Livingston City Council
October 21, 2025

REVISED AGENDA

CITY COUNCIL REGULAR MEETING
October 21, 2025
07:00 PM

WE ENCOURAGE ALL MEMBERS OF THE PUBLIC TO PARTICIPATE IN THE MEETING VIA TELECONFERENCE BY CALLING (520) 525-8911. ANY MEMBER OF THE PUBLIC PARTICIPATING VIA TELECONFERENCE WILL BE GIVEN THE OPPORTUNITY TO PROVIDE PUBLIC COMMENT.

ADDITIONALLY, THE REGULAR MEETING WILL BE STREAMED ON YOUTUBE LIVE https://www.youtube.com/channel/UCB_ZmQZIHELh-ECEPZ2VwZg Notice is hereby given that the City Council will hold a Regular Meeting at the City Council Chambers, 663 Main Street, Livingston, California. Assistance will be provided to those requiring accommodations for disabilities in compliance with the Americans with Disabilities Act of 1990.

Persons requesting accommodation should contact the Deputy City Clerk at least 24 hours prior to this meeting at (209) 394-8041, Ext. 121. Any writings or documents pertaining to an Open Session item provided to a majority of the members of the legislative body less than 72 hours prior to the meeting shall be made available for public inspection by email if requested. Public comments can be submitted via emailed at [email protected]. Comments must be received by 2:00 p.m. on the day of the City Council meeting in order for them to be distributed to the Council prior to consideration of the matter. You will need to provide: Meeting date, item number, name, email and comment (please limit to 300 words or 3 minutes). Please include: PUBLIC COMMENT in the subject for the email. Written comments will not be read aloud at the meeting, but will be reported as received for the record. If you do not receive an acknowledgement of receipt by 4:00 p.m., please call the City Clerk’s Office at (209) 394-8041, Ext. 121 (Note: This technology is not a guaranteed method).

CALL TO ORDER
Pledge of Allegiance
Moment of Silence – First Responders and Military Members.

Roll Call
Changes to the Agenda

1. 1.1

1.2 1.3

1.4 CITIZEN COMMENTS
This section of the agenda allows members of the public to address the City Council on any item NOT on the agenda. Members of the public, when recognized by the Mayor, should come forward to the lectern, and identify themselves. Comments are normally limited to three (3) minutes. In accordance with State Open Meeting Laws, no action will be taken by the City Council this evening.

AWARDS, PRESENTATIONS, PROCLAMATIONS
Presentation by Adam Amaral, Merced County OES Manager, Merced County Office of Emergency Services: Merced County Disaster Council Overview.

COUNTY SUPERVISOR'S ANNOUNCEMENTS AND REPORTS
Supervisor Jim Pacheco Announcements and Reports.

ANNOUNCEMENTS AND REPORTS
City Staff Announcements and Reports
City Manager Announcements and Reports

CONFLICT OF INTEREST DECLARATION
Members of the City Council will declare an actual or apparent conflict of interest before discussions or decisions about any matters in which they or anyone with whom they have a close personal relationship could directly or indirectly benefit or where such a benefit could be perceived.

CONSENT AGENDA
Items on the Consent Calendar are considered routine or non-controversial and will be enacted by one vote, unless separate action is requested by a member of the public, the City Manager or City Council Member. There will be no separate discussion of these items unless members of the public, City Council or City Manager request that specific items be removed. Public comment on consent agenda items shall be limited to three (3) minutes per-person regardless of the number of items contained within the consent agenda.

Ratify Warrants Register Dated October 2, 2025
Approval of Minutes of Meeting Held on September 16, 2025 Resolution Approving Staffing Revisions To The Finance Department For Fiscal Year 2025/2026. Freeze The Accountant II And Senior Accountant Positions And Add Two Full-Time Accountant I Positions. Authorize Staff To Initiate Recruitment To Fill Two Accountant I Positions.

Waive the Second Reading and Adopt Ordinance Amending Livingston Municipal Code Title 5, Chapter 3, Chapter 4, Chapter 6, And Chapter 7 Related To Various Development Standards, Site Plan And Design Review Procedures, Definitions, And

2. 3.

3.1 4.

5. 5.1

5.2 6.

7. 7.1

7.2 7.3

7.4 2 of 4
Commercial Zoning Matrix
Resolution Authorizing and Approving The Update To the Emergency Operations Plan for the City of Livingston
A Resolution of the City Council of the City of Livingston (1) Accepting the Proposal from Krazan & Associates and Awarding a Consultant Services Agreement for the Geotechnical Engineering Investigation for the 1,2,3-TCP Removal Treatment System Project and the Well No. 18 Improvements and (2) Authorizing the City Manager to Execute the Agreement
Resolution Declaring Its Intention To Annex Territory To A Community Facilities District And To Authorize The Levy Of Special Taxes Therein, The City Of Livingston Community Facilities District No. 2017-1 (Public Services) Annexation No. 4

DISCUSSION AND POTENTIAL ACTION ITEMS
City Council Hold a Discussion and Provide Direction on which Project(s) to Submit CMAQ Application(s) in Response to the MCAG 2025 CMAQ Call for Projects Informational: Compensation Analysis For Engineering, Planning And Building Department. (ITEM WAS CONTINUED FROM THE SEPTEMBER 2, 2025, CITY

COUNCIL MEETING)

ANNOUNCEMENTS AND REPORTS
City Council Members’ Announcements and Reports
Mayor’s Announcements and Reports

COUNCILS APPOINTMENTS TO BOARDS
Robert Wallis
Special City Selection Committee of the San Joaquin Valley Air Pollution Control Board –Robert Wallis, Representative and Japjeet Uppal, Alternative.
•
City Council Liaison - Livingston Planning Commission – Jason Roth and Alternate Robert Wallis.
•
• Utility Stakeholders Committee – Japjeet Uppal and Robert Wallis.

Jason Roth
Merced County Local Agency Formation Commission (LAFCO) Jason Roth, Representative.
•
Merced County Mosquito Abatement District Board of Directors – Gurpal Samra, Representative and Jason Roth, Alternate.
•

7.5 7.6

7.7 8.

8.1 8.2

9. 9.1

9.2 9.2.1
3 of 4
City Council Liaison - Livingston Planning Commission – Jason Roth and Alternate Robert Wallis.
•
Japjeet Uppal
Central Valley Division League of California Cities – Jose Moran, Representative and Japjeet Uppal, Alternate.
•
Special City Selection Committee of the San Joaquin Valley Air Pollution Control Board – Robert Wallis, Representative and Japjeet Uppal, Alternative.
•
City Council Liaison - Parks, Recreation and Arts Commission – Jose Moran and Alternate Liaison Japjeet Uppal.
•
Merced Integrated Regional Water Management Plan (MIRWMA) – Japjeet Uppal, Representative and Robert Wallis, Alternate Representative. •
• Utility Stakeholders Committee – Japjeet Uppal and Robert Wallis.

Gurpal Samra
Merced County Mosquito Abatement District Board of Directors – Gurpal Samra, Representative and Jason Roth, Alternate.
•
Merced County Association of Governments (MCAG) Governing Board – Gurpal Samra, Representative and Jose Moran, Alternate. •
Jose Moran
Central Valley Division League of California Cities – Jose Moran, Representative and Japjeet Uppal, Alternate.
•
Merced County Association of Governments (MCAG) Governing Board – Gurpal Samra, Representative and Jose Moran, Alternate. •
City Council Liaison - Parks, Recreation and Arts Commission – Jose Moran and Alternate Liaison Japjeet Uppal.
•

COUNCIL DIRECTION ON FUTURE AGENDA ITEMS

ADJOURNMENT

10. 11.
4 of 4
Livingston Council
Meeting
Merced County
Disaster Council Structure
Purpose and Legal Requirements
Item 3.1
Introduction to Disaster
Councils
§ Definition: A Disaster Council is a local government body in California designed to develop and coordinate preparedness and response plans for disasters.
§ Purpose: To ensure effective emergency planning, coordination, and communication within the community.
§ Required by state law under the California Emergency Services Act (CESA).

Item 3.1
California Emergency Services Act
(CESA)
Overview of CESA
§ Established: 1970
§ Purpose: To mitigate, prepare for, respond to, and recover from disasters.
§ Relevant Section: Government Code Section 8610 – mandates the formation of local disaster councils.
§ Responsibility: Outlines the state's responsibility to assist and guide local governments.

Item 3.1
Legal Basis for Disaster Councils
Government Code Section 8610
§ Requires counties and cities to form disaster councils by ordinance.
§ Disaster councils develop and recommend emergency
and mutual aid plans to ensure public safety.
§ Councils may establish mutual aid agreements with
neighboring jurisdictions and states.

Item 3.1
Purpose of a
Disaster Council
Core Functions and Purpose
§ Develop, review, and update local emergency plans,
policies and procedures.
§ Ensure alignment with state and federal disaster
response frameworks (e.g., SEMS, NIMS).
§ Coordinate disaster preparedness efforts across
multiple agencies, including fire, law enforcement,
public health, and community organizations.
§ Public education and disaster preparedness training.
§ Ensure disaster recovery planning is in place to sustain long-term recovery post-disasters.

Item 3.1
Disaster Council Structure
Who Makes Up a Disaster Council?
§ Members typically include:
ü Local government officials (e.g., mayors, city council members).
ü Public safety representatives (fire, police, emergency medical services).
ü Representatives from public health, utilities, and other essential services.
ü Community organizations and non-governmental agencies. § Chairperson typically appointed by the local government.

Item 3.1
Coordination with Other Agencies
Interagency and Intergovernmental Collaboration
§ Coordinates with state and federal agencies such as:
ü California Governor’s Office of Emergency Services (Cal OES) ü FEMA (Federal Emergency Management Agency)
§ Encourages cross-jurisdictional agreements for mutual aid during emergencies. § Establish fee schedules and cost shares for planning, training and staffing through MOU/MOA’s.
§ Links with state-level disaster response through the Standardized Emergency Management System (SEMS).

Item 3.1
Merced County Disaster Council
Disaster Council
Alert &
Warning/Communication
s Committee
Public Information
Working Group
County Communications
Working Group
Alert & Warning
Working Group
Planning and
Preparedness
Committee
OA Planning (EOP &
Mitigation)
Working Group
Community
Preparedness
Working Group
Training & exercise
Committee
Training
Working Group
Exercise
Working Group
After Action/ Recovery
Committee
After Action
Working Group
Recovery
Working Group
Item 3.1
Importance of Disaster Councils
§ Disaster councils are a critical element of California’s disaster preparedness and response strategy.
§ They ensure that local governments are prepared for natural and manmade disasters. § Encourage community participation in emergency preparedness.

Item 3.1
Questions &
Discussion
Adam Amaral
Merced County OES Manager
[email protected]
(209) 385-7344 ext. 4866
Morgan Leon
Merced County Community Resilience
Analyst
[email protected]
(209) 726-2701
Item 3.1

STAFF REPORT
1 AGENDA ITEM: Warrant Register October 02, 2025
MEETING DATE: October 21, 2025
PREPARED BY: Bri Garcia, Accountant I
REVIEWED BY: Happy Bains, Finance Director
RECOMMENDATION:

Ratify the warrant register dated October 02, 2025
DISCUSSION:

Government Code sections 37208(b) and 37209 provide that accounts payable warrants or checks drawn in payment of demands certified or approved by the finance director as conforming to a budget approved by ordinance or resolution of the legislative body need not be audited by the legislative body prior to payment.

In addition, Government Code section 37208(a) provides that payroll warrants or checks need not be audited by the legislative body prior to payment. Payrolls shall be presented to the legislative body for ratification and approval at the first meeting after delivery of the payroll warrants or checks. The sum of any payroll checks issued within the week prior to the date of the check register is also noted on the accompanying check register.

The following checks have been certified to be in accordance with the City’s approved budget.

The checks have been issued, and the check register is presented to the City Council for ratification:

September 13, 2025 – October 02, 2025

GENERAL WARRANTS……………………. $ 540,902.21 14254 - 14414
PAYROLL/WIRE WARRANTS……….……. $ 553,567.05 3829 - 3868
ACH WARRANTS…………………………… $ 16,789.20
TOTAL WARRANTS………………………… $ 1,111,258.46
ATTACHMENTS:

Warrant Register (detailed by date and check number)
Item 7.1
Accounts Payable
User:

Printed:
[email protected]
10/2/2025 8:39 AM
Checks by Date - Summary by Check Date
Check No Vendor No Vendor Name Check Date Check Amount
14254 747 All Star Elite Sports 09/16/2025 4,904.11
14255 1769 Deanna Alveraz 09/16/2025 800.00
14256 472 Aqua-Metric Sales Company 09/16/2025 8,742.46 14257 UB*02135 ADRIANA ARIAS 09/16/2025 237.56
14258 193 BSK Associates 09/16/2025 965.60
14259 1693 California Consulting, Inc 09/16/2025 4,750.00 14260 1287 CED Merced 09/16/2025 89.43
14261 1592 Jerry Cervantes 09/16/2025 1,000.00
14262 1239 Clark Pest Control of Stockton, Inc. 09/16/2025 914.00 14263 283 CoreLogic Solutions, LLC 09/16/2025 200.00
14264 1308 CSG Consultants, Inc. 09/16/2025 5,818.68
14265 163 EZ Auto Supply 09/16/2025 204.97
14266 1410 FFP Fund VII TEI Partnership 1, LLC 09/16/2025 13,361.44 14267 1349 Ma. Elena Flores 09/16/2025 200.00
14268 188 Frontier 09/16/2025 3,518.37
14269 1324 Robert Garcia 09/16/2025 1,500.00
14270 356 Gouveia Engineering, Inc. 09/16/2025 103.53
14271 1253 Daniel Guizar 09/16/2025 1,000.00
14272 1768 Robert Haugh 09/16/2025 2,700.00
14273 267 Hoffman Security 09/16/2025 198.00
14274 388 Interstate Battery System of Fresno 09/16/2025 171.07 14275 1130 Kellogg Supply 09/16/2025 581.30
14276 360 Krazan & Associates, Inc 09/16/2025 930.00
14277 461 LEAF 09/16/2025 748.16
14278 1589 LLC Rolamix 09/16/2025 8,800.00
14279 1170 Martin Marietta Materials, Inc. 09/16/2025 711.51 14280 389 Mid Valley IT 09/16/2025 22,587.30
14281 180 Mission Linen Service 09/16/2025 274.66
14282 197 N & S Tractor 09/16/2025 258.05
14283 199 Northstar Chemical 09/16/2025 6,745.88
14284 302 Office Depot, Inc./ODP Business Solutions, LLC 09/16/2025 71.68 14285 1748 Peac Solutions 09/16/2025 90.82
14286 203 PG&E 09/16/2025 15.03
14287 UB*02136 STEPHANIE POOZE 09/16/2025 213.10
14288 1735 BlueTriton Brands, Inc Primo Brands 09/16/2025 641.70 14289 1761 JAMES Pursley III 09/16/2025 800.00
14290 1767 Barbara Ratzlaff 09/16/2025 838.13
14291 1668 Rincon Consultants, Inc 09/16/2025 3,181.72
14292 1766 Dezyrae Roth 09/16/2025 426.02
14293 500 Safeguard Business Systems 09/16/2025 303.89
14294 323 Springbrook Holding Company LLC 09/16/2025 2,215.00 14295 530 Telstar Instruments 09/16/2025 6,823.99
14296 310 Totlcom, Inc. 09/16/2025 427.71
14297 284 Trans Union LLC 09/16/2025 210.04
14298 1150 Valley 29 Electric, LLC 09/16/2025 313.96
14299 210 WGR Southwest, Inc. 09/16/2025 796.50
AP Checks by Date - Summary by Check Date (10/2/2025 8:39 AM) Page 1 Item 7.1
Check No Vendor No Vendor Name Check Date Check Amount
Total for 9/16/2025: 110,385.37
14300 1774 Air luxe Garage 09/23/2025 95.20
14301 451 Alert-O-Lite, Inc 09/23/2025 9.52
14302 1307 Amazon Capital Services 09/23/2025 1,658.47
14303 UB*02138 ALEJANDRA ARELLANO 09/23/2025 193.94
14304 253 AT&T 09/23/2025 242.49
14305 282 AT&T Mobility 09/23/2025 2,331.10
14306 445 Axon Enterprise, Inc. 09/23/2025 15,568.69
14307 1338 Baker Tilly Advisory Group, LP 09/23/2025 5,000.00 14308 446 Belkorp Ag, LLC 09/23/2025 126.26
14309 193 BSK Associates 09/23/2025 911.92
14310 burkewil Burke, Williams & Sorensen, LL 09/23/2025 28,711.80 14311 909 Canon Financial Services, Inc. 09/23/2025 334.64 14312 682 Card Integrators Corporation 09/23/2025 135.94 14313 272 Charter Communications Holdings, LLC 09/23/2025 135.00 14314 1239 Clark Pest Control of Stockton, Inc. 09/23/2025 125.00 14315 1308 CSG Consultants, Inc. 09/23/2025 23,005.27
14316 1089 DAHLIN GROUP 09/23/2025 1,143.00
14317 548 Dora's Fashion 09/23/2025 1,650.00
14318 163 EZ Auto Supply 09/23/2025 123.92
14319 1517 Fonroche Lighting America, Inc. 09/23/2025 37,313.50 14320 188 Frontier 09/23/2025 1,421.95
14321 387 Frontier Communications Corp Frontier Comm of Global 09/23/2025 Valley 152.81 14322 164 Garza Tire & Wheel, Inc 09/23/2025 2,246.98
14323 356 Gouveia Engineering, Inc. 09/23/2025 19,804.66 14324 1456 Gabrielle Herrera 09/23/2025 200.00
14325 266 Hilmar Lumber 09/23/2025 517.16
14326 728 Holt of California 09/23/2025 1,562.08
14327 501 Hunt & Sons, LLC 09/23/2025 3,409.76
14328 1726 International Tele-Path 09/23/2025 1,935.00
14329 165 J L Analytical Services, Inc. 09/23/2025 34.00 14330 464 Johnson Controls Fire Protection LP 09/23/2025 4,128.48 14331 268 Language Line Services, Inc. 09/23/2025 317.72 14332 1012 Leist and Associates 09/23/2025 3,237.50
14333 402 Liebert Cassidy Whitmore 09/23/2025 2,965.00
14334 276 Livingston True Value Hardware, Inc. 09/23/2025 1,560.71 14335 615 McClatchy Company LLC 09/23/2025 1,290.37
14336 278 Merced Irrigation District 09/23/2025 67,035.50 14337 170 MintierHarnish Planning Consulants 09/23/2025 9,977.16 14338 180 Mission Linen Service 09/23/2025 481.28
14339 270 Modern Air Mechanical 09/23/2025 857.00
14340 194 Modesto Welding Products 09/23/2025 24.00
14341 459 Municipal Maintenance Equipment 09/23/2025 256.13 14342 199 Northstar Chemical 09/23/2025 799.08
14343 302 Office Depot, Inc./ODP Business Solutions, LLC 09/23/2025 1,276.17 14344 201 O'reilly Automotive, Inc. 09/23/2025 264.14
14345 430 Quadient Finance USA, Inc. 09/23/2025 1,016.34 14346 767 R&S Erection Tri-County, Inc. 09/23/2025 1,135.50 14347 1757 Razzari Dodge Chrysler Jeep 09/23/2025 128.17 14348 499 Safety-Kleen Systems, Inc. 09/23/2025 840.23
14349 407 San Joaquin Valley Air Pollution Control District. 09/23/2025 469.00 14350 1330 James D Sanders 09/23/2025 400.00
14351 589 Shannon Pump Co. 09/23/2025 6,024.98
14352 439 Sharpening Shop 09/23/2025 70.60
14353 307 Shred-It, C/O Stericycle, Inc. 09/23/2025 375.49 AP Checks by Date - Summary by Check Date (10/2/2025 8:39 AM) Page 2 Item 7.1
Check No Vendor No Vendor Name Check Date Check Amount
14354 834 Speedy Bee Car Wash and Detail Center 09/23/2025 593.66 14355 309 St. Francis Electric 09/23/2025 800.00
14356 1068 Steele Public Safety Systems 09/23/2025 2,080.00 14357 875 Taylor ER Veterinary Emergency Hospital 09/23/2025 221.88 14358 1552 Turbo Data System, Inc. 09/23/2025 774.19
14359 313 U.S. Bank Equipment Finance 09/23/2025 453.17 14360 366 USABlueBook 09/23/2025 578.87
14361 UB*02137 ANA ISABEL VALDEZ 09/23/2025 134.96
14362 314 Valley Coffee & Water 09/23/2025 98.95
14363 277 Valley Farm Supply Stores, Inc. 09/23/2025 233.17 14364 367 Verizon Wireless 09/23/2025 1,663.36
14365 597 Work Wellness 09/23/2025 540.00
Total for 9/23/2025: 263,202.82
14366 395 Administrative Solution, Inc. 09/25/2025 400.00 14367 434 AFSCME District Council 57 09/25/2025 1,753.29 14368 396 American Fidelity Assurance 09/25/2025 7,247.68 14369 397 American Fidelity Assurance Company 09/25/2025 3,698.17 14370 393 California State Disbursement Unit 09/25/2025 2,434.93 14371 612 Livingston Peace Officers Association 09/25/2025 3,468.00 14372 437 Operating Engineers Local 3 09/25/2025 848.00 14373 438 Operating Engineers Local Union No.3 09/25/2025 1,120.00 14374 405 Premier Access Insurance Company 09/25/2025 14,432.10 14375 598 Standard Insurance Company RB 09/25/2025 2,649.29 14376 1284 State of California 09/25/2025 130.16
14377 564 Texas Life Insurance 09/25/2025 555.72
14378 608 Vision Service Plan- CA 09/25/2025 2,567.64
Total for 9/25/2025: 41,304.98
14379 251 ABS Direct, Inc. 09/30/2025 4,461.52
14380 451 Alert-O-Lite, Inc 09/30/2025 2,439.80
14381 445 Axon Enterprise, Inc. 09/30/2025 1,065.00
14382 193 BSK Associates 09/30/2025 5,997.00
14383 787 Custom Weed Control Inc. 09/30/2025 400.00
14384 293 Department of Justice Accounting Office 09/30/2025 832.00 14385 163 EZ Auto Supply 09/30/2025 112.81
14386 641 Ferguson Enterprises LCC #686 09/30/2025 632.39 14387 1758 Garda CL West, Inc. Lockbox #233209 09/30/2025 193.16 14388 1164 Gold Coast Armory LLC 09/30/2025 4,323.69
14389 266 Hilmar Lumber 09/30/2025 81.51
14390 267 Hoffman Security 09/30/2025 197.95
14391 593 Horizon 09/30/2025 581.78
14392 501 Hunt & Sons, LLC 09/30/2025 6,819.82
14393 1033 Independent Investigations LLC 09/30/2025 1,200.00 14394 461 LEAF 09/30/2025 1,405.16
14395 276 Livingston True Value Hardware, Inc. 09/30/2025 486.48 14396 524 Merced Chevrolet 09/30/2025 31.69
14397 389 Mid Valley IT 09/30/2025 11,282.16
14398 180 Mission Linen Service 09/30/2025 185.99
14399 490 NoraTek Solutions, Inc. 09/30/2025 5,474.00
14400 199 Northstar Chemical 09/30/2025 6,169.31
14401 201 O'reilly Automotive, Inc. 09/30/2025 151.43
14402 1748 Peac Solutions 09/30/2025 424.96
14403 203 PG&E 09/30/2025 64,060.33
14404 208 Saenz Pest Control, Inc. 09/30/2025 129.00
AP Checks by Date - Summary by Check Date (10/2/2025 8:39 AM) Page 3 Item 7.1
Check No Vendor No Vendor Name Check Date Check Amount
14405 1330 James D Sanders 09/30/2025 400.00
14406 739 Self- Help Enterprises 09/30/2025 221.73
14407 439 Sharpening Shop 09/30/2025 445.38
14408 307 Shred-It, C/O Stericycle, Inc. 09/30/2025 212.04 14409 310 Totlcom, Inc. 09/30/2025 427.71
14410 1150 Valley 29 Electric, LLC 09/30/2025 1,000.00
14411 315 Valley Entry Systems, Inc. 09/30/2025 225.00
14412 277 Valley Farm Supply Stores, Inc. 09/30/2025 66.88 14413 1204 Valley Sanitation & Rentals LLC 09/30/2025 478.98 14414 296 Visual Edge IT, Inc 09/30/2025 3,392.38
Total for 9/30/2025: 126,009.04
Report Total (161 checks): 540,902.21
AP Checks by Date - Summary by Check Date (10/2/2025 8:39 AM) Page 4 Item 7.1

MEETING MINUTES

SPECIAL AND REGULAR MEETING

LIVINGSTON CITY COUNCIL
SEPTEMBER 16, 2025
A Special and Regular Meeting of the Livingston City Council was held on September 16, 2025, in the City Council Chambers with Mayor Moran presiding.

SPECIAL MEETING
Mayor Moran called the meeting to order at 6:02 p.m.

ROLL CALL
Mayor Jose A. Moran
Mayor Pro Tem Gurpal Samra
Council Member Singh Uppal
Council Member Jason Roth
Council Member Robert Wallis

PLEDGE OF ALLEGIANCE
The Pledge of Allegiance to the Flag was recited.

MOMENT OF SILENCE
There was a moment of silence for First Responders and Military Members.

CITIZEN COMMENTS
Mayor Moran opened and closed citizen comments at 6:04 p.m., as there were no comments from the public, the Council went into Closed Session immediately thereafter to discuss the following matters.

Item 7.2

CLOSED SESSION

6. Conference with Labor Negotiator (Government Code Section 54957.6) Labor Negotiator: Jose Antonio Ramirez, City Manager
Employee Organizations:

OE3- Clerical Bargaining Unit
OE3 - Police Supervisory Employees Association
OE3 - Management/Confidential Bargaining Unit
OE3 - Livingston Police Officer Association
AFSCME- Public Works and Parks Unit

7. CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION (Government Code section 54956.9, subd. (d)(1)): In re Purdue Pharma, L.P., et al., United States Bankruptcy Court, Southern District of New York, Case No. 19-23749.

8. Conference with Legal Counsel – Significant Exposure to Litigation pursuant to Government Code Section 54956.9, subdivisions (d)(2) and (e)(1): Three (3) Matters.

REGULAR MEETING
Mayor Moran called the meeting to order at 7:14 p.m.

PLEDGE OF ALLEGIANCE
The Pledge of Allegiance to the Flag was recited.

MOMENT OF SILENCE
There was a moment of silence for First Responders and Military Members.

ROLL CALL
Mayor Jose A. Moran
Mayor Pro Tem Gurpal Samra
Council Member Singh Uppal
Council Member Jason Roth
Council Member Robert Wallis

CLOSED SESSION ANNOUNCEMENTS
City Attorney Marc Tran noted that the Council discussed closed session items 7 and 8. Deliberation occurred, direction was given, no final action was taken, and the City Council will reconvene closed session after the regular meeting session.

CHANGES TO THE AGENDA
None.

CITIZEN COMMENTS
Mayor Moran opened citizen comments at 7:16 p.m.

Item 7.2

Citizen Comments:

Karthik Prasad
Mayor Moran closed citizen comments at 7:18 p.m., as there were no further comments from the public.

AWARDS, PRESENTATIONS, PROCLAMATIONS

1. Presentation by Leila Benijamali, CEO, Symbium: Accelerating permit issuance with automated compliance checks / SB379.

The presentation was continued due to technical difficulties.

Mayor Moran opened and closed public comments at 7:22 p.m., as there were no comments from the public.

COUNTY SUPERVISOR’S ANNOUNCEMENTS AND REPORTS
Supervisor Jim Pacheco Announcements and Reports.

1. County Supervisor Jim Pacheco gave a report.

ANNOUNCEMENTS AND REPORTS
City Staff Announcements and Reports.
• Danny Reed, City Engineer
Mayor Moran opened and closed public comments at 7:38 p.m. • Monica Cisneros, Assistant to City Manager/Deputy City Clerk Mayor Moran opened public comments at 7:42 p.m.

Public Comments:

Attendee (did not state name)
Attendee (did not state name)
Mayor Moran closed public comments at 7:43 p.m., as there were no further comments from the public. • Jacquie Benoit, Recreation Superintendent
City Manager Announcements and Reports.
• Jose A. Ramirez, City Manager

CONFLICT OF INTEREST DECLARATION
Members of the City Council will declare an actual or apparent conflict of interest before discussions or decisions about any matters in which they or anyone with whom they have a close personal relationship could directly or indirectly benefit or where such a benefit could be perceived.

Item 7.2

CONSENT AGENDA

2. RATIFY CHECK WARRANTS
Ratify Warrant Register Dated September 12, 2025.

3. APPROVE MINUTES OF MEETING
Approval of Minutes of Meeting Held on September 2, 2025.

4. Consideration of a Resolution Authorizing The City Manager Or Designee To Renew A FiveYear Contract With Axon Enterprise, Inc. For The Replacement Of Body-Worn Cameras And Model 7 Devices Tasers. Staff Recommendation: Approve Resolution.

6. Consideration of a Resolution Adopting The City Of Livingston Element For The Regional Active Transportation Plan Prepared By The Merced County Association Of Governments. Staff Recommendation: Approve Resolution.

7. Consideration of a Authorizing The Purchase And Installation Of Police Emergency Equipment For The 2025 Ford Police Interceptor Utility HEV. Staff Recommendation: Approve Resolution.

8. Consideration of a Resolution Authorizing And Approving The Police Public Assistant Job Description. Authorize Staff To Initiate The Recruitment Process To Fill One (1) Position. Staff Recommendation: Approve Resolution.

9. Consideration Of A Resolution Of The City Council Of The City Of Livingston Opting Into National Opioid Settlement Agreement With Distributors Of Opioids (Alvogen, Amneal, Apotex, Hikma, Indivior, Mylan, Purdue/Sackler Family, Syn, Zydus); Authorizing The City Manager To Execute The Related Subdivision Participation And Release Form; And Authorizing The City Manager To Execute And Enter Into Future Agreements Related To Nationwide Opioid Settlements. Staff Recommendation: Approve Resolution.

10. Consideration of a Resolution Ratifying Emergency Equipment Procurement And Emergency Repairs To Well 12; 1) Approve The Emergency Procurement Of A New Well Motor And Emergency Service Call From Shannon Pump Co. In The Amount Of $15,182.61; 2) Authorize The Finance Department To Make A Supplement Appropriation To The Water Enterprise Fund In The Amount Of $15,182.61; 3) Authorize The City Manager To Execute All Required Documents. Staff Recommendation: Approve Resolution.

12. Considerations Of Resolutions Approving A Lease Agreement With Toshiba And An Agreement With Power Business Technology For New Printers And Printing Supplies At Livingston City Hall And Authorizing The City Manager To Execute All Required Documents. Staff Recommendation: Approve Resolutions.

Mayor Moran opened and closed public comments at 7:56 p.m., as there were no comments from the public.

Motion: M/S Samra/Wallis to approve the consent agenda (except for agenda items 5 and 11).

The motion carried 5-0-0 by the following roll call vote:

AYES: Council Members: Roth, Samra, Uppal, Wallis, and Moran NOES: Council Members: None
ABSENT: Council Members: None
Item 7.2

5. Consideration of a Resolution (1) Authorizing The City Manager To Enter Into A 36 Month Contract With Flock Safety For Additional Automated License Plate Readers (Alpr) Not To Exceed $90,000 For The Contract - $30,000 For Fiscal Year 2025/2026, $30,000 For Fiscal Year 2026/2027, And $30,000 For Fiscal Year 2027/2028. Staff Recommendation: Approve Resolution.

Council Member Samra pulled the item for a separate discussion.

John Ramirez, Interim Chief of Police, responded to Council questions.

Council had concerns regarding the privacy of the public and the protection of the data.

Mayor Moran opened public comments at 8:32 p.m.

Public Comments:

Attendee (did not state name)
Parwinder Uppal
Mayor Moran closed public comments at 8:36 p.m., as there were no further comments from the public.

Motion: M/S Moran/Samra to bring the item back at a later date. The motion carried 5-0-0 by the following roll call vote:

AYES: Council Members: Roth, Uppal, Wallis, Samra, and Moran NOES: Council Members: None
ABSENT: Council Members: None

11. Consideration of a Resolution Authoring The City Manager To Sign A Professional Services Agreement With Stephanie Dietz To Assist With The Organization Planning, Facilities, Personnel And Equipment Needs For A Stand-Alone Fire Department. Staff Recommendation:

Approve Resolution.

Council Member Uppal pulled the item for a separate discussion.

City Manager Ramirez gave a brief background on this item.

Motion: M/S Wallis/Roth to approve Resolution Authoring The City Manager To Sign A Professional Services Agreement With Stephanie Dietz To Assist With The Organization Planning, Facilities, Personnel, And Equipment Needs For A Stand-Alone Fire Department. The motion carried 5-0-0 by the following roll call vote:

AYES: Council Members: Roth, Uppal, Wallis, Samra, and Moran NOES: Council Members: None
ABSENT: Council Members: None

ANNOUNCEMENTS AND REPORTS
City Council Members’ Announcements and Reports.
• Council Member Wallis
• Mayor Pro-Tem Samra
Item 7.2

Mayor’s Announcements and Reports
• Mayor Moran
Robert Wallis
• Special City Selection Committee of the San Joaquin Valley Air Pollution Control Board – Robert Wallis, Representative and Japjeet Uppal, Alternative. • City Council Liaison - Livingston Planning Commission – Jason Roth and Alternate Robert Wallis.
• Utility Stakeholders Committee – Japjeet Uppal and Robert Wallis.

Jason Roth
• Merced County Local Agency Formation Commission (LAFCO) Jason Roth, Representative.
• Merced County Mosquito Abatement District Board of Directors – Gurpal Samra, Representative and Jason Roth, Alternate.
• City Council Liaison - Livingston Planning Commission – Jason Roth and Alternate Robert Wallis.

Japjeet Uppal
• Central Valley Division League of California Cities – Jose Moran, Representative and Japjeet Uppal, Alternate.
• Special City Selection Committee of the San Joaquin Valley Air Pollution Control Board – Robert Wallis, Representative and Japjeet Uppal, Alternative. • City Council Liaison - Parks, Recreation and Arts Commission – Jose Moran and Alternate Liaison Japjeet Uppal.
• Merced Integrated Regional Water Management Plan (MIRWMA) – Japjeet Uppal, Representative and Robert Wallis, Alternate Representative. • Utility Stakeholders Committee – Japjeet Uppal and Robert Wallis.

Gurpal Samra
• Merced County Mosquito Abatement District Board of Directors – Gurpal Samra, Representative and Jason Roth, Alternate.
• Merced County Association of Governments (MCAG) Governing Board – Gurpal Samra, Representative and Jose Moran, Alternate.

Jose Moran
• Central Valley Division League of California Cities – Jose Moran, Representative and Japjeet Uppal, Alternate.
• Merced County Association of Governments (MCAG) Governing Board – Gurpal Samra, Representative and Jose Moran, Alternate.
• City Council Liaison - Parks, Recreation and Arts Commission – Jose Moran and Alternate Liaison Japjeet Uppal.

COUNCIL DIRECTION ON FUTURE AGENDA ITEMS
Council Member Uppal requested an item to discuss the potential attendance of the Council at the League of California Cities 2025 Annual Conference and Expo.

Council resumed closed session at 9:01 p.m.

Item 7.2

CLOSED SESSION ANNOUNCEMENT
No reportable action was taken.

ADJOURNMENT
The meeting was adjourned by consensus at approximately 11:02 p.m. __________________________________
Deputy City Clerk of the City of Livingston
APPROVED:
_____________________________
Mayor or Mayor Pro Tempore
The written meeting minutes reflect a summary of specific actions taken by the City Council. They do not necessarily reflect all of the comments or dialogue leading up to the action. All meetings are digitally recorded and are an official record of the meeting’s proceedings. Digitally recorded verbatim minutes are available upon request and may be obtained at Livingston City Hall.

Item 7.2

STAFF REPORT
AGENDA ITEM: RESOLUTION APPROVING STAFFING REVISIONS TO THE FINANCE DEPARTMENT FOR FISCAL YEAR 2025/2026. FREEZE THE

ACCOUNTANT II AND SENIOR ACCOUNTANT POSITIONS AND ADD
TWO FULL-TIME ACCOUNTANT I POSITIONS. AUTHORIZE STAFF

TO INITIATE RECRUITMENT TO FILL TWO ACCOUNTANT I
POSITIONS.

MEETING DATE: October 21, 2025
PREPARED BY: Arcelia Cruz, Human Resources Coordinator
REVIEWED BY: Harpreet Bains, Finance Director/Assistant City Manager Jose Antonio Ramirez, City Manager
RECOMMENDATION:

Staff recommends that the City Council adopt the following:

1. A resolution approving staffing revisions to the Finance Department for Fiscal Year 2025/2026 and freeze the Accountant II and Senior Accountant positions.

2. Add two (2) full-time Accountant I positions for FY 2025/2026.

3. Authorize staff to initiate recruitment to fill two (2) Accountant I positions for Fiscal Year 2025/2026.

BACKGROUND AND DISCUSSION:

The Finance Department has had open vacancy for the Senior Accountant position since March 3, 2025, due to the promotion of internal staff. The City published the position on various external job boards and the City’s careers website in addition to having Robert Half Staffing partners assist the City with the recruitment efforts. To date, the City has received 58 employment applications and has extended 19 invitations to the written examination phase and only 6 candidates have passed the written assessment.

Two failed the interview, three where no longer available and only one candidate passed the initial interview and later withdrew his application prior to meeting with City Manager resulting in the position being left vacant. No further qualified candidates have applied.

The Accountant II position has been vacant since July 4, 2025, due to the voluntary resignation of former staff. The recruitment efforts are similar to the Senior Accountant role. To date, we have received 37 employment applications for the position of which only two qualified candidates meet the minimum requirements, one candidate declined the written examination invitation, and one did not pass the interview process resulting in unfilled position.

Item 7.3

Staff is proposing to freeze the approved and budgeted Senior Accountant and Accountant II position and add two (2) Accountant I (full-time) positions to its department headcount with an annualized salary range of $61,085.94 to $74,250.34.

Administrative Services Position Listing:

POSITION FY202
3/24
FY2024/2
5 FY2025/26
City Manager 1 1 1
Assistant to the CM/Deputy City Clerk 1 1 1
Finance Director/Assistant City Manager 1 1 1
City Attorney (Contract) 1 1 1
Senior Accountant (Freeze Position) 1 1 1
Senior Account Clerk 1 0 0
Accountant I (Adding Two Positions in FY25/26) 1 1 3
Accountant II (Freeze Position) 1 1 1
Accounting Technician 1 1 1
Account Clerk 1 2 2
Human Resources Coordinator 1 1 1
Office Assistant I 1 1 1
Assistant to Deputy City Clerk/Records Management 1 1 1 Extra Help Finance (Part-Time) 1 1 1
TOTAL 14 14 16
FISCAL IMPACT:

Savings from freezing the Senior Accountant and Accountant II position will supplement the two Accountant I positions.

ATTACHMENTS:

1. Resolution
Item 7.3
RESOLUTION NO. 2025-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LIVINGSTON APPROVING STAFFING REVISIONS TO THE FINANCE DEPARTMENT FOR FISCAL YEAR 2025/2026.

FREEZE THE ACCOUNTANT II AND SENIOR ACCOUNTANT POSITIONS AND ADD TWO FULL-TIME ACCOUNTANT I POSITIONS. AUTHORIZE STAFF TO INITIATE RECRUITMENT TO FILL TWO ACCOUNTANT I POSITIONS.

WHEREAS, Staff recommends that the City Council approve the staffing revisions to the Finance Department for Fiscal Year 2025/2026 and freeze the Accountant II and Senior Account positions; and WHEREAS, authorize staff to initiate recruitment to fill two (2) full-time Accountant I positions; and WHEREAS, The Finance Department has had an open vacancy for the Senior Accountant role since March 3, 2025, due to the promotion of internal staff and for the Accountant II position it has been vacant since July 4, 2025, due to voluntary resignation of former staff; and WHEREAS, the City has been unsuccessful in finding qualified candidates to fill these vacancies despite its active and ongoing recruitment efforts; and
WHEREAS, staff is proposing to freeze the budgeted Senior Accountant and Accountant II positions and add two (2) Account I full-time positions to its department headcount with the current approved annual salary range of $61,085.94 to $74,250.34; and
WHEREAS, these staffing changes will result in a cost savings to the city with an annualized salary range $46,271.99-$56,243.89.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Livingston hereby:

Section 1. Adopts a resolution approving staffing revisions to the Finance Department for Fiscal Year 2025/2026 and freeze the Accountant II and Senior Accountant positions.

Section 2. Authorize staff to add two (2) full-time Accountant I Position for FY 2025/2026.

Authorize staff to initiation recruitment to fill two (2) Accountant I positions for Fiscal year 2025/2026.

Section 3. This resolution will become effective immediately.

I hereby certify that the foregoing Resolution No. 2025-__ is a full, true and correct copy of a resolution duly passed and adopted by City Council of the City of Livingston at a regular meeting thereof duly held on 21st day of October 2025, by the vote recorded as follows:

AYES:

NOES:

ABSENT:

ABSTAIN:

Item 7.3

By: ______________________________
Jose A. Moran, Mayor
of the City of Livingston
ATTEST:
___________________________________
Monica Cisneros, Deputy City Clerk
of the City of Livingston

APPROVED AS TO LEGAL FORM
____________________________________
Marc B. Tran, City Attorney
Item 7.3
1 STAFF REPORT
AGENDA ITEM: Public Hearing – To Waive the Second Reading and Adopt Ordinance No. ___, approving Zoning Text Amendment No. 2022-02 –
Development Standards Ordinance. An Ordinance to update the Livingston Municipal Code (LMC) by updating various development standards related to building setback requirements, off-street parking, Site Plan and Design Review, definitions, and to the commercial uses zoning matrix.

MEETING DATE: October 21, 2025
PREPARED BY: Miguel Galvez, Contract City Planner
REVIEWED BY: Jose Ramirez, City Manager
RECOMMENDATION:

Waive the Second Reading and Adopt Ordinance No. ___, approving Zoning Text Amendment No. 2022-02 – Development Standards Ordinance. An Ordinance to update the Livingston Municipal Code (LMC) by updating various development standards related to building setback requirements, off-street parking, Site Plan and Design Review, definitions, and to the commercial uses zoning matrix.

BACKGROUND AND DISCUSSION:

The proposed Zoning Ordinance Text Amendment, hereinafter referred to as the “proposed amendment,” is a staff-initiated proposal to modify the LMC to update various Development Standards, Site Plan and Design Review Procedures, Definitions, and the Commercial Zoning Matrix.

The amendments include the following components:
• Amend Table 8, “Building Structure Setback Requirements,” of LMC Section 5-3-16: Lot Development Standards to:
o Add a minimum corner side yard setback of fifteen (15) feet for properties zoned Residential (e.g., R-E, R-1, R-2, and R-3);
o Add a minimum corner side yard setback of twenty (20) feet for properties zoned Industrial (e.g., M-1 and M-2);
o Revise the minimum interior side yard setback from ten (10) to five (5) feet; o Revise the first floor minimum rear yard setback for R-1 from five (5) feet to fifteen (15) feet;
Item 7.4
2 o Revise the second floor minimum rear yard setback for R-1 from fifteen (15) feet to twenty (20) feet;
o Revise the minimum rear yard setback for R-2 from fifteen (15) to twenty (20) feet; and
o Add minimum setbacks for Front Yard Porches, Side Loaded Garage, and Rear Yard Covered Patios for properties zoned Residential (e.g., R-E, R-1, R-2, and R3). • Amend LMC Section 5-4-5: Off Street Parking and Loading to replace Figure 2: Parking Standards with a new off-street parking Figure consistent with the City’s Engineering Design Standards and add a table to provide regulations for parking space dimensions, aisle width, and angle parking requirements.
• Amend LMC Section 5-4-5: Off Street Parking and Loading to remove Figure 3, Parking Layout and associated table.
• Amend LMC Section 5-4-5(C)(2) through (C)(4) to remove the Parking Layout Dimension table in Section 5-4-5(C)(3), make other minor text edits, and renumber the remaining subdivisions.
• Amend LMC Section 5-6-7: Site Plan and Design Review to:
o Add language that Site Plan and Design Review shall apply to significant exterior alterations to exterior structures, as defined in Section 5-7-2 and determined by the Community Development Director;
o Clarify that the Community Development Director shall be the recommending body, instead of the Planning Commission, and that the Planning Commission shall be the approving body for the Design Review process, instead of City Council; o Rename the “Judicial Review” subsection to “Appeal,” and add language to reference LMC Section 5-6-12-6: Appeals for the appeal process for decisions made by Planning Commission; and
o Add a subsection stating that minor modifications may be approved by the Community Development Director.
• Amend LMC Section 5-7-2: Definitions to add the definitions for the terms “Irregular Shaped Lots” and “Significant Exterior Alterations to Exterior Structures”. • Amend Table 3, “Commercial Uses,” of LMC Section 5-3-15: Land Use Regulations (Zoning Matrix) to add “Social Halls” as a Conditional Use in the C-1, DTC, C-2, C-3, M1, and P/OS Zoning Districts. Amend the “Office, Professional/Business and Medical” use to be permitted in the C-3 Zoning District.

ANALYSIS:

The proposed amendments will modify the following Chapters and Sections of the LMC:

Chapter 3, Section 5-3-16: Lot Development Standards
The proposed amendments to Table 8: Building Structure Setback Requirements are as follows:

Item 7.4
3 Table 8: Building Structure Setback Requirements
(All Setbacks Measured in Feet)
Zone Minimum
Front
Yard
Setback
Minimum
Side Yard
Setback
Minimum
Corner Side
Yard
Setback
Minimum
Rear Yard
Setback
Minimum
Front Yard
Setback -
Porches
Minimum
Front Yard
Setback –
Side
Loaded
Garage
Minimum
Rear Yard
Setback –
Covered
Patios
R-E 251 10 15 20 15 15 10
R-1 20 105 15 15 (first
floor)
1520
(second
floor)
10 10 10
R-2 15 5
2 15 1520 10 10 10
R-3 15 5
3 153 15 10 10 10
C-1 n/a4 n/a5 n/a5 n/a6 n/a n/a n/a
DTC n/a4 n/a5 n/a5 n/a6 n/a n/a n/a
C-2 n/a4 n/a5 n/a5 n/a6 n/a n/a n/a
C-3 n/a4 n/a5 n/a5 n/a6 n/a n/a n/a
M-1 n/a7 n/a8 208 n/a9 n/a n/a n/a
M-2 n/a4 n/a5 20
PD n/a10 n/a10
The purpose of the proposed amendment to Table 8: Building Structure Setback Requirements is to add more flexibility to the setbacks required for the R-1 Zoning District, including reducing the Minimum Side Yard Setback, adding a Minimum Corner Side Yard Setback, and increasing the Minimum Rear Yard Setback for the first floor and second floor. The amendments also add setback standards for Porches, Side Loaded Garages and Covered Patios in the Residential Districts.

Chapter 4, Section 5-4-5: Off-Street Parking and Loading The proposed amendments would replace Figure 2: Parking Standards with a new Figure that is consistent with the City’s Engineering Standards. The new Figure includes requirements for parking space dimensions and aisle width depending on the angle of the parking space. A new Table accompanies the Figure to include the specific requirements.

The proposed amendments would also completely remove Figure 3: Parking Layout and the accompanying Table in Section 5-4-5(C)(3) as they are no longer needed, make other text amendments, and renumber the remaining subsections.

Chapter 6, Section 5-6-7: Site Plan and Design Review
The proposed amendments would add language that Site Plan and Design Review shall apply to significant exterior alterations to exterior structures, as defined in LMC Section 5-7-2 and determined by the Community Development Director.

Item 7.4
4 Currently, Site Plan and Design Review applications are reviewed by Planning Commission for recommendation to City Council, which is the approving body. This is contrary to the norm in the Planning profession as the Planning Commission is typically the approving authority for Site Plan and Design Review applications. The proposed amendment would revise the language in Section 5-6-7(F): Design Review Process to clarify that the Community Development Director will recommend approval, approval with conditions, or denial, and that the Planning Commission is the final approving body of the design review process.

The proposed amendment would rename Section 5-6-7(G): Judicial Review to Appeal and reference the Appeal Section of the LMC (Section 5-6-12-6). Any decision by the Planning Commission may be appealed to the City Council and the procedures for filing the appeal (timing, application, process, etc.) is defined in Section 5-6-12-6.

The proposed amendments would also add a new subsection stating that minor modifications may be approved by the Community Development Director
Chapter 7, Section 5-7-2: Definitions of Words and Phrases The proposed amendments would add two (2) new Definitions to the LMC:

Irregular Shaped Lots: The Community Development Director shall determine the setback measurements and minimum lot width and depth for lots that are not rectangular in shape (more or less than four sides), contains an arc, or do not have lot lines that are at right angles to one another.

Significant Exterior Alterations to Exterior Structures. The community development director shall consider the following criterion when determining when an exterior alteration to an existing structure is significant: a 15% change in the height of the building, a different roof line or design, a minimum 40% surface change in the building’s façade or elevation (including windows and doors), a minimum 40% change in building materials, a minimum increase in overall square footage.

The Irregular Shaped Lots provides flexibility for the community development director to determine the setbacks and minimum lot width and depth for a parcel in such cases where the parcel is irregular in shape. An example of this is lots at the end of a cul-de-sac or “knuckle” where the minimum lot width and depth may not meet the minimum because of the shape of the parcel.

The Significant Exterior Alterations to Exterior Structures is related to the Code Text Amendment to Section 5-6-7: Site Plan and Design Review and provides a definition for when a Site Plan and Design Review application is required.

Chapter 3, Section 5-3-15: Land Use Regulations (Zoning Matrix) The proposed amendment would modify the Zoning Matrix for Commercial Uses by:
1) Permitting the use “Office, professional/business and medical” in the C-3, Highway Service Commercial Zoning District; and
2) Add “Social Halls” to the Zoning Matrix and permit the use in the C-1 (Neighborhood Commercial) DTC (Downtown Commercial), C-2 (Community Commercial, C-3 (Highway Service Commercial), M-1 (Limited Industrial), and P/OS (Parks and Open Space) Zoning Districts.

Item 7.4
5 ISSUES
Staff did not identify any issues with the proposed amendments to the Zoning Ordinance.

GENERAL PLAN
Zoning Code Text Amendment proposals are required to be reviewed for conformance with the City’s General Plan. After review, staff believes that the Zoning Code Text Amendment proposal is consistent with the General Plan. The following discussion evaluates how the project conforms to the City’s current General Plan.

The 1999 Livingston General Plan included the following Land Use Objectives.

A. Ensure the provision of adequate commercial shopping opportunities and office space locations to meet anticipated needs.

Policy 3. The Downtown Commercial designation is used in the downtown area in order to attract and accommodate growth, which includes commercial, financial, office, and governmental uses.

Policy 6. Commercial and office site planning shall be compatible with the surrounding neighborhood, signage, and landscaping.

The proposed amendment would permit “Social Halls” in the Downtown Commercial Zoning District, would permit “Office, professional/business and medical” uses in the C-3, Highway Service Commercial Zoning District, and would further accommodate growth and commercial uses. These amendments are consistent and compatible with the objectives, policies, general land uses, and programs specified in the General Plan, including the objective to ensure the provision of adequate commercial shopping opportunities and office space locations to meet anticipated needs.

ENVIRONMENTAL REVIEW:

The proposed amendment is exempt from the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3) of the CEQA Guidelines (Cal. Code Regs., tit. 14, div. 6, ch. 3) by the “Common Sense Exemption,” which states that CEQA applies only to projects that have a potential for causing a significant effect on the environment.

The proposed amendments do not change the zoning designation on any individual property and do not affect existing land uses. The amendment will enable the City’s zoning ordinance to be updated in certain development standards, Site Plan and Design Review procedures, definitions and the commercial zoning matrix. Because it can be seen with certainty that there is no possibility that the activity in question may have a significant on the environment, it is exempt from CEQA.

PLANNING COMMISSION ACTIONS AND RECOMMENDATION:

The Planning Commission held a Public Hearing on December 13, 2022, to consider this Zoning Code Text Amendment. Staff attended the meeting to present the staff-initiated proposal and answer questions from the Commission. There were no questions from members from the public in attendance. At the conclusion of the public comments, the Commission on a vote of 3-0, Item 7.4
6 approved Planning Commission Resolution No. 2022-09, recommending approval of this Zoning Code Text Amendment to the City Council, subject to findings contained in the Resolution.

City staff made some minor editorial and technical amendments to the proposed texts that was presented to the Planning Commission.

PUBLIC NOTICE:

In accordance with Government Code Section 50022.3, the City Council must schedule a public hearing after the first reading of the title of the proposed ordinance. The Ordinance and Code must be available for public review at least 15 days before the public hearing. The public notice for the consideration of the ordinance for adoption needs to be published once a week for 2 weeks prior to the hearing. The Public Hearing Notice was published on October 1, 2025 and on October 10, 2025. The public hearing date of October 21, 2025, will allow enough time for the City to meet the public notice requirements of Government Code Sections 6066, 50022.3, and 50022.6.

FISCAL IMPACT:

There will be no fiscal impact for this item.

ATTACHMENTS:

1. Ordinance

2. Planning Commission Resolution 2022-09
Item 7.4
1 ORDINANCE NO. ___

ORDINANCE OF THE CITY COUNCIL OF THE CITY OF LIVINGSTON AMENDING LIVINGSTON MUNICIPAL CODE TITLE 5, CHAPTER 3, CHAPTER 4, CHAPTER 6, AND CHAPTER 7 RELATED TO VARIOUS DEVELOPMENT STANDARDS, SITE PLAN AND

DESIGN REVIEW PROCEDURES, DEFINITIONS, AND COMMERCIAL ZONING MATRIX WHEREAS, pursuant to Title 5, Chapter 6, Section 5-6-2(B)(4) of the Livingston Municipal Code (LMC), the City Planner, by the Authority of the City Manager, has prepared text amendments to the language of various sections of Chapters 3, 4, 6 and 7 of Title 5 of the LMC to update various development standards and definitions, including, but not limited to, building structure setback requirements, off-street parking standards, and the site plan approval process; and
WHEREAS, the Planning Commission, has reviewed the proposed text amendments at a duly noticed public hearing on December 13, 2022, and has fully considered all comments whether orally or in writing regarding the proposed text amendments and has adopted its Resolution 2022-09, recommending that the City Council amend the LMC, as provided for in this Ordinance; and WHEREAS, the City Council reviewed the proposed text amendments at a duly noticed public hearing on September 2, 2025, and has fully considered all comments whether orally or in writing regarding the proposed text amendments; and
WHEREAS, the City Council reviewed the proposed text amendments at a duly noticed public hearing on October 21, 2025, and has fully considered all comments whether orally or in writing regarding the proposed text amendments; and
WHEREAS, LMC Section 5-6-2(A) states that City zoning regulations shall be consistent with the General Plan in accordance with California Government Code Section 65860. The Planning Commission has determined, and the City Council concurs, that the proposed text amendments are consistent with the 1999 Livingston General Plan, including, but not limited to, Objective A, “ensure the provision of adequate commercial shopping opportunities and office space locations to meet anticipated needs.”

NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF LIVINGSTON, CALIFORNIA does ordain as follows:

SECTION 1. Findings. The City Council hereby finds, determines, and declares that:
(A) The City Council of the City of Livingston hereby finds and determines that all of the above Recitals are true and correct and incorporates such Recitals into this Ordinance as fully set forth herein; and
(B) The proposed amendments to Title 5 of the Livingston Municipal Code are consistent with the general plan; and
(C) The proposed amendments to Title 5 of the Livingston Municipal Code will not be detrimental to the public health, safety or welfare of the City or its residents.

SECTION 2. Table 8 “BUILDING STRUCTURE SETBACK REQUIREMENTS” of Section 5-3-16:
“LOT DEVELOPMENT STANDARDS” of Title 5 of the Livingston Municipal Code is revised to read as follows:

Item 7.4
2 Table 8: Building Structure Setback Requirements
(All Setbacks Measured in Feet)
Zone Minimum
Front
Yard
Setback
Minimum
Side Yard
Setback
Minimum
Corner Side
Yard
Setback
Minimum
Rear Yard
Setback
Minimum
Front Yard
Setback -
Porches
Minimum
Front Yard
Setback –
Side Loaded
Garage
Minimum
Rear Yard
Setback –
Covered
Patios
R-E 251 10 15 20 15 15 10
R-1 20 105 15 15 (first floor)
1520 (second
floor)
10 10 10
R-2 15 5
2 15 1520 10 10 10
R-3 15 5
3 153 15 10 10 10
C-1 n/a4 n/a5 n/a5 n/a6 n/a n/a n/a
DTC n/a4 n/a5 n/a5 n/a6 n/a n/a n/a
C-2 n/a4 n/a5 n/a5 n/a6 n/a n/a n/a
C-3 n/a4 n/a5 n/a5 n/a6 n/a n/a n/a
M-1 n/a7 n/a8 208 n/a9 n/a n/a n/a
M-2 n/a4 n/a5 20
PD n/a10 n/a10
Notes:

1. Setback requirements for R-E districts shall include a 40 foot minimum garage setback.

2. In no instance shall residence on adjoining R-2 lots be closer than 8 feet from the primary structure to primary structure, except on the side next to a street on a corner lot, which shall be 15 feet deep. If a garage is present, or if developing on a reverse corner lot, street side yard setback shall be 20 feet.

3. Each interior lot in an R-3 district shall have a minimum side yard of 5 feet. Corner lots shall have 15 feet, except in the case of a reverse corner lot or a garage; then it shall be 20 feet.

4. No minimum, except where the frontage in a block is partially in a residential district; in which case the front yard shall be the same as required in such residential district.

5. No minimum, except where the side of a lot abuts a residential district; in which case the side yard shall not be less than 105 feet.

6. No minimum, except where the rear of a lot abuts a residential district; in which case a rear yard of 15 feet shall be required.

7. Where any of the lots within the same block are already developed with front yards less than 15 feet, then a minimum of 10 feet shall be required for the front yard depth.

8. On corner and reverse corner lots in the M-1 district, the side yard which faces the street shall be 20 feet.

9. When no alley intervenes between the rear property lines, each lot in the M-1 district shall maintain a rear yard of not less than 10 feet, except the rear yard may be less than 10 feet when the building is built in compliance with the requirements of the fire code after approval from the planning commission is obtained.

10. As determined by planned development overlay permit.

SECTION 3. Figure 2 “PARKING STANDARDS” of Section 5-4-5: “OFF STREET PARKING AND LOADING” of Title 5 of the Livingston Municipal Code is revised to read as follows:

FIGURE 2

PARKING STANDARDS
Existing
Item 7.4
3 New
Item 7.4
4 New
Item 7.4
5 Figure 2 Parking Layout Dimensions

DEGREES
“A”
(FEET)
“B”
(FEET_
ONEWAY

TRAFFIC
“C”
(FEET
TWOWAY

TRAFFIC
“C”
(FEET)
“D”
(FEET)
0 22.5 8.0 12 20 -
20 26.3 15.3 12 20 22.1
25 21.3 16.6 12 20 25.0
30 18.0 17.8 12 20 27.8 46.6 55.6
35 15.7 18.8 12 20 30.2 49.6 57.6
40 14.0 19.8 12 20 32.7 51.6 59.6
45 12.7 20.5 12 20 34.6 53.0 61.0
50 11.7 21.1 12 20 36.4 54.2 62.2
55 11.0 21.5 12 20 37.8 55.0 63.0
60 10.4 21.8 15 20 39.1 58.6 63.6
65 9.9 21.9 17 21 40.0 60.8 64.8
70 9.6 21.9 20 22 40.7 63.8 65.8
75 9.3 21.6 23. 23 40.9 66.2 66.2
80 9.1 21.3 24 24 41.0 66.6 66.6
85 9.0 20.7 24 24 40.6 65.4 65.4
90 9.0 20 24 24 40.0 64.0 64.0
NOTES:

1. Parking stall dimensions other than 9’ x 20’ giving a total area of 180 sq. ft. may be used subject to approval by the City Engineer.

2. Minimum parking stall dimensions for compact car shall be 8’ x 17’.

3. Absolute minimums: Length = 17.0’, Width = 8.0’, One-way aisle = 12.0’, Two-way aisle = 20.0’

4. These details shall be considered the minimum requirements and the City may increase these requirements in certain instances.

5. Landscaping shall be provided pursuant to 5-4-4: Landscaping and 5-4-5: Off-Street Parking and Loading.

6. Twenty-five percent of required off-street parking may be designated as compact car spaces and shall have a minimum parking stall dimensions as described in Note #2.

7. The number of handicap parking spaces shall be determined by the adopted Building Code
SECTION 4. Figure 3 “PARKING LAYOUT” of Section 5-4-5: “OFF STREET PARKING AND LOADING” of Title 5 of the Livingston Municipal Code is revised to read as follows:

FIGURE 3
Item 7.4
6 PARKING LAYOUT
SECTION 5. Subdivisions (C)(2) through (C)(4) of Section 5-4-5: “OFF STREET PARKING AND LOADING” of Title 5 of the Livingston Municipal Code are revised to read as follows:

2. Bumpers. Where bumpers overhang planters on raised walkways, the depth of parking stalls may be reduced by 2 feet, to 18 feet.

Item 7.4
7 x = stall not accessible in certain layouts

3. Parking layout dimension. Parking layout dimension (in feet) for 8'6" stalls at various angles
Dimensions 80° 70° 60° 50° 45° 40° 30° 20°
A Stall width, parallel
to aisle
8'8" 9'1" 9'10" 11'1" 12'0" 13'3" 17'9" 21'10"
B Stall length of line 21'6" 23'1" 25'0" 27'2" 28'6" 30'2" 34'9" 43'4" C Stall depth to wall 21'2" 21'8" 22'0" 20'9" 20'2" 19'4" 17'4" 14'10" D Aisle width (bot. stall
lines)
24'0" 20'0" 14'6" 12'0" 12'0" 12'0" 12'0" 12'0"
E Stall depth, interlock 120'5" 20'0" 20'0" 18'1" 17'2" 18'2" 13'9" 10'10" F Module, wall to
interlock
65'7" 61'11" 54'6" 50'10" 49'4" 47'6" 43'1" 37'8"
G Module, interlocking 64'10" 60'6" 54'6" 48'2" 46'4" 44'4" 39'6" 33'8" H Module, interlock to
curb face
63'1" 59'6" 54'2" 48'8" 47'4" 46'0" 42'1" 36'8"
I Bumper overhang
(typical)
2'6" 2'5" 2'5" 2'2" 2'0" 1'6" 1'0" 1'0"
J Offset 0'3" 1'1" 2'10" 4'7" 6'0" 7'9" 12'9" 21'11"
K Setback 3'6" 6'10" 9'7" 12'10" 14'2" 15'4" 17'3" 18'9" L Cross aisle (oneway)14'0" 14'0" 14'0" 14'0" 14'0" 14'0" 14'0" 14'0" Item 7.4
8 Section 4. Off-street parking requirements.

Off-Street Parking Requirements
Residential land uses
Boarding houses At least 1 garage, carport or off-street space for each 2 occupants of a boarding house
Home occupations At least 1 off-street parking space
Mobilehomes 2 parking spaces for each mobilehome unit
Multi-family dwellings At least 2 garage, carport or off-street parking spaces for each dwelling unit in multiple-family projects consisting of 3 to 6 units At least 1 garage, carport or off-street parking space for each dwelling unit in multiple-family projects consisting of 7 or more units; the Planning Commission may require the provision of visitor parking in addition to the required parking for multiple-family projects of 7 or more units, based on a finding of need due to factors such as available on street parking, distance of units to the street, and the type and size of the units; such visitor parking shall be marked and will be provided at a minimum of 1 space per each 10 units
Residential care facilities 1 parking space for each 1 employee Rest homes At least 1 parking space for each 3 beds in any rest home Second unit dwellings 1 off-street parking space for each bedroom in unit Single-family and two-family
dwellings
At least 2 garage, carport or off-street (driveway) parking spaces for each dwelling unit on the same lot
Public and quasi-public land uses
Cemeteries As per use permit
Churches At least 1 parking space for every 5 seats for all churches (18 in. of bench = 1 seat)
Communication facility 1 parking space for each 500 sq. ft. of gross floor area Community center At least 1 parking space for each 100 sq. ft. of floor area of any community center or related public use facility
Daycare center 1 parking space for each 1 employee, plus 1 space for each 4 clients Government offices 1 parking space for each 300 sq. ft. of floor area Libraries 1 parking space for each 300 sq. ft. of floor area Lodges, for social halls, union
halls and private clubs
1 parking space for every 50 sq. ft. of gross floor area Parks For active recreational areas over 5 acres in size, at least 5% of the total area shall be provided for off-street parking facilities Public buildings At least 1 parking space for every 3 employees in public buildings and public utility buildings and substations
Schools At least 1 parking space for each employee in schools; in addition, 1 parking space for each 3 seats in the main auditorium or assembly hall in intermediate schools; and 1 parking space for every 7 students in senior high schools
Commercial recreational land uses
Amusement center 1 space for every 200 sq. ft. of floor area, plus 1 space for each employee Bowling alleys 4 parking spaces for each lane
Item 7.4
9 Golf courses At least 10 off-street parking spaces for each hole on a golf course Overnight recreation vehicle
parks
1 parking space for each rental unit
Skating rinks 1 parking space for every 100 sq. ft. of skating area Swimming pools 1 parking space for each 100 sq. ft. of pool deck area Tennis courts 2 parking spaces for each court
Commercial and industrial land uses
Beauty shops and
barbershops
1 parking space for each 300 sq. ft. of floor area for all personal retail services
Commercial, light industrial
use
2 parking spaces per use, plus 1 space per 750 sq. ft. of gross floor area Drive-ins A minimum of 15 parking spaces
Drive-through facilities To be considered on an individual basis, based on number of employees and size of facility; shall include provisions for drive-up queue out of driveway circulation areas
Gas stations 1 parking space for each employee; areas devoted to retail or food sales shall be determined separately
Health/fitness facilities 1 parking space for each 300 sq. ft. of floor area Hotel At least 1 off-street parking space for each room of a hotel Industrial uses 1 off-street parking space for each 1 employee, or 1 space for each 250 sq. ft. of office area; plus, 1 space for each 1,000 sq. ft. of building area devoted to other than office, and 1 space for each company vehicle Laboratory research 1 parking space for each 500 sq. ft. of gross floor area Laundries and dry cleaning 1 parking space for each 300 sq. ft. of floor area Medical and dental office 1 parking space for each 200 sq. ft. of gross floor area, plus 1 additional space for each employee or staff member
Motel At least 1 off-street parking space for each sleeping or dwelling unit of a motel
Motor vehicle, machinery and
garage repairs
1 parking space for each 400 sq. ft. of floor area and 1 for each vehicle used in conduct of the business; as for outdoor motor vehicle or machinery sales lots, 3 parking spaces, plus 1 for each employee for each lot
Professional office for banks,
law firms, repair stores and the
like (except for medical and
dental offices)
At least 1 parking space for every 300 sq. ft. of a business or professional office, plus 1 additional space for each employee or staff member Recycling collection center 2 parking spaces per collection area Restaurants, cafés and bars 1 parking space for each 50 sq. ft. of dining, indoor/outdoor seating, waiting and lounge areas
Retail commercial 1 parking space for each 300 sq. ft. of gross floor area for retail sales Salvage yards 1 space for each 2 employees, plus 1 space for each 10,000 sq. ft. of lot area, or 2 spaces for each 100 sq. ft. of floor area, whichever is the greater
Service repair stations 4 parking spaces per station, plus 1 space per 300 sq. ft. of floor area Theaters, auditoriums and
sports arenas
1 parking space for every 5 seats (18 in. of bench = 1 seat) Item 7.4
10 Veterinary services/kennel 1 parking space for each 400 sq. ft. of gross floor area Wholesale 1 parking space for every 1 employee or 1 parking space for every 2,000 sq. ft. of gross floor area
SECTION 5. Section 5-6-7: “SITE PLAN AND DESIGN REVIEW” of Title 5 of the Livingston Municipal Code is revised to read as follows:
(A) Intent: The purpose of site plan and design review is to permit the city to evaluate site plans and designs of new and existing structures to assure compatibility, harmony in appearance in neighborhoods, reduction of negative impacts of nonaesthetic development and orderly development of the community.

Approval of site plan may be conditioned upon the construction of curbs, gutters and/or sidewalks on the subject property.
(B) Application For Site Plan And Design Review.

1. Site plan and design review shall apply to all DTC, C-1, C-2, C-3, M-1 and M-2 districts, as well as all new development in R-2 and R-3 districts. Site Plan and Design Review shall also apply to significant exterior alterations to exterior structures, as defined in Section 5-7-2 and determined by the Community Development Director.

2. Applications for new developments shall be made on a form prescribed by the city, together with copies of such site plans and sets of architectural drawings, if applicable. Site plans shall be drawn to a scale that shall indicate the full dimensions, topographic features and information necessary for the council to make an evaluation of the request. Architectural drawings shall be of such scale and contain such information as to permit the council to make a full evaluation of the outside appearance, color, texture of materials and appurtenances necessary for the development of the structure.

3. Scale drawings of all signs, which will be included within the subject property, shall also be submitted concurrently with the site plan and architectural plans of any proposed project. (C) Project Description: Site plans shall identify:

1. All potentially reflective exterior building materials, location of the materials in relation to the position of the sun, and to the location of motorists and other persons within sight of the project.

2. The type of activities to be performed, what hours they will be performed, where on the property they will be performed, and what types of shielding/screening will be employed.

3. Each exterior light source according to type, location, wattage, height, direction of lighting patterns, type of shielding, when in use, and whether the light is steady or pulsating. An outline of directly illuminated areas, including points of overlap between lighting patterns, all streets within the lighting system, and all adjacent property lines must be submitted for a lighting plan.

4. Conditions requiring additional review to determine whether mitigation measures are necessary:
(a) Any light source that directly illuminates adjacent properties. (b) Additional indirect illumination of adjacent properties in excess of 1.5 foot-candles.

Item 7.4
11 (c) For pedestrian lighting systems, a point of overlap between light patterns greater than seven feet (7').
(d) Intensity of lighting within the physical limits of an area required to be lighted that is greater than seven (7) foot- candles.
(D) Design Requirements:

1. The provision for benches, telephones and shaded areas at major transit destinations shall be determined based upon necessity with city approval during a site plan review procedure.

2. The height and scale of new commercial and industrial development should be compatible with that of surrounding buildings where an established pattern or character is apparent. New development shall provide a transition from the height of adjacent structures to the maximum height of new development.

3. All roof equipment shall be screened from a horizontal line of sight. Ground or interior mounted mechanical equipment with appropriate screening is encouraged as an alternative to roof mounting.

4. Entries shall be protected from the elements and shall create a focus or sense of entry for the building. Use of wall recesses, roof overhangs, canopies, arches, signs, and similar architectural features shall be integral elements of the building's design.

5. Buildings, landscaping, parking and other development features shall be arranged in a manner that is compatible with the size, scale and appearance of nearby development.

6. Site planning shall emphasize a strong relationship to the adjoining street(s) and encourage pedestrian circulation and access. Pedestrian access shall be separate from vehicular access, where feasible.

7. Site plans shall provide safe and well defined pedestrian connections from buildings to parking areas, from buildings to the adjoining street(s), and among buildings on the same site. Pedestrian connections between commercial development and surrounding residential neighborhoods should also be provided.

8. Buildings, sidewalks, and parking lots shall be located to minimize conflicts between pedestrian and vehicular circulation on a site.

9. On site circulation shall be designed to provide safe and efficient access for delivery vehicles, visitors and employees, and pedestrians.

10. Loading and trash facilities shall be located where they may be adequately screened from view, generally at the rear of the structures, away from the street.

11. Long expanses of fence shall be offset and architecturally designed to prevent monotony.

Landscaped pockets and limited openings are encouraged.

12. Where industrial development abuts nonindustrial uses, appropriate buffering techniques shall be employed such as setbacks or screening landscaping.

13. Site design for new industrial development shall consider the following:

Item 7.4
12 (a) Controlled site access;
(b) Service, storage, and loading areas located at the rear or side of buildings; (c) Screened storage and outdoor work areas and equipment; (d) Landscaping, signage and other features that emphasize the main entrance; (e) Landscaping provided for all areas not developed for parking, storage, or buildings.

14. Compliance with other applicable provisions of the city's design guide. (E) Undesirable Design Elements To Be Avoided:

1. Large, blank, flat wall surfaces.

2. Exposed, untreated precision block walls.

3. Chainlink fence and barbed wire.

4. False fronts.

5. "Stuck on" mansard roofs.

6. Materials requiring high maintenance (such as stained wood, shingles or light gauge metal siding).

7. Mirror window glazing.

8. Loading doors facing the street.

9. Exposed roof drains.
(F) Design Review Process: The Community Development Director planning commission shall be the recommending body, with the Planning Commission city council as the final approving body of the design review process. Upon submission of drawings and applications for review, the Community Development Director planning commission and city council shall meet and render a written report recommending approval, approval with conditions, or denial. The city council Planning Commission shall make final approval.
(G) Judicial ReviewAppeal: The time to appeal a decision of the Planning Commission city council pursuant to this section shall be governed by the provisions of § 5-6-12-6 of this code California Code Of Civil Procedure section 1094.6.
(H) Occupancy Permits: Before a building may be occupied, the building official shall certify that the site or structure has been developed in conformity with the plans and conditions approved herein. (Ord. 533, 8-16-2005)
(I) Minor Modifications: Minor modifications are modifications to previously approved plans or permits where the change is in substantial conformity with the approved plan or permit. The Community Development Director shall be the approving body of minor modifications to Item 7.4
13 previously approved plans or permits. The Community Development Director may approve, conditionally approve, or deny a Minor Modification.

SECTION 6. Section 5-7-2: “DEFINITIONS OF WORDS AND PHRASES” of Title 5 of the Livingston Municipal Code is revised to read as follows:

The words, terms and phrases used in this title shall be given the meanings commonly assigned in the English language.

ABUTTING: Land or zoning district boundaries having a common property line. Lands or district boundaries separated by an alley, street or right of way shall be considered ABUTTING.

ACCESSORY BUILDING: A detached subordinate structure or building located on the same premises as the main building or buildings, the use of which is customarily incidental to that of the main building or to the use of the land. Where any portion of a wall of an accessory building or structure is attached to the main building, or where an accessory structure is attached to the main building in a substantial manner by a roof or deck, the ACCESSORY BUILDING or structure shall be considered and treated as part of the main building.

ACCESSORY DWELLING UNIT. An attached or detached residential dwelling unit which provides complete independent living facilities for one or more persons. It shall include permanent provisions for living, sleeping, cooking, and sanitation on the same parcel as the single-family dwelling or multifamily dwelling is or will be situated. An ACCESSORY DWELLING UNIT also includes the following: (A) an efficiency unit; and (B) a manufactured home.

ACCESSORY USE: A use naturally and normally incidental to, subordinate to, or exclusively devoted to a principal use and located on the same lot therewith.

AFFORDABLE HOUSING: Affordable sales housing or affordable rental housing. AFFORDABLE HOUSING focuses on moderate, low and very low income households as defined herein and by state statute.

AGRICULTURE: The tilling of soil, the raising of crops and horticulture, including all uses customarily incidental thereto, but not including slaughterhouses, feed yards, hog farms, fertilizer works, bone yards or plants for the reduction of animal matter or any other industrial or agricultural use which is similarly objectionable because of noise, odor, smoke, dust or fumes.

ALLEY: Any public or private thoroughfare less than forty feet (40') in width, which affords only a secondary means of access to property, where such property is accessible by a STREET as defined in this section.

APARTMENT: One or more rooms in an apartment house intended or designed to be occupied by one family for living and sleeping purposes and containing kitchen and bath facilities.

APPLICANT: The person, public or private, listed as the applicant on an application for a project and includes the record owner of the real property that is the subject of the project at the time of the application for the project.

BASEMENT: That portion of a building between the floor and ceiling which is partly below and partly above grade, but so located that the vertical distance from grade to floor is greater than the vertical distance from grade to ceiling.

Item 7.4
14 BLOCK: All property fronting on one side of a street between intersecting and intercepting streets, or between a street railroad right of way, dead end street, waterway, natural barrier or unsubdivided acreage.

An intercepting street shall determine only the boundary of the block on the side of the street that it intercepts.

BUILDING: Any permanent structure built for the occupancy, support, shelter or enclosure of persons or animals, or personal property of any kind and/or for use in commercial, industrial or other enterprises.

BUILDING, ACCESSORY: A subordinate building such as a carport or garage, the use of which is clearly incidental and secondary to that of the main building, on the same lot or parcel of land.

BUILDING AREA: The total amount of ground area occupied by all buildings and structures on a parcel of land.

BUILDING HEIGHT: The vertical distance from the average level of the highest and lowest point of that portion of the lot covered by the main building to the topmost point of the roof of such building.

BUILDING, MAIN: A building in which is conducted the principal use of the lot upon which it is situated.

BUILDING SITE: The ground area of a building or group of buildings with its principal building fronting on a street, road or highway, together with all yard and open spaces as required by this title.

CANNABIS: Shall have the same meaning as set forth in Business and Professions Code section 19300.5(f) as the same may be amended from time to time. For purposes of this title, CANNABIS and marijuana shall have the same meaning. CANNABIS means all parts of the plant Cannabis sativa Linnaeus, Cannabis indica, or Cannabis ruderalis, whether growing or not; the seeds thereof; the resin, whether crude or purified, extracted from any part of the plant; and every compound, manufacture, salt, derivative, mixture, or preparation of the plant, its seeds, or resin. CANNABIS also means the separated resin, whether crude or purified, obtained from cannabis. CANNABIS does not include the mature stalks of the plant, fiber produced from the stalks, oil or cake made from the seeds of the plant, any other compound, manufacture, salt, derivative, mixture, or preparation of the mature stalks (except the resin extracted therefrom), fiber, oil, or cake, or the sterilized seed of the plant which is incapable of germination. For the purpose of this definition, CANNABIS does not mean INDUSTRIAL HEMP as defined by section 11018.5 of the Health and Safety Code.

CANNABIS CULTIVATION: Means any activity involving the planting, growing, harvesting, drying, curing, grading, or trimming of cannabis, including nurseries.

CANNABIS CULTIVATION AREA: Means the total aggregate area(s) of cannabis cultivation on a single premises as measured around the outermost perimeter of each separate and discrete area of cannabis cultivation at the drip-line of the canopy expected at maturity and includes, but is not limited to, the space between plants within the cultivation area, the exterior dimensions of garden beds, garden plots, hoop houses, green houses, and each room or area where cannabis plants are grown, as determined by the review authority.

CANNABIS CULTIVATION - INDOOR: Means the cultivation of cannabis using exclusively artificial lighting.

Item 7.4
15 CANNABIS CULTIVATION - MIXED-LIGHT: Means the cultivation of cannabis using any combination of natural and supplemental artificial lighting. Greenhouses, hoop houses, hothouses and similar structures, or light deprivation systems are included in this category.

CANNABIS CULTIVATION - OUTDOOR: Means the cultivation of cannabis using no artificial lighting conducted in the ground or in containers outdoors with no covering. OUTDOOR CULTIVATION does not include greenhouses, hoop houses, hothouses or similar structures.

CANNABIS CULTIVATION SITE: Means the premises, leased area(s), property, location or facility where cannabis is planted, grown, harvested, dried, cured, graded, or trimmed, or a location where all or any combination of those activities.

CANNABIS DISPENSARY, DISPENSARY or RETAIL CANNABIS ACTIVITY: Means a facility, whether fixed or mobile, operated in accordance with State and local laws and regulations, where cannabis and/or cannabis products are offered for retail sale, including an establishment that delivers cannabis and/or cannabis products as part of a retail sale.

CANNABIS DISTRIBUTION FACILITY: Means the location or a facility where a person conducts the business of procuring cannabis from licensed cultivators or manufacturers for sale to licensed dispensaries or delivery operations, and the inspection, quality assurance, batch testing by a type 8 licensee, storage, labeling, packaging and other processes, prior to transport to licensed dispensaries or delivery operations.

This facility requires a type 11 license pursuant to the Medicinal and Adult-Use Cannabis Regulation and Safety Act ("MAUCRSA") or a State cannabis license type subsequently established.

CANNABIS LICENSE: Means a State license issued pursuant to MAUCRSA.

CANNABIS LICENSEE: Means a person issued a State license under MAUCRSA to engage in commercial cannabis uses or activity.

CANNABIS MANUFACTURER: Means a person that produces, prepares, propagates, or compounds manufactured cannabis or cannabis products, either directly or indirectly or by extraction methods, or independently by means of chemical synthesis or by a combination of extraction and chemical synthesis at a fixed location that packages or repackages cannabis or cannabis products or labels or re-labels its container, that holds a valid State type 6 or 7 license, or a State cannabis license type subsequently established, and that holds a valid local license or permit.

CANNABIS MANUFACTURING: Means a facility, whether fixed or mobile, that produces, prepares, propagates, or compounds manufactured cannabis or cannabis products, directly or indirectly, by extraction methods, independently by means of chemical synthesis, or by a combination of extraction and chemical synthesis, and is owned and operated by a licensee for these activities.

CANNABIS NURSERY: Means a licensee that produces only clones, immature plants, seeds, and other agricultural products used specifically for the planting, propagation, and cultivation of cannabis.

CANNABIS PRODUCTS: Means cannabis that has undergone a process whereby the plant material has been transformed into a concentrate, including, but not limited to, concentrated cannabis, or an edible or topical product containing cannabis or concentrated cannabis and other ingredients.

CANNABIS TESTING SERVICE or CANNABIS TESTING LABORATORY: Means a laboratory, facility, or entity that offers or performs tests of cannabis or cannabis products, including the equipment provided by such laboratory, facility, or entity.

Item 7.4
16 CAREGIVER or PRIMARY CAREGIVER: Shall have the same meaning as set forth in Health and Safety Code section 11362.7 as the same may be amended from time to time.

CARPORT: A permanent roofed structure, not enclosed on more than two (2) sides, used or intended to be used for vehicular shelter and storage.

CENTERLINE: The centerline of a street as referred to in this title shall mean the right-of-way centerline as established by official survey.

CHILD CARE CENTER: Shall have the same meaning as "child day care facility" in Health and Safety Code section 1596.750, and as "day care center" in Health and Safety Code section 1596.76, as both may be amended from time to time: any child care facility, and includes infant centers, preschools, extended day care facilities, and school-age child care centers where nonmedical care is provided to children under eighteen (18) years of age in need of personal services, supervision, or assistance essential for sustaining the activities of daily living or for the protection of the individual on less than a twenty four (24) hour basis.

CITY MANAGER: Means the City Manager or his/her designee(s).

COMMERCIAL CANNABIS ACTIVITY or COMMERCIAL CANNABIS USES: Means any commercial cannabis activity licensed pursuant to MAUCRSA, including but not limited to, cultivation, possession, distribution, laboratory testing, labeling, transport, retail activity, delivery, sale or manufacturing of cannabis or cannabis products. COMMERCIAL CANNABIS USES also means any cannabis activity licensed pursuant to additional State laws regulating such businesses. COMMERCIAL CANNABIS USES shall not include legal medical cannabis or cannabis activities carried out exclusively for one's personal use that does not involve commercial activity or sales.

COMMERCIAL CANNABIS PERMIT or CANNABIS PERMIT: Means a permit issued by the City pursuant to this title and section 5-5-14 of this title for the operation of a commercial cannabis business within the City.

CONDOMINIUM: A building/structure wherein the owner holds title to his/her dwelling unit while sharing title to the land and other common areas of the development and sharing maintenance/operating costs with other dwelling unit owners through a condominium corporation.

COURTYARD: An open, unoccupied space, other than a yard on the same lot with a building, and bounded on two (2) or more sides by such building or buildings.

CULTIVATION SITE: Shall have the same meaning as set forth in Business and Professions Code section 19300.5(x) as the same may be amended from time to time.

DENSITY BONUS: Entitlement to build additional residential units above the maximum number of units permitted pursuant to the existing General Plan, applicable specific plan and zoning designations. Density bonus units may be constructed only in developments where units of affordable housing are located.

DENSITY BONUS means a bonus of units awarded to a development pursuant to Government Code section 65915 et seq.

DISTRIBUTOR: Means any commercial cannabis operation that distributes cannabis or cannabis products under a valid State type 11, or a State cannabis license type subsequently established.

Item 7.4
17 DISTRICT: An area of the City defined on the official zoning map within which certain uses of land and building regulations and requirements or various combinations thereof apply under provisions of this title.

DWELLING: A building or portion thereof designed and used exclusively for residential occupancy with cooking and bath facilities. Uses include single-family, two-family, multiple- family dwellings and apartments, but not hotels or motels or boarding houses.

DWELLING GROUP: A group of two (2) or more detached or semidetached dwellings occupying a parcel of land in one ownership and having a yard, court or place in common, but not including motels.

EASEMENT: A space on a lot or parcel of land and so indicated on a subdivision map or in a deed restriction, reserved for and/or used for public utilities and/or public uses.

EFFICIENCY UNIT: Has the same meaning as defined in Section 17957.1 of the Health and Safety Code.

FAMILY: One or more persons occupying a dwelling unit and living as a single housekeeping unit, and distinguished from a group occupying a boarding house, lodging house, motel or hotel.

FENCE: A constructed, unroofed barrier of wood, metal, masonry, or other material as allowed in this zoning ordinance that is intended to enclose, separate, define, secure, protect, and/or screen one or more areas of a site.

GARAGE, PRIVATE CARPORT: A building or portion of a main building, enclosed on three (3) or more sides and designed for the storage of private passenger motor vehicles wherein no service for profit is rendered.

GARAGE, PUBLIC: The use of any building for the storage, care or repair of motor vehicles for compensation and profit.

GENERAL PLAN: Statement of goals and policies and all amendments thereto, adopted by the City Council as a long range, comprehensive guide to the City's growth and development.

GRADE: The ground surface immediately adjacent to the exterior base of a structure, typically used as the basis for measurement of the height of the structure.

GUESTHOUSE: A detached structure necessary to a single-family dwelling, accommodating living/sleeping quarters, but without kitchen or cooking facilities.

JUNIOR ACCESSORY DWELLING UNIT: A unit that is no more than 500 square feet in size and contained entirely within a single-family residence. A JUNIOR ACCESSORY DWELLING UNIT may include separate facilities, or may share sanitation facilities within the existing structure.

IRREGULAR SHAPED LOTS: The Community Development Director shall determine the setback measurements and minimum lot width and depth for lots that are not rectangular in shape (more or less than four sides), contain an arc, or do not have lot lines that are at right angles to one another.

JUNK: Any worn out, cast off or discarded article or material that is ready for destruction or has been collected or stored for salvage or conversion to some other use. Any article or material which, unaltered or unchanged and without further reconditions, can be used for its original purpose as readily as when new, shall not be considered JUNK.

Item 7.4
18 JUNKYARD: Primary or accessory use of a parcel of land for the storage or keeping of junk, including scrap metals or other scrap materials.

KITCHEN: A room or space within a building used or intended to be used for the cooking or preparation of food, which includes any of the following: refrigerator, stove, oven, range top, dishwasher, kitchen sink.

LANDSCAPING: The planting and continued maintenance of ornamental plant material including the installation, use and continued maintenance of a permanent irrigation system.

LIVESTOCK ANIMALS: Animals of a category normally referred to as livestock, including horses, goats, sheep or cattle, but not including swine.

LIVING AREA: The interior habitable area of a dwelling unit, including basements and attics, but does not include a garage or any accessory structure.

LOADING SPACE, OFF STREET: An off street space or berth on the same lot with a building or contiguous to a group of buildings for the temporary parking of a commercial vehicle while loading or unloading merchandise or materials, and which abuts upon a street, alley or other appropriate means of access.

LOT: A parcel of land occupied or to be occupied by a use, building or a unit group of buildings and accessory buildings and uses, under the provisions hereof, including both the building site and all required yards and other open spaces as defined in this title, and having the required street frontage.

LOT AREA: The total horizontal area included within lot lines of a parcel of land.

LOT, CORNER: A lot located at the intersection of two (2) or more streets or bounded on two (2) or more adjacent sides by street lines.

LOT DEPTH: The horizontal length of a straight line drawn from the midpoint of the front lot line to the midpoint of the rear lot line.

LOT FRONT: The portion of any lot that is adjoining a public street. Where a rectangular or roughly rectangular shaped lot is a corner lot, that portion which adjoins a street and is the lesser, measured linearly, than any other portion adjoining any other street, is the front of the corner lot. Where portions adjoin two (2) or more streets and the linear measurements of each such adjoining portions are the same, then the front of the lot shall be determined at the option of the owner, but once such front has been so determined, such portion shall be the front of the lot for all purposes provided in this title.

LOT, INTERIOR: A lot other than a corner lot.

LOT, KEY: The first lot to the rear of a corner lot, the front line of which is a continuation of the side line of the corner lot, exclusive of the width of any alley and fronting on the street which intercepts the street on which the corner lot fronts.

LOT, REVERSED CORNER: A corner lot, the side street line of which is substantially a continuation of the front line of the lot to its rear.

LOT, THROUGH: A lot having frontage on two (2) parallel or approximately parallel streets.

Item 7.4
19 LOT WIDTH: The horizontal distance between side lot lines measured at right angles to the lot depth at the required front setback line.

LOT LINE:

LOT LINE, FRONT: A line defining the front lot. The front lot line for lots fronting on a curved street shall be determined by measuring a cord located twenty five feet (25') from the edge of the street right-ofway.

LOT LINE, REAR: A line which is opposite and most distant from the front lot line, and in the case of an irregular, triangular or gore shaped lot, a line within a lot ten feet (10') in length, parallel to and at the maximum distance from the front lot line.

LOT LINE, SIDE: Any lot lines other than the front or rear lot lines.

MANUFACTURE: Means to compound, blend, extract, infuse, or otherwise make or prepare a cannabis product.

MANUFACTURED CANNABIS: Means raw cannabis that has undergone a process whereby the raw agricultural product has been transformed into a concentrate, an edible product, or a topical product.

MANUFACTURER: Means a licensee that conducts the production, preparation, propagation, or compounding of cannabis or cannabis products either directly or indirectly or by extraction methods, or independently by means of chemical synthesis, or by a combination of extraction and chemical synthesis at a fixed location that packages or repackages cannabis or cannabis products or labels or relabels its container.

MEDICAL CANNABIS or MEDICINAL CANNABIS: Means cannabis that is intended to be used for medical cannabis purposes in accordance with the Compassionate Use Act 1 ("CUA"), the Medical Marijuana Program Act 2 ("MMPA") and the Medicinal and MAUCRSA Act.

MICROBUSINESS: Means a commercial cannabis facility operating under a State type 12 license, or a State cannabis license type subsequently established, and meeting the definition of microbusiness Business and Professions Code section 26070(a)(3)(A), as may be amended from time to time, which cultivates less than ten thousand (10,000) square feet of cannabis and acts as a licensed distributor, level 1 manufacturer, and retailer.

NURSERY: Shall have the same meaning as set forth in Business and Professions Code section 26001(aj), and is a commercial cannabis use that produces only clones, immature plants, seeds, and other agricultural products used specifically for the propagation and cultivation of cannabis.

OPEN SPACE: Land which is available for outdoor recreational activities, passively or actively, for public or private use.

OPERATOR: Means the natural person or designated officer responsible for the operation of any commercial cannabis use.

OUTDOOR DINING AREA: An area for dining which is not located within an enclosed structure and where patrons may consume food and/or beverages provided by an abutting restaurant/cafe. Such restaurants/cafes may either provide table service in the OUTDOOR DINING AREA or sell takeout items Item 7.4
20 to be consumed in the outdoor dining area. All alcohol served outdoors (beer, wine, hard alcohol) and amplified live entertainment requires a conditional use permit.

OVERLAY ZONE: A supplementary zoning designation applied to property in addition to a primary zoning district that highlights special regulations applying to those properties within the overlay zoning district.

PARKING AREA, PUBLIC: An open area, other than a street or alley which is paved, graveled or otherwise surfaced, and used for the parking or storage of vehicles and available for public use whether free, for compensation or as an accommodation for patrons, customers or clientele of a business, professional office or other commercial enterprise.

PARKING SPACE: A space within a lot or public parking area or a building or parking garage exclusive of driveways, ramps, columns, office and work area, for the temporary parking or storage of one vehicle.

PERSON: Means an individual, firm, partnership, joint venture, association, corporation, limited liability company, estate, trust, business trust, receiver, syndicate, tribe, or any other group or combination acting as a unit and includes the plural as well as the singular number.

PERSONAL CANNABIS CULTIVATION: Shall mean that cannabis cultivation which is allowed for a single qualified patient or caregiver for medicinal purposes or that cultivation which is allowed for an adult twenty one (21) years of age or older.

PLANNED DEVELOPMENT: An area of land controlled by a landowner, which is, has been or is proposed to be developed as a single entity for any residential or neighborhood commercial endeavor, the plan for which need not conform in lot size, bulk or type of structure, number of structures per lot, height or yard regulations established for the affected district or districts by any other articles of this title. Such development will be permitted only after a planned unit permit is secured.

PREMISES: Means a legal parcel, or a leasehold interest in land, or a leased or owned space in a building where the commercial cannabis use or activity is or will be conducted.

PUBLIC TRANSIT: A location, including, but not limited to, a bus stop or train station, where the public may access buses, trains, subways, and other forms of transportation that charge set fares, run on fixed routes, and are available to the public.

QUALIFYING PATIENT or QUALIFIED PATIENT: Shall have the same meaning as set forth in Health and Safety Code section 11362.7 as the same may be amended from time to time.

REVIEW AUTHORITY: Means the individual or official City body (the City Manager, Director, Council, Commission, or Board) and others as identified in this Code as having the responsibility and authority to review and approve or deny land use permit applications.

SALE, SELL, and TO SELL: Shall have the same meaning as set forth in Business and Professions Code section 26001(as), as the same may be amended from time to time: any transaction whereby, for any consideration, title to cannabis is transferred from one person to another, and includes the delivery of cannabis or cannabis products pursuant to an order placed for the purchase of the same and soliciting or receiving an order for the same, but does not include the return of cannabis or cannabis products by a licensee to the licensee from whom such cannabis or cannabis product was purchased.

Item 7.4
21 SCHOOL: Means any public or private school providing instruction to students in kindergarten or any grades 1 through 12.

SHIPPING CONTAINER: Any enclosed container constructed of metal, wood, or other material which container was designed or patterned after structures used in containerized shipping operations. No SHIPPING CONTAINER or similar structure shall be used as an accessory structure in any residential or commercial zoning district unless granted a temporary use permit pursuant to section 5-6-9 of this title.

SHIPPING CONTAINERS shall be painted an approved neutral color, allowing it to blend in with its surroundings.

SIGHT DISTANCE AREA: A triangular area, on a corner lot or reverse corner lot bounded by the lot line of such corner lot and a line joining points along such lot lines measured from the intersection of two (2) property lines or their projection to a distance equal to the sum of the building setbacks on each of the two (2) intersecting streets.

SIGNIFICANT EXTERIOR ALTERATIONS TO EXTERIOR STRUCTURES: The community development director shall consider the following criterion when determining when an exterior alteration to an existing structure is significant: a 15% change in the height of the building, a different roof line or design, a minimum 40% surface change in the building’s façade or elevation (including windows and doors), a minimum 40% change in building materials, a minimum 15% increase in overall square footage.

STORY: That portion of a building included between the upper surface of any floor and the upper surface of the floor next above, except that the topmost story shall be that portion of a building included between the upper surface of the topmost floor and the ceiling or roof above. If the finished floor level directly above a basement or cellar is more than six feet (6') above grade, such basement or cellar shall be considered a STORY.

STREET: A public thoroughfare that affords principal means of access to abutting property, including avenue, place, way, boulevard, drive, lane, highway, road and any thoroughfare except an "alley" as defined herein.

STRUCTURAL ALTERATION: Any change in the supporting members of a building, including bearing walls, columns, beams, or girders, floor joist, ceiling joist or roof rafters, foundations, piles or retaining walls or similar components or changes in roof or exterior lines.

STRUCTURE: Shall mean a building completely enclosed and detached from a residence that complies with the California Building Code, as adopted by the City, and has a complete roof enclosure supported by connecting walls extending from the ground to the roof, a foundation, slab or equivalent base to which the floor is secured by bolts or similar attachments, is secure against unauthorized entry, and is accessible only through one or more lockable doors.

SUPPORTIVE HOUSING: Housing with no limit on length of stay, that is occupied by the target population and that is linked to on site or off site services that assist the supportive housing resident in retaining the housing, improving his or her health status, and maximizing his or her ability to live and, when possible, work in the community. SUPPORTING HOUSING UNITS are residential uses allowed in any zone allowing residential uses, subject only to those requirements and restrictions that apply to other residential uses of the same type in the same zone.

Item 7.4
22 SWIMMING POOL: A structure designed to contain water in excess of eighteen inches (18") in depth, located above or below grade or ground surface, commonly constructed of concrete, metal, wood, fiberglass, and/or plastic, and designed and used for recreation or therapy.

TARGET POPULATION: Persons with low income who have one or more disabilities, including mental illness, HIV or AIDS, substance abuse, or other chronic health condition, or individuals eligible for services provided pursuant to the Lanterman Developmental Disabilities Services Act 1 and may include, among other populations, adults, emancipated minors, families with children, elderly persons, young adults aging out of the foster care system, individuals exiting from institutional settings, veterans, and homeless people.

TESTING LABORATORY: Shall have the same meaning as set forth in Business and Professions Code section 26001(at), and means a laboratory, facility, or entity in the State that offers or performs tests of cannabis or cannabis products and that is both of the following: credited by an accrediting body that is independent from all other persons involved in commercial cannabis activity in the State and licensed by the State Bureau of Cannabis Regulation.

TRANSITIONAL HOUSING: Rental housing operated under program requirements that call for the termination of assistance and recirculation of the assisted unit to another eligible program recipient at some predetermined future point in time, which shall be no less than six (6) months from the beginning of the assistance. TRANSITIONAL HOUSING UNITS are residential uses allowed in any zone allowing residential uses, subject only to those requirements and restrictions that apply to other residential uses of the same type in the same zone.

USE: The purpose for which land or a building is arranged, designed or intended for which either land or a building is or may be occupied or maintained.

VOLATILE SOLVENT: Means volatile organic compounds, including but not limited to: a) explosive gases, such as butane, propane, xylene, styrene, gasoline, kerosene, O2 or H2; and b) dangerous poisons, toxins, or carcinogens, such as methanol, methylene chloride, acetone, benzene, toluene, and tri-chloroethylene as determined by the Fire Marshal.

YARD: An open space other than a court, on the same lot with a building, unoccupied and unobstructed from the ground upward except as otherwise provided therein.

YARD, FRONT: A yard extending across the full width of the lot, the depth of which is the distance between the front property line and the setback line.

YARD, REAR: A yard extending across the full width of the lot between the most rear main building and the rear property line. The depth of the required REAR YARD shall be measured horizontally from the nearest part of a main building toward the nearest point of the rear property line.

YARD, SIDE: A yard, between a main building and the side property line, extending from the front yard to the rear yard. The width of the required SIDE YARD shall be measured horizontally from the nearest point of the side property line toward the nearest part of the main building.

YOUTH CENTER: Shall have the same meaning as in section 11353.1 of the Health and Safety Code, as may be amended from time to time: any public or private facility that is primarily used to host recreational or social activities for minors, including, but not limited to, private youth membership organizations or clubs, social service teenage club facilities, video arcades, or similar amusement park facilities.

Item 7.4
23 ZONE: A "district" as defined in this title. Portions of territory in the City within which certain uniform regulations and requirements or various combinations apply pursuant to this title.

ZONING MAP: An official map subscribed by the City and on file with the City that serves to delineate the boundaries of each "district" as defined herein. (Ord. 533, 8-16-2005; and. Ord. 556, 12-19-2006; Ord. 619, 6-17-2014; Ord. 626, 1-19-2016; Ord. 627, 4-5-2016; Ord. 632, 12-19-2017) SECTION 7. Table 3 “COMMERCIAL USES” of “Section 5-3-15: “LAND USE REGULATIONS (ZONING MATRIX)” of Title 5 of the Livingston Municipal Code is revised to read as follows:

Table 3: Commercial Uses
R-E R-1 R-29 R-39 C-19 DTC9 C-29 C-39 M-19 M-29 P-F P/OS Commercial uses:

Agricultural C
Amusement center C C
Automobile repair P P P P
Bar, cocktail lounge C C5 C C
Body art establishment C
Business service P P P P
Commercial cannabis
activity/uses:

Cannabis dispensary/retail
activity with or without
storefront11
Commercial cannabis
cultivation - indoor11
C C
Commercial cannabis
cultivation - mixed light
(enclosed)11
C C
Commercial cannabis
cultivation - outdoor11
Commercial cannabis
distribution11
C C
Commercial cannabis
manufacturing
(volatile/nonvolatile)11
C C
Commercial cannabis -
microbusiness (no retail; no
outdoor cultivation)11
C C
Commercial cannabis
nursery - indoor or mixed
light/greenhouse11
C C
Commercial cannabis
testing11
C C C
Medical cannabis delivery
only (originating from
outside the City)11

C C C C C C C C C C C C
Item 7.4
24 Nonmedical cannabis
delivery only11
Commercial servicesPPPPPP
Cultivation8CCCCCCCCCCCC
Daycare centerCCCC
Emergency shelterCPP
Equipment sales, rental,
repair
PPP
Financial institution, bankPPPP
Horticultural nurseryPP
HospitalC
Hotels, motelsCCP
Laboratory, research
institute
PPP
Licensed community care
facility
1 P
6 P
6 CC
Mixed use
2 CC
Office,
professional/business and
medical
PPPP C7
Outdoor salesPPPP
Public utility
building/substation

CCCCCCP
RecreationCCCCCC
Recreational vehicle
site/trailer court
CC
Residence/manager/owner
3 CCCCCC
Rest homeCC
Restaurant/cafePPPP
Restaurant, drive-inCC
Retail and professional
services
PPPPP
Retail salesPPPP
Service stations, gasolineCCC
Shipping container
accessory structure

CCCCCCCCCCCC
Social HallsCCCCCC
Smoke shop/smoking
lounge10
CC
StoragePP
Vehicle sales
4 CC
Item 7.4
25 SECTION 8. CEQA. The City Council of the City of Livingston hereby finds and determines that the adoption of this ordinance is exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines (Cal. Code Regs., tit. 14, div. 6, ch. 3) Section 15061(b)(3), the “Common Sense Exemption,” because it can be seen with certainty that there is no possibility that the activity in question may have a significant on the environment.

SECTION 9. Effective Date. This Ordinance shall become effective thirty (30) days after its final passage and adoption.

SECTION 10. Severability. If any section, sentence, clause, or phrase of this ordinance is for any reason held to be invalid or unconstitutional by a decision of any court of competent jurisdiction, such decision will not affect the validity of the remaining portions of this ordinance. The City Council hereby declares that it would have passed this ordinance and each and every section, subsection, sentence, clause or phrase not declared invalid or unconstitutional without regard to whether any portion of the ordinance would be subsequently declared invalid or unconstitutional.

SECTION 11. Publication. The City Clerk is directed to certify this ordinance and cause it to be published in the manner required by law.

Introduced: September 2, 2025
Passed and Adopted: October 21, 2025
________________________________
JOSE MORAN, Mayor
of the City of Livingston
ATTEST:

State of California )
County of Merced )
City of Livingston )
I hereby certify that the foregoing Ordinance was duly adopted at a Regular Meeting of the City Council of the City of Livingston on the 21st day of October, 2025, and was passed and adopted at a Regular Meeting of the City Council of the City of Livingston this ____ day of _____, ____, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________
Monica Cisneros, Deputy City Clerk
Item 7.4
26 APPROVED AS TO FORM:
______________________________
Marc Barraza Tran, City Attorney
Item 7.4

ATTACHMENT 2
PLANNING COMMISSION RESOLUTION 2022-09

RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF

LIVINGSTON RECOMMENDING TO THE CITY COUNCIL

APPROVAL OF A ZONING ORDINANCE TEXT AMENDMENT TO
TITLE 5, CHAPTER 3, SECTION 5-3-16: LOT DEVELOPMENT
STANDARDS, SECTION 5-3-15: LAND USE REGULATIONS, CHAPTER 4, SECTION 5-4-5: OFF STRET PARKING AND LOADING, CHAPTER 6, SECTION 5-6-7: SITE PLAN AND DESIGN REVIEW, CHAPTER 7,
SECTION 5-7-2: DEFINITIONS OF WORDS AND PHRASES, AND
CHAPTER 3 (ZONING MATRIX)
WHEREAS, pursuant to Title 5, Chapter 6, Section 2 (B) 4 of the Livingston Municipal Code (LMC), the City Planner, by the Authority of the City Manager, has prepared text amendments to the language of Title 5, Chapters 3, 4, 6 and 7 of the LMC related to various development standards, Site Plan and Design Review Procedures, definitions and the commercial zoning matrix; and
WHEREAS, the Planning Commission, has reviewed the proposed text amendments at a duly noticed public hearing on November 8, 2022, and has fully considered all comments whether orally or in writing regarding the proposed text amendments; and WHEREAS, LMC Section 5-6-2 (A) states that City zoning regulations shall be consistent with the General Plan in accordance with California Government Code, Section 65860 and the Planning Commission determines that the proposed text amendments are consistent with the 1999 Livingston General Plan Objective A, “Ensure the provision of adequate commercial shopping opportunities and office space locations to meet anticipated needs”; and
WHEREAS, staff has reviewed the project with reference to the 1999 General Plan, and the Zoning Ordinance (specifically Sections 5-3-15, 5-3-16, 5-4-5, 5-6-7 and 5-7-2); and finds that, based on the evidence documented within the associated staff report and proceedings of the public hearing, is generally consistent with the General Plan.

WHEREAS, the proposed text amendments are categorically exempt from the California Environmental Quality Act (“CEQA”) under the CEQA Guidelines, Section 15061 (b)(3), the “Common Sense Exemption,” because it can be seen with certainty that the activity will not have a significant effect on the environment.

NOW, THEREFORE, BE IT RESOLVED that the Livingston Planning Commission hereby adopts Resolution 2022-09, recommending that the City Council amend the LMC, as provided for in attached Exhibit A.

Item 7.4

The foregoing resolution was introduced and moved for adoption on November 8, 2022, by Commissioner _____, and being duly seconded by Commissioner ________, was passed by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ATTEST:
__________________________ ________________________________ Chair, ROBERT WALLIS Secretary of the Planning Commission

MIGUEL GALVEZ
Attachment:

Exhibit A – Draft City Council Ordinance
Item 7.4

STAFF REPORT
AGENDA ITEM: Resolution Authorizing and Approving The Update To the Emergency Operations Plan for the City of Livingston
MEETING DATE: October 21, 2025
PREPARED BY: John Ramirez, Interim Chief of Police
APPROVED By: Jose Antonio Ramirez, City Manager
RECOMMENDATION:

Staff recommends the City Council adopt a resolution authorizing and approving the update to the Emergency Operations Plan for the City of Livingston.

BACKGROUND:

The preservation of life and property is an inherent responsibility of the government. As a natural disaster may occur at any time, the City of Livingston must protect life and property through planning, preparedness measures, and training. Sound emergency plans carried out by knowledgeable and well-trained personnel minimizes losses.

The City of Livingston Emergency Operations Plan (“EOP”) establishes an Emergency Management Organization and assigns functions and tasks consistent with California’s Standardized Emergency Management System and the National Incident Management System. The State and Federal Government adopted these systems after disasters where lack of coordination resulted in greater losses than necessary. Both systems require coordination between departments within the City of Livingston.

The City’s emergency first responders, the Merced County Office of Emergency Services, the California Office of Emergency Services, and other involved agencies developed the EOP, using the “Whole Community” approach. The EOP provides direction on all phases of the emergency: from the first response to the recovery process.

This item is before the City Council to request approval of Resolution 2025-______ (Attachment 1) approving the update to the City of Livingston Emergency Operations Plan.

DISCUSSION:

Item 7.5
The City established an emergency organization and local disaster council. (Municipal Code 1-20-4.). The Municipal Code also requires the development of an emergency plan that outlines the responsibilities for emergency management operations and specifies the officials authorized to proclaim a local emergency. (Municipal Code 1-20-8.).

When there is an immediate threat or actual emergency, the City will implement the EOP and take actions to mitigate or reduce the emergency threat. Actions may include deploying field-level emergency response personnel, activating the Emergency Operations Center, and issuing orders to protect the public. The City will commit all accessible and applicable local, state, and federal resources to protect lives, property, and the environment.

The EOP is a comprehensive emergency management system that plans responses to disaster events associated with natural, manmade, or technological incidents. The EOP specifically describes roles and responsibilities of participants with the Emergency Operations Center (“EOC”), while following an emergency management structure of authority. The EOP also describes mutual aid in the region, outlines sources of outside support, and details how the City prepares and responds to emergencies. The City of Livingston EOP was last updated in 2017.

The updated EOP ensures compliance with current State and Federal emergency management guidelines, including the National Incident Management System (NIMS), the Standardized Emergency Management System (SEMS), and the California Office of Emergency Services (Cal OES) planning guidance. The revisions strengthen coordination between city departments and partner agencies to improve preparedness, response, recovery, and mitigation capabilities. These changes will also reflect current operational capabilities, updated hazards, and best practices in emergency management. The plan will continue to evolve through ongoing training, exercises, and interagency coordination to ensure the safety and resilience of the community.

The EOP outlines:
 Direction and Control (Annex A)
 Continuity of Operations/Continuity of Government (Annex B)  Communication and Warning (Annex C)
 Emergency Public Information (Annex D)
 Recovery and Mitigation (Annex E)

FISCAL IMPACT:

No additional fiscal impact to Fiscal Year 2025-2026 budget.

ATTACHMENTS:

1. Resolution No. 2025-______

2. City of Livingston Annex A: Direction and Control

3. City of Livingston Annex B: Continuity of Operations/Continuity of Government

4. City of Livingston Annex C: Communication and Warning

5. City of Livingston Annex D: Emergency Public Information

6. City of Livingston Annex E: Recovery and Mitigation

7. Emergency Operations Plan
Item 7.5

8. City of Livingston Hazard Appendices 2025
Item 7.5

RESOLUTION NO. 2025-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LIVINGSTON

AUTHORIZING AND APPROVING THE UPDATE TO THE EMERGENCY OPERATIONS PLAN

FOR THE CITY OF LIVINGSTON
WHEREAS, the City of Livingston is responsible for the safety and wellbeing of its residents and employees and recognizes the need to prepare for, respond to, and recover from natural and manmade disasters; and WHEREAS, Section 1-20-8 of the City’s Municipal Code requires the development of an emergency plan that outlines the responsibilities for emergency management operations and specifies the officials authorized to proclaim a local emergency; and WHEREAS, City staff has met with departments and other local agencies that are pivotal for emergency response to update the City’s Emergency Operations Plan (“EOP”); and WHEREAS, the EOP establishes the comprehensive emergency management system and describes the roles and responsibilities of participants identifies within the EOP; and WHEREAS, City staff now seeks City Council’s approval of the updated EOP.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Livingston hereby:

1. Adopts the 2025 Emergency Operations Plan update.

2. This resolution will become effective immediately.

I hereby certify that the foregoing Resolution No. 2025-______ is a full, true and correct copy of a resolution duly passed and adopted by the City Council of the City of Livingston at a regular meeting thereof duly held on the 21st day of October 2025, by the vote recorded as follows:

AYES:

NOES:

ABSENT:

ABSTAIN:

By: ______________________________
Jose A. Moran, Mayor
of the City of Livingston
ATTEST:
___________________________________
Monica Cisneros, Deputy City Clerk
of the City of Livingston

APPROVED AS TO LEGAL FORM
Item 7.5

____________________________________
Marc Barraza Tran, City Attorney
of the City of Livingston
Item 7.5
Annex A:

Direction and
Control
An Annex to the
City of Livingston
Emergency Operations
Plan
April 2025
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 2
Table of Contents
INTRODUCTION ............................................................................................................... 4 CITY OF LIVINGSTON EMERGENCY MANAGEMENT ORGANIZATION ...................... 4 City of Livingston SEMS Organization ........................................................................... 4 CONCEPT OF OPERATIONS .......................................................................................... 6 EOC Purpose ................................................................................................................. 6 EOC Facility Location ..................................................................................................... 6 EOC Activation Policy .................................................................................................... 7 EOC Activation Responsibility ........................................................................................ 7 EOC Staffing ................................................................................................................ 10 EOC Reporting ............................................................................................................. 11 EOC Reporting Systems .............................................................................................. 12 EOC Briefings .............................................................................................................. 12 EOC Deactivation ......................................................................................................... 14 EOC ACTION PLANNING .............................................................................................. 15 Introduction .................................................................................................................. 15 Planning Requirements ................................................................................................ 15 Plan Elements .............................................................................................................. 15 Planning Responsibilities ............................................................................................. 16 Planning Process ......................................................................................................... 17 Planning Considerations .............................................................................................. 18 Planning Cycle ............................................................................................................. 18 Documentation and Distribution ................................................................................... 18 CITY ROLES AND RESPONSIBILITIES ........................................................................ 19 Policy Group................................................................................................................. 19 Management Section ................................................................................................... 19 Management Staff ..................................................................................................... 19 Public Information Officer (PIO) ................................................................................ 19 Legal Affairs Officer ................................................................................................... 19 Liaison Officer ........................................................................................................... 19 Safety & Security Officers ......................................................................................... 19 Operations Section ....................................................................................................... 20 Planning/Intelligence Section ....................................................................................... 20 Logistics Section .......................................................................................................... 21 Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 3
Finance/Administration Section .................................................................................... 21 ANNEX MAINTENANCE ................................................................................................. 22 EOC POSITION CHECKLISTS ....................................................................................... 23 Figure 1 – City of Livingston EOC Organization ................................................................ 5 Figure 2 - SEMS EOC Activation Requirements ............................................................... 8 Figure 3 - Planning Process Schedule ............................................................................ 17 Figure 4 - Planning Considerations ................................................................................. 18 Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 4

INTRODUCTION
The City of Livingston has a municipal code that establishes an emergency organization and local disaster council (Title 1, Chapter 20 of the City Municipal Code). The municipal code provides for the development of an emergency plan, establishing responsibilities for emergency management operations and specifying the officials authorized to proclaim a local emergency. When there is an immediate threat or actual emergency, The City of Livingston will implement emergency plans and take actions to mitigate or reduce the emergency threat. Actions may include deploying field-level emergency response personnel and activating the Emergency Operations Center and issuing orders to protect the public. All accessible and applicable local, state, and federal resources will be committed to protect lives, property, and the environment. This annex is dedicated to the overall Direction and Control of the emergency or disaster as it pertains to the Emergency Operations Center (EOC).

CITY OF LIVINGSTON EMERGENCY MANAGEMENT ORGANIZATION
City of Livingston SEMS Organization
The City of Livingston operates an EOC staffed by personnel from City departments and allied agencies. The EOC team is organized around the five functions (Management, Operations, Planning/Intelligence, Logistics, Finance/Administration) of the Standardized Emergency Management System (SEMS). City personnel staff the positions to ensure coordination. Please see Figure 1 – City of Livingston EOC SEMS Organizational Chart.

Consistent with SEMS, the city EOC organizational structure develops in a modular fashion, based upon the type and size of the incident:
 The EOC staff builds from the top down.
 As the need arises, five separate sections can be activated, each with several sub-units that may be established as needed.
 The specific organizational structure established for any given incident will be based on the management and resource needs of the incident in is detailed in Figure 1 – City of Livingston EOC SEMS Organizational Chart.

Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 5
City of Livingston EOC SEMS Organization
Figure 1 – City of Livingston EOC Organization
Management
Section
EOC Director
Operations
Section
Law Enforcement
Branch
Law
Evacuation
Search & Rescue
Fire and Rescue
Branch
Fire Unit
Emergency Medical
Services
HazMat
USAR
Public Works
Branch
Roads, Bridges &
Transportation
Flood Management
Debris & Water
Building Inspection
Utilities
Care & Shelter
Branch
General Shelters
Animals
Planning/Intelligence
Section
Situation/Status Unit
Action Planning Unit
Resources Unit
Advance Planning
Unit
Technical
Speciallists Unit
Geographic
Information Systems
Demobilization
Documentation
Logistics Section
Communications
and Information
Technology Branch
Transportation
Branch
Facilities Branch
Procurement Branch
Personnel Branch
Finance/Administra
tion Section
Cost Recovery Unit
Compensation &
Claims Unit
Fiscal Unit
Public Information Officer
Legal Affairs Officer
Liaison Officer
Safety Officer
Security Officer
EOC Coordinator
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CONCEPT OF OPERATIONS
During a disaster or emergency, the City of Livingston Emergency Operations Center (EOC) will support field response operations within the City. The EOC will operate using the Standardized Emergency Management System (SEMS) functions, principles, and components. It will implement the action planning process, identifying and implementing specific objectives for each operational period.

EOC Purpose
Within the City of Livingston, the various departments and agencies throughout the city are responsible for conducting normal day-to-day operations. When a major emergency or disaster strikes, the EOC is the location from which centralized emergency management will be performed. The EOC facilitates a coordinated response by all the departments and agencies that are assigned emergency management responsibilities. The level of EOC staffing will vary with the specific emergency situation. Departments with critical response functions may activate their own Department Operation Centers (DOC) which act as conduits of information between field operations and the EOC. The DOC is the location from which individual departments coordinate and control their own resources and response actions specific to that department.

The EOC provides a central location of authority and information, and allows for face-to-face coordination among personnel who must make emergency decisions. The following functions are performed in the City of Livingston EOC:
• Managing and coordinating emergency operations.
• Receiving and disseminating warning information.
• Developing emergency policies and procedures.
• Collecting intelligence from and disseminating information to, the various EOC representatives, from the city departments, county, state, and federal agencies. • Preparing intelligence/information summaries, situation reports, operational reports, and other reports as required.
• Maintaining general and specific maps, information display boards, and other data pertaining to emergency operations.
• Continuing analysis and evaluation of all data pertaining to emergency operations. • Controlling and coordinating, within established policy, the operational and logistical support of departmental resources committed to the emergency and requesting resources from outside of the city.
• Maintaining contact and coordination with support DOCs, other local government EOCs, and the Merced Operational Area Emergency Operations Center (OA/EOC). • Providing emergency information and instructions to the public, making official releases to the news media and scheduling of press conferences as necessary.

EOC Facility Location
The Primary EOC is located at the City of Livingston Council Chambers 633 Main Street, Livingston, CA 95334.

The Primary EOC offers the following facilities for use during major emergencies:

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 Dedicated operating space
 Extensive telephone and information management capabilities  Electronic display processing capabilities
 Radio communications capabilities
 Office support facilities
 Dedicated task work areas
 Auxiliary power generator capability
 Adequate parking for personnel
 Adequate restroom/kitchen facilities
 Joint Information Center/Media Briefing Room
 Geographic Information Systems Planning Room
The alternate City of Livingston Emergency Operations Center (EOC) is the Livingston Child Development Center, 2600 Walnut Avenue, Livingston, CA 95334.

EOC Activation Policy
The City of Livingston has adopted the criteria (developed by CalEMA) that identify the events/situations which may require EOC activation. This criterion is shown in Figure 2 – SEMS EOC Activation Requirements.

EOC Activation Responsibility
The Director of Emergency Services administers and directs the city Emergency Managment Organization. During an emergency when the EOC is activated or there is the potential for activation, the Director of Emergency Services manages and directs all aspects of the city’s response and recovery operations. Livingston City OES will be responsible for facilitating the overall physical set-up, functionality and close-out of the EOC.

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SEMS EOC ACTIVATION REQUIREMENTS
Shaded areas = not
applicable to SEMS levels SEMS LEVELS
Situation identified in SEMS
Regulations Field Level
Local
Government
Operational
Area Region State
Emergency involving two or more
emergency response agencies
§2407(a)(1)
Use ICS
Local Emergency Proclaimed*
§2407(a)(2) Use ICS Use SEMS
Local Government EOC Activated
§2407(a)(1) Use ICS Use SEMS
Local Government activates EOC
and requests Operational Area
EOC activation §2407(a)(1)
Use ICS Use SEMS Activate OA
EOC
Activate
REOC
Activate
SOC
Two or more cities within an
Operational Area proclaim a local
emergency §2409 (f)(2)
Use ICS Use SEMS Activate OA
EOC
Activate
REOC
Activate
SOC
County and one or more cities
proclaim a local emergency
§2409 (f)(3)
Use ICS Use SEMS Activate OA
EOC
Activate
REOC
Activate
SOC
City, city and county, or county
requests Governor’s State of
Emergency proclamation
§2409 (f)(4)
Use ICS Use SEMS Activate OA
EOC
Activate
REOC
Activate
SOC
Governor proclaims a State of
Emergency for county or two or
more cities §2409 (f)(5)
Use ICS Use SEMS Activate OA
EOC
Activate
REOC
Activate
SOC
Operational Area requests
resources from outside it
boundaries**§2409 (f)(6)
Use ICS Use SEMS Activate OA
EOC
Activate
REOC
Activate
SOC
Operational Area receives
resource requests from outside it
boundaries**§2409 (f)(7)
Use ICS Use SEMS Activate OA
EOC
Activate
REOC
Activate
SOC
An Operational Area EOC is
activated §2411 (a) Use ICS Use SEMS Activate OA EOC
Activate
REOC
Activate
SOC
A Regional EOC is activated
§2413 (a)(1) Use ICS Use SEMS Activate OA EOC
Activate
REOC
Activate
SOC
Governor proclaims a State of
Emergency §2413 (a)(2) Use ICS Use SEMS Activate OA EOC Activate
REOC
Activate
SOC
Governor proclaims and
earthquake or volcanic prediction
§2413 (a)(3)
Use ICS Use SEMS Activate OA
EOC
Activate
REOC
Activate
SOC
This matrix highlights the flow of SEMS activation requirements. Activation of an Operational Area EOC triggers activation of the Regional EOC which, in turn, triggers activation of the State level EOC. * The EOC is usually activated, but in some circumstances, such as agricultural emergencies or drought, a local emergency may be proclaimed without the need for EOC activation.
** Does not apply for requests for resources used in normal day-to-day operations which are obtained through existing mutual aid agreements providing for the exchange or furnishing of certain types of facilities and services as provided for under the California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA). § Indicates sections in the California Code of Regulations (CCR) Title 19, Division 2, Chapter 1 (SEMS) Figure 2 - SEMS EOC Activation Requirements
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If EOC activation is warranted, the first EOC staff member to arrive begins set-up procedures. The Director of Emergency Services or designee (Livingston City OES) makes all decisions regarding the level and scope of EOC operations. The scope and nature of the emergency, current conditions, and potential concerns dictate the level of EOC operations and staffing requirements.

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Security and Access Control
Upon activation, only authorized personnel are permitted in the EOC. Access shall be granted to all personnel identified as EOC staff or city officials, and those persons having legitimate business in the EOC. Authorized EOC staff and visitors shall be issued identification for EOC access. The identification shall distinguish the bearer as a member of the EOC team or as a visitor.

EOC Staffing
The City of Livingston Emergency Operations Plan (EOP) will be activated when an emergency occurs or threatens to exceed capabilities to adequately respond to and mitigate an incident(s). The scope of an emergency, rather than the type, will largely determine whether the EOP and EOC will be activated, and to what level.

For planning purposes, the California Emergency Management Agency (Cal EMA) has established three "levels" of response to emergencies. The City of Livingston also employs this system to guide local response to emergencies. Emergency Response includes the following three levels:

Level One EOC Activation: Level One is a minimum activation. This level may be used for situations which initially only require a few people, e.g., a short-term earthquake prediction at condition one or two level; alerts of storms, tsunamis; or monitoring of a low risk planned event. At a minimum, Level One staffing consists of the EOC Director. Section Coordinators and a situation assessment activity in the Planning and Intelligence Section may be included in this level. Other members of the organization could also be part of this level of activation e.g., the Communications Unit, from the Logistics Section, or an Information Officer.

Level Two EOC Activation: Level Two activation is normally achieved as an increase from Level One or a decrease from Level Three. This activation level is used for emergencies or planned events that would require more than a minimum staff but would not call for a full activation of all organization elements, or less than full staffing. One person may fulfill more than one SEMS function. The EOC Director, in conjunction with the General Staff, will determine the required level of continued activation under Level Two, and demobilize functions or add additional staff to functions as necessary based upon event considerations. Representatives to the EOC from other agencies or jurisdictions may be required under Level Two to support functional area activations.

Level Three EOC Activation: Level Three activation involves a complete and full activation with all organizational elements at full staffing. Level Three would normally be the initial activation during any major emergency. The numbering sequence of EOC staffing progression is established in the SEMS guidelines and is opposite of the NIMS numbering sequence. Given that the SEMS guideline has been in place since the inception of SEMS, this plan recommends continuing the sequence as established in the SEMS guidance documents.

Communications
Communications within the EOC are accomplished using the most expedient and appropriate means possible (usually in person). Each EOC position has a telephone Item 7.5
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available for communicating directly with EOC staff members, outside agencies, or field forces. Radios may also be used for direct communications with field forces or outside agencies. Key decision-makers and certain EOC staff will be issued portable radios.

Regardless of the medium used, all significant communications shall be recorded on the EOC unit/activity log.

EOC Reporting
Information may be sent to City departments, EOC personnel, the and other key agencies using the Response Information Management System (RIMS), OASIS, radio, telephone, email, internet or fax. Regardless of the method of communication, all data should be verified prior to transmission. If unverified data must be transmitted, it should be clearly designated as unconfirmed information. The Livingston EOC should transmit the following reports with DOCs, other EOCs and the OA EOC:

Preliminary Reports
Preliminary Reports are used during the first two hours of an emergency to:
 Provide an initial picture of the scope and magnitude of the situation.

Situations Reports
Situation Reports are brief narratives that present a concise picture of the emergency situation and are prepared for specific time periods.
 At the beginning of an emergency response, the EOC Management and Planning staff will determine appropriate times for submitting data and issuing Situation Reports.
 The Situation Report is intended for use after the first two hours of an emergency and can be updated as requested or needed.
 The Situation Reports contain the information presented on the Situation Report form located in Supporting Documents section of the Basic Plan. The information may be transmitted via the Internet or fax.

Flash Reports
Flash Reports are used for transmitting critical, time-sensitive information outside regularly scheduled Preliminary Reports or Situation Reports. For example, a Flash Report would be used to report an impending dam failure or a receipt of a Federal Declaration of a major disaster.
 Oral Flash Reports may precede written reports. The written report later serves as confirmation and documentation.

Documentation
Unit/activity logs are used to record significant events, communications and actions associated with an emergency for a given operational period (shift). Each EOC staff position is responsible for maintaining a unit/activity Log.

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All copies of reports, SEMS forms, and logs must be submitted to the Planning/Intelligence Section, Documentation Unit, prior to the close of each operational period (or prior to EOC deactivation if operations do not require multiple shifts).

Status Boards
Status Boards are erasable boards located around the EOC. The Status Boards provide decision-makers and EOC staff with essential information such as road closures, shelter location information, river gauge levels etc., at a glance.

EOC Reporting Systems
The State of California has an internet-based information reporting system for use during emergencies. The purpose of the Response Information Management System (RIMS) is to improve the state’s ability to respond to major disasters. The system will increase the level of service and efficiency by improving the state’s ability to:
 Respond to, manage and coordinate requests for resources  Collect, process, and disseminate information during and after a disaster RIMS is used by the City EOC to communicate with the Merced County OA EOC. RIMS is available through the Internet, with appropriate security passwords. A link to RIMS can be found on the CalEMA webpage.

EOC Briefings
The purpose of briefings is to familiarize or update EOC staff on the current emergency situation. Briefings provide an opportunity for the Section Chiefs, the Emergency Operations Center (EOC) Director and all EOC staff to exchange information on the incident, create and evaluate an Action Plan, and make any revisions deemed necessary to the response strategy and/or priorities. Regular briefings provide a forum away from the high level of activity in the EOC for ensuring that each of the five essential SEMS functions are coordinated (Management, Operations, Planning, Logistics and Finance) and that the EOC staff have the same information from which to base individual and collective actions and decisions.

Management and General Staff
The Management and General Staff conduct regular briefings to receive updated information, evaluate the effectiveness of the response strategy, identify and solve problems, and revise objectives, response strategy and priorities as necessary. These briefings do not replace the Action Planning Sessions, which are required for each operational period. The General Staff briefings should be conducted outside the activity of the EOC. Each Section Chief will appoint someone in the section to assume his/her role in the EOC for the duration of the briefing.

During the briefing, the EOC Director asks each Section Chief for a thorough, but concise status report. Only information relevant to the entire EOC should be discussed in the group briefing. Function-specific issues and questions should be discussed one-on-one between the EOC Director and the involved Section Chief.

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At the conclusion of each briefing, the time for the next General Staff briefing is set. Section Chiefs leave each General Staff briefing with a clear understanding of the objectives to be accomplished and the specific information to be collected before the next briefing.

Section Briefings
Following each Management and General Staff briefing, Section Chiefs provide their respective Section staff with a briefing. Overall situation status and response objectives, strategy and priorities should be reviewed. Each Section member must have a clear understanding of the activities they are expected to perform, including any coordination requirements with other EOC staff or external agencies.

Incoming Briefing
Upon arrival at the EOC, Section Chiefs are briefed by the EOC Director to obtain an overall perspective on the current situation. Section Chiefs provide a similar briefing to the personnel assigned to their respective Sections. Incoming briefings include:
 Current situation assessment
 Summary of the significant actions taken or in process  Initial incident objectives and priorities
 Any limitations on available communications or personnel/equipment resources  Any directives on specific actions to be taken
In addition to the above information, Section Chiefs review the following information with assigned staff:
 Responsibilities of the assigned function
 Any specific actions to be taken
 Appropriate flow/sharing of information within and between Sections  Work shifts
 Eating and sleeping arrangements, if necessary
 Time of next briefing
Update Briefings
Throughout EOC activation, General Staff and individual Section briefings are conducted on a regular, predetermined basis, and whenever a major change in incident status has occurred. Update briefings should include a review of the following information:
 Current situation assessment
 Current and potential problems
 Actions being taken, including staff assigned
 Weather forecast, if applicable
 Time for next scheduled briefing
Shift Change Briefing
Shift change briefings are a component of the EOC Action Planning Process. At these briefings the current Action Plan is “handed off” and a briefing on assignments for the operational period which is about to begin, is presented. Facilitated by the Item 7.5
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Planning/Intelligence Section Chief, this briefing is approved by the EOC Director and attended by the General staff as appropriate. Shift change briefings should include the following:
 Current situation assessment
 Current and potential problems
 Review of the Action Plan
 Weather forecast, if applicable
 Time for next scheduled briefing
Deactivation Briefing
Immediately following deactivation of the EOC, the EOC Director, with all EOC staff, conducts a deactivation briefing. The purpose of this briefing is to advise all EOC staff of the specific contacts and/or referrals to be made for any incident-related questions or concerns that may arise.

EOC Deactivation
Once the critical aspects of an emergency or disaster have been secured, EOC operations may begin to scale down as conditions warrant. The purpose of this procedure is to outline the process to be followed whenever it is determined that the EOC can be deactivated.

The EOC Director, with input from the Section Chiefs, may decide to deactivate the EOC.

Deactivation Triggers
Once the emergency response phase has been terminated and system operations are stabilized, the EOC Director may determine that the EOC can be deactivated. Triggers for determining deactivation may include:
 The emergency response phase has been terminated and recovery operations are underway.
 No further city, OA, state, media or public information dissemination is needed.

Procedure for Deactivation
The EOC Director will:
 Establish the time period for deactivation
 Advise EOC staff of the actions to be taken, including time  Identify EOC staff to be on-call if stand down is implemented  Direct the liaison or other EOC staff to make notifications Deactivation Notifications
All internal and external individuals, groups and agencies that were notified of activation will be notified of stand down and/or deactivation. At a minimum, all department managers, elected officials, neighboring jurisdictions, responding agencies will be notified. The person making the notifications, documents the date, time, name and contact method for all persons/organizations notified. Notifications will include:
 Date and time of stand down period or deactivation
 A 24-hour contact number for further information
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EOC ACTION PLANNING
Introduction
The use of Action Plans in the City of Livingston EOC provides a clear and measurable process for identifying objectives and priorities for a given event. Action Planning is an important management tool that involves:
 Process for identifying priorities and objectives for emergency response or recovery efforts.

 Plans which document the priorities and objectives, and the tasks and personnel assignments associated with meeting the objectives.

The Action Planning process should involve the EOC Director and Section Chiefs (one from each Section), along with other EOC staff, as needed, such as special districts, and other agency representatives.

Planning Requirements
The initial EOC Action Plan may be a verbal plan that is developed during the first hour or two following EOC activation. A verbal plan may also be utilized for incidents involving a limited scope, short duration (less than 12 hours) and a limited number of response personnel. An EOC Action Plan shall be developed whenever the EOC is activated, either partially or fully. A written EOC Action Plan is required whenever:
 Two or more agencies are involved in the response
 The incident overlaps more than one operational period  All EOC functions are fully staffed
The EOC Action Plan addresses a specific operational period (not to exceed 24 hours).

The plan should be regularly reviewed and evaluated throughout the operational period and revised or updated as warranted.

Plan Elements
The elements to be included in the EOC Action Plan are also indicated on the Action Plan form located in the Supporting Documents section of the Basic Plan and include:
 Operational period covered by the plan
 Identify parts of EOC organization that have been activated on an organization chart
 Assignment of primary and support personnel and material resources to specific tasks and locations
 Describe any logistical or technical support to be provided and by whom  State the objectives (attainable, measurable and flexible) to be accomplished  Establish the current priorities to meet the objectives  Describe the strategy to be utilized to achieve the objectives In addition to the required elements listed above, the Action Plan may also include:

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 Specific departmental mission assignments
 Policy and/or cost constraints
 Any inter-agency considerations
Planning Responsibilities
Primary responsibility for developing the EOC Action Plan rests with the Planning/Intelligence Section. However, development of the plan requires the active participation of the EOC Director and the General Staff. The Operations Section, in particular, must work closely with the Planning/Intelligence Section during Action Plan development. When indicated, the Planning/Intelligence Section Chief will request specific technical experts to provide input to the plan. The EOC Director is responsible for approving the plan.

For incidents requiring close coordination with external agencies, (e.g., local OES, State field response agencies, special districts, etc.), input from the involved agencies should also be included in the Action Planning process.

Specific EOC staff responsibilities associated with the Action Plan include the following:

Management and General Staff
 Provide general incident objectives and strategy
 Provide direction and overall management
 Ensure incident safety
 Approve the completed Action Plan
Operations Section Chief
 Determine the tactics necessary to achieve objectives  Determine associated resource requirements
 Communicate Action Plan to EOC staff and Incident Commanders, as appropriate  Conduct Operations Shift Briefing
Planning/Intelligence Section Chief
 Conduct the Action-Planning meeting
 Establish planning timelines
 Coordinate preparation of the Action Plan
 Manage planning process
Logistics Section Chief
 Establish/confirm procedure for off-incident resource ordering  Ensure that resource ordering process is in place
 Ensure that Logistics Section can support the Action Plan Finance Section Chief
 Provide cost assessment of incident objectives
 Ensure that adequate finance approvals are in place for implementation of the Action Plan
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Planning Process
The Planning/Intelligence Section staff will maintain the EOC Major Incident Status Board and will develop short-and long-term planning scenarios based upon the situation and its impacts on facilities and operations, as reported. Utilizing these planning scenarios, the Planning/Intelligence Section Chief will conduct an Action Planning meeting with the EOC Director, General Staff and appropriate technical experts. The Operations Section Chief will immediately report any significant changes in information verbally to the Planning/Intelligence Section Chief.

PLANNING/INTELLIGENCE SECTION PLANNING PROCESS SCHEDULE Time Event
0700 – 0800 Shift Change.
0800 – 0900 Prepare for Planning Meeting. Purpose: To review accomplishments, identify new issues, identify resource needs, and determine assignments for next operational period. 0900 – 1000 Planning Meetings (with Management and General Staff, Resources Status Unit Leader, Supply Unit Leader, Communications Unit Leader, and Technical Specialists). 1000 – 1400 Prepare EOC Action Plan.
1400 – 1600 Finalize EOC Action Plan.
1600 Complete EOC Action Plan.
1600 – 1700 Prepare for Operations Briefing. Purpose: To review EOC Action Plan for next operational period.
1700 – 1800 Operations briefing (Management, General Staff, and identified Operations staff and Technical Specialists).
1800 – 1900 Finalize Reports (including Situation Status Report for the Operational Area EOC). 1900 – 2000 Shift Change.
2000 – 2100 Prepare for Planning Meeting. Purpose: To review accomplishments, identify new issues, identify resource needs, and determine assignments for next operational period. 2100 – 2200 Planning Meetings (with Management and General Staff, Resources Status Unit Leader, Supply Unit Leader, Communications Unit Leader, and Technical Specialists). 2200 – 0200 Prepare EOC Action Plan.
0200 – 0400 Finalize EOC Action Plan.
0400 Complete EOC Action Plan.
0400 – 0500 Prepare for Operations Briefing. Purpose: To review EOC Action Plan for next operational period.
0500 – 0600 Operations briefing (Management, General Staff, and identified Operations staff and Technical Specialists).
0600 – 0700 Finalize Reports (including Situation Status Report for the Operational Area EOC).

Figure 3 - Planning Process Schedule
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Planning Considerations
In developing the Action Plan, a number of issues should be considered, as outlined in the table below. Applicable issues should be addressed in each iteration of the Action Plan.

ISSUE CONSIDERATIONS RESPONSIBILITY
Inter-Agency
Coordination
 Use of resources
 Contact information and frequency
 Communications methods
Liaison
Public Information  Constraints on information to be
disseminated
 Special instructions
 Target areas/audiences
Public Information Officer
EOC Director
Safety  Special precautions to be taken
 Personal protective gear required
Safety Officer
Technical Resources  System maps and schematics
 Technical expert input
Planning/Intelligence
Section Chief
Operations  Special skills required
 Mutual aid needs
 Staging Area needs
 Progress in resolving major
incident objectives
Operations Section Chief
Policy  Legal/political issues
 Fiscal constraints
EOC Director
Special Needs  Contingency Plans Planning/Intelligence Section Chief
Special Resources  Availability of special supplies and equipment
 Transportation support
Logistics Section Chief
Figure 4 - Planning Considerations
Planning Cycle
The Planning Chief, with input from the EOC Director and the Operations Section Chief, establishes the schedule and cycle for action planning. Initially, meetings may be conducted every few hours or several times each day. Over time, meetings may be held twice each day, and then daily. The following graphic describes the planning cycle process for development of the Action Plan.

Documentation and Distribution
Written EOC Action Plans will be documented on the Action Planning form. The Planning/Intelligence Section Situation Status function is responsible for:
 Posting a copy of the current Action Plan in the EOC
 Maintaining a copy of each Action Plan as part of the permanent incident record  Distributing copies of the current Action Plan to all involved agencies and other personnel as directed by the Planning/Intelligence Section Chief The Operations Section Chief will ensure that the current EOC Action Plan is distributed to all Operations Section personnel.

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CITY ROLES AND RESPONSIBILITIES
Policy Group
The Policy Group function is responsible to address the economic, social and political impacts of an emergency. In the City of Livingston EOC, the Policy function is the responsibility of the City Council, Disaster Council, and the City Manager and/or their designee.

Management Section
The Director of Emergency Services leads the Management Section and is responsible for the overall management of EOC operations to address the impacts of an emergency directly upon the city and assessing conditions outside the city, which have the potential for affecting local resources. Additionally, the Director of Emergency Services is responsible for directing the creation of an EOC Action Plan and the overall strategic direction of response, including appropriate mutual aid liaison activities.

Management Staff
Assisting the Director of Emergency Services is the Management Staff. The Management Staff is responsible for providing direct administrative and executive-level support to the Director, as well as for providing additional emergency support functions within selected areas of responsibility. When fully activated the EOC Management Staff includes the following:

Public Information Officer (PIO)
The PIO is directly responsible for managing Emergency Public Information activities within the EOC and in support of all city Emergency Public Information operations. The PIO may be assisted by additional staff who will conduct assorted Emergency Public Information tasks and duties (Rumor Control and activation of the Livingston Information Center) within the EOC or a Joint Information Center (JIC) if established, or at a field incident command post. The responsible city department staffing this position is the City manager’s Office/Public Information Officer and other PIOs in various city departments.

Legal Affairs Officer
The Legal Affairs Officer is responsible for providing legal advice and guidance to the Director and the Council on all emergency management issues and concerns. The responsible city department staffing this position is the City Attorney.

Liaison Officer
The Liaison Officer functions as the primary point of contact for all allied agencies and jurisdictional representatives not directly assigned to the city EOC. All agency and jurisdictional representatives will coordinate with the Liaison Officer, as needed. The responsible individuals/agencies staffing this position are designated by the EOC Director based on the incident.

Safety & Security Officers
The Safety & Security Officers are responsible for ensuring that the EOC is secure when activated, that hazards are identified and mitigated, and that the EOC Item 7.5
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environment is suitable for conducting operations in a safe and healthful manner. The responsible city departments staffing these positions are the Police Department for security and the Fire Department for safety.

Operations Section
The Operations Section, an element of the EOC General Staff is responsible for coordinating the deployment of response resources in support of field operations. Such coordination activities will normally include:
 Manage operational elements of approved Emergency Action Plan (EAP).  Support Department Operations Centers (DOC) and field incident commands (if DOCs not activated) and associated response activities.  Coordinate and liaison with DOCs for reporting status information to the EOC for action planning and situation reporting purposes.
 Liaise with designated Mutual Aid Coordinators.
 Coordinate incident response assets (in accordance with the approved Action Plan) regardless of agency affiliation or type of asset (e.g., law enforcement, fire suppression, medical, etc.).
 Assess the emergency within the city or in nearby jurisdictions that affect local government’s response organizations.

This section is composed of several functional groups, each with its own functional coordinator. Some or all of the functions may be involved in an incident response. An Operations Section Chief will be identified between fire, law enforcement, public works or other staff as designated by the EOC Director.

The Operations Section Chief will activate those functions deemed appropriate. When fully activated, the Operations Section could be comprised of the following branches, with each position being staffed with city or allied-agency personnel.  Law Enforcement Branch – Police Department
 Fire and Rescue Branch – Fire Department
 Public Works Branch – Public Works Department
 Mass Care & Shelter Branch – Recreation, Animal Control Planning/Intelligence Section
The Planning/Intelligence Section, an element of the EOC General Staff, collects and analyzes incident data relating to hazards, damage, operations, and other problems. This section becomes the organizational focus for all information or intelligence analysis and advanced planning relative to the incident or emergency.

The Planning/Intelligence Section is divided into several units. Within those units, the following emergency support functions are organized and performed as part of the Planning/Intelligence Section.
 Situation Status Unit
 Action Planning Unit
 Resource Status Unit
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 Documentation Unit
 Advanced Planning Unit
 Technical Specialists Unit
 Demobilization Unit
This section will be staffed by the Fire Department, Community Department and other departments as directed by the EOC Director as needed to perform the various functions required to support emergency management operations within the activated EOC. Additional branches or units may be established as needed to meet operational needs.

Logistics Section
The Logistics Section is responsible for coordinating the provision of a broad assortment of procurement, service, maintenance, communication, and information technology services in support of the city’s emergency management activities during a disaster.

The Logistics Section is divided into several branches. Within those branches, the following emergency support functions are organized and performed as part of the Logistics Section.
 IT and Communications Branch
 Facilities Branch
 Personnel Branch
 Procurement Branch
 Transportation Branch
The section will be staffed by Recreation, Human Resources, City Manager’s Office and Public Works, as needed to perform the various functions required to support emergency management operations within the activated EOC. Additional branches or units may be established as needed to meet operational needs.

Finance/Administration Section
This section is responsible for the financial management of an operation, including payment for equipment, supplies, and services. It is also responsible for maintaining and monitoring response costs, personnel time-keeping records, and for providing administrative support to the EOC. The following functions are the responsibility of the Finance Section.
 Cost Recovery Unit
 Compensation and Claims Unit
 Fiscal Unit
The section will be staffed by the City Finance and other city departments as directed by the EOC Director as needed to perform the various functions required to support emergency management operations within the activated EOC. Additional branches or units may be established as needed to meet operational needs.

Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 22

ANNEX MAINTENANCE
The City of Livingston Office of Emergency Services will coordinate with the various City Departments on any updates and revisions of this Direction and Control Annex.

Those agencies and organizations listed as having anticipated roles and responsibilities under this annex shall inform the Director of Emergency Services when they are aware that changes need to be made.

Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 23

EOC POSITION CHECKLISTS
The following position checklists are intended to provide guidance for the application of the Standardized Emergency Management System (SEMS) for an EOC/field response to a disaster.

JOB ASSIGNMENT Receive assignment from your department, including:

1. Job assignment

2. Reporting location

3. Reporting time

4. Travel instructions

5. Any special communications instructions, e.g., phone numbers, travel frequency
CHECK-IN Upon arrival at the EOC or incident, check in at designated Check-in location.

Check-in may be found at:

1. Emergency Operations Center

2. Incident Command Post

3. Base or Camps

4. Staging Areas
INITIAL BRIEFING Receive briefing from immediate supervisor.

WORK MATERIALS Acquire work materials.

WORK SAFE Conduct all tasks in a manner that ensures safety and welfare of you and your co-workers.

SUPERVISION Organize and brief subordinates, if in supervisory role.

COMMUNICATION Know the assigned telephone or cellular numbers and radio frequency (ies) (if necessary) for your area of responsibility and ensure that communication equipment is operating properly.

Use clear text and ICS terminology (no codes) in all radio communications (only when needed in the field.)
DOCUMENTATION Complete forms and reports required of the assigned position and send through chain of command to Documentation Unit.

DEMOBILIZATION Respond to demobilization orders and brief subordinates regarding demobilization.

Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 24
Management Section
Purpose
The Management Section directs the City of Livingston Emergency Management Organization, coordinates the actions of the EOC staff, establishes operational priorities, ensures development and implementation of strategies to meet the needs of the emergency, works with Elected Officials on issues related to emergency response and recovery, communicates with the media, coordinates response with outside agencies including federal and state resources, 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 managing the response to the conditions within the city. Additionally, the Management Section must consider whether an emergency in a neighboring city could impact Livingston, or draw upon resources normally available to the city.

When fully staffed, the Management Section may include the positions shown in the organizational chart above. If staffing is not available for each position, the duties assigned to the unfilled position are the responsibility of the Director of Emergency Services.

Objectives
The overall objective of emergency management is to ensure the effective management of response forces and resources in preparing for and responding to situations associated with disasters. To carry out its responsibilities, the Management Section will accomplish the following objectives during a disaster/emergency:
 Overall management and coordination of emergency response and recovery operations.
 Coordinate and liaise with appropriate federal, state and other local government agencies, as well as applicable segments of private sector entities and volunteer agencies.
 Establish priorities and resolve any conflicting demands for support.  Prepare and disseminate emergency public information to inform, alert and warn the public.
 Disseminate damage information and other essential data.

Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 25
Read entire position checklist before taking any action! □ Review Common Responsibilities – All personnel.
□ Determine appropriate level of activation based on situation as known. □ Mobilize appropriate personnel for the initial activation of the EOC. □ Establish the appropriate staffing level for the City of Livingston Emergency Operations Center (EOC) and continuously monitor organizational effectiveness, ensuring that appropriate modifications occur as required. □ Exercise overall management responsibility for the coordination between emergency response agencies.
□ Respond immediately to EOC site and determine operational status. □ Obtain briefing from whatever sources are available.
□ Ensure that the EOC is properly set up and ready for operations. □ Ensure that an EOC check-in procedure is established immediately. □ Ensure that an EOC organization and staffing chart is posted and completed. □ Determine which sections are needed, assign Section Chiefs as appropriate and ensure they are staffing their sections as required.
□ Determine which Management Section positions are required and ensure they are filled as soon as possible.
□ In coordination with General Staff, set priorities for response efforts. □ Ensure that all agency actions are accomplished within the priorities established. □ Ensure that Inter-Agency coordination is accomplished effectively within the EOC. □ Ensure that communications with emergency response agencies are established and functioning.
□ Confer with the General Staff to determine what representation is needed at the EOC from member jurisdictions, special districts, and other emergency response agencies.
□ Assign a liaison officer to coordinate outside agency response to the EOC, and to assist as necessary in establishing an Interagency Coordination Group. □ Monitor General Staff activities to ensure that all appropriate actions are being taken.
□ In coordination with the Public Information Officer, conduct news conferences and review media releases for final approval, following the established procedure for information releases and media briefings.
□ Ensure that the Liaison Officer is providing for and maintaining effective interagency coordination.
□ Based on current status reports, establish initial strategic objectives for the EOC. □ In coordination with Management Staff, prepare management function objectives for the initial Action Planning Meeting.
□ Convene the initial Action Planning meeting. Ensure that all Section Chiefs, Management Staff, and other key agency representatives are in attendance.

EOC Director Position Checklist
(Position filled by City Manager, Assistant City Manager or Designee) Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 26
Ensure that appropriate Action Planning procedures are followed (refer to Planning/Intelligence Section, “Action Planning”) and the meeting is facilitated appropriately by the Planning/Intelligence Section.
□ Once the Action Plan is completed by the Planning/Intelligence Section, review, approve and authorize its implementation.
□ Conduct periodic briefings with the General Staff to ensure strategic objectives are current and appropriate.
□ Conduct regular briefings for the Elected and Executive representatives and/or their designee.
□ Formally issue Emergency Proclamation and coordinate with other agencies as appropriate.
□ Brief your relief at shift change, ensuring that ongoing activities are identified and follow-up requirements are known.
□ Authorize deactivation of sections, branches, and units when they are no longer required.
□ Notify the other activated EOCs, emergency response agencies, and other appropriate organizations of the planned deactivation time. □ Ensure that any open actions not yet completed will be handled after deactivation. □ Ensure that all required forms or reports are completed prior to deactivation. □ Be prepared to provide input to the After Action Report. □ Deactivate the EOC at the designated time, as appropriate. □ Proclaim termination of the emergency and proceed with recovery operations. □ Maintain unit/activity log.

Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 27
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Assist the EOC Director with the overall facilitation and functioning of the Livingston Emergency Operations Center (EOC.)
□ Assist and serve as an advisor to the EOC Director and General Staff as needed, providing information and guidance related to the internal functions of the EOC and ensure compliance with existing emergency plans and procedures. □ Assist the EOC Director in determining appropriate staffing for the EOC. □ Provide assistance and information regarding section staffing to all General Staff. □ Assist the EOC Director and the General Staff in developing overall strategic objectives as well as section objectives for the Action Plan. □ Advise the EOC Director on procedures for enacting emergency proclamations, emergency ordinances and resolutions, and other legal requirements. □ Assist the Planning/Intelligence Section in the development, continuous updating and execution of the EOC Action Plan.
□ Provide overall procedural guidance to General Staff as required. □ Ensure that all notifications are made to Merced County OES and represent Livingston on any and all Merced County and CalEMA Inland Region conference calls or briefings, as necessary.
□ Ensure that all communications with jurisdictional emergency response agencies have been established and are maintained.
□ Assist the EOC Director, PIO and Liaison in preparing for and conducting briefings with Management Staff, the Elected/Executives members, the media, and general public.
□ Assist the EOC Director and Liaison Officer in establishing and maintaining an Interagency Policy Group comprised of outside agency representatives and executives not assigned to specific sections within the EOC.
□ Assist the Liaison Officer in ensuring proper procedures are in place for directing agency representatives and conducting VIP/visitor tours of the EOC. □ Provide assistance with shift change activity, as required. □ Maintain unit/activity log.

Emergency Services Coordinator Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 28
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Serve as the coordination point for all media releases for the Livingston Emergency Operations Center (EOC).
□ Represent the Livingston EOC as the lead Public Information Officer (PIO). □ Ensure the public, within the affected area, receives complete, accurate and consistent information about life safety procedures, public health advisories, relief and assistance programs and other vital information.
□ Coordinate media releases with Public Information Officers representing other affected emergency response agencies within the jurisdiction. □ Coordinate the provision of situation information on the City’s website and ensure that rumor control is provided with the same information throughout the event. □ Organize the format for press conferences in coordination with the EOC Director. □ Maintain a positive relationship with the media representatives. □ Supervise the Rumor Control function (IF ACTIVATED).
□ Establish and manage the Joint Information Center (JIC), as necessary. □ Determine staffing requirements and make required personnel assignments for the JIC function as necessary.
□ Obtain policy guidance from the EOC Director on media releases. □ 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.
□ Coordinate with the Situation Status Unit and identify method for obtaining and verifying significant information as it develops.
□ Develop and publish a media briefing schedule, to include location, format, preparation, and distribution of handout materials.
□ Implement and maintain an overall information release program. □ Establish a Media Information Center, as necessary, providing necessary space, materials, telephones, and electrical power.
□ Maintain up-to-date status boards and other references at the media information center. Provide adequate staff to answer questions from members of the media. □ Interact with other EOC sections, branches, and units to provide and obtain information relative to public information operations.
□ Develop content for state Emergency Alert System (EAS) releases. Monitor EAS releases, as necessary.

Public Information Officer Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 29
□ In coordination with other EOC sections, as approved by the EOC Director, issue timely and consistent advisories and instructions for life safety, health, and assistance to the public.
□ At the request of the EOC Director, prepare media briefings for Elected/Executive representatives and/or their designees, other government officials, and provide assistance as necessary to facilitate their participation in media briefings and press conferences.
□ Ensure that adequate staff is available at incident sites to coordinate and conduct tours of the disaster areas.
□ Provide sufficient staffing and telephones for call center operations to efficiently handle incoming media and public calls.
□ Prepare, update, and distribute to the public a Disaster Assistance Information Directory which contains locations to obtain food, shelter, supplies, health services, etc.
□ Ensure that announcements, emergency information, and materials are translated and prepared for special populations (non-English speaking, hearing impaired, etc.). □ Monitor broadcast media, using information to develop follow-up news releases and rumor control.
□ Ensure file copies are maintained of all information releases (for submission to Planning/Intelligence Section).
□ Provide copies of all releases to the EOC Director.
□ Conduct shift change briefings in detail, ensuring that in-progress activities are identified and follow-up requirements are known.
□ Prepare final news releases and advise media representatives of points-of-contact for follow-up stories.
□ Maintain unit/activity log.

Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 30
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Provide staffing for rumor control telephone bank.
□ Establish a "Disaster Hotline" with an up-to-date recorded message. □ Supervise the Rumor Control Unit.
□ Obtain "confirmed" disaster information.
□ Operate a telephone bank for receiving incoming inquiries from the general public. □ Correct rumors by providing factual information based on confirmed data. □ Establish a "Disaster Hotline" recorded message and provide updated information periodically.
□ Refer inquiries from member of the media to the lead Public Information Officer or designated staff.
□ Maintain unit/activity log.

Rumor Control Unit Position Checklist
(Usually used in large disasters, otherwise PIO performs this function) Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 31
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Oversee all liaison activities, including coordinating outside agency representatives assigned to the Livingston Emergency Operations Center (EOC) and handling of requests from other EOCs for Livingston EOC agency representatives. □ Establish and maintain a central location for incoming agency representatives, providing workspace and support as needed.
□ Ensure that position specific guidelines, policy directives, situation reports, and a copy of the EOC Action Plan are provided to Agency Representatives upon checkin. □ In coordination with the Management Section, provide orientations for VIPs and other visitors to the EOC.
□ Contact Agency Representatives already on-site, ensuring they:
 Sign into the EOC organization
 Understand assigned functions
 Know work locations
 Review and understand Livingston’s EOC organization and floor plan □ Determine if additional agency representation is required from:
 Other agencies
 Schools
 Volunteer organizations
 Private organizations
 Utilities not already represented
□ Arrange and coordinate VIP tours with the PIO and the Elected/Executive members or their designees.
□ Determine the status and resource needs and availability of other agencies. □ Notify and coordinate with adjacent jurisdictions on facilities and/or dangerous releases which may impose risk across boundaries.
□ Request agency representatives maintain communications with their agencies and obtain Situation Status Reports regularly.
□ Act as liaison with state or federal emergency response officials and appropriate city and/or county personnel.
□ With the approval of the EOC Director, provide agency representatives from the Livingston EOC to other EOCs, as required and requested. □ Maintain a roster of agency representatives located at the EOC. Roster should include the assignment within the EOC (Section or Interagency Coordination Group). Roster should be distributed internally on a regular basis. □ Release agency representatives that are no longer required in the EOC when authorized by the EOC Director (be sure to get contact information from representative before demobilization.)
□ Maintain unit/activity log.

Liaison Officer Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 32
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Facilitate requests for Local Emergency proclamations and requests for a State of Emergency to the Governor through the Merced County OA. □ Provide legal opinion on requests from management on actions which may have impacts on jurisdictional policy and authority by ordinances, statutes and under state and federal laws (e.g., evacuations, quarantines, etc.) □ Check-in with the EOC Director and clarify any issues regarding authority and assignment, including the functions of others in the EOC organization. □ Review rules, regulations and laws required for acquisition and/or control of critical resources within the city.
□ Develop necessary ordinances and emergency orders to provide legal basis for enforce emergency actions or protective measures.
□ Establish communications with other jurisdictional legal offices for support. □ Facilitate requests for support or information as requested. □ Review and/or prepare the templates for declarations and other actions. □ Provide appropriate proclamation status to the Planning/Intelligence Section. □ Keep the jurisdictional Executives and/or their designees informed and provide policy guidance and clarification for the EOC Management staff, as required. □ Maintain unit/activity log.

Legal Affairs Officer Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 33
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Ensure that all buildings and other facilities used in support of the Livingston EOC are in safe operating condition.
□ Monitor operational procedures and activities in the EOC to ensure they are being conducted in a safe manner, considering the existing situation and conditions. □ Stop or modify all unsafe operations outside the scope of the EOC Action Plan, notify the EOC Director of actions taken.
□ Tour the entire EOC facility and evaluate conditions. Advise the EOC Director of any conditions and actions that might result in liability - e.g., oversights, improper response actions, etc. Include these when writing the EOC Safety Plan. □ Study the EOC facility and document the locations of all fire extinguishers, emergency pull stations, and evacuation routes and exits. □ Be familiar with particularly hazardous conditions in the facility and reduce their threats.
□ Prepare and present safety briefings for the EOC Director and General Staff. □ Ensure that the EOC facility is free from any environmental threats - e.g., radiation exposure, air purity, water potability, etc.
□ Keep the EOC Director advised of unsafe conditions; take action when necessary. □ Coordinate with the Finance Section in preparing any personnel injury claims or records necessary for proper case evaluation and closure. □ Maintain unit/activity log.

Safety Officer Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 34
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Provide or coordinate/monitor 24-hour security for the Livingston EOC, as necessary.
□ Control personnel access to the Livingston EOC in accordance with policies established by the EOC Director.
□ Determine the current EOC security requirements and arrange for staffing as needed.
□ Determine needs for special access to EOC facilities. □ Provide Elected/Executive and VIP security as appropriate and required. □ Provide recommendations as appropriate to EOC Director. □ Prepare and present security briefings for the EOC Director and General Staff at appropriate meetings.
□ Maintain unit/activity log.

Security Officer Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 35
Operations Section
Purpose
The Operations Section supports all tactical emergency response assets, regardless of agency affiliation or type. The Operations Section orchestrates strategic support to all emergency response operations. The Operations Section implements the Emergency Operations Center (EOC) Action Plan and facilitates the direction of and makes changes based on the needs of the emergency. The Operations Section staff must evaluate the potential economic, social and environmental impacts of the disaster on its citizens, while managing response to the conditions within the city. Additionally, the Operations Section staff must consider whether an emergency in a neighboring jurisdiction could impact the City of Livingston or draw upon resources normally available to the city.

When fully staffed, the Operations Section may include the positions shown in the organizational chart above. The duties assigned to the unfilled position are the responsibility of the Operations Section Chief.

Objectives
The Operations Section carries out the objectives of the EOC Action Plan and requests additional resources as needed. The Operations Section's primary responsibilities in a disaster/emergency are to:
 Assist in the development of the Operations Section portion of the EOC Action Plan.  Request, coordinate, support and manage resources needed to implement the Operations Section tactics as a part of the EOC Action Plan development.  Report situation status information through DOC’s, or if no DOC is activated to field directly.

Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 36
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Ensure the Operations function is carried out including coordination of response for all
operational functions assigned to the Emergency Operations Center (EOC). □ Ensure operational objectives and assignments identified in the EOC Action Plan are carried out effectively.
□ Establish the appropriate level of branch and unit organizations within the Operations Section, continuously monitoring its effectiveness and modifying accordingly.
□ Exercise overall responsibility for the coordination of Branch and Unit activities within the
Operations Section.
□ Ensure the Planning/Intelligence Section is provided with Branch Status Reports on a regular schedule.
□ Conduct periodic Operations briefings for the EOC Director, as required or requested.
□ Provide overall supervision of the Operations Section. □ Ensure that the Operations Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps and status boards. □ Meet with Planning/Intelligence Section Chief to obtain a preliminary situation briefing.
□ Determine the need for Mutual Aid.
□ If Mutual Aid systems are activated, ensure that the appropriate Mutual Aid Coordinator or representative is located in the corresponding branch in operations. □ Obtain a current communications status briefing from Telecommunications in Logistics and ensure there is adequate equipment and frequencies available for the section.
□ Determine estimated times of arrival of section staff from the Personnel Branch in Logistics.
□ Confer with the EOC Director to ensure that the Planning and Logistics Sections are staffed at levels necessary to provide adequate information and support for response operations.
□ Coordinate with the Liaison Officer regarding the need for agency representatives in the Operations Section.

Operations Section Chief Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 37
□ Establish radio or cell phone communications with Incident Commander(s) operating in the field, if no DOC is activated.
□ Determine activation status of other EOCs around the jurisdiction and establish communication links with their Operations Sections.
□ Based on the situation known or forecasted, determine likely future needs of the Operations Section.
□ Identify key issues currently affecting the Operations Section, meet with Section personnel to determine appropriate section objectives for the first operational period.
□ Review responsibilities of branches in section to develop an Operations Plan detailing strategies for carrying out Operations objectives. □ Adopt a proactive attitude. Think ahead and anticipate situations and problems before they occur.
□ Ensure that all media contacts are referred to the Public Information Officer. □ Conduct periodic briefings and work to reach consensus among staff on objectives for forth-coming operational periods.
□ Attend and participate in EOC Action Planning meetings. □ Provide the Planning/Intelligence Section Chief with the Operations Section's objectives prior to each Action Planning meeting.
□ Work closely with each Branch Coordinator to ensure that the Operations Section objectives, as defined in the current Action Plan, are being addressed. □ Ensure that the branches coordinate all resource needs through the appropriate Mutual Aid Coordinators or the Logistics Section.
□ Maintain unit/activity log.

Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 38
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Coordinate law enforcement, traffic, evacuation/movement and security/access control operations.
□ Supervise the Law Enforcement Branch.
□ Coordinate all law enforcement activities with the other units of the Operations Section and with the Operations Section Chief on a regular basis. □ Assist with notification, alert and warning of the public as necessary. □ Track law enforcement resources committed and resources that are still available for deployment and keep the Resources Unit apprised of status. □ Assist with coordination of deceased with the Merced County Sheriff’s Department. □ Based on the situation, activate the necessary Units within the Law Enforcement Branch per the EOC Organization Chart. If units are not activated those duties are the responsibility of the Branch Coordinator.
□ Provide an initial law enforcement situation report to the Operations Section Chief. □ Based on the initial EOC strategic objectives, prepare objectives for the Law Enforcement Branch and provide them to the Operations Section Chief. □ Maintain current status on Law Enforcement missions being conducted. □ Coordinate the need for voluntary or mandatory evacuations with the Operation Section Chief.
□ Initiate animal control measures as necessary and coordinate with the Care and Shelter Branch.
□ On a regular basis, complete and maintain the Law Enforcement Branch Status Report and provide to the Operations Section Chief.
□ Refer all contacts with the media to the Public Information Officer. □ Assist Planning/Intelligence Section with Damage Assessment in disaster area. □ Maintain unit/activity log.

Law Enforcement Branch Coordinator Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 39
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Evaluate and process requests for Law Enforcement Mutual Aid Resources through the Merced Operational Area Law Enforcement Mutual Aid Coordinator. □ Establish and maintain communication with the Law Enforcement Branch Directors in the field.
□ Respond to requests for Law Enforcement resources in a timely manner, following established priorities (life safety, protection of property, and then the environment). □ Monitor and track law enforcement resources utilized during the event. □ Provide general support to field personnel as required. □ Supervise the Law Enforcement Operations Unit.
□ Establish and maintain radio or cell-phone communication with the Law Enforcement Branch Directors at the field level.
□ Obtain regular status reports on the law enforcement situation from the Department Operations Center or Law Enforcement branch at the field level. □ Assess the impact of the disaster/event on the Livingston Police Department’s operational capability.
□ Establish the objectives of the Law Enforcement Operations Unit based on the nature and severity of the disaster, and provide them to the Law Enforcement Branch Coordinator prior to the first Action Planning meeting. □ Ensure that the assignment of the law enforcement resources are closely monitored and coordinated, and that on-scene time is logged at the field level. □ If not addressed at the ICP, ensure incident facilities are established (staging areas, etc.) to coordinate incoming law enforcement mutual aid resources, as requested. □ In coordination with Situation Status Unit, determine if current and forecasted weather conditions will affect law enforcement operations. □ Coordinate with the Fire Operations Branch to determine geographical boundaries of evacuations.
□ Coordinate with the Care and Shelter Branch to establish suitable shelter locations and appropriate shelter facilities for evacuated population and/or animals. □ Assist in establishing camp facilities for law enforcement personnel, through the Logistics Section, if not addressed at the ICP.
□ Reinforce the use of proper procedures for media contacts. □ Provide law enforcement status updates to the Law Enforcement Branch Coordinator on a regular basis.
□ Maintain unit/activity log.

Law Enforcement Operations Unit Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 40
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Coordinate fire, hazardous materials, and search and rescue operations. □ Assist the Fire & Rescue Mutual Aid Coordinator in acquiring mutual aid resources, as necessary.
□ Complete and maintain branch status reports for major incidents requiring or potentially requiring operational area, state, and federal response, and maintain status of unassigned fire & rescue resources.
□ Implement the objectives of the EOC Action Plan assigned to the Fire & Rescue Branch.
□ Provide overall supervision of the Fire & Rescue Branch. □ Prepare and submit a preliminary branch status report as appropriate to the Operations Section Chief.
□ Prepare objectives for the Fire & Rescue Branch and provide them to the Operations Section Chief prior to the first Action Planning meeting. □ Ensure that Branch and Unit position logs and other files are maintained. □ Maintain current status of Fire & Rescue missions being conducted in your area of responsibility.
□ Provide the Operations Section Chief and the Planning/Intelligence Section Chief with an overall summary of Fire & Rescue Branch operations periodically or as requested during the operational period.
□ On a regular basis, complete and maintain the Fire & Rescue Branch Status Report. □ Refer all contacts with the media to the Public Information Officer. □ Ensure that fire, hazardous material, and search and rescue resources are channeled through the mutual aid coordinators.
□ Prepare objectives for the Fire & Rescue Branch for the subsequent operations period provide them to the Operations Section Chief prior to the end of the shift and the next Action Planning meeting.
□ Maintain unit/activity log.

Fire and Rescue Branch Coordinator Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 41
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Evaluate and process requests for fire resources through the Merced Operational Area Fire & Rescue Mutual Aid Coordinator.
□ Establish and maintain communication with Fire Branch Directors in the field for incidents occurring in the City.
□ Respond to requests for fire resources from the field in a timely manner, following established priorities (life safety, property, and then the environment). □ Monitor and track fire resources utilized during the event. □ Provide general support to field personnel, as required. □ Supervise the Fire Operations Unit.
□ Establish and maintain radio or cell-phone communication with the Department Operations Center or Fire Branch Director at the field level. □ Obtain regular fire situation status reports from the field Fire & Rescue Branch. □ Assess the impact of the disaster/event on Livingston Fire Department operational capabilities.
□ Establish the objectives of the Fire Operations Unit based on the nature and severity of the disaster, and provide them to the Fire & Rescue Branch Coordinator prior to the first Action Planning Meeting.
□ If the Department Operations Center is not activated, ensure fire resources assignments are closely monitored and coordinated, and on-scene time is logged at the field level.
□ Provide regular fire status updates to the Fire & Rescue Branch Coordinator. □ Evaluate and process all requests for fire mutual aid resources through the Operational Area Fire & Rescue Mutual Aid Coordinator.
□ If not addressed at the Incident Command Post, ensure that incident facilities are established (marshaling areas, staging areas, etc.) to coordinate incoming fire mutual aid resources, as required.
□ In coordination with Situation Status, determine if current and forecasted weather conditions will affect fire and rescue operations.
□ Inform the Fire & Rescue Branch Coordinator of all significant events that occur. □ Coordinate with the Law Enforcement Branch to determine status of evacuations and shelter locations.
□ Reinforce the use of proper procedures for media contacts. □ Maintain unit/activity log.

Fire Operations Unit Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 42
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Coordinate personnel, equipment and resources to provide emergency medical care and transportation during a disaster.
□ Monitor and coordinate all tactical operations of out-of-hospital triage. □ Assess number of medical casualties and needs.
□ Coordinate resources and communication with health care facilities and transportation agencies for patient evacuation and care. □ Maintain contact with medical field operations and ensure coordination and information exchange between field responders and the EOC. □ Initiate and maintain contact with the Merced County Operational Area Medical/Health Coordinator.
□ Prepare objectives for the EMS Unit and provide them to the Fire & Rescue Branch Coordinator prior to the first Action Planning Meeting. □ Refer all contacts with the media to the Public Information Officer. □ Brief the Merced County Operational Area Medical/Health Coordinator about the:
 Scope of medical involvement
 Resources committed, need for mutual aid
 Approximate number/location of casualties that require hospitalization □ Advise the Control Facility (CF) to assess/report back on local hospital capabilities and impact on operations.
□ Coordinate with the CF and the Fire & Rescue Branch Coordinator for transportation and care of injured persons, including transport to appropriate care facilities/areas. □ Provide information on established disaster routes to hospitals, healthcare facilities, and to other transport agencies.
□ Coordinate with Law Enforcement Branch Coordinator during evacuations to relocate and reduce the patient population in affected hospitals, nursing homes and other care facilities.
□ Coordinate continued medical care for patients who cannot be moved when hospitals/nursing homes/healthcare facilities are evacuated. □ Identify facilities that could be expanded or utilized for emergency treatment and extended care centers.
□ Establish and coordinate the staffing of casualty collection points (CCP) as needed. □ Coordinate/provide for appropriate medications to be distributed to hospitals, shelters, CCPs and/or treatment areas.
□ Establish a patient tracking system in coordination with Fire and Law.

EMS Unit Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 43
□ Identify issues, resources needs, and shortfalls for the next operational period. □ Maintain unit/activity log.

Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 44
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Determine the scope of hazardous materials incidents throughout the jurisdiction. □ Assist in mobilizing hazardous materials teams at the request of the Incident Commanders in the field.
□ Provide hazardous materials support, as required to emergency response agencies consistent with established priorities and objectives.
□ Ensure that deployed teams are provided with adequate support. □ Supervise the Hazardous Materials Unit.
□ Work closely with all Operations Section Branch Coordinators to determine the scope of hazardous materials incident response required. □ Coordinate with the Fire & Rescue Branch Coordinator to determine missions for hazmat teams based on established priorities.
□ Mobilize and deploy available hazardous materials teams in a manner consistent with the HazMat Mutual Aid System established priorities. □ Establish radio or cell-phone communication with all deployed hazmat teams to determine the scope of support required.
□ Work closely with the Resources Unit to determine the status and availability of HazMat Response Teams in the jurisdiction.
□ Coordinate with the Public Works Branch to provide on-site assistance with hazmat operations at the request of Field Incident Commander.
□ Coordinate with the EMS Unit to determine medical facilities where victims of hazmat incidents can be transported following decontamination. □ Coordinate with the Coroner to provide on-site assistance for fatalities at hazmat scenes.
□ Monitor and track the progress and status of each hazmat team. □ Ensure that HazMat Team Leaders report all significant events. □ Assist in establishing camp facilities for hazmat teams through the Logistics Section, if not addressed at the ICP.
□ Inform the Fire & Rescue Branch Coordinator of all significant events. □ Reinforce the use of proper procedures for media contacts. This is particularly critical in instances where the media is seeking technical information on the hazardous material, statistical information, or personal identities of injured victims or fatalities.
□ Maintain unit/activity log.

Hazardous Materials Unit Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 45
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Survey all utility systems and restore systems that have been disrupted, including coordinating with utility service providers.
□ Survey all public and private facilities, assessing the damage to such facilities and coordinating the repairs of damage to public facilities. □ Supervise the Public Works Branch.
□ Based on the situation, activate the necessary units within the Public Works Branch per the EOC Organization Chart.
□ Contact and assist the Operational Area Public Works Mutual Aid Coordinator with the coordination of mutual aid resources as necessary. If there is none, work through a Coordinator in the Merced County EOC.
□ Provide an initial situation report to the Operations Section Chief. □ Based on the initial EOC strategic objectives prepare objectives for the Public Works Branch and provide them to the Operations Section Chief prior to the first Action Planning meeting.
□ Maintain current status on all public works activities being conducted in your area of responsibility.
□ Ensure that damage and safety assessments are being carried out for both public and private facilities request mutual aid as required.
□ Determine and document the status of transportation routes into and within the affected areas.
□ Coordinate debris removal services as required.
□ Provide the Operations Section Chief and the Planning/Intelligence Section Chief with an overall summary of the Public Works Branch operations periodically during the operational period or as requested.
□ Ensure that all Public Works Status Reports, as well as the initial damage estimates are completed and maintained.
□ Refer all contacts with the media to the Public Information Officer. □ Prepare objectives for the Public Works Branch for the subsequent operations period, and provide them to the Operations Section Chief prior to the end of the shift and the next Action Planning meeting.
□ Provide your relief with a briefing at shift change, informing him/her of all ongoing activities, branch objectives for the next operational period, and any other pertinent information.
□ Maintain unit/activity log.

Public Works Branch Coordinator Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 46
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Provide road closure and traffic light outage information to the EOC. □ Coordinate with Fire and Law on road closures and openings. □ Ensure that current road closures and traffic signal outage information is displayed in the EOC.
□ Participate in evacuation route planning.
□ Coordinate transportation related activities with other operations units. □ Coordinate with Cal Trans and CHP on status of highways. □ Coordinate and track mutual aid resources.
□ Maintain contact with department operations centers and ensure coordination and information exchange between field responders and the EOC. □ Collect preliminary situation information on division activities, the emergency situation, and the status of resources.

Based on the situation, staff the unit to perform the following functions:
 Road closure coordination
 DOC/field coordination
 Evacuation coordination
□ Brief the Branch Coordinator on the emergency situation:
 Scope of the division’s involvement in the incident
 Personnel and resources committed, need for mutual aid  Current and potential threats to life and property
 Recommend course of action to mitigate immediate threats  Share current situation status and division activities that may impact another department’s operations to ensure field activities are coordinated  Discuss strategies for dealing with potential problems  Identify critical issues, needs, and resources
 Update the Action Plan and report back on previously assigned tasks □ Warn the Branch Coordinator immediately when the emergency situation escalates or there is a critical situation occurring.
□ Assist with Action Planning:
 Prepare objectives for the Branch Coordinator prior to the briefing/planning meetings
 Brief unit on the EOC Action Plan objectives and assign specific responsibilities  Provide unit tactical plan to the Branch Coordinator
□ Coordinate critical emergency information within the unit and with other units in the branch.

Roads and Bridges (Transportation) Unit Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 47
□ Assist with resource management by tracking resources used in the response, or sent/received as mutual aid and coordinate with the resources tracking unit. □ Provide periodic situation or status reports to the Branch Coordinator for update of the overall situation.
□ Ensure that unit position logs are maintained.
□ Identify issues, resources needs, and shortfalls for the next operational period. □ Brief your replacement at shift change. Ensure that in-progress activities are identified and follow-up requirements are conveyed.
□ Maintain unit/activity log.

Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 48
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Positions.
□ Gather information about the status of rivers, levees and dams and provide information about flooding and levee status in the affected areas to the Operations Section Chief.
□ Provide affected agencies with information and coordinate mutual aid requests for assistance/resources from agencies within the jurisdiction, including but not limited to, specialized personnel, equipment and transportation. □ Manage the process of tracking, requesting, and deploying flood control mutual aid resources.
□ Provide status information and reports to the Planning/Intelligence Section for inclusion into the situation report.
□ Maintain activity log for the flood control function. At a minimum, the log should record the following:
 Conversations in which decisions were reached, instructions given or received, vital information exchanged
 Requests filled, mission assignments from Merced County OES and  Major events/activities
□ Establish contact with the following agencies/jurisdictions:
 Merced County Water Resources
 DWR Flood Operations Center
□ Request and obtain reports from flood control agencies within the affected area.

This information should include:
 Status of rain/stream gages ALERT
 Status of levee patrols
 Damage to levees/flood fight locations status and risk  Flooding occurring or imminent, areas of impact, estimated damages  Sump pump outages and causes of outage and when repairs will be complete and street flooding and risk of structure flooding
 Status of storm drain systems
 Status of all dams which could affect the area including: inflow, outflow and volume
 Special resources required to accomplish flood fight and major problem identification
 Projection of impending areas of concern
 Established locations for staging and processing incoming support resources Flood Management Unit Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 49
□ Consolidate all information on the Flood Control Status Report form. Provide information to the Planning/Intelligence Section.
□ Determine the various flood control agencies capabilities to staff flood fight, and level of additional support needed.
□ Assess resource capabilities within the jurisdiction and be prepared to respond to mutual aid resources requests.
□ Coordinate requests for additional personnel or other support with other agencies and jurisdictions.
□ Process requests for mutual aid to Merced County OES, if resources within the jurisdiction are inadequate.
□ Participate in Action Planning sessions.
□ Disseminate established flood control priorities to jurisdictions. □ Brief your relief at shift change time. Ensure that in-progress activities are identified and follow-up requirements are known.
□ Maintain unit/activity log.

Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 50
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Assess and project debris types and quantities generated by the event. □ Identify preferred debris collection, storage, diversion, and disposal alternatives. □ Coordinate intra-departmental and intra-jurisdictional debris management efforts. □ Supervise the Debris Management Unit (DMU).
□ Determine regulatory compliance needs.
□ Based on the situation, activate the necessary units with the DMU per the DMU organization chart.
□ Contact and coordinate with other City departments and Merced County to establish collection and disposal of debris with the mutual aid resources. □ Provide an initial situation report to the Operations Section Chief. □ Based on the initial EOC strategic objectives prepare objectives for the Debris Management Unit and provide them to the Public Works Branch prior to the first Action Planning meeting.
□ Ensure that Debris Management Unit position logs and other necessary files are maintained.
□ Maintain current status on all debris management activities being conducted in your area of responsibility.
□ Ensure that debris assessments are being carried out for both public and private facilities; request mutual aid as required.
□ Ensure that regular residential refuse and recycling collection services are maintained to the extent possible. Identify areas where service is not possible and communicate to the EOC.
□ Ensure the Merced County waste disposal and transfer facilities remain operational. □ Ensure adequate public education efforts aimed at keeping Household Hazardous Waste (HHW) and source materials separated and segregated are executed. □ Secure debris removal services from franchised haulers and other services providers as required.
□ Provide the Public Works Branch an overall summary of the Debris Management Unit operations periodically during the operational period or as requested. □ Coordinate all contacts with the media with the Public Information Officer. □ Ensure that the temporary Debris Storage facilities are returned to their pre-event condition prior to the site closure
□ Ensure that debris tonnage jurisdictional allocations are distributed accurately. □ Maintain unit/activity log.

Debris Management, Waste Management
and Recycling Unit Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 51
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Collect initial damage/safety assessment information from other branches/units within the Operations Section.
□ Provide detailed damage/safety assessment information to the Planning/Intelligence Section, with associated loss damage estimates. □ Maintain detailed records on damaged areas and structures. □ Coordinate mutual aid requests for engineers to inspect structures and/or facilities, to include organizing the inspectors into inspection teams upon their arrival. □ Supervise the Building Inspection Unit.
□ Obtain initial damage/safety assessment information from the Fire & Rescue Branch, Law Enforcement Branch, Utilities Unit, and other branches/units as necessary.
□ Coordinate with other sources for additional damage/safety assessment information.
□ Prepare detailed damage/safety assessment information, including estimate of value of the losses, and provide to the Planning/Intelligence Section. □ Clearly label each structure and/or facility inspected in accordance with ATC-20 standards and guidelines.
□ Maintain a list of structures and facilities requiring immediate inspection or engineering assessment.
□ Coordinate all requests for engineers and building inspectors from emergency response agencies. Communicate mutual aid resource needs with the Merced County EOC.
□ Keep the Public Works Branch Coordinator informed of the inspection and engineering assessment status.
□ Refer all contacts with the media to the Public Information Officer. □ Maintain unit/activity log.

Building Inspection Unit Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 52
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Assess the status of utilities, and provide Utilities Status Reports as required. □ Coordinate restoration of damaged utilities with utility representatives. □ Supervise the Utilities Unit.
□ Establish and maintain a position log and other necessary files. □ Establish and maintain communications with Pacific Gas and Electric (P.G. & E.), Sac Sewer District and other utility service providers. □ Assess the extent of damage to utility systems in the city. □ Coordinate with the Liaison Officer to ensure that agency representatives from utility service providers are available to respond to the EOC.
□ Ensure that all information on system outages are consolidated and provided to the Situation Status Unit in the Planning/Intelligence Section. □ Ensure that support to utility providers is available as necessary to facilitate restoration of damaged systems.
□ Keep the Public Works Branch Coordinator informed of the restoration status. □ Refer all contacts with the media to the Public Information Officer. □ Maintain unit/activity log.

Utilities Unit Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 53
Read entire position checklist before taking any action! □ Manage and assumes responsibilities of those functions assigned to the Care and Shelter Branch.
□ Coordinates with the ARC on the overall management of mass care shelters, including the preparation of action plans, listing objectives to be accomplished, and formation of strategies to achieve those objectives as well as advanced planning considerations.
□ Coordinates with other Merced County and other city Operations Section counterparts to ensure support services are provided to shelters, including medical, public and behavioral health, security, fire/safety, and building inspection. □ Communicates care and shelter activities to the Operations Section Chief. □ Ensures coordination with the ARC to provide temporary shelter, food, clothing, medical care, and other essential life support needs for persons impacted by the disaster.
□ Coordinate with the Liaison Officer to request an Agency Representative from the American Red Cross. Work with the Agency Representative to coordinate all shelter and congregate care activity.
□ Provide the Operations Chief and Planning Chief with updates and/or reports as requested or appropriate.
□ Prepare objectives for the Care and Shelter Branch for the subsequent operational period and provide them to the Operations Section Chief prior to the end of the shift and the next Action Planning meeting.
□ Refer all contacts with the media to the Public Information Officer. □ Maintain unit/activity log.

Care and Shelter Branch Chief Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 54
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Coordinate the provision of animal shelter with the Section Chief. □ Coordinate with the Care and Shelter Branch Coordinator on animal shelter locations adjacent to human shelters.
□ Coordinate with veterinarians/CVMA to prevent the spread of animal diseases during disasters.
□ Coordinate and track mutual aid resources.
□ Maintain contact with Merced County Animal Control and ensure coordination and information exchange between agencies.
□ Work with the Merced County Agricultural Commissioner on issues associated with livestock.
□ Request support from neighboring animal control agencies, Merced County, NGO animal welfare groups and large animal haulers for assistance in animal evacuation and shelter.
□ Refer all contacts with the media to the Public Information Officer. □ Collect preliminary situation information and the status of resources. □ Warn Branch Coordinator immediately when the emergency situation escalates or there is a critical situation occurring.
□ After the disaster, coordinate the process of displaced animal reunification and or placement.
□ Disassemble the temporary animal shelter, disinfect and store the equipment or return to original owners.
□ Maintain unit/activity log.

Animal Care Unit Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 55
Planning/Intelligence Section
Purpose
The Planning/Intelligence Section is responsible for directing and managing the creation of a comprehensive situation status report, development of EOC Action Plans for each operational period, and maintenance of all documentation related to the emergency. The Planning/Intelligence Section staff must evaluate the potential economic, social and environmental impacts of the disaster, while managing response to the conditions within the city. Additionally, the Planning/Intelligence Section staff must consider whether an emergency in a neighboring jurisdiction could impact the City of Livingston or draw upon resources normally available to the city.

The Planning/Intelligence Section Chief identifies whether full or partial staff is required to respond. When fully activated the section may include the positions shown in the organizational chart above. The duties assigned to the unfilled position are the responsibility of the Planning/Intelligence Section Chief.

Objectives
The Planning/Intelligence Section will accomplish the following specific objectives during a disaster/emergency:
 Collect initial situation and damage assessment information.  Display situation status information in the EOC using maps and visual aids.  Conduct mapping and documentation operations.
 Disseminate summary situation status and damage assessment reports to other EOC sections, City departments, and Merced County EOC.
 Determine the City's post-event condition and prepare a post-disaster recovery plan.  Provide planning support to other sections.
 Ensure accurate recording and documentation of the incident.  Prepare the City's EOC Action Plan.
 Maintain proper and accurate documentation of all actions taken to ensure that all required records are preserved for future use and CalEMA and FEMA filing requirements.
 Acquire technical experts for special interest topics or special technical knowledge subjects.

Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 56
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Ensure that the responsibilities of the Planning/Intelligence Section are carried out, to include:
 Ensure collecting, analyzing, and displaying of situation information  Preparing periodic Situation Reports
 Preparing and distributing the EOC Action Plan and facilitating the Action Planning meeting
 Conducting Advance Planning activities and reports
 Providing technical support services to the various EOC sections and branches  Documenting and maintaining files on all EOC activities □ Establish the appropriate level of organization for the Planning/Intelligence Section. □ Ensure the early and continued coordination with the Planning/Intelligence Sections of other activated EOCs within the jurisdiction (i.e. special districts, Merced OA EOC or Inland REOC).
□ Exercise overall responsibility for the coordination of unit activities within the section. □ Keep the EOC Director informed of significant issues affecting the Planning/Intelligence Section.
□ In coordination with the other Section Chiefs, ensure that Branch Status Reports and situation Status Reports are used to develop the EOC Action Plan. □ Supervise the Planning/Intelligence Section.
□ Ensure that the Planning/Intelligence Section is set up properly and appropriate personnel, equipment, and supplies are in place, including maps and status boards. □ Based on the situation, activate within the section as needed and designate Unit Leaders for each element per the EOC Organization Chart. □ Request additional personnel for the section as necessary to maintain a 24-hour operation.
□ Establish contact with all activated DOCs and within the jurisdiction and coordinate Situation Status Reports with their Planning/Intelligence Sections. □ Meet with Operations Section Chief and obtain and review any major incident reports.
□ Review responsibilities of branches in section and develop plan for carrying out all responsibilities.
□ Make a list of key issues to be addressed in the EOC Action Plan process by consulting with Section Chiefs, including specific objectives to be accomplished during the initial Operational Period.
□ Keep the EOC Director informed of significant events. □ Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur.
□ Ensure that the Situation Analysis Unit is maintaining current information for the Situation Status Report.

Planning/Intelligence Section Chief Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 57
□ Ensure major incidents reports and branch status reports are completed by the Operations Section and are accessible by Planning/Intelligence Section. □ Ensure a Situation Status Report is produced and distributed to all EOC Sections and the Merced OA EOC at least once, prior to the end of the operational period. □ Ensure all status boards and other displays are kept current and that posted information is neat and legible.
□ Ensure the Public Information Officer has immediate and unlimited access to all status reports and displays.
□ Conduct periodic briefings with section staff and work to reach consensus among staff on section objectives for forthcoming operational periods. □ Facilitate the EOC Director's Action Planning meetings approximately two hours before the end of each operational period.
□ Ensure objectives for each section are completed, collected, and posted in preparation for the next Action Planning meeting.
□ Ensure the EOC Action Plan is completed and distributed at the start of the next operational period.
□ Work closely with each unit within the Planning/Intelligence Section to ensure the section objectives as defined in the current EOC Action Plan are being addressed. □ Ensure the Advance Planning Unit develops and distributes a report that highlights forecasted events or conditions likely to occur beyond the forthcoming operational period (usually within the next 36-72 hours) particularly those situations which may influence the overall strategic objectives of the EOC. □ Ensure the Documentation Unit maintains files on all activities related to the event, and provides reproduction services for the EOC, as required. □ Provide technical services, such as energy advisors and other technical specialists to all EOC sections as required.
□ Maintain unit/activity log.

Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 58
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Oversee the collection, organization, and analysis of disaster situation information.

This includes gathering data by contacting all activated EOCs in the jurisdiction. □ Ensure that information collected from all sources is validated prior to posting on status boards.
□ Ensure that Situation Status Reports are developed for dissemination to EOC staff and the Merced OA EOC.
□ Ensure that an EOC Action Plan is developed for each operational period, based on objectives developed by each EOC Section.
□ Ensure that all maps, status boards, and other displays contain current and accurate information.
□ Supervise Situation Analysis Unit.
□ Ensure there is adequate staff available to collect and analyze incoming information, maintain the Situation Status Report and facilitate the Action Planning process. □ Prepare Situation Analysis Unit objectives for the initial Action Planning meeting. □ Oversee the collection and analysis of all event or disaster related information. □ Oversee the preparation and electronic distribution of the Situation Status Report.

Coordinate with the Documentation Unit for manual distribution and reproduction as required.
□ Ensure that each EOC Section provides the Situation Analysis Unit with Branch Status Reports on a regular basis.
□ Meet with the Public Information Officer to determine the best method for providing them with up-to-date information.
□ Prepare a situation summary for the EOC Action Planning meeting. □ Ensure each section provides an update on their objectives at least 30 minutes prior to each Action Planning meeting. This includes those completed, and the status of those not completed, as well as new objectives to be added to the Action Plan. □ Convene and facilitate the Action Planning meeting following the meeting process guidelines.
□ In preparation for the Action Planning meeting, ensure that all EOC objectives are posted on chart paper and the meeting room is set up with appropriate equipment and materials (easels, markers, Situation Status Reports, etc.). □ Following the meeting, ensure that the Documentation Unit publishes and distributes the action Plan at the beginning of the next operational period. □ Ensure that adequate staff is assigned to maintain all maps, status boards, and other displays.
□ Maintain unit/activity log.

Situation Status Unit Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 59
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Establish an EOC Action Planning meeting schedule for the operational period with the EOC Director and Planning/Intelligence Section Chief. □ Coordinate the calling of EOC Action Planning meetings and reminding Section Chiefs to bring summaries of their issues and needs, along with updates on the existing Action Plan.
□ Facilitate the EOC Action Planning Meeting.
□ Complete and distribute the initial/updated EOC Action Plan (EAP). □ Monitor the current Situation Report.
□ Coordinate the EOC Action Plan (EAP) meeting with the EOC Director and Planning/Intelligence Section Chief.
□ Remind all of the Section Chiefs and the EOC Director about ten minutes before the EAP meeting so they can prepare their concerns, needs, and updates to any action items on the existing EAP.
□ Facilitate the EAP meeting by ensuring the following actions occur in the meeting:
 Provide a short briefing on situation and resource status.  Set control objectives for the event---desired management outcomes.  Plot control lines and division boundaries for the event.  Specify tactics for each Section.
 Specify resources needed by each Section.
 Specify Operations facilities and reporting locations--Plot on map.  Place resource and personnel orders.
 Consider Communications, Medical and Traffic Plan requirements.  Finalize, approve and implement EOC Action Plan.
□ Prepare a draft EAP and submit it to the EOC Director/Planning/Intelligence Section Chief for approval.
□ Print and distribute the approved EAP as directed by the Planning/Intelligence Section Chief. (Ensure that a copy is provided to all EOC positions). □ Maintain unit/activity log.

Action Planning Unit Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 60
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Collect, organize and file all completed event or disaster related forms, to include:
all EOC Position Logs, Situation Status Reports, EOC Action Plans, and any other related information, just prior to the end of each operational period. □ Provide documentation reproduction services to EOC staff. □ Distribute the EOC Situation Status Reports, EOC Action Plan, and other documents, as required.
□ Maintain a permanent electronic archive of all Situation Reports and Action Plans associated with the event or disaster.
□ Assist the EOC Coordinator in the preparation and distribution of the After Action Report.
□ Supervise the Documentation Unit.
□ Meet with the Planning/Intelligence Section Chief to determine what EOC materials should be maintained as official records.
□ Meet with the Planning/Intelligence Section Chief to determine what EOC materials and documents are necessary to provide accurate records and documentation for recovery purposes.
□ Initiate and maintain a roster of the City EOC staffing to ensure that position logs are accounted for and submitted to the Documentation Unit at the end of each shift. □ Reproduce and distribute the Situation Status Reports and Action Plans either manually or electronically. Ensure distribution is made to the OES Inland REOC. □ Keep extra copies of reports and plans available for special distribution, as required. □ Set up and maintain document reproduction services for the EOC □ Maintain unit/activity log.

Documentation Unit Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 61
Please read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Prepare and maintain displays, charts and lists which reflect the current status and location of controlled resources, transportation and support vehicles. □ Establish a resources reporting system for field and EOC units. □ Prepare and process resource status change information. □ Coordinate with city/county/state counterparts.
□ Prepare Resources Tracking Unit objectives for the initial Action Planning meeting. □ Develop a system to track resources deployed for disaster response. □ Establish a reporting procedure for resources at specified locations. □ Direct the collection, organization and display status of incident resources to include allocation, deployment and staging areas.
□ Maintain a master list of all resources reported.
□ Provide for an authentication system in case of conflicting resources status reports. □ Provide a resources overview and summary information to the Situation Status Unit as requested and written status reports on resources allocations as requested by the Section Chiefs.
□ Assist in strategy planning based on the evaluation of the resources allocation, resources en route and projected resources shortfalls.
□ Ensure available resources are not overlooked by the Operations Section staff. □ Make recommendations to the Planning/Intelligence Section Chief of resources that are not deployed or should be deactivated.
□ Prepare a situation summary for the EOC Action Planning meeting. □ Ensure that adequate staff is assigned to maintain all maps, status boards, and other displays.
□ Maintain unit/activity log.

Resources Tracking Unit Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 62
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Development of an Advance Plan consisting of potential response and recovery related issues likely to occur beyond the next operational period, generally within 36 to 72 hours.
□ Review all available Status Reports, Action Plans, and other significant documents. □ Determine potential future impacts of the event or disaster particularly issues which might modify the overall strategic EOC objectives. This includes coordination of information with all activated jurisdictional EOCs.
□ Provide periodic briefings for the EOC Director and General Staff addressing Advance Planning issues.
□ Supervise the Advance Planning Unit.
□ Monitor the current Situation Report to include recent updates. □ Meet individually with the General Staff and determine best estimates of the future direction of the event or disaster.
□ Develop an Advance Plan identifying future policy related issues, social and economic impacts, significant response or recovery resource needs, and any other key issues likely to affect EOC operations within a 36 to 72 hour time frame. □ Submit the Advance Plan to the Planning Chief for review and approval prior to conducting briefings for the General Staff and EOC Director. □ Review Action Planning objectives submitted by each section for the forthcoming operational period. In coordination with the General Staff, recommend a transition strategy to the EOC Director when EOC activity shifts predominantly to Recovery Operations.
□ Maintain unit/activity log
Advance Planning Unit Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 63
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Develop a Demobilization Plan for the EOC based on a review of the pertinent planning documents and status reports. Ensure demobilization is coordinated in the activated jurisdictional DOCs as well as the Logistics section as they will carry out the Demobilization Plan.
□ Supervise personnel assigned to the Demobilization Unit. □ Monitor the current situation report to include recent updates. □ Meet individually with the EOC Director and General Staff to administer the section worksheets for the demobilization plan.
□ Utilizing the worksheets, develop the Demobilization Plan and circulate to the EOC Director and General Staff for review.
□ Formalize the Demobilization Plan for the EOC Director. □ Demobilization planning must occur at least once during the operational period for as long as EOC Sections are formally staffed.
□ Advise all Section Chiefs to ensure that demobilized staff complete all reports, timesheets, and exit surveys in coordination with the Personnel Unit prior to leaving the EOC.
□ Maintain unit/activity log.

Demobilization Unit Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 64
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Provide technical observations and recommendations to the EOC in specialized areas, as required.
□ Ensure that qualified specialists are available in the areas required by the particular event or disaster.
□ Supervise the Technical Services Unit.
□ Coordinate with the Logistics Section to ensure that technical staff are located and mobilized.
□ Assign technical staff to assist other EOC Sections in coordinating specialized areas of response or recovery.
□ Assign technical staff to assist the Logistics Section in interpreting specialized resources.
□ Maintain unit/activity log.

Technical Specialists Unit Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 65
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Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 66
Logistics Section
Purpose
The Logistics Section's primary responsibility is to ensure the acquisition, transportation and mobilization of resources are available to support the response effort at the disaster sites, public shelters, EOCs, etc. This Section provides all necessary personnel, supplies and equipment procurement support. Methods for obtaining and using facilities, equipment, supplies, services and other resources to support emergency response at all operational sites during emergency conditions, will be the same as those used during normal operations unless authorized by the Director of Emergency Services. The difference is the coordination will be from the EOC.

When fully activated the section may include the positions shown in the organizational chart above. If staffing is not available for each position, the duties assigned to the unfilled position are the responsibility of the Logistics Section Chief.

Objectives
The Logistics Section ensures that all other sections are supported for the duration of the incident. Any personnel, equipment, supplies or services required by the other sections, except mutual aid resources requested through law enforcement and fire mutual aid channels, will be ordered through the Logistics Section.

The Logistics Section will accomplish the following specific objectives during a disaster:
 Collect information from other sections to determine needs and prepare for expected operations.
 Coordinate provision of logistical support with the EOC Director.  Prepare required reports identifying the activities performed by the Logistics Section.
 Determine the City's logistical support needs and plan for both immediate and longterm requirements.  Maintain proper and accurate documentation of all actions taken and all items procured to ensure that all required records are preserved for future use for CalEMA and FEMA filing requirements.

Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 67
Please read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Ensure the logistics function is carried out in support of the Emergency Operations Center (EOC). This function includes providing communication services, resource tracking, acquiring equipment, supplies, personnel, facilities, and transportation services as well as arranging for food, lodging, and other support services to the EOC and its supporting facilities.
□ Establish the appropriate level of branch and/or unit staffing within the Logistics Section, continuously monitoring the effectiveness of the organization and modifying as required.
□ Ensure section objectives, as stated in the EOC Action Plan are accomplished within the operational period or within the estimated time frame. □ Coordinate closely with the Operations Section Chief to establish priorities for resource allocation to activated EOCs within the jurisdiction. □ Keep the EOC Director informed of all significant issues relating to the Logistics Section.
□ Supervise the Logistics Section.
□ Ensure the Logistics Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps, status boards, vendor references, and other resource directories.
□ Based on the situation, activate Branches/Units within the Section as needed and designate Branch and Unit Leaders for each element per the EOC Organization Chart.
□ Mobilize sufficient Section staffing for 24-hour operations. □ Establish communications with Logistics Sections in activated DOCs within the jurisdiction.
□ Advise Logistics Section Branches and Units to coordinate with appropriate branches in the Operations Section to prioritize and validate resource requests from activated DOCs within the jurisdiction. This should be done prior to acting on the request.
□ Meet with the EOC Director and General Staff and identify immediate resource needs.
□ Meet with the Finance Section Chief and determine level of purchasing authority for the Logistics Section.
□ Assist Branch and Unit Leaders in developing objectives for the section as well as plans to accomplish their objectives within the first operational period, or in accordance with the Action Plan.
□ Provide periodic Section Status Reports to the EOC Director. □ Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur, especially regarding the acquisition, movement, and deployment of resources.

Logistics Section Chief Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 68
□ Meet regularly with Section staff and work to reach consensus on section objectives for forthcoming operational periods.
□ Provide the Planning/Intelligence Section Chief with the Logistics Section objectives at least 30 minutes prior to each Action Planning meeting. □ Attend and participate in EOC Action Planning meetings. □ Ensure that transportation requirements, in support of response operations, are met. □ Ensure that all requests for facilities and facility support are addressed. □ Maintain unit/activity log.

Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 69
Read entire position checklist before taking any action! □ Provide desktop support services to EOC.
□ Ensure all desktop and printer hardware is fully functional, coordinating with hardware vendors where necessary to obtain in-warranty support. □ Install desktop hardware.
□ Ensure latest desktop images are ready, available and installed on all supported desktops.
□ Ensure available images have the latest security updates and software versions installed.
□ Provide desktop support and troubleshooting activities as necessary in EOC. □ Keep team members informed of developments, bringing up to speed at shift changes.
□ Perform post-mortem from incident management reports and submit reports to designated EOC contact.
□ Monitor and maintain Anti-Virus service to assure client servers and desktops are protected from virus, spyware/grayware.
□ Monitor and maintain shared file and print servers to assure file and print services are available.
□ Monitor and maintain backup service to assure servers and files are being backed up and recoverable.
□ Maintain adequate documentation of systems and services supporting EOC activations.

IT Unit Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 70
Read entire position checklist before taking any action! □ Ensure that all necessary voice and data communications lines remain operational. □ Monitor and maintain network devices to assure LAN connectivity and Internet access
□ Monitor and maintain severs to assure network authentication services are available.
□ Monitor and maintain Email servers to assure email service is available. □ Monitor and maintain telephone service support for end-users. □ Maintain adequate documentation of systems and services supporting EOC activations.
□ Attend any necessary EOC Operations training as recommended from EOC staff. □ Ensure that all user requests and/or service incidents are maintained □ Keep EOC personnel informed of the status of communications systems. □ Review and update procedures for supported systems as needed or as requested by EOC staff.
□ Perform post-mortem from incident management reports and submit reports to designated EOC contact.

Telecommunications Unit Position Checklist
(Telephones, Network, Internet, Email)
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 71
Please read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Ensure that adequate essential facilities are provided for the response effort, including securing access to the facilities and providing staff, furniture, supplies, and materials necessary to configure the facilities in a manner adequate to accomplish the mission.
□ Ensure acquired buildings, building floors, and/or workspaces are returned to their original state when no longer needed.
□ Supervise the Facilities Branch.
□ Work closely with the EOC Coordinator and other sections in determining facilities and furnishings required for effective operation of the EOC. □ Coordinate with branches and units in the Operations Section to determine if assistance with facility acquisition and support is needed at the field level. □ Arrange for continuous maintenance of acquired facilities, to include ensuring that utilities and restrooms are operating properly.
□ If facilities are acquired away from the EOC, coordinate with assigned personnel and designate a Facility Manager.
□ Develop and maintain a status board or other reference which depicts the location of each facility a general description of furnishings, supplies, and equipment at the site, hours of operation, and the name and phone number of the Facility Manager. □ As facilities are vacated, coordinate with the Facility Manager to return the location to its original state. This includes removing and returning furnishings and equipment, arranging for janitorial services, and locking or otherwise securing the facility.
□ Keep the Logistics Section Chief informed of significant issues affecting the Facilities Branch.
□ Maintain unit/activity log.

Facilities Branch Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 72
Please read entire position checklist before taking any action! □ Review Common responsibilities – All Personnel.
□ Oversee the procurement and allocation of supplies and material not normally provided through mutual aid channels.
□ Coordinate delivery of supplies and material as required through the Logistics section.
□ Supervise the Procurement Branch.
□ Determine procurement spending limits. Obtain a list of pre-designated emergency purchase orders as required in coordination with the Finance Section, Fiscal Unit. □ In conjunction with the Resource Tracking Unit, maintain a status board or other reference depicting procurement actions in progress and their current status. For Example:
 resources readily available
 resource requests
 status of shipments
 priority resource requirements
 shortfalls
□ Determine if the procurement item can be provided without cost from another jurisdiction or organization within the jurisdiction.
□ Determine unit costs of supplies and material, from suppliers and vendors, and if they will accept purchase orders as payment prior to completing the order. □ Orders exceeding the purchase order limit must be approved by the Finance Section before the order can be completed.
□ Keep the Finance Section Chief informed of significant issues affecting the Procurement Branch.
□ Maintain unit/activity log.

Procurement Branch Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 73
Please read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Determine feeding requirements for the EOC and supporting facilities. □ Complete menu planning including determining the required catering options and food distribution facilities.
□ Provide water and general maintenance of the food service areas. □ In conditions wherein food preparation is conducted relative to the response scenario, direct food preparation including serving.
□ Determine location of working assignment of catering and service staff at the EOC and supporting facilities.
□ Determine method of feeding to best fit each situation. □ Obtain necessary equipment and supplies to operate food service facilities. □ Set up food unit equipment.
□ Prepare menus to ensure personnel of well-balanced meals, appropriate snacks and an adequate supply of drinks available.
□ Ensure that sufficient water is available to meet all personnel needs. □ Ensure that all appropriate health and safety measures are taken. □ Supervise all food unit personnel.
□ Keep inventory of food on hand, and check in food orders. □ Provide Procurement Branch with food supply orders.
□ Keep the Logistics Section Chief informed of significant issues affecting the Food Unit.
□ Maintain unit/activity log.

Feeding Unit Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 74
Please read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Provide personnel resources as requested in support of the EOC, DOC and Field Operations.
□ Identify, recruit, track and register volunteers as required. □ Develop an EOC organization chart.
□ Supervise the Personnel Branch.
□ In coordination with the Documentation Unit, develop a large poster size EOC organization chart depicting each activated position. Upon check in, indicate the name of the person occupying each position on the chart. The chart should be posted in a conspicuous place, accessible to all EOC personnel. □ Coordinate with the Liaison Officer and Safety Officer to ensure that all EOC staff, including volunteers, receive a current situation and safety briefing upon check in. □ Establish communications with volunteer agencies and other organizations that can provide personnel resources.
□ Coordinate with the Merced OA EOC to activate the Emergency Management Mutual Aid System (EMMA) if approved by the Logistics Section Chief, and ONLY AFTER REQUESTED BY THE EOC DIRECTOR.
□ Process all incoming requests for personnel support. Identify the number of personnel, special qualifications or training, reporting location, and the person or unit they should report to upon arrival. Determine the estimated time of arrival of responding personnel, and advise the requesting parties accordingly. □ Maintain a status board or other reference to keep track of incoming personnel resources.
□ Coordinate with the Liaison Officer and Security Officer to ensure access and proper direction for responding personnel upon arrival at the EOC. □ To minimize redundancy, coordinate all requests for personnel resources from the field level, or from activated DOCs within the jurisdiction, through the EOC Operations Section prior to acting on the request.
□ In coordination with the Safety Officer, determine the need for crisis counseling for emergency workers; acquire a mental health specialist as needed. □ Arrange for childcare, eldercare, and pet care services for EOC personnel as required.
□ Keep the Logistics Section Chief informed of significant issues affecting the Personnel Branch.
□ Maintain unit/activity log.

Personnel Branch Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 75
Please read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Coordinate with Fire and Law on road closures and traffic light outage information to the EOC.
□ Ensure that current road closures and traffic signal outage information is displayed in the EOC.
□ Participate in evacuation route planning, transportation routes and resources to support operations.
□ Coordinate transportation related resource needs with other operations units to include heavy equipment resources.
□ Coordinate with the Merced OA EOC for highway status with Cal Trans and CHP. □ Based on the situation, staff the branch to perform the following functions:
 Road closure and traffic light outage coordination
 DOC/field coordination
 Light and heavy equipment transportation resources
□ Warn the Branch Chief immediately when the emergency situation escalates or there is a critical situation occurring.
□ Coordinate transportation resources to support evacuation. □ Assist with resource management by tracking transportation resources used in the response, or sent/received as mutual aid.
□ Maintain unit/activity log.

Transportation Branch Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 76
Finance Section
Purpose
The Finance Section is responsible to organize and operate the finance and administration actions for the EOC; arrange for emergency purchasing and financing of resources and services; participate in development and implementation of the EOC Action Plan; and activate and supervise the Finance Section staff.

When fully activated the section may include the positions shown in the organizational chart above. If staffing is not available for each position, the duties assigned to the unfilled position are the responsibility of the Finance Section Chief.

Objectives
To carry out its responsibilities, the Finance Section will accomplish the following objectives during a disaster:
 Determine the extent to which the City's computer systems are accessible and/or usable.
 Determine if the City's bank can continue handling financial transactions.  Maintain to the extent possible the financial continuity of the City (payroll, payments and revenue collection).
 Disseminate information about the disaster accounting process to other sections and departments as necessary.
 Upon declaration of a disaster by the State and/or Federal Governments, coordinate with disaster agencies to initiate the recovery of City costs.  Coordinate with the other sections and departments the collection and documentation of costs pertaining to the disaster/emergency both for cost recovery purposes and to insure prompt vendor payments.
 Coordinate with disaster assistance agencies and the impacted City departments for the required inspections, documentation, audits and other necessary work in order to recover costs.

Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 77
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Ensure that all financial records are maintained throughout the event or disaster. □ Ensure that all on-duty time is recorded for each person staffing the EOC. □ Ensure that all on-duty time sheets are collected from Field Level Supervisors or Incident Commanders and their staff, who are assigned within the jurisdiction. □ Ensure that there is a continuum of the payroll process for all City employees responding to the event or disaster.
□ Determine purchase order limits for the procurement function. □ Ensure that workers’ compensation claims, resulting from the response to the event or disaster by employees, are processed within a reasonable time, given the nature of the situation.
□ Ensure that all travel and expense claims are processed within a reasonable time, given the nature of the situation.
□ Provide administrative support to the EOC Sections as required, in coordination with the Personnel Unit.
□ Activate units within the Finance Section as required and monitor section activities continuously and modify the organization as needed.
□ Ensure that all recovery documentation is accurately maintained during the response and submitted on the appropriate forms to FEMA and/CalEMA. (See Part IV of the EOP)
□ Supervise the Finance Section.
□ Ensure that the Finance Section is set up properly and that appropriate personnel, equipment, and supplies are in place.
□ Based on the situation, activate units within the Section as needed and designate unit leaders for each element per the EOC Organization Chart. □ Ensure that sufficient staff is available for a 24-hour schedule, or as required. □ Ensure there is coordination with all activated DOCs for the purpose of gathering and consolidating response cost estimates and other related information. □ Meet with the Logistics Section Chief and review financial and administrative support requirements and procedures. Determine the level of purchasing authority. □ In coordination with Unit Leaders, determine the initial Action Planning objectives operational periods.
□ Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur. If there is any indication that the jurisdiction can no longer support the costs of the response and/or recovery, the EOC Director needs to be informed immediately.
□ Ensure that Finance position logs and other necessary files are maintained. □ Ensure that displays associated with the Finance Section are current and that information is posted in a legible and concise manner.

Finance/Administration Section Chief Position Checklist Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 78
□ Participate in all Action Planning meetings.
□ Keep the EOC Director, General Staff, and individual City departments aware of the current fiscal situation and other related matters, on an on-going basis. □ Ensure the Cost Recovery Unit maintains all financial records throughout the event or disaster.
□ Ensure the Time Keeping Unit tracks and records all agency staff time. □ Ensure departments are coding their time correctly in accordance with the specific SOPs for disaster cost tracking.
□ Ensure that the Procurement Unit processes purchase orders and develops contracts in a timely manner.
□ Ensure that the Compensation and Claims Unit processes all workers’ compensation claims resulting from the disaster, in a reasonable time frame, given the nature of the situation.
□ Ensure that the Time Keeping Unit processes all time sheets and travel/expense claims promptly through City budget and payroll office. □ Ensure that the Finance Section provides administrative support to other EOC Sections as required.
□ Maintain unit/activity logs.

Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 79
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Collect and maintain documentation of all disaster information for reimbursement from FEMA and CalEMA.
□ Coordinate all fiscal recovery with responding disaster assistance agencies. □ Prepare and maintain a cumulative cost report for the event or disaster. Be sure to provide this at least once a shift to the Situation Status Unit. □ Supervise the Cost Recovery Unit and ALL recovery operations. □ In coordination with the finance office, compute costs for use of equipment and facilities owned, rented, donated, or obtained through mutual aid. □ Obtain information from the Resources Unit regarding equipment use times. □ Ensure that each section is documenting cost recovery information from the onset of the event or disaster or collect required cost recovery documentation daily, at the end of each shift.
□ Meet with the Documentation Unit in Planning and review EOC position logs, journals, all Status Reports, and Action Plans to determine additional cost recovery items that may have been overlooked.
□ Act as the liaison for the jurisdiction with the disaster assistance agencies, to coordinate the cost recovery process.
□ Prepare all required state and federal documentation as necessary to recover all allowable disaster response and recovery costs.
□ Prepare and maintain a cost report for the Finance Chief, EOC Director, and Elected/Executive representatives. The report should provide cumulative analyses, summaries, and total expenditures for the jurisdiction (for information purposes). □ Organize and prepare records for final audit.
□ Maintain unit/activity log.

Cost Recovery Unit Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 80
Please read entire position checklist before taking any action! □ Coordinate vendor contracts, not previously addressed by existing approved vendor lists.
□ With the Procurement Unit in Logistics on all matters involving the need to exceed established purchase order limits.
□ Supervise the Fiscal Unit.
□ Establish and maintain position logs and other necessary files. □ Review and be familiar with the emergency purchasing procedures. □ Prepare and sign contracts as needed and obtain concurrence from the Finance/Administration Section Chief, per existing policy and procedures. □ Ensure that all contracts identify the scope of work and specific site locations. □ Negotiate rental rates not already established, or purchase price with vendors as required.
□ Warn vendors as necessary, regarding unethical business practices, such as inflating prices or rental rates for their merchandise or equipment during disasters.

There are both State and Federal penalties for price gouging during disasters. □ Finalize all agreements and contracts, as required.
□ Complete final processing and send documents to Finance Department for payment.
□ Verify costs data in the pre-established vendor contracts and/or agreements. □ In coordination with the Logistics Section, ensure the purchase orders are completed in a timely manner.
□ Keep the Finance/Administration Section Chief informed of all significant issues involving the Fiscal Unit.

Fiscal Unit Position Checklist
Item 7.5
City of Livingston EOP Annex A: Direction and Control
April 2025 Page | 81
Read entire position checklist before taking any action! □ Review Common Responsibilities – All Personnel.
□ Oversee the investigation of injuries and property/equipment damage claims involving the jurisdiction and arising out of the event or disaster. □ Complete all forms required by Workers’ Compensation program and the jurisdiction.
□ Maintain a file of injuries and illnesses associated with the event or disaster, which includes results of investigations.
□ Supervise the Compensation and Claims Unit.
□ Maintain a chronological log of injuries and illnesses, and property damage reported during the event or disaster.
□ Investigate all injury and damage claims as soon as possible. □ Prepare appropriate forms for all verifiable injury claims and forward them to Workers’ Compensation within the required time frame, consistent with existing Policy and Procedures.
□ Coordinate with the Safety Officer regarding the mitigation of hazards. □ Keep the Finance Chief informed of significant issues affecting the Compensation and Claims Unit.
□ Forward all equipment or property damage claims to the Cost Recovery Unit. □ Maintain unit/activity logs.

Compensation and Claims Unit Position Checklist
Item 7.5
Annex B:

Continuity of
Operations
(COOP)/Continuity of
Government (COG)
An Annex to the
City of Livingston
Emergency Operations
Plan
April 2025
Item 7.5
City of Livingston EOP Annex B: COOP/COG
April 2025 Page | 2
Table of Contents
INTRODUCTION ............................................................................................................. 3 Purpose........................................................................................................................ 3 CONTINUITY OF GOVERNMENT .................................................................................. 3 Preservation of Local Governments - Succession of Local Officials ............................ 4 Standby Officers for the Local Governing Body ........................................................... 5 Suspensions and Appointments ................................................................................... 5 Temporary Seat of Government ................................................................................... 5 PRESERVATION OF VITAL RECORDS ........................................................................ 6 Preservation Methods .................................................................................................. 7 Security Measures Used to Protect Essential Records ................................................ 7 CONTINUITY OF OPERATIONS (COOP) ...................................................................... 8 Essential Functions ...................................................................................................... 8 Annex Maintenance ..................................................................................................... 9 Succession of Departmental Leadership ..................................................................... 9 Item 7.5
City of Livingston EOP Annex B: COOP/COG
April 2025 Page | 3

INTRODUCTION
The City of Livingston, as a jurisdiction within Merced County government, is responsible for essential functions, such as public safety, public health, public works, and for protecting its citizens, staff, visitors and businesses. The City must be prepared to conduct emergency operations to respond to emergencies, as well as to support the City’s own functions during emergencies, and especially during catastrophic events that may severely impact the citizenry and its populace.

Continuity of Government (COG) is defined as the preservation, maintenance, or reconstitution of the civil government’s ability to carry out its constitutional responsibilities during a time of emergency or disaster. This effort typically involves  Succession of Leadership;
 Pre-delegation of emergency authority
 Devolution Strategy
Continuity of Operations (COOP) is defined as an effort within individual departments to ensure continuity of minimum Essential Functions across a wide range of emergencies and events. Essentially, it is the capability of maintaining the business of government under all eventualities. This effort typically involves  The identification and prioritization of each department’s Essential Functions;
 The identification of Critical Resources that support Essential Functions;  Personnel Protection;
 Activation, Organization and Responsibilities;
 Alternate Locations
 Succession and Delegation of Authority.

Most specifically, the COG refers to activities that support the continuance of constitutional government, such as providing for legislative activities, elected officials convening to complete constitutionally required activities, and command of emergency operations and recovery, while the COOP refers to activities that support the continuance of the governmental operations.

Purpose
The purpose of this annex is to support the City of Livingston’s Emergency Operations Plan and to document the agreed upon strategy for the City’s response to emergencies that involve the activation and the implementation of activities in response to a disaster or emergency that impacts the operations and governmental functions of the City. Focus areas within this annex includes the continuity of essential functions of the City’s Departments and the Charter Offices, and details the orders of succession for key positions within the City Government.

CONTINUITY OF GOVERNMENT
Government at all levels is responsible for providing continuous, effective leadership and authority under all aspects of emergency services operations (preparedness, response, Item 7.5
City of Livingston EOP Annex B: COOP/COG
April 2025 Page | 4
recovery, and mitigation). Under California's concept of mutual aid, local officials remain in control of their jurisdiction's emergency operations while additional resources may be provided by others upon request. A key aspect of this control is to be able to communicate official requests, situation reports, and emergency information throughout any disaster a community might face.

Preservation of Local Governments - Succession of Local Officials Sections 8635 through 8643 of the California Government Code:
 Furnish a means by which the continued functioning of political subdivisions can be assured by providing for the preservation and continuation of county government in the event a State of Emergency or Local Emergency is declared.  Authorize political subdivisions to provide for the succession of officers (department heads) having duties related to law and order and/or health and safety.
 Under Article 15, the duties of a governing body during emergencies include ascertaining the damage to the jurisdiction and its personnel and property, reconstituting it and any subdivision, and performing functions in preserving law and order and furnishing local services.
 Authorize governing bodies to designate and appoint three standby officers for each member of the governing body and for the Chief Executive, if not a member of the governing body. Standby officers may be residents or officers of a political subdivision other than that to which they are appointed. Standby officers take the same oath as regular officers and are designated number 1, 2, and 3.
 Authorize standby officers to report ready for duty in the event of a State of Emergency, or Local Emergency at the place previously designated.  Authorize local governing bodies to convene as soon as possible whenever a State of Emergency, or Local Emergency exists, and at a place not within the political subdivision. Authorize that, should all members, including all standbys, be unavailable, temporary officers shall be appointed as follows:
o By the Chairman of the Board of the county in which the political subdivision is located, or
o By the Chairman of the Board of any other county within 150 miles (nearest and most populated down to farthest and least populated), or o By the mayor of any city within 150 miles (nearest and most populated down to farthest and least populated).

Item 7.5
City of Livingston EOP Annex B: COOP/COG
April 2025 Page | 5
Standby Officers for the Local Governing Body
Lines of Succession and Alternate Officials
 A successor to the position of Director of Emergency Services is designated by Title 1, Chapter 20 of the Livingston Municipal Code. Should the Director be unable to serve, the Assistant Director shall succeed. An individual serving as acting Director shall have the authority and powers of the Director.  The alternates to key positions in units of the emergency organization are shown in appropriate staff, service, or division annexes of this operations plan.  The lines of succession list to key positions in the regular departments and agencies of the City of Livingston government are shown in executive or administrative orders (or the equivalent) issued by department or agency authorities and in the table provided on Page 9.

The City Council has designated the following order of succession:

1. City Manager

2. Assistant City Manager

3. Chief of Police
Suspensions and Appointments
Section 8621 of the California Government Code:

The code specifies that during a State of War Emergency, in the event that any officer of a political subdivision or employee of a state agency refuses or willfully neglects to obey an order or emergency regulation, the Governor may suspend that person and designate a replacement.

Section 23600 of the California Government Code provides that the Board of Supervisors shall designate alternative 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, and additional seats may be designated subsequent to the original site designations if circumstances warrant.

Temporary Seat of Government
The primary temporary seat of government site for the City of Livingston will be:
 City of Livingston Council Chambers
Alternate sites can include:
 Livingston City Hall
Item 7.5
City of Livingston EOP Annex B: COOP/COG
April 2025 Page | 6
 Livingston Community Center

PRESERVATION OF VITAL RECORDS
Preservation of vital records of the City of Livingston is critical to conducting emergency operations in the event of a disaster and to restoring the day-to-day operations of the city following a disaster. In addition, certain records contain information that document and protect the rights and interests of individuals and government. These latter records must also be protected and preserved.

In the City of Livingston, the City Administrative Office is responsible for the preservation and protection of vital records. Each department within the City will identify, maintain, and protect its vital records.

Typically, vital records comprise of a small percentage all the records of the city government and meet one or more of the following criteria:

1. Records necessary to conduct emergency operations may include the following categories:
 Utility system maps
 Locations of emergency supplies and equipment
 Emergency operations plans and procedures
 Lists of regular and auxiliary personnel

2. Records required to restore day-to-day county operations include the following categories:
 Constitutions and charters
 Statutes
 Ordinances
 Resolutions
 Court records
 Official proceedings
 Financial reports

3. Records necessary for the protection of rights and interests of individuals and government, which may include the following categories:
 Vital statistics and records by the City Administrative Office  Land and tax records
 License registers
 Articles of incorporation
Item 7.5
City of Livingston EOP Annex B: COOP/COG
April 2025 Page | 7
Currently, vital records for the City of Livingston are routinely stored in the City Administrative Office, located in the City Administrative Services building. Official city records are kept in a rock vault warehouse in City Hall and serves as the alternate storage location. This vault can withstand an explosive blast, a fire, and any water penetration.

Preservation Methods
The first step in preserving essential city records is to identify the source, location, and department to which is designated as the official record holder for this record. Vital records typically appear on an approved records retention schedule for each city department.

Each department typically maintains the approved records retention schedules. The schedules should be among the first documents reviewed in restoring city operations following the occurrence of a disaster.

Current back-up and preservation methods for City records and vital information within the City Administrative Office includes:
 All records are backed up to disk (in-house) nightly and any changes are backed up to disk nightly
Additionally, each city department is responsible for managing the back-up and preservation of their vital and essential records.

Security Measures Used to Protect Essential Records
Essential city records may be protected at any point in the life cycle (e.g., from creation to final disposition). As the designated responsible position, the City Administrative Office may assist departments in identifying and planning the appropriate methods of protecting such records. The department will determine the appropriate method of managing the essential records, including:

1. Determining the appropriate time and methods of protection, including the resources of department(s) and other factors unique to the department(s).

2. Acceptable methods of preserving essential records may include the following methodologies:
 Media – whether to store materials as hard copy, microfiche, disk, CD etc.  Dispersal – maintaining records in two different city facilities/departments.  Duplication – essential records are duplicated on a scheduled basis and held for the purpose of reconstructing such records at any time, with the least amount of effort and cost.
 On-site storage – essential records are stored on-site in fire resistant containers, file cabinets, safes, vaults, and or fire rooms designed for preservation of vital records.

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 Off-site storage – stored off-site in facilities specifically designed to preserve and make available such records when needed. These may be commercial sites.

3. Current Storage Facilities
 If an emergency threatens the safety of the city’s essential records, they will be relocated to an alternate facility by the Department that is responsible for the records.
 As departments create records, documents considered essential county records will be identified and preserved by the methods indicated above.

Records from other departments are backed-up and stored as determined by the Department Director.

4. City archives: The City archives are located at City Hall and backed up nightly through the server located at the Police Department.

The City of Livingston has also established an archive for the preservation and permanent retention of documents and information of historic value. The archive is specifically designed to store vital city records, and contains records that may serve the following purposes:
 Protect the rights of individuals and government.
 Document the development of the City, its organization structure and decisions made by its governing body.
 Such records may, therefore be used to restore City operations following disasters and documenting actions of the government body and from other information contained in the archives.
 The city archive includes, but is not limited to the backup tapes on the computer network managed by the Information Technology staff.

CONTINUITY OF OPERATIONS (COOP)
It is the responsibility of all City officials, elected and appointed, to ensure the survival and continuity of government operations. This includes the maintenance of essential services during emergencies, as well as timely recovery and restoration of government functions following a disaster. The public can only be served if government is able to respond and support community needs during emergencies.

Essential Functions
From the standpoint of identifying essential functions of City of Livingston government, the following represents general areas of primary service that should be maintained:
 Public Safety (law enforcement, fire suppression, emergency rescue, EMS, hazmat, emergency management, public health)
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 Critical Infrastructure (roads, water systems, sewer and sanitation, communications)
 Public Functions (vital records, funding disbursement)  Critical Administrative Functions (Payroll, Human Resources, Information Technology, Finance, Public Works).

Each city department is responsible for the development of a plan for the continuance of essential government functions during major emergencies. Each departmental plan becomes a supporting document for Merced County Continuity of Operations/Continuity of Government (COOP/COG) plan and should be reviewed regularly, tested periodically and evaluated as to efficacy and appropriateness.

Annex Maintenance
The City of Livingston Emergency Services Director in collaboration with City Administration will update, revise and record any revisions of this Continuity of Government/Continuity of Operations Annex.

Succession of Departmental Leadership

FUNCTION/DEPARTMENT TITLE
City Manager 1. Assistant City Manager

2. Chief of Police
City Police

1. Police Chief

2. Operations LT

3. Administration LT
Fire (CalFire) 1. Deputy Fire Chief

2. City of Livingston Division Chief
City Attorney 1. City Attorney
Administrative Services Director 1. Assistant Administrative Services Director Community Development 1. Community Development Director City Engineer/Public Works Director

1. Public Works Superintendent

2. Public Works Streets Supervisor

3. Public Works Streets Supervisor
Recreation

1. Recreation Superintendent

2. Recreation Specialist

3. Recreation Specialist
Finance 1. Finance Director
Item 7.5
Annex C:

Communication
and Warning
An Annex to the
City of Livingston
Emergency Operations
Plan
April 2025
Item 7.5
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Table of Contents
INTRODUCTION.............................................................................................................................................4 Purpose .....................................................................................................................................................4 Communications...................................................................................................................................4 Warning.................................................................................................................................................4 COMMUNICATIONS SYSTEMS.......................................................................................................................4 Expectations of Use...................................................................................................................................4 COMMUNICATIONS SYSTEM VULNERABILITIES............................................................................................5 General......................................................................................................................................................5 Warning.....................................................................................................................................................5 CITY OF LIVINGSTON RADIO FREQUENCIES ..................................................................................................6 Livingston..................................................................................................................................................6 FEDERAL ALERT AND WARNING SYSTEMS....................................................................................................6 Emergency Alert System (EAS)..................................................................................................................6 National Warning System (NAWAS) .........................................................................................................6 STATE ALERT AND WARNING SYSTEMS ........................................................................................................6 California Warning System (CALWAS).......................................................................................................6 California Emergency Services Radio System (CESRS) ..............................................................................6 California Law Enforcement Radio System (Inter-agency Radio) (CLERS) ................................................7 California Law Enforcement Telecommunications System (CLETS)..........................................................7 Emergency Digital Information System (EDIS)..........................................................................................7 Operational Area Satellite Information System (OASIS)...........................................................................8 California Health Alert Network (CAHAN) ................................................................................................9 LOCAL/OPERATIONAL AREA ALERT AND WARNING SYSTEMS .....................................................................9 Local Alerting and Warning System..........................................................................................................9 Emergency Alert List .................................................................................................................................9 Law Enforcement Network .....................................................................................................................10 Fire Service Network...............................................................................................................................10 Public Health and Social Services Network.............................................................................................10 Everbridge Emergency Notification System............................................................................................11 OTHER WARNING DEVICES AND SYSTEMS .................................................................................................11 City of Livingston Website ......................................................................................................................11 Local Radio and Television Stations........................................................................................................11 Item 7.5
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Communications Management ..............................................................................................................11 ANNEX MAINTENANCE ...............................................................................................................................11 Item 7.5
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INTRODUCTION
Essential to all emergency organizations is an effective communications capability to support emergency operations. The magnitude of a particular emergency situation will determine the degree to which communications systems are used. Communications systems are relied upon to be used for direction/coordination of emergency operations, alerting and warning government and the public, and provide advice and instructions to the public.

Purpose
Communications
This annex describes the processes for providing reliable and effective communications among organizations participating in an emergency operation and outlines communications procedures and facilities by which the emergency missions and functions of the operations plan will be carried out in an emergency.

Warning
This annex describes the system that provides reliable, timely, and effective warnings to the public at the onset and throughout a disaster and outlines warning procedures to inform the public of any highly probable and/or immediate danger.

COMMUNICATIONS SYSTEMS
Expectations of Use
Generally, in a wide-spread disaster, communications used daily by most agencies, particularly public safety agencies, will be used as well for intra-jurisdictional communications. These agencies will also be expected, at least initially, to operate from their day-to-day offices and headquarters. Departments requiring personnel augmentation to properly staff their facilities should request assistance through the Logistics Section at the City EOC. Emergency procurements of communicationsrelated equipment/supplies should also be handled through the Logistics Section of the EOC.

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

The City of Livingston Emergency Services has a radio system installed in the EOC that supports and coordinates communication between on and off scene personnel.

Typically, communications are conducted via cell phone. The interoperable communication plan for Merced County is the Merced County Operational Area Tactical Interoperable Communications Plan (TICP).

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

Communications systems may be overloaded or even rendered inoperable in an emergency. Telephone communications may be overloaded by calls within or into affected areas. The situation may be further complicated by physical damage to equipment, loss of electrical power and subsequent failure of some auxiliary sources. Loss of emergency power has been the primary cause of communications failure in past disasters. Poor installation practices and inadequate preventative maintenance of backup power sources can contribute to the high failure rate. Scarcity of primary fuels during an emergency or disaster situation for back-up systems (gasoline, natural gas, and diesel) may limit viability of surviving communications sites.

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

Warning
Warning is the process of alerting governmental forces and the general public to the threat of imminent extraordinary danger. Dependent upon the nature of the threat and the population group at risk, warning can originate at any level of government.

Success in saving lives and property is dependent upon timely dissemination of warning and emergency information to persons in threatened areas. Local government is responsible for warning the populace of the jurisdiction. Government officials accomplish this using warning devices located within the community or mounted on official vehicles. The warning devices are normally activated from a point staffed 24 hours a day.

There are various mechanical systems in place, described below, whereby an alert or warning may originate or be disseminated. Following the description of the systems is an explanation of the "Emergency Conditions and Warning Actions" through which these systems may be accessed.

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CITY OF LIVINGSTON RADIO FREQUENCIES
Livingston
The following are the current radio frequencies used by the City of Livingston:
154.89000
155.68500

FEDERAL ALERT AND WARNING SYSTEMS
Emergency Alert System (EAS)
EAS is a network of public broadcast stations and interconnecting facilities that have been authorized by the FCC to operate in a controlled manner during a state of public peril or disaster, or other large scale emergency. The system’s main purpose is to provide the President and Federal Government Officials the means by which to transmit emergency communications to the public. It may also be used for local, state and other national programming for public information on situations posing a threat to life and/or property.

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

STATE ALERT AND WARNING SYSTEMS
California Warning System (CALWAS)
CALWAS is the state portion of NAWAS that extends to communications and dispatch centers throughout the state. CalEMA headquarters ties into the federal system through the Warning Center in Sacramento. Circuits then extend to county warning points. The California Highway Patrol headquarters in Sacramento is the state's alternate warning point. Both state and federal circuits are monitored 24 hours a day at the Warning Center, the alternate point and each of the local warning points. Counties not on this system will receive warning through other means (normally over the California Law Enforcement Telecommunications System [CLETS]).

California Emergency Services Radio System (CESRS)
CESRS serves as an emergency communications system for CalEMA and county emergency services organizations. The system assists in the dissemination of warning Item 7.5
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information and to support disaster and emergency operations. The system may be used on a day-to-day basis for administrative emergency services business. Statewide communications are provided through a number of microwave interconnected mountain top relays. It operates under appropriate FCC rules and regulations and is administered by CalEMA.

California Law Enforcement Radio System (Inter-agency Radio) (CLERS) CLERS is a microwave interconnected radio repeater system with statewide coverage.

It may also have been referred to locally as Inter-agency Radio. This system was designed for use by law enforcement agencies for point-to-point communications and to provide a backup warning system to all counties in the state. CalEMA provides and maintains the statewide repeater system and microwave network for use by law enforcement agencies. System users are responsible for providing their own base station equipment and obtaining proper licensing from the FCC. CLERS participation is voluntary, and many agencies no longer maintain the equipment. The City of Livingston Police Department participates in CLERS.

California Law Enforcement Telecommunications System (CLETS) CLETS is a high-speed message switching system which became operational in 1970.

CLETS provides law enforcement and criminal justice agencies access to various data bases and the ability to transmit and receive point-to-point administrative messages to other agencies within California or via the National Law Enforcement Telecommunications System (NLETS) to other states and Canada. Broadcast messages can be transmitted intrastate to participating agencies in the Group Bulletin Network and to regions nationwide via NLETS. The State provides the computer hardware, switching center personnel, administrative personnel, and the circuitry to one point in each county. The local agencies provide the circuitry and equipment which link them to their county termination point. A number of agencies have message switching computer (MSC) systems and computer aided dispatch (CAD) systems which directly connect to CLETS. The CLETS terminal in the City of Livingston is housed at the Livingston Police Department.

Emergency Digital Information System (EDIS)
The EDIS provides local, and state agencies with a direct computer link to the news media and other agencies during emergencies. EDIS supplements existing emergency public information systems such as the Emergency Alert System. By combining existing data Input Networks with a digital radio Distribution System, EDIS gives authorized agencies a direct data link to the news media and other agencies.

The main purpose of EDIS is to distribute official information to the public during emergencies. However, a system that is not used day-to-day will not be used with confidence during an emergency. Therefore, certain non-emergency uses of EDIS are permitted so long as they do not interfere with more urgent transmissions.

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EDIS may be used to transmit information in the following categories, listed in priority order:
• FLASH - Alerts and warning of immediate life-safety value to members of the public.
• NEWS - Information of immediate benefit to the public. Releases in this category may include reports of unusual natural, social or technological events; notices of government activities requiring specific action by members of the public; road and traffic information and instructions for those affected by an emergency. • INFO - Advisory messages for coordination between government and the news media. Topics might include: times and locations of news briefings, schedules for media tours of emergency scenes, "pool coverage" arrangements, airspace restrictions.
• TEST - Transmissions to verify operation of equipment and for training of originating personnel.

Senders of EDIS messages should bear in mind that almost anyone can obtain the equipment to receive EDIS messages. Confidential or sensitive information should never be transmitted over EDIS.

Operational Area Satellite Information System (OASIS)
The OASIS project, funded under the Earthquake Hazards Reduction Act of 1986, was established to create the most robust communications system possible using leased transponder space from commercial satellite operators. The result is the establishment of a system which allows virtually un-interruptible communication between state, regional and operational area level EOCs.

OASIS is a system that consists of a communications satellite, multiple remote sites and two hubs. The satellite is in a stationary or geo-synchronous orbit above the earth's equator. A high frequency (HF) radio system and a satellite communications network were constructed to link all 58 counties with CalEMA and other state agencies for disaster communications as well as day-to-day traffic. The system, which uses technology similar to cellular telephones, has more than 800 phone lines statewide.

The equipment necessary for the remote sites includes a six-foot diameter dish antenna using Very Small Aperture Terminal or VSAT technology. These sites were originally set up by CalEMA and are capable of conducting eight simultaneous voice conversations and one data channel at DSL speed.

The final components are the hubs. The hubs are large external dish antennas and a network control station which is managed by CalEMA personnel. The hubs provide access control for the system and can control all 58 Operational Areas and 15 Item 7.5
City of Livingston EOP Annex C: Communication and Warning April 2025 Page | 9
transportables. CalEMA personnel will use the hubs to define the network, detect trouble and serve as an emergency alert network for other CalEMA personnel.

California Health Alert Network (CAHAN)
The California Health Alert Network (CAHAN) is the State of California’s web-based information and communications system available on a 24/7/365 basis for distribution of health alerts, dissemination of prevention guidelines, coordination of disease investigation efforts, preparedness planning, and other initiatives that strengthen state and local preparedness. CAHAN participants have the ability to receive alerts and notifications via alphanumeric pager, e-mail, fax, and phone (cellular and landline).

The City of Livingston does not receive CAHAN alerts as they are not part of the program at the time of the development and update of this annex.

LOCAL/OPERATIONAL AREA ALERT AND WARNING SYSTEMS
Local Alerting and WarningSystem
The City Police and Fire Departments have the primary responsibility in alerting and warning the public, with assistance from the Public Information Officer and Team, as deemed necessary. Alerting and warning the public may be accomplished through the Emergency Alert System (EAS), special broadcasts, or simply driving up and down the streets using the public address system.

Examples of emergencies identified by the City of Livingston which may warrant either immediate or delayed response under EAS by the broadcast industry are heavy rains and flooding, widespread power failures, severe industrial accidents, hazardous material accidents, agricultural and transportation incidents, serious fires and earthquakes. The context of any emergency broadcast transmitted on EAS should be of concern to a significant segment of the population of the City of Livingston.

The City Manager, while not the originator of the EAS material, is responsible for the content and authenticity of the information broadcast over the local EAS. Local broadcast stations have the right to edit or use any or all of an EAS broadcast.

Emergency Alert List
The Emergency Alert List is to be activated and implemented when an emergency or disaster affects the City of Livingston and poses a major threat to life, property, and/or the environment. The list will only be activated when directed by the City of Livingston Director of Emergency Services, the Deputy Directors of Emergency Services, or the Incident Commander when a disaster occurs or threatens to occur within City limits.

Once activation is requested and properly authorized, the City of Livingston Emergency Operations Center personnel will implement the Emergency Alert List. Notifications Item 7.5
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and alerts begin with the Director of Emergency Services. If the Director cannot be reached, his/her successor(s) will be contacted until someone is reached to assume the Director of Emergency Services’ role.

The dispatcher will provide the Director with a complete status of the incident or disaster, identifying damage sustained, current response actions, resource status, etc.

Based on the information provided by the dispatcher, the Director of Emergency Services will determine what parts of the Emergency Alert List will be implemented, including what sections of the City of Livingston Emergency Operations Center will be alerted and requested to respond.

Additionally, the dispatchers will confirm whether or not the Director of Emergency Services will personally contact and inform the City of Livingston Council of the situation in the City. The Director may request that the dispatchers notify the City Council.

Additionally, the City of Livingston Office of Emergency Services must maintain and keep current the Emergency Alert List. The City Office of Emergency Services must also ensure that Emergency Operations Center, the Emergency Services Director, and the Deputy Directors have current copies of the Emergency Alert List.

Law Enforcement Network
This network operates on several channels. Channels are used for the city wide dispatch and control of Law Enforcement service mobile units based on area. These channels will be used by the Law Enforcement Unit in the EOC to keep informed on developments. Main dispatch will remain with City of Livingston Police Department and should the 9-1-1 system go offline, the notification duties get transferred to other agencies. The EOC will have radio contact to a dispatch operator.

The City of Livingston Dispatch Center
The dispatch center provides a centralized, law enforcement program directly supporting the Police Department. Operational responsibilities incorporate a wide variety of public safety activities, and direct interaction with many local government agencies. Event coordination involves the use of complex phone, radio and computer aided dispatch systems.

Fire Service Network
This network is operated through the City of Livingston Fire Department dispatch and is used by the Fire & Rescue Branch in the EOC. The City of Livingston Fire Department is
Public Health and Social Services Network
This network is operated by the Merced County Department of Public Health which utilizes VHF to communicate with hospitals and clinics. The Public Health, Hospitals and Clinics in the City of Livingston rely on the use of landline phone, cellular phones Item 7.5
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and deployment of the Amateur Radio Emergency Services (ARES) network for shelter communications and are notified through the CAHAN system as well as other communication systems used by the City.

Everbridge Emergency Notification System
The Everbridge Emergency Notification System is managed by the County of Merced Office of Emergency Services. The system broadcasts automated telephone messages to the community in the event of an emergency.

OTHER WARNING DEVICES AND SYSTEMS
City of LivingstonWebsite
The City of Livingston website, cityoflivingston.org, is used as a resource for information dissemination to the citizenry and general public.

Local Radio and Television Stations
The City of Livingston has dedicated radio and television station channels to inform the citizenry of potential incidents. Those channels are as follows:

Primary Radio KUBB Country 96.3 FM
Secondary Radio KQLB 106.9 FM
Primary TV Channel 30 Action News Fresno
Other warning systems utilized by the City of Livingston include mobile emergency vehicle sirens and loudspeakers, helicopters using PA systems, door-to-door notification by neighborhood groups and associations, and law enforcement volunteers, explorers and reserve deputies/officers.

Communications Management
In the event that there is a breakdown or a shortfall in communication channels, the City of Livingston Police Department will request a radio cache of Portable radios that are programmed with federal interoperability frequencies through the Merced County Office of Emergency Services.

ANNEX MAINTENANCE
The City of Livingston Police Department will coordinate with the Fire Department on any updates and revisions of this Communication and Warning Annex.

Those agencies and organizations listed as having anticipated roles and responsibilities under this annex shall inform the City Director of Emergency Services (Police Chief) when they are aware that changes need to be made.

Item 7.5
Annex D:

Emergency
Public
Information
An Annex to the
City of Livingston
Emergency Operations
Plan
April 2025
Item 7.5
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Table of Contents
INTRODUCTION ........................................................................................................................................... 3 Emergency Public Information Assumptions ............................................................................................. 3 PUBLIC OUTREACH PROGRAMS .............................................................................................................. 3 EMERGENCY PUBLIC INFORMATION ....................................................................................................... 3 JOINT INFORMATION SYSTEM (JIS) ......................................................................................................... 4 Joint Information System ........................................................................................................................... 4 Joint Information Center (JIC) ................................................................................................................... 4 Public Information Coordinators (PIO) Coordination Teams ..................................................................... 4 Media Centers ........................................................................................................................................... 5 Inquiry Centers .......................................................................................................................................... 5 Virtual Joint Information Center ................................................................................................................. 5 Item 7.5
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INTRODUCTION
Public information consists of the processes, procedures and systems to communicate timely and accurate information by accessible means and in accessible formats on the incident’s cause, size and current situation to the public, responders and additional stakeholders (both directly affected and indirectly affected). Public information must be coordinated and integrated as part of the Multiagency Coordination System across jurisdictions, agencies and organizations; among federal, state, tribal and local governments; and with the private sector and NGOs. Public information includes processes, procedures and organizational structures required to gather, verify, coordinate and disseminate information.

Emergency Public Information Assumptions
The following assumptions involving public information during emergencies highlight how local government response and public preparedness may be affected during a major emergency.  The public will demand information about the emergency and instructions on proper survival/response actions.
 Rumors and misinformation are likely to develop when there is a lack of official news and information readily available.
 The media will demand information about the emergency.  Local and regional radio/television stations without emergency power may also be off the air.
 Telephones (cellular and hardwire) may be inoperative.  The emergency organization will become overwhelmed by the demand for information if sufficiently trained staff is not available.

PUBLIC OUTREACH PROGRAMS
The City will communicate and educate the public (including businesses, individuals and residents) on the risks and issues faced by the community and provide resources to mitigate risks and support preparedness. Outreach programs should address information on established emergency plans and procedures and delineate the roles and responsibilities of first responders and the public immediately following an emergency and during a sustained response. For more information on preparedness planning refer to the Basic Plan Section 8.0.

EMERGENCY PUBLIC INFORMATION
During an emergency, the City will be responsible to disseminate information about the emergency to keep the public informed about what has happened, the actions of emergency response agencies and to summarize the expected outcomes of the emergency actions.  Local Government Responsibilities: Local government will provide immediate and critical emergency public information to their constituents.  State Government Responsibilities: CalOES will coordinate the state’s emergency public information efforts and provides support to other state agencies to ensure that the state government issues a timely, clear, concise, consistent message.  State Assistance to Local Officials: State assistance may be required when:

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o The means of dispersing public information at the local government level is damaged or overwhelmed.
o Critical information needs to be disseminated to victims, responders, recovery personnel and members of the media.
o Multiple response agencies and levels of government need to work cooperatively to provide consistent emergency information.

JOINT INFORMATION SYSTEM (JIS)
Under SEMS, public information is directly managed and controlled by the jurisdictions with responsibility for the emergency incident through the Multiagency Coordination System (MACS) beginning at the Field Level under a Unified Command structure and linking to Multiagency Coordination Groups (MAC Group) within each EOC level of SEMS as a Joint Information Center (JIC). Collectively, the activated JICs form the Joint Information System (JIS) that coordinates and communicates lifesaving measures, evacuation routes, threat and alert methods and other public safety information to numerous audiences in an accurate, timely, accessible and consistent manner.

Joint Information System
The JIS provides the mechanism to organize, integrate and coordinate information to ensure timely, accurate, accessible and consistent messaging activities across multiple jurisdictions and/or disciplines with the private sector and NGOs. It includes the plans, protocols, procedures and structures used to provide public information. Federal, state, tribal, territorial, regional, local and private sector Public Information Officers (PIO) and established JICs are critical supporting elements of the JIS. Key elements include the following:
o Interagency coordination and integration;
o Gathering, verifying, coordinating and disseminating consistent messages; o Support for decision makers; and
o Flexibility, modularity and adaptability.

Joint Information Center (JIC)
The JIC is a central location that facilitates operation of the JIS. It is a location where personnel with public information responsibilities perform critical emergency information functions, crisis communications and public affairs functions. A JIC may be established at various levels of government, at incident sites, or can be components of federal, state, tribal, territorial, regional, or local EOC. Typically, an incident specific JIC is established at a single, on scene location in coordination with federal, state and local agencies (depending on the requirements of the incident). Informational releases are cleared through Incident Commander (IC)/Unified Command, and/or the EOC.

Public Information Coordinators (PIO) Coordination Teams When a JIC is established, it will be staffed with Public Information representatives from the responding agencies, who will coordinate as a team to:
o Gather, verify and produce information for dissemination to the media and public (such as news releases, background information, fact sheets, public service announcements, briefings and news conference materials). o Respond to media questions and requests.

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o Schedule media releases, briefings, news conferences, interviews, public service announcements, etc.
o Arrange for media interviews and tours.
o Assign agency representatives to coordinate information from their agency with other team members before it is released to the public.

Media Centers
Local government agencies may establish a Media Center that serves as a central location for media briefings, conferences and information distribution. Media Centers may be activated independently or as part of a larger JIC. The Media Center for the City will be located at:

City Hall
1416 C Street
Livingston, CA 95334
Conversely, the City may choose to integrate with the larger County Media Center as part of a County-wide JIC. If so, the County JIC is located at:

County of Merced Joint Information Center
3500 Apron Avenue
Atwater, CA 95301
Inquiry Centers
Local government agencies may activate an inquiry center to centralize information sharing between the public, the media and government. Inquiry centers should be directly linked to media centers or joint information centers as appropriate. Inquiry Centers allow for:
o Establishment of Public Information Hotlines (including TTY capability for individuals who are deaf) and hotline staff.
o Monitoring of radio and television stations and informing the PIO Coordination Team of inaccuracies.
o Sharing of information about the emergency or the government’s response. o Identification of information trends, which in turn allows PIO to focus on providing targeted information.
o Identification of rumors and misinformation and bringing these to the attention of the PIO Coordination Team.
o Response to questions using official, verified information that has been approved for release.
o Call referrals, as appropriate, to federal, state, local, volunteer and private sector agencies.
o Current and updated information records.
o Records of questions, responses and actions.
o Enhancing information to meet the needs of those whose primary language is not English and to meet the functional needs of the blind, deaf and hard of hearing.

Virtual Joint Information Center
A virtual JIC may be initiated through technological means when geographical restrictions, incident management requirements, or other limitations preclude physical attendance by public information officers/liaisons at a central location. Through telephone or video teleconferences, personnel participating in the virtual- JIC can meet and coordinate information.

Item 7.5
Annex E:

Recovery and
Mitigation
An Annex to the
City of Livingston
Emergency Operations
Plan
April 2025
Item 7.5
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Table of Contents
RECOVERY ...................................................................................................................... 3 Transition to Recovery ................................................................................................... 3 Short Term Recovery ..................................................................................................... 3 Long Term Recovery ...................................................................................................... 4 RECOVERY OPERATIONS RESPONSIBILITIES ............................................................ 8 RECOVERY PLANNING CONSIDERATIONS ................................................................. 6 Physical Recovery Activities........................................................................................... 6 Governmental Recovery Activities ................................................................................. 6 Social Recovery Activities .............................................................................................. 6 Economic Recovery Activities ........................................................................................ 7 DOCUMENTATION ....................................................................................................... 7 STATE AND FEDERAL POST-DISASTER ASSISTANCE PROGRAMS ......................... 9 Introduction .................................................................................................................... 9 Emergency Proclamations/Declarations ...................................................................... 10 Damage Assessment ................................................................................................... 12 City Responsibilities to Access Assistance .................................................................. 13 Applicant Briefings ....................................................................................................... 13 Public Assistance Project Approval Process ................................................................ 14 Individuals and Households Program (IHP) ................................................................. 14 SBA and USDA ............................................................................................................ 14 HAZARD MITIGATION - IMPROVING CONDITIONS TO PREVENT LOSS .................. 15 Introduction .................................................................................................................. 15 Hazard Mitigation Planning .......................................................................................... 15 Funding for Pre-Disaster Mitigation .............................................................................. 15 Funding or Post-Disaster Mitigation ............................................................................. 16 DISASTER ASSISTANCE PROGRAMS AND THEIR REQUIREMENTS ....................... 17 Public Assistance through CalOES .............................................................................. 18 Public Assistance through other Agencies ................................................................... 19 Individual and Family Assistance ................................................................................. 20 Businesses, Ranchers and PNP Assistance ................................................................ 21 Item 7.5
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RECOVERY
Transition to Recovery
While the immediate lifesaving activities are occurring, the City’s Emergency Manager is simultaneously assessing how soon the response phase can transition to recovery. Critical response phase operations will gradually shift to assisting individuals, households, businesses and governments in meeting basic needs and returning to self-sufficiency.

The recovery phase of an emergency or disaster is often defined as restoring a community to its pre-disaster condition. More realistically, recovery is the process of re-establishing a state of normalcy in the affected communities. The specific approach to recovery operations following a disaster will be determined by the location, type, magnitude and effects of the incident.

The City of Livingston and various special districts within the city boundaries will be involved in recovery operations. In the aftermath of a disaster, many residents, businesses, and even government itself will have specific needs that must be met before they can return to their predisaster lives. There will be a need for services such as:
 Assessment of the extent and severity of damages to homes, businesses, and infrastructure;  Restoration of services generally available in communities – water, power, transportation, food, and medical assistance;
 Repair of damaged homes, businesses, and infrastructure; and  Professional counseling when the sudden changes resulting from the emergency have resulted in mental anguish and inability to cope.

The City can help individuals, families, businesses, and community organizations recover by ensuring that these services are available and by seeking additional resources if the community needs them. If the City of Livingston requires state or federal assistance, a local proclamation of an emergency may be required as a prerequisite to obtaining the assistance. This annex provides an overview of state and federal assistance programs, including proclamation/declaration requirements. Please Note: If a local emergency proclamation is required, it must be issued within 10 days of the event.

The recovery process occurs in two phases; short-term and long-term. Those processes are discussed in more detail in the following sections.

Short Term Recovery
The goal of short-term recovery is to restore the City to at least a minimal operating capacity.

Short-term recovery includes:
 Utility restoration;
 Delivery of social, medical, and mental health services;  Provision of interim housing
 Re-establishment of Livingston government operations;  Establishment of transportation routes;
 Debris removal;
 Cleanup operations; and
 Abatement and demolition of hazardous structures.

The City will coordinate its efforts to restore utility systems and services during recovery operations between City departments, special districts serving the City and investor-owned Item 7.5
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utilities, including Pacific Gas and Electric, Comcast Cable, and the various telephone companies serving the City. Medical and other essential services may need to operate from temporary facilities, as necessary. If there is serious damage to the City’s housing stock, the City may be asked to identify and assist in the support of interim housing solutions, such as motels or temporary trailer sites. The City may request support to conduct Critical Incident Stress Debriefings (CISD) for emergency response personnel and victims of the disaster event.

The City will ensure that debris removal and cleanup operations are expedited. The City will need to inspect damaged buildings and facilities. Assistance in conducting post-disaster inspections of public and private facilities may be requested through California’s Safety Assessment Program, which is accessed through the California Governor’s Office of Emergency Services (CalOES). The Safety Assessment Program provides professional evaluators (volunteers) and mutual aid resources to local governments to determine use and occupancy of homes, buildings and infrastructure. On the basis of the City’s assessments, structures that pose a public safety concern may be demolished or cordoned off.

If needed for the continuation of government operations and the provision of recovery services, the City may implement its Continuity of Operations Plan (COOP), including relocation of operations from damaged facilities. If such relocation is required, information on alternate service delivery locations will be provided to the public. For more information on the City’s COOP refer to Annex B of the Emergency Operations Plan.

Long Term Recovery
The goal of long-term recovery is to restore facilities and the community to pre-disaster condition.

Long-term recovery includes hazard mitigation activities, restoration or reconstruction of public facilities, facilitating restoration and reconstruction of damaged homes and businesses, and disaster response cost recovery. The city will be responsible for its own approach to mitigation, which could include zoning variances, building codes changes, plan reviews, seismic safety elements, and other land use planning techniques. Long term recovery will likely necessitate the need for significant coordination with Merced County, state, and federal entities, the private sector, and with community-based organizations.

With public safety a primary concern, rapid recovery may require adjustments to various City policies, procedures, codes, and ordinances to streamline the recovery process. Identification of specific statutes and policies to be adjusted will be disaster-specific and should be identified during the damage assessment process. The City will also determine if temporary modification of state or county statutes are needed to facilitate recovery; if so, those modifications should be requested through the SEMS process.

Depending on the extent of the damage, the City may consider activating a Local Assistance Center (LAC) to provide a centralized location or “one stop shop” for services and resource referrals for the unmet needs of disaster victims. State funding may be available for eligible LAC operations. Historically, LACs have proven to be a key factor for a successful recovery. LAC characteristics generally include:
 Resource facility for recovery information, services and programs  Community-based service facilities
 Managed by the City
 Staffed by Red Cross, other NGO’s and various City of Livingston departments, PNPs, local, state and federal government, as appropriate
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 Local utilities, insurance adjusters, and others may be asked to collocate with the LAC to facilitate access to services
Depending on the extent of damage, state and federal recovery assistance will also be sought for residents, businesses, and community organizations. If federal assistance for households and businesses is granted, the City may be asked to assist in implementing a Disaster Recovery Center (DRC). A DRC may be activated by key federal agencies to provide a location for victims and private non-profit organizations to obtain information about federal recovery programs. The DRC may be collocated with a LAC if one has been established.

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RECOVERY PLANNING CONSIDERATIONS
Rebuilding and restoration efforts require decisions on a number of critical activities that have long-term social, economic and physical recovery implications. Specific recovery considerations will be disaster specific and will be identified through the post-disaster damage assessment process. Recovery considerations will begin to be identified through the advance planning process undertaken during the response phase. During development of advance plans that address the transition to recovery, Planning Section staff should consider the applicability of the activities and issues listed below to the specific disaster scenario.

Physical Recovery Activities
 Conducting a comprehensive damage assessment and compiling the data into an Initial Damage Estimate to support a local Emergency Proclamation  Identifying and preserving damaged historical or cultural sites  Identifying environmental concerns (e.g., damage adjacent to riparian habitat)  Removing debris from public and private property and managing disposal sites  Identifying redevelopment opportunities, if appropriate  Deferring permits, fees, etc. for rebuilding of damaged structures  Pursuing hazard mitigation projects and advancing mitigation efforts, including upgrading infrastructure and utilities
 Modifying land use and zoning requirements and incorporating changes in construction standards and other codes, both for repair or rebuilding of disaster-damaged structures and for promoting disaster resistant future development  Evaluating repair and rebuilding options
Governmental Recovery Activities
 Continuing the performance of governmental functions (“Continuity of Government”)  Protecting, restoring, or replacing essential City facilities, equipment, records, processes, etc. (“Continuity of Operations”)
 Managing donations of goods, services, and funds to assist with recovery  Coordinating voluntary agencies and requests for volunteer assistance to assist with recovery
 Establishing a “long term recovery committee” to aid in building community consensus by engaging stakeholders, special interests groups, and the public in decision-making processes
 Updating community plans, including the Emergency Plan and Redevelopment Plan, based on lessons learned from the disaster
 Upgrading communication systems
 Communicating recovery activities to the public
 Addressing community questions about health consequences of the event Social Recovery Activities
 Promoting community participation in recovery efforts through the “Long Term Recovery Committee”, volunteer opportunities, and in plan revision  Supporting distribution of essential commodities and other daily living needs  Evaluating community stress and providing services for the mental health of individuals  Supporting restoration of critical community support structure, such as schools, medical services, and financial institutions
 Restoring community values
 Promoting family and individual preparedness
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 Establishing Local Assistance Centers for ‘one-stop’ disaster recovery services and assisting in establishing a Disaster Recovery Center(s) in the City if requested to do so to support delivery of state and federal recovery programs Economic Recovery Activities
 Establishing a documentation system to collect and store disaster-related cost information to ensure maximum state and federal reimbursement
 Filing insurance claims, as appropriate
 Identifying economic impact of the disaster on the community, such as impacts on the tax base and employment
 Reviewing the City budget to identify potential sources of available working capital  Facilitating business recovery by reestablishing commercial services and promoting businesses in damaged areas
 Securing disaster business loans, disaster recovery assistance grants and hazard mitigation project funding

DOCUMENTATION
Documentation is essential to recovering expenditures related to emergency response and recovery operations. For the city, documentation must begin at the field response level and continue throughout the operation of the Emergency Operations Center as the disaster unfolds.

As such, the City of Livingston should incorporate disaster documentation into their current accounting system. To obtain maximum reimbursement for disaster-related expenditures, it is critical that the city:
 Implement the disaster documentation system during a disaster;  Ensure disaster-related expenditures are easily distinguished from on-going activities; and
 Maintain accurate accounting records for disaster-related expenditures including:
o Force account labor (timesheets) and equipment;
o Invoices for rented equipment, materials and purchases; o Photographs of damage and repair;
o Insurance information;
o Environmental and historical preservation issues; and o Records of donated goods and services.
 Keep these records for a minimum of three years after the last action on a state or federally funded disaster project (CalOES will notify the city when the three year-time frame begins).

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RECOVERY OPERATIONS RESPONSIBILITIES
The city has specific responsibilities in recovering from a disaster. The list below summarizes some of the key functional responsibilities:
 Political process management; interdepartmental coordination; policy development; decision making; coordination with community and non-profit organizations; establish a long term recovery committee (if needed); and public information.  Conduct Initial Damage Estimate; compile and update damage information; and assist state and federal agencies in conducting formal Preliminary Damage Assessment, as needed.
 Activation of the Safety Assessment Program (if needed); land use and zoning variance; permits and controls for new development; revision of building regulations and codes; code enforcement; and plan review.
 Debris removal; demolition; construction; management of and liaison with construction contractors; and restoration of utility services.
 Housing programs; assistance programs for those with functional needs; and low income and special housing needs.
 Public finance; budgeting; contracting; accounting and claims processing; taxation; and insurance settlements.
 Redevelopment of existing areas; planning of new redevelopment projects; and financing new projects.
 Applications for disaster financial assistance; liaison with assistance providers; onsite recovery support; and disaster financial assistance project management.  Advise on emergency authorities, actions and associated liabilities; preparation of legal opinions; identification of statutes in need of temporary modification; and review and assist in preparation of new ordinances and resolutions.  Implementation of the COOP (if needed); government operations and communications; space acquisition; supplies and equipment; vehicles; personnel; and related support.

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STATE AND FEDERAL POST-DISASTER ASSISTANCE PROGRAMS
Introduction
Depending on the nature and extent of the disaster, state and federal assistance programs may be available to assist the City, special districts, and eligible households, businesses and nonprofit organizations that have experienced disaster-related expenses that are not covered by insurance. For public agencies, assistance may be available, on a cost-share basis, for emergency response costs, costs for debris removal and emergency protective measures, and repair or rebuilding of damaged facilities and infrastructure. For households and businesses, assistance may include loans to repair damaged buildings. Households may also be eligible for assistance with other unmet needs and businesses may be eligible for loans for disaster-related loss of revenue. Disaster unemployment assistance and assistance for disaster-related mental health needs may also be available. The following pages describe the assistance programs that may be available under certain criteria, following a disaster Item 7.5
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Emergency Proclamations/Declarations
If Livingston requires state or federal assistance, it is important to know if a local proclamation of an emergency is a prerequisite to obtaining the assistance. The chart below provides an overview of the programs discussed in this section and indicates proclamation/declaration requirements.

Please Note: If a local emergency proclamation is required, it must be issued within 10 days of the event. More information on these assistance programs is provided following this section of the annex.

Program Name Type of Assistance
Local
Proclamation
Required?
State of
Emergency
Required?
Federal
Declaration
or
Designation
Required?
SAP
Provides professional evaluators to
determine safety, use and occupancy of
homes and buildings
No No No
FMAG Reimbursement of emergency
response costs for fire suppression No No Yes
State PA under an
CALOES Secretary’s
Concurrence
Funding to restore eligible public
infrastructure Yes No No
State PA under a
Governor’s
proclamation of state
of emergency
Reimbursement of eligible local
emergency response costs, debris
removal and funding to restore eligible
public infrastructure
Yes Yes No
Federal PA (major
disaster declaration)
Reimbursement of eligible local
emergency response costs, debris
removal and funding to restore eligible
public and allowable private non-profit
infrastructure
Yes Yes Yes
Federal PA
(emergency
declaration)
Reimbursement of eligible local
emergency response costs Yes Yes Yes
Individuals and
Household Program
(IHP)
Grants for unmet recovery needs to
individuals and families Yes Yes Yes
State Supplemental
Grant Program
(SSGP)
Supplemental grants for individuals for
recovery may be available only when
maximum IHP has been reached
Yes Yes Yes
SBA Economic Injury
Disaster Loan
Program
Working capital loans for small
businesses that have suffered an
economic loss due to a disaster
No No Yes
SBA Physical
Disaster Loan
Program
Loans for individuals, families and
businesses that have lost real and
personal property due to a disaster
No No Yes
USDA Disaster
Designation
Loans for farmers and ranchers for
physical and crop production losses
due to a disaster
No No Yes
Crisis Counseling
Programs
Referral/resource services and shortterm counseling for emotional and mental health problems caused by the
disaster
Yes Yes Yes
Disaster
Unemployment
Assistance
Weekly unemployment benefits and job
finding services due to a disaster Yes Yes Yes
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Damage Assessment
When requesting state or federal disaster assistance, the City of Livingston must provide information to support the request. The chart below describes the mechanisms required to document damages and determine needed assistance in the impacted area.

Report
Title
Responsible
Party Description Needed Purpose of Report
Initial
Damage
Estimate
(IDE)
Local jurisdiction Initial description of damage
including:
 type and extent of public and
private sector damage
 basic repair and emergency
response costs
 any acute public health issues
 number of homes and businesses
not insured or underinsured
Provides information for CalOES
to determine if state and/or
federal disaster assistance is
warranted and to what external
resources are needed. An IDE
should be provided concurrently
with request for assistance. Not
providing this information
promptly can delay recovery
assistance.

Preliminary
Damage
Assessment
(PDA)
CalOES
Recovery
Branch staff
assisted by
CalOES
Regional staff,
local, state
and/or federal
government staff
Preliminary detailed damage report
including:
 facility types (e.g., school, road,
private residences) and location
 facility insurance and/or
maintenance records
 damage description and repair
estimates
 local government budget reports
 destroyed/damaged residences,
personal property, businesses
 any identified environmental or
historical issues
Provides information for CalOES
to determine extent and type of
state and/or federal disaster
assistance. This information is
also used by FEMA to prepare a
regional analysis of the request
for consideration by FEMA
headquarters.

Damage
Assessment
by other
Federal
Agencies
Small Business
Administration
(SBA)
U.S.Dept. of
Agriculture
(USDA) and/or
local Agricultural
Commissioner
(this is usually
done by the Ag
commissioner)
Includes the number of private
homes and businesses damaged or
destroyed and estimate uninsured
losses. It also may include
documentation showing economic
injury to businesses.

Includes cause, type and value of
crop/livestock losses.

Ensures minimum damage
criteria have been satisfied to
implement the Physical or
Economic Injury Disaster Loan
Program.

Provides USDA with justification
to implement emergency loan
program.

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City Responsibilities to Access Assistance
If a request for assistance is necessary, the City should include the following information in the request:
 A copy of the local proclamation (if required)
 Initial Damage Estimate (IDE)
 Written request/resolution by the City Council (or the City Manager if the council cannot be convened)
 Type of disaster and areas of the City affected
 Date of occurrence and whether situation is continuing  Type of assistance needed
Submit the request to:
 Merced County OES
The County will then forward the request to the California Governor’s Office of Emergency Services (CalOES). The City should submit its request separately only if the County does not intend to submit the same request. Assistance programs have deadlines for application which must be strictly adhered to; technical assistance is available from CalOES in identifying those deadlines.

When a request for assistance is submitted, CalOES will:
 Review the request for completeness;
 Request additional information if necessary
 Determine the need to conduct damage assessments, and  Make a determination regarding the level of appropriate disaster assistance for the request.

Applicant Briefings
If there is a state or federal declaration including the provision of public or individual assistance the CalOES Recovery Branch will schedule and hold Public Agency Applicant Briefings. Affected public agencies will be notified by letter, e-mail, CalOES website, CalOES regional offices, or by telephone of the date, location, and time of the briefing. The City and any local special districts that have experienced damages or may have eligible response costs should participate in the Applicant Briefing.

At the Applicant Briefing available Public Assistance (assistance to public agencies) and Individual Assistance (assistance for households and businesses) will be described. Applications for federal and state Public Assistance will be available and accepted during these briefings.

Detailed instructions on Public Assistance applicant eligibility, project eligibility, eligible costs, program criteria, documentation requirements and important deadlines for work completion will also be explained. Public Assistance applicants are assigned a primary point of contact that will process the application, monitor work progress, and provide technical assistance for the duration of the application.

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Public Assistance Project Approval Process
The CalOES Recovery Branch encourages applicant agencies to participate fully in the decisionmaking process of the approved scope of work and cost estimation for each project. The City and other eligible applicants are notified by mail when FEMA or the state has approved the project for funding. This notification includes instructions to request payment of the funds. Additional information regarding both federal and state public assistance programs on the Recovery section of the CalOES website and technical assistance is available through the CalOES Recovery Branch or the Regional Office.

Upon a Presidential declaration, local governments that have incurred significant emergency response costs may request the expedited processing of state and federal funding. Qualifying costs may include:
 Emergency costs (e.g., police and fire overtime salaries);  Debris removal necessary to protect life and property; and  Temporary shelter operating costs
Individuals and Households Program (IHP)
Upon the implementation of the IHP, individuals are required to first ‘tele-register” with FEMA.

Widespread notice through the local media and posting on the city’s website to inform the public of the toll-free tele-registration number. Upon tele-registration, FEMA will assign a representative to evaluate the claim and will refer the individual to the appropriate program for loan and/or grant assistance. Individuals will then be provided loan and/or grant application information, instructions, terms and conditions directly from the agency providing assistance (FEMA, SBA, USDA). The City may be asked for assistance in identifying appropriate locations for Disaster Recovery Centers and to participate in the DRC when activated.

SBA and USDA
When SBA and/or USDA has implemented its disaster program(s) independent of a Presidential declaration, individuals, businesses, private non-profit agencies, and/or the agricultural community, will be instructed to file an application directly with their local SBA and/or USDA office. If a DRC is not activated, the SBA or USDA will normally administer their programs through an existing local office or, particularly for SBA, in locally leased space.

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HAZARD MITIGATION - IMPROVING CONDITIONS TO PREVENT LOSS Introduction
Hazard Mitigation (HM) is any cost-effective activity that seeks to eliminate or reduce human suffering and property damage from natural and manmade hazards. Hazard Mitigation includes both pre-disaster and post-disaster activities.

Hazard Mitigation Planning
Hazard Mitigation Planning includes analyses of ways to eliminate or reduce the impact of future disasters. The federal Disaster Mitigation Act of 2000 required the state to develop and maintain a State Hazard Mitigation Plan. California’s hazard mitigation planning process is continuous and involves a multitude of federal, state, and local agencies, academia, private non-profit organizations, and community-based organizations.

The Hazard Mitigation Plan is approved by FEMA and is also required for the City or a special district to receive grant funds for mitigation projects from the federal Hazard Mitigation Grant Program and the federal Pre-Disaster Mitigation Grant Program. At the time of the development of this annex, Merced County was in the process of securing funding for the development of a Local Hazard Mitigation Plan to include all of the cities and special districts.

Funding for Pre-Disaster Mitigation
The federal Pre-Disaster Mitigation Grant Program (PDM) provides funds for hazard identification, mitigation strategies, and public partnerships. More specifically, PDM:
 Supports development of the hazard mitigation planning process at the state and local levels and funds high priority projects from these plans.  Provides a continuous flow of funding to states for hazard mitigation, whether the state has experienced a recent disaster or not.
 Supports local communities in becoming disaster resistant by providing technical and financial assistance to state and local governments in implementing cost effective predisaster hazard mitigation measures.  Helps to reduce injuries, loss of life, and damage and destruction of property, including damage to critical services and facilities under the jurisdiction of state or local governments.

Communities that wish to participate in the PDM program must demonstrate commitment to the implementation of hazard mitigation activities within their jurisdiction. Assistance includes both planning grants and project grants. Planning grants assist the state and its communities in developing a multi-hazard mitigation plan. Planning grants may also be used for technical assistance including risk assessments, project development, community outreach and education. (Funds applied to planning grants cannot exceed 10 percent of the state’s allocation). Project grants are awarded in accordance with the priorities cited in the State Hazard Mitigation Plan.

Project grants may be used to reimburse costs for acquisitions or relocations of vulnerable properties, structural retrofits, vegetation management (e.g., shaded fuel breaks, defensible space), public information and educational programs.

Flood Mitigation Assistance (FMA) provides funding for measures to reduce or eliminate the longterm risk of flood damage to repetitive loss of buildings, manufactured homes, and other structures insurable under the FEMA National Flood Insurance Program (NFIP). Communities requesting FMA planning and project grants must be participating in the NFIP. FMA planning Item 7.5
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grants are available for the flood portion of any mitigation plan. FMA project grants are available to NFIP-participating communities to implement measures to reduce flood losses. Example FMA projects are elevating structures, acquisitions, watershed management (e.g., detention basins, increased culvert size.) FEMA contributes up to 75 percent of total eligible costs for each grant. At least 25 percent of the total eligible cost must be provided from a non-Federal source. The state will evaluate and approve applications for FMA planning grants.

Funding or Post-Disaster Mitigation
The Hazard Mitigation Grant Program (HMGP) provides grants following a disaster to state and local governments, Indian tribes, and certain non-profit organizations to develop plans and implement long term hazard mitigation measures.

Federal funding for the HMGP becomes available only after the President signs a major disaster declaration. The amount of funding available is based on a percentage of the federal share of the aggregate disaster costs for public and individual assistance. As manager of the HMGP, CalOES is responsible for soliciting program interest, helping potential applicants develop applications, establishing deadlines for applications, providing technical assistance, establishing funding priorities and forwarding selected projects to FEMA for approval based on those priorities.

CalOES posts grant applications instructions and deadlines on the website for a limited time following a federal declaration of a disaster. Successful applicants are notified by mail when FEMA has approved the grant for funding. This notification includes instructions to request payment of the funds.

Planning and project grants can be funded under HMGP. By regulation, HMGP projects must meet the minimum eligibility criteria, be consistent with the state and local hazard mitigation plans, and meet the guidelines and priorities established for a particular disaster. Projects must also demonstrate cost-effectiveness.

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DISASTER ASSISTANCE PROGRAMS AND THEIR REQUIREMENTS
The following tables are designed to provide a quick reference to disaster assistance programs administered or coordinated by CalOES. The tables are grouped by potential recipients and indicate general program implementation criteria, including key deadlines.

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Public Assistance through CalOES
Public agencies include state agencies and departments, cities, counties, city and county, school districts, community college districts, special districts and certain private non-profit agencies. The following table describes implementation criteria for the five main public assistance disaster programs administered by CalOES: Director’s Concurrence, Governor’s Proclamation of a State of Emergency, Fire Management Assistance Program (FMAG), Presidential Declaration of an Emergency, and Presidential Declaration of a Major Disaster.

Type of Assistance Program Name and Authority
Cost Share
Requirement
s
Implemental Criteria
Funding to restore damaged
public infrastructure (e.g.
roads, buildings, utilities)
State Public Assistance
CDAA – Director’s Concurrent with
local emergency
75% State
25% Local
Local agency must proclaim an emergency and request a “Director’s Concurrent” within 10 days of an event. A Governor’s proclamation of a state of emergency is not required for the CalOES Director to provide CDAA funding to repair damaged public facilities.

Reimbursement of local
emergency response costs,
debris removal, and funding
to restore damaged public
infrastructure.

State Public Assistance
CDAA – Governor’s Proclamation of
a State of Emergency
75% State
25% Local
Local agency must proclaim and emergency and request the Governor to proclaim a state of emergency within 10 days of an event. The request should include dates of the event, an IDE, areas affected, and appropriate type of assistance needed.

Reimbursement for fire
suppression costs
FMAG
Stafford Act
75% Federal
25% Local
Responsible fire agency must request FMAG assistance while the fire is still burning out of control. Neither local nor state emergency proclamation are necessary for the implementation of this program.

Reimbursement of local
emergency response and
debris removal costs
Federal and State Public Assistance
Stafford Act and CDAA – Presidential
Declaration of an Emergency
75% Federal

18.75% State

6.25% Local
Local agency must proclaim an emergency and request the Governor to proclaim a state of emergency within 10 days of an event. The Governor has 5 days to request federal assistance. Local government should provide detailed information including date of the event, an IDE, areas affected, and appropriate type of assistance needed.

Funding to restore public
infrastructure* and
reimbursement of
emergency response and
debris removal costs
Federal and State Public Assistance
Stafford Act and CDAA – Presidential
Declaration of a Major Disaster
75% Federal

18.75% State

6.25% Local
Local agency must proclaim an emergency and request the Governor to proclaim a state of emergency within 10 days of an event. The Governor has 30 days to request federal assistance. Local government should provide detailed information including dates of the event, an IDE, areas affected, and appropriate type of assistance needed.
*Funding beyond what is necessary to restore a facility may also be approved for hazard mitigation measure to ensure that future similar damage will not occur.

These mitigation projects include cost-effective improvements to the current design and capacity of the existing facility.

Funding to provide crisis
counseling services
FEMA Crisis Counseling Program
Stafford Act
75% Federal
25% State
This program is funded by FEMA and administered through the state Department of Mental Health. Benefits may be short term or long term (up to 9 months).

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Public Assistance through other Agencies
The following table describes the implementation criteria for disaster assistance programs available to public entities through federal agencies other than FEMA. Through CDAA, the state may also cost share with these federal programs.

Type of Assistance Program Name/Lead Federal
Agency and Authority
Cost Share
Requirement
s
Implemental Criteria
Watershed restoration Emergency Watershed Program /
NRCS Division of the U.S.

Department of Agriculture
Section 216, P.L. 81-516 and Section
403-405, P.L. 95-334
75% NRCS

18.75% State

6.25% Local
Eligible activities include providing financial and technical assistance to remove debris from streams, protect destabilized streambanks, establish cover on critically eroding lands, repair conservation practices, and the purchase of flood plain easements. This program does not require a Presidential declaration before it is implemented. However, in order for the sponsoring agency to be eligible for state cost share, the Governor must have proclaimed a state of emergency for the event.

Emergency flood and postflood activities USACE Emergency Operations / USACE
Flood Control and Coastal
Emergencies Act (P.L. 84-99)
100% USACE The USACE may provide manpower, supplies, and equipment for flood-fighting, debris clearance and temporary levee repairs during the emergency period and up to a maximum of 10 days thereafter. This program does not require a Presidential disaster declaration before it is implemented.

Restoration of publicly
sponsored flood control
structures
USACE Rehabilitation Program/
USACE
Flood Control and Coastal
Emergencies Act (P.L. 84-99)
100% USACE The USACE Rehabilitation program provides assistance for permanent repairs to federal system levees. Although USACE covers the repair costs, the local sponsoring agency may be required to purchase additional soil and must sign “Hold Harmless” agreements and other applicable assurance before work can begin. This program does not require a Presidential disaster declaration before it is implemented.

Emergency repairs to
federal roads and highways
FHWA Emergency Relief (ER)
Program/FHWA
Title 23, U.S.C., Section 125
100% FHWA if
performed
within 180
days of an
event
This program may be implemented upon a Presidential Declaration or by special request from the Governor when a state of emergency has been proclaimed.

The FHWA ER program is administered through Caltrans.

Permanent restoration of
damaged federal aid
highways
FHWA ER Program/FHWA
Title 23, U.S.C., Section 125

88.53% FHWA

8.6% State

2.87% Local
FHWA funds 88.53% of repairs upon a Presidential Declaration or by special request from the Governor when a state of emergency has been proclaimed.

The FHWA program is administered through Caltrans in close coordination with CalOES
Long-term economicredevelopment HUD Disaster Recovery
Initiative/HUD
Section 122 of the Housing and
Community Act of 1974, as amended
75% Federal

18.75% State

6.25% Local
Funds earmarked for certain HUD projects may be transferred to emergency projects if not covered by FEMA and are in the best interest of post-disaster stricken community. California Department of Housing and Community Development administers this program.

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Individual and Family Assistance
The following table describes the implementation criteria for programs that are available to assist businesses, families and individuals, and Private non-profit (PNPs) agencies in recovering from a disaster.

Type of Assistance Program Name and Authority Loan/Grant Maximum* General Implemental Criteria
Low interest loans for losses
to real property (primary
residences) which may
include mitigation measures
SBA Physical Disaster Loan Program
13 CFR Ch.1 Part 123
$200,000 The SBA Physical loan program may be implemented upon a Presidential declaration of an emergency or major disaster. Victims are required to first seek loan assistance through SBA before they can be considered for a federal grant through FEMA. SBA also has the authority to independently (without a Presidential declaration) implement the program when at least 25 homes and/or businesses suffer 40% uninsured losses of their estimated fair market or predisaster fair market value, whichever is lower. In this case, a request for SBA declaration must be requested through CalOES within 60 days of the occurrence.

Low interest loans for losses
to personal property
SBA Physical Disaster Loan Program
13 CFR Ch.1 Part 123
$50,000 Same as above.

Grants to cover temporary
housing needs, home
repairs, losses to personal
property, transportation
expenses, funeral and
medical expenses, etc.

Individual and Households Program
(IHP)
Robert T. Stafford Act
Disaster Relief and Assistance Act,
44 CFR Ch. 1, Part 206, Subpart D,
Sect. 206.110
$25,600 This is a federal grant program managed and administered by FEMA upon a Presidential Declaration of an Emergency or Major Disaster. Victims who are found to be ineligible for an SBA loan are referred to FEMA’s IHP program.

Grants to individuals and
families that have received
the maximum IHP grant but
still have unmet needs
State Supplemental Grant Program
California Department of Social
Services W/I 13600-13601
$10,000 This program is administered through the state Department of Social Services. It is only implemented when FEMA has activated the IHP. The state has no authority to activate the SSGP independent of a federal declaration.

Disaster Unemployment
Assistance
DUA
U.S. Department of Labor,
20 CFR, Part 625
44 CFR, Part 206.141
N/A This program may be implemented by the Department of Labor upon a Presidential declaration. It allows those unemployed due to a disaster up to 26 weeks of unemployment benefits.

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Businesses, Ranchers and PNP Assistance
The following table describes the implementation criteria of programs that are available to assist businesses, ranchers, and Private non-Profit (PNPs) agencies in recovering from a disaster.

Type of Assistance Program Name and Authority Loan
Maximum* Implemental Criteria
Low interest loans to
businesses and PNPs, for
losses to real property
SBA Physical Disaster Loan Program
13 CFR Ch.1 Part 123
$1.5 Million The SBA Physical loan program may be implemented upon a Presidential declaration of an emergency or major disaster.

SBA also has the authority to independently implement the program when at least 25 homes and/or 3 businesses have suffered 40% uninsured losses due to a disaster. Typically, when SBA declares a disaster for a county, contiguous counties are also eligible.

Low interest loans to
businesses and to help
cover working capital

SBA EIDL
13 CFR Ch.1 Part 123
$1.5 Million SBA also has the authority to independently implement the program with certification by the CalOES Director that at least five small business concerns in a disaster area have suffered economic injury and are in need of financial assistance not otherwise reasonably available.

The SBA may provide economic injury assistance for a disaster determined by the Secretary of Agriculture. Under these designations, SBA makes economic injury assistance available to eligible small businesses.

EIDL loans become available under all SBA physical declarations. The maximum SBA loan assistance is $1.5 million, whether it is a Physical Disaster Loan, an EIDL loan, or a combination of both programs.

Low interest loans to
farmers, ranchers and
aquaculturists for physical
and/or crop production
losses resulting from an
unusual natural occurrence
(weather pattern, pest, etc.)
Secretarial Designation – Agricultural
disaster
U.S. Department of Agriculture, Farm
Services Agency
7 CFR, Ch. 18, Part 1945, Subpart A
$500,000 Emergency loans are made to farmers and ranchers who have suffered at least a 30-percent loss in crop production or a physical loss to livestock products, real estate or chattel property.

The Secretary of Agriculture can implement this program when requested by CalOES on behalf of a local agriculture commissioner or local government authority, or implemented automatically when the President declares a major disaster or emergency. When requested on its own authority, supporting documentation to the types of crops and level of damage must be submitted. A proclamation of local or state emergency is not required for this program.

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Item 7.5
1 City of Livingston, CA
Emergency
Operations Plan
OCTOBER 2025 FINAL
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ACKNOWLEDGEMENTS
This Emergency Operations Plan has been created in conjunction with the City of Livingston Departments and Stakeholders who play a critical role in the Emergency Management Organization within the City of Livingston.

As with any working plan, this document represents planning strategies as understood as of the date of this plan’s release. This plan provides effective tools, guidance and strategies in support of emergency operations prevention, mitigation, preparedness, response, and recovery within the City of Livingston.

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LETTER OF PROMULGATION
October 2025
To: Officials and Employees of the City of Livingston
The preservation of life and property is an inherent responsibility of all levels of government. As disasters occur in devastating form at any time, the City of Livingston must provide safeguards, which will save lives and minimize property damage through planning, preparedness measures and training. Sound emergency plans carried out by knowledgeable and well-trained personnel can and will minimize losses.

The City of Livingston Emergency Operations Plan establishes an Emergency Management Organization and assigns functions and tasks consistent with California’s Standardized Emergency Management System and the National Incident Management System. Both systems provide for the integration and coordination of efforts within the City of Livingston. These systems were adopted by both the State and Federal Government following disasters where lack of coordination resulted in greater losses than necessary The City’s plan was developed for use by City of Livingston employees with emergency service responsibility. Input was sought from agencies inside and outside of the City of Livingston that have a coordination role in providing emergency services using a “Whole Community” approach. These include the Merced County Office of Emergency Services and the California Office of Emergency Services. This plan provides direction on emergency response from onset, through an extended response and into the recovery process.

Once adopted, this plan is an extension of the 2024 California Emergency Plan, and the 2025 County of Merced Emergency Operations Plan. It will be reviewed and tested periodically and revised as necessary to meet changing conditions.

The City Council gives its full support to this Emergency Operations Plan and urges all employees to read the plan, understand it, know your role and be prepared to provide extraordinary support to the citizens of the City of Livingston when needed.

Sincerely,
Director of Emergency Services
City of Livingston
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APPROVAL AND IMPLEMENTATION

FOREWORD
The City of Livingston Emergency Operations Plan addresses the City’s planned response to extraordinary emergency situations associated with natural disasters, technological incidents and national security emergencies in or affecting the City of Livingston. This plan does not apply to normal day-to-day emergencies or the established departmental procedures used to cope with such emergencies. Rather, this plan focuses on operational concepts and would be implemented relative to large-scale disasters which can pose major threats to life, property and the environment requiring unusual emergency responses. This plan accomplishes the following:
• Establishes the emergency management organization required to mitigate any significant emergency or disaster affecting the City of Livingston. • Identifies the roles and responsibilities required to protect the health and safety of Livingston residents, public and private property and the environmental effects of natural and technological emergencies and disasters.
• Establishes the operational concepts associated with a field response to emergencies, the City of Livingston Emergency Operations Center activities and the recovery process.

PLAN APPROVAL AND IMPLEMENTATION
Upon concurrence of the City Council, the plan will be officially adopted and promulgated. The approval date will be included on the title page. The plan will be distributed to those City departments, supporting allied agencies and community organizations having assigned primary functions or responsibilities within the plan.

PLAN ACTIVATION
The City of Livingston Emergency Operations Plan may be activated by the Director of Emergency Services, the Deputy Director of Emergency Services or designated alternates under any of the following circumstances:
• On the order of the Director of Emergency Services as designated by Chapter 20 Disaster Preparedness and Response Management and Coordination of the City of Livingston Municipal Code.
• Upon proclamation by the Governor that a STATE OF EMERGENCY exists in an area of the state.
• Automatically on the proclamation of a STATE OF WAR EMERGENCY as defined in the California Emergency Services Act (Chapter 7, Division 1, Title 2, California Government Code.)
• Upon declaration by the President, of the existence of a NATIONAL EMERGENCY. • Automatically, on receipt of an attack warning or actual attack on the United States, or upon occurrence of a catastrophic disaster that requires immediate government response.

PLAN MODIFICATIONS
Upon the delegation of authority from the Livingston City Council, specific modifications can be made to this plan by the Emergency Services Coordinator (Livingston Police Chief) without the signature of the City Council. This 2025 Emergency Operations Basic Plan, its Functional Annexes and Hazard Appendices supersedes all previous versions of the City of Livingston Emergency Operations Plan.

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TABLE OF CONTENTS
ACKNOWLEDGEMENTS............................................................................................................2 LETTER OF PROMULGATION ....................................................................................................3 APPROVAL AND IMPLEMENTATION.........................................................................................4 FOREWORD ......................................................................................................................................4 PLAN APPROVAL AND IMPLEMENTATION.........................................................................................4 PLAN ACTIVATION ............................................................................................................................4 PLAN MODIFICATIONS......................................................................................................................4 Plan VERSION HISTORY............................................................................................................8 RECORD OF CONCURANCE.......................................................................................................9 BASIC PLAN ...........................................................................................................................10 SECTION 1.0 PURPOSE, SCOPE, SITUATION AND ASSUMPTIONS ............................................10

1.1 PURPOSE ..................................................................................................................................10

1.1.1 Planning Organization and Format ...........................................................................................10

1.2 SCOPE .......................................................................................................................................11

1.2.1 California Emergency Support Functions..................................................................................11

1.2.2 Federal Emergency Support Functions .....................................................................................12

1.3 SITUATION OVERVIEW ..............................................................................................................13

1.3.1 City History................................................................................................................................13

1.3.2 Hazard Analysis Summary.........................................................................................................15

1.3.3 Capability Assessment ..............................................................................................................16

1.3.4 Mitigation Overview .................................................................................................................16

1.3.5 Assumptions..............................................................................................................................16 SECTION 2.0 CONCEPT OF OPERATIONS.................................................................................18

2.1 GOALS PRIORITIES AND STRATEGIES .........................................................................................18

2.1.3.1 Operational Goals ..................................................................................................................18

2.1.3.2 Operational Priorities.............................................................................................................18

2.1.3.3 Operational Strategies ...........................................................................................................19

2.2 STANDARDIZED EMERGENCY MANAGEMENT SYSTEM ..............................................................19

2.2.1 Standardized Emergency Management System Organization Levels .......................................20

2.2.2 Standardized Emergency Management System Functions.......................................................21

2.2.3 Standardized Emergency Management System Components ..................................................24

2.2.4 National Incident Management System....................................................................................25

2.2.5 Mutual Aid ................................................................................................................................26

2.2.6 Mutual Aid Coordination ..........................................................................................................27

2.3 SEQUENCE OF EVENTS DURING DISASTERS ...............................................................................30

2.3.1 Before Impact ...........................................................................................................................30

2.3.2 Immediate Impact.....................................................................................................................31

2.3.3 Sustained Operations................................................................................................................33

2.3.4 Transition to Recovery ..............................................................................................................33

2.3.5 Proclaiming an Emergency........................................................................................................34

2.4 CONTINUITY OF GOVERNMENT OPERATIONS ...........................................................................37

2.4.1 City of Livingston Emergency Operations Policy Statement .....................................................38 Item 7.5
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2.4.2 Disaster Service Workers ..........................................................................................................38

2.5 CONTINUITY OF GOVERNMENT/OPERATIONS...........................................................................39 SECTION 3.0 ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES..................................40

3.1 EMERGENCY MANAGEMENT RESPONSE LEVELS ........................................................................40

3.1.1 National Emergency..................................................................................................................40

3.2 CITY DEPARTMENT/ALLIED AGENCY EMERGENCY OPERATIONS CENTER ASSIGNMENTS ...........40

3.2.1 Director of Emergency Services ................................................................................................40

3.3 ROLE OF THE PRIVATE SECTOR ..................................................................................................42

3.3.1 Livingston Residents..................................................................................................................42

3.3.2 People with Disabilities and Access and Functional Needs.......................................................42

3.3.3 At-Risk Individuals.....................................................................................................................43

3.3.4 Businesses.................................................................................................................................43

3.3.5 Volunteer Organizations ...........................................................................................................44

3.3.6 Public-Private Partnerships.......................................................................................................44 SECTION 4.0 DIRECTION, CONTROL AND COORDINATION......................................................45

4.1 GENERAL...................................................................................................................................45

4.2 EMERGENCY OPERATIONS CENTER COORDINATION WITH OTHER GOVERNMENT LEVELS AND THE PRIVATE SECTOR......................................................................................................................45

4.2.1 Coordination with Field Response Level ...................................................................................45

4.2.2 Coordination with Merced Operational Area and Member Jurisdictions.................................45

4.2.3 Coordination with the County and Special Districts .................................................................46

4.2.4 Coordination with the Inland Region Emergency Operations Center.......................................46

4.2.5 Coordination with State and Federal Field Response ...............................................................46

4.2.6 Coordination with Volunteers and the Private Sector ..............................................................46 SECTION 5.0 INFORMATION COLLECTION AND DISSEMINATION............................................47

5.1 ACTION PLANNING....................................................................................................................47

5.1.1 Planning Requirements.............................................................................................................47

5.1.2 Plan Elements............................................................................................................................47

5.1.3 Planning Responsibilities...........................................................................................................48

5.2 EOC REPORTING........................................................................................................................48

5.2.1 Preliminary Reports ..................................................................................................................48

5.2.2 Situation Reports ......................................................................................................................48

5.2.3 Flash Reports.............................................................................................................................48

5.2.4 Documentation .........................................................................................................................48

5.2.5 Status Boards/Charts ................................................................................................................49

5.3 EMERGENCY OPERATIONS CENTER REPORTING SYSTEMS .........................................................49

5.4 EMERGENCY PUBLIC INFORMATION .........................................................................................49 SECTION 6.0 COMMUNICATIONS...........................................................................................50

6.1 WARNING RESPONSIBILITY .......................................................................................................50

6.2 WARNING AND ALERT MECHANISMS........................................................................................50

6.3 WARNING CONDITIONS ............................................................................................................50 SECTION 7.0 DOCUMENTATION, FINANCE, ADMINISTRATION AND LOGISTICS.......................51

7.1 DOCUMENTATION ....................................................................................................................51

7.2 FINANCE ...................................................................................................................................51

7.3 EXPENDITURE TRACKING ..........................................................................................................51 Item 7.5
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7.3.1 Eligible Expenses .......................................................................................................................51

7.3.2 Recordkeeping Requirements...................................................................................................51

7.4 RESOURCE MANAGEMENT (LOGISTICS).....................................................................................52

7.4 1 Resource Priorities ....................................................................................................................52

7.4.2 Resource Requests....................................................................................................................52

7.4.3 Emergency Resource Directory.................................................................................................53 SECTION 8.0 PREPAREDNESS, TRAINING AND EXERCISES .......................................................54

8.1 PREPAREDNESS PLANNING ..............................................................................................54

8.1.1 Community Preparedness and Awareness ...............................................................................54

8.1.2 Preparedness Actions ...............................................................................................................54

8.2 READINESS TRAINING ...............................................................................................................55

8.3 EXERCISE AND EVALUATION .....................................................................................................55 SECTION 9.0 PLAN DEVELOPMENT AND MAINTENANCE ........................................................56

9.1 PLAN DEVELOPMENT AND MAINTENANCE RESPONSIBILITY ......................................................56

9.2 REVIEW AND UPDATING ...........................................................................................................56 SECTION 10.0 AUTHORITIES AND REFERENCES ......................................................................57

10.1 AUTHORITIES ..........................................................................................................................57

10.2 REFERENCES............................................................................................................................57

11.0 GLOSSARY AND ACRONYMS...........................................................................................58

11.1 GLOSSARY OF TERMS ..............................................................................................................58 Item 7.5
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PLAN VERSION HISTORY
(Note: File each revision transmittal letter behind this record page.) Version
Number
Implemented
By
Revision
Date
Approved
By
Approval
Date
Description of Change

1.0 Merced
County OES
02/05/25 Update. of 2017 plan

1.1 Merced
County OES
08/29/25 Revisions from City
Leadership Review
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RECORD OF CONCURANCE
The following documents the City Manager’s and City Council’s concurrence and receipt of the 2025 City of Livingston Emergency Operations Plan. As needed, changes will be submitted to the City of Livingston Police Department.
_________________________________________
City Manager
_________________________________________
Council Member
_________________________________________
Council Member
_________________________________________
Council Member
_________________________________________
Council Member
_________________________________________
Council Member
_________________________________________
Date
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BASIC PLAN
SECTION 1.0 PURPOSE, SCOPE, SITUATION AND ASSUMPTIONS

1.1 PURPOSE
The purpose of the City of Livingston Emergency Operations Plan, its Functional Annexes and Hazard/Threat Specific Appendices is to provide the basis for a coordinated response before, during and after a disaster incident affecting the City of Livingston.

This plan is the principal guide for the City’s response to, and management of real or potential emergencies and disasters occurring within its designated geographic boundaries. Specifically, this plan is intended to:
• Facilitate multi-jurisdictional and interagency coordination, particularly between local government, private sector, operational area (geographic county boundary), and state response levels, and appropriate federal agencies, in emergency operations. • Serve as a city plan, a reference document and when possible, it may be used for preemergency planning in addition to emergency operations. • To be utilized in coordination with applicable local, state and federal contingency plans. • Identify the components of an Emergency Management Organization and establish associated proto- cols required to effectively respond to, manage and recover from major emergencies and disasters.
• Establish the operational concepts and procedures associated with field response to emergencies, and Emergency Operations Center activities. • Establish the organizational framework for implementation of the California Standardized Emergency Management System and the National Incident Management System, within the City of Livingston.

Allied agencies, private enterprise, special districts and volunteer organizations having roles and responsibilities established by this plan are encouraged to develop operating protocols and emergency action checklists based on the provisions of this plan.

1.1.1 Planning Organization and Format
The plan is divided into four elements that contain general and specific information relating to city emergency management operations. Those four elements are as follows:

Basic Plan
This section provides the structure and organization of the City of Livingston Emergency Management Organization; identifies individual roles and responsibilities; describes the concept of emergency operations; and identifies how the City integrates into the Standardized Emergency Management System and the National Incident Management System.

Functional Annexes
The Functional Annexes contain detailed descriptions of the methods that the City of Livingston and its departments follow for critical functions during emergency operations.

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Hazard or Threat-Specific Appendices
These Hazard or Threat-Specific Appendices describe the City’s emergency response strategies that apply to a specific hazard or threat.

Supporting Documents
This section contains supporting materials to the overall Emergency Operations Plan.

1.2 SCOPE
The scope of this plan applies to any extraordinary emergency situation associated with any hazard, natural or human caused which may affect the City of Livingston that generates situations requiring planned, coordinated responses by multiple agencies or jurisdictions.

The provisions, policies, and procedures of this plan are applicable to all agencies and individuals, public and private, having responsibilities for emergency preparedness, response, recovery, and/or mitigation in the City. The other governmental agencies within the City of Livingston maintain their own emergency operations plans and those plans are consistent with the policies and procedures established by this plan.

Incorporating the Federal Emergency Management Agency Comprehensive Preparedness Guide 101 version 3.0 and the 2024 State of California Emergency Plan best practices, this plan is designed to be read, understood and exercised prior to an emergency and establishes the frame-work for implementation of the California Standardized Emergency Management System and the National Incident Management System for the City.

The City of Livingston Emergency Operations Plan is intended to facilitate multi-agency and multi-jurisdictional coordination, particularly between the City of Livingston and the whole community, including special districts, utilities, major businesses, the American Red Cross, community groups, state agencies, and the Federal Government. Emergency operations in the City of Livingston will be coordinated through the structure of the Emergency Operations Center (EOC). This plan will be used in coordination with the County of Merced Emergency Operations Plan, the State of California Emergency Plan, and the National Response Framework.

1.2.1 California Emergency Support Functions
The State Emergency Plan establishes the California Emergency Support Functions (ESFs) as a key component of California’s system for all-hazards emergency management. The California Governor’s Office of Emergency Services (CalOES) initiated the development of the California ESFs in cooperation with California’s emergency management community, including federal, state, tribal, and local governments, public/private partners and other stakeholders, to ensure effective collaboration during all phases of emergency management. The development of the California ESFs involves organization of the participating stakeholders and gradual development of emergency function components. This development also includes a process to maintain each of the California ESFs as a permanent component of California’s emergency management system. The City of Livingston will use Federal and State approved ESFs for planning purposes and to comply with federal and state grant funding guidance. The California ESFs will be used to interpret the State Emergency Plan and bridge the federal and state guidance in the County of Merced Operational Area’s emergency planning efforts. The responsibility to maintain the Merced County Emergency Support Functions (ESFs) rests with Merced County, with the City of Livingston as a support agency. A comparison of federal and state Emergency Support Functions is found below.

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1.2.2 Federal Emergency Support Functions
The National Incident Management System identifies through its National Response Framework fifteen (15) Emergency Support Functions (ESFs). These ESFs are listed with a brief description, as they pertain to the City of Livingston and the County of Merced Operational Area (OA) below:

This plan is part of a larger framework that supports emergency management within the state.

Through an integrated framework of emergency plans and procedures involving all stakeholders in the emergency management community, the City of Livingston together with Merced County, the California Office of Emergency Services (CalOES) and the Federal Government will promote effective planning and coordination prior to an emergency, thereby ensuring a more effective response and recovery.

Each element of the emergency management organization is responsible for assuring the preparation and maintenance of appropriate response plans and current standard operating procedures, resource lists and checklists that detail how assigned responsibilities will be performed to support implementation of this plan and to ensure successful response during a major disaster. Elements to be addressed are:
• Arrangements for the provision of direction and control within the department/agency. • Specific emergency authorities that may be assumed by a designated successor during emergency situations.
• Circumstances under which successor emergency authorities would become effective, and when they would be terminated.
• Current internal personnel notification/recall rosters and procedures to implement them.

This should include a 24-hour communication system with the capability to notify and call-out personnel designated by the agency for emergency response. • Designation and establishment of a work/control/dispatch center, such as a local Emergency Operations Center (EOC or Department Operations Center DOC) to compliment the County of Merced OA’s Emergency Operations Center (EOC) in Livingston. This city EOC/DOC is used to manage organizational resources and response personnel and maintain contact with the County of Merced OA EOC (when activated) during emergencies.
• Designation of a representative to report to the City EOC/DOC, or to the County of Merced OA EOC, during an emergency, to advise decision makers and coordinate the agency’s response effort with other responding entities. • Reporting appropriate information (casualties, damage observations, evacuation status, shelter status, chemical exposure, etc.) to the EOC/DOC during an emergency. • Support of cleanup and recovery operations during disasters. • Training of assigned city staff in preparation to perform response and recovery emergency functions.

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

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1.3 SITUATION OVERVIEW
This chapter describes a number of potential hazards that could affect the city upon their occurrence which would warrant the activation of the City of Livingston Emergency Management Organization.

1.3.1 City History
David Baldwin Chedester, a wagon master of a wagon train from Iowa, is acknowledged as the first settler of Livingston in 1862. He supplied food and produce to the railroad gangs building the railroad. On November 4, 1871, the day which preceded the crossing of the Merced river by the Central (now Southern) Pacific Railway Edward Olds, an ex-member of the railway gang, set up a saloon and clothing “store” on the banks of the Merced river. The only other existing building was a grain warehouse built in 1868 by William Little who owned 2,500 acres of land for grain and grazing.

Development into a town site was stimulated by railway gang workers, gold seekers, and farmers. Before there was a town, there was only the railway station of Cressey named after the pioneer family who owned 7,500 acres. Originally the town was to be named after the famed African explorer Dr. Livingstone whose disappearance at the time created world-wide publicity.

Mr. Little laid out the town by platting a visionary 80 blocks, 40 blocks on each side of the railroad track. He hoped the large number of blocks would make Livingston the county seat. He offered to sell lots of 25 by 125feet for $1.00 if Livingstone were chosen. In 1872, the town lost the election for a new county seat to Merced by 200 votes.

In 1873, in a petition for a new post office, the final letter “E” was inadvertently deleted and the town officially became Livingston. In 1883 Cyrus Bliven purchased all the land ownings of William Little including the unsold portions of the projected town site. He grew grain on the town site for many years. Mr. Bliven and his mansion eventually gained notoriety. First, for holding seances and spiritual meetings for guests from as far away as San Francisco and Los Angeles.

Then, later as a hideaway for Bill Dalton (the infamous Dalton gang of western lore), who had married Bliven’s daughter while hiding from the law authorities of Kansas.

Livingston experienced a period of slow growth until speculators and promoters such as the Hunter Land Company began to extol the virtues of the area to land hungry families from as far away as Iowa. This followed the granting of rights-of-way through the Bliven’s land for irrigation purposes in 1908. By 1909, water was on the land. Because of irrigation, Livingston was able to achieve a period of steady growth. Livingston was incorporated in 1922 with Charles Daman as its first mayor.

Agriculture has been its primary industry. The grape industry and later vineyards then Gallo wineries have achieved world-wide prominence as do the sweet potato and almond industries.

Livingston is the world headquarters for Foster Farms and has the largest chicken slaughterhouse and processing plant in the world within the city limits. Diversity of our citizens is a trademark feature. Our Mexican population with its historical presence in the area is the dominant ethnic group. The Yamato Colony, the only Japanese colony in America, have become successful landowners. The Portuguese from the Azore Islands are prominent in the dairy industry and in sweet potato farming. Filipinos filled avoid for farm labor. Mennonites found a religious haven and remained as family farmers. Livingston is a thriving community influenced by our great ancestors and the local businesses that continue to serve the great citizens of this community.

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Located below is a map of the City of Livingston, Figure 1 –Map of Livingston.

Figure 1. City of Livingston Map
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1.3.2 Hazard Analysis Summary
The City of Livingston is vulnerable to a wide range of threats. An all-hazards threat perspective must include a complete range of threats including emerging and increasing technological factors (e.g., the increased transportation of numerous hazardous materials on state highways, roads and interstates throughout the City). It is important to consider past events for future planning, with the consideration that the location and scope of hazards changes over the years.

Although an attempt has been made to identify all major hazards and their respective impacts, it must be remembered that we live in a time of emerging threats, and nature, coupled with humankind’s ongoing development and tendencies toward violence ensures that the material contained within this document will surely require modification over time.

A brief hazard analysis summary is located in Figure 2 - Hazard Analysis Summary for the City of Livingston. The summary is based on Probability (likelihood) and Severity (loss of life and/or property) categorized in the three main types of disaster events: Natural Disasters, Technological Hazards and Human-Caused.

Figure 2. Hazard Analysis
For detailed City of Livingston hazard descriptions on each hazard identified in the summary, refer to Hazard/Threat Specific Appendices.

Hazard
Geographic
Area
Probability of
Future
Occurrence
Magnitude /
Severity
Agriculture Pest and Disease Extensive Likely Critical
Cyber Attack Significant Likely Critical
Dam Incidents Significant Occasional Catastrophic
Drought Extensive Likely Critical
Earthquake Significant Unlikely Critical
Flood and Levee Failure Extensive Likely Catastrophic
Hazardous Materials Limited Highly Likely Negligible
Pandemic/Epidemic Extensive Occasional Catastrophic
Severe Weather:

Dense Fog Extensive Highly Likely Critical
Severe Weather:

Freeze Extensive Highly Likely Critical
Severe Weather: Heat Extensive Highly Likely Critical
Severe Weather:

Heavy Rain Extensive Highly Likely Critical
Severe Weather: High
Wind/Tornado Extensive Highly Likely Critical
Wildfire Significant Likely Limited
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1.3.3 Capability Assessment
A capability assessment provides part of the foundation for determining the type of emergency management, preparedness and mitigation strategy. The assessment process also identifies gaps or weaknesses that may need to be addressed through preparedness planning goals and actions deemed practical considering the jurisdiction’s capabilities to implement them. Finally, the capability assessment highlights the positive measures that are in place or under-way for continued support and enhancement of the jurisdiction’s preparedness and response efforts.

As an established organization, the City of Livingston has the capabilities to perform the necessary emergency response duties outlined in this plan. The city has an established emergency management organization, alert and warning & communication system and channels. As outlined in their municipal code Chapter 20 Disaster Preparedness and Response Management and Coordination, the City of Livingston has identified the response capabilities and resources (equipment, personnel, etc.) to provide a response to an emergency situation.

The City of Livingston Police Department maintains an Emergency Resource Directory in both paper and electronic formats that lists all of their vendors, supplies and equipment that can be available during a disaster situation. Any capability gaps are addressed in the County of Merced Threat Hazard Identification and Risk Assessment (THIRA). The THIRA is a restricted document and not available to the public.

1.3.4 Mitigation Overview
The City of Livingston has taken a number of mitigation measures for each identified hazard to minimize the impact that is likely to result from an emergency. Some of those mitigation measures are as follows:
• The City has developed a Local Hazard Mitigation Plan that provides hazard specific detail as to the mitigation measures taken to create a safer community. • The City has an approved General Plan that includes the Safety Element section which outlines all of the mitigation measures that have occurred and will occur regarding the safety of the city citizenry and communities.
• The City together with the County of Merced has completed a number of hazard/issue specific planning projects that incorporate coordination, response and recovery actions.

Some of those planning projects specifically address Mass Care and Shelter, Resources, Public Health, and People with Access and Functional Needs.

1.3.5 Assumptions
Certain assumptions were used during the development of this plan. These assumptions translate into basic principles associated with conducting emergency management operations in preparation for, response to and recovery from major emergencies. “Assumptions” provide context, requirements, and situational realities that must be addressed in plan development and emergency operations.
• Emergencies or disasters may occur at any time, day or night, in populated as well as remote, areas of the City.
• Major emergencies and disasters will require a multi-agency, multi-jurisdictional response. For this reason, it is essential that the Standardized Emergency Management System, and in many cases a Unified Command, be implemented immediately by responding agencies, and expanded as the situation dictates.

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• The City is primarily responsible for emergency actions within the City boundaries and will commit all available resources to save lives, minimize injury to persons and minimize property damage.
• Large-scale emergencies and disasters may overburden local resources and necessitate mutual aid from neighboring jurisdictions.
• Large-scale emergencies and disasters and the complex organizational structure required to respond to them pose significant challenges in terms of warning and notification, logistics, and agency coordination.
• Major emergencies and disasters may generate widespread media and public interest.

The media must be considered a partner in large-scale emergencies and disasters; this relationship can provide considerable assistance in emergency public information and warning
• Large-scale emergencies and disasters may pose serious long-term threats to public health, property, the environment, and the local economy. While responding to significant disasters and emergencies, all strategic decisions must consider each of these consequences.
• Disasters and emergencies may require an extended commitment of personnel and other resources from involved agencies and jurisdictions. • The Emergency Management Organization is familiar with the Standardized Emergency Management System and the National Incident Management System.

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SECTION 2.0 CONCEPT OF OPERATIONS

2.1 GOALS PRIORITIES AND STRATEGIES

2.1.1. Prevention-Mitigation Phase
The City of Livingston' Emergency Operations Plan emphasizes proactive risk reduction through hazard identification, public education, and infrastructure improvements. Key goals include minimizing disaster impacts, prioritizing vulnerable populations, and fostering community resilience. Strategies focus on enhancing flood control systems, enforcing building codes, and promoting preparedness through multilingual outreach programs. Collaborative efforts with local agencies and organizations further aim to address diverse community needs while integrating cultural competence into mitigation planning and resource allocation.

2.1.2. Preparedness Phase
The City of Livingston' Emergency Operations Plan emphasizes preparedness by enhancing community readiness, prioritizing vulnerable populations, and fostering interagency coordination. Key strategies include conducting regular emergency drills, providing multilingual education campaigns, and training first responders in cultural competence. The plan prioritizes creating accessible resources, such as evacuation guides and communication systems, to ensure inclusivity. Collaborative partnerships with local organizations aim to strengthen community capacity and build a culture of preparedness across all demographics.

2.1.3. Response Phase
The City of Livingston' Emergency Operations Plan prioritizes timely, coordinated responses to protect lives and property. Key goals include ensuring equitable access to emergency services, safeguarding vulnerable populations, and maintaining effective communication. Strategies focus on deploying culturally competent responders, activating multilingual communication systems, and collaborating with community organizations to address diverse needs. The plan emphasizes resource allocation, rapid decision-making, and interagency coordination to minimize disaster impacts and support affected residents effectively.

2.1.3.1 Operational Goals
During the response phase, the agencies that are charged with responsibilities in this plan should focus on the following five goals:
• Mitigate Hazards
• Meet Basic Human Needs through an equitable lens
• Address Needs of People with Access and Functional Needs with compassion and cultural competence
• Restore Essential Services
• Support Community and Economic Recovery

2.1.3.2 Operational Priorities
Operational priorities govern resource allocation and the response strategies for the City of Livingston and its political subdivisions during an emergency. Below are operational priorities addressed in this plan:

1. Save Lives – The preservation of life is the top priority of emergency managers and first responders and takes precedence over all other considerations.

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2. Protect Health and Safety – Measures should be taken to mitigate the emergency’s impact on public health and safety.

3. Protect Property – All feasible efforts must be made to protect public and private property and resources, including critical infrastructure, from damage during and after an emergency.

4. Preserve the Environment – All possible efforts must be made to preserve California’s environment and protect it from damage during an emergency.

2.1.3.3 Operational Strategies
To meet the operational goals, emergency responders should consider the following strategies:

Mitigate Hazards –As soon as practical, suppress, reduce or eliminate hazards and/or risks to persons and property during the disaster response. Lessen the actual or potential effects or consequences of future emergencies.

Meet Basic Human Needs – All possible efforts must be made to supply resources to meet basic human needs, including food, water, shelter, medical treatment and security during the emergency. Afterwards provisions will be made for temporary housing, food stamps and support for re-establishing employment after the emergency passes.

Address Needs of People with Disabilities and Access and Functional Needs – People with disabilities and access and functional needs are more vulnerable to harm during and after an emergency. The needs of people with access and functional needs, including those with language barriers, must be considered and addressed.

2.1.4. Recovery Phase
The City of Livingston’ Emergency Operations Plan by restoring essential services, supporting displaced residents, and rebuilding infrastructure. Operational objectives include providing culturally and linguistically appropriate assistance, facilitating access to financial aid and housing for impacted populations, and engaging community organizations in recovery efforts.

The plan prioritizes long-term resilience through collaborative planning, transparent communication, and addressing the unique needs of vulnerable and culturally diverse communities.

Restore Essential Services – Power, water, sanitation, transportation and other essential services must be restored as rapidly as possible to assist communities in returning to normal daily activities while emphasizing equitable recovery.

Support Community and Economic Recovery – All members of the community must collaborate to ensure that recovery operations are conducted efficiently, effectively and equitably, promoting expeditious recovery of the affected areas.

2.2 STANDARDIZED EMERGENCY MANAGEMENT SYSTEM
The Standardized Emergency Management System is the cornerstone of California’s emergency response system and the fundamental structure for the response phase of emergency management. Standardized Emergency Management System is required by the California Emergency Services Act for managing multiagency and multijurisdictional responses to emergencies in California.

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The system unifies all elements of California’s emergency management community into a single integrated system and standardizes key elements. The Standardized Emergency Management System incorporates the use of the Incident Command System, California Disaster and Civil Defense Master Mutual Aid Agreement, the Operational Area concept and multiagency or interagency coordination.

State agencies are required to use Standardized Emergency Management System and local government entities must use Standardized Emergency Management System in order to be eligible for any reimbursement of response-related costs under the state’s disaster assistance programs.

2.2.1 Standardized Emergency Management
System Organization Levels
There are five Standardized Emergency Management
System organizational levels, as illustrated in Figure 3 - SEMS Organization Levels.

Field – The Field Level is where emergency response
personnel and re-sources, under the command of
responsible officials, carry out tactical decisions and activities in direct response to an incident or threat.

Local Government – The Local Government level
includes cities, counties and special districts. Local
governments manage and coordinate the overall
emergency response and recovery activities within their jurisdiction. Local governments are required to use
Standardized Emergency Management System when
their Emergency Operations Center is activated or a local emergency is declared or proclaimed in order to be
eligible for state reimbursement of response-related
costs.

Operational Area – An Operational Area is the
intermediate level of the state’s emergency management
organization which encompasses a county’s boundaries
and all political subdivisions located within that county, including special districts. The Operational Area facilitates and/or coordinates information, resources and decisions regarding priorities among local governments within the Operational Area. The Operational Area serves as the coordination and communication link between the Local Government Level and Regional Level. State, federal and tribal jurisdictions in the Operational Area may have statutory authorities for response similar to that at the local level.

Region – The Regional Level manages and coordinates information and resources among Operational Areas within the mutual aid region and also between the Operational Area and the state level. The Regional Level also coordinates overall state agency support for emergency response activities within the region. California is divided into three California Office of Emergency Services Administrative Regions – Inland, Coastal and Southern – which are further Item 7.5
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divided into six mutual aid regions. The Regional Level operates out of the Regional Emergency Operations Center. See Figure 6 – Inland Region Mutual Aid.

State – The state level of the Standardized Emergency Management System prioritizes tasks and coordinates state resources in response to the requests from the Regional level and coordinates mutual aid among the mutual aid regions and between the Regional Level and State Level. The state level also serves as the coordination and communication link between the state and the federal emergency response system. The state level requests assistance from other state governments through the Emergency Management Assistance Compact and similar interstate compacts/agreements and coordinates with the Federal Emergency Management Agency when federal assistance is requested. The state level operates out of the State Operations Center.

At the Federal level, the National Response Framework identifies the methods and means for federal resources to provide support to the state and local government. Federal resources would be accessed via the Standardized Emergency Management System process through the mutual aid region and State Operations Center.

2.2.2 Standardized Emergency Management System Functions Standardized Emergency Management System requires that every emergency response involving multiple jurisdictions or multiple agencies include the five functions identified in Figure 4 - Standardized Emergency Management System Functions. These functions must be applied at each level of the Standardized Emergency Management System organization.

Command/Management: Command (in the field) is responsible for the directing, ordering, and/or controlling of re-sources at the field response level. Management (in the Emergency Operations Center) is responsible for overall emergency policy and coordination at the Standardized Emergency Management System Emergency Operations Center levels.

Command and Management are further discussed in Figure 4 – Standardized Emergency Management System Functions:

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• Command (in the field): A key concept in all emergency planning is to establish command and tactical control at the lowest level that can perform that role effectively in the organization. In the Incident Command System, the Incident Commander, with appropriate policy direction and authority from the responding agency, sets the objectives to be accomplished and approves the strategy and tactics to be used to meet those objectives. The Incident Commander must respond to higher authority. Depending upon the incident’s size and scope, the higher authority could be the next ranking level in the organization up to the agency or department executive. This relationship provides an operational link with policy executives who customarily reside in the Department Operations Center or Emergency Operations Center, when activated. • Management (in the Emergency Operations Center): The Emergency Operations Center serves as a central location from which multiple agencies or organizations coordinate information collection and evaluation, priority setting and resource management. Within the Emergency Operations Center, the Management function:
o Facilitates multiagency coordination and executive decision making in support of the incident response
o Implements the policies established by the governing bodies o Facilitate the activities of the Multiagency Coordination Group Operations: Responsible for coordinating and supporting all jurisdictional operations in support of the response to the emergency through implementation of the organizational level’s Action Plans. At the Field Level, the Operations Section is responsible for the coordinated tactical response directly applicable to, or in support of the objectives in accordance with the Incident Action Plan. In the Emergency Operations Center, the Operations Section Coordinator manages functional coordinators who share information and decisions about discipline-specific operations.

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Logistics: Responsible for providing facilities, services, personnel, equipment and materials in support of the emergency. Unified ordering takes place through the Logistics Section Ordering Managers to ensure controls and accountability over resource requests. As needed, Unit Coordinators are appointed to address the needs for communications, food, medical, supplies, facilities and ground support.

Planning/Intelligence: Responsible for the collection, evaluation and dissemination of operational information related to the incident for the preparation and documentation of the Incident Action Plan at the Field level or the Action plan at an Emergency Operations Center.

Planning/Intelligence also maintains information on the current and forecasted situation and on the status of resources assigned to the emergency or the Emergency Operations Center. As needed, Unit Coordinators are appointed to collect and analyze data, prepare situation reports, develop action plans, set Geographic Information Systems priorities, compile and maintain documentation, conduct advance planning, manage technical specialists and coordinate demobilization.

Finance/Administration: Responsible for all financial and cost analysis aspects of the emergency and for any administrative aspects not handled by the other functions. As needed, Unit Leaders are appointed to record time for incident or Emergency Operations Center personnel and hired equipment, coordinate procurement activities, process claims and track costs.

The field and Emergency Operations Center functions are further illustrated in Figure 5 - Comparison of Field and Emergency Operations Center Functions.

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2.2.3 Standardized Emergency Management System Components Management by Objectives
The Management by Objectives feature of the Incident Command System, as applied to the Standardized Emergency Management System, means that each Standardized Emergency Management System Level establishes for a given Operational Period, measurable and attainable objectives to be achieved. An objective is an aim or end of an action to be performed.

Each objective may have one or more strategies and performance actions needed to achieve the objective.

Operational Period
The Operational Period is the length of time set by command at the Field Response level, and by management at other levels to achieve a given set of objectives. The period may vary in length from a few hours to days, and will be determined by the situation.

Action Plans
Action planning should be used at all Standardized Emergency Management System levels.

There are two types of action plans in Standardized Emergency Management System: Incident Action Plans and Emergency Operations Center Action Plans. The Incident Action Plans are used at the Field Response Level. The Incident Action Plan can be either written or verbal although for documentation purposes the written Incident Action Plan is preferable. The Incident Action Plan contains objectives reflecting the overall incident strategy and specific tactical actions and supporting information for the next Operational Period. Incident Action Plans are an essential and required element in achieving objectives under the Incident Command System.

Emergency Operations Center Action Plans are crafted at Local Government, Operational Area, Region, and State levels. The use of Action Plans provides designated personnel with knowledge of the objectives to be achieved and the steps required for achievement. Action Plans not only provide direction, but also serve to provide a basis for measuring achievement of objectives and overall system performance. Action Plans can be extremely effective tools during all phases of a disaster.

Organizational Flexibility – A Modular Organization
The intent of this Standardized Emergency Management System feature is that at each Standardized Emergency Management System level, only those functional elements that are required to meet current objectives need to be activated. All elements of the organization can be arranged in various ways within or under the five Standardized Emergency Management System essential functions.

The functions of any non-activated element are the responsibility of the next highest element in the organization. Each activated element must have a person in charge; however, one supervisor may be in charge of more than one functional element.

Organizational Unity and Hierarchy of Command
Organizational unity means that every individual within an organization has a designated supervisor. Hierarchy of command/management means that all functional elements within each activated Standardized Emergency Management System level are linked together to form a single overall organization with appropriate span of control limits.

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Span of Control
Maintaining a reasonable span of control is the responsibility of every supervisor at all Standardized Emergency Management System levels. The optimum span of control is one to five, meaning that one supervisor has direct supervisory authority over five positions or resources. The recommended span of control for supervisory personnel at the Field Response level and all Emergency Operations Center levels should be in the one-to-three to one-to-seven ratio. A larger span of control may be acceptable when the supervised positions or resources are all performing a similar activity.

Personnel Accountability
An important feature to all Standardized Emergency Management System levels is personnel accountability. This is accomplished through the Organizational Unity and Hierarchy of Command or Management features, along with the use of check-in forms, position logs and various status forms. The intent is to ensure that there are proper safeguards in place so all personnel at any Standardized Emergency Management System level can be accounted for at any time.

Common Terminology
In the Standardized Emergency Management System, common terminology is applied to functional elements, position titles, facility designations, and resources. The purpose of having common terminology is to rapidly enable multi-agency, multi-jurisdiction organizations and resources to work together effectively. This will vary from level to level in terms of directing, controlling, coordinating, and resource inventorying. Procedures for effective resources management must be geared to the function and the level at which the function is performed.

Integrated Communications
This feature of the Standardized Emergency Management System relates to hardware systems, planning for system selection and linking, and the procedures and processes for transferring information. At the Field Response Level, integrated communications are used on any emergency. At and between all Standardized Emergency Management System levels, there must be a dedicated effort to ensure that communications systems, planning and information flow are accomplished in an effective manner. The specifics of how this is accomplished at Emergency Operations Center levels may be different than at the Field Response level.

More detailed information on the Standardized Emergency Management System Regulations and the Standardized Emergency Management System Guidelines can be found on the CalOES Website.

2.2.4 National Incident Management System
The terrorist attacks of September 11, 2001, illustrated the need for all levels of government, the private sector, and nongovernmental agencies to prepare for, protect against, respond to, and recover from a wide spectrum of events that exceed the capabilities of any single entity. These events require a unified and coordinated national approach to planning and to domestic incident management. To address this need, the President signed a series of Homeland Security Presidential Directives that were intended to develop a common approach to preparedness and response. Two Homeland Security Presidential Directives that are of particular importance to emergency planners:
• HSPD-5, Management of Domestic Incidents, identifies steps for improved coordination in response to incidents. It requires the Department of Homeland Security to coordinate with other Federal departments and agencies and State, local, and Tribal governments Item 7.5
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to establish a National Response Framework and a National Incident Management System
• HSPD-8, National Preparedness, describes the way Federal departments and agencies will prepare. It re-quires Department of Homeland Security to coordinate with other Federal departments and agencies—and with State, local, and Tribal governments to develop a National Preparedness Goal
Together, the National Incident Management System, the National Response Framework, and the National Preparedness Goals define what needs to be done to prevent, protect against, respond to, and recover from a major event; how it needs to be done; and how well it needs to be done. These efforts align federal, state, local, and tribal entities; the private sector; and nongovernmental agencies to provide an effective and efficient national structure for preparedness, incident management, and emergency response.

The National Incident Management System provides a consistent framework for incident management at all jurisdictional levels, regardless of the cause, size, or complexity of the incident. Building on the Incident Command System, the National Incident Management System provides the nation’s first responders and authorities with the same foundation for incident management for terrorist attacks, natural disasters, and all other emergencies. The National Incident Management System requires the institutionalization of the Incident Command System and its use to manage all domestic incidents.

National Incident Management System integrates existing best practices into a consistent, nationwide approach to domestic incident management that is applicable at all jurisdictional levels and across functional disciplines. Six major components make up the National Incident Management System system’s approach:
• Command and Management
• Preparedness
• Resource Management
• Communications and Information Management
• Supporting Technologies
• Ongoing Management and Maintenance
Within the City of Livingston, there are institutionalized National Incident Management System training requirements. For more information on those specific training requirements see the Supporting Documents section at the end of this plan.

2.2.5 Mutual Aid
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 their own resources are overwhelmed or inadequate. The basis for this system is the California Disaster and Civil Defense Master Mutual Aid Agreement, which is entered into by and between the State of California, its various departments and agencies and the various political subdivisions, municipal corporations and public agencies to assist each other by providing resources during an emergency. The agreement obligates each signatory entity to provide aid to each other during an emergency without expectation of reimbursement. Under specific conditions, federal and state monies may be appropriated to reimburse public agencies who aid other jurisdictions. If other agreements, memoranda and contracts are used to provide assistance for consideration, the terms of those documents may affect disaster assistance Item 7.5
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eligibility and local entities may only be reimbursed if funds are available. This plan promotes the establishment of emergency assistance
agreements between public and private sector
agencies at all levels. There are four approved,
formal Mutual Aid Systems in California. Those
systems are:
• Fire and Rescue
• Law Enforcement
• Coroner
• Emergency Management (resources
not covered by the other three systems)
Other informal mutual aid involves, but is not
limited to the interchange of:
• Public Information
• Medical and Health
• Communications
• Transportation Services
• Facilities
• Hazardous Materials Mutual Aid System
• Volunteer and Private agencies
California is divided into six mutual aid regions, which are subdivisions of the state emergency services organization established to facilitate the coordination of mutual aid and other emergency operations within an area of the State consisting of two or more Operational Areas.

A map of Inland Region is shown in Figure 6 - Inland Region Mutual Aid, which details the Mutual Aid Regions III, IV & V, the City of Livingston is located in Mutual Aid Region V.

2.2.6 Mutual Aid Coordination
Formal mutual aid requests will follow specified procedures and are processed through preidentified mutual aid coordinators. Mutual aid requests will follow discipline-specific chains (i.e. fire, law enforcement, emergency manager, etc.) from one level of government to the next. The mutual aid coordinator receives the mutual aid request and coordinates the provision of resources from within the coordinator’s geographic area of responsibility. In the event that resources are unavailable at one level of government, the request is forwarded to the next higher level of government to be filled.

Field Level Requests: Requests for Mutual Aid resources originate from the Field Level and are managed by the Incident Commander. If the Incident Commander is unable to obtain the resource through existing local channels, the request is elevated to the next successive government level until obtained or cancelled.

Local Government Request: Local jurisdictions are responsible for the protection of life and property within the municipal geographic boundaries. The local jurisdiction where the incident occurred should assess its resource inventory and existing local agreements to determine if the requested resource is available. When locally committed resources are exhausted and mutual Item 7.5
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aid is needed, the local official will request assistance from the Operational Area Mutual Aid Coordinator.

Operational Area Requests: The Operational Area is a composite of its political subdivisions, (i.e. municipalities, contract cities, special districts and county agencies). The Operational Area Mutual Aid Coordinator assesses the availability of resources within the Operational Area and fulfills the resource request based upon that assessment. In the event resources are unavailable at the Operational Area level, the request is forwarded to the responsible Region Mutual Aid Coordinator to be filled.

Region Level Requests: The state is geographically divided into six Mutual Aid Regions. For Law Enforcement Mutual Aid, Region I is divided into two sub-regions. Each Mutual Aid Region is comprised of multiple Operational Areas and has a Regional Mutual Aid Coordinator. The Region Mutual Aid Coordinator is granted the authority to coordinate the mutual aid response of discipline-specific resources within the Region to support a mutual aid request by a juris-diction also within the Region. In the event that resources are un-available at the Region level, the request is forwarded to the State Mutual Aid Coordinator to be filled.

State Level Requests: On behalf of the Governor, the Director of CalOES has the responsibility for coordination of state mutual aid resources in support of local jurisdictions during times of emergency. The Director will analyze and coordinate the request by forwarding the request to an unaffected Region Emergency Operations Center or tasking an appropriate state agency to fill the need. Figure 7 - Discipline-Specific Mutual Aid Systems documents the flow of information, resources requests and resources within specific mutual aid agreement relative to the Standardized Emergency Management System organization levels.

Figure 8 – Flow of Requests and Resources depicts the resource management process for the state under Standardized Emergency Management System. In this model, the affected local government has the ability to access all stakeholders at all levels of the system.

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Figure 8. Resource Requests

2.3 SEQUENCE OF EVENTS DURING DISASTERS
Two sequences of events are typically associated with disasters: One involves the response and the other involves emergency proclamations. The response sequence generally describes the emergency response activities to save lives, protect property and preserve the environment.

This sequence describes deployment of response teams, activation of emergency management organizations and coordination among the various levels of government. The emergency proclamation sequence outlines the steps to gain expanded emergency authorities needed to mitigate the problem. It also summarizes the steps for requesting state and federal disaster assistance.

2.3.1 Before Impact
Routine Monitoring for Alerts, Watches and Warnings: Emergency officials constantly monitor events and the environment to identify specific threats that may affect their jurisdiction and increase awareness level of emergency personnel and the community when a threat is approaching or imminent.

Increased Readiness: Sufficient warning provides the opportunity for response agencies to increase readiness, which are actions designed to increase an agency’s ability to effectively respond once the emergency occurs. This includes, but is not limited to:

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• Briefing government officials
• Reviewing plans and procedures
• Preparing and disseminating information to the community • Updating resource lists
• Testing systems such as warning and communications systems • Precautionary activation Emergency Operations Centers Pre-Impact: When a disaster is foreseen as highly likely, action is taken to save lives and protect property. During this phase, warning systems are activated, evacuation begins and resources are mobilized.

2.3.2 Immediate Impact
During this phase, emphasis is placed on control of the situation, saving lives and minimizing the effects of the disaster.

Alert and Notification: Local response agencies are alerted about an incident by the public through 9-1-1, another response agency, or other method. First responders are then notified of the incident. Upon an alert, response agencies notify response personnel.

Resource Mobilization: Response agencies activate personnel and mobilize to support the incident response. As the event escalates and expands, additional resources are activated and mobilized to support the response. Activation and mobilization continue for the duration of the emergency as additional resources are needed to support the response. This includes resources from within the City, or, when resources are exhausted, from surrounding unaffected jurisdictions.

Incident Response: Immediate response is accomplished within the City by local responders.

First responders arrive at the incident and function within their established field level plans and procedures. The responding agencies will manage all incidents in accordance with the Incident Command System organizational structures, doctrine and procedures.

Establishing Incident Command: Incident Command is established to direct, order, or control resources by virtue of some explicit legal, agency or delegated authority. Initial actions are coordinated through the on-scene Incident Commander. The Incident Commander develops an initial Incident Action Plan, which sets objectives for the incidents, assigns resources and includes a common communications plan. If multiple jurisdictions or agencies are involved, the first responders will establish a Unified Command Post to facilitate multijurisdictional and multiagency policy decisions. The Incident Commander may implement an Area Command to oversee multiple incidents that are handled by separate Incident Command System organizations or to oversee the management of a very large or evolving incident that has multiple incident management teams engaged.

Activation of the Multiagency Coordination System: Responding agencies will coordinate and support emergency management and incident response objectives through the development and use of integrated Multiagency Coordination Systems and Multiagency Coordination Groups. This includes developing and maintaining connectivity capability between Incident Command Post, local 9-1-1 Centers, local Emergency Operations Centers, Regional Item 7.5
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Emergency Operations Center, the State Operations Center and federal Emergency Operations Centers.

Local Emergency Operations Center Activation: Local jurisdictions activate their local Emergency Operations Center based on the magnitude or need for more coordinated management of the emergency. When activated, Local Emergency Operations Centers help form a common operating picture of the incident by collecting, analyzing and disseminating emergency information. The local Emergency Operations Center can also improve the effectiveness of the response by reducing the amount of external coordination of resources by the Incident Commander by providing a single point of contact to support multiagency coordination. When activated the local Emergency Operations Center notifies the Operational Area lead that the local Emergency Operations Center has been activated.

Communications between Field and the Emergency Operations Center: When a jurisdiction Emergency Operations Center is activated, communications and coordination are established between the Incident Commander and the Emergency Operations Center.

Operational Area Emergency Operations Center Activation: If one or more Local Emergency Operations Centers are activated, or if the event requires resources outside the affected jurisdiction, the Operational Area Emergency Operations Center activates. The Operational Area Emergency Operations Center also activates if a Local Emergency is proclaimed by the affected local government. The Operational Area Emergency Operations Center then coordinates resource requests from the affected jurisdiction to an unaffected jurisdiction, or if resources are not available within the Operational Area, forwards the resource request to the Regional Emergency Operations Center and mutual aid coordinators.

Regional Emergency Operations Center Activation: Whenever an Operational Area Emergency Operations Center is activated the CalOES Regional Administrator will activate the Regional Emergency Operations Center within the affected region and notifies CalOES Headquarters. The Regional Emergency Operations Center will then coordinate resource requests from the affected Operational Area to unaffected Operational Areas within the affected region, or, if resources are not available within the affected region, resource requests are forwarded to the State Operations Center for coordination.

State Level Field Teams: The state may deploy Field On-Site Observation Teams to provide situation reports on the disaster to the Regional Emergency Operations Center in coordination with the responsible Unified Command.

State Operations Center Activation: The State Operations Center is activated when the Regional Emergency Operations Center activates in order to:
• Continuously monitor the situation and provide situation reports to brief state officials as appropriate.
• Process resource requests between the affected regions, unaffected regions and state agency Department Operation Centers.
• Process requests for federal assistance and coordinate with Federal Incident Management Assistance Teams when established.
• Coordinate interstate resource requests as part of the Emergency Management Assistance Compact or Interstate Disaster and Civil Defense Compact. • The State Operations Center may also be activated independently of a Regional Emergency Operations Center to continuously monitor emergency conditions.

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Joint Information Center Activation: Where multiple agencies are providing public information, the lead agencies will work together to analyze the information available and provide a consistent message to the public and the media. Where practical the agencies will activate a joint information center to facilitate the dissemination of consistent information.

Federal Emergency Management Agency Regional Response Coordination Center Activation: The Federal Emergency Management Agency Regional Response Coordination Center may deploy a liaison or Incident Management Assistance Team to the State Operations Center to monitor the situation and provide situational awareness to federal officials.

2.3.3 Sustained Operations
As the emergency situation continues, further emergency assistance is provided to victims of the disaster and efforts are made to reduce the likelihood of secondary damage. If the situation demands, mutual aid is provided, as well as search and rescue of, shelter and care for and identification of victims.

2.3.4 Transition to Recovery
As the initial and sustained operational priorities are met, emergency management officials consider the recovery phase needs. Short-term recovery activities include returning vital life support systems to minimum operating standards. Long-term activity is designed to return to normal activities. Recovery planning should include reviews of ways to avert or mitigate future emergencies. During the recovery phase, damage is assessed, local assistance centers and disaster recovery centers are opened and hazard mitigation surveys are performed.

Local Assistance Centers: Local Assistance Centers are opened by local governments to assist communities by providing a centralized location for services and resource referrals for unmet needs following a disaster or significant emergency. The Local Assistance Center is normally staffed and supported by local, state and federal agencies, as well as non-profit and voluntary organizations. The Local Assistance Center provides a single facility at which individuals, families and businesses can access available disaster assistance programs and services. As more federal resources arrive, a state-federal Disaster Recovery Center may be co-located with the Local Assistance Centers.

Joint Field Office: The state coordinates with Federal Emergency Management Agency as necessary to activate a Joint Field Office to coordinate federal support for the emergency. The state will appoint a State Coordinating Officer to serve as the state point of contact. A Federal Coordinating Officer is appointed upon a Presidential Declaration of an Emergency or Major Disaster.

Demobilization: As resources are no longer needed to support the response, or the response activities cease, re-sources are demobilized. Demobilization includes provisions to address and validate the safe return of resources to their original location and include processes for resource tracking and ensuring applicable reimbursement. Where applicable, the demobilization should include compliance with mutual aid and assistance provisions. For more information on the Recovery effort before, during and after a disaster, refer to Recovery and Mitigation Functional Annex E.

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2.3.5 Proclaiming an Emergency
The California Emergency Services Act provides for three types of emergency proclamations in California:

1. Local Emergency

2. State of Emergency

3. State of War Emergency
Emergency proclamations expand the emergency powers and authorities of the state and its political subdivisions. They also provide a mechanism for unaffected jurisdictions to provide resources and assistance to the affected jurisdictions. Although emergency proclamations facilitate the flow of resources and support to the affected jurisdictions and local government, they are not prerequisite for rendering mutual aid and assistance under existing agreements or requesting assistance from the American Red Cross or state agencies. • Local Emergency Proclamation: A Local Emergency may be proclaimed by the Director of Emergency Services, the Deputy Director of Emergency Services or the Livingston City Council as specified by municipal code Chapter 20 adopted by the City of Livingston. A Local Emergency proclaimed by these individuals must be ratified by the Livingston City Council within seven days.

The governing body must review the need to continue the proclamation at least every 30 days until the Local Emergency is terminated. The Local Emergency must be terminated by resolution as soon as conditions war-rant. Proclamations are normally made when there is an actual incident or threat of disaster or extreme peril to the safety of persons and property within the City of Livingston, caused by natural, technological or human-caused situations.

The proclamation of a Local Emergency provides the governing body with the legal authority to:
• If necessary, request that the Governor proclaim a State of Emergency • Promulgate or suspend orders and regulations necessary to provide for the protection of life and property, including issuing orders or regulations imposing a curfew within designated boundaries
• Exercise full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans, or agreements • Request state agencies and other jurisdictions to provide mutual aid • Require the emergency services of any local official or employee • Requisition necessary personnel and materials from any local department or agency • Obtain vital supplies and equipment and, if required, immediately commandeer the same for public use
• Impose penalties for violation of lawful orders
• Conduct emergency operations without incurring legal liability for performance, or failure of performance (Note: Article 17 of the Emergency Services Act provides for certain privileges and immunities)
Request for CalOES Director’s Concurrence: Local governments can request cost reimbursement from the state for certain disaster–related repair costs under the California Disaster Assistance Act following the proclamation of a Local Emergency. The Director’s concurrence with the local proclamation is required for this reimbursement. This step is not required if a Governor’s Proclamation of a State of Emergency is received for the same event.

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Request for the Governor to Proclaim a State of Emergency: When emergency conditions exceed or have the potential to exceed local resources and capabilities, local government may request the Governor Proclaim a State of Emergency. The formal request may be included in the original emergency proclamation or as a separate document. The request must be received within ten days of the event. In addition to providing access to reimbursement for eligible disaster related response and recovery expenditures, a Governor’s proclamation can facilitate other actions, such as waiver of State regulations impacting response or recovery operations.

Initial Damage Estimate: The request for a Director’s concurrence or a Governor’s proclamation should include a copy of the proclamation document and an Initial Damage Estimate that estimates the severity and extent of the damage caused by the emergency. An Initial Damage Estimate may not be immediately required for sudden emergencies with widespread impacts, emergencies of significant magnitude, or during fast moving emergencies where immediate response assistance is necessary.

Analysis of Request: The request and the Initial Damage Estimate are reviewed by the CalOES Region and a recommendation is made to the Governor through the Director of CalOES.

Proclamation of a State Emergency: The Governor proclaims a State of Emergency based on the formal re-quest from the local governing body and the recommendation of CalOES. If conditions and time warrant, the Governor drafts and signs a formal State of Emergency Proclamation. The Governor has expanded emergency powers during a proclaimed State of Emergency. The Governor:
• Has the right to exercise police power as deemed necessary, vested in the State Constitution and the laws of California within the designated area • Is vested with the power to use and commandeer public and private property and personnel, to ensure all resources within California are available and dedicated to the emergency when requested
• Can direct all state agencies to utilize and employ personnel, equipment and facilities for the performance of any and all activities designed to prevent or alleviate actual and threatened damage due to the emergency and can direct them to provide supplemental services and equipment to political subdivisions to restore any services in order to provide for the health and safety of the residents of the affected area • May make, amend, or rescind orders and regulations during an emergency and temporarily suspend any non-safety-related statutes, ordinances, regulations, or rules that impose restrictions on the emergency response activities Governor’s Proclamation Without a Local Request: A request from the local governing body is not always necessary for the Governor to proclaim a State of Emergency. The Governor can proclaim a State of Emergency if the safety of persons and property in California are threatened by conditions of extreme peril or if the emergency conditions are beyond the emergency response capability and capabilities of the local authorities. This situation is, however, unusual.

Proclamation of a State of War Emergency: In addition to a State of Emergency, the Governor can proclaim a State of War Emergency whenever California or the nation is attacked by an enemy of the United States, or upon receipt by California of a warning from the federal government indicating that such an enemy attack is probable or imminent. The powers of the Item 7.5
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Governor granted under a State of War Emergency are commensurate with those granted under a State of Emergency.

State Request for a Presidential Declaration: When it is clear that State capabilities will be exceeded, the Governor can request Federal assistance, including assistance under the Robert T. Stafford Disaster Relief and Emergency Assistance Act. The Stafford Act authorizes the President to provide financial and other assistance to State and local governments, certain private nonprofit organizations, and individuals to support response, recovery, and mitigation efforts following Presidential emergency or major disaster declarations.

Preliminary Damage Assessment: Upon submission of the request, Federal Emergency Management Agency coordinates with the state to conduct a Preliminary Damage Assessment and determine if the incident is of sufficient severity to require federal assistance under the Stafford Act. This process could take a few days to a week depending on the magnitude of the incident. Federal Emergency Management Agency uses the results of the Preliminary Damage Assessment to determine if the situation is beyond the combined capabilities of the state and local resources and to verify the need for supplemental federal assistance. The Preliminary Damage Assessment also identifies any unmet needs that may require immediate attention.

The Preliminary Damage Assessment may not be required if immediate response assistance is necessary.

Federal Analysis of the State’s Request: The Federal Emergency Management Agency Regional Administrator assesses the situation and the request and makes a recommendation to the President through the Federal Department of Homeland Security on a course of action. The decision to approve the request is based on such factors as the amount and type of damage, the potential needs of the affected jurisdiction and the state, availability of state and local government resources, the extent and type of insurance in effect, recent disaster history and the state’s hazard mitigation history.

Federal Declarations without a PDA: If the incident is so severe that the damage is overwhelming and immediately apparent, the President may declare a major disaster immediately without waiting for the PDA process described above.

Declaration of Emergency or Major Disaster: The President of the United States can declare an Emergency or Major Disaster under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 USC §5121 et seq.), thereby providing federal government resources to support the states’ response and recovery activities. While Presidential Declarations under the Stafford Act release federal resources and funding to support response and recovery, federal agencies may also provide assistance under other authorities or agreements that do not require a Presidential Declaration.

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Figure 9 – Response Phase Sequence of Events
The sequence of activities occurring for the emergency response and the proclamation process is illustrated in Figure 9 – Response Phase Sequence of Events.

2.4 CONTINUITY OF GOVERNMENT OPERATIONS
A major disaster could result in great loss of life and property, including the death or injury of key government officials, the partial or complete destruction of established seats of government, and the destruction of public and private records essential to continued operations of government and industry.

In the aftermath of a major disaster, during the reconstruction period, law and order must be preserved and, so far as possible, government services must be maintained. This can best be done by civil government. To this end, it is particularly essential that the local units of government continue to function.

Applicable portions of the California Government Code and the State Constitution provide authority for the continuity and preservation of state and local government.

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2.4.1 City of Livingston Emergency Operations Policy Statement Limitations: Due to the nature of emergency response, the outcome is not easy to predict.

Therefore, it should be recognized that this plan is meant to serve as a guideline and that the outcome of the response may be limited by the scope, magnitude and duration of the event.

Suspension of Routine Activities and Availability of Employees: Day-to-day functions that do not contribute directly to the disaster operation may be suspended for the duration of an emergency. Efforts normally required for routine activities may be redirected to accomplish emergency tasks. During an emergency response, City employees not otherwise assigned emergency/disaster related duties will, unless otherwise restricted, be made available to augment the work of their department, or other City departments, if required.

Households of Emergency Response Personnel: City employees may not be at peak efficiency or effectiveness during a disaster if the status of their households are unknown or in doubt. Employees who are assigned disaster response duties are encouraged to make arrangements with other employees, friends, neighbors or relatives to check on their immediate families in the event of a disaster and to communicate that information to the employee through the City of Livingston Emergency Operations Center.

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

Citizen Preparedness: This Plan does not substitute government services for individual responsibility. Citizens are expected to be aware of developing events and take appropriate steps to respond in a safe and timely manner. Since the City’s resources and personnel may be overwhelmed at the onset of a disaster event, individuals and organizations should be prepared to be self-sufficient following a disaster. The City will make every effort to provide information to the public, via the media and other sources to assist citizens in dealing with the emergency.

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

In the event of a major emergency or disaster, city employees may be called upon to perform certain duties in support of emergency management operations, such as: serve in a position in the Emergency Operations Center, support shelter operations, or work at a logistics base in the field.

Under no circumstances will city employees that do not usually have a response role in their day to day responsibilities be asked to perform duties or functions that are hazardous, that they have not been trained to perform or that are beyond their recognized capabilities.

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2.5 CONTINUITY OF GOVERNMENT/OPERATIONS
A critical component of the City emergency management strategy involves ensuring that government operations will continue during and after a major emergency or disaster. The ability to maintain essential government functions, including the continuity of lawfully constituted authority is a responsibility that must be provided to the greatest extent possible.

For additional information regarding the City of Livingston Continuity of Operations, refer to Continuity of Government/Continuity of Operations Functional Annex B.

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SECTION 3.0 ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES

3.1 EMERGENCY MANAGEMENT RESPONSE LEVELS
The City of Livingston Emergency Operations Plan will be activated when an emergency occurs or threatens to exceed capabilities to adequately respond to and mitigate an incident(s). The scope of an emergency, rather than the type, will largely determine whether the Emergency Operations Plan and Emergency Operations Center will be activated, and to what level.

The City Emergency Operations Center will be activated and staffed accordingly by City personnel and representatives from allied agencies, jurisdictions, and organizations as appropriate.

3.1.1 National Emergency
In the event of a declared National Emergency, the City Emergency Operations Center could be activated and all elements of local government organized to respond to the indicated threat. A National Emergency may occur due to a real or potential act of terrorism or other catastrophic event that affects the country, including the City of Livingston and surrounding jurisdictions.

For additional information regarding the City of Livingston Direction and Control and Emergency Operations Center Functions, refer to the Direction and Control Functional Annex A.

3.2 CITY DEPARTMENT/ALLIED AGENCY EMERGENCY OPERATIONS CENTER

ASSIGNMENTS
In the event of an Emergency Operations Center activation, each City Department and selected allied agencies are assigned specific functions to support emergency management operations.

These assignments may involve direct participation within the Emergency Operations Center or provide indirect support. See the Responsibility Matrix below for Primary (P) and Support (S) roles for each City Department/Organization.

3.2.1 Director of Emergency Services
As defined by the City Municipal Code, Chapter 20 Disaster Preparedness and Response Management and Coordination, the Chief of Police wears the hat as the Director of Emergency Services, who reports to the City Manager for day to day management of the emergency services program. The CAL FIRE Captain has been delegated the authority to serve as the Deputy Director of Emergency Services.

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Responsibility Matrix for Primary (P) and Support (S) Roles for City Departments Figure 9. Responsibility Matrix
City of Livingston
City Administration
Fire Department
Police Department
Information
Technology
Parks & Recreation
Community
Development
Finance
Human Resources
Environmental
Health
Public Health
Social Services
Sheriff
School District
Action Planning P S
Alerting and
Warning S S P S S
Animal Care P S
Care and
Shelter P S S
Public Works
Coroner P
Damage
Assessment
Debris
Clearance S
Evacuation P S
Facilities S
Finance /
Administration P
Fire and
Rescue P
Flood Control S
Hazardous
Materials P S
I.T. &
Telecomm P
Law
Enforcement P S
Legal
Considerations P
Management P S S
Medical/Health P S
Personnel P
Procurement P
Public
Information P S S
Services &
Support P
Situation Status S S S S S S S S S S S S S
Transportation S
Utilities
Vital Records P
P
P

S S S S
S S
S
S
P S S
P
P
P
P
S
S
City of Atwater County Other Public Works County OES Office/County Administration American Red Cross/Other NGOs State/Federal
Agencies
Responsibility County of Merced Other
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3.3 ROLE OF THE PRIVATE SECTOR

3.3.1 Livingston Residents
The residents of Livingston are the primary beneficiaries of the City’s emergency management system. At the same time, residents play an important role in emergency management by ensuring that they and their families are 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 such as Community Emergency Response Teams 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 family, and their community and reduce demands on first responders.

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

Individuals in need of additional response assistance may include those who:
• Have disabilities
• Live in institutionalized settings
• Are elderly
• Are children
• Are from diverse cultures
• Have limited English proficiency or are non-English speaking; or who are transportation dis-advantaged.

Lessons learned from recent emergencies concerning people with disabilities and older adults have shown that the existing paradigm of emergency planning, implementation and response must change to meet the needs of these groups during an emergency. These lessons show four areas that are repeatedly identified as most important to people with disabilities and older adults:
• Communications and Public Information – Emergency notification systems must be accessible to ensure effective communication for people who are deaf/hard of hearing, blind/low vision, or deaf/blind.
• Evacuation and Transportation – Evacuation plans must incorporate disability and older adult transportation providers for identifying and the movement of people with mobility impairments and those with transportation disadvantages. • Sheltering – Care and shelter plans must address the access and functional needs of people with disabilities and older adults to allow for sheltering in general population shelters.

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• Americans with Disabilities Act - When shelter facilities are activated, the state will work with local officials to ensure they accommodate the provisions of the Americans with Disabilities Act.

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

3.3.4 Businesses
Much of Livingston’ critical infrastructure is owned or maintained by businesses and must be protected during a response to ensure a quick and complete recovery from an emergency.

These same businesses provide valuable resources be-fore, during and after an emergency and play a critical role in meeting the needs of those impacted by an emergency.

Target Hazards: Some key industries are potential targets for terrorist attacks and must institute measures to prevent attacks and protect their infrastructure and the surrounding community. This requires businesses to coordinate with federal, state and local governments to ensure that their emergency plans are integrated with government plans.

Hazardous Materials Area Plans: Some industries are required by law or regulation to have emergency operations procedures to address a variety of hazards. The CalOES Hazardous Materials Program requires businesses that handle hazardous materials that meet certain quantity or risk thresholds must submit Business Program Plans and Risk Management Plans to the Merced County Certified Unified Program Agency or Administering Agency. The Administering Agency can then develop Hazardous Materials Area Plans to respond to a release of hazardous materials.

Business Emergency Plans: This plan recommends that all businesses develop comprehensive emergency plans that include employee injury and illness prevention programs, business resumption and continuity of operations elements. A comprehensive business emergency plan can assist the business and the community at-large by providing:
• Information to the employees to protect themselves and their families from the effects of likely emergencies
• A business emergency organization with identified positions having clear and specific emergency roles, responsibilities, delegated authority and identified successors Item 7.5
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• An identification of actions necessary to protect company property and records during emergencies
• A listing of critical products and services
• Production shut-down procedures
• A company command post
• Alternate work sites
• Methods and channels of communication
• Contacts with local emergency management officials
• A method to provide and accept goods and services from other companies Business Operations Centers: This plan also promotes the use of business operations centers to enhance public and private coordination. Local governments can effectively coordinate with businesses by establishing a business operations center that is linked to their existing emergency operations center.

3.3.5 Volunteer Organizations
Livingston recognizes the value and importance of organizations that perform voluntary services in their community. These organizations have resources which can augment emergency response and recovery efforts. Examples of just a few of the many voluntary organizations in Livingston are:
• American Red Cross Central Valley Chapter
• United Way
• Merced County Amateur Radio Emergency Services
• St Vincent de Paul
• Salvation Army

3.3.6 Public-Private Partnerships
The private sector provides valuable assistance and resources to support emergency response and recovery activities. The goal of the Public-Private Partnership is to advise on:
• Appropriate agreements to provide for quick access to emergency supplies and essential services in order to minimize the need to stockpile such supplies during normal times
• Logistic measures required to quickly deliver needed supplies and services to affected areas
• Methods to utilize non-profit and private sector capabilities to increase the surge capacity of local agencies responding to emergencies
• Methods to promote the integration of the non-profit and private sectors into the emergency services system so that people can be better informed and prepared for emergencies
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SECTION 4.0 DIRECTION, CONTROL AND COORDINATION

4.1 GENERAL
Responsibility for emergency response is based on statutory authority. The emergency response is coordinated under the Standardized Emergency Management System, which provides a flexible adaptable and expandable response organization to address all-hazards of varying magnitude and complexity.

Command and Control: During response to minor or moderate events, the City of Livingston may manage the emergency with existing resources. The Emergency Operations Center may not be activated under this scenario. Personnel that are part of a field level emergency response will utilize the Incident Command System to manage and direct on-scene operations.

Field/Emergency Operations Center Communications and Coordination: The Livingston Emergency Operations Center is activated to support field operations when an emergency requires additional resources, or when requested resources exceed that which is avail-able from within the jurisdiction. Field Incident Commanders and the City Emergency Operations Center will establish communications when the Emergency Operations Center is activated. The Livingston Emergency Operations Center will communicate with the Merced Operational Area Emergency Operations Center and the Merced Operational Area Emergency Operations Center will communicate with the Inland Region Emergency Operations Center and the Region Emergency Operations Center will communicate with the State Operations Center.

Multi-agency Coordination: Larger scale emergencies involve one or more responsible jurisdictions and multiple agencies. Management personnel from the responsible jurisdictions form a Unified command and or a Multi-Agency Coordination Group. Provision is made for situation assessment, determining resources requirements, establishing a logistical system and allocating resources. Various emergency operations centers, dispatch centers and other essential facilities located in or adjacent to the affected area are activated at this time.

4.2 EMERGENCY OPERATIONS CENTER COORDINATION WITH OTHER

GOVERNMENT LEVELS AND THE PRIVATE SECTOR

4.2.1 Coordination with Field Response Level
Communications and coordination must be established between the Emergency Operations Center and field responders who are responding within the city boundaries. This is accomplished through coordination with the Department Operations Centers, when activated, and as necessary through the city Emergency Operations Center.

4.2.2 Coordination with Merced Operational Area and Member Jurisdictions Direct communications and coordination will be established between Merced County and any Operational Area member jurisdictions’ activated Emergency Operations Center. Additionally, as time permits, communications will be established by the county with other member jurisdictions that have not activated their Emergency Operations Centers. Initially, communications will be established by any means available and with whoever is available, regardless of their functional Emergency Operations Center position. Ideally, communications and coordination amongst the cities and special district Emergency Operations Centers will occur along functional lines.

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An agency representative from any Operational Area jurisdiction that activated its Emergency Operations Center may request to have a liaison at the City’s Emergency Operations Center; this will be coordinated through the Merced Operational Area Emergency Operations Center or the Emergency Services Manager if the County Emergency Operations Center is not activated.

Due to space limitations, this would only be recommended during complex or large operations between the city and other Merced Operational Area members.

4.2.3 Coordination with the County and Special Districts The emergency response role of county and special districts is generally focused on restoring their normal services or functional area of responsibility. During disasters, some types of special districts will be more extensively involved in the emergency response by directly coordinating, communicating, and assisting local governments (for instance utilizing school districts for incidents involving shelters, school facilities, or the children.) If a special district does not send a representative to the Emergency Operations Center, then the Liaison Officer in the Emergency Operations Center will be responsible for establishing communications and coordination with the special district liaison.

4.2.4 Coordination with the Inland Region Emergency Operations Center Communications with the Inland Region Emergency Operations Center are conducted through the Merced Operational Area. The Regional Emergency Operations Center will work with the Operational Area directly on behalf of the city and the methods are described as follows:
• Primary Method - The Regional Emergency Operations Center sends a field representative to the Operational Area
• Alternate Method - The Operational Area and the Regional Emergency Operations Center coordinate through various telecommunications systems

4.2.5 Coordination with State and Federal Field Response There are some instances where a state or federal agency will have a field response. State agency field responses may result from a flood fight effort, oil spill, hazardous materials accident on a highway or other hazard scenarios. Federal field response could result from the same scenarios or a military aircraft accident, and/or terrorism incidents. When a state agency or federal agency is involved in field operations, coordination may be established with the City Emergency Operations Center. State or federal agencies operating in the field may be found in any section, branch, or unit or part of a Unified Command. The agency’s responsibilities in responding to the incident will determine their location in the organization.

4.2.6 Coordination with Volunteers and the Private Sector Within the City, coordination of response activities with non-governmental organizations may occur. Privately-owned utilities, such as Merced Irrigation District and Pacific Gas & Electric will frequently send representatives to activated Emergency Operations Centers to facilitate coordination of critical facility restoration. The Emergency Operations Center will address volunteer requests from the general public by directing them to the logistics section or the Emergency Volunteer Center, if activated at the County level. Other private sector corporate interests may contact the Emergency Operations Center through the appropriate liaisons to express their interest in assisting in response and recovery operations.

For additional information regarding the City of Livingston Direction and Control and Emergency Operations Center Functions, refer to Direction and Control Functional Annex A.

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SECTION 5.0 INFORMATION COLLECTION AND DISSEMINATION

5.1 ACTION PLANNING
The use of Action Plans in the Livingston Emergency Operations Center provides a clear and measurable process for identifying objectives and priorities for a given event. Action Planning is an important management tool that involves:
• Process for identifying priorities and objectives for emergency response or recovery efforts
• Plans which document the priorities and objectives, and the tasks and personnel assignments associated with meeting the objectives
The Action Planning process should involve the EOC Director and Section Chiefs (one from each Section), along with other EOC staff, as needed, such as agency representatives.

5.1.1 Planning Requirements
The initial EOC Action Plan may be a verbal plan that is developed during the first hour or two following EOC activation. A verbal plan may also be utilized for incidents involving a limited scope, short duration (less than 12 hours) and a limited number of response personnel. An EOC Action Plan shall be developed whenever the EOC is activated, either partially or fully. A written EOC Action Plan is required whenever:
• Two or more agencies are involved in the response
• The incident overlaps more than one operational period • All EOC functions are fully staffed
The EOC Action Plan addresses a specific operational period which may vary in length from a few hours to days de-pending on the circumstances. The plan should be regularly reviewed and evaluated throughout the operational period and revised or updated as warranted.

5.1.2 Plan Elements
The elements to be included in the EOC Action Plan are:
• Operational period covered by the plan
• Identify parts of EOC organization that have been activated on an organization chart • Assignment of primary and support personnel and material resources to specific tasks and locations
• Describe any logistical or technical support to be provided and by whom • State the objectives (attainable, measurable and flexible) to be accomplished • Establish the current priorities to meet the objectives • Describe the strategy to be utilized to achieve the objectives In addition to the required elements listed above, the Action Plan may also include:
• Specific departmental mission assignments
• Policy and/or cost constraints
• Any inter-agency considerations
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5.1.3 Planning Responsibilities
Primary responsibility for developing the EOC Action Plan rests with the Planning Section.

However, development of the plan requires the active participation of the EOC Management and General Staff. The Operations Section, in particular, must work closely with the Planning Section during Action Plan development. When indicated, the Planning Section Chief will request specific technical experts to provide input to the plan. The EOC Director is responsible for approving the plan.

For incidents requiring close coordination with external agencies, (e.g., State Cal OES, state first response agencies, special districts, etc.), input from the involved agencies should also be included in the Action Planning process. For additional information regarding the City of Livingston Action Planning, refer to Direction and Control Functional Annex A.

5.2 EOC REPORTING
Information may be sent to City departments, EOC personnel, the Merced Operational Area and other key agencies using radio, telephone, email, internet or fax. Regardless of the method of communication, all data should be verified prior to transmission. If unverified data must be transmitted, it should be clearly designated as unconfirmed information. The Livingston EOC should transmit the following reports to the state on the City’s behalf, when requested:

5.2.1 Preliminary Reports
Preliminary Reports are used during the first two hours of an emergency to provide an initial picture of the scope and magnitude of the situation.

5.2.2 Situation Reports
Situation Reports are brief narratives that present a concise picture of the emergency situation and are prepared for specific time periods.
• At the beginning of an emergency response, the EOC Management and Planning staff will determine appropriate times for submitting data and issuing Situation Reports • The Situation Report is intended for use after the first two hours of an emergency and can be updated as requested or needed
• The Inland Region Situation Status forms contain the information presented on the Situation Report form. The information may be transmitted via the Internet or fax

5.2.3 Flash Reports
Flash Reports are used for transmitting critical, time-sensitive information outside regularly scheduled Preliminary Reports or Situation Reports. For example, a Flash Report would be used to report an impending dam failure or a receipt of a Federal Declaration of a Major Disaster.

Oral Flash Reports may precede written reports. The written report later serves as confirmation and documentation.

5.2.4 Documentation
Unit/activity logs are used to record significant events, communications and actions associated with an emergency for a given operational period or shift. Each EOC staff position is responsible for maintaining a unit/activity Log.

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All copies of reports, SEMS forms, and logs must be submitted to the Planning Section, Documentation Unit, prior to the close of each operational period (or prior to EOC deactivation if operations do not require multiple shifts).

5.2.5 Status Boards/Charts
Status Boards/Charts are erasable boards/charts or projections from computer systems located around the EOC. The Status Boards/Charts provide decision-makers and EOC staff with essential information such as road closures, shelter location information, river gauge levels etc., at a glance.

5.3 EMERGENCY OPERATIONS CENTER REPORTING SYSTEMS
The State of California has an internet based information reporting system for use during emergencies called CalEOC. The purpose of the CalEOC System is to improve the state’s ability to respond to major disasters. This system is not available to the City level; however the Operational Area does have access and uses the system frequently. The City will use the standard set of Incident Command System forms to report information to the Operational Area.

5.4 EMERGENCY PUBLIC INFORMATION
Emergency Public Information is a priority of utmost importance during emergencies and disasters. City government has a primary responsibility to provide accurate and timely information to the public regarding conditions, threats, and protective measures. To avoid conflicts and confusion, the Emergency Public Information function operates best when centralized and coordinated among all involved jurisdictions, agencies and organizations.

For additional information regarding the City of Livingston Emergency Public Information, refer to Emergency Public Information Functional Annex D.

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SECTION 6.0 COMMUNICATIONS
In coordination with established public safety warning protocols, the activated EOC will manage the dissemination of timely and adequate warnings to threatened populations in the most effective manner possible. Warning information will be issued as quickly as a threat is detected, using the most direct and effective means possible.

6.1 WARNING RESPONSIBILITY
When the EOC is not activated, the City Public Safety Departments will coordinate the dissemination of official alerts and warnings to the general public and allied agencies using available methods. This alert and warning activity will be coordinated through the City PIO, the dispatch center and other available alert and warning mechanisms available to the City.

6.2 WARNING AND ALERT MECHANISMS
Depending upon the threat and time availability, the EOC will initiate alerts and warnings utilizing any of the following methods:
• Activation of the Emergency Alert System (EAS)
• Activation of the California Law Enforcement Mutual Aid Radio System (CLEMARS) • Activation of the Merced County Emergency Notification System • Media broadcast alerts
As in any emergency, the effectiveness of any warning will be dependent upon many factors including:
• Time availability
• Initial notice of threat
• Time of day
• Language barriers
• Receiving challenges for the hearing and sight impaired

6.3 WARNING CONDITIONS
Typically, warnings will be issued during periods of flash flooding, major hazardous materials incidents, public health emergencies, fast moving fires, severe weather conditions, and potential acts of violence. However, warnings may be issued wherever a threat is perceived and the potential for safeguarding public safety is possible through rapid alerting.

For additional information regarding the City of Livingston Communications and Warning procedures, refer to Communications and Warning Functional Annex C.

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SECTION 7.0 DOCUMENTATION, FINANCE, ADMINISTRATION AND LOGISTICS

7.1 DOCUMENTATION
The Finance/Administration Section will be responsible for maintaining records on damage assessment expenditure, recovery cost expenditures, insurance related documents, personnel overtime, and other costs associated with the emergency. guidance is provided in their position guides at the Emergency Operational Center.

The Planning Section will maintain copies of documents that are integral to Emergency Operational Center functions, (such as action plans, situation status logs, position logs) that together make up the history and chronology of the emergency events. Guidance is provided in their Planning Section’s operational procedures at the Emergency Operational Center.

7.2 FINANCE
In the case of a major disaster in the City, the Emergency Operations Center will support cost recovery efforts. City of Livingston citizens may benefit from the Small Business Administration, and potentially the Federal Public Assistance Program. The City together with Merced County may assist the citizenry with public service announcements regarding support available as unemployment benefits, worker’s compensation, and insurance benefits.

7.3 EXPENDITURE TRACKING
The City may be reimbursed from insurance, state and/or federal sources for disaster-related expenses. The purpose of this section is to provide guidance on the record keeping requirements for claiming such expenses.

7.3.1 Eligible Expenses
Eligible costs are typically extraordinary costs incurred while providing emergency services required by the direct impact of a declared disaster and which service is the responsibility of the applicant agency. Eligible costs are generally considered to be the net costs over and above any increased revenue or subsidy for the emergency service. Ineligible expenses include costs for standby personnel and/or equipment and lost revenue.

7.3.2 Recordkeeping Requirements
State and federal governments require detailed information to support claims for reimbursement. Funding will be approved or denied based upon the information supplied by applicant agencies. Documentation supporting all costs claimed will be required, and all information must relate back to individual original source records. The following guidelines should be followed when documenting disaster-related reimbursable expenses:
• Costs and revenues associated with emergency operations should be segregated from normal operating expenses
• Separate records should be maintained for each vehicle and piece of heavy equipment used for emergency operations
• Vehicle and equipment documentation should include the miles and/or hours operated by location and operator
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• Equipment documentation should include exactly where the equipment was used and for what; hours and minutes used; and the name of the equipment operator if applicable • Revenues and subsidies for emergency operations must be subtracted from any costs claimed
• Requisitions, purchase orders, and invoices must be maintained for all supplies, materials and equipment expenses claimed
• Costs for supplies and materials must include documentation of exactly where resources were used and for what purpose
• All non-competitive procurements must be justified
Expenditure tracking should commence upon notice or obvious occurrence of disasters that require expense of labor, equipment use, materials, and other expenses. The Incident Commander(s), Emergency Operations Center Director, and Emergency Operations Center staff are responsible for maintaining written records of all disaster-related personnel overtime, requests for supplies, equipment and contract personnel, and receipts for emergency purchases of supplies, equipment and other disaster-related expenses. The City will activate a special coding for emergency expenditure tracking which is used for both labor and equipment.

The Finance/Administration Section will compile reports, including total expenditures by category. The Finance Section Chief will submit a summary report on total costs to the Emergency Operations Center Director as requested. This information will be used for state and federal disaster assistance applications. The expenditure data and documentation is vital to state and federal agencies for requesting financial assistance during and after the disaster

7.4 RESOURCE MANAGEMENT (LOGISTICS)

7.4 1 Resource Priorities
When activated, the Emergency Operations Center establishes priorities for resource allocation during the emergency. All city resources are considered part of a pool, which may be allocated by the Emergency Operations Center to fulfill priority missions. Each department retains control of its non-assigned resources until released for an emergency assignment by the Emergency Operations Center.

7.4.2 Resource Requests
Resource Requests (personnel, equipment or technical assistance) will be made through one of the following processes:
• Discipline-specific (usually Fire and Law) mutual aid systems: Requests for resources that are normally within the inventories of the mutual aid system will go from local coordinator to Operational Area Mutual Aid Coordinator to the Regional Mutual Aid Coordinator
• All other resource requests will be made through the logistics function at each level Resource requests from other entities or jurisdictions within the city will be coordinated with the Emergency Operations Center to determine if the resource is available internally or from other more appropriate sources located within the City or even the Operational Area. Emergency Management Mutual Aid Coordinators at each government level will keep the Operations Chief informed of the status of resource requests and allocations. Coordinators at each level will Item 7.5
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communicate and coordinate with each other to maintain current status on resource requests and allocations within the disaster area.

Resource requests for equipment, personnel or technical assistance not available to the City should be coordinated with the Merced Operational Area Emergency Operations Center to the Inland Region Regional Emergency Operations Center. Once the request is coordinated, approved and resources deployed, the Resource Status Unit, in coordination with various Operations Branches, is responsible for tracking the resources.

7.4.3 Emergency Resource Directory
The City maintains an Emergency Resource Directory in both paper and database formats that lists all of the vendors, supplies, and equipment that can be available during a disaster situation.

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SECTION 8.0 PREPAREDNESS, TRAINING AND EXERCISES

8.1 PREPAREDNESS PLANNING
City government conducts a wide array of emergency planning activities. Planning efforts include development of internal operational documents as well as interagency response plans having multi-jurisdictional participation.

In addition to the planning activities conducted, the city departments may develop internal preparedness and contingency plans to ensure provision of government services and maintenance of departmental functions during disasters. These Department Operations Plans (DOP) if created become an integral supporting component of the city Emergency Operations Plan (EOP).

Emergency readiness cannot be conducted within a vacuum. The city is responsible for working with all city departments, special districts and allied agencies that are considered a component of the Livingston Emergency Organization. Such coordination extends to the following activities:
• Interagency plan development
• Interagency training coordination
• Interagency exercise development and presentation
• Interagency response management
• Interagency emergency public information activities
Additionally, the Police Chief acts as the city government’s key representative and lead agent for day-to-day emergency management activities such as: mitigation, preparedness, response, and recovery. Non-emergency functions include planning, training and exercise development, preparedness presentations, interagency coordination, hazard assessment, development of preparedness and mitigation strategies, grant administration and support to city response agencies.

8.1.1 Community Preparedness and Awareness
The public’s response to any emergency is based on an understanding of the nature of the emergency, the potential hazards, the likely response of emergency services, and knowledge of what individuals and groups should do to in-crease their chances of survival and recovery.

Public awareness and education prior to an emergency or disaster will directly affect the City of Livingston’ emergency operations and recovery efforts. For this reason, the City of Livingston will make emergency preparedness information from county, state and federal sources available to the member jurisdictions and our citizens upon request.

8.1.2 Preparedness Actions
In identifying general preparedness actions, city government works with community based organizations, faith-based organizations, other local governments/special districts, private industry, preparedness groups, and other entities to provide information relating to individual and group preparedness.

Government is limited in its ability to provide endless services and support during times of disaster, so public prepared-ness is essential for ensuring individual and organizational safety and protection.

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8.2 READINESS TRAINING
The Livingston Police Department will notify holders of this plan of training opportunities associated with emergency management and operations. Individual City departments and agencies within the City of Livingston are responsible for maintaining training records.

Jurisdictions and agencies having assigned functions under this plan are encouraged to ensure that assigned personnel are properly trained to carry out these tasks.

The City of Livingston Police Department will develop and execute a comprehensive training program for emergency management topics on an annual basis. The established training schedule will include applicable courses of instruction and education that cover management subjects. Such instruction shall meet or exceed the State SEMS and Federal NIMS training requirements.

8.3 EXERCISE AND EVALUATION
Elements of this plan will be exercised regularly. The Police Department will conduct emergency preparedness exercises, in accordance with its annual exercise schedule, following appropriate state and federal guidance. Deficiencies identified during scheduled exercise activities will result in the development of a corrective action plan to initiate appropriate corrections.

The planning for, development and execution of all emergency exercises will involve close coordination between all City Departments, allied agencies, special districts, and supporting community and public service organizations.

The primary focus will be to establish a framework for inter-organizational exercise collaboration in coordination with all-hazard response and recovery planning and training activities, conducted within the City of Livingston.

Emergency exercise activity will be scheduled as to follow state and federal guidance and program requirements. Exercise activity will follow the Homeland Security Exercise and Evaluation Program guidance and may be designed as one or more of the following exercise types:
• Drills
• Seminars (Workshops)
• Tabletop Exercises
• Functional Exercises
• Full Scale Exercises
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SECTION 9.0 PLAN DEVELOPMENT AND MAINTENANCE

9.1 PLAN DEVELOPMENT AND MAINTENANCE RESPONSIBILITY
This plan is developed under the authority conveyed to the City of Livingston Police Department in accordance with the City’s Emergency Organization who has the primary responsibility for ensuring that necessary changes and revisions to this plan are prepared, coordinated, published, and distributed.

9.2 REVIEW AND UPDATING
This plan and its supporting documents or annexes, such as Continuity of Operations, Communications and Warning or Recovery, will be reviewed annually, with a full document update conducted minimally every two (2) years. Changes to the plan will be published and distributed to all departments and organizations involved. Recommended changes will be received by the City of Livingston Police Department, reviewed and distributed for comment on a regular basis. Elements of this plan may also be modified by the City of Livingston Police Department any time state or federal mandates, operational requirements, or legal statute so require. Once distributed, new editions to this plan shall supplant older versions and render them inoperable.

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SECTION 10.0 AUTHORITIES AND REFERENCES

10.1 AUTHORITIES
Federal
• Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, 42 U.S.C. 5121, et seq., as amended
• Homeland Security Presidential Directive 5, Management of Domestic Incidents, February 28, 2003
• Homeland Security Presidential Directive 8, National Preparedness, December 17, 2003 • The Code of Federal Regulations, Title 44, Chapter 1, Federal Emergency Management Agency, October 1, 2007
State
• California Emergency Services Act (CA government Code Section 8550 et. seq.) • California Disaster Assistance Act (CA government Code Section 8680 et. seq.) • California Code of Regulations Title 19, (Standardized Emergency Management System and California Disaster Assistance Act))
• California Disaster and Civil Defense Master Mutual Aid Agreement County
• Merced County Emergency Services/Ordinance Chapter 2.72 • Merced County Resolution adopting the California Master Mutual Aid Agreement • Merced County Resolution relating to Emergency Operations within Merced County • Merced County Resolution adopting the Emergency Operations Plan, 2013 City
• Livingston Emergency Organization Municipal Code Chapter 20 Disaster Preparedness and Response Management and Coordination

10.2 REFERENCES
Federal
• National Response Framework (As revised)
• National Incident Management System (NIMS)
• Comprehensive Preparedness Guide (CPG) 101, Version 3.0 State
• California State Emergency Plan, 2024 edition
• Standardized Emergency Management System (SEMS)
• California Disaster Assistance Act (CDAA)
• California Law Enforcement Mutual Aid Plan
• California Fire and Rescue Mutual Aid Plan
• Continuity of Government in California (Article IV, Section 21 of the State Constitution) • Preservation of Local Government
County
• Merced County Emergency Operations Plan, 2025 edition City
• Livingston Emergency Operations Plan, 2025 edition (This Plan) Item 7.5
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11.0 GLOSSARY AND ACRONYMS

11.1 GLOSSARY OF TERMS
Action Plan: The plan prepared in the EOC containing the emergency response objectives of that SEMS level reflecting overall priorities and supporting activities for a designated period. The plan is shared with supporting agencies.

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

Agency: A division of government with a specific function offering a particular kind of assistance. In the Incident Command System (ICS), agencies are defined either as jurisdictional (having statutory responsibility for incident management) or as assisting or cooperating (providing resources or other assistance). Governmental organizations are most often in charge of an incident, though in certain circumstances private sector organizations may be included.

Addition-ally, Non-Governmental Organizations (NGOs) may be included to provide support.

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

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

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

Command Post: See Incident Command Post.

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

Common Terminology: Normally used words and phrases-avoids the use of different words/phrases to provide consistency and allow diverse incident management and support organizations to work together across a wide variety of incident management functions and hazard scenarios.

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

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Continuity of Operations Planning (COOP): An internal effort within an organization to assure that the capability exists to continue essential business functions across a wide range of potential emergencies, including localized acts of nature, accidents, and technological and/or attack/terrorist-related emergencies. Accordingly, an effective Emergency Management Program (EMP) not only addresses the four phases of mitigation, preparedness, response and recovery, but includes COOP planning activities to ensure that ancillary, and support functions would continue, with little or no interruption.

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

Department Operations Center: A centralized location for a single department or agency where their internal incident management and response takes place.

Disaster: A sudden and extraordinary misfortune; a calamity which threatens or effects extraordinary loss of life or property.

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

Emergency: A condition of disaster or of extreme peril to the safety of persons and property within the state 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 Alert System (EAS): An established system to enable the President, federal, state, and local jurisdiction authorities to disseminate emergency information to the public via the Commercial Broadcast System. Composed of amplitude modulation (AM), frequency modulation (FM), television broadcasters, and the cable industry. Formerly known as the Emergency Broadcast System (EBS).

Emergency Management: The discipline and the profession of applying science, technology, planning, and management to deal with extreme events that can injure or kill large numbers of people, do extensive damage to property and disrupt community life. As a process it involves preparing, mitigating, responding and recovering from an emergency. Critical functional components include planning, training, simulating drills (exercises), and coordinating activities.

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

Emergency Operations Plan (EOP): The EOP is the document that describes strategies for managing emergency situations.

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

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

Emergency Resource Directory (ERD): A directory containing information on agency or organization personnel emergency certifications and qualifications and vendor and support organization supplies, equipment, etc. that may be needed during an emergency. Supplies and equipment can include such items as potable water tenders, portable toilets, heavy equipment, prepared meals, bulk foodstuffs, cots, rental office trailers, etc. To the extent possible and when appropriate, equipment should be typed by capability according to a common and accepted typing schematic. Emergency resource directories should only include those items likely to be needed by the preparing agency or organization in the performance of their duties and should not attempt to include everything that may be needed in any emergency.

Evacuation: The process of moving persons out of an area affected or potentially affected by a disaster situation.

Federal Coordinating Officer (FCO): The individual appointed by the Federal Emergency Management Agency Director (by delegation of authority from the President) to coordinate assistance in a federally-declared disaster.

Federal Disaster Area: An area of a state (oftentimes defined by counties) that is declared eligible for federal disaster relief under the Stafford Act. These declarations are made by the President usually as a result of a request made by the Governor of the affected state.

Federal Emergency Management Agency (FEMA): An agency created in 1979 to provide a single point of account-ability for all federal activities related to disaster mitigation, preparedness, response, and recovery. FEMA manages the President’s Disaster Relief Fund, and coordinates the disaster assistance activities of all federal agencies in the event of a presidential disaster declaration.

Federal Emergency Response Team: An interagency team, consisting of the lead representative from each federal department or agency assigned primary responsibility for an Emergency Support Function and key members of the Federal Coordinating Officer’s staff, formed to assist the Federal Coordinating Officer in carrying out his/her coordination responsibilities. The Emergency Response Team provides a forum for coordinating the overall federal response, reporting on the conduct of specific operations, exchanging information, and resolving issues related to Emergency Support Functions and other response requirements.

Emergency Response Team members respond to and meet as requested by the Federal Coordinating Officer. The Emergency Response Team may be expanded by the Federal Coordinating Officer to include designated representatives of other Federal departments and agencies as needed.

Full-Scale Exercise: An activity intended to evaluate the operational capability of emergency management systems in an interactive manner over a substantial period of time. It involves the testing of a major portion of the emergency plan and organizations in a highly stressful environment. It includes the mobilization of personnel and resources to demonstrate coordination and response capabilities. The EOC is activated and field command posts may be established. A full-scale exercise is always formally evaluated.

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

Functional Exercise: An activity designed to test or evaluate the capability of individual or multiple emergency management functions. It is more complex than a tabletop exercise in that activities are usually under time constraints and are followed by an evaluation or critique. It usually takes place in some type of coordination or operating center. The use of outside resources is often simulated. No field units are used.

Governor’s Authorized Representative (GAR): An individual authorized by the Governor to sign amendments to the Federal-State Agreement and to verify the grant applications from the state and local jurisdictions.

Hazardous Materials Team: A term used to describe a team of highly skilled professionals who specialize in dealing with hazardous material incidents.

Hazard Mitigation Grant Program: A program authorized under Section 404 of the Stafford Act, which provides funding for hazard mitigation projects that are cost effective and complement existing post-disaster mitigation programs and activities by providing funding for beneficial mitigation measures that are not funded through other programs.

Incident: An occurrence or event, either human-caused or by natural phenomena, which 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 Commander: The individual responsible for the command of all functions at the field response level.

Incident Command System (ICS): A 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 field level component of SEMS. It 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.

Individual Assistance: A supplementary federal assistance available under the Stafford Act to individuals, families, and businesses which includes disaster housing assistance, unemployment assistance, grants, loans, legal services, crisis counseling, tax relief, and other services or relief programs.

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

Joint Information System (JIS): Integrates incident information and public affairs into a cohesive organization de-signed to provide consistent, coordinated, accurate, accessible, timely Item 7.5
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and complete information during crisis or incident operations. The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages; developing, recommending and executing public information plans and strategies on behalf of the IC; advising the IC concerning public affairs issues that could affect a response effort; and controlling rumors and inaccurate information that could undermine public confidence in the emergency response effort.

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

Local Government: Local agencies as defined in Government Code §8680.2 and special districts as defined in California Code of Regulations, Title19, Division 2, Chapter 5, CDAA, §2900(y).

Major Disaster: As defined in federal law, is “ any hurricane, tornado, storm, flood, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, drought, fire, explosion, or other technological or human caused catastrophe in any part of the United States which, in the determination of the President, causes damage of sufficient severity and magnitude to warrant major disaster assistance in alleviating the damage, loss, hardship, or suffering caused thereby.”
Master Mutual Aid Agreement: The California Disaster and Civil Defense Master Mutual Aid Agreement made and entered into by and among the State of California, its various departments and agencies, and the various political sub-divisions of the State. The agreement provides for support of one jurisdiction by another.

Mitigation: Activities taken to eliminate or reduce the degree of risk to life and property from hazards, either prior to or following a disaster or emergency.

Mobilization: A process of activating resources including personnel, equipment and supplies.

The process would include notification, reporting, and setup to attain full or partial readiness to initiate response and recovery actions.

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.

Mutual Aid: Voluntary aid and assistance in the event that a disaster should occur, by the interchange of services and facilities, including, but not limited to fire, police, medical and health, communication, and transportation services and facilities, to cope with the problems of rescue, relief, evacuation, rehabilitation, and reconstruction which would arise in the event of a disaster.

Mutual aid is designed to ensure that adequate resources, facilities, and other support are provided to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation.

Mutual Aid Region: A subdivision of the state emergency services organization, established to facilitate the coordination of mutual aid and other emergency operations within an area of the state, consisting of two or more county Operational Areas.

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National Response Framework (NRF): A national level plan developed by the Federal Emergency Management Agency (FEMA) in coordination with 26 federal departments and agencies plus the American Red Cross.

National Warning System (NAWAS): The federal portion of the Civil Defense Warning System, used for the dissemination of warnings and other emergency information from the FEMA National or Regional Warning Centers to Warning Points in each state. Also used by the State Warning Points to disseminate information to local Primary Warning Points. Provides warning information to state and local jurisdictions concerning severe weather, earthquake, flooding, and other activities which affect public safety.

Operational Area: An intermediate level of the state emergency services organization, consisting of a County and all political subdivisions within the county area. The Operational Area is a special purpose organization created to prepare for and coordinate the response to emergencies within a county area. Each county is designated as an Operational Area. An Operational Area may be used by the county and the political subdivisions comprising the Operational Area for the coordination of emergency activities and to serve as a link in the system of communications and coordination between the state’s emergency operating centers and the operating centers of the political subdivisions comprising the operational area. The Operational Area augments, but does not replace any member jurisdiction.

Preliminary Damage Assessment (PDA): The joint local, state, and federal analysis of damage that has occurred during a disaster and which may result in a Presidential declaration of disaster. The Preliminary Damage Assessment is documented through surveys, photographs, and other written information.

Preliminary Damage Assessment Team: An ad hoc group that comes together after a disaster whose main purpose is to determine the level of disaster declaration that is warranted.

The team usually consists of federal, state, and local representatives to do an initial damage evaluation to sites damaged.

Preparedness: Actions taken in advance of an emergency to develop operational capabilities and facilitate an effective response in the event an emergency occurs. Preparedness measures include continuity of government, emergency communications, emergency operations centers, emergency operations plans, emergency public information materials, public education programs, exercise of plans, mutual aid agreements, stocking of disaster supplies, training of emergency response personnel, and warning systems.

Presidential Declaration: A formal declaration by the President that an Emergency or Major Disaster exists based upon the request for such a declaration by the Governor and with the verification of FEMA preliminary damage assessments.

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

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

Political Subdivision: Any city, city and county, county, district, or other local governmental agency or public agency authorized by law.

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Public Assistance (PA): A supplementary federal assistance provided under the Stafford Act to state and local juris-dictions, special purpose districts, Native Americans, or eligible private, nonprofit organizations.

Public Assistance Officer (PAO): A member of the FEMA Regional Director’s staff who is responsible for management of the Public Assistance Program.

Public Information: Processes, procedures and systems for communicating timely, accurate and accessible information on the incident’s cause, size and current situation; resources committed; and other matters of general interest to the public, responders and additional stakeholders (both directly affected and indirectly affected).

Public Information Officer (PIO): A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for interfacing with the public and media and/or with other agencies with incident-related information requirements.

Recovery: An activity to return vital life support systems to minimum operating standards and long-term activity designed to return life to normal or improved levels, including some form of economic viability. Recovery measures include, but are not limited to crisis counseling, damage assessment, debris clearance, disaster loans and grants, disaster unemployment assistance, public information, reassessment of emergency plans, reconstruction, temporary housing and business resumption full scale.

Resource Management: Efficient emergency management and incident response requires a system for identifying available resources at all jurisdictional levels to enable timely and unimpeded access to resources needed to prepare for, respond to, or recover from an incident.

Resource management under NIMS includes mutual aid agreements and assistance agreements; the use of special federal, state, tribal and local teams; and resource mobilization protocols.

Resources: Personnel and major items of equipment, supplies and facilities available or potentially available for assignment to incident operations and for which status is maintained.

Resources are described by kind and type and may be used in operational support or supervisory capacities at an incident or at an EOC.

Response: Actions taken immediately before, during, or directly after an emergency occurs, to save lives, minimize damage to property and the environment, and enhance the effectiveness of recovery. Response measures include, but are not limited to, emergency plan activation, emergency alert system activation, emergency instructions to the public, emergency medical assistance, staffing the emergency operations center, public official alerting, reception and care, shelter and evacuation, search and rescue, resource mobilization, and warning systems activation.

Robert T. Stafford Disaster Relief and Emergency Assistance Act: (Public Law 93-288, as amended by Public Law 100-707) - The act that authorizes the greatest single source of federal disaster assistance. It authorizes coordination of the activities of federal, state, and volunteer agencies operating under their own authorities in providing disaster assistance, provision of direct federal assistance as necessary, and provision of financial grants to individuals and families. This act is commonly referred to as the Stafford Act.

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

Section: The organizational level having responsibility for a major functional area of incident or EOC Management, (e.g. Operations, Planning, Logistics, Finance/Administration).

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

Span of Control: The number of resources for which a supervisor is responsible, usually expressed as the ratio of supervisors to individuals. (Under NIMS, an appropriate span of control is between 1:3 and 1:7, with optimal being 1:5.) Special District: A unit of local government (other than a city, county, or city and county) with authority or responsibility to own, operate and maintain systems, programs, services, or projects (as defined in California Code of Regulations (CCR) Section 2900(s) for purposes of natural disaster assistance. This may include a joint powers authority established under Section 6500 et. seq. of the Code.

Standardized Emergency Management System (SEMS): That consistent set of rules and procedures governing the overall operational control or coordination of emergency operations specified in CCR Title 19, Division 2, §2400 et sec. It identifies at each level of the statewide emergency organization the direction of field forces and the coordination of joint efforts of government and private agencies. The Incident Command System (ICS) is the field level component of SEMS.

State of Emergency: A governmental declaration that may suspend some normal functions of government, alert citizens to change their normal behaviors, or order government agencies to implement emergency operations plans.

Tabletop Exercise: An activity in which officials and key staff or others with emergency responsibilities are gathered together informally to discuss simulated emergency situations. It is designed to elicit constructive discussion by the participants without time constraints.

Participants evaluate plans and procedures and resolve questions of coordination and assignment of responsibilities in a non-threatening format under minimum stress.

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

Volunteer: For purposes of NIMS, a volunteer is any individual accepted to perform services by the lead agency (which has authority to accept volunteer services) when the individual performs services without promise, expectation, or receipt of compensation for services performed. See 16 U.S.C. 742f(c) and 29 CFR 553.101.

Windshield Survey: A quick visual overview of the affected disaster area performed within the first 24 hours after the disaster.

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Hazard or
Threat Specific
Appendices
An Annex to the
City of Livingston
Emergency Operations Plan
April 2025
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Table of Contents
Hazard Appendix 1 – Flooding/Dam Failure ............................................................................... 3 Flooding .......................................................................................................................... 3 Dam Failure ..................................................................................................................... 3 Hazard Appendix 2 – Extreme Weather .................................................................................... 5 Extreme Weather .............................................................................................................. 5 Hazard Appendix 3 - Wildfire .................................................................................................. 7 Wildfire ........................................................................................................................... 7 Hazard Appendix 4 - Earthquake ............................................................................................. 8 Earthquake ...................................................................................................................... 8 Hazard Appendix 5 – Hazardous Materials Incidents ................................................................. 12 Hazardous Materials Incidents ........................................................................................... 12 Hazard Appendix 6 - Agriculture ............................................................................................ 14 Agriculture ..................................................................................................................... 14 Hazard Appendix 7 – Transportation Incidents.......................................................................... 15 Transportation Incidents ................................................................................................... 15 Hazard Appendix 8 - Terrorism ............................................................................................. 17 Terrorism/CBRNE ........................................................................................................... 17 Hazard Appendix 9 – Civil Disobedience ................................................................................. 18 Civil Disobedience ........................................................................................................... 18 Item 7.5
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Hazard Appendix 1 – Flooding/Dam Failure
Flooding
Hazard Definition
A flood is defined as an overflowing of water onto an area of land that is normally dry.

Floods generally occur from natural causes, usually weather-related, such as a sudden snow melt, often in conjunction with a wet or rainy spring or with sudden and very heavy rainfalls. Floods can, however, result from human causes as a dam impoundment bursting. Dam break floods are usually associated with intense rainfall or prolonged flood conditions.

Local Situation
The primary flood control concerns for the City of Livingston are the controlled releases from the New Exchequer Dam, via the Merced River.

For the City of Livingston emergency organization, there are two flood stages.

WARNING STAGE – The stage at which initial action must be taken by concerned interests (livestock warning, removal of equipment from lowest overflow areas, or simply general surveillance of the situation). This level may produce overbank flows sufficient to cause minor flooding of low-lying lands and local roads.

FLOOD STAGE – The stage at which overbank flows are of sufficient magnitude to cause considerable inundation of land and roads and/or threat of significant hazard to life and property.

Controlled releases can be a prelude to localized flooding or complete inundation of flood prone areas within the City of Livingston. Severe weather, unexpected runoff or mechanical malfunctions sometimes generate these necessary releases.

Dam Failure
Hazard Definition
A dam failure is the partial or complete collapse of an impoundment, with the associated downstream flooding. Flooding of the area below the dam may occur as the result of structural failure of the dam, overtopping, or a seiche. Dam failures are caused by natural and manmade conditions. The list of causes includes earthquake, erosion of the face or foundation, improper siting, structural/design flaws, and prolonged rainfall and flooding. The primary danger associated with a dam failure is the swift, unpredictable flooding of those areas immediately downstream of the dam. .

There are three general types of dams: earth and rock fill, concrete arch or hydraulic fill, and concrete gravity. Each of these types of dams has different failure characteristics.

The earth and rock fill dam will fail gradually due to erosion of the breach; a flood wave will build gradually to a peak and then decline until the reservoir is empty. A concrete arch or hydraulic fill dam will fail almost instantaneously; with a very rapid build-up to a Item 7.5
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peak and then a gradual decline. A concrete gravity dam will fail somewhere in between instantaneous and gradual, with corresponding build-up of flood wave.

Local Situation
The catastrophic failure of New Exchequer, San Luis and Livingston Creek dams will have severe consequences. Foremost, are injuries, loss of life, limited transportation routes and a decrease in vital utilities. Additionally, because of the City of Livingston’s strong agricultural influences significant downstream property damage and the loss of domestic and farm production animals will be a major concern.

Facilities affected by a dam failure are:
 Hospitals
 Schools
 Utilities
 Emergency Services
 Agriculture
 Sanitation
 Residential
More specific emergency preparedness information and potential hazards can be found in the individual Emergency Plans for each Dam. These plans are available at the Office of Emergency Services and will be available in the EOC when activated.

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Hazard Appendix 2 – Extreme Weather
Extreme Weather
This hazard category is defined by those naturally occurring events that are environmentally or meteorologically initiated, and have either a long-term rate of occurrence or occur with regular frequency. Their impacts, although normally not considered damaging, have the capacity to present significant challenges in the areas of public safety, economic vitality, environmental quality, and other social consequences.

Air Pollution
An air pollution emergency is essentially a public health concern. Air quality standards can deteriorate overnight, causing problems for the young, elderly and individuals with pre-existing respiratory ailments. Long term exposure to air pollution is also detrimental to crops, livestock, and even affects the lifespan of equipment and systems that are degraded due to the exposure to pollutants.

Drought
Periods of drought have followed years in which both the prevailing weather phenomena were El Nino and La Nina. Drought cycles appear to be every 7 – 11 years. During periods of drought, emergency response measures will consist of land use planning practices consistent with water conservation goals and various water conservation measures. There may also be increased risk of fires.

Local Situation
The City of Livingston is susceptible to extreme weather/storm conditions. Extreme weather may cause a variety of damages, depending on the type or weather situation.

Damage may range from temporary power and utility outages due to thunderstorm and high wind activity to the sometimes, although rare, destruction of a tornado. Extreme weather such as a drought can have long-term economic repercussions.

Air Pollution
Given its location, the City of Livingston is at risk for accumulation of unhealthy levels of air pollution. This pollution can come from a variety of sources, including vehicle exhaust and fires, both wildland and industrial. In the event the air pollution is found to be at emergency levels, mitigation will likely consist of restriction of movement outdoors.

Likely, there will also be increased visitation to area hospitals from the area’s medicallyfragile or vulnerable populations.

Drought
Generally, extended drought events present a major economic impact, especially in the Livingston area as it is heavily involved in agricultural production. Moreover, if the drought is long-term, potable water supplies may dwindle, resulting in the need for rationing, importation of emergency water supplies and other mitigation strategies.

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Long-term impacts may also include the destruction of essential ground cover and economic losses from reduced retail sales.

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Hazard Appendix 3 - Wildfire
Wildfire
Hazard Definition
A wildfire is an uncontrolled fire spreading through vegetative fuels, posing danger and destruction to life and property. Wildfires can occur in undeveloped areas and spread to urban areas where structures and other human development are more concentrated.

To describe an area where urban development has been located in proximity to open space, or wildland areas, the term, “urban-wildland interface” is commonly used. The most common type of urban wildland interface results when development occurs immediately adjacent to wildland vegetation. Other interface conditions can be created when urban development is intermixed with wildland vegetation, or when pockets of wildland vegetation occur inside developed areas.

Local Situation
Within the City of Livingston, there are no areas that could be prone to wildland/urban interface fires. Hazards arise from a combination of climatic, vegetative and physiographic conditions where heavy fuel loads exist which tends to pose a special hazard to adjacent developed areas.

The potential for serious structural damage occurs mainly in the grassland areas adjacent to development, especially during adverse wind conditions.

The possibility of the presence of flammable and hazardous materials in commercial and industrial fire scenes heightens the likelihood of initially uncontrollable structural fire conditions.

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Hazard Appendix 4 - Earthquake
Earthquake
Hazard Definition
An earthquake is a sudden, rapid shaking of the ground caused by the breaking and shifting of rock beneath the Earth's surface. For hundreds of millions of years, the forces of plate tectonics have shaped the Earth as the huge plates that form the Earth's surface move slowly over, under, and past each other. Sometimes the movement is gradual.

At other times, the plates are locked together, unable to release the accumulating energy. When the accumulated energy grows strong enough, the plates break free causing the ground to shake. Most earthquakes occur at the boundaries where the plates meet; however, some earthquakes occur in the middle of plates.

Local Situation
Though the likelihood of occurrence is low, the impact from any moderate to large-scale seismic event, occurring within or on the periphery of the City of Livingston could produce an assortment of conditions that would adversely affect public health and safety, critical infrastructure, and economic well-being throughout the area.

There are many earthquake faults in California. Depending on the magnitude and epicenter, there is a potential that the City of Livingston, as well as anywhere else in the state, may be affected. The following faults located within and adjacent to the City of Livingston will be discussed: the Ortigalita Fault, the Central Valley Coast Range Blind Thrust Fault, the Calaveras Fault, the Greenville Fault, San Andreas Fault, and the Bear Mountain Fault.

The following is a breakdown of where these faults are located at and what kind of hazardous potential they may present to The City of Livingston:
 The Ortigalita Fault, which has been zoned by the State Geologist under the Alquist-Priolo Earthquake Fault Zoning Act, is located in the western portion of the City of Livingston, approximately 13 miles west of Livingston. The maximum earthquake magnitude measured with the magnitude (Mw) scale on this fault was

7.9 Mw.
 The Central Valley Coast Range Blind Thrust Fault is located parallel to Interstate-5 along the topographic break in slope between the Diablo Range and the San Joaquin Valley. This fault system is seismogenically active, but is not completely mappable at the surface. This fault is the cause of the 1983 Coalinga Earthquake. The maximum earthquake magnitude measured on this fault was

6.8 Mw.

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 The Calaveras Fault is an active fault located in the vicinity of Hollister. It is 16 miles west of Pacheco Pass and it lies outside of the City of Livingston. The maximum earthquake magnitude measured on this fault was 6.2 Mw.  The Greenville Fault is another fault outside of the City of Livingston. It lies approximately 30 miles northwest of Pacheco Pass. This active fault crosses near Livermore and has a maximum earthquake magnitude measurement of 6.9 Mw.
 The San Andreas Fault is the largest and most active fault in California and is located about 24 miles west of Pacheco Pass. Earthquakes on this fault will be the source of long duration but distant ground motion felt within the City of Livingston. The maximum earthquake magnitude measured on this fault was a

7.9 Mw.
 The Bear Mountain Fault is also near the City of Livingston. This fault zone is located along the foothills of the Sierra Nevada. This fault is not an active fault and is not modeled as seismogenically active for purposes of regional earthquake ground motion.

While there is no record of any seismic activity originating in the City, other than tremors on the West Side close to the Ortigalita Fault, the City has been shaken by earthquakes originating elsewhere. There is documented evidence of five earthquakes that shook the area in 1872, 1906, 1952, 1966, and 1984. The City of Livingston has been very fortunate in the past and has not suffered any loss of life. The possibility of future earthquakes of equal or greater magnitude than those from previous years could cause a great many casualties and extensive property damage in the City. This could be aggravated by aftershocks and by secondary effects of fire, landslides, and dam failures.

There are various land use controls or methods for addressing seismic hazards.

Avoiding a hazard such as a fault zone may be the best solution when planning new land uses. The Alquist-Priolo Special Studies Zone Act (1973) was created to prohibit the location of most structures for human occupancy across the traces of active faults, thus lessening the hazard of fault rupture. Cities and counties affected by the zones must regulate certain development “projects” within the zones and withhold development permits until geologic investigators demonstrate that the sites are not threatened by surface displacement from future faulting. The City of Livingston has one such special study zone, which is in the vicinity of the San Luis Dam. There are no known habitable structures that have been constructed or proposed in this zone and the City will process development permits in compliance with California Law. It is reasonable to assume that liquefaction hazards exist in some of the City of Livingston’s wetland areas. The City’s wetlands are generally adjacent to the San Joaquin River and extend west to the Union Pacific, and east toward State Highway 99 and 59 South.

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If a significant earthquake were to occur within The City of Livingston, it can be assumed that the following problems would arise:
 System failures, overloads, loss of electrical power, and possible failure of some alternate power systems will affect telephone systems. Immediately following an event, numerous failures will occur. Telephone, radio, and microwave systems are all expected to be affected and operate at a decreased capacity.  There are two facilities located in the City of Livingston. In the event of a significant earthquake, each of these facilities is expected to suffer damage and operate at reduced efficiency. Additionally, numerous after-care facilities and nursing homes will be affected and should be taken into consideration.  A complete disruption of public utilities could occur in more heavily impacted areas that could have long term impact. Transmission lines are vulnerable to many hazards, due to their length and remoteness. Repairs to electrical equipment require physically clearing roadways, and movement of special equipment. Restoration of local electrical power will be coordinated with regional and local utility representatives.
 Damage to natural gas facilities serving the City of Livingston area may consist primarily of isolated breaks in major transmission lines. Breaks in mains and individual service connections within the distribution system will be significant, particularly near the fault zones. These many leaks could pose a fire threat.

Restoration of natural gas service could be significantly delayed.  Water availability and distribution for supporting life and treating the sick and injured is always a concern in any disaster. Although the City’s water supply comes from various sources such as wells and city distribution systems, and not from the local dams, there is still a threat that an earthquake could disrupt an area’s water supply through broken distribution lines or contamination from broken sewer systems. Therefore, potable water will most likely have to be supplied in these area communities by outside sources.
 Highway 99 may be impassable south into Fresno City. All would be impassable for up to 72 hours. Both the Burlington Northern Santa Fe and Union Pacific Railroads could sustain damage that would render them inoperative due to track damage. The City of Livingston is home to many companies and industries that manufacture, store, use and dispose of toxic materials. Livingston is highly exposed to hazardous materials transported over major state highways and railroads. On any given day, a vast assortment of petroleum products, agricultural pesticides, and industrial chemicals are moved within the City with the possibility of generating a hazardous materials incident. A natural disaster, such as an earthquake, cannot only cause a hazardous materials event, but it can also cause it to escalate. Emergency response crews may be delayed due to effects of the earthquake by causing roadway blockages and building collapse.

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 These are the identified hazardous materials facilities within the City that pose the greatest threat to the population should a chemical spill occur. It should be noted that there are many more hazardous materials storage sites within the City. Although they are smaller and less hazardous, they still hold the potential of becoming serious threats during an earthquake.
 There are several major dams adjacent to the City of Livingston with known populations in their respective inundation areas. Virtually no urban area in the City is free from flooding in the event of dam failure. The probability of dam failure is heightened by seismic activity in the vicinity of major fault zones. The City currently has one dam that is subject to such activity. The location of the San Luis Reservoir in the area of the Ortigalita Fault has been compensated for by structural design.

A failure of San Luis Dam could result in 2,000,000-acre feet of water being released. The flood plain resulting from such a release would place residents of Santa Nella and Livingston areas in imminent danger. San Luis Dam was built to withstand a magnitude 8.3 occurrence at Hollister, but at that time of design, knowledge of the process of seismic liquefaction, as it applies to earth fill dams, was incomplete. The possibility of dam failure with resulting floods should be acknowledged.

It is necessary to consider the potential for seiches in the event of a major earthquake near San Luis Reservoir. Seiches are periodic oscillation of water level in relatively confined basins (seismic waves).
 After any earthquake there will be a loss of income. Individuals can lose wages due to businesses inability to function because of damaged goods or facilities.

Due to business losses, the City of Livingston and the cities surrounding the City of Livingston will lose revenue. Economic recovery from even a minor earthquake is critical to these communities.
 The Office of Emergency Services has identified the potential hazard areas within the City of Livingston if a major earthquake were to occur.

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Hazard Appendix 5 – Hazardous Materials Incidents
Hazardous Materials Incidents
Hazard Definition
Hazardous materials (Hazmat) consist of substances that by their nature, lack of containment, and reactivity, have the capability for inflicting harm. Hazmat poses a threat to health and the environment when improperly managed. Hazmat can be toxic, corrosive, flammable, explosive, reactive, an irritant, or a strong sensitizer. Hazmat substances also include certain infectious agents, radiological materials, oxiders, oil, used oil, petroleum products, and industrial solid waste substances.

Hazardous material incidents are one of the most common technological threats to public health and the environment. Incidents may occur as the result of natural disasters, human error, and/or accident. The types of hazmat incidents that can occur and the resulting impact are:

Spill or Release
Immediate threat from any hazardous materials release into the atmosphere is from exposure to toxic vapors, gases, liquids and solids. Even a small release of a hazardous substance can have devastating effects on those who are exposed. A release may result in requiring City residents and businesses to take protective actions such as evacuation or shelter in place.

The secondary risk is to the environment. Unchecked exposure can lead to contamination of the air, ground and subsurface water sources, soil and affect the health of wildlife. Large spills can contaminate drinking water supplies that may affect entire communities, especially in rivers, underground aquifers or reservoirs.

Fire
When hazardous materials burn, toxic chemicals are often present in the smoke. The greatest danger is from inhalation, but eye damage and absorption through the skin can also be a problem. Fire fighting can be quite difficult. Large hazardous materials fires are mainly a hazard in and around industrial areas, although smoke and vapor plumes can travel for miles.

Explosion
The major threats from an explosion involving hazardous materials are from falling objects and flying debris, thermal exposure, released contaminants, and over pressure during detonation. Like hazardous materials fires, explosions are mainly a hazard in and around industrial areas, and along ground or marine transportation corridors.

Local Situation
Hazardous Materials require special care in handling because of the hazards they pose to the publics’ health and safety, and the environment. For this special care the City of Livingston has an Emergency Response Team. This team is staffed by city fire and Item 7.5
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police department personnel. The City of Livingston Area Plan has been developed to more specifically address hazardous materials response.

The City of Livingston is home to a few companies and industries that manufacture, store, use and dispose of toxic materials. The area is highly exposed to hazardous materials transported over major interstate highways, state routes, and railways. On any given day, a vast assortment of petroleum products, agricultural pesticides and industrial chemicals are moved within and through our City with the possibility of generating a hazardous materials incident.

Hazardous Materials emergencies, primarily due to surface route and rail accidents, have occurred and will continue to occur in the City of Livingston. Although most of these incidents have been easily handled, the potential for and extreme threat to life and property is quite high. Therefore, this plan has been developed to utilize multiagency, multi-discipline and multi-jurisdictional resources to successfully counter the effects of an emergency involving hazardous materials. Additionally, the City of Livingston Hazardous Materials Area Plan has been developed and is utilized as the response guidelines to hazardous materials incidents.

Hazardous materials incidents in the City of Livingston would most likely occur on the transportation routes or at fixed hazardous materials facilities. Hazardous materials are often transported through the City of Livingston area on State Route Highways 99 and on the Burlington Northern Santa Fe Railroads. Surface streets are also used for the local transportation of hazardous materials.

The two clinic/hospitals located in the City of Livingston have a variety of hazardous materials, radioactive materials and solvents, and they maintain current lists of the hazardous materials in their facilities.

Finally, another source of hazardous materials incidents is the illegal manufacturing of drugs in clandestine laboratories. In many instances, the residue and hazardous waste from these laboratories are illegally dumped, posing a threat to public health, safety, and the environment. In recent years, clandestine laboratories have become an increasingly familiar problem to the City of Livingston.

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Hazard Appendix 6 - Agriculture
Agriculture
Agriculture is the prominent economic segment in the County and accounts for more than 90 percent of all land area. Merced County is ranked fifth among all counties in California and sixth in the nation in the annual market value of farm products. Rich soils, accessible irrigation water, favorable climate, a large labor force, and reliable access to local, national, and global markets make Merced County a thriving agricultural community.

Agriculture is the City of Livingston’s number one industry. The Mediterranean climate, productive soil and the water distribution system allow the farmers of the region to produce over 65 different agricultural products. With that, comes the potential for agricultural hazard incidents.

Hazard Materials
Accidental releases of pesticides, fertilizers and other agricultural chemicals may be harmful to the public health, safety and the environment.

Insect Infestation
Insect infestation occurs when an undesirable type of insect inhabits an area in a manner that causes serious harm to agriculture crops, livestock, or poultry; wild land trees, plants, or animals, or humans. Countless insects live on, in, and around plants, animals, and humans in all environments. Many are harmless, while others can cause fatal damage. Under some conditions, insects that have been present and relatively harmless can become hazardous. For example, severe drought conditions can weaken trees and make them more susceptible to destruction from insect attacks.

The major forms of insects are: chewing insects, boring or tunneling insects, and sucking insects. Also, while not technically an “insect,” it is worth noting that pathogens such as fungi can kill large stands of trees. In conjunction with the above outlined problems, insects can carry and spread disease to plants, animals, and people.

Natural Occurring Biological Threats
Public health-related hazards may be the result of a naturally occurring event or terrorism. Key hazards of concern to the City of Livingston are West Nile Virus (WNV), Avian Influenza (Bird Flu) and Avian Influenza A (H5N1), Swine Influenza (H1N1), Bovine Spongiform Encephalopathy (BSE, "mad cow disease"), Botulism, Campylobacter jejuni, Canine Distemper, E. coli, Exotic Newcastle Disease, Hantavirus, Hepatitis A, Lyme Disease, Monkeypox, Norwalk Virus, Plague, Salmonella, SARS, Shigella (dysentery), and Tularemia.

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Hazard Appendix 7 – Transportation Incidents
Transportation Incidents
Air
An air crash that occurs in a heavily populated residential area can result in considerable loss of life and property. The impact of a disabled aircraft as it strikes the ground creates the likely potential for multiple explosions, resulting in intense fires.

Regardless of where the crash occurs, the resulting explosions and fires have the potential to cause injuries, fatalities and the destruction of property at and adjacent to the impact point.

The time of day when the crash occurs may have a profound effect on the number of dead and injured. Damage assessment and disaster relief efforts associated with an air crash incident will require support from other local governments, private organizations and in certain instances from the state and federal governments.

It can be anticipated that the mental health needs of survivors, surrounding residents and emergency responders will greatly increase due to the trauma associated with such a catastrophe.

Rail
A major train derailment that occurs in a heavily populated area can result in considerable loss of life and property. As a train leaves its track, there is no longer any control as to the direction it will travel.

Potential hazards could be overturned rail cars, direct impact into an industrial building or entering into normal street traffic. Each of these hazards encompasses many threats, such as a hazardous materials incident, fire, severe damage to either adjacent buildings or vehicles and loss of life of those in either adjacent buildings or vehicles and pedestrians.

Freight/Truck
A major truck incident that occurs in a heavily populated industrial area or residential area can result in considerable loss of life and property. When a truck is involved in an accident, there is no longer control as to the direction the truck will travel.

Potential hazards could be overturned tank trailers, direct impact either into a residence or industrial building, or entering into the normal flow of traffic. Each of these hazards encompass many threats, such as hazardous materials incident, fire, severe damage to either adjacent buildings or vehicles, and loss of life of pedestrians or those in either the adjacent buildings or vehicles.

Local Situation
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emergencies such as hazardous materials spills, which may require extensive population movement and sheltering efforts.

Air
The impact of a disabled aircraft as it strikes the ground creates the potential for multiple explosions, resulting in an intense fire. Wherever the crash occurs, the resulting explosions and fires have the potential to cause injuries, fatalities and the destruction of property at, and adjacent to the impact point. The time of day when the crash occurs may have a profound effect on the number of injuries and fatalities.  Castle Air Force Base, which made the USAF base closure list in 1991, is now the Castle Airport. By 1995 the military had completely moved out and Castle became a general aviation airport with fueling and pilot services provided by Trajen Flight Support. The primary use of the airport has been general aviation; however, large commercial aircraft companies have showed significant interest.

Castle’s runway is 11,800 feet long and 110 feet wide. It has 1,053,000 square yards of ramp space. It is located 5 miles northwest of the City of Livingston and just north of the City of Livingston. The area around Castle is all agricultural and rural residential.

The City of Livingston Fire Department and Merced City Fire Department each has a crash-rescue truck available for aircraft emergencies. These apparatus are available for mutual aid as well.

Rail
Burlington Northern and Santa Fe Railroads pass through many populated areas within the City of Livingston. A train accident in any of these areas can result in considerable injury, loss of life and/or significant property damage. An accident in rural areas of the City will pose more of a threat to livestock and the environment. Hazardous materials spills, fires, significant property damage and mass casualty incidents are the potential hazards associated with cargo and passenger train accidents in the City of Livingston, requiring movement and shelter operations in the affected area(s).

Freight/Truck
Major trucking route such as State Route Highway 99, which is the main access roads throughout the City of Livingston. Interstate-5 is heavily traveled and passes through the western portion of the City of Livingston and intersects with Highways 140, 33, 165 and 152.

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Hazard Appendix 8 - Terrorism
Terrorism/CBRNE
Terrorism is defined in 28 CFR Section 0.85 as “…the unlawful use of force and violence against persons or property to intimidate or coerce a government, the civilian population, or any segment thereof, in furtherance of political or social objectives.” Since September 11, 2001, terrorism has become a fact of life for all Americans. Planning for response to potential terrorist incidents has long been part of California’s Emergency Preparedness Planning effort. California provides a target-rich environment for terrorists, with many facilities and venues and an easy place to hide in California’s diverse population.

There are many forms that terrorism can take and the most prevalent is a terrorist attack involving Chemical, Biological, Radiological, Nuclear and Explosive (CBRNE) agents and/or devices. There is also the threat of Cyber-Terrorism involving the use of computer data and networks to interrupt or shut down critical government infrastructures such as energy, transportation or financial sectors.

Local Situation
Historically, neither the City of Livingston nor the County has experienced terrorism threats involving CBRNE and any significant cyber-terrorism attack. In the event of an occurrence, local law enforcement has the primary responsibility to respond to terrorist events and in the event of a CBRNE incident may require the assistance of the hazardous materials response teams and other specialized response agencies depending on the situation.

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Hazard Appendix 9 – Civil Disobedience
Civil Disobedience
Hazard Definition
Generally, civil disobedience is tied to a social situation/event or an issue of dispute, usually involving large groups who are celebratory, angry, frustrated and wanting to express an opinion or position. Public assembly can turn violent, resulting in civil disobedience conditions in which the community wellbeing is directly at risk.

Civil Disobedience incidents may result in the following impacts to public safety and wellbeing:
 Injury to targeted population groups or individuals within the perimeter of the event
 Damage to public and private property, structures and systems  Interruption of official government operations
 Loss of revenue from people being discouraged from entering affected areas  Costs of managing response resources
 Interrupted traffic and loss of mobility due to rioting and official road closures  Societal disruptions and long-term stigma associated with such occurrences Large groups of people may become unruly and disturb the peace or commit other illegal activities. The law enforcement’s effort to quell such a situation may require mutual aid beyond standard agreements.

Local Situation
Civil disturbances include incidents that are intended to disrupt a community to the degree that law enforcement intervention is required to maintain public safety. Civil disturbances are generally associated with controversial political, judicial, or economic issues and/or events.

Locations within the City of Livingston that have large public gatherings have the potential for unstable conditions, possibly impacting an Operational Area jurisdiction's ability to provide sufficient law enforcement and fire protective services.

The effects of civil disturbances are varied and are usually based upon the type, severity, scope and duration of the disturbance. The effects of civil disturbances include traffic congestion or gridlock, illegal assemblies, disruption of utility service, property damage, injuries and potentially loss of life.

During a civil disturbance that affects the City of Livingston, there are certain facilities within the City that may be more at risk than other facilities. Certain locations often hold musical concerts, sporting events, and other events that attract large numbers of people such as gym, conference centers, local parks, which create significant traffic congestion problems and the potential for disruptive behavior.

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STAFF REPORT
AGENDA ITEM: A Resolution of the City Council of the City of Livingston (1) Accepting the Proposal from Krazan & Associates and
Awarding a Consultant Services Agreement for the
Geotechnical Engineering Investigation for the 1,2,3-TCP Removal Treatment System Project and the Well No. 18
Improvements and (2) Authorizing the City Manager to
Execute the Agreement
MEETING DATE: October 21, 2025
PREPARED BY: Mario Gouveia, City Engineer
APPROVED By: Jose A Ramirez, City Manager
Anthony Chavarria, Public Works Director
RECOMMENDATION:

Staff recommends that City Council adopt Resolution No. 2025-___, (1) Accepting the proposal from Krazan & Associates and awarding a Consultant Services Agreement for the Geotechnical Engineering Investigation for the 1,2,3-TCP Removal Treatment System Project and the Well No. 18 Improvements and (2) Authorizing the City Manager to execute the Agreement.

BACKGROUND AND DISCUSSION:

The City of Livingston has applied for a Funding Agreement from the California State Water Resources Control Board (Water Board) for the purpose of constructing the Arakelian Park Centralized 1,2,3-TCP Removal Treatment System and the Well No. 8 Expanded Centralized 1,2,3-TCP Removal Treatment System. The City may receive up to $27M from State grants. The TCP project is currently in the design phase and funding from the Water Board is anticipated to be available in 2026.

On September 3, 2024, the City Council authorized the funding for the Well No. 18 Improvements from the City’s Water Enterprise and Water Capital Fund Accounts and State (Anna Caballero) Funds. The well project is currently in the design phase with construction anticipated in 2026.

A Geotechnical Engineering Investigation is required to analyze existing soil and subgrade conditions and to obtain recommendations from a registered Geotechnical Engineer for Item 7.6
designing and constructing the subgrade and foundation improvements for the both the TCP and well projects.

To support the project designs, the City requested proposals from Geotechnical Engineering Firms and received a total of three ranging from $17,700.00 to $30,900.00.

City staff has evaluated the proposals and recommends awarding a contract to Krazan & Associates with the most qualified proposal of $17,700.00.

FISCAL IMPACT:
$17,700.00 will be expended from the approved Fiscal Year 2025/2026 budget from the TCP Settlement Fund (2106-830-7678) and Water Capital Fund (2104-830-7573).

Fund Account
Description
Account Amount
TCP Settlement Well 8,9,13,17
Project #2 & 3
2106-830-7678 $11,800.00
Water Capital Well 18 2104-830-7573 $5,900.00
Total $17,700.00
ATTACHMENTS:

1. Resolution No. 2025-___

2. Consultant Services Agreement

3. Krazan & Associates Proposal

4. Technicon Engineering Services, Inc. Proposal

5. Salem Engineering Group, Inc. Proposal
Item 7.6