96 hours after the earthquake has occurred.
• Employees may experience significant delays responding from home and work due to damaged transportation infrastructure. City staff will need support for their families in order to work effectively.
• Water, food, and emergency supplies may be limited or unavailable to first responders or the general public.
35 Scenario Earthquake – Great Valley 13 (Coalinga). USGS.gov. Found online:
https://www.google.com/search?client=safari&rls=en&q=M+7.0+Scenario+Earthquake+- +Great+Valley+13+(Coalinga)+(usgs.gov)&ie=UTF-8&oe=UTF-8.

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• Damaged to critical infrastructure may be extensive.
 Fires are the leading danger immediately following an earthquake. Water mains will be damaged, reducing firefighting extinguishment capabilities.  Hazardous Materials Incidents may be present to include natural gas leaks on highpressure gas lines and container leaks at fixed facilities.  Electrical charging capacities may be unavailable, reducing charging capacity for electrical devices (including vehicles).
 Damaged infrastructure to city-owned buildings may also hinder the work capabilities of City employees. Departments with damaged facilities should consider an established departmental Continuity of Operation (COOP) plan alternative site.
 Extensive road and bridge damage may require air support for operational and logistical needs.
 Damaged residences and utility services, and extreme temperatures will increase the need for shelter assistance.
• Public Safety response may be hindered.
 The 911 system, if operating, will be overloaded and need to be prioritized.  Automatic aid and mutual aid from the City’s immediate neighbors will be largely unavailable.
 Area hospitals may not have sufficient capacity to meet the surge in patient demand.
• Shelters and other humanitarian efforts will initially be spontaneous, non-traditional and rudimentary.
 The City will improve shelter conditions in conjunction with other relief activities as soon as possible.
• Communications and collaboration methods that depend on the Internet or Information Technology infrastructure may be impacted or compromised by physical damage, overuse and heavy traffic, or possibly malicious use.

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Public Information
ShakeMap®, developed by the U.S. Geological Survey (USGS), facilitates communication of earthquake information to the public through an app on the cellular phone. ShakeMap® portrays the distribution and severity of shaking, information critical for gauging the extent of the areas affected, determining which areas are potentially hardest hit, and allowing for rapid estimate of losses.36
• Social media, when available, will be an important source of information for the general public; however, varying accuracy and currency of social media reports may cause confusion. Consistent messaging with Fresno County Operational Area will assist with rumor control.

Responsibilities
Kingsburg Fire Department will lead the Unified Command along with Kingsburg Police Department and Kingsburg Public Work, focusing on immediate life safety priorities and other response needs. First responders will prioritize actions that have the greatest change of saving the most lives.

Centralized city-wide coordination and decision-making will be established through the Kingsburg EOC as quickly as possible. The City response to an earthquake and all subsequent aftershocks will be a balance between addressing immediate life safety/rescue operations, mitigating the ongoing consequences and providing for the basic needs of the community.
• Response to a severe earthquake will quickly exceed the capacity of City resources. • In order to meet the need, the City will coordinate with governmental and nongovernmental partners as well as community members. 36 Information can be located at: https://earthquake.usgs.gov/data/Shakemap/background.php.

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Emergency Operations Center
Kingsburg EOC staff should report immediately to the identified EOC to begin addressing the cascading consequences of the earthquake, supporting field responders and coordination as well as community needs for shelter, food, and water. City staff who do not have an EOC role shall respond according to department policy and procedures. The City EOC shall strive to communicate and coordinate with neighboring jurisdictions and the Fresno County Operational Area (OA) as soon as possible. Specific disaster objectives include, but are not limited to:
• Develop and maintain situational awareness to ensure unity of effort in City response and recovery operations.
• Support a City-wide strategy for firefighting, emergency medical service, rescue and hazardous materials response with Kingsburg Fire Department as the lead agency. • Execute a damage assessment plan.
• Stabilize essential community lifelines to support health and safety in the community and enable the continuous operation of government. Report community lifeline status to the EOC on a timely basis to help decision makers develop operational priorities. (See Community Lifelines in Recovery Annex in this EOP). • Establish shelter capacity in coordination with regional efforts. • Provide timely and reliable information to the public about response and recovery efforts and protective actions.
• Identify and address policy issues in a timely manner.

Educational Materials
FEMA provides earthquake preparedness and an overview of regions of the United States with high risk of earthquakes and guidance for seismic retrofitting of common home types.

Earthquake Safety at Home: FEMA P-530 – March 2020
Teach earthquake safety:
• Cover your head and neck with your hands.
• Get under a table.
• Stay inside wherever you are.
• Don’t run from your location.
• Don’t stand behind a doorway.
• Don’t stand near windows, outer walls.

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Pandemic/Infectious Disease Annex
Purpose
Pandemic presents one of the greatest risks to public health. The purpose is to enable the City of Kingsburg to facilitate response effectively and efficiently to ensure that essential operations are maintained during a seasonal or influenza pandemic or a pandemic steaming from another virus or disease. The City’s objectives are:
• To reduce transmission of the virus strain among staff, residents, and community partners.
• To minimize illness among staff and residents.
• To maintain mission-critical operations and services during a pandemic. • To minimize social disruptions and the economic impact of a pandemic event. • To detail interagency coordination and consistency related to public health incidents at the local, county, state and federal level.

Definitions
Epidemic: Increase, often sudden in the number of cases of a disease above what is normally expected in that population in that area.

Pandemic: The Center for Disease Control and Prevention (CDC) defines pandemic as an epidemic that has spread over several countries or continents, affecting a large number of people.

Public Health Emergencies of International Concern (PHEIC): an extraordinary event which is determined to constitute a public health risk to other states through the international spread of disease and to potentially require a coordinated international response.37 37 Kuhn, Jens H. Which Virus Will Cause the Next Pandemic? Published online 2023 Jan 10. Doi:
https://doi.org/10.3390%2Fv15010199
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Background
Pandemic influenza is distinct from seasonal influenza epidemics that happen nearly every year. Seasonal influenza is a major public health concern and must be appropriately managed to mitigate the potential for pandemic influenza.

Since 2005, seven Public Health Emergencies of International Concern (PHEIC) have been declared, all of them viral emerging infectious diseases38:
• 2009 H1N1 pandemic
• Ebola virus disease outbreak in Western Africa, 2013-2016: Claimed more than 11,000 lives and caused tremendous socioeconomical disruption in Western Africa. • Poliomyelitis (since 2014): With extensive vaccination campaigns over the last decades, many countries have declared polio virus-free. The international spread of wild-type polio virus by adult travelers prompted the IHR Emergence Committee to declare poliomyelitis a PHEIC again in 2014.
• Zika Virus Disease Outbreak in South America (2016): About 600 cases of microcephaly in newborns were linked to maternal Zika Virus infections, causing international concerns over Zika virus infections in South America.
• Ebola Virus Disease Outbreak in the Democratic Republic of the Congo (2018-2020):

This outbreak claimed about 2,300 lives. A vaccine, not yet available in 2013-2015 helped control the outbreak.
• SARS-CoV-2 Pandemic
• Mpox Outbreak: On 23 July 2022, the Mpox outbreak was declared a PHEIC based on more than 16,000 reported cases from 75 countries and territories.

The next pandemic will likely result from a zoonotic event caused by a virus introduced into humans from mammals, including bats (which harbor the highest proportion of zoonotic viruses among mammals) and rodents, or from avian species.39 Viruses and diseases with pandemic potential and the public health impacts include:
38 Ibid.
39 Ibid.

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Figure 36: Viruses and Diseases with Pandemics Potential – Public Impact Virus/Disease Description Public Health Impacts
Influenza
(General)
Influenza is a respiratory illness caused
by a virus. Seasonal influenza can
occur at any time, but peak
outbreaks are between October and
May.

Spread: The virus is spread person-toperson through respiratory droplets, usually through coughs or sneezes on
another person. Spread can also
occur when a sick person touches an
object such as a doorknob, faucet, or
light switch. Spread in most adults
occurs one day before symptoms
develop and up to five days after
becoming sick.

Each year, five percent to 20% of the
U.S. population will get sick.

Approximately 36,000 of those will die.
• Symptoms: The virus causes mild to
severe illness but can lead to
death. Symptoms usually start
suddenly, appearing one to four
days after exposures, but usually
start about two days after
exposure.
• Everyone is at risk, however, seniors,
young children and people with
certain health conditions are at risk
for complications from the flu.
• General influenza may develop
into bacterial pneumonia or
dehydration, or an existing chronic
medical condition may worsen.
• Children may also have
gastrointestinal symptoms, like
stomach cramping, vomiting,
nausea and diarrhea. They may
also develop sinus problems and
ear infections.

Influenza A,
Subtype
H1N1
Influenza A, Subtype H1N1 is a
subtype of influenza Virus A and the
most common cause of influenza
(flue) in humans.

Some strains of H1N1 are endemic in
humans. Less virulent H1N1 strains exist
worldwide in the wild today, causing
a small fraction of all illness and a
large fraction of seasonal illness.

Other strains of H1N1 are endemic in
pigs (swine influenza) and in birds
(avian influenza).

The virus is referred to as “swine flu”
because laboratory testing revealed
that many of the genes in this new
virus were very similar to influenza
viruses that normally occur in pigs in
North America.
• Symptoms: Similar to regular
human flue and include fever,
cough, sore throat, body aches,
headache, chills and fatigue.

Some have reported diarrhea and
vomiting associated with H1N1 flu.
• Severe illness (pneumonia and
respiratory failure) and deaths
have been reported with H1N1 flu
infection.
• Like seasonal flu, H1N1 flu may
cause a worsening of underlying
chronic medical conditions.

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Virus/Disease Description Public Health Impacts
Influenza A,
Subtype
H5N1
Influenza A, Subtype H5N1, also
known as “bird flu,” is a subtype of the
Influenza A virus, which can cause
illness in humans and many other
animal species.

The virus is extremely rare in humans.

Most human infections occur after
prolonged and close contact with
infected birds.

Spread: Rare human-to-human
spread with this virus has occurred,
however it has not been sustained
and no community spread of this virus
has ever been identified.
• Human infections with H5N1 have
occurred among children and
adults younger than 40 years old.

Mortality has been highest in
people aged ten to 19 years old
and in young adults. Most human
cases have presented for medical
care late in the illness and have
been hospitalized with severe
respiratory disease.
• In cases where human-to-human
transmission of the virus is thought
to have occurred, spread has
occurred after a very long period
of unprotected close contact with
a very sick family members.
• While human transmission is rare,
H5N1 is considered to have
pandemic potential. According to
the CDC, “If…H5N1 viruses gain the
ability for efficient and sustained
transmission among humans, an
influenza pandemic could result,
with potentially high rates of illness
and death worldwide.”
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Virus/Disease Description Public Health Impacts
Typhus
Flea-borne typus is a bacterial disease
caused by Rickettsia Typhi and
possibly Rickettsia Felis. Flea-borne
typhus is considered endemic (always
present) as some cases have been
report from Orange County and other
parts of California.

A person can get typhus by coming in
contact with infected fleas. The
bacteria that cause typus can be
found in the feces of some fleas, and
this bacterium can contaminate the
skin surface when the flea bites. If the
person scratches the bite area, some
of the bacteria in the flea feces can
enter the person’s blood stream.
• Human cases of flea-borne typhus
are reported worldwide, mainly in
tropical and coastal areas. In the
United States, most cases occur in
Texas, California, and Hawaii, with
an average of about 300 cases
every year.
• Symptoms: Although most illnesses
are mild and undetected, any
people infected with flea-born
typhus may have fever,
headache, chills and muscle
aches approximately six to 14 days
after the flea bit. Some people
may also get a rash that may
begin on the host and spread to
the sides and back. Most of the
reported cases in California have
required hospital care.

Ebola Virus
Disease
(EVD)
Ebola Virus Disease (formerly known
as Ebola hemorrhagic fever) is a rare
and deadly disease in people and
nonhuman primates. The viruses that
cause Ebola are located mainly in
sub-Saharan Africa.

Ebola is introduced into the human
population through close contact
with the blood, secretions, organs or
other bodily fluids of infected animals
such as chimpanzees, gorillas, fruit
bats, monkeys, forest antelope, and
porcupines found ill or dead.

People can get Ebola through direct
contact with an infected animal (bat
or nonhuman primate) or a sick sic or
dead person infected with Ebola
virus.
• Spread: Ebola spreads through
human-to-human transmission via
direct contact (through broken skin
or mucous membranes) with the
blood, secretions, organs or other
bodily fluids of infected people,
and with surfaces and materials
(e.g., bedding and clothing)
contaminated with these fluids.
• Health and medical responders as
well as other aid workers are at risk
of infection when working with
infected people and/or handling
the dead.
• There is evidence that Ebola can
be sexually transmitted.
• The average Ebola case fatality
rate is around 50%.

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Virus/Disease Description Public Health Impacts
Zika
Zika is a mosquito-borne flavivirus
spread mostly by the bite of an
infected Ades species mosquito (Ae.
aegypti and Ae. albopictus). These
mosquitos’ bit during the day and
night.

In addition to mosquito bites, Zika virus
is also transmitted from mother to
fetus during pregnancy, through
sexual contact, transfusion of blood
and blood products and organ
transplantation.
• Symptoms: Fever, rash, headache,
joint pint, conjunctivitis (red eyes)
and muscle pain.
• Zika infection during pregnancy
can cause certain birth defects
including microcephaly and is
associated with other pregnancy
problems.
• Several countries that have
experienced Zika outbreaks
recently have reported increases in
people who have Guillain-Barré
syndrome (GBS).
 GBS is an uncommon sickness of
the nervous system in which a
person’s own immune system
damages the nerve cells,
causing muscle weakness, and
sometimes, paralysis.
• No vaccine or medicine is
available to prevent or treat Zika
virus.

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Limitations and Assumptions
• A serious seasonal or pandemic flu or virus is inevitable but not predictable. Outbreaks are expected to occur simultaneously throughout much of the United States limiting the potential to utilize community partners for mutual assistance and resources. • Access and functional needs populations will be assessed and included within the planning, response, containment and recovery process.
• Basic services (health care, law enforcement, fire services, emergency response, communications, transportation and utilities) could be disrupted during a pandemic and could last for months following a new pandemic strain emergence. • A pandemic is likely to occur in “waves” of infection, each lasting eight to 12 weeks approximately, separated by weeks of inactivity. Influenza pandemics can last from 18 months to several years.
• Existing medications may not be effective or available. • Other infection control strategies such as social distancing, improve hygiene and respiratory etiquette, isolation and quarantine may be used to control the spread of disease.
• The Fresno County Department of Public Health will be the lead agency in management of a serious seasonal or pandemic influenza or other virus outbreak and will promote and coordinate the use of vaccines or antivirals based on availability and the best scientific evidence at the time.
• Decisions about non-pharmaceutical community containment measures will be made in an atmosphere of considerable scientific uncertainty. Containment measures must be adapted to the epidemiology context of each phase of the pandemic. • Kingsburg and Fresno County will have to address the pharmaceutical and nonpharmaceutical community containment effects of a pandemic with available resources as the State and Federal government will be limited at the onset of a serious seasonal or pandemic outbreak.

Concept of Operations
Public health prevention must incorporate emergency management planning into the emergency management cycle as well as providing coordinated efforts into response efforts when a pandemic arises in the City. Other planning considerations include:

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Considerations
• A pandemic has the potential to cause illness in a very large number of people, overwhelm the healthcare system and jeopardize services by causing high levels of absenteeism in the workforce.
• In a pandemic situation, the goal is to slow the spread of disease to prevent illness.

Vaccination remains the best protective option against infectious disease. • Vaccination centers shall be established through the Kingsburg Fire Department in coordination with CCEMSA and the County Department of Public Health. These centers may require additional law enforcement and medical personnel to handle traffic flow and administer vaccinations.
• The City of Kingsburg should follow a continual cycle of planning, training, exercising, testing, evaluating and improving incident response capability and capacity to a pandemic emergency.

Response
Response activities occur when a virus or pandemic is identified that could lead to a serious seasonal or pandemic flu or another virus outbreak. Response should be coordinated and implement through the Kingsburg Fire Department, Central California Emergency Medical Services Agency (CCEMSA) and the Fresno County Department of Public Health and OES. These agencies will be responsible for initial and extended response as well as recovery activities as well as damage assessment information. • Departments should follow policies and procedures in each department regarding the release, recall or assignment of personnel in any emergency situation related to public health.
• Department will also take precautionary measure to ensure response capabilities or take immediate mitigation measures.
• Distribution of prophylactic drugs and/or vaccination will be at the direction of the Fresno County Department of Health through medical point(s) of dispensing (M-POD) sites.
 Kingsburg Fire Station 2 is currently designated as the M-POD site for the City of Kingsburg.
• Monitoring activities and decontamination services should remain flexible and scalable to reflect the needs of individuals and availability of resources.

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Mitigation Strategies
Public health awareness campaigns in accessible formats, vaccination and wellness fairs, teleworking, shift staggers and a number of other preventative actions. The City should incorporate basic public health mitigation into routine departmental operations all year round, with an increased emphasis before and during flu season. Other types of mitigation strategies may include:
• Washing hands with soap and water.
• Avoiding touching eyes, nose or mouth with unwashed hands. • Masking, which covers the mouth and nose, when close contact is unavoidable. • Avoiding close contract with people who are sick which reduces the risk of infection. • Staying away from work, school or other people if you become sick with respiratory symptoms like fever and cough.
• Vaccines to human influenza viruses are available, but they are strain-specific and not expected to provide protection against antigenically different influenza viruses.40 Public Information
The initial action for the public in the case of seasonal or pandemic virus outbreak is to use alert and warning notifications, websites and social and news media resources to notify the public about an outbreak and how to take appropriate hygiene precautions. • Information related to the virus and its effects on the population as well as instructions on hygiene, social distancing and other relevant details, including CDC guidelines, will be released to the public through various media avenues, website and alerts/warning applications.
40 Ibid.

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Recovery
The objective of recovery from a pandemic is to restore baseline levels of public health, vital services (and public access to those services), and to restore jobs and facilities quickly and efficiently. Each department shall ensure proper documentation of actions, incident specific cost tracking, personnel time keeping and record retention of these documents. • Time keeping documentation for additional personnel must be recorded through time sheets and ICS 214 forms.
• All City Department must document financial costs of labor materials and equipment used to address the disaster.
• Follow all recovery guidelines according to the Emergency Operations Plan.

Fatality Management
Fatality management will be one of the most demanding aspects of the response. Large numbers of fatalities may overwhelm the normal Medical Examiners/Coroners system. The lead agency for fatality management will be the Fresno County Sheriff/Coroner’s Office. • Fatality management will have a direct impact on the resilience and recovery of the community and the nation.

Responsibilities
The powers and responsibilities assigned by statute to various state and local officials during a proclaimed public health and medical emergency.

Lead Agencies
The lead agencies for an epidemic/pandemic event will be the City of Kingsburg Fire Department and the Central California Emergency Medical Services Agency (CCEMSA).

Central California Emergency Medical Services Agency (EMS) CCEMSA coordinates and supports the emergency medical services system with hospitals, fire departments, ambulance providers and other healthcare partners to provide emergency medical services and maintains the County’s medical supplies.

Fresno County Office of Emergency Services
The Fresno County Office of Emergency Services (OES) is located within the Department of Public Health and coordinates planning, preparedness, response and recovery efforts for a health emergency.

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Fresno County Sheriff/Coroner
The Fresno County Sheriff/Coroner’s Office is the lead agency for fatality management and medical examiner investigations. The Coroner is responsible to determine the circumstances, manner and cause of all violent, sudden or unusual deaths.

California Department of Public Health (CDPH)
CDPH is the state agency responsible for protecting and ensuring the health of California residents. CDPH manages response to and recovery from pandemic emergencies.

Center for Disease Control and Prevention (CDC)
The CDC is one of the major operating components of a pandemic response and recovery system. The CDC is the primary source of information and resources for preparing for and responding to public health emergencies.

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Section IV:

SUPPORTING DOCUMENTATION
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APPENDIX A: COUNTY, STATE & FEDERAL EMERGENCY SUPPORT FUNCTIONS NIMS identifies fifteen (15) Emergency Support Functions (ESFs) used to provide structure for Emergency Operations Centers. The California State Emergency Plan has established eighteen California Emergency Support Functions (CA-ESFs) to address emergency management needs. Fresno County Operational Area EOC uses the appropriate emergency support functions when needed to provide County departmental support, coordination, and response to emergencies.

Figure 37: State of California and Federal Emergency Support Functions California Emergency Support Functions (CA-ESF) Federal Emergency Support Functions (ESF) Transportation (CA-ESF1) Transportation (ESF1)
Communications (CA-ESF2) Communications (ESF2)
Construction & Engineering (CA-ESF3) Public Works & Planning (ESF3) Fire & Rescue (CA-ESF4) Firefighting (ESF4)
Management (CA-ESF5) Emergency Management (ESF5)
Care & Shelter (CA-ESF6) Mass Care (ESF6)
Resources (CA-ESF7) Resource Support (ESF7)
Public Health & Medical (CA-ESF8) Public Health & Medical Services (ESF8) Search & Rescue (CA-ESF9) Search & Rescue (ESF9)
Hazardous Materials (CA-ESF10) Oil & Hazardous Materials Response (ESF10) Agriculture (CA-ESF11) Agriculture & Natural Disasters (ESF11) Utilities (CA-ESF12) Energy (ESF12)
Law Enforcement (CA-ESF13) Public Safety (ESF13)
Long-Term Recovery (CA-ESF14) Long Term Community Recovery (ESF14) Public Information (CA-ESF15) External Affairs (ESF15)
Evacuation (CA-ESF16) N/A
Volunteer & Donations Management (CA-ESF17) N/A
Cyber Security (CA-ESF18) N/A
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APPENDIX B: CONTRACTOR/AGENCY LIST
Services Provided Provider
Main/NonEmergency
Telephone
Emergency
Phone
Army Corps of Engineers Contact: Laverne F. Adams
[email protected] (559) 787-2589 (559) 792-6125 Behavioral Health Crestwood Behavioral Health (559) 238-6981 (559) 495-8329 Cal Trans
District 6 Fresno/Bakersfield
[email protected]
https://csr.dot.ca.gov
(559) 444-2518 (559) 840-7954
Electrical Utility Provider PACIFIC Gas and Electric (877) 771-9574 911 Emergency Management
Coordination – Fresno
County
Fresno County Office of Emergency
Services (559)600-4065 (559) 600-4055
Fresno County Emergency
Response Team
The Emergency Response Team (ERT)
provides assistance to agencies by
responding to hazardous materials spills
and accidents, and to non-business hours
emergencies. Situations may occur in all
Environmental Health program areas.

[email protected]
(559) 600-3557
(559) 600-3271
or after hours
through the
Fresno County
Sheriff’s Office
at (559) 600-
3111
Fresno County Public Health
Dan Lynch, EMS Administrator
1221 Fulton Mall
Fresno, CA 93721
(559) 600-3387 (559)600-3200
Fresno County Rural Transit
Agency
2035 Tulare Street
Fresno, CA 93721 (559) 233-6789
Generator Service Quinn Caterpillar (559) 392-5779
HVAC Service Jacks Air (559) 897-5200
Kinder Morgan Non-Emergency
www.publicawareness.kindermorgan.com (713) 369-9000 (866) 762-8442 Law Enforcement Kingsburg PD (559) 897-2931 911
Fresno County Sheriff’s
Department
Tony Botti, Public Information Officer
Kathy Curtis – LT. Operations (559) 600-8137
Fresno County
Sheriff’s
Dispatch
Medical Response &
Transport Kingsburg Fire Department (559) 419-0911 911
Public Transportation
Kingsburg Rural Transit
Reedley College Bus Transit
Valley Rides
(855) 612-5184
N/A
(559) 441-7433
Union Pacific Non-emergency reporting
www.UP.com/NotifyUP (559) 877-7267 911
Waste Removal Mid-Valley Disposal 1-800-706-5779
Water Service Provider City Of Kingsburg PW (559) 897-5382 Weather Information San Joaquin Valley, CA (weather.gov) (559) 584-3752 Emergency Operations Plan City of Kingsburg
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APPENDIX C: ANIMAL RESOURCES AND CONTACTS
Organization Contact Person Contact Information
Shelter Resources
Central California Animal Disaster Team Naomi Tobias, President (559) 269-7685 (559) 433-9663 Office
Fresno Humane Animal Services
Teri Rockhold, Director
760 West Nielsen Ave.

Fresno, CA
(559) 259-5523 Mobile
(559) 600-7387 Office
Central California SPCA 103 S. Hughes Ave.

Fresno, CA (559) 289-0374
Deceased Animal Haulers
Baker Commodities, Inc. 16801 Jensen Avenue
Kerman, CA 93630 (559) 846-9393
D&D Disposal, Inc. N/A (323) 268-7050
Dignified Dead Animal Disposal N/A (805) 523-1241
Gulley’s Livestock Disposal N/A (760) 949-7957
Sisk Tallow/Recycling Company 4506 S. Commons Road
Turlock, CA 95380 (209) 667-1451
Lost Horse N/A (209) 772-2842
Animal Rendering
Baker Commodities, Inc. 16801 Jensen Avenue
Kerman, CA 93630 (559) 846-9393
Darling International, Inc. 795 W. Belgravia Ave.

Fresno, CA (559) 269-5325
West Coast Rendering Co. 4105 Bandini Blvd.

Vernon, CA 90058 (323) 261-4176
Animal Shelter Supply Resources
Fromm Family Pet Food 1540 Marion Street #1806
Kingsburg, CA 93631 (559) 896-0749
For the Birds 1332 Draper Street
Kingsburg, CA 93631 (559) 897-8070
PetSmart 3220 W. Shaw Ave.

Fresno, CA (559) 277-2220
PETCO 4144 N. Blackstone
Fresno, CA (559) 226-4941
Whities Pets 5215 N. Blackstone
Fresno, CA (559) 438-4343
Pet Extreme 638 W. Shaw Ave.

Fresno, CA (559) 221-9338
Costco 7100 N. Abby St.

Fresno, CA (559) 437-3640
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APPENDIX D: AREA HOSPITALS
Services Provided Provider
Main/NonEmergency
Telephone
Hospital Facility
Adventist Health Selma
1141 Rose Ave.

Selma, CA 93662
(559) 891-1000
Hospital Facility – 49 Beds
Acute Care Hospital
No emergency room
Adventist Health Reedley
372 W. Cypress Ave.

Reedley, CA 93654
(559) 638-8155
Hospital Facility – 199 Beds
Acute Care Hospital
Emergency Room
Adventist Health Hanford
115 Mall Drive
Hanford, CA 93230
(559) 582-9000
Hospital Facility – 419 Beds
Acute Care Hospital
Emergency Room
Kaweah Delta Medical Center
400 W. Mineral King Ave.

Visalia, CA 93291
(559) 624-2000
Hospital Facility – 282 Beds
Short Term Acute Care
University Medical Center
445 S. Cedar Ave.

Fresno, CA 93702
(559) 499-6540
Hospital Facility – 626 Beds
Level 1 Trauma Center
Emergency Room
Community Regional Medical Center
2823 Fresno Street
Fresno, CA 93721
(559) 459-6000
Hospital Facility – 109 Beds
Acute Care Hospital
Emergency Room
Clovis Community Medical Center
2755 Herndon Ave.

Clovis, CA 93611
(559) 324-4000
Hospital Facility – 436 Beds
Acute Care Hospital
Emergency Room
Saint Agnes Medical Center
1303 E. Herndon Ave.

Fresno, CA 93710
(559) 450-3000
Children’s Hospital – 348 Beds
Emergency Room
Valley Children’s Hospital
9300 Valley Children’s Place
Madera, CA 93636
(559) 353-5116
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APPENDIX E: STATE AGENCY LEVEL RESPONSIBILITIES
• California Office of Access and Function Needs (OAFN): Within the California Office of Emergency Services, the Office of Access and Function Needs (OAFN) plans for the realities of disasters by integrating access and functional needs into everything Cal OES does including partnership development, outreach, training, guidance and providing technical assistance.
• California Department of Social Services (CDSS): CDSS serves as the coordination and communication link between State and Federal disaster care and shelter response system for PAFN.
• California Department of Rehabilitation (DOR): DOR’s responsibility is to support Cal EMA, CDSS and any other department requesting assistance. • Department of Developmental Services (DDS): DDS provides expertise in assisting CDSS in identifying the shelter needs of people with certain types of disabilities during emergencies and will coordinate with other state and non-governmental agencies to ensure safe and secure sheltering to people with developmental disabilities. • State Independent Living Counsel (SILC): SILC is an independent counsel to the DOR, setting policy and monitoring the implementation of the state’s network of Independent Living Centers (ILCs). The SILC will coordinate with agencies and councils at the state and federal levels to activate the assistance of disability and agingfocused organizations to ensure that services to people with disabilities are delivered effectively.
• California Department of Aging (CDA): CDA provides expertise in appropriate sheltering needs during emergencies and will coordinate with other state and nongovernmental agencies to ensure safe and secure sheltering of seniors and people with disabilities.
• Department of Alcohol and Drug Programs (ADP): ADP provides expertise in appropriate sheltering needs/requirements for people with alcohol and drug dependency issues. They facilitate services, working with counties and drug treatment providers.
• Department of Mental Health (DMH): DMH coordinates with counties and private agencies to assist in getting mental health professions.

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• California Volunteers: California Volunteers is the state office tasked with engaging Californians in service, volunteering and civic action to tackle the State’s most pressing challenges while mobilizing all Californians to volunteer and serve in their communities.

California Volunteers establishes a statewide volunteer corps to help with the state’s response to emergencies and disasters.
• Emergency Medical Services Authority (EMSA): Emergency Medical Services Authority works with CDSS to determine medical or public health requirement of shelters. Under the authority of EMSA, California Medical Volunteers (CMV), an online registration of volunteers may be deployed to assist with medical and public health issues during emergencies and disasters. During a state or national disaster, the system will be accessed by authorized medical/health officials at the State Emergency Operations. • Department of Public Health (DPH): Department of Public Health works with CDSS to determine medical or public health requirements of shelters. • Department of Homeland Security/Federal Emergency Management Agency (DHS/FEMA): The DHS/FEMA serves as the main Federal government contact during emergencies, major disasters and national-security emergencies. When the State has exhausted all resources needed for care and shelter in a catastrophic event, CalOES will request assistance from DHS/FEMA.
• American Red Cross (ARC): The ARC provides emergency mass care in coordination with government, public and private agencies. It receives its authority from a congressional charter. In a disaster, the ARC may coordinate disaster relief activities with other private organizations, national local VOADs, and faith-based organizations.

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APPENDIX F: REGIONAL MUTUAL AID COORDINATORS
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APPENDIX G: INCIDENT ACTION PLAN
Examples of ICS Forms for the EOC Incident Action Plan:

Figure 38: Incident Objectives—ICS 202
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Figure 39: Assignment List—ICS 204
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APPENDIX H: EMERGENCY MANAGEMENT (ICS) FORMS LIST
The following forms and document templates are used within both of the Kingsburg EOCs and are maintained by the Kingsburg Fire Chief and Police Chief. • ICS 201 – Incident Briefing
• ICS 202 – Incident Objectives
• ICS 203 – Organization Assignment List
• ICS 204 – Assignment List
• ICS 205 – Incident Radio Communications Plan
• ICS 205A – Communications List
• ICS 206 – Medical Plan Medical Unit Leader
• ICS 207 – Incident Organization
• ICS 208 – Safety Message/Plan
• ICS 209 – Incident Status Summary
• ICS 210 – Resource Status Change
• ICS 211 – Incident Check-In List
• ICS 213 – General Message
• ICS 214 – Activity Log
• ICS 215 – Operational Planning
• ICS 215A – Incident Action Plan
• ICS 218 – Support Vehicle/Equipment Inventory
• ICS 219 – Resource Status Cards (T-Card)
• ICS 220 – Air Operations Summary Worksheet
• ICS 221 – Demobilization Check-Out
• ICS 225 – Incident Personnel Performance Rating
• Proclamation of Emergency
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APPENDIX I: DONATION FORM
City of Kingsburg Donation Offer Form
Call received by: ____________________________ Date: _________________ Time:__________________ Donor Name and Information:

NAME: LAST NAME, FIRST NAME, MIDDLE INITIAL TITLE

ORGANIZATION

STREET ADDRESS CITY STATE ZIP CODE

PRIMARY PHONE CELL PHONE EMAIL ADDRESS

COUNTRY
DONATION CATEGORY:
 DONATED (FREE) PICK ONE: GOODS SERVICES
 COMMERCIAL (VENDOR) PICK ONE: GOODS SERVICES
TYPE OF RESOURCE (e.g., people, food, equipment): ______________________________________________________________________ CATEGORY (e.g., clothing, water, bedding): _________________________________________________________________________ SUB-CATEGORY (e.g., shoes, blankets, chairs): _______________________________________________________________________ DESCRIPTION/NOTES:
_________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________ Total Quantity: Units (#): ___________________ Measure (e.g., box, each): ___________________________ Packaging: _____________________ Amount (#): ____________________ Size (e.g., can, dozen, gallon):___________________ Palletized: Yes No Transportation Required: Yes No
Refrigeration Required: Yes No Restrictions: Yes No
Resource Location(s):___________________________________________________________________________________________________ Estimated Value: $______________________ Available until: _______________________________________________ Follow-Up Required: Yes No
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Action Taken:
_________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________ Emergency Operations Plan City of Kingsburg
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APPENDIX J: MEMORANDUM OF UNDERSTANDINGS & AGREEMENTS
City of Kingsburg
• Kingsburg Police Officers Association MOU (2022-2024) • Kingsburg Professional Firefighters Association MOU (2022-2024) • Kingsburg Public Service Employees Association MOU (2022–2024) • Kingsburg Professional Firefighters Association MOU Incentive Plan (10 January 2023) • Unrepresented Salary and Benefits Resolution (21 December 2022) • Selma-Kingsburg-Fowler County Sanitation District: Solid Waste Services • Waste Management – Household Waste and Recycling Services • Peters Engineering Group – City Engineering Services
• Consolidated Irrigation District – Ground Water Recharging • Fresno-Madera Area Agency on Aging – Senior Citizen Resources and Programs • Risk Management Authority – Risk Management Services
• Central Valley Street Sweeping – Street Sweeping Services Kingsburg Police Department
• The City of Kingsburg Police Department has 11 mutual aid partnerships/agreements with various agencies above and beyond what is mandated by law that includes:
 City of Fresno – Automatic Aid
 Fresno County Sheriff’s Office - Automatic Aid
• Fresno County District Attorney Multi Agency Gang Enforcement Consortium (MAGEC) – this agreement places a Kingsburg police officer on this task force (City-funded). • Fresno County Probation Adult Compliance Team (ACT) – this agreement places a Kingsburg police officer on this task force (BSCC/County funded). • Fresno County Sheriff Dispatch Service Agreement – Kingsburg Police Department (KPD) outsources dispatch services to the Fresno County Sheriff. • RMS/JMS/CAD Agreement – This allows KPD access to Sheriff’s Records, Jail, and Computer Aided Dispatch data bases.
• Instant Aid and LE Services Agreement – This KPD/FCSO Instant Aid and FCSO LE agreement provides such services as investigative assistance, policing, technical, etc.

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Kingsburg Fire Department
• Fresno County Fire Protection District Emergency Dispatch Services – provides Fire and EMS/Ambulance dispatch services (2022-2025).
• City of Selma, Tulare County, Fresno County Fire Protection District, Cal Fire and City of Kingsburg Cooperative Fire Protection Agreement – Automatic Aid Agreement for fire protection services.
• Mutual Aid Agreements with the City of Fresno, and Kings County. • Fresno County EMS – ALS Ambulance Services
• Kingsburg Fire Department is also an active participant in the statewide mutual aid plan managed by the California Office of Emergency Services.

State of California
• Department of Justice Prop 56/Tobacco Tax – This grant funds a Kingsburg police officer as a School Resource Officer (SRO) (State-funded). • Office of Emergency Services Military 1033 Program – provides surplus military equipment. We currently do not have any equipment inventory from this program.

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APPENDIX K: PUBLIC INFORMATION MESSAGING
Guidance for Donors
Suggestions for donating in the wake of a disaster:
• Donate to well-known, established charities. It is the best way to ensure that your donation is used appropriately. Find a charity with a proven track record that is doing the type of work that you want to support.
• When giving to any organization, specify the purpose of your donation. • Monetary donations are best because these donations provide the greatest benefit to individuals impacted by the disaster.
• Be cautious when responding to email and telephone solicitation on behalf of supposed victims. This method is more likely to be a scam. • Delete unsolicited emails and don’t open the attachments. The attachments may be viruses designated to steal personal financial information from your computer. • Watch carefully for copycat organizations. Criminals are likely to set up bogus sites to steal the identities and donations of generous, unsuspecting individuals. When giving online, be sure to find the charity’s legitimate website. • Social media sites can also perpetuate scams. Exercise caution in giving via these avenues. Investigate the groups behind such pleas to ensure that they come from a legitimate organization. Make sure you evaluate the charity in the same way you would if the charity was not touted in the social media. • Both the need for donations and the opportunity for giving will be present for some time. Therefore, do not feel pressured into making contributions; reputable charities do not use coercive tactics. If you feel pressured at all, you may be at risk of being scammed.
• Do not give your personal or financial information to anyone who solicits contributions. • Avoid cash donations, if possible. Pay by credit card or write a check directly to the charity.
• Do not make checks payable to individuals.
• Note also that not all contributions are tax deductible. If you want to ensure that your contribution is tax deductible, confirm this with the charity, the IRS and your tax advisor. -END-
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Press Release Template for Donations
Donations in the City of Kingsburg for Disaster #______ Kingsburg, CA – The City of Kingsburg has opened a Donations Reception Site at the [location] to assist residents from the [disaster]. Donations are being accepted at this site from [opening time] to [closing time].
• Monetary donations are the easiest to manage and provide the means to purchase the exact items in need.
 Please utilize trusted organizations for monetary donations to avoid potential scams. • Donations of physical goods will be accepted; however, they must be new and in packaging.
• Please only provide the items that are being requested. • PLEASE DO NOT deliver donations to the shelter sites.

The following items are in
• Bottled Water
• Food/Grocery Card
• Gas Card
• Blankets, Sheets
• Pillows/Pillowcases
• Sleeping bags
• Clothing: Shirts, pants, socks, underwear, sweaters, shoes, jackets • Flashlights and batteries
• Cell Phone Chargers
• 1st Aid Kits
• Feminine products
• Hygiene kits and toiletries
• Hand sanitizer/germ wipes
• Wet wipes
• Pet food, leashes, bows
• Diapers - Baby and Adult
• Toys and Board Games
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Auxiliary Organizations accepting monetary donations:
• American Red Cross
 Monetary donations can be made at www.redcross.org
 Text REDCROSS to 90999 to make a $10 donation
• Salvation Army
 Monetary donations can be made at https://satruck.org • [Select Online Donations – Location of Incident]
• Physical Donations can be made to: [Location]
Donations that are not requested will not be accepted. Out-of-the-area organizations that are collecting items to donate should arrange with a local point of contact before collecting and transporting donated items.

The City of Kingsburg appreciates the donations of goods and supplies for our community.

Monetary donations are the best way to provide assistance. There are several locations accepting monetary donations. Money collected will be utilized to provide direct assistance to evacuees, providing the exact items needed at this time.

For more information on the incident or volunteer opportunities, visit our website at www.cityofkingsburg-ca.gov, call Kingsburg 211 or www.facebook.com/cityofkingsburg or X (Twitter) @CityofKingsburg.
-END-
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APPENDIX L: AUTHORITIES AND REFERENCES
State and federal statutes, standards, and guidelines are considered standard practices for emergency management planning and response coordination.

Local
• Mutual and Automatic Aid Agreements
• Kingsburg Code of Ordinance 2.40, Emergency Services
• Resolution No. 663 accepting California Disaster and Civil Defense Mutual Aid Agreement, adopted July 16, 1951
• County of Fresno Resolution adopting the California Master Mutual Aid Agreement, 1950
• Resolution No. 1365, adopting Worker’s Compensation Benefits for Volunteers, September 20, 1982
• Resolution No. 1659, adopting the County of Fresno Hazardous Materials Area Plan • Resolution No. 623, adopting the California Law Enforcement Mutual Aid Compact, August 1950
• Fresno County Fire Service Operational Area Mutual Aid Plan  Resolution No. 96-18 accepting participation in the Fresno County Operational Area & Statewide SEMS, adopted May 1, 1996
 Resolution No. 2006-55 integrating the NIMS/SEMS Emergency Management Systems into the City Emergency Response Program
County
• Fresno County Multi-Jurisdictional Hazard Mitigation Plan (May 2018) • Fresno County Master Emergency Services Plan (October 2017) and Plan Elements • Fresno County Ordinance Code (Title 2, Chapter 2.44 Emergency Organization) • Fresno County Board of Supervisors Resolution Establishing the Fresno County Operational Area and the County-wide Standard Emergency Management System (November 1995).

State of California
• California Office of Emergency Services – www.caloes.ca.gov • Standardized Emergency Management System (SEMS) Regulations, Chapter 1 of Division 2 of Title 19 of the California Code of Regulations and Government Code Section 2400-2450
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• California Health & Safety Code, Division 20, Chapter 6.5, Sections 25115 and 25117, Chapter 6.95, Sections 2550 et seq., Chapter 7, Sections 25600 through 25610, dealing with hazardous materials
• Emergency Management Assistance Compact (2005) (179-179.9) • Governor of the State of California, Executive Order S-2-05, February 8, 2005 • California Master Mutual Aid Agreement
• California Law Enforcement Mutual Aid Plan
• California Fire and Rescue Operations Plan
• California State Emergency Plan
• California Emergency Services Act (ESA), Chapter 7 of Division 1 of Title 2 of the Government Code, Section 8550-8668
• California Health and Safety Codes, §§101025 and 34070-34082 • California Hazardous Materials Incident Contingency Plan • California Disaster Medical Response Plan
• Medical Health Operational Area Coordinator (MHOAC) Health & Safety Code Division

2.5, Article 4, Section 1797.153
• California Assembly Bill 450, Standardized Emergency Management System: animals.

Pets Evacuation Transportation Standards Act of 2006, H.R. 3858 • State of California Coroners’ Mutual Aid Plan
• The California Mass Fatality Management Guide: A Supplement to the State of California Coroners’ Mutual Aid Plan
• California Senate Bill 160 (October 2019) – requires plans to address how culturally diverse communities within its jurisdiction are served. • California Assembly Bill 477 (September 2019) – requires that jurisdictions specifically serve the access and functional needs population through the following actions:
emergency communication, including the integration of interpreters, translators, and assistive technology; emergency evacuation, including the identification of transportation resources and resources that are complaint with the Federal Americans with Disabilities Act of 1990 (42 U.S.C. Sec. 12101 et seq.) for individuals who are depend on public transportation; and emergency sheltering, including ensuring that designated shelters are complaint with the Federal Americans with Disabilities Act of 1990 (42 U.S.C. Sec. 12101 et seq.) or can be made compliant through modification and that showers and bathrooms are fully accessible to all occupants.

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• Title 22, California Code of Regulations (CCR), §72551 • Title 22 CCR §87223
• Title 24 CCR, Accessibility Regulations
Federal
• The Disaster Relief Act of 1974, PL 93-288, as amended • U.S. Department of Homeland Security National Incident Management System (NIMS) • U.S. Department of Homeland Security National Response Framework (NRF) • National Response Plan
• Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 (Public Law 93- 288), as amended.
• Americans with Disabilities Act (ADA) and the ADA Amendments Act (ADAAA) • Americans with Disabilities Act Accessibility Guidelines (ADAAG) - U.S. Department of Justice https://archive.ada.gov/emergencyprepguide.htm
• Executive Order 13347 – Individuals with Disabilities in Emergency Preparedness • Public Assistance Program and Policy Guide, June 1, 2020, Version 4.0 (FP 104-009-2) – https://www.fema.gov/sites/default/files/documents/fema_pappg-v4-updatedlinks_policy_6-1-2020.pdf • Federal Civil Defense Act of 1950 (Public Law 920), as amended • Homeland Security Act of 2022
• The Homeland Security Act of 2022, PL 107-296, as amended. • Title VI of PL 109-295 (H.R. 5441), the Post-Katrina Emergency Management Reform Act of 2006
• H.R. 3858 (109th): Pets Evacuation and Transportation Standards Act of 2006, amended the Robert T. Stafford Disaster Relief and Emergency Assistance Act to ensure that State and local emergency preparedness operational plans address the needs of individuals with household pets and service animals following a major disaster or emergency.
• Emergency Management and Assistance, Code of Federal Regulations, Title 44 • Superfund Amendments and Reauthorization Act of 1986, PL 99-499 • Emergency Planning and Community Right to Know Act (SARA Title III) of 1986 • OSHA 1910.120. OSHA Hazardous Waste Operation and Emergency Response • Clean Water Act, (Section 311 of USC 1251)
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• Oil Pollution Act of 1990 (OPA 90)
• Comprehensive Environmental Compensation and Recovery Act (CERCLA) • Homeland Security Presidential Directive: HSPD 3,5 (Management of Domestic Incidents), and 8 (National Preparedness)
• Developing and Maintaining Emergency Operations Plans – Comprehensive Preparedness Guide (CPG) 101, September 2021, Version 3.0 • Federal Communications Commission – Emergency Alert System Rules • Earthquake-Resistant Design Concepts – An Introduction to Seismic Provisions for New Buildings. Second Edition. FEMA P-749/September 2022 -
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APPENDIX M: ACRONYMS AND ABBREVIATIONS
This appendix contains acronyms commonly used in Emergency Management, the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS) and the Incident Command System (ICS).

ALS Advanced Life Support
AC Area Command
ADA Americans with Disabilities Act
ARC American Red Cross
ARES Amateur Radio Emergency Services
CalOES California Office of Emergency Services
Cal Trans California Department of Transportation
CALWAS California Warning System
CAR Correct Action Report
CBO Community Based Organization
CBRNE Chemical, Biological, Radiological, Nuclear or Explosive CCC California Conservation Corps
CDC Centers for Disease Control, U.S. Public Health Service CDF California Department of Forestry
CERT Community Emergency Response Team
CESFRS California Emergency Service Fire Radio System
CESRS California Emergency Services Radio System
CFR Code of Federal Regulations
CHP California Highway Patrol
CISA Cybersecurity & Infrastructure Security Agency
CLEMARS California Law Enforcement Mutual Aid Radio System CLERS California Law Enforcement Radio System
CLETS California Law Enforcement Telecommunications System COG Continuity of Government
COOP Continuity of Operations Plan
DA Damage Assessment
DAP Disaster Assistance Programs
DFCO Deputy Federal Coordinating Officer
DFO Disaster Field Office
DHA Disaster Housing Assistance
DHS Department of Homeland Security
DMAT Disaster Medical Assistance Team
DMORT Disaster Mortuary Operational Response Team
DOC Department Operations Center
DOD Department of Defense
DOE Department of Energy
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DOJ Department of Justice
DOI Department of Interior
DOL Department of Labor
DOS Department of State
DOT Department of Transportation
DRC Disaster Recovery Center
DRC Disaster Resource Center
DSA Division of the State Architect (California)
DWR California Department of Water Resources
EAS Emergency Alert System
EDD Employment Development Department
EDIS Emergency Digital Information Systems
EM Emergency Management
EMAC Emergency Management Assistance Compact
EMMA Emergency Managers Mutual Aid
EMP Electromagnetic Pulse
EMSA Emergency Medical Services Authority
EMS Emergency Medical Services
EOC Emergency Operations Center
EOP Emergency Operations Plan
EPA Environmental Protection Agency
EPZ Emergency Planning Zone
ESA California Emergency Services Act
ESC Emergency Services Coordination
ESF Emergency Support Function
FAA Federal Aviation Administration
FBI Federal Bureau of Investigation
FCC Federal Communications Commission
FCO Federal Coordinating Officer
FD Fire Department
FEMA Federal Emergency Management Agency
FFY Federal Fiscal Year
FHWA Federal Highway Administration
FIA Federal Insurance Administration
FOG Field Operations Guide
FIRESCOPE Firefighting Resources of California Organized for Potential Emergencies GIS Geographic Information System
GSA General Services Administration
HAZMAT Hazardous Materials
HHS Department of Health and Human Services
HMDA Hazard Mitigation and Disaster Assistance
HMGP Hazard Mitigation Grant Program
HMO Hazard Mitigation Officer
HMT Hazard Mitigation Team
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HSAS Homeland Security Advisory System
HSC Homeland Security Council
HSOC Homeland Security Operations Center
HSEEP Homeland Security Exercise Evaluation Program
HSPD Homeland Security Presidential Directive
HSPD Homeland Security Presidential Directive – 5
HUD Housing and Urban Development Program
IAC Incident Advisory Council
IAP Incident Action Plan
IC Incident Commander
ICP Incident Command Post
ICS Incident Command System
IDE Initial Damage Estimate
IMT Incident Management Team
IOC Incident Operations Center
IRS U.S. Internal Revenue Service
JDIC Justice Data Interface Controller
JFO Joint Field Office
JPA Joint Powers Agreement
JIC Joint Information Center
JIS Joint Information System
JOC Joint Operations Center
JTTF Joint Terrorism Task Force
LNO Liaison Officer
MACS Multi-Agency Coordination System
MARAC Mutual Aid Regional Advisory Committee
MMRS Metropolitan Medical Response Team
MOA Memorandum of Agreement
MOU Memorandum of Understanding
MTA Metropolitan Transit Authority
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NAWAS National Warning System
NDAA Natural Disaster Assistance Act (CA)
NDMS Natural Disaster Medical System
NEP National Exercise Program
NFA National Fire Academy
NFIP National Flood Insurance Program
NGO Nongovernmental Organization
NHPA National Historic Preservation Act
NIMS National Incident Management System
NOAA National Oceanic and Atmospheric Administration
NOC National Operations Center
NOI Notice of Interest
NRC Nuclear Regulatory Commission
NRF National Response Framework
NSC National Security Council
NWS National Weather Service
OA Operational Area
OASIS Operational Area Satellite Information System
OEM Office of Emergency Management
OES Office of Emergency Services
OSA California Office of the State Architect
OSHA Occupational Safety and Health Administration
PA Public Assistance
PDD Presidential Decision Directive
PD Police Department
PFO Principal Federal Officer
PIO Public Information Officer
PIS Public Information Officer
POC Point of Contact
PNP Private Nonprofit Organization
PUC California Public Utilities Commission
PFO Principal Federal Official
PVO Private Voluntary Organizations
PW Project Worksheet
R&D Research and Development
RACES Radio Amateur Civil Emergency Services
REOC Regional Emergency Operations Center
RRCC Regional Response Coordination Center
RESTAT Resource Status
ROSS Resource Ordering and Status System
RIMS Response Information Management System (State)
RRCC Regional Response Coordinating Center
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SAP State Assistance Program
SAR Search and Rescue
SARA Superfund Amendment Reauthorization Act (Title III) SBA Small Business Administration
SCO State Coordinating Officer
SEMS Standardized Emergency Management System
SDO Standards Development Organizations
SFO Senior Federal Official
SHMO State Hazard Mitigation Officer
SITREP Situation Report
SO Safety Officer
SOC State Operations Center
SOG Standard Operating Guideline
SOP Standard Operating Procedures/Policy/Protocol
STO State Training Officer
TEWG Terrorism Early Warning Group
UC Unified Command
USACE United States Army Corps of Engineers
USAR Urban Search and Rescue
USDA U.S. Department of Agriculture
USFA U.S. Fire Administration
USGS U.S. Geological Survey
VOAD Volunteer Organizations Active in Disaster
WMD Weapons of Mass Destruction
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APPENDIX N: DEFINITIONS
Action Plan: The plan prepared in the EOC containing the emergency response objectives reflecting overall priorities and supporting activities for a designated period. The plan is shared with supporting agencies.

Activate: A designated official of the emergency response agency that implements the level of activation and the agency’s role in response to the emergency.

After Action Report: A report covering response actions, application of SEMS, modifications to plans and procedures, training needs, and recovery activities. After action reports are required after any emergency which requires a declaration of an emergency. Reports are required within 90 days.

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 litigation) or assisting and/or cooperating (providing resources and/or assistance). (See Assisting Agency, Cooperating Agency and Multi-agency.) Agency Dispatch: The agency or jurisdictional facility from which resources are allocated to incidents.

Agency Executive or Administrator: Chief Executive Officer (or designee) of the agency or jurisdiction that has responsibility for the incident.

Agency Representative: An individual assigned to an incident or to an EOC from an assisting or cooperating agency who has been delegated authority to make decisions on matters affecting that agency’s participation at the incident or at the EOC. Agency Representatives report to the Liaison Officer at the incident, or to the Liaison Coordinator at SEMS EOC Levels.

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.

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Area Command: An organization established to: 1) oversee the management of multiple incidents that are each being handled by an Incident Command System organization; or 2) to oversee the management of a very large incident that has multiple Incident Management Teams assigned to it. Area Command has the responsibility to set overall strategy and priorities, allocate critical resources based on priorities, ensure that incidents are properly managed, and ensure that objectives are met, and strategies followed.

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 or EOC Action Plan.

Assistant: Title for subordinates of the Command Staff positions at the Field SEMS level. The title indicates a level of technical capability, qualifications, and responsibility subordinate to the primary positions. Assistant may also be used to supervise unit activities at camps.

Assisting Agency: An agency directly contributing tactical or service resources to another agency.

Available Resources: Incident-based resources which are available for immediate assignment.

Base: The location at an incident 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 at the SEMS Field Level having functional or geographic responsibility for major parts of incident operations. The Branch level is organizationally between Section and Division/Group in the Operations Section, and between 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.). Branches are also used in the same sequence at the SEMS EOC Levels.

Branch Director: The ICS title for individuals responsible for supervision of a Branch at the Field Level. At SEMS EOC levels, the title Branch Coordinator is preferred.

Cache: A pre-determined complement of tools, equipment and/or supplies stored in a designated location, available for incident use.

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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 whereby resources first report to an incident or into an EOC.

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 at an incident 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 at the field response level consists of the Information Officer, Safety Officer, and Liaison Officer. These personnel report directly to the Incident Commander. These personnel may have an assistant or assistants, as needed. These functions may also be found at the EOC levels. At the EOC, they would report to the EOC Director but may be designated as Coordinators. At EOCs, the Command Staff functions may also be established as Sections, or Branches to accommodate subsequent expansion.

Communications Unit: An organizational unit in the Logistics Section responsible for providing communication services at an incident or an EOC. A Communications Unit may also be a facility (e.g., a trailer or mobile van) used to provide a major part of an Incident Communications Center.

Compacts: Formal working agreements among agencies to obtain mutual aid.

Compensation Unit/Claims Unit: Functional unit within the Finance/Administration Section responsible for financial concerns resulting from property damage, injuries or fatalities at the incident or within an EOC.

Complex: Two or more individual incidents located in the same general area, which are assigned to a single Incident Commander or to a Unified Command.

Cooperating Agency: An agency supplying assistance other than direct tactical or support functions or resources to the incident control effort (e.g., American Red Cross, telephone company, etc.).

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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 inter- agency) does not involve dispatch actions. However, personnel responsible for coordination may perform command or dispatch functions within the limits established by specific agency delegations, procedures, legal authority, etc.

Coordination Center: Term used to describe any 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 verbal between authorized 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.

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 or EOC assigned resources.

Department Operations Center: A facility used by a distinct discipline, such as flood operations, fire, medical, hazardous material, or a unit, such as Department of Public Works, or Department of Health. Department Operations enters may be used at all SEMS levels above the field response level depending upon the needs of the emergency.

Deputy Incident Commander (Section Chief or Branch Director): 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 may also be found as necessary at all SEMS EOC levels.

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

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 assigned to an incident.

Division: Divisions are used to divide an incident into geographical areas of operation.

Divisions are identified by alphabetic characters for horizontal applications and, often, by numbers when used in buildings. Divisions are also used at SEMS EOC levels and are found organizationally between Branches and Units.

Division or Group Supervisor: The position title for individuals responsible for command of a Division or Group at an Incident. At the EOC level, the title is Division Coordinator.

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

Emergency: A condition of disaster or of extreme peril to the safety of persons and property caused by such conditions as air pollution, fire, flood, hazardous material incident, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestations or disease, the Governor’s warning of an earthquake or volcanic prediction, or an earthquake or other conditions, other than conditions resulting from a labor controversy.

Emergency Management Coordinator: The individual within each jurisdiction that is delegated the day-to-day responsibility for the development and maintenance of all emergency management coordination efforts.

Emergency Management Director (Emergency Services Director): The individual within each political subdivision that has overall responsibility for jurisdiction emergency management. For cities and counties, this responsibility is commonly assigned by local ordinance.

Emergency Medical Technician (EMT): A health-care specialist with particular skills and knowledge in pre-hospital emergency medicine.

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Emergency Operations Center (EOC): A location from which centralized emergency management can be performed. EOC facilities are established by an agency or jurisdiction to coordinate the overall agency or jurisdictional response and support to an emergency.

Emergency Operations Plan: The plan that each jurisdiction has and maintains for responding to appropriate hazards.

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

Emergency Response Personnel: Personnel involved with an agency’s response to an emergency.

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

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.

Facilities Unit: Functional unit within the Support Branch of the Logistic Section at the Field Response Level that provides fixed facilities for the incident. These facilities may include the Incident Base, feeding areas, sleeping areas, sanitary facilities, etc.

Field Operations Guide: A pocketsize manual of instructions on the application of the Incident Command System.

Finance/Administration Section: One of the five primary functions found at the ICS and SEMS levels, which is responsible for all costs and financial considerations. At the incident the Section can include 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 and/or EOC personnel.

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Function: In ICS, function refers to the five major activities in ICS, i.e., Command, Operations, Planning, Logistics and Finance/Administration. The same five functions also are found at the EOC levels. At the EOC, the term Management replaces Command. The term function is also used when describing the activity involved, e.g., “the planning function.”
Functional Element: Refers to a part of the incident, EOC or DOC organization such as section, branch, group or unit.

General Staff: The group of management personnel reporting to the Incident Commander or to the EOC Director. They may each have a deputy, as needed. At the Field level the General Staff consists of:
• Operations Section Chief
• Planning/Intelligence Section Chief
• Logistics Section Chief
• Finance/Administration Section Chief
At some EOC levels, the position titles are Section Coordinators.

Generic ICS: Refers to the description of ICS that is generally applicable to any kind of incident or event.

Ground Support Unit: Functional unit within the Support Branch of the Logistics Section at the Field Response level that is 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 necessary within a single geographic division (See Division.) Groups are located between Branches (when activated) and Resources in the Operations Section.

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).

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Incident: An occurrence or event, either human-caused or by natural phenomena, that requires action by emergency response personnel to prevent or minimize loss of life or damage to property and/or natural resources.

Incident Action Plan: The plan developed at the field response level, which contains objectives reflecting the overall incident strategy and specific tactical actions and supporting information for the next operational period. The plan may be oral or written.

Incident 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 collected with the Base. There is only one Base per incident.

Incident Commander: The individual responsible for the command of all functions at the field response level.

Incident Command Post (ICP): The location at which the primary command functions are executed. The ICP may be collocated with the incident base or other incident facilities.

Incident Command System (ICS): The nationally used standardized on-scene emergency management concept specifically designed to allow its user(s) to adopt an integrated organizational structure equal to the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, with responsibility for the management of resources to effectively accomplish stated objectives pertinent to an incident.

Incident Communication Center: The location of the Communications Unit and the Message Center.

Incident Management Team: The Incident Commander and appropriate General and Command Staff personnel assigned to an incident.

Incident Objectives: Statements of guidance and direction necessary for the selection of appropriate strategy(s), 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.

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Information Officer: A member of the Command Staff responsible for interfacing with the public and media or with other agencies requiring information directly from the incident.

There is only one Information Officer per incident. The Information Officer may have assistants. This position is also referred to as Public Affairs or Public Information Officer in some disciplines. At EOC levels, the information function may be established as a Coordinator or as a section or branch reporting directly to the EOC Director.

Initial Action: The actions taken by resources which are the first to arrive at an incident.

Initial Response: Resources initially committed to an incident.

Jurisdiction: The range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority for incident mitigation.

Jurisdictional authority at an incident can be political/geographical (e.g., special district city, county, state or federal boundary lines), or functional (e.g., police department, health department, etc.). Jurisdictional Agency: The agency having jurisdiction and responsibility for a specific geographical area, or mandated function. (See Multijurisdictional).

Landing Zone: (See Heli spot).

Leader: The ICS title for an individual responsible for a functional unit, task forces, or teams.

Liaison Officer: A member of the Command Staff at the Field level responsible for coordinating with representatives from cooperating and assisting agencies. At EOC levels, the function may be done by a Coordinator and/or within a Section or Branch reporting directly to the EOC Director.

Life-Safety: Refers to the joint consideration of both life and physical well-being of individuals.

Local Government: Means local agencies per Article 3 of the SEMS regulations. The Government Code 8680.2 defines local agencies as any city, city and county, county, school district or special district.

Local Government Advisory Committee (LGAC): Committees established by the Director of OES to provide a forum for the exchange of information among the cities and counties of a Mutual Aid Region. The LGGAC may develop a consensus of action and policy among local emergency managers on issues, policies and programs of concern to local governments, and if necessary, bring such concerns to the attention of OES Executive Management.

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Logistics Section: One of the five primary functions found at all SEMS levels. The Section responsible for providing facilities, services and materials for the incident or at an EOC.

Management by Objectives: In SEMS field and EOC levels, this is a top-down management activity, which involves a three-step process to achieve the desired goal. The steps are establishing the objectives, selection of appropriate strategy(s) to achieve the objectives; and the direction or assignments associated with the selected strategy.

Master Mutual Aid Agreement: An agreement entered into by and between the State of California, its various departments and agencies, and the various political subdivision, municipal corporations, and other public agencies of the State of California to assist each other by providing resources during an emergency mutual aid occurs when two or more parties agree to furnish resources and facilities and to render services to each other to prevent and combat any type of disaster or emergency.

Marshaling Area: An area used for the complete mobilization and assemblage of personnel and resources prior to their being sent directly to the disaster affected area.

Marshaling Areas are utilized particularly for disasters outside of the continental United States.

Medical Unit: Functional unit within the Service Branch of the Logistics Section at SEMS Field levels 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 or EOC Communications Center and is collocated or placed adjacent to it. It receives, records and routes information to appropriate locations at an incident or within an EOC.

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 to incidents, release or reassignment.

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Multi-Agency or Inter-Agency Coordination: The participation of agencies and disciplines involved at any level of the SEMS organization working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.

Multi-Agency Coordination System (MACS): The combination of personnel, facilities, equipment, procedures and communications integrated into a common system. When activated, MACS has the responsibility for coordination of assisting agency resources and support in a multi-agency or multijurisdictional environment. A MAC Group functions within the MACS. MACS organizations are used within the California Fire Services.

Multi-Agency Incident: An incident where one or more agencies assist a jurisdictional agency or agencies. The incident may be managed under single or unified command.

Multijurisdictional Incident: An incident requiring action from multiple agencies that have a statutory responsibility for incident mitigation. In ICS, these incidents will be managed under a Unified Command.

Mutual Aid Agreement: Written agreement between agencies and/or jurisdictions in which they agree to assist one another upon request, by furnishing personnel and equipment.

Mutual Aid Coordinator: An individual at local government, operational area, region or state level that is responsible to coordinate the process of requesting, obtaining, processing and using mutual aid resources. Mutual Aid Coordinator duties will vary depending upon the mutual aid system.

Mutual Aid Agreement: Written agreement between agencies and/or jurisdictions in which they agree to assist one another upon request, by furnishing personnel and equipment.

Mutual Aid Coordinator: An individual at local government, operational area, regional or state level that is responsible to coordinate the process of requesting, obtaining, processing and using mutual aid resources. Mutual Aid Coordinator duties will vary depending upon the mutual aid system.

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

Office of Emergency Services: The Governor’s Office of Emergency Services.

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Operational Area: An intermediate level of the state emergency organization, consisting of a county and all political subdivisions within the county area.

Operational Period: The period of time scheduled for execution of a given set of operation actions as specified in the Incident or EOC Action Plan. Operational Periods can be of various lengths, although usually not over 24 hours.

Operations Section: One of the five primary functions foundation at all levels. The Section responsible for all tactical operations at the incident, or for the coordination of operational activities at an EOC. The Operations Section at the Field Response Level can include Branches, Division and/or Groups, Task Forces Teams, Single Resources and Staging Areas.

At the EOC levels, the Operations Section would contain Branches or Divisions as necessary because of span of control considerations.

Out-of-Service Resources: Resources assigned to an incident but unable to respond for mechanical, rest or personnel reasons.

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 meetings are also an essential activity at all SEMS EOC levels.

Planning/Intelligence Section: One of the five primary functions found at the ICS/SEMS levels. Responsible for the collection, evaluation and dissemination of information related to the incident or an emergency, and to the preparation and documentation of Incident or EOC Action Plans. The section also maintains information on the current and forecasted situation, and on the status of resources assigned to the incident. At the SEMS Field Response level, the Section will include the Situation, Resource, Documentation, and Demobilization Units, as well as Technical Specialists. Other units may be added at the EOC level.

Procurement Unit: Functional unit within the Finance/Administration Section responsible for financial matters involving vendor contracts.

Public Information Officer: The individual at field or EOC level that has been delegated the authority to prepare public information releases and to interact with the media. Duties will vary depending upon the agency and SEMS level.

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Recorders: Individuals within ICS or EOC organizational units who are responsible for recording information. Recorders may be found in Planning, Logistics and Finance/Administration Units.

Region Emergency Operations Center (REOC): Facilities found at State OES Administrative Regions. REOCS are used to coordinate information and resources among operational areas and between the operational areas and the state level.

Reporting Locations: Specific locations or facilities where incoming resources can check-in at the incident. (See Check-in).

Resources: Personnel and equipment available, or potentially available, for assignment to incidents or to EOCs. Resources are described by kind and type and may be used in tactical support or supervisory capacities at an incident or at EOCs.

Resources Unit: Functional unit within the Planning Section at the SEMS Field Response level 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 currently committed to the incident and anticipated resource needs.

Safety Officer: A member of the Command Staff at the incident or within an EOC 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: That organization level with responsibility for a major functional area of the incident or at an EOC, e.g., Operations, Planning/Intelligence, Logistics, and Administration/Finance.

Section Chief: The ICS title for individuals responsible for command of functional sections:

Operations, Planning/Intelligence, Logistics and Administration/Finance. At the EOC level, the position title will be Section Coordinator.

Service Branch: A Branch within the Logistics Section responsible for service activities at the incident. Includes the Communications, 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.

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Situational 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 supervisory ratio maintained within an ICS or EOC organization. A span of control of five-positions reporting to one supervisor is considered optimum.

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

Staging Area: Staging Areas are locations set up at an incident where resources can be placed while awaiting a tactical assignment. The Operations Section manages Staging Areas.

Staging Area Managers: Individuals within ICS organizational units that are assigned specific managerial responsibilities at Staging Areas (also Camp Manager).

Standardized Emergency Management System (SEMS): A system required by California Government Code for managing response to multi-agency and multijurisdictional emergencies in California. SEMS consists of five organizational levels, which are activated as necessary: Field Response, Local Government, Operational Area, Region and State.

State Operations Center (SOC): An EOC facility operated by the Governor’s Office of Emergency Services at the state level in SEMS.

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

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.

Support Resources: Non-tactical resources under the supervision of the Logistics, Planning/Intelligence, Finance/Administration Sections or the Command Staff.

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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.

Tactical Direction: Direction given by the Operations Section Chief at the SEMS Field level which includes the tactics appropriate for the selected strategy, the selection and assignment of resources, tactics implementation and performance monitoring for each operational period.

Task Force: A combination of single resources assembled for a particular tactical need, with communications and a leader.

Team: (See Single Resource).

Technical Specialists: Personnel with special skills that can be used anywhere within the ICS or EOC organization.

Time Unit: Functional unit within the Finance/Administration Section responsible for recording time for incident or EOC personnel and hired equipment.

Type: Refers to resource capability. A Type 1 resource provides a greater overall capability due to power, size, capacity, etc., then would be found in a Type 2 resource. Resource typing provides managers with additional information in selecting the best resource for the task.

Unified Area Command: A Unified Area Command is established when incidents under an Area Command are multijurisdictional (See Area Command and Unified Command).

United Command: In ICS, Unified Command is a unified team effort which allows all agencies with responsibility for the incident, either geographical or functional, to manage an incident by establishing a common set of incident objectives and strategies. This is accomplished without losing or abdicating agency authority, responsibility or accountability.

Unit: An organizational element having functional responsibility. Units are commonly used in Incident Planning, Logistics, or Finance/Administration sections and can be used in operations for some applications. Units are also found in EOC organizations.

Unity of Command: The concept by which each person within an organization reports to one and only one designed person.

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APPENDIX O: TABLE OF FIGURES
Figure 1: City of Kingsburg Mission, Vision and Core Values .................................................... 11 Figure 2: Connecting the Whole Community............................................................................ 12 Figure 3: Five Phases of Emergency Management .................................................................. 13 Figure 4: City of Kingsburg Map.................................................................................................. 17 Figure 5: Other Kingsburg Demographics.................................................................................. 18 Figure 6: Largest Kingsburg Employers....................................................................................... 19 Figure 7: Organizational Structure.............................................................................................. 20 Figure 8: Threat & Hazard Summary........................................................................................... 21 Figure 9: Kingsburg FEMA Flood Hazards for 100-year and 500-year Floodplains .................. 25 Figure 10: Flooding in Kingsburg from a 10-Year Storm............................................................. 26 Figure 11: Kingsburg Fire Hazard Severity Zones and Structures at Risk................................... 27 Figure 12: Target Hazards and Critical Facilities........................................................................ 27 Figure 13: The Five Levels of SEMS............................................................................................... 36 Figure 14: California Emergency Organization ......................................................................... 40 Figure 15: Incident Planning Process.......................................................................................... 44 Figure 16: Position Title Comparison ICS Versus EOC ................................................................ 47 Figure 17: SEMS EOC Basic Organizational Chart ..................................................................... 50 Figure 18: Local Government Emergency Functions................................................................ 57 Figure 19: City of Kingsburg Emergency Organization Matrix.................................................. 59 Figure 20: Coroner/Medical Examiner Mutual Aid Quick Reference Guide .......................... 66 Figure 21: Mutual Aid and Administration Regions for California ............................................ 69 Figure 22: Sample Proclamation................................................................................................. 75 Figure 23: SEMS Minimum Activation Requirements ................................................................. 79 Figure 24: City of Kingsburg EOC Activation Guide.................................................................. 81 Figure 25: Emergency Activation & Response Flow Chart....................................................... 83 Figure 26: City of Kingsburg Shelter Sites.................................................................................... 89 Figure 27: Animal Care and Shelter Communications Flow and Response Chart................. 92 Figure 28: Short-Term Recovery Considerations...................................................................... 128 Figure 29: FEMA Community Lifelines....................................................................................... 129 Figure 30: FEMA Debris Removal Guidelines............................................................................ 131 Figure 31: Public Assistance Grant Program Declaration Process......................................... 135 Emergency Operations Plan City of Kingsburg
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Figure 32: Extreme Heat-Related Messaging .......................................................................... 145 Figure 33: Cooling Centers........................................................................................................ 146 Figure 34: Kingsburg Flood Zones ............................................................................................. 149 Figure 35: Intensity Amplified by Type of Soil ........................................................................... 153 Figure 36: Viruses and Diseases with Pandemics Potential – Public Impact ......................... 160 Figure 37: State of California and Federal Emergency Support Functions........................... 170 Figure 38: Incident Objectives—ICS 202 .................................................................................. 178 Figure 39: Assignment List—ICS 204 .......................................................................................... 179 Emergency Operations Plan City of Kingsburg
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Section V:

EOC CHECKLISTS
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COMMON RESPONSIBILITIES
Emergency management involves a range of activities to prepare for, respond to, and recover from various types of emergencies and disasters. Creating checklists for different sections within the EOC can help ensure that all necessary steps are taken.

Common Responsibilities Checklist
Check In Responsibilities
Receive assignment, reporting locations, reporting time and travel instructions.

Monitor incident status via media, radio, etc.

Communications: Obtain special communications instructions; know the assigned telephone, cellular number and/or radio frequency(ies) for your area of responsibility and ensure that communication equipment is working properly. Use clear text and ICS terminology.

Acquire and organize work materials.

Anticipate travel time and needed rest periods before shift, if possible.

EOC Responsibilities
Upon arrival to the EOC, sign in at the check-in location.

Receive briefing from supervisor.

Ensure proper equipment is available and operational prior to work period.

Media Inquiries: Refer all media inquiries or contacts to the EOC Public Information Officer (PIO).

Public Awareness: Information should be disseminated to include emergency notifications, evacuation information, and shelter opening
Meetings and Briefings: Attend all meetings and briefings for your position. Pay attention to the Planning “P” meeting schedules for your shift. Ensure all documentation needed for EOC Action Plan for the next Operational Period is complete.

Accountability: Maintain accountability for assigned personnel and resources. Maintain an accurate record of personnel, equipment and materials.

Health and Safety: Ensure compliance with all safety practices and procedures Execute the tasks of your section and monitor process with the EOC Director’s stated objectives.

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Common Responsibilities Checklist
Give priority to the following:
 Resource Allocation and Control
 Evacuation and Rescue Operations
 Medical triage, treatment and transport operations (EMS)  Care and Shelter Operations
 Access and Perimeter Control
 Public Health Operations (See Community Lifelines)
 Restoration of Vital Services and Utilities (See Community Lifelines)  Critical facilities should be secured
Documentation: Complete all documentation required of the assigned position (e.g., MHOAC requests for resources, Internal Communications, ICS 214 forms) through the chain of command to the Planning/Intelligence Section’s Documentation Unit.

Additional Responsibilities
Expenditures: Send all documentation for all expenditures to the Finance & Administration Section Coordinator.

Brief replacements, if available, at the end of the shift. Ensure that activities in progress are communications and fully understood.

Demobilization Responsibilities
Begin demobilizing when authorized by your Supervisor/Coordinator Ensure that any open actions are completed or transferred to other EOC elements, as appropriate
Ensure that all required forms and reports are completed; close out activity logs, return all checked out equipment, and provide all documentation to the Planning/Intelligence Section’s Documentation Unit prior to your release and department from the EOC Inform counterparts at the Fresno County Operational Area EOC and DOCs, and other relevant agencies that your position is being demobilized Leave forwarding information, including cell numbers and email with the Planning/Intelligence Section’s Coordinator or Documentation Unit Leader Participate in all scheduled debriefings and critiques of the emergency response. Be prepared to provide input to the After-Action Report.

Critical Incident Stress Debriefing and Mental Health Support: Ensure that all staff have the opportunity for critical incident stress debriefing. Ensure that staff is aware of the Employee Assistance Program within the City.

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Leadership Responsibilities Checklist
Check-In Responsibilities
Review all personnel checklists
After checking in and confirming assignment, receive briefing from Supervisor Participate in all meetings and briefings as required throughout the Planning Cycle EOC Responsibilities
Evaluate the current status of assigned area and resources Assess resource needs
Request additional resources as needed
Conduct briefings to ensure understanding of the current IAP Assign duties to assigned staff; supervise and evaluate efficacy Be sure your staff understand how to operate all equipment for use Additional Responsibilities
Organize and brief subordinates, make sure that they understand their role in your section Ensure compliance with all safety and health practices
Brief your EOC Section on the Deactivation Plan
Debrief assigned personnel before demobilization and be sure that you sign all ICS 214 forms before staff is released from the Section.

Maintain Unit Log and Unit/Section documentation
Perform personnel performance and/or provide feedback as needed Lead after action review activities
Critical Incident Stress Debriefing and Mental Health Support: Ensure that all staff have the opportunity for critical incident stress debriefing. Ensure that staff is aware of the Employee Assistance Program within the City.

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MANAGEMENT SECTION CHECKLISTS
The Management Section directs the City’s Emergency Operations Center (EOC), coordinates the actions of the Emergency Operations Center (EOC) staff, establishes operational priorities, ensures development and implementation of strategies to meet the needs of the emergency. The EOC also works with elected officials on issues related to emergency response and recovery, communicates with the media, coordinates response with outside agencies including county, state and federal agencies, and ensures the safety of the responders.

The Management Section staff must evaluate the potential economic, social and environmental impacts of the disaster on its citizens, while supporting the response to the conditions within the city. Additionally, the Management Section must consider whether an emergency in the neighboring jurisdiction could affect the City of Kingsburg or draw upon resources normally available to the city.

The Management Section Checklist is listed below:
• EOC Emergency Services Director
• Assistant City Manager
• Public Information Officer
• Liaison Officer
• Safety Officer
• Attorney
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Emergency Services Director
EOC Section: Management
Position Description
The Emergency Services Director is responsible for the overall management of the EOC, including all command and general staff and shall assume responsibility for each position until active. Establish communications with all City Department Directors. Attend all multi-agency conference calls and meetings if applicable.

Primary Responsibilities
• Make executive decisions based on City policies
• Develop and issue rules, regulations, proclamations and orders with Management Staff
• Conduct an Incident Action Plan Briefing with Planning Sector Coordinator, set goals and objectives for the EOC with Management Section and General EOC Section Coordinators
• Establish the appropriate level of city organization and continuously monitor the effectiveness of the organization. Make changes as needed. • Ensure that multi-agency or inter-agency coordination is accomplished effectively within the EOC.

Reports and Plans
EOC Incident Action Plan – Review and Approve
Deactivation Plan – Review and Approve
Press Releases – Review and approve
Local Emergency Proclamation – Review and proclaim if City Council is not in session
ICS 214 Form – Individual Work Log
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Checklist
Action Notes
Review Common Responsibilities
Provide dissemination of accurate and timely emergency information and warning to the public.

Establish coordination with the Fresno County Operational Area or EOC (if activated)
- Maintain regular communications and ensure full support through authorization of emergency measures.
- Notify the Mayor and other appropriate internal and external officials of the situation and current known status.
- Respond immediately to EOC and determine operational status. - Provide regular situational updates to Fresno County Operational Area OES and Cal OES

Authorize appropriate level (Level 1, 2 or 3) activation of the Kingsburg EOC.
- Establish and direct the Kingsburg EOC to be activated as necessary to support the disaster.
- Confer with the Assistant EOC Director and Police/Fire Chief to ensure that the EOC is properly set up and ready for operations. - Organize and staff EOC Command Staff and Section Coordinators to manage disaster response and recovery as needed.
-Initiate staff call-back procedures.
- Consider the need to move the Emergency Operations Center or City Operations.

Activate Local Plans and MMAs/MOUs.
-Activate local plans (COOP and EOP) and appropriate Mutual Aid Agreements (MAAs) and/or Memorandums of Understanding (MOUs) with neighboring counties and among municipalities within the county.

Declaration of a local “State of Emergency” by Elected Officials. If warranted, work with city elected officials to proclaim a local emergency to exist upon the occurrence or imminent threat of a disaster. Ratify Emergency Declaration according to current practice. - Confirm City Government Lines of Succession from the COOP. - Ensure one copy of emergency declaration is sent to the Fresno County Operational Area EOC. Maintain one copy to the city clerk’s office.
-Advise and communicate to the Mayor and elected officials of the measures taken on an ongoing basis and convene official meetings regularly.

Authorize Operational Period and Priorities. Determines the operational period and the priorities for the operational period. Keep EOC General and Command Staff informed of operational periods.

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Action Notes
Authorize the approval of emergency resources via the Liaison Officer. Primary considerations include approval of controlled asset re-assignment (relieve employees of normal duties and temporarily reassign them to other emergency duties), MMAs/MOUs, donations, emergency funding or services programs, emergency
purchasing/leasing/renting.
-Ensure that all available personnel, services, facilities, equipment, supplies, funds are made available to maintain continuity of operations and support response/recovery.

Authorize appropriate emergency protective measures.

Direct local evacuations or shelter-in-place directive, coordinate shelter activation with Fresno County and request outside assistance when necessary.
-Place travel restrictions on local roads.
-Establish curfews
-Address tracking and coordination measures of evacuees, evacuating pets, unaccompanied minors, the elderly and
evacuating people who lack the means to leave voluntarily. -Accept services, equipment, supplies, or funds by gifts, grants or loans from non-governmental agencies and/or the State of Federal government.

Authorize public information measures via the PIO. In coordination with the Public Information Officer (PIO), conduct and secure media conferences and review medial releases for final approval. -Respond to information briefings as appropriate.
-Approve all media and press releases.

Prepare and Convene the EOC Initial Action Planning Meeting with Planning Section Coordinator.
-In coordination with Management Staff, prepare management function objectives for the action planning meeting with Planning Section Coordinator and Assistant EOC Director.
- Ensure that all Section Coordinators, Management Staff and other key agency representatives are in attendance.
-Ensure that appropriate Action Planning procedures are followed. -Ensure meeting is facilitated appropriately by the Planning Section Coordinator.
-Utilize the Planning “P” to conduct periodic briefings to ensure strategic objectives are current and appropriate.
-Respond to information briefings as appropriate.

Activate additional Command Staff positions or assume responsibility for additional functions.
-Assign an Access & Functional Needs Liaison Officer to coordinate with outside agencies if appropriate.

Conduct regular briefings for the elected and executive representatives and/or their designee.

Ensure that inter-agency coordination is accomplished effectively within the EOC.

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Action Notes
Coordinate with legal counsel (local, county, or California Attorney General’s Office) in diester risk management actions regarding legislative authority, policy, legal liability and insurance claims.

Ensure appropriate priority to protection of life safety, incident stabilization and property conservation with due care.

Make, amend or rescind ordinances or rules necessary for emergency purposes which supplement a rule, order or directive issued by the Governor or a state agency under a Governor’s directive as prescribed in the California Emergency Services Act.

Coordinate and Support the Incident Commander and local government officials with delegation of authority issues including legal authorities and restrictions, financial authorities and restrictions, reporting requirements, demographic issues, political implications, agency or jurisdictional priorities, and plan for public information management.

Authorize additional response/recovery actions as necessary. These actions include termination of emergency operations, rescinding of implemented emergency measures, and direction of recovery efforts.

Ensure compliance with all safety work practices and procedures in the EOC and confer with the safety officer(s) for the incident. Consider the mental health of staff and support teams.

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EOC Assistant Emergency Services Director (Assistant City Manager) EOC Section: Management
Position Description Designated to assist the EOC Emergency Services Director.

Primary Responsibilities
• The Assistant EOC Director assists the Emergency Services Director (City Manager) to facilitate the overall functioning of the EOC and coordination with other agencies and SEMS levels.
• Assist Planning Section Coordinator with implementation of the Planning “P” for the Operational Period.
• Attend all Operational Planning meetings; serve as scribe as directed by the Planning Section Coordinator or the EOC Director. • Provide information and guidance to the EOC Management Section. • Maintain contact with the Fresno County EOC; dependent on level of action.
• Serve (temporary assignment) as Section Coordinator as needed within the EOC or as assigned by the EOC Director.
• Coordinate all visits to the EOC by outside agencies in conjunction with the Liaison Officer and PIO.

Reports and Plans
• EOC Action Plan – Review
• Situation Status – Review
• Deactivation Plan – Review
• Press Releases – Review
• Local Emergency Proclamation – Review
• ICS 214 Form – Individual Work Log
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Checklist
Action Notes
Review Common Responsibilities
Provide dissemination of accurate and timely emergency
information and warning to the public.

Absence of the EOC Director. Directs the organization of the City’s Emergency Management in the absence of the EOC
Emergency Services Director.

Situation Reports. Provide regular situational updates to Fresno County Operational Area and Cal OES.

Operation Meetings. Assists the Planning Section to develop operational meetings for the next operational period.

Develop EOC Operational Plan with Command and General
Staff. Assists the Planning Section to develop and complete the EOC Operational Plan.

Coordinate with the Fresno County Operational Area EOC
Director in directing and assigning additional emergency operations as necessary.

Consider establishing a call center or family gathering locations with county agencies and community partners as friends and family begin to call/arrive.

Ensure compliance with all safety work practices and
procedures in the EOC and confer with the safety officer(s) for the incident. Consider the mental health of staff and support teams.

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Position: Safety Officer
EOC Section: Management
Position Description
Responsible for monitoring and assessing safety hazards or unsafe situations and for developing measures for ensuring personnel safety.

Primary Responsibilities
• Responsible for identifying and mitigating safety hazards and situation of potential City liability during EOC
Operations.
• Ensure a safe working environment in the EOC for all staff.

Routinely inspect and correct any deficiencies in the
operating environment of the EOC.
• Ensure that personnel working the EOC positions are not over stressed or working for extended periods that may
jeopardize their health.
• Ensure that all buildings and other facilities used in support of the EOC are in a safe operating condition.
• The Safety officer monitors operational procedures and activities on all matters related to incident health &
safety of emergency response personnel considering the
existing situation and conditions.
• The Safety Officer, who may have assistants, has
authority to prevent unsafe acts or decisions, modify, or stop unsafe acts or decisions outside the scope of the
EOC, notifying the EOC Director of actions taken.
• Relay location of the first aid kit, fire extinguishers and evacuation routes out of the facility.

Reports and Plans
• EOC Action Plan – Review
• Deactivation Plan – Review
• ICS 205 – Medical Plan
• ICS 214 – Activity Log Form
• ICS 215A – for Distribution
• Proclamation of Emergency
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Checklist
Action Notes
Review Common Responsibilities
Provide dissemination of accurate and timely emergency information and warning to the public.

Identify safety hazards and mitigation strategies based on EOC assessment, complete an ICS 215A for distribution.

Continue with safety assessments for each operational period and provide technical expertise for all safety reviews.

Report any significant health and safety issues to the EOC Section Coordinator and/or the EOC Director.

Know where the fire extinguishers and first aid kits are in the building and document it in the ICS 205 – Medical Plan.

Adopt a proactive attitude. Thank and plan ahead. Attempt to anticipate situations and problems before it occurs.

Write and review the medical section of the EOC Action Plan.

Monitor, provide and analyze data on safety incidents, timelines, and industry standards.

Participate in all planning and operational meetings. Get approval of the Medical Plan for each operational period.

Assist with developing the EOC Incident Action Plan.

Ensure compliance with all safety work practices and procedures in the EOC and confer with the safety officer(s) for the incident. Consider the mental health of staff and support teams.

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Position: Liaison Officer
EOC Section: Management
Position Description
The Liaison Officer serves as the point of contact for
cooperating and assisting organizations and agencies
outside the City government structure as well as county, state and federal agencies. The Liaison Officer will ensure that agency representatives are provided with the necessary
workspace, communication, information and internal points of contact necessary to perform their responsibilities.

Primary Responsibilities
• Oversee all liaison activities, including coordinating with outside agency representatives assigned to the EOC
and handling requests from DOCs.
• Aids in coordinating the efforts of those outside agencies to reduce the risk of agencies operating independently. • Establish and maintain a central location for incoming agency representatives, providing workspace and
support as needed.
• Ensure that position specific guidelines, policy directives, situation reports and a copy of the EOC Action Plan is
provided to Agency Representatives upon check-in.
• In conjunction with the EOC Director, provide
orientations for VIPs and other visitors to the EOC.
• Serves as the multi-agency or inter-agency
representative for the City of Kingsburg to coordinate
the response efforts.
• Ensure that Deactivation is accomplished when directed by the EOC Director.

Reports and Plans
• ICS 214 – Individual Log Form
• MOU Agreements
• Proclamation of Emergency
• Outside Agency Sign-In Sheet
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Checklist
Action Notes
Review Common Responsibilities
Provide dissemination of accurate and timely emergency information and warning to the public.

Notify and continue ongoing communications with community partners in accordance with local policies and procedures (e.g., consider County EOC) to determine incident details, community status, estimates of casualties and establish contacts for requesting supplies, equipment and personnel.

Gather damage information and operating status from Community Lifeline stakeholders such as Kinder Morgan, Union Pacific, Cal Trans, county roads and bridges, etc. (Fresno/Kings/Tulare).

Establish communications with area utility providers (e.g., PG&E, SoCal Gas, etc.).

Participate in meetings, briefings and town hall meetings.

Thoroughly brief incoming staff.

Ensure compliance with all safety work practices and procedures in the EOC and confer with the safety officer(s) for the incident. Consider the mental health of staff and support teams.

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Position: Public Information Officer (PIO)
EOC Section: Management
Position Description
Serves as the primary point of contact between the EOC, media and the public. Delegated the authority to prepare press releases, work with media representatives and provide information for press conferences. The PIO will be responsible for setting up a Joint Information Office and establish a press briefing room.

Primary Responsibilities
• Serve as the central coordination point for the City on all media releases.
• Develop media releases to be approve by the EOC
Emergency Services Director before releasing.
• Coordinate with the County Joint Information Center as appropriate.
• Develop the format for press conferences, in conjunction with the EOC Director.
• Oversee rumor control activities.
• Receive incident information and severity, monitoring incident status via radio, media, etc.
• Participate in all planning and operational meetings. • Ensure public inquiries are handled appropriately using all formed of communication and, if necessary, open a
call center.
• Maintain all social media platforms with current
information.

Reports and Plans
• Press Releases
• EOC Action Plan
• Media Call List
• Disaster Assistance Information
• Media Briefing Schedule
• ICS 214 – Individual activity log form
• Proclamation of Emergency
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Checklist
Action Notes
Review Common Responsibilities
Provide dissemination of accurate and timely emergency information and warning to the public.

Monitor media outlets for updates on the incident and possible impact to Kingsburg.

Prepare Talking Points and Media Releases for EOC Director and City Officials. Prepare and post social media postings for the EOC Director’s approval.

Establish a Joint Information Center (JIC) when local, state and federal agencies are involved. Coordinate and communicate with the JIC or assign an individual to the JIC to ensure dissemination of information.

Provide information to the public for shelter openings and weather updates. Coordinate the information on the city’s website and ensure that rumor control is provided with the same information throughout the disaster.

Attend all briefings with the EOC Director and Management Staff. Prepare media briefings for Elected/Executive representatives and other government officials as necessary.

Keep the EOC Director advised of all unusual requests for information and all major critical or unfavorable media comments. Recommend procedures or measures to improve media relations.

Follow the whole community concept to make sure that all forms of communication are culturally relevant for all residents and accessible for those with access and functional needs and disabilities.

Update Social Media and Website posts continually.

Organize the format for press conferences in coordination with the EOC Director.

Interact with the EOC section coordinators to provide and obtain information relative to public information operations.

Maintain and submit all media releases to the EOC Director and Planning Section Coordinator or Documentation Unit.

Ensure compliance with all safety work practices and procedures in the EOC and confer with the safety officer(s) for the incident. Consider the mental health of staff and support teams.

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Position: Legal Officer
EOC Section: Management
Position Description
The City Attorney serves as the Legal Officer for the EOC. The Legal Officer provides legal advice to the EOC Director and City Officials in all legal matters related to the incident including proclamations and emergency ordinances.

Primary Responsibilities
• Provides legal advice to the EOC Director and City
Officials on all legal matters relative to the disaster. • Assist the EOC Emergency Services Director with the
development of a local proclamation for the incident.
• Ensures mutual aid agreements and memorandums of
understanding are current.

Reports and Plans
• ICS 214 – Individual Work Log Form
• Local Proclamation as applicable
Checklist
Action Notes
Review Common Responsibilities
Provide dissemination of accurate and timely emergency information and warning to the public.

Assist in the composition of any disaster proclamation.

Provides interpretation of various federal, state and local disaster ordinances, statutes and regulations.

Assists the EOC Director, Management Staff and Section Coordinators in developing overall strategic objectives for the EOC Action Plan.

Provide general advice and guidance to the EOC Director as required.

Ensure compliance with all safety work practices and procedures in the EOC and confer with the safety officer(s) for the incident. Consider the mental health of staff and support teams.

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MANAGEMENT STAFF
The following sections are considered in the Management Staff:
• Operations Section Coordinator
• Planning Section Coordinator
• Logistics Section Coordinator
• Finance/Administration Coordinator
Operations Section Responsibilities
• Fire
• Law Enforcement
• Fatalities/Mass Casualty
Management
• Care and Shelter
• Public Works (Water
Management and
Building and Safety)
Planning/Intelligence Section
Responsibilities
• Situation Status
• Resource Status
• Documentation
• Damage Assessment
• Recovery/Advanced
Planning
• Demobilization
• Technical Specialist
Finance/Administration
Section Responsibilities
• Cost Recovery
• Time
• Purchasing
• Compensation/Claims
• Cost Analysis
Logistics Section Responsibilities
• Services Branch
(Information Services &
Communications,
Medical, Food)
• Support Branch
(Transportation,
Purchasing, Personnel,
Supplies, Facilities, EOC
Support)
• Technical Activities
Field Units (ICS)
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Position: Operations Section Coordinator
EOC Section: Operations Section
Position Description
The Operation Section Coordinator acts as the primary point of contact between the EOC and Department Operations
Center (DOC) or may be directly linked to the Field Incident Command Post. The EOC Operations Section Coordinator or the Branch units assigned to the EOC Operations Section receive incoming situation reports, departmental status, resource requests and field intelligence. Incoming
information will be routed to the appropriate EOC Sections.

Primary Responsibilities
• The Operations Section Coordinator activates and
supervises elements in accordance with the EOC Action
Plan.
• Responsible for coordinating and directing all city
operations in support of the emergency response
through implementation of the City of Kingsburg EOC
Action Plan and coordinating all requests for mutual aid and other operational resources.
• Directs the preparation of unit operational plans for the EOC Action Plan. Makes changes to the EOC Action
Plan as necessary.
• Requests and releases resources.

Reports and Plans
EOC Action Plan – Planning, Revision, and Approval
Kingsburg Emergency Operations Plan
Fresno County Emergency Operations Plan
The EOC Incident Action Plan consists of the following forms:

ICS 202 – Incident Objectives
ICS 203 – Organization Assignment List
ICS 204
ICS 205 – Incident Radio Communications Plan
ICS 205A
ICS 206 – Medical Plan Medical Unit Leader
ICS 207
ICS 208 – Safety Message/Plan
Map/Chart
Weather Forecast/Tides/Currents
ICS 214 – Individual Log Form
Local Emergency Proclamation
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Checklist
Action Notes
Review Common Responsibilities
Provide dissemination of accurate and timely emergency information and warning to the public.

Understand the current situation and predicts probable resource needs.

The Fresno County OES, the County Sheriff’s Office and the Kingsburg Fire and Police department will take the lead on alert and warning procedures, working in coordination with the City of Kingsburg.

Ensure that all operational branches report and receive current information.
• Enhances the capability of the City of Kingsburg to
respond to emergencies by carrying out support efforts
for the operations based upon the EOC Action Plan.

Priorities include but are not limited to:
 Protecting life and property
 Carry out objectives of the EOC Action Plan
 Ensure support for incident response
 Cooperate with other sections of the City’s EOC
 Provide up-to-date information regarding the incident to the Planning Section Coordinator or the Situation Status Unit within the Planning Section.
 Ensure current information is being disseminated accurately and culturally relevant, assist with rumor control
Attends all meetings and briefings.

Prepare alternative strategies for procurement and resource management to support the incident.

Provide information to all EOC Section Coordinators (Logistics, Planning/Intelligence, and Finance/Administration) as well as Command Staff.

Ensure all pertinent information is confirmed and given to the Planning/Intelligence Section as soon as possible.

Assist with developing the EOC Action Plan for each operational period.

Work with the Logistics Section to order resources and staffing.

Ensure compliance with all safety work practices and procedures in the EOC and confer with the safety officer(s) for the incident. Consider the mental health of staff and support teams.

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Action Notes
Follow ICS and SEMS to add branches and units for additional assistance with managing the planning/intelligence section.

Fire Branch - Consider evacuations, firefighting operations, search and rescue, hazardous materials response, and technical rescues.

EMS Branch– Assist with establishing triage, treatment and transport locations.

Law Enforcement Branch– Evacuate areas for public safety, coordinate road closures with public works team, monitoring for looting, deny entry, work with coroner as needed. Provide security measures as appropriate for incoming Officials and VIPs.

Coroner - Request DMAT. Activate the fatality management plan.

Consider morgue location.

Building Inspector - if necessary to provide direction with critical facility infrastructure integrity.

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Position: Planning/Intelligence Section Coordinator
EOC Section: Planning/Intelligence
Position Description
The Planning/Intelligence Section Coordinator is responsible for collecting, evaluating, disseminating and using
information about the incident and status of resources.

Primary Responsibilities
• Collect and disseminate information about
the current situation.
• Predict probable course of incident events.
• Schedule planning meetings.
• Assemble the EOC IAP before each
operational period begins.
• Begin preliminary damage assessment for
public and individual assistance.

Reports and Plans
Kingsburg EOP
Fresno County EOP
Public Assistance Program and Policy Guide (Version 4)
The EOC Incident Action Plan consists of the following forms:

ICS 202 – Incident Objectives
ICS 203 – Organization Assignment List
ICS 204 – Assignment List
ICS 205 – Incident Radio Communications Plan
ICS 205A – Communication List
ICS 206 – Medical Plan Medical Unit Leader
ICS 207 – Incident Organization Chart
ICS 208 – Safety Message/Plan
Map/Chart
Weather Forecast/Tides/Currents
ICS 214 – Individual Activity Log Form
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Checklist
Action Notes
Review Common Responsibilities
Establish GIS and mapping services for the Planning Section.

Understand the situation and predict probable course of incident events.

Establish operational periods, incident objectives and the EOC IAP in collaboration with the EOC before the beginning of each operational period.

Schedule planning meetings with command staff and section coordinators to develop an EOC IAP. Develop and prepare the EOC IAP for each operational period based on ICS and SEMS methodology and forms.

Prepare alternative strategies for the incident.

Establish clear communications with the Operations Section Coordinator and the Liaison Officer.

Gather internal situation status including City resources status from section coordinators. Submit Status Report to the EOC Director. Develop a situation map ASAP.

Initiate damage assessments and property inspection process.

Technical Specialists – Activate as needed: Meteorologists, Infectious Disease Specialists, Radiological Specialists, Industrial Hygienist, etc.

Ensure compliance with all safety work practices and procedures in the EOC and confer with the safety officer(s) for the incident. Consider the mental health of staff and support teams.

Follow ICS and SEMS to add branches and units for additional assistance with managing the planning/intelligence section to include:

Resource Unit Leader – Obtain resource status reports from the field.

Gather internal situation status including city resources status from sections. Prepare ICS 203 (Resource assignment lists and ICS 207 (Org Chart) for the EOC IAP.

Situation Unit Leader – Gather intel on the incident from all section and command staff. Prepare situation status reports for EOC Director and assist with Operational Period briefings.

Damage Assessment - Initiate damage assessments and property inspections. Work with FEMA assessment team to provide a detailed damage assessment and begin recovery process for public assistance and individual assistance.

Documentation Unit Leader – Collect, copy, file and ensure accuracy of all incident documentation. Prepare IAP under direction of Planning Section Coordinator.

Demobilization Unit – Establish communications with Resource Unit leader to begin demobilization. Determine first in resources for purposes of potential demobilization. Identify surplus resources, if any, and probable release times.

Technical Specialists – Provide technical expertise and advise to Command and General Staff as needed.

Emergency Operations Plan City of Kingsburg
240
Position: Logistics Section Coordinator
EOC Section: Logistics Section
Position Description Manages and coordinates logistical operations within the City of Kingsburg EOC for disaster response and large-scale events.

Primary Responsibilities
• Develop and execute logistics plans in
coordination with the overall management of
the incident.
• Responsible for providing facilities, services
and materials in support of the incident
response.
• Participates in developing and implementing
the EOC IAP.
• Assess and Repair Communications and IT
technology.

Reports and Plans
ICS 214 – Individual Log Form
Kingsburg EOP
Fresno County EOP
MHOAC Resource Ordering System
Checklist
Action Notes
Review Common Responsibilities
Attend planning meetings for EOC Action Plan development.

Ensure the efficient allocation and utilization of resources, including personnel, equipment and supplies.

Oversee the procurement, storage and distribution of goods and materials needed for the operation.

Plan and manage the transportation of personnel, equipment and supplies to and from the incident or event site.

Establish effective communication channels with other sections of the EOC, the Fresno County Logistics Coordinator, and other departments and agencies within the organizations to ensure smooth flow of information and resources.

Assess the status of information technology systems.

Maintain accurate records of inventory levels and manage the inventory to prevent shortages or excesses.

Assess facility needs (i.e., building integrity, relocation needs, inventory possible points of distribution (PODs). Establish back-up facilities as needed.

Activate CERT for assistance with PODs.

Emergency Operations Plan City of Kingsburg
241
Action Notes
Use mutual aid/MOU Agreements and the MHOAC system to order resources and enhance efficiency.

Documentation: Maintain detailed records of all logistical activities, such as shipments, inventory levels and resource allocations.

Establish and maintain relationships with suppliers and vendors to ensure a reliable supply of goods and services.

Ensure that vehicles, machinery and equipment used in logistics operations are in good working order and arrange for maintenance when necessary.

Identify potential risks in logistics operations and develop strategies to mitigate them.

Prepare regular reports on logistics activities and performance for the disaster.

Ensure compliance with all safety work practices and procedures in the EOC and confer with the safety officer(s) for the incident. Consider the mental health of staff and support teams.

Follow ICS and SEMS to add branches and units for additional assistance with managing the logistics section to include:

Communications/IT – Assess the status of information technology systems, initiate repairs and tech-down procedures if necessary. Maintain IT Service and security and/or complete repairs and provide return to service estimates to the EOC.

Food and Water Unit – Plan for food for EOC and first responder personnel for an extended period of time. Initiate service requests intake process/system for water service.

Supply Unit – Assess supply needs as inventory is depleted. Keep accurate inventory of supplies. Facilitate receipt of incoming supplies.

Ensure tracking of equipment received and checked out. Request resources from Logistics Section Coordinator as needed.

Facilities – Assess facility needs (i.e., building integrity, relocation needs, inventory possible points of distribution (PODs). Ready alternate facilities for operations if needed. Activate CERT and other agencies to receive volunteers (affiliated only) and provide support for operations as appropriate. Staff PODs for humanitarian assistance to residents.

Ground Support - Activate CERT for assistance with PODs and shelters.

Establish sheltering and feeding services for staff and people seeking humanitarian services. Work with outside agencies to provide basic needs for shelters to include those people with access and functional needs.

Water/Wastewater – Activate unit and establish service intake process.

Emergency Operations Plan City of Kingsburg
242
Position: Finance/Administration Section Coordinator
EOC Section: Finance/Administration
Position Description
The Finance/Administration Section Coordinator is response for managing and coordinating various financial and
administrative functions to support emergency response and recovery efforts in a disaster.

Primary Responsibilities
• Oversee resource management allocation
and tracking to include personnel, equipment
and supplies.
• Cost Tracking
• Procurement
• Payroll and Compensation
• Contract Management
• Financial Reporting/Cost Recovery
• Administrative Support
Reports and Plans ICS 214 – Individual Activity Log Form Checklist
Action Notes
Review Common Responsibilities.

Communicate emergency spending delegation of authority to all appropriate staff (Finance/Administration Section Coordinator).

Initiate procedures to gather time reporting data from all applicable personnel.

Initiate tracking of all costs including those with personnel time, loss of revenue, repairs, acquisition of supplies and equipment and altered operations.

Participate in planning and operational meetings as needed.

Assist with the development of the EOC Action Plan.

Activate the documentation of all damages, prepare insurance and other claim reports. Work with county, state and federal agencies on documentation and tracking of all costs.

Prepare and sign contracts and agreements as needed for the incident.

May assign a procurement unit, compensation claims unit, or a cost unit as necessary.

Ensure compliance with all safety work practices and procedures in the EOC and confer with the safety officer(s) for the incident. Consider the mental health of staff and support teams.

Emergency Operations Plan City of Kingsburg
243
Action Notes
Follow ICS and SEMS to add branches and units for additional assistance with managing the finance/administration section to include:

Time Unit – Initiate procedures to gather time reporting data from all applicable personnel. For each operational period, initiate, gather and update a time report from all applicable personnel.

Cost Unit – Initiate tracking of all costs, including those with personnel time, loss of revenue, repairs, acquisition of supplies and equipment, emergency protective measures and altered operations.

Claims Unit – Activate the documentation of all damages, prepare insurance and other claim reports, and work with County, State and Federal partners/agencies on documentation and tracking of all costs for the incident.

Procurement Unit – Establish emergency procurement policy and procedures to include contract management and equipment/supply procurement. Prepare and sign contracts and agreements as needed for the incident.

City of
Kingsburg
Continuity of
Operations Plan
February 2024
COOP City of Kingsburg
i

TABLE OF CONTENTS
Privacy Statement......................................................................................................................... ii Continuity Of Operations Plan Approvals .................................................................................. iii SECTION I: CONTINUITY OF OPERATIONS PLAN ...........................................................................1 Promulgation Statement...............................................................................................................2 Introduction ...................................................................................................................................3 Plan Purpose ..............................................................................................................................3 Applicability and Scope............................................................................................................3 Situations and Assumptions .......................................................................................................4 Objectives ..................................................................................................................................5 Mission-Critical Essential Functions...........................................................................................7 Concept of Operations...............................................................................................................12 Phase I: Readiness and Preparedness....................................................................................12 Phase II: Activation and Relocation ......................................................................................21 Phase III: Continuity Operations .............................................................................................43 Phase IV: Reconstitution..........................................................................................................46 Multiyear Strategy Program Management Plan & Budget ...........................................................47 SECTION IV: APPENDICES............................................................................................................49 Appendix A: Planning Leads......................................................................................................50 Appendix B: Drive Away Kit .......................................................................................................51 Appendix C: Government Plan Activation ...............................................................................52 Job Aid.....................................................................................................................................52 Appendix D: COOP Relocation Checklist..................................................................................55 Appendix E: National Essential Functions .................................................................................56 Appendix F: Aronmyms..............................................................................................................57 Appendix G: Definitions..............................................................................................................58 Appendix H: Authorities and References..................................................................................62 Authorities ................................................................................................................................62 References...............................................................................................................................62 State of California COOP Authorities .....................................................................................63 Appendix I: Table of figures .......................................................................................................64 COOP City of Kingsburg
ii

PRIVACY STATEMENT
The Continuity of Operations Plan/Continuity of Government addresses high-level overview information about how the City of Kingsburg responds to several types of disruptions and the operational detail necessary to support these disruptions.

Given the sensitivity of some of the information in this plan, the distribution of the plan and its associated documents will be assessed, and appropriate security measures implemented. The City may determine the required level of security for this plan and elevates this it to a “For Official Use Only” document, resulting in the control and limited distribution of the plan.

The activation of this plan is authorized by the city manager or a designee, while the department leadership and COOP lead or alternate coordinate implementation. For more information about continuity planning, contact the Kingsburg Fire Department.

COOP City of Kingsburg
iii

CONTINUITY OF OPERATIONS PLAN APPROVALS
By their signatures below, the following senior level officials at the City of Kingsburg certify approval of this Continuity of Operations Plan and fully understand the continuity of business operations procedures that are to be followed in the event of an emergency that impacts the facilities and employees for which they are responsible.

Approved: __________________________________________ Date:___________________ Mayor, City of Kingsburg
Approved: __________________________________________ Date: ___________________ City Manager
Approved: __________________________________________ Date: ___________________ Assistant City Manager
COOP City of Kingsburg
1 Section I:

CONTINUITY OF OPERATIONS PLAN
COOP City of Kingsburg
2 PROMULGATION STATEMENT
Ensuring the uninterrupted functioning of government and the performance of essential tasks during and after a disaster or any disruption to normal government operations is the primary goal of continuity of operations. The City of Kingsburg, through its continuity planning efforts, underscores its unwavering commitment to maintaining critical services in times of emergency or disaster, prioritizing the safety and protection of its citizens, employees, and visitors.

Continuity programs and operations form the cornerstone of practices that enable crucial services to remain operational under diverse conditions. Establishing a continuity planning framework ensures that each department within the City of Kingsburg is equipped to carry out its critical mission, irrespective of the circumstances arising from natural, technological, or intentional disasters.

The City of Kingsburg’s governing body has reviewed and approved this plan, validating its content to ensure the inclusion of necessary information and guidance. This comprehensive plan is designed to empower the City of Kingsburg to sustain its essential services and mitigate potential impacts during and after an emergency.

Alexander J. Henderson, City Manager
COOP City of Kingsburg
3 INTRODUCTION
The objective of the all-hazards approach to continuity of operations/continuity of government (COOP) planning, referred to as “COOP” hereafter, is to ensure the City’s capacity to function and deliver essential services remains intact, irrespective of the nature of the emergency. This comprehensive strategy encompasses readiness for various scenarios, encompassing natural disasters like earthquakes and flooding, technological crises, and deliberate incidents such as acts of terrorism.

Plan Purpose
All City departments shoulder the responsibility of preparing for and responding to disasters. In times of a COOP activation, departments may find themselves operating from alternate locations and facing potential resource overextension.

The primary objective of the COOP is to establish a comprehensive framework enabling City departments to promptly restore Critical Business Processes in the event of emergency-induced operational disruptions. This COOP addresses three main types of disruptions:
• Inaccessibility to a facility: This may arise, for instance, due to structural damage. • Inability to provide full services: This scenario could result from a diminished workforce, such as during a pandemic influenza.
• Inability to deliver services: This may occur due to equipment or systems failure, such as IT systems malfunction.

The City’s COOP program outlines policies and provides guidance for executing actions to sustain Critical Business Processes within the recovery time frames established by the COOP Planning Team and to maintain Critical Business Processes for up to 30 days.

Central to this initiative is the City’s unwavering commitment to protecting its employees, operations, and facilities. The COOP serves as a crucial framework for City departments and personnel, designed to mitigate the impact of emergencies. Additionally, it lays out procedures for City leadership to strategically minimize risks to employees, operations, and facilities.

Applicability and Scope
The COOP planning initiative is designed to guarantee the preservation and reconstitution of the City’s essential functions. In the event of an emergency or disaster necessitating the evacuation of one or more departments to alternative locations with minimal notice, standard operating procedures for each location govern the building evacuation process.

It is essential to clarify that this COOP plan is distinct from an evacuation or emergency management plan. Its primary objective is to streamline the restoration of daily functions.

COOP City of Kingsburg
4 The COOP serves as the cornerstone for maintaining continuity in critical services and functions throughout the jurisdiction. It is complemented by departmental annexes developed by key personnel within each department and division. The City’s COOP included the following annexes, which collectively contribute to the comprehensive framework:
• City Manager’s Office: Mayor & Council; City Clerk; City Attorney; Human Resources • Community Development
• Community Services
• Finance Department
• Fire Department
• Information Technology Department
• Police Department
• Public Works Department
• Water Utility
COOP Organization
The comprehensive City of Kingsburg COOP plan establishes the structure for City departments to recover mission-critical business processes and functions, ensuring the continued functionality of essential services for staff and citizens in an operational emergency.

The COOP annexes serve as instructive guides for individual departments, offering a roadmap to sustain critical business processes and functions in situations where emergencies impede access to or damage the department’s primary location.

Additionally, the annexes address scenarios where there is a substantial decrease in the ability to provide services due to workforce reduction or failures in equipment or critical systems. These annexes function as supplementary components to enhance the effectiveness of the overarching plan.

Situations and Assumptions
Situations and assumptions are documented to describe current operating conditions and to establish the parameters under which the plan may be activated.

Situation
• The City of Kingsburg is a city in Fresno County.
• The City of Kingsburg is a Charter City nestled in the center of the San Joaquin Valley, halfway between Los Angeles and Sacramento. The City was originally established in 1873 as a railroad stop under the name "Kings River Switch." COOP City of Kingsburg
5 • The City of Kingsburg occupies 3.72 square miles.
• The estimated population of the City of Kingsburg in 2021 was 21,662. • The City of Kingsburg is vulnerable to several hazards, including natural, technological, and human-caused. Please refer to Section 3 of this plan for the complete list of potential hazards for the city.
• The City of Kingsburg is in California Mutual Aid Region V and FEMA Region 9. • The major traffic arteries in the City of Kingsburg include State Highways 201 and 99.

Assumptions
• The COOP may be activated because of an emergency response and implementation of the Emergency Operations Plan. Activation of the COOP will occur at the level necessary to resolve the situation.
• During a COOP activation, full or partial, the impacted departments will defer all nonessential functions, as directed by the City Manager. • During a COOP activation, full or partial, the impacted departments will perform only the essential functions.
• Some members in COOP positions serve in other roles during disasters, such as the Emergency Operations Center (EOC) or Department Operations Center (DOC) during an activation. During multiple activations, COOP activities will be coordinated through the EOC.
• The City has mutual aid agreements with surrounding jurisdictions that can be activated in the event the city needs assistance in providing critical services in emergencies.
• The City will continue to be exposed to the hazards and risks identified in the COOP as well as other hazards or risks that may develop in the future. • In the event of a disaster, departments may rely on each other for assistance. • In the event of disaster, resources and personnel may be extremely limited. The resumption of essential services may need to be prioritized and time-phased.

Objectives
To achieve the highest level of continuity, the City of Kingsburg has adopted a number of City continuity planning objectives that align with the State of California planning objectives to ensure consistency among federal, state, and local emergency plans and to provide for a more effective emergency response. Twenty-one planning objectives will be used to derive performance measures, establish tasks, and resource requirements.

COOP City of Kingsburg
6 Figure 1: City of Kingsburg Continuity Planning Objectives1 City of Kingsburg Continuity Planning Objectives
Objective
Number Continuity Planning Objectives
1 Ensure the ability to provide continued essential operations/functions of local government by reducing or mitigating disruptions.
2 Assure compliance with legal, statutory and constitutional requirements. 3 Maintain civil order by enforcement of laws, criminal investigation, apprehension, crowd control, vital facilities and public services protected. 4 Provide leadership visible to the resident of the City of Kingsburg - maintaining the trust and confidence of the citizens ensuring the safety of all residents and visitors. 5 Maintain and foster effective relationships with community partners and agencies at the local, county, state and federal levels.
6 Protect critical infrastructure and key resources against threats to the City of Kingsburg. 7 Provide rapid and effective all-hazard response and recovery consequence management as it relates to the restoration of the city government and business functions. 8 Protect and stabilize the city’s economy to ensure public confidence in its financial systems.
9 Provide for critical city government services that preserve and improve environmental factors for the achievement of optimum economic, health, safety and well-being of the public.
10 Contain provisions for the protection of critical equipment, records, and other assets. 11 Provide operational resilience by mitigating the vulnerability of government and privatesector operations protecting our assets, systems, and networks. 12 Contain provisions for an orderly response and recovery from any incident. 13 Serve as a foundation to protect leadership, essential facilities, equipment, records and other assets.
14 Provide the ability to quickly activate and integrate individuals and teams providing public situational awareness of critical information through timely press releases, messages, and open forums.
15 Provide strategic planning and decisions on public policy. 16 Provide legal support, emergency declarations and statutory authorities. 17 Inter-governmental coordination to improve governmental efficiency and effectiveness to resolve conflicts and incompatibilities through cooperation and communication between local, state, and federal governments.
18 Contain both internal and external communications components, as prescribed in the Standardized Emergency Management System (SEMS), Government Code Section 8560, and in compliance with the National Incident Management System (NIMS) and overarching National Response Framework (NRF).
19 Ensure continuous performance by providing guidance that facilitates the preparation of a site or activity and/or specific plans and procedures that help ensure safety, reduces loss of life, and minimizes damage and losses.
20 Achieve a timely and orderly recovery from an emergency and resumption of full service to the City of Kingsburg.
21 Provide an on-going training effort for continuity issues and responsibilities to department directors and coordinating staff to ensure that ongoing expertise is developed within state service.

COOP City of Kingsburg
7 Mission-Critical Essential Functions
Vital services for both staff and citizens are made feasible through the execution of missioncritical essential functions within each department. In the immediate aftermath of an emergency, recognizing that a complete spectrum of government functions may not be immediately necessary. The level and nature of support required to sustain essential functions depends on the incident’s nature.

Planning is pivotal in allocating resources to ensure the continuous delivery of essential functions and services across various potential emergencies. It also establishes a mechanism for resuming all functions as resources become available.

City of Kingsburg Essential Functions
Municipal and departmental mission-critical essential functions are a limited set of organizational-level business core functions that must be continued throughout or resumed rapidly after a disruption of normal activities and services. The State Executive Branch recognizes the following two categories of essential functions:
• Agency mission essential functions that are a limited set of organizational-level business core functions that must be continued throughout or resumed rapidly after a disruption of normal activities. Agency mission-critical business processes and essential functions are:
 Those essential functions need to be continuous or resumed within 12 hours after an event and maintained for up to 30 days or until normal operations can be resumed.  Those essential functions must be performed to support the performance of the State Essential Functions (SEFs) before, during, and in the aftermath of an emergency.
• State Essential Functions (SEFs) are the eleven cross-government SEFs, which are a collective of agency functions, represent the overarching responsibilities of State Government to lead and sustain California and shall be the primary focus of the State’s leadership during and in the aftermath of a catastrophic emergency.

Figure 2: State Essential Functions (SEFs)
State Essential Functions

1. Government Leadership – Government Leadership (GL) – Provides viable and effective leadership for the people of California while restoring and maintaining critical state essential functions.

2. Public Safety – Maintains public safety and security for the people of California and decreases their vulnerability to threats and hazards.

3. Emergency Management – Protects and preserves the lives, property and environment for the people of California from the effects of natural, technological, and human-caused disasters.

4. Public Health and Medical – Ensures the continuity and strength of California’s medical, public health, mental health organizations and systems. Supports the health and well-being of the people of California.

COOP City of Kingsburg
8 State Essential Functions

5. Social Services and Education – Ensures the continuation of essential social services for the people of California, including services for those with disabilities, access and functional needs population, and victims of crime. Supports the continued operation of California’s educational systems (both public and private) at all levels of government.

6. Critical Infrastructure – Preserves California’s infrastructure, including its transportation systems, energy systems, utilities, dams and other critical components. Supports and sustains the personnel required to operate and maintain the physical infrastructure.

7. Financial, Economic, and Business – Ensures the financial and economic security of California’s business, financial systems/institutions and its citizens. Preserves and supports California’s labor/workforce. Protects and preserves California’s tax and revenue collection capabilities to ensure continuity of California’s government.

8. Information Technology/Communications – Protects, maintains, and preserves California’s communications and technological capabilities. Ensures continued interoperability of California’s communications systems.

9. Agriculture – Promotes and preserves the livelihood of California’s agricultural community and all its members. Ensures continuation of existing agriculture training and education programs.

Ensures that California’s agriculture remains strong and competitive.

10. Environment – Protects, preserves and restores California’s natural environment, ecosystems, resources and natural habitats and the impacts of natural disasters or other events.

11. Information Collaboration – Encourages and enhances information sharing and collaboration between Local/State/Federal and Private Sector’s to more effectively respond and recover from all threats and protect the citizens of California The City of Kingsburg shall:
• Identify all functions, then determine which must be continued under all circumstances
• Prioritize the state essential functions
• Establish staffing and resource requirements
• Integrate supporting activities
Identification and Prioritization of Essential Functions Identifying the City of Kingsburg’s essential functions is the foundation for continuity planning. Essential functions enable an organization to provide vital services, exercise civil authority, maintain the general public's safety and sustain the industry/economic base during an emergency.

The City of Kingsburg identifies mission-critical government functions that focus on defining the activities that are conducted to accomplish the City of Kingsburg’s mission, serve its stakeholders, and ensure the continuation of the State's Essential Functions.

Figure 3: City of Kingsburg Mission
Kingsburg Mission
“To provide quality, professional services and a safe family-oriented community for our diverse residents to thrive.”
COOP City of Kingsburg
9 Guidelines and Criteria for Prioritization of Essential Functions In addition to identifying which functions are necessary to support city operations, the recovery time objective (RTO) should be determined for each mission's essential function.

The RTO is the maximum amount of time the function can be interrupted before it must be restored to an acceptable level of operation after an incident. To ensure that Essential Functions are restored in the order of their time criticality, functions should be categorized using a tier classification system. The following system has been established to prioritize the City of Kingsburg’s Essential Functions according to time criticality. The following figure is the prioritized essential functions objective matrix.

Figure 4: Recovery Time Objective Matrix
Tier Ratings Priority
A
EMERGENCY RESPONSE FUNCTIONS: These functions have a direct and immediate effect on the organization to ensure the safety of individuals and protect property.

These functions must be established within the first two hours. 0-2 hours
B CRITICAL IMPACT: High impact on public health or safety (up to 24 hours) 0-24 hours C HIGH IMPACT: High impact on public safety and health or on department critical operations.

Up to 72 hours
D MODERATE IMPACT: Moderate impact on public safety, health, or on department critical operations
1-3 weeks
E LOW IMPACT: Low impact on public safety, health, or on department critical operations.
3 weeks or
longer
If a function is necessary to keep another function operating, then it should have a shorter priority RTO. Such functions include IT systems, building maintenance, and human resources.

List of Prioritized Essential Functions
The City’s continuity planning will prioritize essential functions that ensure the safety and well-being of City personnel and the public. This plan will facilitate the execution of missionessential functions during any crisis or emergency where one or more department locations are threatened or inaccessible. Objectives outlined in each department will encompass the following:
• Empowering staff to carry out essential functions in preparation for and response to various threats or emergencies, encompassing natural, technological, and humaninduced disasters. • Identification of essential employees and supporting staff who may need to relocate. • Ensuring the continuity facility can effectively support ongoing operations. • Safeguarding and maintaining essential records and databases.

COOP City of Kingsburg
10 Emergencies can arise suddenly, necessitating the immediate action of the COOP (Continuity of Operations Plan) and a swift allocation of resources. Operational planning will be structured into four phases:
• Readiness and Preparedness
• Activation and Relocation
• Continuity of Operations
• Reconstitution and Recovery
The City of Kingsburg COOP is designed to be fully implemented no later than 12 hours after activation, providing guidance to sustain operations for up to 30 days.

Expansion of Operations
In some cases, the City may need to expand operations or take on additional functions to respond effectively to the situation. This could involve providing emergency services, supporting relief efforts, or adapting to new demands or challenges presented by the crisis.

The City of Kingsburg has developed a to perform additional functions as the situation permits:
• Assessment of Additional Needs: The City has assessed potential scenarios that may require them to perform additional functions beyond their usual scope of operations. • Identification of Resources and Capacities: Once additional needs have been identified, the City will assess existing resources, capabilities, and infrastructure to determine the City’s capacity to take on additional functions. This may involve evaluating staffing levels, equipment, facilities, and partnerships with external stakeholders.
• Flexible Planning: The City’s COOP plan is designed to be flexible and adaptable, allowing the City to adjust operations and take on new functions as the situation evolves. This may include establishing protocols for rapidly mobilizing resources, reallocating staff, or collaborating with other organizations to address emerging needs.
• Training and Preparedness: To effectively perform additional functions during a crisis, organizations must ensure their staff are trained and prepared to take on new roles and responsibilities as needed. This may involve conducting regular training exercises, drills, and simulations to familiarize personnel with their roles and test the effectiveness of contingency plans.

COOP City of Kingsburg
11 • Coordination and Communication: Effective coordination and communications are essential for the City to perform additional functions during a crisis successfully. This may involve establishing communication protocols with internal and external stakeholders, coordinating with government agencies and emergency responders, and maintaining situational awareness to identify emergency needs and priorities.

Resource Requirements
Critical resources are the staff, equipment, and systems required to support essential functions. Resource requirements include:
• Alternate Facilities or Work Site
• Communication System
• Key Personnel
• Essential Records and Data Databases
• Vital Systems and Equipment
• Key Vendors
• Supporting Government Agencies or Departments.

COOP Planning Team members must ensure that unique critical equipment and critical information system requirements are considered in planning and, if appropriate, identified as capabilities to be provided by support functions at the continuity facilities. Departments should maintain all necessary and up-to-date files, computer software, and databases required to conduct Critical Business Processes.

Functional Dependencies
The City of Kingsburg has essential functions that rely on the availability of resources or functions controlled by another agency. The following are identified as these dependencies and linked to the essential function(s) they support.

Figure 5: Functional Dependencies
Essential Function Dependency or
Agency
Recovery
Time
Objective
Satisfied with
Level of Support
or Vulnerability?
Provide Fatality Services for the City Fresno County
Sheriff/Coroner 1 Yes
Provide Emergency Operations Center
Support Fresno County OES 2 Yes
Provide Dispatch Services for the Fire
Department
Fresno County Fire
Protection District 1 Yes
Provide Dispatch Services for the Police
Department
Fresno County Sheriff’s
Dispatch 1 Yes
COOP City of Kingsburg
12 CONCEPT OF OPERATIONS
A Continuity of Operations (COOP) plan must be maintained at an important level of preparedness and must be ready to be implemented without significant warning.

Continuity planning ensures that the City of Kingsburg is able to continue its vital governmental services and operations under all conditions. For this to be effective, city departments must have plans in place to carry out their departmental functions without interruptions.

The Concept of Operations explains how the City of Kingsburg will implement its continuity plan and, specifically, how the City plans to address each critical continuity element. The City of Kingsburg continuity implementation process includes four phases:
• Readiness and Preparedness
• Activation and Relocation
• Continuity Operations
• Reconstitution
Phase I: Readiness and Preparedness
Readiness denotes an organization’s capacity to effectively address any event that threatens its ability to sustain mission-essential functions. The leadership of an organization plays a crucial role in ensuring the seamless execution of mission-essential functions before, during, and after emergencies or disasters of all types. Activities related to readiness and preparedness are instrumental in developing the necessary response capabilities for emergency situations.

Within this phase, key activities include:
• A risk analysis and vulnerability assessment
• Continuity plan development, review, and revision
• Tests, training, and exercises
Mitigation is an integral aspect of this phase, with activities aimed at reducing the impact of unavoidable hazards. The Fresno County Hazard Mitigation Plan (2016) serve as the guiding document that prioritizes and steers mitigation activities that the city may need to undertake.

Risk Analysis
The FEMA Continuity Guidance for Non-Federal Governments recommends a risk and vulnerability assessment of the organization and its essential functions to the identified hazards.

COOP City of Kingsburg
13 Creating viable options for managing risks and vulnerabilities is done by deciding on and implementing risk management strategies and actions. Continuity elements related to hazard risk and vulnerabilities include human capital, alternate facilities, interoperable communications equipment and systems, vital records and databases, and other vital equipment and systems.

The following figure shows the hazards that threaten the City of Kingsburg.

Figure 6: Kingsburg Natural, Technological, and Human-Caused Hazards Natural Hazards Technological Hazards Human Caused Hazards Earthquake
Severe Weather – Heavy
rains, extreme cold and
hot temperatures, extreme
drought conditions, fog,
and high winds.

Flood
Wildfire
Agricultural Hazards
Dam Failure/Inundation
Hazardous Materials
Mass Casualty Incidents
Building Collapse or
Explosion
Train or Airplane Crash
Utility Outage
Terrorism
Civil Disturbance
Cyber Attacks
Public Health Emergencies
Target Hazards and Critical Facilities
Within the City of Kingsburg, specific target hazards and critical facilities pose specific hazards. The following figure shows these types of facilities and the specific hazards of each.

Figure 7: Target Hazards and Critical Facilities1
Category of Hazard Company Name Specific Hazard Description Transportation Union Pacific Rail Line • Sweet Crude or Bakken Oil • Anhydrous Ammonia
• Bakken Oil is highly flammable
• Anhydrous Ammonia is a
flammable gas and a severe
toxic health hazard
Pipelines PG&E • Natural Gas and Electricity • Parallels Hwy 201 & possibly the rail line
Pipelines
Phillips Liquid Fuel
Pipeline • Liquid Fuel • Product dependent on production 1 Interviews and emails with Fire Chief Daniel Perkins in February and May 2023.

COOP City of Kingsburg
14 Category of Hazard Company Name Specific Hazard Description Pipelines Kinder Morgan
• 48” High Pressure Fuel Transmission
Line
• Parallel with North Pacific Railroad
Tracks
• Specific gravity fuels in
captured delivery modes
Pipelines
Southern Cal Gas
High Pressure Natural
Gas Pipeline
• High Pressure Natural Gas Line 36”
- 600 psi
• Main Transmission Line Runs under
Sierra Avenue Westward
• Flammable Hazard
• Explosion Hazard
Community Pool
Kingsburg High
School Pool
• Above ground 350-gallon Liquid
Chlorine Tank on High School/City
Joint Community Pool Site
• Skin corrosion/irritation
• Serious eye damage/eye
irritation
• Corrosive to Metals
Food Facility Foster Farms • Anhydrous Ammonia • Arrives by rail line Food Facility Vie Del Winery
• Anhydrous Ammonia (5,000-gallon
tank)
• Sulfur Dioxide Tanks (2) – 500 lb.
cylinders
• Ethanol – 40,000-gallon storage
• Highly flammable ethanol fuel
• Confined Space Hazards
• High Angle Hazards
Food Facility Sun Maid Growers
• Methyl Bromide Fumigant Buildings
(4) 20,000 sq. ft. fumigation
buildings
• Large Square Footage
Warehouse-Style Facility
• Large wooden produce box
staging area
• Confined Space Hazards
• High Angle Rescue Hazards
Utilities
Kingsburg
Cogeneration
Reserve Power Plant
• High Pressure Natural Gas Line 18”
– 600 psi
• Confined Space Hazards
• High Angle Hazards
• Electricity Hazards
Manufacturing
PCA Cardboard
Container
• 10,000 sq. foot storage area inside
building – 12,000 lbs. of rolled
paper reams stacked (3) rolls high
• Caustic Liquid Container (1) – 500
gallons
• Anhydrous Ammonia (3) 50-gallon
tanks
• Heavy Fuel Load
• Hazardous Materials (NFPA 472)
• Combustible Dust Hazard
• Shredded Paper Hazard
Manufacturing
Nutrius Combustible
Dust Elevator
• Combustible dust process for
Chicken Feed
• Confined Space Hazards
• High Angle Hazards
Manufacturing Aslan Packaging
• Anhydrous Ammonia (2) 5000-
gallon tanks inside of enclosed
compressor room. In the direct line
of natural air flow path within ½
mile of Elementary School
• Compressed natural gas filling
station above ground storage
Anhydrous Ammonia
• Flammable gas. May form
explosive mixtures with air.
• Causes severe skin burns and
eye damage.
• Very toxic to aquatic life.

COOP City of Kingsburg
15 Category of Hazard Company Name Specific Hazard Description Manufacturing
Wooden Pallet
Factory
• Manufacturing and storage of an
IMMENSE numbers of wooden
pallets (approx. 5 acres) adjacent
to a residential neighborhood
• High Fuel Load
• Reduced accessibility
• Collapse Hazard
Manufacturing Guardian Glass
• Natural Gas
• Liquid Hydrogen Tank (10,000
gallons)
• Aqueous Ammonia 20% Tank
(5,000 gallons)
• High pressure natural gas line of
18” at 600 PSI that is reduced
coming into the plant at 35 PSI
(Residential is 2 PSI).
• Propane Tanks (4) – 5,000 gallons
each
• Sulfur Dioxide Tanks (5) – 100 lb.
cylinders
• Major Glass Production with
molten glass sheets at 3000º
molten glass sheet
uncontrollable release
• Kilns never shut down
• Confined Space Hazards
• High Angle Rescue Hazards
• Aqueous Ammonia reacts
violently with most acids
Sanitation
Selma-KingsburgFowler County
Sanitation District
• Chlorine • Just outside the City Limits
Utilities
Co-Gen Reserve
Power Plant
• High pressure natural gas line 18”
at 600 PSI
• High pressure natural gas line
leak or explosion
Government
City Hall • Replacement Value: $376,531 • Unreinforced masonry/poured in-place concrete
Government
Fire Department
Station 1 & 2
• Station 1 - $2,224,747
• Station 2 - $1,923,264
• Unsecured perimeters for both
stations
Government
Police Department • Main Station - $2,285,821 • Close proximity to railroad system
Government
Kingsburg Elementary
& High School District
• Capacity over 4,000 students • Improve security of facilities Vulnerability Assessment
A vulnerability assessment systematically reviews security weaknesses in an organization’s infrastructure, system, processes, and policies. Its objective is identifying, quantifying, and prioritizing potential risks to the organization’s operations and assets. Conducting vulnerability assessments as part of a continuity plan is to understand the organization’s susceptibility to various threats and hazards. The organization can take proactive measures to mitigate risks and enhance its resilience to disruptions by identifying vulnerabilities.

COOP City of Kingsburg
16 The City of Kingsburg’s vulnerability depends on the probability of an event occurring and the impact the event could have on personnel, facilities, infrastructure, operations, and the performance of essential functions. The assessment should cover all aspects of the organization’s operations, including physical security, cybersecurity, personnel, supply chain, and critical infrastructure. This comprehensive approach ensures that all potential vulnerabilities are identified and addressed.

Social Vulnerability
Certain demographics and housing characteristics may amplify or reduce overall vulnerability to hazards. These characteristics, such as age, race/ethnicity, income levels, gender, building quality, and public infrastructure, all contribute to social vulnerability. The Fresno County Hazard Mitigation Plan (2016) provides measures of Fresno County’s Social Vulnerability and Mitigation Actions.

Figure 8: Measures of Fresno County's Social Vulnerability2 Mitigation Strategies
Vulnerability assessments should be followed by developing mitigation strategies to address identified vulnerabilities. These strategies may include implementing security controls, improving processes and procedures, investing in technology solutions, and enhancing employee training and awareness. 3 The following are the mitigation actions for the City of Kingsburg.
2 2016 Fresno County Hazard Mitigation Plan
3 A hazard vulnerability assessment tool can also be found at MyHazards - http://myhazards.caloes.ca.gov/.

COOP City of Kingsburg
17 Figure 9: City of Kingsburg Mitigation Actions4
Action ID Hazard
Addressed Mitigation Action Title Priority Related Goals Action Status
(New,
Continuing,
Deferred)
Kingsburg 1 Multi-Hazard Enhance Traffic Diversion System High 1 Deferred Kingsburg 2 Multi-Hazard Create Emergency Evacuation
Plan for Large Scale Incident High 1 New
Kingsburg 3* Multi-Hazard Identify High Risk and High Value Target Areas High 2 New
Kingsburg 4 Drought
Sustainable Groundwater
Management Act Compliance
including Groundwater
Sustainability Planning and
Implementation
High 2 New
*Denotes a mitigation action that addresses future development Continuity Plan Development, Review, and Revision
Continuity plan development, review, and revision emphasize the importance of maintaining a plan that addresses potential disruptions to the organization’s operations and ensures its ability to continue essential functions during and after a crisis or disaster.

Key stakeholders are responsible for developing, reviewing, and revising the City’s continuity plan as referenced in the City of Kingsburg City Ordinance, Title 2 Administration and Personnel, Chapter 2.4 - Emergency Services refers these responsibilities to the Kingsburg Disaster Council (Chapter 2.40.030 and 2.40.040):
• Planning and execution of plans designed to safeguard individuals and property within the City of Kingsburg in the event of an emergency.
• Oversight of the emergency organization.
• Coordinate the city's emergency functions with all other public agencies, corporations, organizations, and affected private persons.
4 2016 Fresno County Hazard Mitigation Plan.

COOP City of Kingsburg
18 Development Process
AP Triton and The City of Kingsburg Planning Team considered the developmental steps necessary to complete the continuity plan as outlined by the CalOES Continuity Planning Guidance for Disaster Preparedness (2019). The process included:
• A business impact analysis (BIA) to identify processes and resources • Assessing risks and vulnerabilities
• Developing strategies for mitigation and response
• Creating detailed procedures for continuity of operations Review Process
The continuity plan review process ensures that the plan remains up-to-date and effective.

This process involves regular evaluations of the plan’s content, testing continuity procedures through exercises or simulations, and gathering stakeholder feedback.

Revision Process
The revision process for the City’s Continuity Plan should occur for specific reasons:
• Changes in organizational structure
• Significant operations changes
• Updates to regulations or standards
• Lessons learned from exercises, incidents, or audits
The Kingsburg Disaster Council shall meet to establish a review committee comprised of key stakeholders responsible for continuity planning, including representatives from senior management, business continuity coordinators, department heads, IT personnel, and any other relevant parties.

The committee shall thoroughly review the current continuity plan documentation, including all components, including the business impact analysis (BIA), risk assessments, continuity strategies, procedures, contact lists, and recovery plans. Ensure all documentation is up-to-date and accurately reflects the organization’s current operations and resources. The committee should also consider:

The City of Kingsburg City Ordinance, outlined in Title 2 Administration and Personnel, Chapter 2.40.010 to 2.40.100 under the Emergency Services section, considers the following:
• Planning and execution of plans designed to safeguard individuals and property within the City of Kingsburg in the event of an emergency.
• Oversight of the emergency organization.

COOP City of Kingsburg
19 • Coordinate the city's emergency functions with all other public agencies, corporations, organizations, and affected private persons.
• Risk Assessment Update: Review and update the risk assessment to identify new threats, vulnerabilities, or changes in the risk landscape that could impact the City’s continuity objectives. Adjust risk priorities and mitigation strategies accordingly. • Strategy Evaluation: Evaluate the effectiveness of existing continuity strategies and mitigation measures in light of new information or changes in the organization’s risk profile. Consider alternative strategies or enhancements to improve resilience and response capabilities.
• Plan Testing and Exercises: Incorporate lessons learned from plan testing, exercises, drills, or real-world incidents into revision process. Identify weaknesses or areas for improvement revealed during testing and update the plan to address these deficiencies.
• Gap Analysis: The committee or designee should identify any gaps, deficiencies, or outdated information in the continuity plan documentation. The COOP should also be compared against industry standards, regulatory requirements, best practices, and lessons learned from past incidents to identify areas for improvement. • Stakeholder Input: The committee or designee should solicit feedback and input from relevant organizational stakeholders. This may include conducting surveys, interviews, or focus groups to gather insights on potential weaknesses, emerging threats, or operational changes that should be addressed in the plan revision. • Documentation and Distribution: Document all changes, updates, and revisions made to the continuity plan. Ensure that revised documentation is accurately labeled with version numbers, revision dates, and clear tracking of changes. Distribute updated copies of the plan to relevant stakeholders and ensure that all affected parties are aware of the changes.

The City of Kingsburg shall maintain future reviews and updates of the COOP to ensure the plan remains current, effective, and aligned with the City’s evolving needs and circumstances.

Testing, Training, and Exercise Programs
Regularly scheduled exercises are critical to ensuring that the plan can be implemented during an emergency. Exercising is one of the most effective ways to discover and document necessary modifications. The test, training, and exercise program should be progressive, building from simple, individual tasks to complex, multi-organizational interactions. The program should contain activities that include built-on training and improved capabilities through a series of tests and exercises.

COOP City of Kingsburg
20 The test, training, and exercise (TT&E) program for the COOP should include:
• Familiarizing continuity personnel with their roles and responsibilities in support of the performance of the City’s essential functions during continuity events. • Ensuring the systems and equipment are maintained in a constant state of readiness. • Validating certain aspects of the Continuity Plan.

Training
The following subject matter should be considered for the COOP training program:
• Essential functions and operations
• Operational elements of the overarching COOP and departmental annexes • COOP triggers, activations, and decision-making
• Continuity facilities and resumption of normal operations • Leadership during a COOP activation
• Safety strategies and policies include the proper use of personal protective equipment.

New personnel joining the City are required to undergo COOP (Continuity of Operations) awareness training as part of their orientation. Their respective department or work locations will provide this training, and must be completed within 90 days of their start date.

If a new employee is identified as essential, their contact details will promptly be added to the department’s internal call list.

Every department is tasked with delivering job-specific COOP and safety training to all new hires within their department. This ensures that employees receive tailored guidance on continuity procedures and safety protocols relevant to their roles.

Testing Program
Testing involves assessing the functionality of equipment, procedures, processes, and systems that support the essential functions of the local government. Its objective is to ascertain whether these components operate correctly, adhere to specifications, and function effectively within designated environments. Specific aspects of COOP procedures and processes are validated or identified for correction through testing. Additionally, periodic testing maintains equipment and procedures in a continual state of readiness, ensuring their reliability and effectiveness over time.

COOP City of Kingsburg
21 Testing Schedule
It is recommended that testing and exercise plans provide for the following elements:
• Testing staff as part of the City’s exercise program to ensure the ability to perform essential functions.
• Periodically testing alert and notification procedures and systems for all types of emergencies.

Exercises
Individual and collective exercises that vary in size and complexity will be conducted to validate elements of the COOP. Exercises will realistically simulate an emergency so that individuals and departments can demonstrate fulfillment of tasks expected of them in a real incident. Exercises promote overall preparedness; validate plans, policies, procedures, and systems; determine effectiveness of command, control, and communication functions; and evaluate preparation for incident scene activities.

After-Action Report
The evaluation of exercises or actual incidents will identify areas for improvement and provide recommendations to enhance local government preparedness. A comprehensive debriefing and after-action report will be completed after the exercise or actual incident.

The fire chief or a designee will coordinate the debriefing and development of the afteraction report. All data collected will be incorporated into an improvement plan that provides input for annual COOP revision.

Phase II: Activation and Relocation
The City of Kingsburg has developed an executive decision process that will allow for a review of the nature and extent of the emergency to determine the best action for response and recovery. Activation and relocation focus on the procedures and protocols necessary to activate continuity plans and relocate essential functions to alternate sites during emergencies and disruptions.

Decision Process
Clear criteria or triggers warrant the activation of a continuity plan. The Director of Emergency Services, Fire Chief, and Police Chief are responsible for evaluating the situation, determining when to activate continuity measures, and communicating activation directives to relevant personnel.

COOP City of Kingsburg
22 When evaluating the appropriate level of COOP activation for each department within the City, it is vital to consider the following criteria. These criteria serve as guidelines for establishing scalable activation levels, particularly when a comprehensive focus on essential functions is not warranted. Each criterion can be assessed individually or in combination, considering their potential impact on the services delivered by each department. These criteria should be utilized when deciding which services require temporary restrictions or cessation.

Criteria:
• Inadequate supplies or challenging access for maintaining sufficient disinfection standards at the City’s public-facing facilities.
• Disruption in resources or supply chain for commodities essential to the City’s normal operations.
• Unavailability of skilled technicians (contractors) leading to the inability to maintain critical infrastructure required for city operations.
• School closures across the city and/or county resulting in a significant reduction in employees needed for public services.
• Issuance of a protocol/directive by the County Health Officer related to the conduct of public services and gatherings.
• Decrease in the utilization of public services (transit, public counters, etc.). • Absenteeism rates surpassing 10% of the workforce, leading to a critical mass shortage for public services.
• During a communicable disease outbreak, when the number of people infected or in quarantine in the community raises concerns or impacts the ability to conduct public services.

COOP City of Kingsburg
23 On-Duty and Off-Duty Activation
The City has established procedures for notifying personnel in the event of on- or off-duty emergencies and maintaining continuous communication. The following figure shows the factors affecting each COOP activation.

Figure 10: Factors Affecting COOP Activation
Factors Affecting COOP Activation
During On-Duty Hours During Off-Duty Hours
Event with
Warning
• Essential staff are alerted via an on-duty
notification procedure prior to activation.
• Partial activation with notification and
deployment of key personnel.
• Dissemination of messages to City staff
and the public.
• IT issues guidance to City staff for
protection of data and equipment.
• Essential staff will assemble essential
records, software, hardware, and other
documents and equipment to perform
essential functions to prepare for potential
activation.
• Essential staff will back up essential
automated databases and prepare
designated essential equipment for
activation.
• Essential staff are alerted via off-duty
notification procedure prior to activation.
• Recall of key personnel to report to work for
partial/full activation.
• City staff are provided with a briefing on the
situation once they arrive at work.
• IT issues guidance to City staff for protection
of data and equipment.
• Essential staff will report to the primary work
location to assemble essential records,
software, hardware, and other documents
and equipment to perform essential
functions for potential activation.
• Essential staff will back up essential
automated databases and prepare
designated essential equipment for
activation.

Event
without
Warning
• Depending on the system’s status,
essential staff are notified of activation.
• Depending on the status of primary
facilities, staff may evacuate and relocate
to a continuity facility.
• Depending on the status of primary
facilities, essential staff may be sent
home.
• IT will take whatever measures possible to
protect data and equipment.
• If possible, essential staff will take essential
records, software, hardware, and other
documents and equipment to perform
essential functions if activated.
• If time permits essential staff will back up
essential automated databases and
prepare designated essential equipment
for activation.
• Depending on the system’s status, essential
staff are notified to report to work for
partial/full activation.
• Depending on the status of the primary
facilities, essential staff may report directly to
a continuity facility.
• Depending on the status of primary facilities,
non- essential staff may be sent home.
• IT will report to the city to take whatever
measures possible to protect data and
equipment.
• If possible, essential staff will report to primary
facility to retrieve essential records, software,
hardware, and other documents and
equipment to perform essential functions.
• IT will report to the city to back up databases
and prepare designated essential
equipment for activation.

COOP City of Kingsburg
24 Alert, Notification, and Implementation Process
Activation occurs when a disruption in business operations requires the implementation of the COOP. It becomes necessary for executive decision-makers to promptly and accurately assess the situation to determine the best course of action for the city.

Continuity plan activation is a scenario-driven process that allows flexible and scalable responses to the full spectrum of emergencies and other events that could disrupt operations with or without warning during duty and non-duty hours. A standardized continuity operational checklist is a simple tool that ensures all required tasks are accomplished so the organization can continue operations at the current site or an alternate location.

The operations phase focuses on continuing essential functions:
• Accounting for all personnel
• Performing essential functions
• Establishing communications
• Preparing for reconstitution of all functions
• Alert and Notification Process
Plan Activation
Plan activation is both strategic and tactical. From a strategic perspective, the City will work with local crisis teams to understand current business impacts, priorities, and appropriate communications. From a tactical perspective, the City will ensure the appropriate funding and resources are available for recovery.

COOP City of Kingsburg
25 Figure 11: BIA Analysis and Plan Activation
Network Outage
Power Outage
Cyber Compliance
Natural Disasters
Building Damage
Workplace Violence
Terrorism
Employee Injury/Death
Staff Absenteeism
Employee Illness/Death
Travel Restrictions
Economic Disparities
Nuclear Reactor Failure
Environmental Damage
Fish/Wildlife Death
Technological
Event
Physical
Event
Pandemic
Event
HumanCaused Event
Incident/Threat Identified
People
Adversely
Affected
Yes
Normal Operations
NO
NO
Monitor Situation/Resume
Normal Operations
Comms/IT
System
Adversely
Affected?
Can
Essential
Functions
Continue?
Are Other
Facilities in
the City
Operable?
Yes All
Yes
(Partial)
Use Other
Facilities in
the City
Consider Partial COOP
Relocation
Yes
NO
Consider Full COOP
Relocation or Transfer
NO
NO
Yes
Yes
COOP City of Kingsburg
26 Leadership
Roles and Responsibilities
During a COOP activation, key positions have been identified to fulfill essential roles and responsibilities.

Kingsburg City Ordinance
The City of Kingsburg City Ordinance, outlined in Title 2 Administration and Personnel, Chapter 2.40.010 to 2.40.100 under the Emergency Services section, considers the following:
• Planning and execution of plans designed to safeguard individuals and property within the City of Kingsburg in the event of an emergency.
• Oversight of the emergency organization.
• Coordinate the city's emergency functions with all other public agencies, corporations, organizations, and affected private persons.
• Outlines the powers and duties of the Director of Emergency Services includes:
 Obtain vital supplies, equipment, and other properties found lacking and needed for the protection of life and property and bind the city for the fair value, if required, immediately commandeer the same for public use.
 Promulgate, issue, or suspend orders and regulations on matters reasonably related to protecting life and property as affected by the emergency (i.e., orders and regulations imposing a curfew within designated boundaries).  Exercise full power to provide mutual aid to any affected area per local ordinances, resolutions, emergency plans, or agreements.
 Requisition of necessary personnel or material of any city department or agency.  Execute all ordinary powers, all special powers conferred upon by the City of Kingsburg, resolution or the adopted emergency plan, all powers given by any statute, city council approved agreement, or any other lawful authority.

COOP City of Kingsburg
27 Activation of the COOP or Department COOP Annex
In the event of an incident or disaster, the City Manager, as the Director of Emergency Services, will notify key EOC management personnel and department directors to convene the Command and General Staff of the EOC, which, due to the size of City staff, will also fill the roles of the COOP Team. This team is responsible for:
• Initial analysis of the disaster.
• The level of activation of a state of emergency as defined in the City of Kingsburg Emergency Operations Plan (EOP).
• If activation of the COOP or a department COOP annex is necessary.

This team plays a vital role in providing ongoing support throughout the crisis, managing the activation of the COOP, identifying potential risks and exposures, and offering direction and guidance to departments and the organization and protecting stakeholder interests in response to incident or disaster. The team’s focus encompasses:
• Detecting Early Signs: Identifying the early indicators of an expanding crisis. • Problem Identification and Solutions: Recognizing problem areas and proposing appropriate solutions.
• Crisis Management Plan: Developing a crisis management plan for the immediate emergency.
• Resource Determination: Assessing internal and external resource requirements to sustain essential functions for the city or affected department(s).

If the Incident Command System (ICS) is established in the field, and the appropriate emergency response department assumes management of the incident, the EOC/COOP team may be disbanded. However, during a disaster of such magnitude that necessitates the activation of the Emergency Operations Center (EOC), this team will also convene to manage the COOP activation through the EOC or if separate operations would be more beneficial. This flexibility ensures an adaptive and effective response to the dynamic nature of the incident or disaster.

COOP City of Kingsburg
28 Responsibilities and Roles
COOP Administrator (City Manager)
The responsibilities and roles of a Continuity of Operations (COOP) Administrator are critical for ensuring the seamless continuation of essential functions during and after a crisis or emergency. Here is an overview of the responsibilities and roles of a COOP Administrator:

Responsibilities
• Plan Development and Maintenance
 Develop, update, and maintain the COOP plan to ensure it reflects the current organizational structure, critical functions, and resources. • Risk Assessment
 Conduct risk assessments to identify potential threats to the organization’s operations and develop strategies to mitigate those risks. • Training and Awareness
 Conduct training sessions for key personnel to ensure they are familiar with COOP procedures and understand their roles during an activation. • Coordination with Key Stakeholders
 Establish and maintain communication channels with key stakeholders, including department heads, emergency responders, and external partners, to facilitate a coordinated response.
• Activation and Implementation
 Activate the COOP plan when necessary and oversee it implementation, ensuring that critical functions are maintained in the face of a disruption. • Testing and Exercises
 Plan, organize and conduct regular testing and exercises to evaluate the effectiveness of the COOP plan and identify areas for improvement. • Resource Management
 Coordinate with departments to identify and allocate resources needed for the continuation of essential functions.
• Communication and Information Management
 Establish communication protocols and ensure the timely dissemination of information to key personnel, stakeholders, and the public as needed. • Documentation
 Maintain detailed documentation of COOP activities, activations, and lessons learned for post-event analysis and improvement.

COOP City of Kingsburg
29 Roles
• Incident Commander
 Assume the role of the Incident Commander during COOP activations, providing overall leadership and coordination of response efforts. • Decision-Maker
 Make critical decisions regard the activation of the COOP plan, resource allocation, and response strategies.
• Communication Coordinator
 Oversee communication efforts, ensuring that all stakeholders are informed of the situation, response actions, and any changes to the COOP plan. • Resource Allocator
 Allocate resources effectively to support the continuation of essential functions, considering priorities and critical needs.
• Training and Awareness Leader
 Lead training sessions to ensure that personnel are well-prepared for COOP activations and understand their roles and responsibilities. • Collaborator and Liaison
 Collaborate with internal and external partners, emergency responders, and government agencies to enhance the organization’s overall resilience. • Evaluator
 Assess the effectiveness of COOP activations through after-action reviews and exercises, making recommendations for improvement.
• Documentation Manager
 Oversee the documentation of all COOP activities, maintaining records for audit purposes and continuous improvement.

The COOP Administrator plays a pivotal role in safeguarding an organization’s ability to continue essential operations during and after disruptive events. The administrator's effectiveness directly contributes to the organization’s resilience and ability to adapt to changing circumstances.

COOP City of Kingsburg
30 COOP Coordinator (Emergency Manager/Fire Chief)
A COOP Coordinator is crucial in ensuring that a government entity can continue essential functions and services during and after a disruptive event or disaster. The responsibilities of a COOP Coordinator typically include:

Responsibilities
• Developing and Maintenance of Plans
 Coordination, implementation, and maintenance of comprehensive COOP plans.  Initiate COOP maintenance meetings.
 Ensure that plans align with organizational goals, comply with regulations, and address potential threats and vulnerabilities.
 Serve as the COOP program point of contact.
• Risk Assessment
 Provide training to staff members on COOP procedures and protocols.  Raise awareness about the importance of continuity planning and employees' roles in ensuring operational resilience.
• Training and Awareness
 Provide training to staff members on COOP procedures and protocols.  Raise awareness about the importance of continuity planning and employees' roles in ensuring operational resilience.
• Coordination with Stakeholders
 Collaborate with key internal and external stakeholders, including department heads, emergency responders, and government agencies.
 Establish communication channels and coordination mechanisms to ensure a seamless response during continuity events.
 Serve as the principal representative to internal and external stakeholders and groups during the implementation of the COOP.
• Testing and Exercises
 Plan and conduct testing and exercises to evaluate the effectiveness of continuity plans.
 Analyze results and identify areas for improvement, updating plans accordingly. • Incident Response
 Serve as point of contact during continuity events, coordinating response efforts and ensuring the activation of continuity plans.
 Work closely with emergency management teams to address immediate threats and maintain essential functions.

COOP City of Kingsburg
31 • Resource Allocation
 Coordinate the allocation of resources necessary for maintaining critical operations during and after a disaster or event.
 Ensure that personnel, technology, facilities, and other essential resources are available as needed.
• Documentation and Reporting
 Maintain detailed documentation of continuity plans, procedures, and actions taken during exercises or actual incidents.
 Provide regular reports to senior management, regulatory bodies, and other relevant stakeholders.
• Compliance and Regulation
 Stay informed about relevant laws, regulations, and industry standards related to continuity planning.
 Ensure that continuity plans comply with legal and regulatory requirements. • Continuous Improvement
 Facilitate the COOP Planning Team.
 Conduct after-action reviews following continuity events to identify lessons learned and areas for improvement.
 Update plans and procedures based on feedback and changing organizational needs.
• Communication Planning
 Develop communication plans to ensure timely and accurate dissemination of information during continuity events.
 Establish protocols for communicating with internal and external stakeholders, including the media.

COOP City of Kingsburg
32 Reconstitution Manager (as needed)
The responsibilities of a Reconstitution Manager in the context of COOP generally involve planning, coordinating, and executing activities to ensure the organization can quickly recover and resume essential functions following a disruption or crisis. The Reconstitution Manager plays a crucial role in the post-incident phase.

A reconstitution manager may be assigned as needed and report to the Administrator. The following responsibilities include:
• Assessment and Analysis:
 Evaluate the impact of the disruption on the organization’s operations.  Conduct a thorough analysis of the damages and losses incurred.  Assess the readiness of personnel and resources for reconstitution. • Recovery Planning:
 Develop and implement reconstitution plans and strategies.  Coordinate with various departments to ensure a comprehensive recovery approach.
 Establish priorities for the restoration of critical functions.  Develop a plan for reconstitution, listing functions and projects in order of priority. • Resource Management:
 Identify and allocate resources necessary for reconstitution.  Ensure the availability of personnel, facilities, and equipment required for recovery.  Assign appropriate staff to ensure buildings are structurally safe.  Coordinate with external agencies and partners for additional support.  Organize a Reconstitution Team if needed.
• Communications and Coordination:
 Maintain effective communication channels with key stakeholders.  Coordinate activities with other departments, agencies, and external partners.  Keep leadership and staff informed about the progress of reconstitution efforts. • Training and Exercises:
 Conduct training sessions for personnel involved in reconstitution activities.  Organize regular exercises to test the effectiveness of reconstitution plans.  Identify areas of improvement based on lessons learned from exercises. • Documentation and Reporting:
 Maintain detailed records of reconstitution activities, decisions, and outcomes.  Prepare reports for leadership and relevant authorities.  Ensure compliance with regulatory requirements and reporting obligations.

COOP City of Kingsburg
33 • Continuity of Government (COG):
 Implement plans to ensure the continuity of essential government functions.  Establish alternative facilities and procedures for government operations.  Coordinate with government agencies to maintain critical services. • Adaptability and Flexibility:
 Stay informed about emerging threats and risks.
 Continuously update reconstitution plans to address new challenges.  Be flexible and adaptive in response to evolving situations. • Legal and Regulatory Compliance:
 Ensure that reconstitution activities comply with legal and regulatory requirements.  Coordinate with legal advisors to address any legal issues arising during recovery. • Public Relations:
 Manage public relations during the reconstitution process.  Provide accurate and timely information to the public and media.  Mitigate reputational risks associated with the disruption.

The Reconstitution Manager is critical in ensuring that the organization can recover quickly and effectively from a crisis, minimizing the impact on essential functions and services.

COOP City of Kingsburg
34 COOP Planning Team
A COOP Planning Team is responsible for developing and implementing strategies to ensure the uninterrupted functioning of essential government operations in a crisis or emergency. The team typically consists of key individuals from various departments and agencies, and their primary goal is to maintain essential functions and services during disruptions. Kingsburg's planning team will consist of elected officials, administrative leaders, and department managers. Key responsibilities of the Planning Team include, but are not limited to:
• Risk Assessment: Identifying potential risks and threats that could disrupt normal operations.
• Plan Development:
 Creating detailed plans outlining procedures and protocols to be followed during emergencies. This includes identifying alternate facilities, communication strategies, and resource allocation.
 Provide departmental information on essential functions, systems, personnel, and records for COOP planning.
• Training and Exercises: Conduct training sessions and simulated exercises to ensure that team members are familiar with their roles and responsibilities in the event of an emergency.
• Communication Strategies:
 Establish communication protocols to ensure key personnel stay connected and informed during crises.
 Coordinate with leadership personnel on policy, development, approval, and maintenance of the COOP and integration of other emergency plans. • Resource Management: Identifying and securing necessary resources to support essential functions during an emergency.
• Coordination with Stakeholders: Collaborating with other government agencies, local authorities, and relevant stakeholders to ensure a coordinated response. • Testing and Evaluation: Regularly test the effectiveness of the continuity plans and make adjustments based on evaluations and lessons learned. • Documentation: Maintaining thorough documentation of all plans, procedures, and actions taken during continuity operations.
• Reviews and Updates: Regularly review and update continuity plans to reflect changes in personnel, technology, and potential threats.

The specifics of a COOP Planning Team can vary based on the organization or government entity. These teams are crucial for ensuring that essential services continue to operate seamlessly, even in the face of unexpected events.

COOP City of Kingsburg
35 Department Leadership
Department leadership plays a critical role in ensuring the effectiveness of the COOP plan and the continuity of essential operations during emergencies. Here are some key aspects of how department leaders COOP planning:
• Plan Development and Maintenance:
 Demonstrate commitment to COOP planning and allocate necessary resources.  Oversee the development, review, and maintenance of the COOP plan for the department.
 Guiding the priorities and critical functions that must be maintained during emergencies.
 Ensure that COOP plans are integrated with the overall emergency management framework.
• Risk Assessment and Business Impact Analysis
 Work with relevant stakeholders to identify potential risks and threats to departmental operations.
 Conduct a Business Impact Analysis (BIA) to identify critical functions and prioritize resources accordingly.
• Leadership Communication:
 Develop and implement a communication plan for departmental leadership during emergencies.
 Providing strategic direction to the COOP Planning Team in aligning continuity efforts with the department’s overall mission and goals.  Establish procedures for notifying and activating key personnel during an emergency.
 Identify those functions that can be deferred or temporarily stopped during a COOP activation.
 Initiate appropriate notifications during COOP implementation. • Resource Management:
 Authorize the allocation of resources, including personnel, technology, and funding, necessary to support the implementation of the COOP Plan.  Approve the deployment of personnel to alternate facilities or remote locations.  Ensuring that the necessary resources are available to sustain essential functions during disruptions.
 Provide input on the execution of essential functions. • Identification of Critical Functions:
 Identify and secure alternate facilities for departmental operations.

COOP City of Kingsburg
36  Ensure that alternate facilities have the necessary infrastructure to support critical functions.
 Initiate recovery of the organization as part of reconstitution. • Training and Exercises:
 Develop and oversee COOP training programs for departmental personnel.  Conduct regular exercises to test the effectiveness of COOP plans and identify areas for improvement.
• Testing and Evaluation:
 Authorize and oversee the testing of COOP plans through drills and simulations.  Evaluate the performance of the COOP team during exercises and real activations. • Documentation and Reporting:
 Ensure that all COOP activities, including activations, are well-documented.  Provide regular reports to higher management and relevant stakeholders on COOP preparedness and performance.
• Collaboration and Coordination:
 Foster collaboration with other departments and agencies to ensure a coordinated response (Interdepartmental Collaboration).
 Establish relationships with external entities that may be involved in COOP efforts. • Policy Compliance:
 Regularly reviewing and updating continuity plans to reflect personnel, technology, and potential threat changes.
 Ensure the COOP plan complies with relevant laws, regulations, and organizational policies.

Leadership responsibilities in COOP planning are dynamic and require ongoing attention, collaboration, and adaptability. Regular reviews, updates, and communication with key stakeholders are essential for maintaining the effectiveness of these plans.

COOP City of Kingsburg
37 Orders of Succession
Orders of succession are activated when leadership cannot execute their duties during an emergency. Departments must establish, disseminate, and maintain their orders of succession by COOP critical positions. Orders of succession are addressed through internal policy or ordinances. Key City of Kingsburg leadership personnel and their successors have been identified.

Leadership succession is considered Critical Level 1: Operations cannot pause. Succession is necessary for life, health, and security. (Ex. Police Dispatch System, Fire, EMS, Emergency Management).

Key departments and officials have provided for continuity through designating successor positions.

Director of Emergency Services (Currently the City Manager) 1st Alternate: Assistant City Manager
2nd Alternate: Police Chief
3rd Alternate: Fire Chief
City Manager
1st Alternate: Assistant City Manager
2nd Alternate: Police Chief
3rd Alternate: Finance Director
Police Department (Currently Police Chief)
1st Alternate: Sergeant
2nd Alternate: Field Training Officer
3rd Alternate: Senior Lieutenant
Fire Department (Currently Fire Chief)
1st Alternate: Senior Captain
2nd Alternate: Next Senior Captain
3rd Alternate: Next Senior Captain
Public Works Department (Currently Public Works Director) 1st Alternate: Assistant Public Works Director
2nd Alternate: Public Works Supervisor
3rd Alternate: Lead Water Operator II
Public Information Officer (Currently the City Manager) 1st Alternate: Assistant City Manager
2nd Alternate: Police Public Information Officer
3rd Alternate: Fire Public Information Officer
COOP City of Kingsburg
38 Delegation of Authority
The delegation of authority process begins with identifying key positions and functions critical to the organization’s operations. Designated officials, typically senior management or continuity coordinators, are responsible and authorized to delegate and identify suitable individuals or entities to assume these responsibilities.

Delegation of authority should be exercised only when immediate action is required and a superior is unable and unavailable to exercise the authority. An individual acting as a successor should be relieved of their authority once a superior on the list becomes available, can, and assumes the role of the successor. An individual exercising the authority of a superior should record essential actions taken and the period during which the authority is exercised. Planning for delegations of authority involves the following:
• Identifying which authorities can and should be delegated. • Describe the circumstances under which the delegation would be exercised, including when it would become effective and when it would be terminated. • Identifying limitations of the delegation
• Documenting to whom authority should be delegated.
• Ensuring designees are trained to perform their emergency duties.

Each departmental annex has identified the authority to be delegated, the position holding authority, and limitations to their authority. Delegations of authority for key leadership for the City of Kingsburg are identified in each annex.

The California Emergency Services Act authorizes a government to:
• Establish a method for reconstituting the governing body, authorizing that should all members, including standbys, be unable to perform duties, temporary officers should be appointed:
 By the chairman of the board of the county in which the political subdivision is located.
 By the chairman of the board of any other county within 150 miles (nearest and most populated down to farthest and least populated).
 By the mayor of any city within 150 miles (nearest and most populated down to farthest and least populated)(Article 15, §8633).
• To provide for the succession of officers (department heads) having duties related to law and order and health and safety (Article 15, §8637). Notification of any successor changes shall be made through the established chain of command.

COOP City of Kingsburg
39 • Designate and appoint three (3) alternates for each governing body member and the chief executive. These personnel may be residents or officers of a political subdivision other than the currently designated office in the political subdivision currently occupied (Article 15, §8638).
• Authorize local governing bodies to convene as soon as possible whenever a State of War Emergency, State of Emergency, or Local Emergency exists and at a place not necessarily within the political subdivision (Article 15, §8642). • Provide duties of a governing body during emergencies as follows:
 Ascertain the damage to the jurisdiction and its personnel and property.  Reconstitute itself and any subdivisions.
 Perform function in preserving law and order and furnishing local services (Article 15, §8643).

Devolution
Devolution entails transferring legal and statutory obligations from one entity to another at a continuity facility or devolution site. This option is considered when the organization’s primary operating facility, alternate site, and staff are unavailable. Devolution involves transitioning rules and responsibilities for essential functions through pre-authorized delegations of authority and responsibility. These authorities are delegated from the City’s primary operating staff to other employees, either internal or external, to sustain essential functions for an extended period. Devolution supports the overall COOP efforts and ensures the continuation of essential functions.

Relocation
The need for relocation to an alternate facility arises when a primary facility is damaged, rendered inoperable, or deemed unsafe, requiring staff evacuation. Potential alternate continuity facilities are detailed in each department’s annex if relocation becomes necessary. The figure below illustrates a relocation decision matrix outlining the decision process employed to assess whether relocation to an alternate facility is warranted.

COOP City of Kingsburg
40 Figure 12: Relocation Decision Matrix
To prepare for a continuity event, each department in the city must be prepared to manage three types of emergencies: a localized emergency requiring relocation to an alternate site, a widespread emergency requiring relocation to an alternate site, and a widespread emergency NOT requiring relocation to an alternate site. The indicators for the types of emergencies and corresponding COOP relocation activities are listed below:

COOP City of Kingsburg
41 • Localized Emergency Requiring Relocation to Alternate Site  A city government facility sustained damage.
 All other city government facilities are not affected.  COOP alternate sites are available.
 The facility is currently closed for normal business activities, but the incident has not affected surrounding buildings, utilities, or transportation systems.  Operations can shift to an alternate COOP location in the jurisdiction. • Widespread Emergency Requiring Relocation to Alternate Site  A city government facility sustained damage.
 The surrounding area is affected.
 COOP alternate sites may or may not be available.
 Parts of major infrastructures (power, sewage, transportation, etc.) may have sustained damage.
 Operations can shift to an alternate location within the jurisdiction or a neighboring jurisdiction.
• Widespread Emergency NOT Requiring Relocation to Alternate Site  A city government facility did not sustain damage and remains open.  One or more city government departments experience important levels of employee absenteeism.
 COOP operations will be conducted from the primary location and via telecommuting.

Continuity Facilities
Each department recognizes that normal operations may be disrupted and that there may be a need to perform essential functions at a continuity facility. Each department will coordinate with the Kingsburg Emergency Operations Center (EOC) Logistics Section Coordinator to establish suitable continuity facilities.

Selecting continuity facilities is one of the fundamental elements of a COOP. However, the potential costs for ensuring a continuity facility is available and ready when needed can be significant. Due to the criticality of the continuity facility and the possible costs associated with the site, the COOP must provide department directors/managers with a consistent set of planning assumptions for use in planning for and assessing the viability of continuity facilities.

COOP City of Kingsburg
42 The following considerations should be made when planning for continuity facilities:
• Ensure that only essential functions are performed at the continuity facility. • Pool resources among departments to acquire space for a continuity facility. • Co-locate with another department while providing each with individually designated space to meet continuity facility needs.
• Offer telecommuting, if the essential function allows, as a short-term solution.

The following conditions are necessary for relocation to a continuity facility:
• A department’s primary location has been destroyed or will be unavailable for an extended period.
• Staff are available to perform essential functions.
• Off-site storage facilities and materials survived the event. • Surface transportation in the local area is possible. • Staff can be notified and report to the continuity facility to perform recovery and reconstruction activities.
• Essential resources have been pre-positioned or are available at the continuity facility or through Fresno County OES.
• An adequate supply of critical supplies and provisions is available at the continuity facility or off-site storage.
• Manual processes are documented for essential functions where Recovery Time Objectives (RTOs) will not be met due to delays in restoring mechanized systems. • IT services for a particular mission essential function may not be available. • The City has control over the continuity facility and has pre-positioned contracts to use the location/resource.

COOP City of Kingsburg
43 Continuity Facilities
If a major disaster or event results in the death or injury of a key government official(s) or significant destruction of the seat of government and public/private records essential for the continuity of operations, the California Government Code Section 8643(b) and the Constitution of California provide the authority for state and local government to reconstitute itself. Kingsburg City Hall is located at 1401 Draper Street, Kingsburg, California 93631. If the primary location is rendered unusable, the temporary seat of government will be relocated to:
• 1st Alternative: Kingsburg Fire Department Station 2, 1880 Bethel Avenue, Kingsburg, CA (Both fire stations have generator capabilities)
• 2nd Alternative: Kingsburg Reagan Elementary School Multi-Purpose Room, Kingsburg, CA
• 3rd Alternative: Selma-Kingsburg-Fowler (SKF) Sanitation District Office, 11301 Conejo Avenue, Kingsburg, CA
Phase III: Continuity Operations
The Continuity Operations section identifies initial arrival procedures if relocation is necessary and operational procedures for the continuation of essential functions.

Essential Files, Records, and Databases
Essential files, records, and databases are those pivotal documents whose loss or destruction would significantly disrupt operations and information flow, necessitating costly or inconvenient replacement or recreation. In the continuity of operations planning, vital records refer to those documents crucial for executing essential functions. Their significance lies in their content rather than their medium. Essential records typically exist in one of three formats: paper, electronic files, or Laserfiche.

The City of Kingsburg COOP Planning Team has identified systems to safeguard and recover essential files, records, and databases, both during emergencies and while operating in normal, routine operations. Throughout the planning phase, departments have documented and outlined their vital records. Concurrently, existing essential records maintenance programs have undergone thorough assessment, with ongoing efforts to rectify any identified deficiencies.

The following maintenance strategy has been identified by the COOP Planning Team for departments to protect essential records:

COOP City of Kingsburg
44 • Presently, three data centers operate, establishing redundancy in backup data processes.
• Nightly server and application data backups are conducted, while shares (network files) are backed up every four hours through snapshots. • Utilizing backup servers and data mirroring, the city endures redundancy by storing backups from one data center to another.
• IT conducts nightly backups of the City’s financial system and Laserfiche to the Cloud.

City of Kingsburg personnel are advised to:
• Save data to network drives.
• Scan hardcopy documents to the network drives.
• Manage and retain records as required by state law.

Continuity Communications
Effective communication is paramount during emergencies, enabling personnel to relay information internally and externally. The city possesses a range of communication systems to facilitate interaction with other departments, emergency response units, the media, and external stakeholders:
• Landline phone (voice/fax) system
• Internet access, email, and City website
• Two-way radios (public safety)
• Satellite phones
• Amateur radios
• Fresno County Emergency Alert Program
• Cell phones
• Emergency Alert Notification System
• Alerts broadcasted on radio stations like KMJ 580 AM
Critical information systems for executing essential functions during regular operations at the primary locations should remain accessible at the continuity facility. Additionally, city personnel must ensure that critical data is stored in a manner conducive to regular backups. Each department will collaborate with the IT Department to determine specific technical support requirements during COOP activation.

COOP City of Kingsburg
45 Access to critical information systems utilized for essential functions is imperative. The table below outlines each communication system, the department responsible for its maintenance, and the key personnel tasked with updating and implementing these systems as necessary. The following figure shows the communication systems matrix.

Figure 13: City Communication Systems Matrix
Communication System
Name System Description Responsible Department
Landline phone Office phones are used as a primary source of communications.

IT
Internet Access, Email, and
City website
Access to the Internet through City computers
and other devices. Messages are sent via email
and posted on the City website.

IT
Police and Fire
Radios
Two-way radios Police/Fire Department/
IT
Satellite Phones A type of mobile phone that connects to orbiting satellites instead of terrestrial cell sites
Police/Fire Department/
IT
Amateur Radios The radio frequency spectrum is used for nonpublic safety commercial exchange of messages.

Office of Emergency
Preparedness
Fresno County Emergency
Alert Program
Fresno County Emergency Alert Program is a free
emergency notification service that allows Fresno
County first responders to notify residents and
businesses by telephone, mobile phone, or text
message, email, and social media regarding timesensitive emergency notifications.

Office of Emergency
Preparedness/ Police/Fire
Department
Human Resources
The City of Kingsburg provides existing procedures to protect the City’s resources, emphasizing personnel. Resources and personnel shall be transferred to an alternative site in City vehicles, if available, following all safety procedures used in the normal operation of city-owned equipment and vehicles.

Vendors and Other Agency Functions
Departments operating from continuity facilities will maintain essential support from external vendors and supporting agencies by leveraging mutual aid agreement systems and the Medical Health Operational Area Coordination (MHOAC) resource ordering system. For precise resource management details, departments can contact the Logistics Section Coordinator or, for public safety requests, the Operations Section Coordinator at the Kingsburg Emergency Operations Center (EOC).

COOP City of Kingsburg
46 Phase IV: Reconstitution
Reconstitution is the transition back to normal operations in the primary operating facility.

Leadership may designate a reconstitution manager to deal with the complexity of reconstitution issues.

Reconstitution focuses on restoring business operations to normal or improved services. This phase is initiated once all essential functions have been restored. Activities associated with reconstitution include:
• Supervising an orderly return to the normal operating facility, a move to another temporary facility, or a new permanent operating facility. • Verify that all systems, communications, and other required capabilities are available and operational, and ensure the capability to accomplish all essential functions and operations at the new or restored facility.
• Identifying if any records were affected by the incident and ensuring the effective transition or recovery of essential records and databases.

The following figure lists departments that will lead reconstitution efforts.

Figure 14: Reconstitution Efforts
Situation Lead Reconstitution Departments
Loss of building Public Works
Loss of personnel Human Resources
Loss of network infrastructure Information Technology
COOP City of Kingsburg
47 MULTIYEAR STRATEGY PROGRAM MANAGEMENT PLAN & BUDGET
City leadership and the COOP Planning Team will collaborate to develop standards to assist departments in implementing the COOP program. While the plan and its annexes serve as guiding documents during activation and recovery phases, the COOP program encompasses a broader framework for operational decision-making to facilitate continuity planning. This involves integrating continuity planning into day-to-day operations through monitoring protection methods for essential records, inventorying critical systems and equipment, implementing cross-training for key personnel, and establishing mutual aid agreements for facilities and personnel. The COOP program ensures that the plan remains aligned with the current environment and that staff members are adequately prepared to respond during an activation.

Plan revisions necessitated by changes in department structure, essential functions, or mission should be executed promptly. Long-term plan maintenance requires careful consideration, thorough planning, and adherence to an established schedule. The following figure provides a plan maintenance strategy.

Figure 15: Plan Maintenance Strategy
Activity Tasks Frequency Responsibility
Update and certify
plan.
• Review entire plan for
accuracy.
• Incorporate lessons learned
and changes in policy and
philosophy.
• Manage distribution.

Annually
Departments review
annexes. Kingsburg
Disaster Council and
Emergency Manager
review overarching
COOP.

Maintain orders of
succession and
delegations of
authority.
• Identify current incumbents.
• Update rosters and contact
information.

Annually Departments
Maintain continuity
location readiness.
• Check all systems.
• Verify accessibility.
• Cycle supplies and equipment,
as necessary.

Monthly Departments
Monitor and maintain
essential records
program.
• Monitor volume of materials.
• Update/remove files. Ongoing Departments
Update contact
information for key
personnel.
• Confirm/update key personnel
information.

As changes
occur, or no
less than
quarterly
Departments
Make unfamiliar staff
aware of COOP
• Conduct COOP awareness
training for unfamiliar staff.

Within the first
60 days of
employment
Emergency Manager
and Department
Managers through hiring
process
COOP City of Kingsburg
48 Activity Tasks Frequency Responsibility
Orient new senior
leadership
• Brief senior leadership on
existence and concepts of the
COOP overarching plan and
each departmental annex.
• Brief senior leadership on their
responsibilities under the COOP
overarching plan and each
departmental annex.

Within the first
30 days of
employment
City Administration
Plan and Conduct
Exercises
• Conduct internal COOP
exercises.
• Conduct joint exercises with
the state and local emergency
management agencies.

Annually Emergency Manager
COOP City of Kingsburg
49 Section IV: APPENDICES
COOP City of Kingsburg
50 APPENDIX A: PLANNING LEADS
Figure 16: Continuity of Operations (COOP) Key Positions Administrator COOP Administrator
City Administration Position: City Manager
COOP Coordinator
Fire Department Position: Fire Chief
Figure 17: COOP Leads and Alternates
Department COOP Lead COOP Alternate
City Administration: Elected Officials
& Mayor, City Manager, Asst. City
Manager, City Clerk, and Attorney
City Manager Asst City Manager
Police Department Police Chief Police Department Administrative Division Lieutenant
Fire Department Fire Chief Fire Captain
Finance Department Finance Director Accountant
Human Resources Asst. City Manager Accountant
Public Works Department Public Works Director Public Works Superintendent Community Development Community Development Director Building Division Manager Community Services Community Services Manager Recreation Supervisor COOP City of Kingsburg
51 APPENDIX B: DRIVE AWAY KIT
Continuity personnel have the responsibility to create and maintain drive-away kits, if possible. Continuity personnel are responsible for carrying the kits to the Continuity Facility or pre-storing the kits at the Continuity site. The City of Kingsburg has identified what these kits should contain in the following figure.

Drive Away Kits
• Identification and charge cards
 Government ID card
 Driver’s license
 Government travel card
 Health insurance card
 Personal charge card
• Communication equipment
 Government cell phone
 Personal cell phone
• Hand-carried essential records
• Directions to continuity facility
• Maps of surrounding area
• Business and leisure clothing
• Bed Gear
• Continuity Plan
• Flashlight
• Business and personal contact
numbers
 Emergency phone numbers and
addresses
• Toiletries
• Chargers/extra batteries for phone,
GPS, and laptop
• Bottled water and non-perishable
food
• Medical needs
 Insurance information
 List of allergies/blood type
 Glasses and contact lenses plus
extra pairs of each
 Hearing aids and extra batteries
 Prescription Drugs (30-day supply)
 Over-the-counter medications,
dietary supplements
COOP City of Kingsburg
52 APPENDIX C: GOVERNMENT PLAN ACTIVATION
Job Aid
The COOP activation job aid is designed to facilitate a smooth transition through activation and relocation, continuity operations, and reconstitution. During a disruption to City operations, department leadership and COOP Planning Leads or Alternates will guide key personnel and staff while they activate the City’s Continuity of Operations Plan (COOP).

While reconstitution tasks are listed after continuity operations tasks in the job aid, it is understood that continuity operations and reconstitution tasks will be performed concurrently as shown in the following figure.

Figure 18: COOP Planning Leads/Alternates Job Aid
Item Task Task Assigned To Date/Time Completed
Activation and Relocation
1 Contact emergency responders (fire, police,
emergency medical services) if necessary.
2 Conduct evacuation of City facilities, if
necessary. Disconnect utilities if necessary.
3 Conduct accountability of personnel and
visitors.
4 Implement safety measures.
5 Direct and assist emergency personnel as
required.
6 Activate COOP and Emergency Operations
Center.
7 Notify City personnel.
8 Hold response meeting at pre-determined
site or via phone. Utilize alternate
communication equipment if
telecommunications infrastructure is
unavailable.
9 Coordinate relocation procedures if necessary.
10 Notify external stakeholders of COOP
activation.
11 Assemble supporting elements required for
reestablishing and performing critical
essential functions at continuity facility:
• Essential records and databases
• Critical software
• Key personnel
• Critical equipment
COOP City of Kingsburg
53 Item Task Task Assigned To Date/Time Completed
12 Prepare designated communications and
other equipment for relocation.
13 Take appropriate preventive measures to
protect other communications and
equipment that will not be relocated.
14 Ensure computer connectivity and phone
line transfers to the designated continuity
facility.
15 Key personnel begin moving to the continuity
facility.
16 Coordinate public information release
regarding COOP activation with the Public
Information Officer.
17 Coordinate with the Finance Department to
track all expenses and resources related to
the emergency.

Continuity Operations
18 Conduct accountability of personnel.
19 Organize key personnel and account for
backup personnel.
21 Arrange for:
• On-site telephone
• E-mail and phone directory
22 Occupy workspace:
• Store equipment.
• Set up vital files, records, and databases.
• Test phone, fax, e-mail, and other
communications.
• Establish communications with essential
support elements and department
elements.
23 Determine which essential functions have
been affected. Prioritize essential functions
for restoration.
24 If needed, implement orders of succession
and delegations of authority.
25 Ensure that all critical equipment, critical
software, vital files, records, and databases
are available at the continuity facility.
26 Coordinate procurement of additional
equipment as needed.
27 Begin performing essential functions.

COOP City of Kingsburg
54 Item Task Task Assigned To Date/Time Completed
28 Coordinate public information release on the
status of COOP implementation with the
Public Information Officer.
29 Track status and restoration efforts of all
essential functions.
30 Begin redeployment plans for phasing down
continuity facility operations.

Reconstitution
31 Inform all personnel that the emergency or
threat no longer exists.
32 Communicate with municipalities about
response reentry actions.
33 Resume normal operations.
34 Inventory and salvage usable equipment,
materials, records, and supplies from
damaged facility.
35 Document any damaged or lost equipment
and records.
36 Survey the condition of primary locations
and determine the feasibility of salvaging,
restoring, or returning to original facilities
when an emergency subsides or is
terminated.
37 Develop long-term reconstitution and
recovery plans.
38 Continue to track the status and restoration
efforts of all Critical Business Processes.
39 Transition all functions, personnel, and
equipment from the continuity facility to a
designated permanent location.
40 Track COOP activation-related costs for
possible federal reimbursement.
41 Determine loss of inventory for insurance
report.
42 Coordinate public information release on
the status of reconstitution efforts with the
Public Information Officer.
43 Conduct an after-action review of the
effectiveness of the COOP and identify
areas for improvement.
44 Develop a corrective action plan and
remedial action plan.
45 Request reimbursement through public
assistance.

COOP City of Kingsburg
55 APPENDIX D: COOP RELOCATION CHECKLIST
As the department leadership and COOP Planning Leads or Alternates prepare to relocate key personnel, the following procedures will provide guidance to successfully maintain Critical Business Processes at a continuity facility, as shown in the following figure.

Figure 19: COOP Relocation Checklist
Item Task Task Assigned To Date/Time
Completed
1 Designate a relocation manager(s) and prepare
a relocation checklist supporting the COOP.
2 Identify areas where outside support will be
required in relocation operations; activate
memoranda of understanding, vendor contacts,
and other agreements as necessary to ensure
site support.
3 Assemble necessary documents and equipment
required to continue Critical Business Processes at
the continuity facility.
4 Order additional resources (including equipment
and office supplies) that are not in place or
readily available.
5 Continue Critical Business Processes at the
primary location, if available, until the continuity
facility is operational.
6 Support the orderly transition of all Critical
Business Processes, personnel, equipment, and
vital records from the primary location to the
continuity facility.
7 Identify Critical Business Processes that can be
delayed or postponed if the COOP is
implemented.
8 Provide for the proper storage of backup copies
of essential records and other pre-positioned
resources and assets.
9 Designate available staff to assist arriving key
personnel.
10 Conduct COOP training for all key personnel
arriving at the continuity facility.
11 Support the orderly transition of all Critical
Business Processes, personnel, equipment, and
vital records from the continuity facility to the
primary location.

COOP City of Kingsburg
56 APPENDIX E: NATIONAL ESSENTIAL FUNCTIONS
National Essential Functions (NEFs)
The National Essential Functions (NEFs) are the foundation of all continuity programs and capabilities, representing overarching responsibilities of the Federal Government to lead and sustain the nation during a crisis and therefore sustaining the following NEFs shall be the primary focus of the Federal Government leadership during and in the aftermath of an emergency that adversely affects the performance of Government Functions.

Figure 20: National Essential Functions (NEFs)
National Essential Functions (NEFs)

1. Ensuring the continued function of our form of government under the Constitution, including the functioning of the three separate branches of government.

2. Providing leadership visible to the nation and the world and maintaining the trust and confidence of the American people.

3. Defending the Constitution of the United States against all enemies, foreign and domestic, and preventing or interdicting attacks against the United States of its people, property, and interests.

4. Maintaining and fostering effective relationships with foreign nations.

5. Protecting against threats to the homeland and brining to justice perpetrators of crimes or attacks against the United States or its people, property, or interests.

6. Providing rapid and effective response to a recovery from the domestic consequences of an attack or other incident.

7. Protecting and stabilizing the Nation’s economy and ensuring public confidence in its financial systems.

8. Proving for critical Federal Government services that address the national health, safety, and welfare needs of the United States.

COOP City of Kingsburg
57 APPENDIX F: ARONMYMS
AAR After Action Report
ADP Automated Data Processing
BCM Business Continuity Management
BCP Business Continuity Plan
BIA Business Impact Assessment
CAL OES California Office of Emergency Services (Governor’s Office of Emergency Services)
CAT Crisis Assessment Team
CIP Critical Infrastructure Protection
COG Continuity of Government
COOP Continuity of Operations
CGC Continuity Guidance Circular
DHS Department of Homeland Security
DSW Disaster Service Worker
EOC Emergency Operations Center
EOP Emergency Operations Plan
FEMA Federal Emergency Management Agency
FOUO For Official Use Only
IT Information Technology
LAN Local Area Network
NIMS National Incident Management System
MOU Memorandum of Understanding
RTO Recovery Time Objective
SEMS Standardized Emergency Management System
COOP City of Kingsburg
58 APPENDIX G: DEFINITIONS
Activation: When all or a portion of the COOP has been implemented.

Continuity of Operations/Government: The activities of individual units and agencies and their subcomponents to ensure that their Critical Business Processes are continued under all circumstances. This includes plans and procedures that delineate Critical Business Processes; specify orders of succession and delegations of authority; provide for the safekeeping of vital files, records, and databases; identify continuity facilities; provide for interoperable communications; and validate the plan through tests, training, and exercises.

COOP Administrator: Responsible for approving overall policy directions, guidance, and objectives for COOP planning and activation. This position is fulfilled by the City Manager.

COOP Coordinator: May be responsible for overall recovery of a department. This person also provides overall project management to ensure the quality and timely delivery of the business impact analysis, vulnerability/risk analysis, and BCP.

COOP Essential Personnel: Personnel designated by their department as critical to the resumption of Critical Business Processes and services.

Command and/or Control Center: A centrally located facility with adequate phone lines to begin recovery operations. Typically, the management team uses a temporary facility to begin coordinating the recovery process and is used until the continuity facilities are functional.

Communications Failure: An unplanned interruption in electronic communication between a terminal and a computer processor or between processors because of a failure of any hardware, software, or telecommunications components comprising the link. See also:
network outage.

Communications Recovery: The component of disaster recovery that deals with restoring or rerouting a department’s telecommunications network or its components. Similar terms:
telecommunications recovery, data communications recovery.

Continuity Facility: A facility, other than the primary facility, used to process data and/or conduct Critical Business Processes in the event of a disaster. Similar terms: alternate processing facility, alternate facility, and alternate communication facility.

Crisis Assessment Team: A team developed to conduct an initial analysis of the situation to determine if the COOP or a departmental annex will be activated.

COOP City of Kingsburg
59 Critical Equipment: Includes specific equipment required to establish a mission-essential function.

Damage Assessment: The process of assessing damage to computer hardware, vital records, facilities, etc., and determining what can be salvaged or restored and what must be replaced following a disaster.

Delegations of Authority: Specifies who is authorized to act on behalf of the department head and other COOP critical officials for specific purposes.

Department Backup Personnel: A list of alternate personnel who can fill a position when the primary person is unavailable.

Disaster: An incident that renders a department unable to provide critical business functions. Similar terms: business interruption, outage, and catastrophe.

Emergency Preparedness: The discipline that ensures an organization’s readiness to respond to an emergency in a coordinated, timely, and effective manner.

Essential Records and Databases: Files, records, or databases that, if damaged or destroyed, would cause considerable inconvenience and/or require replacement or recreation at considerable expense. These records cannot be irretrievably lost or damaged without materially impairing the department’s ability to maintain Critical Business Processes for legal, regulatory, or operational reasons.

Facilities: A location containing the equipment, supplies, and voice and data communication lines to conduct transactions required to conduct business under normal conditions. Similar terms: primary site, primary processing facility, and primary operating facility.

File Backup: The practice of copying a file stored on disk or tape to another disk or tape.

This is done for protection in case the active file gets damaged.

File Recovery: The restoration of computer files using backup copies.

File Server: The central repository of shared files and applications in a computer network Internal Call List: Standard format for an emergency call tree for employees within the scope of the project.

Interruption: An outage caused by the failure of one or more communications links with entities outside of the primary location.

Key Personnel: Personnel designated by their department as critical to the resumption of Critical Business Processes and services.

COOP City of Kingsburg
60 Local Area Network: Computing equipment, in proximity to each other, connected to a server that houses software that can be accessed by the users. This method does not use a public carrier. See also: WAN.

Local Area Network Recovery: The component of disaster recovery that deals specifically with replacing equipment and restoring essential data and software following a disaster.

Similar terms: client/server recovery.

Logistics Manager: Staff member who has the skills and authority to coordinate the provision of resources and services during an incident.

Critical Business Processes: Activities, processes, or functions that could not be interrupted or unavailable for several days without significantly jeopardizing the operation of the department.

Mutual Aid Agreements: A signed agreement to provide a service, which includes the method of performance, the fees, the duration, the services provided, and the extent of security and confidentiality maintained.

National Incident Management System: Provides a consistent nationwide template to enable federal, state, local, tribal governments, private sector, and nongovernmental organizations to work together effectively and efficiently to prepare for, prevent, respond to, and recover from domestic incidents, regardless of cause, size, or complexity.

Network Outage: An interruption in system availability because of a communication failure affecting a network of computer terminals, processors, or workstations.

Non-mission Essential Function/Data: Business activities or information, which could be interrupted or unavailable indefinitely without significantly jeopardizing a department’s Critical Business Processes.

Nonessential Records: Records or documents that, if irretrievably lost or damaged, will not materially impair the department’s ability to conduct business.

Off-Site Storage Facility: A secure location, remote from the primary location, at which backup hardware, software, data files, documents, equipment, or supplies are stored.

Orders of Succession: Identifying alternates for senior and other key positions during an emergency in the event any of those officials are unavailable to execute their legal and/or essential duties.

Reconstitution Manager: Appointed based on nature and type of emergency. Reports to COOP Administrator.

COOP City of Kingsburg
61 Record Retention: Storing historical documentation for a set period, usually mandated by state and federal law or the Internal Revenue Service.

Recovery: Includes all types of emergency actions dedicated to the continued protection of the public or to promoting the resumption of normal activities in the affected area.

Recovery Strategies: Alternative operating method (platform location, etc.) for facilities and system operations in the event of a disaster.

Recovery Time Objective: The period that a function can be suspended before its impact on the department is unacceptable.

Repository: A storage place for object models, interfaces, documents, and files.

Response: Those activities and programs designed to address the immediate and shortterm effects of the onset of an emergency or disaster.

Risk: An ongoing or impending concern that has a significant probability of adversely affecting a department’s ability to maintain Critical Business Processes.

Risk Assessment/Analysis: The process of identifying and minimizing the exposures to certain threats that a department may experience. Similar terms: risk assessment, impact assessment, corporate loss analysis, risk identification, exposure.

Risk Management: The discipline that ensures that a department does not assume an unacceptable level of risk.

Standardized Emergency Management System: The cornerstone of California’s emergency response system and the fundamental structure for the response phase of emergency management unifying all elements of California’s emergency management community into a single integrated system and standardizes key elements. SEMS incorporates Incident Command System (ICS), Multi/Inter-agency coordination, Mutual aid, and the Operational Area Concept.

Telecommuting: These locations may be set up with computers and telephones to enable employees to work at a location closer to their residence rather than their official duty station.

Vital Databases: Information systems needed to perform and support essential functions during a continuity event.

Vulnerability: The susceptibility of a department to a hazard. The degree of vulnerability to a hazard depends upon the risk of the hazard occurring and potential consequences.

COOP City of Kingsburg
62 APPENDIX H: AUTHORITIES AND REFERENCES
Authorities
• Homeland Security Act of 2002 (6 U.S.C § 101 et seq.), November 25, 2002 • Executive Order 12472, Assignment of National Security and Emergency Preparedness Telecommunications Functions, April 3, 1984, as amended. • Executive Order 12656, Assignment of Emergency Preparedness Responsibilities, November 18, 1988, as amended.
• National Security and Homeland Security Presidential Directives 20 and 51 • Presidential Decision Directive 67, Ensuring Constitutional Government and Continuity of Government Operations, October 1998
• Federal Continuity Directive 1, Federal Executive Branch National Continuity Program and Requirements, February 2008
References
• National Continuity Policy Implementation Plan, dated August 2007 • Federal Emergency Management Agency (FEMA) Continuity Guidance for NonFederal Entities (States, Territories, Tribal, and Local Government Jurisdictions), July 2010 • FEMA Continuity Plan Template and Instructions for Non-Federal Governments, September 2013.
• FEMA Continuity Guidance Circular 1 (CGC 1), Continuity Guidance for Non-Federal Governments (States, Territories, Tribes, and Local Government Jurisdictions), FEMA, July 2013
• FEMA Continuity Guidance Circular 2 (CGC 2) Continuity Guidance for Non-Federal Governments: Critical Business Processes Identification Process (States, Territories, Tribes, and Local Government Jurisdictions), October 2013 • FEMA National Risk Index (https://www.fema.gov/flood-maps/products-tools/nationalrisk-index). • The Fresno County Multi-Jurisdictional Hazard Mitigation Plan 2016 • 36 Code of Federal Regulations, Part 1234, Electronic Records Management, Part 1236 Management of Vital Records
• National Incident Management System (NIMS), December 2008 • National Fire Protection Association (NFPA) 1600 Standard on Disaster/Emergency Management and Business Continuity Programs, 2013 Edition COOP City of Kingsburg
63 State of California COOP Authorities
• State of California Senate Bill 61 Allowing Governing Bodies to Create Contingency Plans for Emergencies
• California Administrative Code Title 13, Chapter 6, Records Retention Scheduling Rules • California Local Government Code, §441.180, Records Retention • California Department of Information Resources (DIR) California Administrative Code (TAC) Title 1 §202.74
• California Government Code Subchapter E, Chapter 418, §418.111 and §418.112 • California Government Code Section 418.004, Government Code COOP City of Kingsburg
64 APPENDIX I: TABLE OF FIGURES
Figure 1: City of Kingsburg Continuity Planning Objectives ....................................................... 6 Figure 2: State Essential Functions (SEFs)...................................................................................... 7 Figure 3: City of Kingsburg Mission................................................................................................ 8 Figure 4: Recovery Time Objective Matrix ................................................................................... 9 Figure 5: Functional Dependencies ........................................................................................... 11 Figure 6: Kingsburg Natural, Technological, and Human-Caused Hazards ........................... 13 Figure 7: Target Hazards and Critical Facilities.......................................................................... 13 Figure 8: Measures of Fresno County's Social Vulnerability ...................................................... 16 Figure 9: City of Kingsburg Mitigation Actions........................................................................... 17 Figure 10: Factors Affecting COOP Activation.......................................................................... 23 Figure 11: BIA Analysis and Plan Activation............................................................................... 25 Figure 12: Relocation Decision Matrix ........................................................................................ 40 Figure 13: City Communication Systems Matrix ........................................................................ 45 Figure 14: Reconstitution Efforts.................................................................................................. 46 Figure 15: Plan Maintenance Strategy....................................................................................... 47 Figure 16: Continuity of Operations (COOP) Key Positions Administrator ............................... 50 Figure 17: COOP Leads and Alternates..................................................................................... 50 Figure 18: COOP Planning Leads/Alternates Job Aid............................................................... 52 Figure 19: COOP Relocation Checklist ...................................................................................... 55 Figure 20: National Essential Functions (NEFs)............................................................................ 56 1 Recommendations
Recommendation 1: Review the City Ordinance for Emergency Management Description: The City of Kingsburg Municipal Code, Title 2 Administration and Personnel, Section 2.40 Emergency Services should adhere to all sections of the written ordinance or should be realigned to current practices.

Outcomes: Improved continuity of EOC and COOP operations and general knowledge of the purpose of emergency management and the emergency functions of the city.

Recommendation 2: Create training opportunities for city personnel who will hold positions in the Emergency Operations Center (EOC), such as emergency management, SEMS and ICS/NIMS standards, and provide additional SEMS/NIMS training for supervisors.

Description: All City of Kingsburg employees should receive training for ICS 100, 200, 700 and 800. This training can be completed on the National Fire Academy training site. All supervisors should complete ICS 300/400 training through the State of California.

Additionally, all EOC Command and General Staff should receive training for each coordinator and management position.

Outcomes: Improved continuity of EOC operations and general knowledge of disaster response for city employees.

Recommendation 3: Increase public education for emergency management Description: Public education for emergency management typically involves programs and initiatives aimed at preparing residents for potential emergencies and disasters. Key components of public education may include:
• Awareness Campaigns – Campaigns are designed to raise public awareness about various types of emergencies.
• Preparedness Programs – These programs focus on educating residents about how to prepare for emergencies (emergency kits, family communication plans, understanding evacuation routes.
• Training Workshops – Workshops offer raining for residents such as first aid, CPR, emergency response and disaster recovery.
• School-Based Programs – These programs integrate emergency preparedness education into school curricula. Programs like the Federal Emergency Management 2 Agency’s (FEMA) Student Tools for Emergency Planning (STEP) teach children about disaster preparedness and encourage them to share information with their families. • Community Engagement – Engage with community organizations, faith-based groups, and neighborhood associations to disseminate emergency preparedness information and resources.
• Social Media and Digital Platforms – Use social media, websites, and mobile apps to provide real-time updates, share educational materials, and offer interactive tools for emergency planning.
• Public Service Announcements (PSAs) – PSAs are used to communicate important emergency preparedness messages through television, radio and online channels. • Drills and Simulations – Drills and simulations are conducted to practice emergency response and evacuation procedures.

Outcomes: The goal is to ensure that individuals and communities are informed, ready to respond, and resilient in the face of crises.

Recommendation 4: Improve radio communications internally.

Description: Radio systems should undergo physical testing at least every six months. This encompasses the routine testing of all portable radios within the City of Kingsburg.

Additionally, this includes testing the public works channel and radios, along with install a multi-band radio at City Hall for the City Manager to monitor.

Outcomes: Enhanced internal communications and interoperability.

Recommendation 5: Stock both EOCs with ICS Forms and Maps for easy accessibility.

Description: If the City of Kingsburg loses power or computer software/hardware capabilities, the EOC can run off-line and share vital information through forms and maps.

Outcomes: Improved interoperability for the City of Kingsburg employees.

Recommendation 6: Train personnel to performing damage assessments for low-level events.

Description: Work with Fresno County OES to streamline data collection technology as provided through Fresno County OES and the State of California. Utilizing technology to gather vital information and images can facilitate real-time transmission of data to Emergency Operations Centers (EOCs).

Outcomes: Enhanced damage evaluation methods.
3 Recommendation 7: Improve interoperability with Fresno County OES.

Description: Continue enhancing communication and interoperability with Fresno County Office of Emergency Services (OES). This ensures that, in the event of a disaster, Kingsburg EOC personnel are well-acquainted with Fresno County’s emergency management system and its personnel.

Outcomes: Improved interoperability and more efficient disaster response and recovery operations.

Recommendation 8: Enhance communication systems among employees, departments, and surrounding agencies is vital for ensuring efficient operations during disasters or significant events
Description: Communications must be consistent with information and messaging between other agencies, Fresno County OES, the City’s EOC, and employees, and be accessible to the whole community.

Everbridge should be utilized to talk to the public as well as social media for the city and the school districts.
• Identify strategies for communicating effectively during an emergency. These include pushing information to the public through Everbridge and posting information out through the city and school district social media sites and the city’s website.
• Allow the lead agency of Fire or Law Enforcement to drive communications. • Clear messaging should contain specific and adequate information. • Consider pre-scripted media briefing content for media releases before major incidents occur in the city. All messaging should be concise and executed quickly. • No messages should be sent out to the public unless authorized by the Director of Emergency Services or the Public Information Officer (PIO). • Internally, consistent messaging should be provided for all departments and contractors.
• Communicate specific evacuation orders to departments, employees and other agencies.
4 Outcomes: Effective emergency messaging can help ensure public safety, protect employees and their families, facilitate response efforts, help families reunite, and instill public confidence.

Recommendation 9: Develop a procedural document for Employee Personal Accountability
Description: Developing a policy for employee accountability after a disaster is a proactive measure that will help the city manage risks, comply with regulations, maintain trust, and foster a culture of safety and responsibility.

Outcomes: A policy helps ensure that the organization is prepared to respond effectively to disasters. A fair and transparent accountability policy can positively affect employee morale and engagement.

Recommendation 10: Provide annual training, testing and exercising for the COOP and EOP.

Description: Provide individual and team training, testing, and exercising of the COOP and EOP. Testing, training, and exercising these plans are essential to ensure their effectiveness in a real-world situation. After testing, training, and exercising, it’s important to conduct after-action reviews to identify strengths and areas for improvement.

Outcomes: These components of the COOP and EOP ensures personnel understand roles and responsibilities and can operate effectively during disasters. Lessons learned should be documented and incorporated into the COOP and EOP are essential for ensuring that an organization is prepared to respond effectively to emergencies and continue critical operations with minimal disruption.

Recommendation 11: Provide an annual review of the City’s Continuity of Operations Plan (COOP)
Description: Review the Kingsburg COOP and essential functions worksheets annually or after a disaster. Update the revisions page as needed. The emergency manager should schedule the review and follow the guidelines established by FEMA and Cal OES Continuity Planning Guidance.

Recommendation 12: Provide an annual review of the City’s Emergency Operations Plan (EOP)
Description: Review the Kingsburg Emergency Operations Plan annually or after a disaster.

Update the revisions page as needed. The emergency manager should schedule the 5 review and follow the guidelines established by FEMA’s Developing and Maintaining Emergency Operations Plans (CPG 101), Version 3.0.

Outcomes: Improved continuity of EOC and COOP operations and general knowledge of the purpose of emergency management and the emergency functions of the city.

Recommendation 13: Consider a Recovery Plan for the City of Kingsburg Description: A recovery plan should be considered for long-term recovery in the event of a catastrophic event. The recovery plan should include financial tracking of assets and personnel as well as debris removal or large-scale cleaning contingencies. Critical incident stress management (CISM) for behavior health for employees should be part of the recovery plan as employees will be affected if a major event were to occur in the City of Kingsburg.

Outcomes: Improve continuity of operations.