appointed officials: 1) comply with the letter and spirit of the laws and policies affecting the operations of government; 2) are independent, impartial, and fair in their judgment and actions; 3) use their public office for the public good, not for personal gain; and 4) conduct public deliberations and processes openly, unless required by law to be confidential, in an atmosphere of respect and civility. Therefore, members of the City Council, City Manager, City Attorney, executive management staff, and all Commissions and Committees shall conduct themselves in accordance with the following ethical standards:
11.3.1 Act in Public Interest. Recognizing that stewardship of the public interest must be their primary concern, City Officials will work for the common good of the people of Mountain House and not for any private or personal interest, promoting the interests of the public and putting service to the public above service to oneself.
11.3.2 Comply with the Law. City Officials shall comply with the Constitution, Laws and Ordinances of the United States, the State of California and the City of Mountain House in the performance of their public duties.
a) Conduct of City Officials. The professional and personal conduct of members must be above reproach and avoid even the appearance of impropriety. City Officials shall refrain from abusive conduct, personal charges or verbal attacks upon the character or motives of other members of the Council, Commissions, staff, or the public.
b) Conflict of Interest. In order to assure their independence and impartiality on behalf of the common good, City Officials shall not use their official positions to influence government decisions in which they have a material financial interest, or where they have an organizational responsibility or personal relationship which may give the appearance of a conflict of interest. In accordance with the law, members shall disclose investments, interests in real property, sources of income, and gifts; and they shall abstain from participating in deliberations and decision-making where conflicts may exist.
c) Gifts and Favors. City Officials shall not take any special advantages of services or opportunities for personal gain, by virtue of their public office, that are not available to the public in general. They shall refrain from accepting any gifts, favors, or promises of future benefits which might compromise their independence of judgment or action or give the appearance of being compromised.
d) Proper Efficient Use of Public Resources. City Officials shall not use public resources which are not available to the public in general for private gain or for personal purposes not otherwise authorized by law.
e) Promote Democratic Participation. Inform the public and encourage active engagement in governance. Be open, transparent and responsive, and respect and assist all persons in their dealings with public organizations.
Item 8.2
Draft May 2025
f) Conduct of Public Meetings. City Officials shall prepare themselves for public issues, listen courteously and attentively to all public discussions before the body, and focus on the business at hand. They shall refrain from interrupting other speakers, making personal comments not germane to the business of the body, or otherwise interfering with the orderly conduct of meetings. g) Advocacy. City Officials shall represent the official policies or positions of the City Council and Commission to the best of their ability when designated as delegates for this purpose. When presenting their individual opinions and positions, City Officials shall explicitly state they do not represent their body or the City of Mountain House, nor will they allow the inference that they do. Council and Commission decisions shall receive the support of all City Officials. h) Decisions. City Officials shall base their decisions on the merits and substance of the matter at hand, rather than on unrelated considerations. i) Confidential Information. City Officials shall respect the confidentiality of information concerning the property, personnel, or affairs of the City. They shall neither disclose confidential information without proper legal authorization, nor use such information to advance their personal, financial or other private interests.
j) Strengthening Social Equality. Treat all people with fairness, justice, equality, and respect for individual differences, rights, and freedoms. k) Demonstrate Personal Integrity. Adhere to the highest standards of conduct to inspire public confidence and trust in public service.
l) Policy Role of City Officials. City Officials shall respect and adhere to the councilmanager structure of Mountain House City government as outlined by the Municipal Code. In this structure, the City Council determines the policies of the City with the advice, information, and analysis provided by the public, commissions, and City staff resulting in the City Manager implementing those policies. Except as provided by the Municipal Code, City Officials shall not interfere with the administrative functions of the City or the professional duties of City staff nor shall they impair the ability of staff to implement Council policy decisions.
m) Independence of Advisory Commissions. Because of the value of the independent advice of advisory commissions to the public decision-making process, City Officials shall refrain from using their position to unduly influence the deliberations or outcomes of boards and commission proceedings. n) Positive Workplace Environment. City Officials shall support the maintenance of a positive and constructive workplace environment for City employees and for citizens and businesses dealing with the City. City Officials shall recognize their special role in dealing with City employees to in no way create the perception of inappropriate direction to staff.
Item 8.2
Draft May 2025
11.4 Implementation. The Code of Ethics is intended to be self-enforcing and is an expression of the City’s standards of expected conduct for City Officials. It therefore becomes most effective when Council Members are thoroughly familiar with it and embrace its provisions. For this reason, this document shall be included in the regular orientations for candidates for City Council, appointees to Advisory Commissions, and newly elected and appointed officials. Council Members entering the office shall sign a statement acknowledging they have read and understand the Code of Ethics and Conduct. In addition, the Code of Ethics shall be periodically reviewed by the City Council and updated as necessary.
SECTION 12.VIOLATION OF POLICIES AND PROCEDURES.
Unless otherwise approved by at least a majority of Council Members or prohibited by law or due to circumstances beyond the City’s control, for example, a declared state of emergency, all Council Members are required to comply with these Policies and Procedures. Nothing in these Policies and Procedures shall invalidate a properly noticed and enacted action of the City Council in accordance with state law.
Violations of these Policies and Procedures may be subject to review under the City Council Accountability Policy contained in the Appendices of this Manual.
Item 8.2
APPENDIX A
City Council
Accountability Policy
Drafted May 27, 2025
PURPOSE
The Mountain House City Council adopts this policy for members of the City Council to assure public confidence in the integrity of local governance, to hold itself accountable to each other and the public, and to foster trust from the public.
This policy applies only to the City of Mountain House Mayor, Vice Mayor, and City Council Members serving on the Mountain House City Council (“Council”) for improper conduct that could result in admonition or censure.
Any disciplinary action taken by the Council under this policy shall be final action and is not subject to an appeal or reconsideration.
POLICY
It is the policy of the Council that all its members shall abide by federal and state law, City ordinances, and City policies, including the Council Policies and Procedures (hereinafter referred to as Law or Policy).
Violations of such Law or Policy tend to undermine the effectiveness of the Council as a whole and foster distrust from the public.
Depending on the circumstances of alleged violations of Law or Policy, the Council may initiate an investigation of the allegations prior to the filing of a request for any of the actions described in this policy.
An investigation is not required, but any Council Member may request and be granted an investigation of the alleged violation.
Nothing in this policy shall preclude individual Council Members from making public statements regarding such alleged conduct. While the Council has broad discretion in deciding certain actions it may choose to take in response to violations of Law or Policy, which would not require the Council to adopt policy, including but not limited to voting to remove a Council Member from a Commission, Committee or Board, or a vote of no confidence in a particular Council Member, this policy provides definitions and procedures related to two (2) types of actions: admonition and censure.
Item 8.2
The Council shall only admonish or censure a Council Member pursuant to this policy if a Council Member has violated the same Law or Policy more than two (2) times and the Council Member has been publicly warned about such violations by another Council Member or Council Members(s) and the Council Member that received the warning continues to violate the Law or Policy.
Admonition: An admonition may be informal or formal and is typically directed to a member or members of the Council. An admonition may be issued in response to a particular alleged action or actions in violation of a Law or Policy. An informal admonition may be issued by the Council prior to any findings regarding allegations, and because it is a warning or reminder, it would not require an investigation or separate hearings to determine whether the allegation is true. A formal admonition would follow a public hearing, as further described below. The Council recognizes the right to criticize is protected by the First Amendment, and may be done by an individual Council Member, or by a Council motion and vote. A Mayor may from time to time remind Council Members to comply with any Law or Policy to conduct an orderly meeting. Such reminders by the mayor are not an admonition.
Censure: Censure is an official reprimand or condemnation made by Council in response to specified conduct by one of its own members. Censure is disciplinary in nature and requires the formal adoption of a resolution setting forth the Council Member’s alleged violations of Law or Policy.
Although not required, censure could involve an investigation, and it must protect the due process rights of the Council Member being investigated. Censure carries no fine or suspension of the rights of the Council Member as an elected official, but a censure is a punitive action for a Council Member’s violations of Law or Policy.
PROCEDURE
Informal Admonition: An individual Council Member can make informal admonition at any Council meeting during the Public Presentations or Reports of Council Members portion of the meeting. The Council Member making the informal admonition must first ask the mayor to make the informal admonition and state on the record the basis for the informal admonition, including the previous two (2) or more times that the Council Member, who would be subject to informal admonition, had been warned. After doing so, the mayor must allow the Council Member to make informal admonition. If the Mayor would like to make an informal admonition, the mayor is also required to state on the record the basis for the informal admonition.
Formal Admonition or Censure Public Hearing: At a public City Council Meeting, three (3) Council Members may request a discussion of a formal censure and/or formal admonition action be placed on a future regular meeting Council agenda. At the future meeting that the discussion is heard, a vote by three (3) or more Council Members is required to agendize a formal public hearing.
The City Clerk shall provide formal notice of the hearing to the Council Member who is the subject of the action. The notice shall contain the specific allegations and/or charges on which the proposed action is based and the date and time that the matter will be heard. At the hearing, the Council Item 8.2
Members who requested the hearing shall have a cumulative total time of no more than 10 minutes to state the reason(s) they are requesting the formal admonition or censure, and the Council Member who is the subject of the action shall have up to 10 minutes to respond. Upon hearing the testimony, the Council may act, setting forth its findings and stating the terms of the disciplinary action.
Disciplinary Action: If, at the close of the hearing, a majority of the entire membership of the Council finds that the subject members’ conduct violates any Law or Policy, the Council may take one or more of the following measures:
(1) Formal Admonition. A Formal Admonition can be in the form of a motion and vote, or an adopted Resolution, and can take any or all the following forms:
(a) The admonition is directed to one or all members of the Council, reminding them that a particular type of behavior is in violation of law or City policy; and/or (b) Direction is given to the subject Council Member to correct the result of the behavior that violated Law or Policy; and/or
(c) A reprimand is directed to the subject member of the Council based on a particular action (or set of actions) that is determined to be in violation of Law or Policy but is considered by the Council to be not sufficiently serious to require formal censure. (2) Resolution of Censure. The Council may adopt a resolution of censure that clearly sets forth the facts supporting the allegations of misconduct giving rise to the censure. A resolution of censure requires a majority vote of the entire membership of the Council. A resolution of censure may include the imposition of certain actions against the Council Member such as removal from a committee or Board.
Item 8.2
Rosenberg’s Rules of Order
REVISED 2011
Simple Rules of Parliamentary Procedure for the 21st Century By Judge Dave Rosenberg
Appendix B
Item 8.2
ii
MISSION and CORE BELIEFS
To expand and protect local control for cities through education and advocacy to enhance the quality of life for all Californians.
VISION
To be recognized and respected as the leading advocate for the common interests of California’s cities.
About the League of California Cities
Established in 1898, the League of California Cities is a member organization that represents California’s incorporated cities.
The League strives to protect the local authority and automony of city government and help California’s cities effectively serve their residents. In addition to advocating on cities’ behalf at the state capitol, the League provides its members with professional development programs and information resources, conducts education conferences and research, and publishes Western City magazine.
© 2011 League of California Cities. All rights reserved.
About the Author
Dave Rosenberg is a Superior Court Judge in Yolo County. He has served as presiding judge of his court, and as presiding judge of the Superior Court Appellate Division. He also has served as chair of the Trial Court Presiding Judges Advisory Committee (the committee composed of all 58 California presiding judges) and as an advisory member of the California Judicial Council. Prior to his appointment to the bench, Rosenberg was member of the Yolo County Board of Supervisors, where he served two terms as chair. Rosenberg also served on the Davis City Council, including two terms as mayor. He has served on the senior staff of two governors, and worked for 19 years in private law practice. Rosenberg has served as a member and chair of numerous state, regional and local boards. Rosenberg chaired the California State Lottery Commission, the California Victim Compensation and Government Claims Board, the Yolo-Solano Air Quality Management District, the Yolo County Economic Development Commission, and the Yolo County Criminal Justice Cabinet. For many years, he has taught classes on parliamentary procedure and has served as parliamentarian for large and small bodies.
Appendix B
Item 8.2
1 Table of Contents
About the Author............................................................................................................ii Introduction....................................................................................................................2 Establishing a Quorum...................................................................................................2 The Role of the Chair......................................................................................................2 The Basic Format for an Agenda Item Discussion........................................................2 Motions in General.........................................................................................................3 The Three Basic Motions................................................................................................3 Multiple Motions Before the Body.................................................................................4 To Debate or Not to Debate............................................................................................4 Majority and Super-Majority Votes ...............................................................................5 Counting Votes................................................................................................................5 The Motion to Reconsider..............................................................................................6 Courtesy and Decorum ..................................................................................................7 Special Notes About Public Input..................................................................................7 Appendix B
Item 8.2
2 Establishing a Quorum
The starting point for a meeting is the establishment of a quorum.
A quorum is defined as the minimum number of members of the body who must be present at a meeting for business to be legally transacted. The default rule is that a quorum is one more than half the body. For example, in a five-member body a quorum is three.
When the body has three members present, it can legally transact business. If the body has less than a quorum of members present, it cannot legally transact business. And even if the body has a quorum to begin the meeting, the body can lose the quorum during the meeting when a member departs (or even when a member leaves the dais). When that occurs the body loses its ability to transact business until and unless a quorum is reestablished.
The default rule, identified above, however, gives way to a specific rule of the body that establishes a quorum. For example, the rules of a particular five-member body may indicate that a quorum is four members for that particular body. The body must follow the rules it has established for its quorum. In the absence of such a specific rule, the quorum is one more than half the members of the body.
The Role of the Chair
While all members of the body should know and understand the rules of parliamentary procedure, it is the chair of the body who is charged with applying the rules of conduct of the meeting. The chair should be well versed in those rules. For all intents and purposes, the chair makes the final ruling on the rules every time the chair states an action. In fact, all decisions by the chair are final unless overruled by the body itself.
Since the chair runs the conduct of the meeting, it is usual courtesy for the chair to play a less active role in the debate and discussion than other members of the body. This does not mean that the chair should not participate in the debate or discussion. To the contrary, as a member of the body, the chair has the full right to participate in the debate, discussion and decision-making of the body. What the chair should do, however, is strive to be the last to speak at the discussion and debate stage. The chair should not make or second a motion unless the chair is convinced that no other member of the body will do so at that point in time.
The Basic Format for an Agenda Item Discussion
Formal meetings normally have a written, often published agenda.
Informal meetings may have only an oral or understood agenda. In either case, the meeting is governed by the agenda and the agenda constitutes the body’s agreed-upon roadmap for the meeting. Each agenda item can be handled by the chair in the following basic format:
Introduction
The rules of procedure at meetings should be simple enough for most people to understand. Unfortunately, that has not always been the case. Virtually all clubs, associations, boards, councils and bodies follow a set of rules — Robert’s Rules of Order — which are embodied in a small, but complex, book. Virtually no one I know has actually read this book cover to cover. Worse yet, the book was written for another time and for another purpose. If one is chairing or running a parliament, then Robert’s Rules of Order is a dandy and quite useful handbook for procedure in that complex setting. On the other hand, if one is running a meeting of say, a five-member body with a few members of the public in attendance, a simplified version of the rules of parliamentary procedure is in order.
Hence, the birth of Rosenberg’s Rules of Order.
What follows is my version of the rules of parliamentary procedure, based on my decades of experience chairing meetings in state and local government. These rules have been simplified for the smaller bodies we chair or in which we participate, slimmed down for the 21st Century, yet retaining the basic tenets of order to which we have grown accustomed. Interestingly enough, Rosenberg’s Rules has found a welcoming audience. Hundreds of cities, counties, special districts, committees, boards, commissions, neighborhood associations and private corporations and companies have adopted Rosenberg’s Rules in lieu of Robert’s Rules because they have found them practical, logical, simple, easy to learn and user friendly.
This treatise on modern parliamentary procedure is built on a foundation supported by the following four pillars:
1. Rules should establish order. The first purpose of rules of parliamentary procedure is to establish a framework for the orderly conduct of meetings.
2. Rules should be clear. Simple rules lead to wider understanding and participation. Complex rules create two classes: those who understand and participate; and those who do not fully understand and do not fully participate.
3. Rules should be user friendly. That is, the rules must be simple enough that the public is invited into the body and feels that it has participated in the process.
4. Rules should enforce the will of the majority while protecting the rights of the minority. The ultimate purpose of rules of procedure is to encourage discussion and to facilitate decision making by the body. In a democracy, majority rules. The rules must enable the majority to express itself and fashion a result, while permitting the minority to also express itself, but not dominate, while fully participating in the process.
Appendix B
Item 8.2
3 Ninth, the chair takes a vote. Simply asking for the “ayes” and then asking for the “nays” normally does this. If members of the body do not vote, then they “abstain.” Unless the rules of the body provide otherwise (or unless a super majority is required as delineated later in these rules), then a simple majority (as defined in law or the rules of the body as delineated later in these rules) determines whether the motion passes or is defeated.
Tenth, the chair should announce the result of the vote and what action (if any) the body has taken. In announcing the result, the chair should indicate the names of the members of the body, if any, who voted in the minority on the motion. This announcement might take the following form: “The motion passes by a vote of 3-2, with Smith and Jones dissenting. We have passed the motion requiring a 10-day notice for all future meetings of this body.”
Motions in General
Motions are the vehicles for decision making by a body. It is usually best to have a motion before the body prior to commencing discussion of an agenda item. This helps the body focus.
Motions are made in a simple two-step process. First, the chair should recognize the member of the body. Second, the member of the body makes a motion by preceding the member’s desired approach with the words “I move … ”
A typical motion might be: “I move that we give a 10-day notice in the future for all our meetings.”
The chair usually initiates the motion in one of three ways:
1. Inviting the members of the body to make a motion, for example, “A motion at this time would be in order.”
2. Suggesting a motion to the members of the body, “A motion would be in order that we give a 10-day notice in the future for all our meetings.”
3. Making the motion. As noted, the chair has every right as a member of the body to make a motion, but should normally do so only if the chair wishes to make a motion on an item but is convinced that no other member of the body is willing to step forward to do so at a particular time.
The Three Basic Motions
There are three motions that are the most common and recur often at meetings:
The basic motion. The basic motion is the one that puts forward a decision for the body’s consideration. A basic motion might be: “I move that we create a five-member committee to plan and put on our annual fundraiser.”
First, the chair should clearly announce the agenda item number and should clearly state what the agenda item subject is. The chair should then announce the format (which follows) that will be followed in considering the agenda item.
Second, following that agenda format, the chair should invite the appropriate person or persons to report on the item, including any recommendation that they might have. The appropriate person or persons may be the chair, a member of the body, a staff person, or a committee chair charged with providing input on the agenda item.
Third, the chair should ask members of the body if they have any technical questions of clarification. At this point, members of the body may ask clarifying questions to the person or persons who reported on the item, and that person or persons should be given time to respond.
Fourth, the chair should invite public comments, or if appropriate at a formal meeting, should open the public meeting for public input.
If numerous members of the public indicate a desire to speak to the subject, the chair may limit the time of public speakers. At the conclusion of the public comments, the chair should announce that public input has concluded (or the public hearing, as the case may be, is closed).
Fifth, the chair should invite a motion. The chair should announce the name of the member of the body who makes the motion.
Sixth, the chair should determine if any member of the body wishes to second the motion. The chair should announce the name of the member of the body who seconds the motion. It is normally good practice for a motion to require a second before proceeding to ensure that it is not just one member of the body who is interested in a particular approach. However, a second is not an absolute requirement, and the chair can proceed with consideration and vote on a motion even when there is no second. This is a matter left to the discretion of the chair.
Seventh, if the motion is made and seconded, the chair should make sure everyone understands the motion.
This is done in one of three ways:
1. The chair can ask the maker of the motion to repeat it;
2. The chair can repeat the motion; or
3. The chair can ask the secretary or the clerk of the body to repeat the motion.
Eighth, the chair should now invite discussion of the motion by the body. If there is no desired discussion, or after the discussion has ended, the chair should announce that the body will vote on the motion. If there has been no discussion or very brief discussion, then the vote on the motion should proceed immediately and there is no need to repeat the motion. If there has been substantial discussion, then it is normally best to make sure everyone understands the motion by repeating it.
Appendix B
Item 8.2
4 First, the chair would deal with the third (the last) motion on the floor, the substitute motion. After discussion and debate, a vote would be taken first on the third motion. If the substitute motion passed, it would be a substitute for the basic motion and would eliminate it. The first motion would be moot, as would the second motion (which sought to amend the first motion), and the action on the agenda item would be completed on the passage by the body of the third motion (the substitute motion). No vote would be taken on the first or second motions.
Second, if the substitute motion failed, the chair would then deal with the second (now the last) motion on the floor, the motion to amend. The discussion and debate would focus strictly on the amendment (should the committee be five or 10 members). If the motion to amend passed, the chair would then move to consider the main motion (the first motion) as amended. If the motion to amend failed, the chair would then move to consider the main motion (the first motion) in its original format, not amended.
Third, the chair would now deal with the first motion that was placed on the floor. The original motion would either be in its original format (five-member committee), or if amended, would be in its amended format (10-member committee). The question on the floor for discussion and decision would be whether a committee should plan and put on the annual fundraiser.
To Debate or Not to Debate
The basic rule of motions is that they are subject to discussion and debate. Accordingly, basic motions, motions to amend, and substitute motions are all eligible, each in their turn, for full discussion before and by the body. The debate can continue as long as members of the body wish to discuss an item, subject to the decision of the chair that it is time to move on and take action.
There are exceptions to the general rule of free and open debate on motions. The exceptions all apply when there is a desire of the body to move on. The following motions are not debatable (that is, when the following motions are made and seconded, the chair must immediately call for a vote of the body without debate on the motion):
Motion to adjourn. This motion, if passed, requires the body to immediately adjourn to its next regularly scheduled meeting. It requires a simple majority vote.
Motion to recess. This motion, if passed, requires the body to immediately take a recess. Normally, the chair determines the length of the recess which may be a few minutes or an hour. It requires a simple majority vote.
Motion to fix the time to adjourn. This motion, if passed, requires the body to adjourn the meeting at the specific time set in the motion. For example, the motion might be: “I move we adjourn this meeting at midnight.” It requires a simple majority vote.
The motion to amend. If a member wants to change a basic motion that is before the body, they would move to amend it. A motion to amend might be: “I move that we amend the motion to have a 10-member committee.” A motion to amend takes the basic motion that is before the body and seeks to change it in some way.
The substitute motion. If a member wants to completely do away with the basic motion that is before the body, and put a new motion before the body, they would move a substitute motion. A substitute motion might be: “I move a substitute motion that we cancel the annual fundraiser this year.”
“Motions to amend” and “substitute motions” are often confused, but they are quite different, and their effect (if passed) is quite different.
A motion to amend seeks to retain the basic motion on the floor, but modify it in some way. A substitute motion seeks to throw out the basic motion on the floor, and substitute a new and different motion for it. The decision as to whether a motion is really a “motion to amend” or a “substitute motion” is left to the chair. So if a member makes what that member calls a “motion to amend,” but the chair determines that it is really a “substitute motion,” then the chair’s designation governs.
A “friendly amendment” is a practical parliamentary tool that is simple, informal, saves time and avoids bogging a meeting down with numerous formal motions. It works in the following way: In the discussion on a pending motion, it may appear that a change to the motion is desirable or may win support for the motion from some members. When that happens, a member who has the floor may simply say, “I want to suggest a friendly amendment to the motion.” The member suggests the friendly amendment, and if the maker and the person who seconded the motion pending on the floor accepts the friendly amendment, that now becomes the pending motion on the floor. If either the maker or the person who seconded rejects the proposed friendly amendment, then the proposer can formally move to amend.
Multiple Motions Before the Body
There can be up to three motions on the floor at the same time.
The chair can reject a fourth motion until the chair has dealt with the three that are on the floor and has resolved them. This rule has practical value. More than three motions on the floor at any given time is confusing and unwieldy for almost everyone, including the chair.
When there are two or three motions on the floor (after motions and seconds) at the same time, the vote should proceed first on the last motion that is made. For example, assume the first motion is a basic “motion to have a five-member committee to plan and put on our annual fundraiser.” During the discussion of this motion, a member might make a second motion to “amend the main motion to have a 10-member committee, not a five-member committee to plan and put on our annual fundraiser.” And perhaps, during that discussion, a member makes yet a third motion as a “substitute motion that we not have an annual fundraiser this year.” The proper procedure would be as follows:
Appendix B
Item 8.2
5 Motion to close nominations. When choosing officers of the body (such as the chair), nominations are in order either from a nominating committee or from the floor of the body. A motion to close nominations effectively cuts off the right of the minority to nominate officers and it requires a two-thirds vote to pass.
Motion to object to the consideration of a question. Normally, such a motion is unnecessary since the objectionable item can be tabled or defeated straight up. However, when members of a body do not even want an item on the agenda to be considered, then such a motion is in order. It is not debatable, and it requires a two-thirds vote to pass.
Motion to suspend the rules. This motion is debatable, but requires a two-thirds vote to pass. If the body has its own rules of order, conduct or procedure, this motion allows the body to suspend the rules for a particular purpose. For example, the body (a private club) might have a rule prohibiting the attendance at meetings by non-club members. A motion to suspend the rules would be in order to allow a non-club member to attend a meeting of the club on a particular date or on a particular agenda item.
Counting Votes
The matter of counting votes starts simple, but can become complicated.
Usually, it’s pretty easy to determine whether a particular motion passed or whether it was defeated. If a simple majority vote is needed to pass a motion, then one vote more than 50 percent of the body is required. For example, in a five-member body, if the vote is three in favor and two opposed, the motion passes. If it is two in favor and three opposed, the motion is defeated.
If a two-thirds majority vote is needed to pass a motion, then how many affirmative votes are required? The simple rule of thumb is to count the “no” votes and double that count to determine how many “yes” votes are needed to pass a particular motion. For example, in a seven-member body, if two members vote “no” then the “yes” vote of at least four members is required to achieve a two-thirds majority vote to pass the motion.
What about tie votes? In the event of a tie, the motion always fails since an affirmative vote is required to pass any motion. For example, in a five-member body, if the vote is two in favor and two opposed, with one member absent, the motion is defeated.
Vote counting starts to become complicated when members vote “abstain” or in the case of a written ballot, cast a blank (or unreadable) ballot. Do these votes count, and if so, how does one count them? The starting point is always to check the statutes.
In California, for example, for an action of a board of supervisors to be valid and binding, the action must be approved by a majority of the board. (California Government Code Section 25005.) Typically, this means three of the five members of the board must vote affirmatively in favor of the action. A vote of 2-1 would not be sufficient. A vote of 3-0 with two abstentions would be sufficient. In general law cities in Motion to table. This motion, if passed, requires discussion of the agenda item to be halted and the agenda item to be placed on “hold.” The motion can contain a specific time in which the item can come back to the body. “I move we table this item until our regular meeting in October.” Or the motion can contain no specific time for the return of the item, in which case a motion to take the item off the table and bring it back to the body will have to be taken at a future meeting. A motion to table an item (or to bring it back to the body) requires a simple majority vote.
Motion to limit debate. The most common form of this motion is to say, “I move the previous question” or “I move the question” or “I call the question” or sometimes someone simply shouts out “question.” As a practical matter, when a member calls out one of these phrases, the chair can expedite matters by treating it as a “request” rather than as a formal motion. The chair can simply inquire of the body, “any further discussion?” If no one wishes to have further discussion, then the chair can go right to the pending motion that is on the floor.
However, if even one person wishes to discuss the pending motion further, then at that point, the chair should treat the call for the “question” as a formal motion, and proceed to it.
When a member of the body makes such a motion (“I move the previous question”), the member is really saying: “I’ve had enough debate. Let’s get on with the vote.” When such a motion is made, the chair should ask for a second, stop debate, and vote on the motion to limit debate. The motion to limit debate requires a two-thirds vote of the body.
Note: A motion to limit debate could include a time limit. For example: “I move we limit debate on this agenda item to 15 minutes.” Even in this format, the motion to limit debate requires a twothirds vote of the body. A similar motion is a motion to object to consideration of an item. This motion is not debatable, and if passed, precludes the body from even considering an item on the agenda. It also requires a two-thirds vote.
Majority and Super Majority Votes
In a democracy, a simple majority vote determines a question. A tie vote means the motion fails. So in a seven-member body, a vote of 4-3 passes the motion. A vote of 3-3 with one abstention means the motion fails. If one member is absent and the vote is 3-3, the motion still fails.
All motions require a simple majority, but there are a few exceptions.
The exceptions come up when the body is taking an action which effectively cuts off the ability of a minority of the body to take an action or discuss an item. These extraordinary motions require a two-thirds majority (a super majority) to pass:
Motion to limit debate. Whether a member says, “I move the previous question,” or “I move the question,” or “I call the question,” or “I move to limit debate,” it all amounts to an attempt to cut off the ability of the minority to discuss an item, and it requires a two-thirds vote to pass.
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6 Now, exactly how does a member cast an “abstention” vote? Any time a member votes “abstain” or says, “I abstain,” that is an abstention. However, if a member votes “present” that is also treated as an abstention (the member is essentially saying, “Count me for purposes of a quorum, but my vote on the issue is abstain.”) In fact, any manifestation of intention not to vote either “yes” or “no” on the pending motion may be treated by the chair as an abstention. If written ballots are cast, a blank or unreadable ballot is counted as an abstention as well.
Can a member vote “absent” or “count me as absent?” Interesting question. The ruling on this is up to the chair. The better approach is for the chair to count this as if the member had left his/her chair and is actually “absent.” That, of course, affects the quorum. However, the chair may also treat this as a vote to abstain, particularly if the person does not actually leave the dais.
The Motion to Reconsider
There is a special and unique motion that requires a bit of explanation all by itself; the motion to reconsider. A tenet of parliamentary procedure is finality. After vigorous discussion, debate and a vote, there must be some closure to the issue. And so, after a vote is taken, the matter is deemed closed, subject only to reopening if a proper motion to consider is made and passed.
A motion to reconsider requires a majority vote to pass like other garden-variety motions, but there are two special rules that apply only to the motion to reconsider.
First, is the matter of timing. A motion to reconsider must be made at the meeting where the item was first voted upon. A motion to reconsider made at a later time is untimely. (The body, however, can always vote to suspend the rules and, by a two-thirds majority, allow a motion to reconsider to be made at another time.)
Second, a motion to reconsider may be made only by certain members of the body. Accordingly, a motion to reconsider may be made only by a member who voted in the majority on the original motion. If such a member has a change of heart, he or she may make the motion to reconsider (any other member of the body — including a member who voted in the minority on the original motion — may second the motion). If a member who voted in the minority seeks to make the motion to reconsider, it must be ruled out of order. The purpose of this rule is finality. If a member of minority could make a motion to reconsider, then the item could be brought back to the body again and again, which would defeat the purpose of finality.
If the motion to reconsider passes, then the original matter is back before the body, and a new original motion is in order. The matter may be discussed and debated as if it were on the floor for the first time.
California, as another example, resolutions or orders for the payment of money and all ordinances require a recorded vote of the total members of the city council. (California Government Code Section 36936.) Cities with charters may prescribe their own vote requirements. Local elected officials are always well-advised to consult with their local agency counsel on how state law may affect the vote count.
After consulting state statutes, step number two is to check the rules of the body. If the rules of the body say that you count votes of “those present” then you treat abstentions one way. However, if the rules of the body say that you count the votes of those “present and voting,” then you treat abstentions a different way. And if the rules of the body are silent on the subject, then the general rule of thumb (and default rule) is that you count all votes that are “present and voting.” Accordingly, under the “present and voting” system, you would NOT count abstention votes on the motion. Members who abstain are counted for purposes of determining quorum (they are “present”), but you treat the abstention votes on the motion as if they did not exist (they are not “voting”). On the other hand, if the rules of the body specifically say that you count votes of those “present” then you DO count abstention votes both in establishing the quorum and on the motion. In this event, the abstention votes act just like “no” votes.
How does this work in practice?
Here are a few examples.
Assume that a five-member city council is voting on a motion that requires a simple majority vote to pass, and assume further that the body has no specific rule on counting votes. Accordingly, the default rule kicks in and we count all votes of members that are “present and voting.” If the vote on the motion is 3-2, the motion passes. If the motion is 2-2 with one abstention, the motion fails.
Assume a five-member city council voting on a motion that requires a two-thirds majority vote to pass, and further assume that the body has no specific rule on counting votes. Again, the default rule applies.
If the vote is 3-2, the motion fails for lack of a two-thirds majority. If the vote is 4-1, the motion passes with a clear two-thirds majority. A vote of three “yes,” one “no” and one “abstain” also results in passage of the motion. Once again, the abstention is counted only for the purpose of determining quorum, but on the actual vote on the motion, it is as if the abstention vote never existed — so an effective 3-1 vote is clearly a two-thirds majority vote.
Now, change the scenario slightly. Assume the same five-member city council voting on a motion that requires a two-thirds majority vote to pass, but now assume that the body DOES have a specific rule requiring a two-thirds vote of members “present.” Under this specific rule, we must count the members present not only for quorum but also for the motion. In this scenario, any abstention has the same force and effect as if it were a “no” vote. Accordingly, if the votes were three “yes,” one “no” and one “abstain,” then the motion fails. The abstention in this case is treated like a “no” vote and effective vote of 3-2 is not enough to pass two-thirds majority muster.
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7 Appeal. If the chair makes a ruling that a member of the body disagrees with, that member may appeal the ruling of the chair. If the motion is seconded, and after debate, if it passes by a simple majority vote, then the ruling of the chair is deemed reversed.
Call for orders of the day. This is simply another way of saying, “return to the agenda.” If a member believes that the body has drifted from the agreed-upon agenda, such a call may be made. It does not require a vote, and when the chair discovers that the agenda has not been followed, the chair simply reminds the body to return to the agenda item properly before them. If the chair fails to do so, the chair’s determination may be appealed.
Withdraw a motion. During debate and discussion of a motion, the maker of the motion on the floor, at any time, may interrupt a speaker to withdraw his or her motion from the floor. The motion is immediately deemed withdrawn, although the chair may ask the person who seconded the motion if he or she wishes to make the motion, and any other member may make the motion if properly recognized.
Special Notes About Public Input
The rules outlined above will help make meetings very publicfriendly. But in addition, and particularly for the chair, it is wise to remember three special rules that apply to each agenda item:
Rule One: Tell the public what the body will be doing.
Rule Two: Keep the public informed while the body is doing it.
Rule Three: When the body has acted, tell the public what the body did.
Courtesy and Decorum
The rules of order are meant to create an atmosphere where the members of the body and the members of the public can attend to business efficiently, fairly and with full participation. At the same time, it is up to the chair and the members of the body to maintain common courtesy and decorum. Unless the setting is very informal, it is always best for only one person at a time to have the floor, and it is always best for every speaker to be first recognized by the chair before proceeding to speak.
The chair should always ensure that debate and discussion of an agenda item focuses on the item and the policy in question, not the personalities of the members of the body. Debate on policy is healthy, debate on personalities is not. The chair has the right to cut off discussion that is too personal, is too loud, or is too crude.
Debate and discussion should be focused, but free and open. In the interest of time, the chair may, however, limit the time allotted to speakers, including members of the body.
Can a member of the body interrupt the speaker? The general rule is “no.” There are, however, exceptions. A speaker may be interrupted for the following reasons:
Privilege. The proper interruption would be, “point of privilege.” The chair would then ask the interrupter to “state your point.” Appropriate points of privilege relate to anything that would interfere with the normal comfort of the meeting. For example, the room may be too hot or too cold, or a blowing fan might interfere with a person’s ability to hear.
Order. The proper interruption would be, “point of order.” Again, the chair would ask the interrupter to “state your point.” Appropriate points of order relate to anything that would not be considered appropriate conduct of the meeting. For example, if the chair moved on to a vote on a motion that permits debate without allowing that discussion or debate.
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Appendix B
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Social Media Policy
Draft: January 27, 2025
Applicable to: City Employees, City Council, City Officials and Administrators, Public Relations and Communications Staff, Law Enforcement and Other Contracted Employees.
Section 1: Purpose
The City of Mountain House (City) recognizes the ever-expanding role of social media as a vital communication tool in today’s digital age. Social media platforms allow the City to engage directly with residents, businesses, and stakeholders, sharing timely and relevant information about the City’s mission, current issues, activities, events, and services.
This policy establishes guidelines for the responsible use of official City social media accounts, ensuring consistency, professionalism, and adherence to applicable laws. It is designed to balance employee expression with the City’s operational needs and does not intend to infringe upon protected speech or expression.
Even though social media platforms like Facebook, Instagram, and LinkedIn are privately owned, for the purposes of this City policy, all official City social media accounts are considered to be an extension of the City’s communication network. Accordingly, activities on these platforms must comply with all applicable federal, state, and local laws, as well as relevant City and departmental policies, procedures, and standards.
As the landscape of social media evolves to include new platforms and technologies such as livestreaming, interactive content, and augmented reality, this policy applies to all forms of digital communication. This includes, but is not limited to, video, audio, text, and visual media shared through websites, blogs, social networking platforms, instant messaging, forums, wikis, and filesharing services.
This policy reflects the City’s commitment to embracing technological advancements while maintaining integrity and accountability in its digital communication practices.
Section 2: Definitions
For purposes of administering this policy, the following words and phrases are defined:
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2.a. Administrator: Person(s) responsible for establishing social media sites and setting the parameters in which the sites are operated. This function is to be designated by the City Manager.
2.b. Collaboration Tools: The set of Internet-based tools that may or may not incorporate elements of social media in its delivery process, such as GoogleDocs, Canva, and Microsoft Teams. Collaboration tools provide Publishers with a mechanism to manage Internet-based conversations among a small, defined, and invited audience for a specific purpose and for a specified timeframe.
2.c. Comment: User-submitted response to post(s) by a Publisher and/or Users.
2.d. Conversation: The thread of comments related to a topic posted by Publishers and/or Users on official City social media site(s). Due to the dynamic nature of social media, this conversation may expand to social media sites not maintained or controlled by the City.
2.e. Post(s): Information, text messages, pictures, videos, or any other form of content that a Publisher puts onto a site, including links to and re-posting of content that may also be viewable elsewhere on the Internet.
2.f. Publisher: Person(s) responsible for the day-to-day posting of content to a specific social media site and monitoring of content on that social media site. Publishers are persons designated by the Department Managers who have completed required training pursuant to this policy and approved by the City Manager.
2.g. Social Media: The set of Internet-based tools that include message boards, blogs, conversation pages, content communities, social networking, virtual games, and other forms of online discussion, such as Facebook©, YouTube©, Twitter©, Pinterest© and Instagram©. Because the number of social media sites available to the public continues to evolve, the absence of an explicit reference in this policy to a specific social media site does not limit the extent of the application of this policy.
2.h. User(s): Is/Are the individual(s) interacting with the social media site.
Section 3: General Guidelines
3.a. Primary Communication Platform
i. The City’s official website, mountainhouseca.gov, is the primary way we share information online. Social media will only be used as an additional or alternate communication tool.
ii. All City social media accounts should include links back to the official website for more detailed information, forms, and online services.
3.b. Account Creation and Approval
i. New social media accounts must be approved by the City Manager or their designee. All accounts must display the City’s official name, seal, or logo. ii. Every City social media account must state that it is managed by the City and follows this policy.
3.c. Content Management
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i. Content posted on City social media accounts must be reviewed and approved by the City Manager’s Office or an authorized department designee. ii. The City Manager’s Office will monitor content and may edit or remove posts to ensure they align with this policy and support the City’s goals. iii. Social media must work alongside other communication tools to ensure consistency across all City messaging.
3.d. After-Hours Posting
i. If staff are directed to post on social media outside of normal working hours, it must follow the overtime rules outlined in the City’s Memorandum of Understanding.
3.e. Crisis Communication
i. In emergencies, the City Manager’s Office or designated personnel will oversee all social media communication.
ii. Posts will focus on providing timely, accurate information to ensure public safety.
iii. Only verified information will be shared to avoid spreading misinformation. iv. Departments should coordinate with emergency management teams to align messaging.
3.f. Employee Training
i. Employees authorized to manage City social media accounts must complete mandatory training on this policy, platform best practices, and content accessibility.
ii. Refresher training should be conducted annually to stay updated on evolving technologies and regulations.
Section 4: Content Guidelines
4.a. Content Ownership and Permissions
i. The City must have full permission or legal rights to any content it posts, including photographs and videos.
ii. Departments are responsible for maintaining records that demonstrate these permissions.
4.b. Permitted Entities and Organizations
City social media posts should focus on the following types of entities and organizations:
i. Information directly related to City operations, events, and programs. ii. Chambers of commerce or visitor bureaus.
iii. Other governmental agencies.
iv. Museums, libraries, historical organizations, or similar cultural entities. v. Public and private educational institutions within applicable regional boundaries.
vi. Organizations focused on tourism promotion within the City. vii. Public utilities (e.g., PG&E, Comcast, Verizon).
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viii. Entities with formal, contractual relationships with the City, such as program partners or vendors.
ix. Non-profit organizations holding valid 501(c)3 status.
4.c. Employee Responsibilities for Posting
i. Employees authorized to post must review and comply with the platform’s terms and conditions.
ii. Employees may not express personal views or concerns on City accounts. All posts must reflect the City’s official positions.
iii. Posts must include only publicly available information and must not disclose confidential content as defined by City, state, or federal law. iv. Posts may not include personal information, except for the names of employees whose roles require public contact.
4.d. Prohibited Content: Posts on City social media accounts must NOT include:
i. Comments unrelated to the original post or discussion. ii. Support for or opposition to political campaigns, candidates, or ballot measures.
iii. Profane, discriminatory, or offensive language or content. iv. Content promoting discrimination based on protected categories (e.g., race, gender, disability).
v. Sexual content or links to sexual content.
vi. Solicitations or advertisements for commercial products or services. vii. Encouragement of illegal activity.
viii. Information that could compromise public safety or the security of public systems.
ix. Content infringing on legal ownership rights of others.
4.e. Public Access and Record Retention
i. All City social media guidelines must be displayed or linked prominently on social media accounts.
ii. Any prohibited content removed must be logged, including the time, date, and poster's identity (when available).
4.f. City Rights and Policy Compliance
i. The City Manager’s Office reserves the right to add, remove, or adjust social media content and features as needed.
ii. Employee access to social media sites must comply with all applicable City policies for internet and email use unless otherwise stated.
4.g. Accessibility Standards
All posts should comply with accessibility guidelines, including:
i. Adding alt text for images.
ii. Providing captions for video content.
iii. Using plain language to ensure readability.
iv. Social media content must meet ADA compliance requirements to ensure it is accessible to all members of the community.
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4.h. Cybersecurity and Account Protection
i. All City social media accounts must use strong, unique passwords that are updated regularly.
ii. Two-factor authentication must be enabled on all platforms where available. iii. Access to accounts will be immediately revoked upon employee departure or role change.
iv. Administrators must report any security breaches to the City Manager’s Office immediately.
Section 5: Employee Use of Personal Social Media
The following outlines the City’s social media policy regarding the personal use of social media by City employees. This policy does not waive or limit the City’s right to regulate off-duty speech when authorized under California and/or U.S. law, including constitutional, statutory, and judicial decisions. Personal use of social media does not include off-duty statements made as part of an employee’s regular job duties.
5.a. Employees must not post false information or rumors about the City, co-workers, clients, or anyone working on behalf of the City.
5.b. Respect Privacy and Rights
Do not disclose personal information that violates the rights of others, including:
i. Addresses or phone numbers.
ii. Medical or financial information.
iii. Any other confidential or protected information.
5.c. Use Disclaimers When Discussing City-Related Topics If you blog or post about work-related topics or subjects associated with the City, make it clear you are not speaking on behalf of the City. A recommended disclaimer is: “The postings on this site are my own and do not reflect the views of the City of Mountain House.”
5.d. Avoid Conflict of Interest
Employees should not use personal social media accounts to:
i. Solicit support for personal business ventures while identifying themselves as a City employee.
ii. Engage in activities that create a real or perceived conflict of interest with their role at the City.
5.e. Maintain Professionalism Online
Even when off-duty, employees should avoid:
i. Posting content that could harm the City’s reputation, including derogatory comments about City policies, decisions, or leadership. ii. Engaging in online arguments or hostile interactions that may reflect poorly on the City.
5.f. Be Mindful of Security Risks
Do not share sensitive City-related information, such as:
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i. Internal schedules or plans.
ii. Unreleased projects or documents.
iii. Photos of restricted areas, materials, or meetings.
5.g. Respect Co-Workers
Avoid posting about colleagues in a way that could be construed as:
i. Harassing or bullying.
ii. Breaching their privacy.
iii. Damaging to their professional reputation.
5.h. Tagging the City or Affiliating Posts
Employees should avoid tagging the City in posts that are not directly related to their work or that could mislead others into believing the City endorses their personal content.
5.i. Reporting Concerns
Employees who encounter online content that misrepresents the City, violates policy, or includes inappropriate use of the City’s name, logo, or information should report it to their supervisor or the Communications Office immediately.
Section 6: Compliance and Enforcement
The official City of Mountain House social media accounts are designed to inform the public about City news, activities, programs, projects, and events. These platforms serve as communication tools between the City and the public. Comments on these accounts will be monitored during regular City business hours only.
6.a. Prohibited Content – Reference to 4.d
6.b. Disclaimer
i. Comments posted by the public reflect the views of the individual poster and do not imply endorsement or agreement by the City.
ii. Public comments do not necessarily reflect the policies or opinions of the City. iii. The City does not guarantee the authenticity, accuracy, appropriateness, or security of external links, websites, or content linked by the public.
6.c. Public Records and Liability
i. All content posted to City social media accounts is subject to public disclosure under applicable laws.
ii. While the City will make every effort to remove inappropriate content promptly, it is not obligated to do so and disclaims responsibility for any materials it cannot remove in a timely manner.
6.d. Data Privacy
i. Any user data collected through social media interactions must comply with applicable privacy laws and regulations.
ii. Collected data should only be used for City operations and not shared with third parties without consent.
iii. All data must be stored securely and accessed only by authorized personnel.
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Section 7: Guidelines for the Use of Social Media by City Council Members
7.a. Council members that comment on the City’s social media sites and/or on private non-city social media sites in their personal and/or official capacity are bound by the provisions of the City of Mountain House City’s Social Media Policy and to each and every policy applicable to City employees, stated herein.
7.b. While Council members may maintain and use personal web pages and websites, blogs, and social networking sites, their status as elected/appointed officials requires that the content of any postings on those sites not be in violation of existing City policies, directives, rules, or regulations.
7.c. Council members who choose to have a social media page or profile that identifies their office, must include the verbiage “Content on this site does not represent any official position of the City of Mountain House, only that of, (NAME) in (HIS/HER) personal capacity.”
7.d. Council members should not use their City email address or password in conjunction with a personal or professional social media profile or page.
7.e. Council members should not use the City logo or seal or any variation of the City logo or seal, representing the City, or representing that they speak on behalf of the City within their official or personal social media account(s) or site(s).
7.f. Council members should be cautious in using official City-provided head shot photographs on personal social media sites. Council members choosing to use official City-provided head shots on personal social media sites should tailor communications on those sites accordingly.
7.g. Should a Council member comment on a third-party’s social media page in their capacity as an official, they should state that their comment is their personal opinion and not the opinion of the City of Mountain House unless it reflects the official position of the City.
7.h. Best practice is to not use personal or professional social media profiles or pages to discuss, deliberate, or express opinions on any issue within the subject matter jurisdiction of the City Council, as such responses may create a “meeting” in violation of the Brown Act or result in disqualification based on prejudgment of issued to be determined by due process. If the Council member chooses to use personal or professional social media profiles or pages to discuss City business they should exercise extreme caution, follow the guidelines and policies contained herein, and contact the City Attorney if questions arise .
7.i. If a Council member conducts any City business or communication as an elected official from a personal account, the City-related communications may be considered a public record subject to the California Public Records Act. When presented with a Public Records Act request, the official must produce responsive public records maintained on the official’s personal servers and devices; and/or, after a reasonable search, affirm that the official is not in possession of any such responsive public records on personal devices or personal servers.
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7.j. The City’s image as a professional organization is critical to maintaining the respect of its constituents. Although the City recognizes that Council members may choose to express themselves by posting personal information upon social media platforms or by making comments on sites hosted by other persons, groups, or organizations, this right of expression should not interfere with the operation of the City. That is, although the City acknowledges its officials have the First Amendment right to free speech, the right is not absolute when involving matters of official City business, issues, or concerns .
7.k. Council members should exercise caution with respect to comments they post, particularly those concerning the City and the business of the City.
7.l. All Council members are expected and required to conduct themselves in a manner consistent with the City’s policies and standards of conduct.
7.m. Council members must not reveal any confidential or privileged information about the City, its constituents, or its contractors. Officials must be particularly careful to protect against the inadvertent disclosure of confidential information.
7.n. Council members should be honest and accurate when posting information or news, and should quickly correct any mistakes, misstatements and/or factual errors in content upon discovery. Council members should not post or share information known to be false or unconfirmed rumors about the City, its employees, constituents, officials, suppliers, vendors, contractors, or any other entities or individuals.
7.o. Council members should never represent themselves as a spokesperson for the City Administration, any City department, the City Council, or a City board or committee, unless the official has been designated to serve as a spokesperson.
7.p. Because the posting of content, including simply “liking” or reacting to a post from another official, regarding City-related matters by a public official could inadvertently result in the violation of the Open Meetings Law, Council members should contact the City Attorney’s Office for guidance before posting about meetings, conferences, sub-committee meetings, or the work of the Council.
7.q. Council members should not use social media to engage in any activity or conduct that violates federal, state, or local law (e.g., to circumvent election or campaign requirements.)
7.r. Council members are prohibited from using social media to engage in any activity that constitutes a conflict of interest.
7.s. Council members must be mindful that members of the public who may appear before the Council come from all walks of life. Public comments, in any forum, that contain racial slurs, express bigotry toward a group based on race, religion, national origin, sexual orientation, gender, gender identity or any other legally protected classification may be considered conduct unbecoming.
7.t. Council members are strongly encouraged to consider the potential impact of social media statements prior to posting. The City strives to be professional in its operations and processes. Posts that express favoritism and/or bias for or against Appendix C
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any individual or group of individuals (e.g., based upon race, gender, national origin, sexual orientation, political affiliation, etc.), reflect poorly on the public official, as well as the City and its residents. Further, comments suggesting such treatment can expose the City to liability and legal costs.
Section 8: Exception
City employees are authorized to use social media for investigative or covert purposes—such as law enforcement activities—are exempt from the guidelines in this policy. Instead, these activities are governed by the applicable internal department or division policies specific to such investigative or covert efforts.
Failure to comply with this policy may result in disciplinary action in accordance with the City’s established Rules and Regulations, Policies, and Procedures. The severity of the disciplinary action will be determined based on the nature of the violation and may include, but is not limited to, termination of employment.
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Communications Plan
Drafted February 4, 2025
Introduction
Effective communication is the foundation of a transparent and well-functioning local government. As the City of Mountain House continues to ensure that residents, businesses, and stakeholders receive accurate and timely information is essential. Clear and consistent messaging fosters trust, encourages civic engagement, and enhances the City’s ability to respond effectively to both routine and crisis situations.
This Communications Plan establishes a structured approach to public outreach, media relations, internal messaging, and crisis response. It provides guidelines and protocols to ensure that all City communications are professional, accessible, and aligned with the needs of the community. By implementing this plan, Mountain House will strengthen transparency, empower residents through meaningful engagement, and enhance its reputation as a responsive and accountable local government.
In addition to providing a framework for everyday communications, this plan outlines strategies for managing high-profile issues and emergencies. Effective communication is critical to maintaining public confidence, particularly in situations where misinformation can spread quickly. This plan will ensure that the city delivers timely and factual updates, maintains open lines of communication, and reassures the public during uncertain times.
A well-coordinated communication strategy also benefits internal operations. When staff across departments are aligned in messaging and response protocols, the City is better positioned to address public inquiries, clarify policies, and engage with the community in a meaningful way. By following the principles outlined in this plan, Mountain House will foster a culture of transparency, professionalism, and public trust.
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Contents
Introduction ........................................................................................................................................................................1 Research Steps...................................................................................................................................................................4 Situation Analysis...............................................................................................................................................................4 Strengths.........................................................................................................................................................................4 Weaknesses....................................................................................................................................................................5 Opportunities.................................................................................................................................................................5 Threats.............................................................................................................................................................................5 Goals and Objectives.........................................................................................................................................................5 Communication Goals..................................................................................................................................................5 Communications Objectives.......................................................................................................................................8 Target Audiences............................................................................................................................................................ 11 Primary Audiences..................................................................................................................................................... 11 Secondary Audiences................................................................................................................................................ 11 Adapting Communication for Different Audiences............................................................................................ 12 Key Messages................................................................................................................................................................... 14 Transparency and Accountability ........................................................................................................................... 14 Public Safety and Emergency Preparedness........................................................................................................ 14 Encouraging Informed Community Engagement....................................................................................... 15 Addressing Misinformation and Promoting Accurate Information...................................................... 15 Growth, Development, and Community Progress ...................................................................................... 15 Excellence in Service and Responsiveness ..................................................................................................... 16 How to Use These Key Messages...................................................................................................................... 16 Communications Strategies.......................................................................................................................................... 16 Proactive Communication: Getting Ahead of the Conversation..................................................................... 17 Responsive Communication: Listening and Engaging in Real Time................................................................ 17 Appendix D
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Multi-Channel Communication: Meeting Residents Where They Are .......................................................... 17 Media Relations: Strengthening the City’s Public Presence............................................................................. 18 Social Media Governance: Using Digital Platforms Responsibly..................................................................... 18 Crisis Communication: Responding to Clarity and Confidence ....................................................................... 18 Internal Communication: Keeping Staff Informed and Aligned ...................................................................... 19 Transparency and Open Government: Keeping Residents Informed ............................................................ 19 Engaging with Emerging Media Voices................................................................................................................. 19 Bringing It All Together............................................................................................................................................. 20 Recommended Tactics................................................................................................................................................... 20 Strengthening Direct Communication with Residents...................................................................................... 20 Expanding Social Media and Digital Engagement............................................................................................... 21 Enhancing Media Relations...................................................................................................................................... 21 Strengthening Crisis Communication and Emergency Response.................................................................... 21 Increasing Public Engagement Opportunities..................................................................................................... 22 Improving Internal Communication and Staff Training..................................................................................... 22 Enhancing Website Usability and Transparency................................................................................................. 22 Engaging with Emerging Media Voices................................................................................................................. 22 Executing the Plan...................................................................................................................................................... 23 Performance Evaluation................................................................................................................................................ 23 Tracking Key Performance Indicators (KPIs) ........................................................................................................ 23 Evaluating Public Trust & Perception .................................................................................................................... 24 Adjusting Strategies Based on Data & Feedback ................................................................................................ 24 Public Reporting on Communications Effectiveness.......................................................................................... 24 Communication is a Two-Way Street.................................................................................................................... 25 Conclusion & Next Steps............................................................................................................................................... 25 Final Commitment ..................................................................................................................................................... 25 Appendix D
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Research Steps
Developing an effective communications plan required a detailed assessment of the City’s existing outreach efforts, public engagement trends, and internal messaging processes. The research process focused on identifying strengths, weaknesses, and opportunities to improve how the City of Mountain House communicates with residents, businesses, and stakeholders.
Key research steps included:
• Review of Past Communication Efforts – Analyzed previous press releases, website updates, social media activity, and newsletters to evaluate the effectiveness of past outreach efforts. • Public Engagement Analysis – Examined metrics such as social media interactions, website traffic, newsletter open rates, and public meeting attendance to determine how residents receive and engage with City information.
• Stakeholder Input – Gathered feedback from City staff, elected officials, and community leaders to identify internal communication challenges and areas for improvement. • Comparison with Best Practices – Researched successful communication strategies used by other municipalities to incorporate proven methods that enhance public trust and engagement. • Crisis Communication Review – Evaluated how past high-profile issues were handled to develop clearer protocols for responding to misinformation and public concerns.
By conducting this research, the city gained a comprehensive understanding of what works, where gaps exist, and how to create a more structured and responsive approach to communication. These findings shaped the strategies outlined in this plan, ensuring that Mountain House remains proactive, transparent, and effective in engaging with the community.
Situation Analysis
A comprehensive situation analysis was conducted to assess the City of Mountain House’s current communication landscape, identifying key strengths, weaknesses, opportunities, and threats. This evaluation provided a clear picture of how the city engages with the public, where improvements are needed, and what external factors may impact communication efforts.
Strengths
The City of Mountain House has a strong foundation for effective communication. A dedicated Communications Officer ensures consistency in messaging across platforms. The city maintains an official website and active social media presence, providing multiple channels for information dissemination.
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Residents demonstrate a high level of interest in local government updates, and public engagement through social media and newsletters continues to grow. Additionally, the City has established relationships with regional media outlets, allowing for broader coverage of key initiatives and events.
Weaknesses
While communication efforts are in place, inconsistencies exist across departments. Messaging is not always uniform, leading to confusion or delays in public responses. The absence of a formal crisis communication framework leaves the City vulnerable to misinformation and reactive messaging during high-profile incidents. Staff training on public engagement and media response is limited, creating challenges in maintaining professionalism and message alignment. Additionally, while social media is a valuable tool, it requires stronger governance policies to ensure responsible and effective use.
Opportunities
Expanding digital outreach through interactive content, live-streamed events, and multimedia updates presents a significant opportunity to engage more residents. Strengthening policies for social media management and staff training will enhance professionalism and accountability. Increased collaboration with community organizations and businesses can help amplify City messages and create more inclusive engagement efforts. Additionally, implementing structured feedback mechanisms will allow the city to better understand resident concerns and preferences, shaping more targeted communication strategies.
Threats
External factors, such as the rapid spread of misinformation on digital platforms, pose a challenge to maintaining accurate and credible messaging. Public skepticism regarding government transparency can impact trust in official communications. Political and social issues at the regional or national level may influence public sentiment, requiring careful messaging strategies. Additionally, crisis situations, such as natural disasters or public safety incidents, demand immediate and well-coordinated communication, emphasizing the need for a structured crisis response plan.
This situation analysis highlights the need for a proactive, strategic, and adaptable communication plan.
By addressing existing challenges and leveraging opportunities, the City of Mountain House can strengthen its public outreach efforts, enhance transparency, and foster greater community trust.
Goals and Objectives
Communication Goals
The City of Mountain House has identified key goals to guide its communication efforts. These goals serve as the foundation for ensuring that public messaging is clear, consistent, and responsive to the needs of the community.
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Goal 1: Establish Clear and Consistent Communication Practices Consistency in communication ensures that residents, businesses, and stakeholders receive accurate and reliable information, regardless of the platform or department handling the message. Without uniformity, messaging can become fragmented, leading to confusion and misinformation. To achieve this, the city will:
• Develop Citywide communication guidelines outlining language, tone, and branding to ensure all public messaging aligns with official policies.
• Implement internal approval processes to standardize press releases, social media posts, and public statements before publication.
• Conduct quarterly reviews of communication materials to ensure accuracy and relevance. • Align website content, printed materials, and social media messaging to maintain consistency in branding and key messages.
• Establish regular department meetings to coordinate the messaging and ensure information flows seamlessly between teams.
By adopting these structured practices, the city will enhance clarity in its communications, reinforcing credibility and strengthening public trust.
Goal 2: Strengthen Public Engagement and Accessibility
Building strong relationships with the community requires open dialogue and inclusive communication strategies. Ensuring that all residents have opportunities to engage with the city fosters trust and participation in local government. To strengthen engagement and accessibility, the city will:
• Establish quarterly town hall meetings where residents can voice concerns and receive real-time responses from City officials.
• Develop a community feedback portal on the city website to allow residents to submit questions, ideas, and concerns directly to the appropriate departments. • Increase social media engagement by using interactive features such as live Q&A sessions, polls, and behind-the-scenes content about City projects.
• Expand outreach to underrepresented communities by offering multilingual materials and targeted engagement efforts that address the unique needs of diverse populations. • Ensure that public meetings accommodate different accessibility needs.
Through these initiatives, the city will create a more inclusive and participatory government, ensuring that every resident has a voice in shaping the future of Mountain House.
Goal 3: Develop a Structured Crisis Communications Framework During emergencies or high-profile situations, the city must be prepared to deliver timely, clear, and coordinated responses. A structured crisis communications framework will ensure that information is distributed accurately, mitigating panic, misinformation, and reputational risks. To enhance crisis communication, the city will:
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• Establish a Crisis Communications Team (CCT) composed of the Communications Officer, City leadership, and department heads.
o Develop a three-tiered escalation protocol to categorize and prioritize response efforts based on the severity of the crisis.
o Create a library of pre-approved emergency messaging templates for public safety alerts, misinformation correction, and incident response.
• Implement real-time media monitoring tools to track emerging issues, allowing for rapid response to public concerns.
• Provide staff training on crisis response, media engagement, and public information protocols to ensure City representatives are prepared to handle emergency communications effectively.
With these measures in place, the city will be better equipped to manage crises in a way that maintains public confidence and ensures the rapid distribution of factual, reliable information.
Goal 4: Enhance Social Media Governance and Digital Communication As digital platforms continue to shape public discourse, the City must manage its online presence in a way that aligns with municipal policies and fosters constructive engagement with residents. Social media serves as a direct channel for information-sharing, community updates, and emergency communication.
However, without proper governance, it can present risks such as misinformation, inconsistent messaging, and reputational concerns. To ensure professional and responsible social media use, the city has developed a comprehensive Social Media Policy, which will guide all official digital communication efforts.
The City’s Social Media Policy, set to take effect on [Insert Effective Date], establishes clear rules and procedures for managing City-affiliated accounts. This policy outlines best practices, staff responsibilities, content moderation guidelines, and response protocols for public engagement. All City social media efforts will be conducted in accordance with this policy to maintain a professional, consistent, and transparent online presence. To further strengthen digital communication, the city will:
• Require training for all employees managing official social media accounts to ensure they understand and adhere to the Social Media Policy and best practices. • Implement a social media response protocol, as outlined in the policy, to guide how staff address public inquiries, correct misinformation, and manage online discussions. • Standardize posting schedules and content planning to ensure timely and relevant updates across all digital platforms.
• Utilize analytics tools to track engagement, assess public sentiment, and refine digital strategies based on measurable outcomes.
By implementing the procedures set forth in the Social Media Policy, the City will ensure that social media remains a valuable tool for communication while safeguarding against risks associated with online engagement. Adhering to these structured guidelines will help strengthen public trust, promote transparency, and enhance the City’s ability to provide timely and accurate information to residents.
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Goal 5: Improve Internal Communication and Staff Training Clear internal communication is the foundation of an efficient municipal government. When staff members across departments are aligned in their messaging and response strategies, the city can provide more seamless and accurate communication to the public. Equipping employees with proper training also ensures they can handle public inquiries and media relations with confidence and professionalism. To enhance internal communication and training, the city will:
• Develop an internal communications platform to streamline updates, announcements, and important messaging within City staff.
• Provide mandatory media training for department heads and frontline employees to ensure they are prepared for interviews, public statements, and public inquiries. • Create an internal escalation process so staff can efficiently route public concerns to the appropriate officials for accurate responses.
• Develop a staff handbook outlining communication protocols, including email etiquette, customer service standards, and crisis response procedures.
• Through these initiatives, the city will foster a well-coordinated workforce that is prepared to engage effectively with the public and media, enhancing overall government transparency and efficiency.
By implementing these goals, the city will create a strategic and proactive approach to communication that enhances transparency, strengthens public trust, and supports the City’s growth and development.
Communications Objectives
Objective 1: Implement Standardized Response Timelines
Timely and consistent responses to public inquiries help build trust and credibility. Establishing clear response timelines will ensure that all departments follow a structured approach when addressing resident concerns, media requests, and social media interactions. To meet this objective, the city will:
• Establish response time standards for emails, phone calls, social media inquiries, and public records requests to ensure timely communication.
• Implement a centralized tracking system for incoming questions and concerns, allowing for accountability and performance monitoring.
• Conduct quarterly audits to assess response efficiency and identify areas for improvement.
By ensuring timely responses, the city will reinforce its commitment to accessibility and responsiveness in serving the community.
Objective 2: Develop a Library of Pre-Approved Messaging Templates Standardized messaging helps maintain consistency across all communication platforms and ensures that City representatives convey accurate and professional responses. Having pre-approved templates will Appendix D
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allow the City to respond quickly to common inquiries, policy questions, and crisis situations. To meet this objective, the city will:
• Develop pre-written responses for frequently asked questions regarding City policies, services, and programs.
• Create emergency communication templates for crisis situations, including public safety incidents, severe weather events, and misinformation correction. • Work with department heads and legal counsel to ensure that all messaging aligns with City policies and regulatory requirements.
These templates will streamline communication efforts and ensure that the city delivers clear, accurate, and timely information.
Objective 3: Increase in Public Engagement Opportunities Community engagement is a cornerstone of transparent governance. Expanding opportunities for public participation will allow residents to provide input, stay informed, and feel connected to City decisionmaking processes. To meet this objective, the city will:
• Host monthly town hall meetings and/or public forums where residents can ask questions and provide feedback.
• Launch virtual engagement initiatives, including live Q&A sessions, surveys, and online community discussions.
• Enhance interactive social media content, such as polls and live-streamed events, to encourage real-time engagement with residents.
By increasing opportunities for public interaction, the City will foster stronger relationships with the community and ensure that residents have a voice in shaping City policies.
Objective 4: Ensure Accessibility and Inclusion
City communications must be accessible to all residents, regardless of language, ability, or digital literacy.
Ensuring that all communication platforms and materials are designed with accessibility in mind will make information available to the broadest possible audience. To meet this objective, the city will:
• Implement ADA compliance standards for all digital and printed materials, ensuring that website content, newsletters, and public notices are accessible to individuals with disabilities. • Provide translated materials and multilingual resources to serve the City’s diverse population more effectively.
• Offer closed captioning and transcripts for video content to accommodate hearing-impaired individuals.
• Develop plain-language summaries of complex policies to improve readability for all residents.
By prioritizing accessibility, the city will ensure that every resident has equal access to important information and resources.
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Objective 5: Strengthen Internal Communication Processes Effective internal communication is essential for maintaining consistent messaging across departments.
Strengthening coordination between teams will ensure that all City representatives are aligned in their responses to public inquiries and media requests. To meet this objective, the city will:
• Develop an internal communications portal where staff can access messaging guidelines, media policies, and crisis response protocols.
• Provide cross-departmental training on public communication best practices, ensuring that employees handling resident inquiries and media interactions are well-prepared. • Implement a rapid internal notification system for urgent City updates that require coordinated messaging.
By improving internal communication, the city will enhance efficiency, ensure consistency in messaging, and reduce the risk of conflicting information.
Objective 6: Establish a System for Tracking Engagement Metrics Monitoring engagement levels will allow the city to assess the effectiveness of its communication efforts and make data-driven improvements. Regularly tracking key performance indicators (KPIs) will ensure that communication strategies remain relevant and impactful. To meet this objective, the city will:
• Utilize social media analytics tools to measure engagement rates, audience demographics, and trending topics.
• Track website traffic and email open rates to determine which communication channels are most effective.
• Conduct resident satisfaction surveys to gather feedback on the clarity and accessibility of City communications.
By analyzing engagement data, the city can continuously refine its communication approach to better meet the needs of the community.
Objective 7: Enhance Transparency in Decision-Making
Providing residents with clear, accessible updates on City projects and policies is essential for maintaining trust in local government. Enhancing transparency will ensure that residents are well-informed and able to participate in meaningful ways. To meet this objective, the City will:
• Publish regular updates on key projects, policy changes, and City Council decisions through the website, social media, and newsletters.
• Provide plain-language summaries of complex policy decisions to improve understanding among residents.
• Encourage public participation in City planning efforts by offering clear timelines and opportunities for input on upcoming initiatives.
By prioritizing transparency, the city will reinforce public confidence and ensure that residents remain engaged in local governance.
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By implementing these objectives, the City of Mountain House will create a well-structured and measurable approach to communication. These strategies will ensure that residents receive timely, accurate, and accessible information while fostering a stronger connection between the City and its community.
Target Audiences
Effective communication starts with understanding who we are speaking to. The City of Mountain House serves a diverse community with different needs, preferences, and expectations. A strong communication strategy ensures that each audience receives relevant, timely, and accessible information in a way that resonates with them.
Primary Audiences
These are the groups that directly interact with City services and policies. They require clear, consistent, and accessible information to stay informed, engaged, and connected with local government. • Residents – The heart of Mountain House. They rely on the city for updates on public safety, community events, roadwork, development projects, and essential services. Residents range from long-time homeowners to new families and renters, each with unique concerns and priorities. The city must ensure that communication reaches all demographic groups, including seniors, working professionals, and youth.
• Local Businesses and Investors – Business owners and developers need information on economic development, zoning regulations, licensing requirements, and opportunities to engage with City initiatives. Providing clear updates on business resources, incentives, and policy changes will help support economic growth and investment in Mountain House. • Community Organizations and Advocacy Groups – Nonprofits, faith-based organizations, and local advocacy groups play a key role in shaping community initiatives. The city should actively engage these groups to share important updates, collaborate on outreach efforts, and support community-driven projects.
• Media Outlets – Local news stations, newspapers, and online publications are vital for amplifying City announcements, policies, and events. Maintaining strong relationships with the press ensures accurate reporting and wider reach for important information.
Secondary Audiences
These groups may not interact with City services daily but still have an interest in Mountain House’s growth, policies, and long-term planning. Engaging them ensures that Mountain House’s reputation, resources, and initiatives extend beyond city limits.
• Regional and State Government Agencies – The City collaborates with county, state, and federal agencies on infrastructure projects, funding opportunities, and policy alignment. Maintaining professional, data-driven communication with government partners ensures strong interagency relationships.
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• Educational Institutions – Schools, libraries, and educational organizations are key partners in community engagement. Keeping them informed about City initiatives allows for collaboration on public programs, student involvement opportunities, and civic education. • Neighboring Communities – Residents of nearby cities and unincorporated areas may be impacted by Mountain House’s policies, events, and growth. Cross-community communication strengthens regional partnerships and fosters goodwill.
• Prospective Residents and Businesses – Future homeowners and investors look to City communications when making decisions about relocating to or investing in Mountain House. A strong online presence and transparent economic messaging help attract new growth.
Adapting Communication for Different Audiences
Not every audience receives information in the same way. Some prefer digital updates, while others rely on traditional media or in-person meetings. The city must tailor its messaging to meet people where they are.
• For residents: Use a mix of social media, newsletters, direct mail, and in-person engagement to ensure inclusivity. Offer translated materials and ADA-accessible formats to reach all demographics.
• For businesses and investors: Provide clear, data-driven information through business bulletins, economic development reports, and industry networking events. • For community organizations: Establish partnerships for co-hosted events, shared outreach efforts, and joint communication campaigns.
• For media outlets: Maintain a proactive press strategy by issuing regular news releases, media advisories, and offering interviews with City representatives. • For regional partners: Use professional briefings, intergovernmental meetings, and formal reports to align City priorities with broader government initiatives. • By understanding the needs and communication preferences of each audience, the City of Mountain House can deliver information more effectively, ensuring that all stakeholders remain informed, engaged, and connected to the City’s vision and progress.
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Key Messages
Key messages are the foundation of the City of Mountain House’s communication strategy. They ensure that all communications, whether through social media, press releases, public meetings, or direct engagement with residents—are consistent, clear, and aligned with the City’s values and priorities. These messages guide how City staff, officials, and spokespersons communicate effectively, particularly when addressing public concerns, promoting community initiatives, or correcting misinformation.
To support staff, officials, and spokespersons in public-facing roles, this section includes core messaging themes along with humanized quotes that can be used in speeches, interviews, social media posts, and community events. These quotes are designed to make communication feel authentic, relatable, and accessible while reinforcing the City’s commitment to transparency, public safety, and community engagement.
Transparency and Accountability
The City of Mountain House is dedicated to open and honest communication. Information is shared proactively to keep residents informed about decisions, policies, and projects that impact the community.
The Public Comment Follow-Up page ensures that questions raised during City Council meetings are acknowledged, answered, and accessible to all residents.
Sample Quotes:
• “We’re committed to keeping the community informed—not just when big decisions are made, but every step of the way.”
• “Transparency isn’t just about sharing information; it’s about making sure people feel heard and included in the process.”
• “If you’ve raised a question at a City Council meeting, we want you to know we’re listening—and we’ll follow up with clear answers.”
Public Safety and Emergency Preparedness
Public safety is the City’s highest priority. The City is committed to delivering accurate, timely information during emergencies through trusted channels such as the Everbridge emergency alert system. Clear and consistent communication during crises ensures that residents receive real-time updates, safety instructions, and guidance to protect themselves and their families.
Sample Quotes:
• “When an emergency happens, you shouldn’t have to wonder where to get the facts—we’ll be there with the information you need, right when you need it.” • “Public safety is about more than quick responses; it’s about keeping people informed so they can make the best decisions for themselves and their families.” • “Sign up for Everbridge alerts. It’s the fastest way to get critical updates during an emergency— and it could save lives.”
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Encouraging Informed Community Engagement
The city values public participation and encourages residents to engage in local government through City Council meetings, community events, and online platforms. Resident feedback is essential in shaping City decisions and policies. The biweekly Community Connection newsletter serves as an important resource for keeping the community informed about City projects, initiatives, and events.
Sample Quotes:
• “We don’t just want to speak to the community—we want to have a conversation. Your voice matters.”
• “When residents share their ideas, concerns, and feedback, it helps us make better decisions that reflect what the community really needs.”
• “The Community Connection newsletter is a great way to stay in the loop. We’re proud to share updates on the work we’re doing—and how it impacts you.” Addressing Misinformation and Promoting Accurate
Information
In an era of rapid information sharing, the City recognizes the importance of addressing misinformation.
Residents are encouraged to rely on official sources, including the City’s website, the My Mountain House app, and verified City social media channels. The City is committed to providing accurate information and proactively correcting false or misleading content to maintain public trust.
Sample Quotes:
• “If you’re unsure about something you’ve seen online, check with us. We’re here to provide the facts.”
• “Misinformation spreads fast—but the truth matters more. We’re committed to sharing accurate, timely updates so you always know what’s really happening. • “When it comes to City news, make sure you’re getting information straight from the source. Our website, social media, and official channels are here to keep you informed.” Growth, Development, and Community Progress
As Mountain House continues to grow, the city remains focused on thoughtful, sustainable development that aligns with community values. The city prioritizes responsible growth, balancing economic development with quality of life, infrastructure improvements, and environmental sustainability to create a thriving community for current and future residents.
Sample Quotes:
• “As our city grows, we’re not just thinking about today—we’re planning for the future, making sure Mountain House remains a great place to live, work, and raise a family.” • “Growth isn’t just about new buildings or roads. It’s about creating spaces where people feel connected, supported, and proud to call home.”
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• “Our vision for Mountain House is rooted in sustainability, community, and opportunity. We’re building a city that works for everyone.”
Excellence in Service and Responsiveness
The City of Mountain House is committed to delivering high-quality services and being responsive to the needs of its residents. Tools like the My Mountain House app enable residents to easily report concerns, request services, and stay connected with City updates. The City strives to provide prompt, clear, and helpful information in response to all public inquiries.
Sample Quotes:
• “When you reach out to the City, you deserve a clear answer—and we’re committed to providing it quickly and professionally.”
• “We’re here to serve. Whether it’s a service request, a question about City policies, or feedback on a project, we’re ready to listen and respond.”
• “The My Mountain House app is a direct line to your City. Use it to report concerns, request services, and stay connected with the latest updates.”
How to Use These Key Messages
These key messages and sample quotes are designed to:
• Support City officials, staff, and spokespersons when speaking to the media, at public events, or during community meetings.
• Provide consistent language for press releases, newsletters, website content, and social media posts.
• Ensure clarity and credibility when addressing sensitive issues, public concerns, or misinformation.
By using these messages and quotes, the City of Mountain House will maintain a unified voice that reflects its values, reinforces public trust, and fosters meaningful connections with the community.
Communications Strategies
A strong communications strategy ensures that information reaches the right people at the right time in the most effective way. The City of Mountain House’s approach to communication is proactive, responsive, and adaptable, using multiple platforms to connect with residents, businesses, and stakeholders. These strategies ensure that every message is clear, accessible, and aligned with the City’s goals.
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Proactive Communication: Getting Ahead of the Conversation The best way to build trust with the community is to share information before residents must ask for it.
Proactive communication keeps the public informed about important City decisions, services, and events while reducing confusion or speculation. To achieve this, the city will:
• Anticipate questions before they arise and provide answers through website updates, newsletters, and social media.
• Regularly update residents on City projects, road closures, upcoming meetings, and service changes.
• Use clear, simple language to ensure that government policies and decisions are easy to understand.
• Provide timely reminders about deadlines, events, and City programs to encourage participation and engagement.
Being proactive ensures that residents feel informed, prepared, and included in the decision-making process.
Responsive Communication: Listening and Engaging in Real Time Good communication is a two-way street. The city must not only share information but also actively listen to concerns, questions, and feedback. Engaging with the public in real time builds stronger relationships and demonstrates the City’s commitment to being accessible. To enhance responsiveness, the city will:
• Monitor social media, emails, and phone inquiries daily to ensure timely responses. • Establish clear response times for public inquiries so residents know when to expect an answer. • Acknowledge concerns quickly, even if a full answer is not immediately available, to show that inquiries are valued.
• Host town halls, Q&A sessions, and office hours to give residents direct access to City leadership.
Responsive communication reassures residents that their voices are heard, and that the City is committed to addressing their needs.
Multi-Channel Communication: Meeting Residents Where They Are
Not everyone consumes information the same way. Some residents rely on social media, while others prefer email, local newspapers, or in-person meetings. The city must diversify its communication channels to ensure that messages reach all audiences. To maximize reach, the city will:
• Use social media platforms like Facebook, Instagram, and LinkedIn to engage in conversations and provide updates.
• Send regular email newsletters to highlight important City news, events, and services. • Maintain a user-friendly website where residents can easily find information, reports, and upcoming events.
• Utilize print materials and mailers to reach residents who may not engage digitally.
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• Partner with community organizations and local media to distribute messages through trusted channels.
Using multiple platforms ensures that no one is left out of the loop.
Media Relations: Strengthening the City’s Public Presence Local media outlets play a key role in amplifying City messages. Whether through press releases, interviews, or news briefings, the city must ensure that journalists have accurate and timely information to share with the public. To strengthen media relations, the city will:
• Issue regular press releases on important City initiatives, policies, and events. • Build relationships with local reporters to ensure accurate and fair coverage. • Hold media briefings on high-profile issues to provide journalists with direct access to City officials. • Create a designated media contact to handle press inquiries and provide consistent messaging.
By working closely with the media, the city can ensure that news coverage accurately reflects City actions and priorities.
Social Media Governance: Using Digital Platforms Responsibly Social media is one of the City’s most powerful tools for communication, but it must be managed professionally and responsibly. The City’s Social Media Policy provides clear guidelines for staff managing official accounts, ensuring that posts are appropriate, factual, and engaging. To maintain a strong social media presence, the city will:
• Follow the Social Media Policy to ensure responsible use of digital platforms. • Monitor comments and engagement to address misinformation and foster positive discussions. • Use social media analytics to track engagement trends and adjust strategies based on what works best.
By applying best practices in social media governance, the city can strengthen its digital communication while minimizing risks.
Crisis Communication: Responding to Clarity and Confidence In times of crisis, communication must be fast, factual, and reassuring. Whether responding to a public safety issue, natural disaster, or misinformation, the City must have a structured plan to deliver timely updates and maintain public trust. To prepare for crisis communication, the city will:
• Activate the Crisis Communications Team (CCT) when an emergency arises. • Use pre-approved messaging templates to issue immediate public updates. • Provide real-time updates across multiple platforms, including social media, the city website, and local media outlets.
• Work with public safety agencies to ensure that all the messaging is coordinated and accurate.
A well-prepared crisis communication plan will allow the city to provide reliable information while minimizing confusion and speculation.
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Internal Communication: Keeping Staff Informed and Aligned City employees are the first point of contact for many residents, making internal communication a top priority. If staff are not well-informed, public messaging can become inconsistent or inaccurate. To strengthen internal communication, the city will:
• Hold regular staff briefings to ensure all employees are aware of current City priorities and key messages.
• Provide staff with a communication toolkit that includes talking points, FAQs, and response templates.
• Encourage cross-departmental coordination so that messaging is aligned across all City services. • Establish a system for staff to escalate public concerns so that inquiries reach the right department quickly.
By keeping staff informed, the City ensures that public communication remains unified, accurate, and effective.
Transparency and Open Government: Keeping Residents
Informed
Residents should never feel like they must dig for information about City projects, budgets, or decisions.
A transparent government builds trust by making information readily available and easy to understand.
To promote transparency, the city will:
• Publish regular updates on key projects, policies, and decisions. • Create a city transparency dashboard where residents can easily access budget reports, meeting minutes, and public records.
• Provide clear, easy-to-read summaries of policies and initiatives. • Encourage public participation by offering opportunities for feedback on City planning and decision-making.
By making government processes open and accessible, the city reinforces public trust and accountability.
Engaging with Emerging Media Voices
Traditional media outlets remain essential partners in City communications, but the way people consume news and information is changing. Independent journalists, podcasters, social media influencers, and digital content creators are playing an increasingly significant role in shaping public opinion and distributing news-related content. The City of Mountain House recognizes the value of these voices and encourages civic engagement while ensuring that public discussions remain accurate, factual, and responsible.
One of the City’s biggest challenges is the spread of inaccurate or misleading information, particularly on Facebook and other social media platforms. While community-driven discussion is encouraged, it is critical that the information being shared is correct and sourced from verified channels. The City remains committed to helping residents find the right sources of information and ensuring that facts—not Appendix D
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speculation—drive public conversations. To engage with independent media voices effectively, the city will:
• Expand Media Relations to Include New Digital Outlets – Identify and establish relationships with independent journalists, podcasters, and influencers who report on community affairs, government issues, and public initiatives.
• Host Digital Media Roundtables – Provide opportunities for content creators to engage with City officials, ask questions, and clarify policies, fostering transparency and constructive dialogue. • Monitor and Respond to Digital News Coverage – Track reports from independent media sources to address misinformation and provide factual corrections when necessary. • Offer Media Training for City Officials and Community Leaders – Equip City representatives and key community figures with best practices for engaging with digital-first media, including strategies for interviews, collaborations, and responding to viral content. • Strengthen Misinformation Response Efforts – Develop a rapid response system for identifying, correcting, and clarifying false or misleading information circulating on social media. The City will issue timely clarifications and direct residents to official sources.
By integrating independent media voices into the City’s broader communications approach, Mountain House can expand its reach, strengthen public trust, and ensure that accurate information is shared across both traditional and digital platforms. Encouraging public dialogue is important, but the city also emphasizes the need for verifiable facts and responsible information-sharing. By working with emerging media voices and equipping residents with accurate, City-verified information, the city will foster a more informed, engaged, and responsible online community.
Bringing It All Together
Communication is more than just sending messages about building relationships, fostering trust, and ensuring that residents feel connected to their local government. By using a mix of proactive messaging, real-time engagement, multiple communication channels, and transparent policies, the City of Mountain House will create a communication strategy that is effective, accessible, and community driven.
Recommended Tactics
To ensure clear, accessible, and effective communication, the City of Mountain House will implement targeted tactics that strengthen engagement, improve transparency, and enhance crisis preparedness.
These tactics leverage existing tools such as the Community Connection newsletter, the Public Comment Follow-Up FAQ page, Everbridge emergency alerts, and the My Mountain House app, while introducing new strategies to improve communication at all levels.
Strengthening Direct Communication with Residents
• Expand the “Community Connection” Newsletter – The City’s biweekly newsletter will continue providing residents with key updates on City projects, policy changes, public meetings, and community events.
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Item 8.2
Page | 21
• Leverage the Public Comment Follow-Up FAQ Page – The City’s existing FAQ page will be promoted across social media and City materials, ensuring residents know where to find responses to public concerns raised during City Council meetings. (www.mountainhouseca.gov/PublicFollowUp)
• Enhance the My Mountain House App for Reporting Concerns – Promote and encourage residents to use the GoGov My Mountain House app for reporting issues like potholes, graffiti, and other City service requests.
• Utilize Everbridge for Emergency Notifications – The City will increase enrollment efforts for its Everbridge Emergency Alert System, ensuring that more residents receive real-time alerts during emergencies.
• Improve Accessibility of City Information – Ensure all newsletters, FAQs, and public notices are ADA-compliant, available in multiple languages, and optimized for mobile devices.
Expanding Social Media and Digital Engagement
• Promote Two-Way Communication on social media – Strengthen community interaction by responding to resident inquiries, conducting live Q&A sessions, and posting real-time updates. • Expand Video Content – Develop short explainer videos on City programs, public safety alerts, and infrastructure projects to make information more accessible. • Use Social Media Ads for Key Updates – Boost critical posts (e.g., emergency alerts, road closures, major policy changes) to ensure they reach a wider audience. • Increase Engagement with Digital Polls & Surveys – Use online tools to gather resident feedback on upcoming initiatives and priorities.
• Implement a Social Media Fact-Check Program – Monitor misinformation, quickly address inaccuracies, and refer residents to official City sources.
Enhancing Media Relations
• Hold Quarterly Media Briefings – Keep local journalists, independent media, and digital creators informed on City updates and policy changes.
• Develop a Digital Media Press Room – Create an easily accessible section on the city website where press and independent journalists can download press releases, City statements, and media kits.
• Issue Fact-Based Response Statements – Ensure the City can quickly correct misinformation and provide clear responses to public concerns.
• Offer Media Training for City Staff and Officials – Prepare spokespersons to confidently engage with the press and handle media interviews effectively.
Strengthening Crisis Communication and Emergency Response • Expand Enrollment in the Everbridge Emergency Alert System – Conduct outreach campaigns encouraging more residents to sign up for Everbridge to receive real-time emergency notifications.
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Page | 22
• Develop an Emergency Communication Plan – Establish clear internal protocols for disseminating crisis updates through social media, website alerts, and news briefings. • Use Multi-Platform Emergency Alerts – Send Everbridge notifications, website pop-ups, social media alerts, and press releases to maximize reach during emergencies. • Ensure Coordination with First Responders – Work closely with Fire, Police, and County agencies to provide accurate, up-to-date crisis messaging.
Increasing Public Engagement Opportunities
• Promote the Public Comment Follow-Up FAQ Page – Ensure residents know where to find responses to City Council meeting concerns and general inquiries. (www.mountainhouseca.gov/PublicFollowUp)
• Develop a ‘Resident Voices’ Program – Spotlight local stories, showcase community projects, and highlight resident contributions to City initiatives.
• Strengthen Partnerships with HOAs and Local Organizations – Improve information-sharing between the city and community groups that serve as trusted messengers.
Improving Internal Communication and Staff Training
• Launch an Employee Communications Portal – Provide City staff with quick access to key messaging, FAQs, and emergency response protocols.
• Establish a ‘One Voice’ Policy – Ensure that all public-facing employees provide consistent, information when speaking with residents.
• Conduct Regular Staff Training – Offer media training, crisis response preparation, and best practices for digital communication.
Enhancing Website Usability and Transparency
• Redesign the City Website for Better Navigation – Ensure information is easy to find, especially for common resident inquiries like permits, City services, and public records. • Expand the Transparency Hub – Maintain a centralized dashboard with public records, budget updates, and City Council decisions.
• Introduce a Real-Time Project Tracker – Allow residents to follow the progress of infrastructure projects, road improvements, and community developments. • Ensure Website Accessibility – Provide multilingual translation, ADA compliance features, and mobile-friendly design to ensure information is available to all residents.
Engaging with Emerging Media Voices
• Work with Independent Journalists & Podcasters – Establish relationships with local influencers, digital reporters, and content creators covering City affairs. • Host Digital Media Roundtables – Give independent media a platform to engage with City officials and clarify policies.
• Monitor and Address Digital Misinformation – Quickly correct inaccuracies circulating in community Facebook groups and other social media platforms.
Appendix D
Item 8.2
Page | 23
• Offer Media Training for Influencers & Community Leaders – Educate digital voices on fact-based reporting and City communication protocols.
Executing the Plan
By leveraging these tactics, the City of Mountain House will create a stronger, more transparent communication network that reaches residents effectively, addresses misinformation, and ensures timely responses to public concerns.
Next Steps:
• Assign department responsibilities for implementation • Track engagement metrics and adjust strategies as needed • Encourage resident sign-ups for newsletters, Everbridge alerts, and My Mountain House app • Promote existing tools like the FAQ Follow-Up page to increase transparency By using a combination of proactive outreach, real-time engagement, and digital innovation, the city will foster a more connected, informed, and engaged community.
Performance Evaluation
A strong communications strategy isn’t just about what is shared, it’s about how well it works. To ensure that the City of Mountain House’s outreach efforts are effective, transparent, and meeting community needs, the City will implement a structured performance evaluation process. Regular assessments will allow the city to identify successes, pinpoint areas for improvement, and adapt communication strategies based on data-driven insights and resident feedback.
Tracking Key Performance Indicators (KPIs)
To measure the success of City communications, the following KPIs will be monitored:
• Public Engagement Metrics – Tracking the number of residents attending town halls, webinars, and City events to assess community involvement.
• Social Media Interaction – Measuring likes, shares, comments, and direct messages to evaluate how well City content resonates with the public.
• Newsletter Open & Click Rates – Monitoring engagement with the Community Connection newsletter to ensure residents are reading and acting on updates. • Website Traffic & Time on Page – Analyzing visits to key resources like the FAQ Follow-Up page, public meeting agendas, and emergency alerts.
• Emergency Alert Enrollment & Response – Assessing how many residents are signed up for Everbridge notifications and how quickly they engage with alerts. • App Usage Metrics – Evaluating the number of service requests submitted through the My Mountain House app to measure how well residents utilize digital tools.
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• Media Coverage Sentiment – Tracking how the City is represented in news articles, podcasts, and social media conversations.
• Resident Satisfaction Surveys – Gathering direct feedback on communication effectiveness through periodic surveys and polls.
Evaluating Public Trust & Perception
Beyond numbers, communication success is measured by how well residents trust the City’s messaging and feel included in the decision-making process. The City will:
• Conduct an Annual Community Perception Survey to assess whether residents feel informed, heard, and engaged.
• Monitor Online Sentiment to track public feedback in social media discussions, community forums, and local news comments.
• Encourage Feedback via the FAQ Follow-Up Page to assess how well public concerns are being addressed.
By understanding how residents feel about City communications, the City can adjust its approach to improve transparency and responsiveness.
Adjusting Strategies Based on Data & Feedback
Communication is an ongoing process that requires regular refinement. The City will hold quarterly communication review meetings where staff will:
• Review engagement metrics, survey results, and community feedback to identify what’s working and what needs improvement.
• Adjust content strategies based on social media trends, resident concerns, and media coverage. • Strengthen fact-checking and misinformation response efforts based on recurring issues in community discussions.
• Set new annual communication goals to reflect changing priorities and emerging best practices.
Public Reporting on Communications Effectiveness
To maintain transparency, the City will share periodic updates on communication performance through:
• An Annual Communications Report highlighting engagement metrics, resident feedback, and future improvements.
• Quarterly Community Updates in the Community Connection newsletter to show residents how their feedback is shaping City outreach efforts.
• City Council Presentations providing key findings on public engagement and messaging effectiveness.
• By keeping residents informed on how communication strategies are evolving, the City reinforces trust, accountability, and continuous improvement.
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Communication is a Two-Way Street
This Performance Evaluation plan ensures that the City of Mountain House is not just sending information out—it’s also listening, learning, and adapting. By tracking metrics, gathering feedback, and making datadriven adjustments, the City will maintain a clear, effective, and community-focused communication strategy that evolves with the needs of its residents.
Conclusion & Next Steps
Effective communication is the foundation of a well-connected, informed, and engaged community. The City of Mountain House is committed to clear, transparent, and responsive communication that strengthens trust, encourages public participation, and ensures residents have access to accurate and timely information.
This Communications Plan provides a structured framework to guide outreach efforts, social media governance, media relations, and crisis response. By implementing the strategies and tactics outlined in this plan, the City will:
• Provide clear and consistent messaging across all communication channels. • Engage residents in meaningful ways by creating more opportunities for public input. • Leverage digital tools and emerging media to ensure accurate information reaches all corners of the community.
• Address misinformation proactively to protect the integrity of public discourse. • Measure success through data-driven evaluation and adjust strategies based on public feedback.
A well-informed community is an empowered community. By fostering open dialogue, improving accessibility, and strengthening internal coordination, Mountain House will continue to build a culture of transparency and civic engagement.
Final Commitment
Communication is a two-way process. The City of Mountain House remains committed to not only providing information but also actively listening to residents. By adapting to new trends, embracing innovation, and responding to public concerns, the City will continue to enhance its communication efforts and ensure every resident feels informed, heard, and valued.
This is just the beginning of an ongoing effort to strengthen transparency, build trust, and create a more engaged community. Together, we will continue to refine and improve how the City connects with its residents, ensuring that everyone has access to the information they need to be active and informed members of our growing city.
Appendix D
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 1
Municipal Emergency
Management Plan
(MEMP)
March 2025
Prepared by:
Director of Public Safety – MoreThanTalk LLC (Consulting), City of Mountain House Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 2
Municipal Emergency Management Plan (MEMP) Number: 1
RECORD OF CHANGES (CITY OF MOUNTAIN HOUSE)
Change # Effective Date Change Completed By Date
Rex Osborn 3/12/2025
DISTRIBUTION LIST
RECORD OF DISTRIBUTION
VERSION
NUMBER
DEPARTMENT AGENCY
1 City of Mountain House
1 Mountain House Police Services
(San Joaquin County Sheriff)
1 San Joaquin County Office of Emergency Services
1 Mountain House Fire Department (French Camp
McKinley Fire District)
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 3 251 E Main Street, Mountain House, CA 95391 | Tel (209) 831-2300 | Fax (209) 831-5610 | www.mountainhouseca.gov For the past nine iterations, this emergency plan has been reviewed and approved by a Mountain House board of directors. Now, for the first time, an elected Mayor and City Council will undertake the review and begin the process of implementation. This marks a pivotal transition in Mountain House’s governance and emergency preparedness, aligning with the city’s growing responsibilities.
Fundamental to the duties of local government is the responsibility to protect the health, safety, property, and environment of its residents. As the newest city in the county, Mountain House recognizes the increasing risks posed by natural and technological disasters and the critical need for comprehensive emergency planning.
To reflect the city’s evolving role, the Emergency Operations Plan (EOP) has been renamed the Mountain House Emergency Management Plan (MEMP). This plan serves as the foundation for all future emergency management efforts and will parallel the expanding responsibilities the city has accepted.
Guided by county, state, and federal authorities, the MEMP outlines the procedures for response and recovery in the event of an emergency or disaster affecting Mountain House. It complies with California Government Code § 8550 and aligns with FEMA’s Comprehensive Planning Guide (CPG 101 v.3), ensuring adherence to both the Standardized Emergency Management System (SEMS) (California Code of Regulations, Title 19, Division 2, Chapter 1) and the National Incident Management System (NIMS).
The MEMP will be distributed to designated agencies and available at City Hall, located at 251 E. Main Street, Mountain House, CA 95391. A copy will be maintained by the City Clerk’s Office.
By signing below, we affirm that this document sufficiently addresses the identified threats, hazards, and conditions specific to Mountain House. Given the potential regional impacts of emergencies, it is imperative that the MEMP be circulated, reviewed, and approved by agencies representing the city, its neighboring communities, and the broader San Joaquin County Operational Area.
Approved and Implemented as of March, 2025
_____________________________________
Steven Pinkerton, City Manager Date ________________________ Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 4 Page intentionally left blank
For the future
Resolution of Adoption of the Municipal Emergency
Management Plan (MEMP)
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 5
TABLE OF CONTENTS
LIST OF FIGURES.........................................................................................................10 LIST OF TABLES ..........................................................................................................10
1.0 Introduction..........................................................................................................11
1.1 The City of Mountain House ............................................................................11 Figure 1: Master Plan Land Use Map .................................................................................12
1.2 Plan Justification.................................................................................................13
1.3 Plan Goal ................................................................................................................13
1.4 Plan Concurrence................................................................................................13
2.0 Basic Plan Description ......................................................................................14
3.0 Purpose And Scope.............................................................................................14
3.1 Purpose ..................................................................................................................14
3.2 Scope .......................................................................................................................14
4.0 Objectives ..............................................................................................................15
5.0 Standardized Emergency Management System (SEMS) & National Incident Management System (NIMS).................................................................15
5.1 What Is SEMS? ......................................................................................................15
5.2 Purpose of SEMS ..................................................................................................16
5.3 Organizational/Response Levels and Activation Requirements........16
5.3.1 Field Response Level .................................................................................................16
5.3.2 Local Government Level ............................................................................................16
5.3.3 Operational Area.........................................................................................................16
5.3.4 Regional ......................................................................................................................17
5.3.5 State ............................................................................................................................17 Figure 2: SEMS Activation Levels......................................................................................18
5.4 What Are NIMS and The NRP?.........................................................................18
5.5 Features Common to All Organizational/Response Levels ..................19
5.5.1 Essential Management Functions .............................................................................19
5.5.2 Management by Objectives........................................................................................19
5.5.3 Incident Action Planning............................................................................................19
5.5.4 Organizational Flexibility--Modular Organization.....................................................20 Item 8.2
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5.5.5 Organizational Unity and Hierarchy of Command or Management.........................20
5.5.6 Span of Control...........................................................................................................20
5.5.7 Personnel Accountability...........................................................................................20
5.5.8 Common Terminology................................................................................................20
5.5.9 Resources Management.............................................................................................21
5.5.10 Integrated Communications ....................................................................................21
5.6 Mutual Aid .............................................................................................................21
5.6.1 Mutual Aid - General...................................................................................................21
5.6.2 Mutual Aid Systems....................................................................................................21
5.6.3 Operational Area (mutual aid) Coordinators.............................................................22
5.6.4 Participation of Volunteer and Private Agencies......................................................22
5.6.5 Emergency Facilities used for Mutual Aid................................................................23
5.6.6 Mutual Aid Agreements Covering the City of Mountain House...............................23
5.6.7 Existing Contracts that Provide for Emergency Response .....................................24
5.7 Overview of SEMS Response............................................................................24
5.7.1 Local Incident within Capability of Local Government ............................................24
5.7.2 Major Single Jurisdiction Disaster--Local Government Requires Additional Resources............................................................................................................................25
5.7.3 Operational Area Disaster..........................................................................................25
5.7.4 Standard Operating Procedures................................................................................26
5.7.5 Access and Functional Needs in an Emergency......................................................26
5.7.6 Vital Records in an Emergency .................................................................................27
6.0 Authorities and References.............................................................................27
6.1 State of California................................................................................................27
6.1.1 SEMS (Standard Emergency Management System) ................................................27
6.1.2 California Government Code, Sections 3100 - 3109.................................................27
6.1.3 Cal. Gov. Code §§ 34000 - 38000 et seq. ...................................................................28
6.1.4 The California Emergency Services Act, California Government Code, Chapter 7, Sections 8550 – 8669 ..........................................................................................................28
6.1.5 The California Emergency Plan 2017 ........................................................................28
6.1.6 California Civil Code, Chapter 9, Section 1799.102 (paraphrased)..........................28
6.2 Federal (Citations)..............................................................................................28
6.2.1 Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 (Public Law 93-288, as amended). ..................................................................................................28 Item 8.2
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6.2.2 Federal Civil Defense Act of 1950 (Public Law 920, as amended)...........................28
6.2.3 NIMS (National Incident Management System): .......................................................28
6.2.4 Americans with Disabilities Act of 1990....................................................................28
6.3 County.....................................................................................................................28
6.3.1 San Joaquin County, Code of Ordinances, title 4 - Public Safety Division 3 - Civil Defense and Disaster, Chapter 1 - General Regulations ..................................................29
6.3.2 San Joaquin Operational Area Agreement Emergency Support Functions-02 Communications .................................................................................................................29
6.3.3 Public Services Allocation Agreement (1996), Section 4.B.27 ................................29
6.3.4 Mountain House Master Plan.....................................................................................29
6.3.5 San Joaquin County Local Hazard Mitigation Plan (2023).......................................29
6.4 City of Mountain House Municipal Services Review ...............................29
7.0 Situational Awareness and Assumptions ...................................................30
8.0 Definitions Related to Incidents, Emergencies, and Disasters............30
8.1 Incidents ................................................................................................................30
8.2 Emergencies..........................................................................................................31
8.3 Disaster ..................................................................................................................31
9.0 Response Levels ..................................................................................................32
9.1 Response Levels Are Used to Describe the Type Of Event....................32
9.1.1 Lowest Response Level: Off-Normal Event..............................................................32
9.1.2 Moderate Response Level: Occurrence....................................................................32
9.1.3 High Response Level: Emergency or Disaster.........................................................32
9.1.4 Highest Response Level: More Significant or Escalating Emergency or Disaster 33
10.0 Emergency Phases............................................................................................33
10.1 General Information on Emergencies .......................................................33
10.1.1 Mitigation/Prevention Phase....................................................................................33
10.1.2 Preparedness Phase ................................................................................................34
10.1.3 Response Phase.......................................................................................................34
10.1.4 Recovery Phase........................................................................................................35
10.1.4.1 Damage-vs-Safety Inspection...............................................................................35
10.1.4.2 After Action Reporting ..........................................................................................35
11.0 Emergency Declarations and Terminations............................................36 Item 8.2
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11.1 Local Emergency...............................................................................................36
11.2 State of Emergency...........................................................................................37
11.3 State of War Emergency .................................................................................37
12.0 Emergency Organization ...............................................................................38
12.1 Overall Emergency Structure.......................................................................38 Figure 3: Emergency Response Organization & EOC.......................................................38
12.2 Command or Management Section Descriptions ..................................39
12.2.1 Policy Group .............................................................................................................39
12.2.2 Emergency Director – City Manager........................................................................39
12.2.3 Emergency Management Coordinator ....................................................................40
12.2.4 EOC Coordinator ......................................................................................................41
12.2.5 Public Information Officer (PIO) ..............................................................................41
12.2.6 Safety/Security Officer .............................................................................................41
12.2.7 Liaison Officer - Agency Representative(s)............................................................41
12.3 General Staff and Emergency Operations Center (EOC) Section Definitions....................................................................................................................42 Figure 4: EOC Buildout to Full Staffing .............................................................................42
12.3.1 Operations Section Chief.........................................................................................42
12.3.2 Planning/Intelligence Section Chief ........................................................................43
12.3.3 Logistics Section Chief ............................................................................................44
12.3.4 Finance/Administration Section Chief ....................................................................44
12.4 County Support..................................................................................................45
12.5 Incident Command (IC) Structure (Field Command) ...........................45
12.5.1 Incident Command Field Organization....................................................................45 Figure 5: Basic Incident Command Organization .............................................................46
12.5.2 Incident Action Plans (IAPs)....................................................................................46
13.0 Emergency Operations Center.....................................................................47
13.1 EOC Location(S).................................................................................................47
13.1.1 Primary EOC Location:.............................................................................................47
13.1.2. Alternate EOC Locations.........................................................................................47
13.2 Configuration of EOC .......................................................................................48
13.3 Activation and Actions....................................................................................48 Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 9 Table 1: Off Normal Event Response (Low).......................................................................49 Table 2: Occurrence Response (Moderate) .......................................................................50 Table 3: Emergency or Disaster Response .......................................................................51 Table 4: More Significant or Escalating Emergency or Disaster Response....................52
13.4 Essential Elements ...........................................................................................54
13.5 EOC Forms & Documentation.......................................................................55
14.0 Forms....................................................................................................................57
14.1 Notifications.......................................................................................................57 Form 1 Outside Agency Local Emergency Notification Form..........................................57
14.2 Emergency Director Checklist......................................................................58 Form 2 Emergency Director Checklist...............................................................................58
14.3 General EOC Forms ..........................................................................................60
14.3.1 EOC Sign In...............................................................................................................60
14.3.2 EOC Event Log .........................................................................................................62
14.3.3 EOC Position Event Log...........................................................................................63
14.3.4 Media/Message Releases.........................................................................................64
14.3.4.1 Initial Release.........................................................................................................64
14.3.4.2 Follow up Release .................................................................................................64
14.3.6 Recovery Plan...........................................................................................................71
14.4 Assessment Forms ...........................................................................................77
14.4.1 Threat Reporting.......................................................................................................77
14.4.2 Damage Assessment................................................................................................79
15.0 Communications...............................................................................................80
15.1 Channels of Communication for Emergencies........................................80
15.1.1 Federal.......................................................................................................................80
15.1.2 California State Warning Center..............................................................................80
15.1.3 County of San Joaquin.............................................................................................81
15.1.4 SJ Ready Alerts ........................................................................................................81
15.1.5. Local – Mountain House..........................................................................................81
15.2 Official Accounts ...............................................................................................81
16.0 Plan Maintenance, Training, and Exercises.............................................81
16.1 Emergency Operations Plan Maintenance...............................................81 Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 10
16.2 Training Program.............................................................................................82 Table 5: Training Matrix ......................................................................................................86
16.3 Drills and Exercises .........................................................................................86
16.3.1 Seminar- EOC Policy Group.....................................................................................86
16.3.2 EOC Tabletop Exercise ............................................................................................86
16.3.3 Communication System Drill ...................................................................................87
16.3.4 EOC Functional Exercise .........................................................................................87
17.0 Resources............................................................................................................89
17.1 Mountain House City Staff .............................................................................89
17.2 Mountain House City Council & City Attorney........................................89
17.3 Emergency Response Agencies & Organizations...................................90
17.4 Other Agencies ..................................................................................................90
17.5 Media ....................................................................................................................91
18.0 Glossary ...............................................................................................................93
18.1 Terms....................................................................................................................93
18.2 Acronyms ......................................................................................................... 108
LIST OF FIGURES
Figure 1: Master Plan Land Use Map .................................................................................................. 12 Figure 2: SEMS Activation Levels ......................................................................................................... 18 Figure 3: Emergency Response Organization & EOC ...........................................................................31 Figure 4: Command/Management Section and General Staff............................................................. 41 Figure 5: Basic Incident Command Organization................................................................................. 45
LIST OF TABLES
Table 1: Response Level 1 - Off Normal Event..................................................................................... 52 Table 2: Response Level 2 – Occurrence.............................................................................................. 53 Table 3: Response Level 3 – Emergency or Disaster............................................................................ 54 Table 4: Response Level 4 – More Significant or Escalating Emergency or Disaster............................55 Table 5: Training Matrix ........................................................................................................................88 Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 11
1.0 Introduction
1.1 The City of Mountain House
The City of Mountain House was incorporated in 2024 and retained as a subsidiary district, the Mountain House Community Services District, formed in 1996. The City Council sets policies, ordinances, rules, and regulations for the benefit of Mountain House residents. The City Council appoints the City Manager. The City Manager is responsible for the administration of all government activities for the Mountain House community and appoints Department heads.
The City Manager is the Emergency Director for Mountain House for purposes of implementing this Plan, mobilizing the City’s emergency organization, and coordinating the response.
Mountain House is being developed according to the Mountain House Master Plan1. Wit nine residential neighborhoods developed or in development to date, the plan calls for ultimately twelve (12) residential neighborhoods with 16,000 homes and 55,000 residents along with industrial and commercial development. Figure 1 shows how Mountain House is zoned as build-out of the Master Plan becomes a reality.
Mountain House is located along the southwestern border of San Joaquin County and directly north and west of the city of Tracy and bounds the north side of Interstate 205. The Mountain House site is located on a gentle, northeastward sloping alluvial surface at the base of the eastern flank of the Altamont Hills.
The California Department of Finance estimated approximately 28,000 residents in 2024.
The geographic footprint of the community covers 4,784 acres (19.4 km2 ) or approximately 7.5-
square miles.
1 http://www.sjgov.org/commdev/cgi-bin/cdyn.exe?grp=planning&htm=mountainhouse Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 12 Figure 1: Master Plan Land Use Map
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 13
1.2 Plan Justification
It is the responsibility of local government to protect the public and the environment within their jurisdiction during emergencies. This Emergency Operations Plan (EOP) has been revised to ensure that the City effectively addresses each of the four phases of emergency management: (1) mitigation, (2) preparedness, (3) response; and (4) recovery. In addition, this Plan ensures effective implementing of the National Incident Management System (NIMS), and California’s Standardized Emergency Management System (SEMS) processes as integral parts of the Mountain House emergency management program, both of which the County Board of Supervisors have adopted (Resolution R2006-R-06-600, October 3, 2006).
This plan describes the Emergency Response Organization, including the structure and operations of the Emergency Operations Center (EOC), and how the organization will interact with the San Joaquin Operational Area (County) jurisdictions, state, and federal agencies.
1.3 Plan Goal
The overall goal of this plan is to ensure an effective emergency management program for the City aimed at minimizing the impact of disasters on life, health, safety, the environment, and property within Mountain House. Specific objectives of this EOP are found in section 4.0.
1.4 Plan Concurrence
This EOP contains elements or components to reflect ordinances, statutes, and regulations by local, State and Federal agencies, specifically:
• Standardized Emergency Management System (SEMS)
• National Incident Management System (NIMS)
• CPG 101 version 2.0, formatted using:
• Federal Emergency Management Agency, Emergency Support Functions (ESF’s) State of California, Emergency Functions (EF’s)
Agency who were involved in the review of this document.
Agency Title Name
City of Mountain House City Manager Steven J. Pinkerton City of Mountain House Deputy City Manager Jodi Almassy City of Mountain House Director of Public Safety Rex Osborn City of Mountain House
Police Services
Chief of Police Lt. Armando Izaguirre
City of Mountain House
Fire Department
Chief Chief Marty
Cornilsen
SJC Office of Emergency
Services
OES Director Sierra Brucia
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City of Mountain House Municipal Emergency Management Plan Page 14
2.0 Basic Plan Description
This basic plan addresses Mountain House’s responsibilities in emergencies associated with natural, human-caused, or technology related emergencies or disasters. It provides a framework for coordination of response and recovery efforts within Mountain House in coordination and with local, State, and Federal agencies. The plan establishes an emergency organization to direct and control operations during a period of emergency by assigning responsibilities to specific personnel.
This basic plan:
• Complies with the State mandated Standardized Emergency Management System (SEMS), and the National Incident Management System (NIMS), by incorporating emergency response elements of the Incident Command System (ICS), the Multi-Agency Coordination System (MACS), the Operational Area (OA) concept, and established mutual aid systems. • Establishes response policies and procedures, providing Mountain House clear guidance for planning purposes including executive level authorities and responsibilities. • Addresses both Crisis Management (stop, contain, reduce, and investigate the threat), and Consequence Management (dealing with the impact of the incident). • Describes and details procedural steps necessary to protect lives and property. • Outlines coordination requirements.
• Provides a basis for unified training and response exercises to ensure compliance.
3.0 Purpose And Scope
3.1 Purpose
The purpose of this Emergency Operations Plan is to protect the safety and welfare of the residents, employees, and visitors of the community of Mountain House.
3.2 Scope
The scope of this plan encompasses a broad range of identified hazards that may affect the community of Mountain House, based on the San Joaquin County Operational Area Local Hazard Mitigation Plan. Such hazards, identified through the Mountain House Community Profile in the Hazard Annex , include earth movement, hazardous materials emergencies, water supply or energy disruption, severe weather (flooding, drought), transportation, civil disturbance, wildfires, as well as mass-casualty/public health and terrorist events. Also included are procedures for emergencies that would require the partial or full activation of the CITY Emergency Operations Center (EOC). If appropriate, the San Joaquin Operational Area EOC could be requested to activate to support the City’s response.
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City of Mountain House Municipal Emergency Management Plan Page 15
4.0 Objectives
The objectives of this plan are to:
• Protect the safety and welfare of residents and employees, and the environmental impact of Mountain House.
• Provide for a safe and coordinated response to emergency situations. • Protect the facilities and properties of Mountain House. • Enable Mountain House to restore normal conditions after an emergency incident with minimal confusion in the shortest time possible.
• Provide for interface and coordination between incident command post sites and the Emergency Operations Center (EOC).
• Provide for interface and coordination between the Mountain House EOC and the County Operational Area.
• Provide for the orderly conversion of pre-designated sites (e.g. schools) to American Red Cross shelters, when necessary.
5.0 Standardized Emergency Management
System (SEMS) & National Incident
Management System (NIMS)
5.1 What Is SEMS?
The Standardized Emergency Management System (SEMS) is required by Government Code §8607(a) for managing response to multi-agency and multi-jurisdiction emergencies in California. SEMS consists of five organizational levels that are activated as necessary:
• Field Response
• Local Government
• Operational Area
• Regional
• State
SEMS incorporates the use of the Incident Command System (ICS), existing mutual aid systems, the operational area concept, and multi-agency or interagency coordination, standardized fire hydrant connections, and alternate statewide communications systems. Local governments must use SEMS to be eligible for funding of their personnel, supplies, equipment, and other services to response and recovery-related costs under state disaster assistance programs.
SEMS Maintenance Committees have been established to revise this system and incorporate NIMS elements to ensure SEMS meets NIMS compliance.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 16
5.2 Purpose of SEMS
SEMS was established in fulfillment of the order established by the California Code of Regulations Title 19 Section 2401 to provide an effective response to multi-agency and multi-jurisdiction emergencies in California. By standardizing essential elements of the emergency management system, SEMS is intended to:
• Facilitate the flow of information within and between levels of the system. • Facilitate coordination among all responding agencies.
Use of SEMS improves the mobilization, deployment, utilization, tracking, and demobilization of needed CITY and outside mutual aid resources. Use of SEMS also reduces the incidence of poor coordination and communications and reduces resource ordering duplication on multi-agency and multi-jurisdiction responses. Additionally, SEMS is flexible and adaptable to the varied disasters that occur in California and to the needs of all emergency responders.
5.3 Organizational/Response Levels and Activation Requirements The five (5) SEMS organizational/response levels are described below. The levels are activated as needed for an emergency.
5.3.1 Field Response Level
In the field response level, emergency response personnel and resources, under the command of an appropriate authority, carry out tactical decisions and activities in direct response to an occurring incident, or potential or imminent threat. SEMS regulations require the use of Incident Command System (ICS) at the field response level of an incident.
5.3.2 Local Government Level
Local governments include 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 SEMS when their EOC is activated, or a local emergency is County or State proclaimed to be eligible for state funding of response and recovery related costs. In SEMS, the local government emergency management organization and its relationship to the response level may vary depending upon factors related to geographical size, population, function, and complexity.
5.3.3 Operational Area
Under SEMS (CGC §8559 (b), the Operational Area means an intermediate level of the state's emergency services organization that encompasses the county, and all political subdivisions located within the county borders, including cities, special districts, private-nonprofit, and private sector businesses. The Operational Area manages and/or coordinates alert and warning, information sharing, resource management, and resource priorities among local governments, and serves as the coordination and communication link between the local government level and the regional level. This responsibility could also include promulgating orders (such as curfews), rules, and ordinance in order to deal with the incident requirements.
The County Office of Emergency Services (OES) maintains the Operational Area EOC as the single coordinating center for county-wide coordination. The office further facilitates the development and Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 17 exercising of emergency plans and exercises other powers and duties as assigned to the Director of Emergency Operations.
OES deals with those major emergency situations where local government must be able to coordinate and direct the operations of many, if not all, of the emergency response agencies available countywide. It is the need for coordinated emergency operations that distinguish major emergencies or disasters from the emergencies that local fire, law enforcement, and county emergency medical services deal with every day.
The Operational Area EOC uses the Multi-Agency Coordination Group to coordinate resource management and information needs with a multitude of emergency response agencies and personnel.
In the event of a major disaster, the county emergency organization could operate under a Unified Command (UC), or an Area Command Authority structure. This would be in addition to the role of the Operational Area EOC to support those field or individual city or special district EOC’s.
5.3.4 Regional
Because of its size and geography, the state has been divided into six mutual aid regions. The purpose of a mutual aid region is to provide for the more effective application and coordination of mutual aid and other emergency related activities. In SEMS, the regional level manages and coordinates information and resources among operational areas within the mutual aid region, and between the operational areas and the state level. The regional level also coordinates overall state agency support for emergency response activities within the region.
5.3.5 State
The state level of SEMS manages state resources in response to the emergency needs of the other levels, and coordinates mutual aid among the mutual aid regions and between the regional level and state level. The state level also serves as the coordination and communication link between the state and the federal disaster response system.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 18 Figure 2: SEMS Activation Levels
5.4 What Are NIMS and The NRP?
NIMS is a system mandated by the Homeland Security Presidential Directive-5 (HSPD-5), that provides a consistent nationwide approach for federal, state, local, and tribal governments, the private-sector, and non-governmental organizations to work effectively and efficiently together to prepare for, respond to, and recover from domestic incidents, regardless of cause, size, or complexity. To provide for communications interoperability and compatibility among federal, state, local, and tribal capabilities, the NIMS includes a core set of concepts, principles, and terminology.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 19 HSPD-5 identifies these as the Incident Command System (ICS); multiagency coordination system (MACS); training; identification and management of resources (including classifying types of resources); qualification and certification; and the collection, tracking, and reporting of incident information and incident resources.
The National Response Plan (NRP) is mandated by HSPD-5 and integrates federal domestic prevention, preparedness, response, and recovery plans into one all-discipline, all-hazards plan. Local governments must use NIMS (which SEMS complies with), to be eligible for federal preparedness and recovery assistance programs or grants.
5.5 Features Common to All Organizational/Response Levels SEMS and NIMS have several common terminology features based on the Incident Command System (ICS). The field response level uses functions, principles, and components of ICS as required in SEMS and NIMS regulations. Many of these field response level terminology features are also applicable at local government, operational area, regional, and state levels. Described below are the features of ICS that are applicable to all SEMS and NIMS levels.
5.5.1 Essential Management Functions
SEMS and NIMS have five essential functions adapted from ICS. The field response level uses the five primary ICS functions: command, operations, planning/intelligence, logistics and finance/administration. At the local government, operational area, regional, and state levels, the term "management" is used instead of command. The titles of the other functions remain the same at all levels.
5.5.2 Management by Objectives
The Management by Objectives feature of ICS as applied to SEMS and NIMS, means that each SEMS/NIMS 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. The operational period is the length of time set by command at the field level, and by management at other levels, to achieve a given set of objectives. The operational period may vary in length from a few hours to days, and will be determined by the situation.
5.5.3 Incident Action Planning
Incident Action Panning should be used at all SEMS/NIMS levels. There are two types of incident action plans in SEMS/NIMS:
• Incident Action Plans (IAP): At the field response level, written or verbal incident action plans contain objectives reflecting the overall incident strategy and specific tactical action and supporting information for the next operational period. Incident action plans are an essential and required element in achieving objectives under ICS.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 20 • DOC/EOC Action Plans: At local, operational area, regional and state levels, the use of DOC (Departmental Operations Center)/EOC action plans provide designated personnel with knowledge of the objectives to be achieved, and the steps required for achievement. Action plans not only provide direction, but they 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. Form 7 provides an Action Plan template for the CITY-EOC.
5.5.4 Organizational Flexibility--Modular Organization
The intent of this SEMS/NIMS feature is that at each SEMS/NIMS 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 SEMS/NIMS essential functions.
The functions of any non-activated element will be the responsibility of the next highest element in the organization. Each activated element must have a person in charge of it; however, one supervisor may oversee more than one functional element.
5.5.5 Organizational Unity and Hierarchy of Command or Management 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 SEMS/NIMS level are linked together to form a single overall organization within appropriate spanof-control limits.
5.5.6 Span of Control
Maintaining a reasonable span of control is the responsibility of every supervisor at all SEMS/NIMS levels. The optimum span of control is one to five (1-5), 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 EOC levels should be one-to-three to oneto-seven range (1-5, 1-7). A larger span of control may be acceptable when the supervised positions or resources are all performing a similar activity.
5.5.7 Personnel Accountability
An important feature of ICS applicable to all SEMS/NIMS levels is personnel accountability. This is accomplished through the Organizational Unity, and Hierarchy of Command or Management feature along with the use of check-in forms, position logs and various status keeping systems. The intent in bringing this ICS feature into SEMS/NIMS is to ensure that there are proper safeguards in place so all personnel at any SEMS/NIMS level can be accounted for at any time.
5.5.8 Common Terminology
In ICS, 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 and multi-jurisdiction organizations and resources to work together effectively, without understanding each other’s unique terminologies. This feature, as applied to all SEMS/NIMS levels, would ensure Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 21 that there is consistency and standardization in the use of terminology within and between all five SEMS levels.
5.5.9 Resources Management
In ICS, resources management describes the types of resources available, the ways in which field level resources are managed, and how status is maintained. At all SEMS/NIMS levels, there will be some functional activity related to deciding on how to allocate and manage limited available resources.
This will vary from level to level in terms of directing and controlling, to coordination, to resource inventorying. Procedures for effective resources management must be geared to the function and the level at which the function is performed.
5.5.10 Integrated Communications
This feature of ICS 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 is used on any emergency. At all SEMS/NIMS levels, there must be a dedicated effort to ensure that communications systems, planning, and information flow, are being accomplished in an effective manner. The specifics of how this is accomplished at DOC and EOC levels will be different than at the field response level.
5.6 Mutual Aid
5.6.1 Mutual Aid - General
Incidents frequently require responses that exceed the resource capabilities of the affected response agencies and jurisdictions. When this occurs, mutual aid is provided by other local governments, state, and federal agencies. Mutual aid is voluntary aid and assistance by the provision of services and facilities including but not limited to: fire, police, medical and health, communications, transportation, and utilities. Mutual aid is intended to provide adequate resources, facilities, and other support to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation.
Mutual aid is provided between, and among, local jurisdictions, the state, and federal agencies under the terms of the California Disaster and Civil Defense Master Mutual Aid Agreement, Interstate Civil Defense and Disaster Compact, the Emergency Management Assistance Compact, and the Emergency Management Mutual Aid System. These agreements were developed starting in 1950 and have been adopted by most of California's incorporated cities, all 58 counties, and the state.
5.6.2 Mutual Aid Systems
The mutual aid program in California has developed statewide mutual aid systems. These systems, operating within the framework of the Master Mutual Aid Agreement, allow for the progressive mobilization of resources to and from emergency response agencies, local governments, operational areas, regions, and state with the intent to provide requesting agencies with adequate resources.
Several discipline-specific mutual aid systems have been developed, including fire and rescue, law enforcement, medical-health, building officials, and Public Services. The adoption of SEMS and NIMS Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 22 does not alter existing mutual aid systems. These systems work through local government, operational area, regional, state, and federal levels consistent with SEMS and NIMS.
Mutual aid may also be obtained from other states. Inter-state mutual aid may be obtained through direct state-to-state contacts, pursuant to interstate agreements and compacts, or may be coordinated through federal agencies.
5.6.3 Operational Area (mutual aid) Coordinators
To facilitate mutual aid, discipline-specific mutual aid systems work through designated coordinators at the operational area, regional, and state levels. The basic role of a (mutual aid) coordinator is to receive mutual aid requests, coordinate the provision of resources from within the coordinator's geographic area of responsibility, and to pass on unfilled requests to the next level.
Mutual aid requests that do not fall into one of the discipline-specific mutual aid systems are handled through the emergency services mutual aid system by emergency management staff at the local government, operational area, regional, and state levels. Coordinators may function from an EOC, their normal departmental location, or other locations depending on the circumstances. Some incidents require mutual aid but do not necessitate activation of the affected local government or operational area EOCs because of the incident's limited impacts. In such cases, coordinators typically handle requests from their normal work location. When EOCs are activated, all activated discipline specific mutual aid systems should establish coordination and communications with the EOCs:
• When the San Joaquin Operational Area EOC is activated, coordinators should be at the EOC to facilitate coordination and information flow, especially of availability requires prioritizing incidents to allocate scarce resources.
• When the Cal OES Inland Region EOC is activated mutual aid coordinators should have representatives in the regional EOC unless it is mutually agreed that effective coordination can be accomplished through telecommunications. State agencies may be requested to send representatives to the regional EOC to assist OES regional staff in handling mutual aid requests for disciplines or functions that do not have designated mutual aid coordinators. • When the State Operations Center (SOC) is activated, state agencies with mutual aid coordination responsibilities will be requested to send representatives to the SOC.
Mutual aid system coordinators at an EOC may be in various functional elements (sections, branches, groups, or units) or serve as an agency representative depending on how the EOC is organized and the extent to which it is activated.
5.6.4 Participation of Volunteer and Private Agencies
Volunteer agencies and private agencies may participate in the mutual aid system along with governmental agencies. For example, the disaster medical/health mutual aid system relies heavily on private sector involvement for medical/health resources. Some volunteer agencies such as the American Red Cross, Salvation Army and others are an essential element of the statewide emergency response to meet the needs of disaster victims. Volunteer agencies mobilize volunteers and other resources through their own systems. They also may identify resource needs that are not met within their own systems that would be requested through the Central Valley Regional Volunteer Organizations Active in Disaster (VOAD), a consortium of non-profit and faith-based organizations whose goal is to foster more effective service to those imperiled, impaired, or impacted by disaster, by Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 23 eliminating unnecessary duplication of effort in all phases of disaster/emergency management:
Preparedness, Response, Recovery and Prevention/Mitigation.
Some private agencies have established mutual aid arrangements to assist other private agencies within their functional area. For example, electric and gas utilities have mutual aid agreements within their industry and established procedures for coordinating with governmental EOCs. In some functional areas, services are provided by a mix of special districts, municipal, and private agencies.
Mutual aid arrangements may include both governmental and private agencies. For example, public and private water utilities are currently developing a mutual aid system.
Liaison should be established between activated EOCs and private agencies involved in response.
Where there is a need for extensive coordination and information exchange, private agencies should be represented in activated EOCs at the appropriate SEMS/NIMS level.
5.6.5 Emergency Facilities used for Mutual Aid
In-coming mutual aid resources may be received and processed at several types of facilities including base, incident command post, marshaling area, mobilization center, and staging areas or incident facilities. Each type of facility is described briefly below:
• Base: This is a location where the primary logistics functions are coordinated and administered. The Incident Command Post may be co-located with the base. There is only one base per incident.
• Incident Command Post: This is a location at which the primary command functions are executed and usually co-located with the base (EOC would be similar). • Marshaling Area: This is defined in the Federal Response Plan as an area used for the complete assemblage of personnel and other resources prior to their being sent directly to the disaster area. Marshaling areas may be established in other states for a catastrophic California earthquake.
• Mobilization Center: This is an off-incident location at which emergency service personnel and equipment are temporarily located pending assignment, release, or reassignment. For major area-wide disasters, mobilization centers may be located in, or on the periphery of, the disaster area.
• Staging Areas or Incident Facilities: Incoming resources may be sent to staging areas, other incident facilities, or directly to an incident depending on the circumstances. Staging areas are temporary locations at an incident where personnel and equipment are kept while awaiting tactical assignments.
5.6.6 Mutual Aid Agreements Covering the City of Mountain House The City is covered by existing Mutual Aid Agreements with the following organizations and agencies:
• California Disaster and Civil Defense Master Mutual Aid Agreement (CGC §8561, 11/1950) • Emergency Management Assistance Compact (1/2019)
• Interstate Civil Defense and Disaster Compact (12/1951) • Lammersville Unified School District: To be developed.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 24 • State of California Fire and Rescue Emergency Mutual Aid System, revised 2/12 • San Joaquin County OES Operational Area Agreement: (To be attached) • School District Crisis MOU (2018)
5.6.7 Existing Contracts that Provide for Emergency Response • The City contracts with the San Joaquin County Sheriff to provide both routine and emergency response to law enforcement issues. Through these contracts Mountain House has access to other resources such as explosive ordinance services that these providers have through their existing mutual aid agreements.
• The City contracts with French Camp McKinley Fire Department for response to fire emergencies, Hazmat, and Emergency Medical Service response. • San Joaquin County contracts with AMR (American Medical Response) to provide ambulance and paramedic services to the community of Mountain House.
5.7 Overview of SEMS Response
The following describes generally how SEMS is intended to work for various emergency situations.
The situations are described in terms of the involvement and interactions of the five SEMS levels and are intended to apply to all types of disasters that may occur in California, such as, earthquakes, floods, fires, and hazardous materials incidents. This discussion assumes that appropriate emergency declarations and proclamations are made. It also assumes that multi-agency or inter-agency coordination is accomplished at each level as required by SEMS regulations.
SEMS may be activated and resources mobilized in anticipation of possible disasters. Such anticipatory actions may be taken when there are flood watches, severe weather, earthquake advisories, or other circumstances that indicate the increased likelihood of a disaster that may require emergency response and mutual aid. The extent of actions taken will be decided at the time based on the circumstances.
5.7.1 Local Incident within Capability of Local Government Field response: Field units respond as needed using the Incident Command System. Resources are requested through local government dispatch centers.
Local government (City): The local government supports field response as needed. Small incidents generally do not require activation of the local government emergency operations center. Emergency management staff may monitor the incident for a possible increase in severity. Larger incidents may necessitate activation of the Emergency Operations Center (EOC). The city will notify the operational area if the City EOC is activated. The Mountain House EOC will manage and coordinate the overall emergency response and recovery activities within its jurisdiction. During disasters, it is required to coordinate emergency operations with San Joaquin County OA, CALOES, and, in some instances, other Operational Areas and local governments.
San Joaquin Operational area: Activation of the operational area EOC (hosted at SJCOES) is generally not needed for small incidents, but consideration should be given to possibility of the incident Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 25 becoming larger. The operational area EOC may be activated if the city activates its EOC and requests operational area EOC activation.
As the incident expands and requires OA-wide multi-discipline resources, the OA and Region EOCs may activate.
5.7.2 Major Single Jurisdiction Disaster--Local Government Requires Additional Resources Field response: Field units respond as needed using the Incident Command System. One or more Incident Commands may be established depending upon the size and nature of the disaster.
Resources are requested through dispatch centers, department operations centers, or EOC.
Local government (City): The local government supports Incident Commanders with available resources. Local government activates its emergency operations center and notifies the operational area lead agency. Resources are requested through operational area emergency management staff and mutual aid coordinators. The local government retains the responsibility for managing the response.
San Joaquin Operational area: The SJC-OES activates the emergency operations center, and mutual aid coordinators locate and mobilize resources requested by Local government. Resources not available within the operational area are requested through CalOES and regional mutual aid coordinators.
State: The State Operations Center (SOC) is activated. State OES staff monitor the situation.
5.7.3 Operational Area Disaster
Field response: Field units from the affected jurisdictions respond as feasible using the Incident Command System. Incident Command Posts may be established at various sites throughout the disaster area. Resources are requested through dispatch centers, department operations centers, or EOCs.
Local governments: The ability to respond may be severely impaired. Local governments assess capability and report the situation to operational area. Local governments mobilize all available resources. EOCs establish priorities, allocate available resources to support the field response, and request assistance through the operational area. Local governments retain the responsibility for managing the response within their jurisdictions.
San Joaquin Operational Area: SJC activates the OA-EOC and notifies CalOES. The EOC assesses the situation and reports information to CalOES. The OA-EOC prioritizes incidents based on resource needs, allocates available resources, requests additional resources through the SOC and regional coordinators, and provides overall situation information to local governments.
State: The State Operations Center (SOC) is activated, and state agency representatives are requested to staff the SOC. The SOC coordinates state agency response and mobilization of mutual aid resources from unaffected regions. State agency department operations centers (DOCs) are activated. Federal assistance may be requested, if needed. The SOC continuously monitors the situation.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 26
5.7.4 Standard Operating Procedures
The Municipal Emergency Management Plan (MEMP) is always being updated with the best practices and procedures. There is always constant ongoing Standard Operating Procedures (SOP) and SEMS/NIMS sections, branches and units with changes and updates as personnel change and new resources are acquired. Upon completion, each new or updated SOP will become a part of this plan by reference through an (Annex) or submitted to the Plan through the formalized promulgation and distribution methodology. All SOPs will be reviewed and approved by the City Manager and whom he/she designates within which the SOP will impact.
During an emergency response strict adherence to the SOPs by department is not required wherein Departments may deviate from SOPs to respond to unique needs in a particular response.
During an emergency response, any major variations from procedures shall be coordinated with the Emergency Operations Center (EOC).
Procedures address but are not limited to:
1. Developing procedures for reviewing, updating and/or adding to current procedures to the City Manager, Administration and City Council.
2. Coordination with the San Joaquin County OA, identification of alternate governmental facilities, including but not limited to an Emergency Operations Center.
3. Emergency authorities and whom they are designated to with a plan of succession
4. Preparation and maintenance of appropriate SOPs, including but not limited to resource lists, checklists, and forms.
5. Any supplemental forms to support the implementation of SOPs to ensure an effective and efficient emergency response.
6. Developing and enhancing any forms of public information that will support an effective emergency response.
7. Current internal processes to identify, notify and coordinate City personnel.
8. In coordination with SJ OA, developing and enhancing recruiting, registering and training volunteers.
9. Reporting format and process of essential data, news, status updates, and time-sensitive information.
10. Recovery processes, and
11. Training and informing personnel.
5.7.5 Access and Functional Needs in an Emergency
When an emergency event or disaster occurs, individuals with disabilities and functional needs, programmatic, and communications needs will be served under the authority and provisions of the American with Disabilities Act of 1990. This authority will serve adults and children with access and Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 27 functional needs. This will primarily be managed through the Care & Shelter Branch in the Operations Section. This will include, but not limited to, working with other City Departments, County OA, County Departments, local organizations and agencies to respond, determine facilities, medical care, housing, nutritional, and other needs when affected by an emergency or disaster.
5.7.6 Vital Records in an Emergency
In the event of a disaster the ability to continue the City’s Continuity of Government, it is essential to maintain and preserve vital records. Each department within Mountain House will identify, maintain and protect its vital records. Vital records are essential in all phases of the emergency response and recovery process. Vital records are defined as those records that are essential to the rights and interests of individuals, governments, corporations and other entities, including vital statistics, land and tax records, license registers, and historical information.
Vital records are defined as those records essential to the rights and interests of individuals, governments, corporations and other entities, including vital statistics, land and tax records, license registers, and historical information. Vital records also include those records essential for emergency response, recovery operations, including utility systems maps, emergency supplies, equipment locations, emergency operation plans, procedures, and personnel rosters.
These vital records will be essential to the re-establishment of normal City government functions, serving to protect the rights and interests of government.
6.0 Authorities and References
6.1 State of California
6.1.1 SEMS (Standard Emergency Management System)
• Government Code § 8607
• California Code of Regulations § 2400
• Governor’s Executive Order S-02-05
6.1.2 California Government Code, Sections 3100 - 3109
The code states in these sections that public employees are Disaster Service Workers, subject to disaster service activities as may be assigned to them by their superiors or by law and covered by medical care insurance program for injuries sustained during performance of their duties. The term "public employees" includes all people employed by the state or any county, city, city and county, state agency or public district, excluding aliens legally employed. The law applies when:
• A local emergency has been proclaimed.
• A state of emergency has been proclaimed.
• A federal disaster declaration has been made.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 28
6.1.3 Cal. Gov. Code §§ 34000 - 38000 et seq.
These sections of the code address the purposes and powers of cities in California. The sections include references to fire protection and other security services to safeguard life and property, along with powers to declare local emergencies and a state of emergency.
6.1.4 The California Emergency Services Act, California Government Code, Chapter 7, Sections 8550 – 8669
This Act provides the basic authorities for conducting emergency operations following a proclamation of Local Emergency, State of Emergency, or State of War Emergency by the Governor and/or appropriate local authorities, consistent with the provisions of this Act.
6.1.5 The California Emergency Plan 2017
Promulgated by the Governor and published in accordance with the Act and this provides overall statewide authorities and responsibilities and describes the functions and operations of government at all levels during extraordinary emergencies, including wartime. Section 8568 of the Act states, in part, that "...the State Emergency Plan shall be in effect in each political subdivision of the state, and the governing body of each political subdivision shall take such action as may be necessary to carry out the provisions thereof." Local emergency plans are, therefore, considered to be extensions of the California Emergency Plan.
6.1.6 California Civil Code, Chapter 9, Section 1799.102 (paraphrased) This section provides "Good Samaritan Liability" for those providing emergency care at the scene of an emergency: "No person, who, in good faith and not for compensation, renders emergency care at the scene of an emergency, shall be liable for any civil damages resulting from any act or omission.
The scene of an emergency shall not include emergency departments and other places where medical care is usually offered.”
6.2 Federal (Citations)
6.2.1 Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 (Public Law 93-288, as amended).
6.2.2 Federal Civil Defense Act of 1950 (Public Law 920, as amended).
6.2.3 NIMS (National Incident Management System):
• Homeland Security Presidential Directive (HSPD-5),
• Presidential Policy Directive (PPD-8) covered by the Code of Federal Regulations (Title 44).
6.2.4 Americans with Disabilities Act of 1990
6.3 County
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 29
6.3.1 San Joaquin County, Code of Ordinances, title 4 - Public Safety Division 3 - Civil Defense and Disaster, Chapter 1 - General Regulations2
6.3.2 San Joaquin Operational Area Agreement Emergency Support Functions-02 Communications
6.3.3 Public Services Allocation Agreement (1996), Section 4.B.27 This agreement between San Joaquin County and the Mountain House Community Services District specified that Mountain House would provide emergency preparedness to the extent provided in its Emergency Preparedness Plan.
6.3.4 Mountain House Master Plan
This document is the Master Plan for the development of Mountain House.
6.3.5 San Joaquin County Local Hazard Mitigation Plan (2023) Every five years, the Local Hazard Mitigation Plan is updated and submitted to the Federal Emergency Management Agency (FEMA). The plan addresses threats from potential hazards and identifies possible strategies to reduce impacts.
6.4 City of Mountain House Municipal Services Review
• Sphere of Influence Plan
• Growth and Population Projections
• Present and Planned Capacity of Public Facilities
• Water Supply, Conservation and Treatment
• Wastewater Collection and Treatment
• Storm Water Drainage
2 https://www.municode.com/library/ca/san_joaquin_county/codes/code_of_ordinances?nodeId=TIT4PUSA_DIV3CIDEDI Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 30
7.0 Situational Awareness and Assumptions
The number of natural disasters in San Joaquin County eighteen (18) is greater than the US average of twelve (12). Of those eighteen major disasters, fifteen were Presidentially declared. Hazards are broadly classified as natural and person made. Potential hazards for the Mountain House community are identified based on the Community profile and the following potential types of hazards that have been identified by the Public Safety Committee of the City of Mountain House.
Natural Technological /National Security
Flooding/Flash Flooding Power/ Water Supply
Wildfire Pipeline
Earthquake Energy Shortage
Extreme Weather Hazardous Material Incident
Public Health Emergency Transportation Related Event
Civil Disturbance
Terrorism
Nuclear Related Event
These hazards are far from being mutually exclusive. For example, an earthquake can result in a dam or levee failure leading to widespread flooding. The hazards identified above will be included in San Joaquin County Operational Area documents associated with vulnerability analysis and mitigations.
8.0 Definitions Related to Incidents,
Emergencies, and Disasters
8.1 Incidents
Incidents are events that may result in extreme peril to the safety of people and property and may lead to or create conditions of disaster. Incidents may also be rapidly mitigated without loss or damage. Larger incidents or incidents not mitigated within a relatively short period of time and posing continuing risk to citizens or property may call for a city, county, or city & county, to proclaim a "Local Emergency" as defined in Section 7.2 that follows.
Incidents are usually a single event that may be small or large. They occur in a defined geographical area and require local resources or, sometimes, mutual aid. There are usually one to a few agencies involved in dealing with an ordinary threat to life and property and to a limited population. Usually, a local emergency will not be proclaimed and the EOC will not be activated. Incidents are usually of short duration, measured in hours or, at most, a few days. Primary command decisions are made at the scene along with strategy, tactics, and resource management decisions Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 31
8.2 Emergencies
The California Emergency Services Act (§8558), of which SEMS is a part, defines three conditions or degrees of emergency:
Local Emergency – This designation means the duly proclaimed existence of conditions of disaster or of extreme peril to the safety of personnel, and property within the territorial limits of a county, city and county, or city, caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestation or disease, the Governor’s warning of an earthquake or volcanic prediction, or an earthquake. This proclamation is made at the county level for Mountain House.
• State of Emergency – This designation means the duly proclaimed existence of conditions 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, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestation or disease, the Governor’s warning of an earthquake or volcanic prediction, or an earthquake. This proclamation is made at the state level.
• State of War Emergency – This designation means the condition which exists immediately, with or without a proclamation thereof by the Governor, whenever this state or nation is attacked by an enemy of the United States, or upon receipt by the state of a warning from the federal government indicating that such an enemy attack is probable or imminent.
FEMA defines an Emergency as: Any occasion or instance for which, in the determination of the President, Federal Assistance is needed to supplement state and local efforts and capabilities to save lives and to protect property and public health and safety, or to lessen or avert the threat of a catastrophe in any part of the United States.
8.3 Disaster
Section 5.7 describes the SEMS structure of responses to Major Single Jurisdiction Disasters where the local government requires additional resources and the Major Area-Wide Disasters (damage in multiple Operational Areas) respectively.
FEMA defines a Major Disaster as: Any natural catastrophe (including any hurricane, tornado, storm, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, or drought) or, regardless of cause, any fire, flood, or explosion, in any part of the United States that, in the determination of the President, causes damage of sufficient severity and magnitude to warrant major disaster assistance under the Stafford Act to supplement the efforts and available resources of States, local governments, and disaster relief organizations in alleviating the damage, loss, hardship, or suffering caused thereby.
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9.0 Response Levels
9.1 Response Levels Are Used to Describe the Type Of Event Area(s) affected, extent of coordination or assistance needed, and degree of participation expected from the four response levels below are closely tied to emergency declarations and decisions on whether to activate the Emergency Operations Center.
9.1.1 Lowest Response Level: Off-Normal Event
This type of event unless it escalates significantly is managed within the daily business operations of the city.
Examples would be a planned or unplanned power outage for the Mountain House community of relatively limited duration, a severe weather alert, or a minor to light earthquake (3.0-4.9). Table 1 provides additional conditions, examples, and actions that might be taken at this level.
9.1.2 Moderate Response Level: Occurrence
An occurrence is an event in a defined geographical area, either human-caused or caused by natural phenomena, that doesn’t always but may require action by emergency response personnel to prevent or minimize loss of life or damage to property and/or natural resources. Occurrences are usually of short duration, measured in hours or, at most, a few days. Some occurrences that do not pose an immediate threat need to only be monitored to see that they are being addressed and are not escalating.
Examples would be a moderate earthquake (5.0 to 5.9) or a wildland fire near Mountain House not posing a threat based on its location and current wind direction. Additional examples are provided in Table 2.
This type of situation can be managed with local resources which are adequate and available. It is possible for an Incident Command post to be established in the field. The City Emergency Operations Center (EOC) is not normally activated (though partial activation is an option if the incident escalates having the potential to go to a higher response level), and public safety personnel provide necessary support, as established by agreements and ordinances. Police, fire and other responders coordinate via established telephones, radio systems and dispatch centers. Table 2 provides additional conditions and actions that are associated with this response level.
9.1.3 High Response Level: Emergency or Disaster
Examples would include an extended disruption to power or the water distribution system for Mountain House or a strong earthquake (6.0-6.9). Additional examples are provided in Table 3.
Local resources are not adequate to address this type of emergency and mutual aid may be required on a regional or even statewide basis. A Local Emergency is proclaimed by the County and a State of Emergency might be proclaimed. Several departments as well as other jurisdictional agencies need close coordination. The EOC is activated to coordinate emergency response. EOC activities may include but are not limited to:
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City of Mountain House Municipal Emergency Management Plan Page 33 • Establishing a City-wide situation assessment function, • Establishing a City-wide public information function, • Determining resource requirements for the affected area and coordinating resource requests,
• Establishing and coordinating the logistical systems necessary to support multi-incident management,
• Establishing priorities for resource allocation.
Incident Command Systems are established and continue to report through agency dispatch centers.
Agency dispatch centers or liaison personnel provide information to the MH Emergency Operations Center. Table 3 provides a summary of this Response Level that includes conditions, examples, and actions needed.
9.1.4 Highest Response Level: More Significant or Escalating Emergency or Disaster Examples include sustained widespread flooding, extensive disruption of the fresh water supply or a major earthquake (7.0+). Additional examples are provided in Table 4.
City resources are overwhelmed, and extensive outside resources are required. A Local Emergency and a State of Emergency are likely to be proclaimed, and a Presidential Declaration is requested.
The emergency operation is centralized. The EOC is activated, and all coordination and direction activities are done from there. During war, a Statewide Emergency Management System will be fully activated, and the State will coordinate emergency operations from Cal OES. Actions that would be taken by the Emergency Organization of MH are included in Table 4.
10.0 Emergency Phases
10.1 General Information on Emergencies
Some emergencies will be preceded by a build-up or warning period, possibly by intelligence gathering, providing sufficient time to warn the community and implementing mitigation measures designated to reduce loss of life and property damage. Other emergencies occur with little or no advance warning requiring immediate implementation of the emergency operations procedures and commitment of resources. All employees of the city must be prepared to respond to any emergency, including the request for mutual aid.
Emergency management activities during peacetime and national security emergencies are often associated with the phases indicated below; however, not every emergency/disaster necessarily includes all indicated phases.
10.1.1 Mitigation/Prevention Phase
Mitigation is perhaps the most important phase of emergency management; however, often the least used, but generally with the most cost/benefit results. Mitigation is often thought of as taking actions Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 34 to strengthen facilities, abatement of nearby hazards, and reducing the potential damage either to structures or their contents. Mitigation includes the activities designed to reduce or eliminate risks to persons or property or to lessen the actual or potential effects or consequences of an incident.
Mitigation measures may be implemented prior to, during, or after an incident. Mitigation measures can be formed by lessons learned from prior incidents. Mitigation involves ongoing actions to reduce exposure to, probability of, or potential loss from hazards. Measures may include zoning and building codes and analysis of hazard- related data to determine where it is safe to build or locate temporary facilities. Mitigation can include efforts to educate governments, businesses, and the public on measures they can take to reduce loss and injury
While it is not possible to eliminate either the destructive force of a potential disaster or its effects, doing what can be done to minimize the effects may create a safer environment that will result in lower response costs, and fewer casualties.
10.1.2 Preparedness Phase
The preparedness phase includes those activities, programs, and systems that exist before an emergency and that are used to support and enhance response to an emergency or disaster. Planning and training are two key components of this phase.
10.1.3 Response Phase
Response activities address the immediate or short-term effects of an emergency or disaster.
Response includes immediate actions to save lives, protect property, and meet basic human needs.
Response includes execution of emergency procedures and mitigation activities designed to limit the loss of life, personal injury, property damage, and other unfavorable outcomes. As indicated by the situation, response activities include applying intelligence and other information to lessen the effects or consequences of an incident; increased security operations; continuing investigations into nature and source of the threat; ongoing public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and specific law enforcement operations aimed at preempting, interdicting, or disrupting illegal activity, and apprehending actual perpetrators and bringing them to justice.
The Response Phase includes the following sub-phases:
• Pre-Impact (Intelligence): Recognition of the approach of a potential disaster where actions are taken to save lives and protect property. Warning systems may be activated, resources may be mobilized, EOCs may be activated, and evacuation may begin. • Immediate Impact: Emphasis is placed on saving lives, controlling the situation, and minimizing the effects of the disaster. Incident Command Posts and EOCs may be activated, and emergency instructions may be issued.
• Sustained: As the emergency continues, assistance is provided to victims of the emergency/disaster, and efforts are made to reduce secondary damage to life, property, and environment. Response support facilities may be established. The resource requirements continually change to meet the needs of the incident.
An enhanced breakdown for terrorism sub-categorizes activities into two efforts:
• Crisis Management:
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City of Mountain House Municipal Emergency Management Plan Page 35 • Prevent, preempt, and terminate threats or acts of terrorism or another hazard. • Apprehend and prosecute perpetrators.
• Consequence Management:
• Protect public health and safety
• Provide emergency relief to governments, businesses, and individuals • Restore essential government services
10.1.4 Recovery Phase
Recovery is taking all the actions necessary to restore the area to pre-event conditions or better, if possible. Mitigation of potential hazards/risks plays an important part in facilitating the recovery phase for many emergencies. There is no clear time separation between response and recovery; however, when the EOC is activated the Emergency Director is able, with input from other responding agencies, to decide when the recovery phase is entered, and Form 8 is available to guide the design of a recovery plan.
Debris management is very important to coordinate with the Operational Area, as CalOES (CDAA) and FEMA (Stafford Act); both recognize regional debris management as having a cost/benefit ratio to encourage consolidating efforts instead of each local government to establish its own debris operations. The Initial Damage Estimate should accompany the Local Proclamation to the State (within 10 days of the onset of the emergency) to help the State in their efforts to prioritize assistance. Note the Initial Damage Estimate is different than the Initial Damage Assessment (see 10.1.4.1).
Recovery Disaster Assistance is available through a variety of sources provided by the State OES. The State OES web page describes the different programs, their purpose, restrictions, and the application process. Included are the following programs: Public Assistance, Individual Assistance, and the Hazard Mitigation Grant programs.
10.1.4.1 Damage-vs-Safety Inspection
It is very important to differentiate Initial Damage Assessment (IDA) vs Safety Inspection. • Damage Assessment: This activity is to assess the financial impact of public (government) and individual (private sector) loss. This is not an eligible activity for the California Disaster Assistance Act (CDAA), for FEMA (Stafford Act) reimbursement, but is a prelude to request assistance.
• Safety Inspection: This activity assesses the risk to public health or safety, and the environment. This activity is considered CDAA and Stafford Act eligible. This could include well inspection, underground utilities, abandoned appliances, or other threats.
10.1.4.2 After Action Reporting
While the City is not required to complete an after-action report for the state, such an assessment is essential to inform plans for future responses and should be completed as a part of the recovery process. California Code of Regulations, Title 19, § 2450 states that the after-action report shall, at a minimum:
• Be a review of response actions taken
• Application of SEMS
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City of Mountain House Municipal Emergency Management Plan Page 36 • Suggested modifications to SEMS
• Necessary modifications to plans and procedures
• Identified training needs
• Recovery activities to date
11.0 Emergency Declarations and
Terminations
11.1 Local Emergency
Proclamations (or Health Declarations) are normally made when there is a threat or an actual disaster or extreme peril to the safety of people and property within the City, caused by natural or personmade situations.
The city can declare a local emergency by following the procedures outlined in the California Emergency Services Act (CESA), which is codified in California Government Code sections 8550-8668 by following this general process:
• Local Authority: A local emergency is typically declared by the Mayor or City Council. The declaration is based on conditions that warrant immediate action due to significant events, such as a natural disaster, civil unrest, or other large-scale incidents that threaten public safety or health.
• Declaration: The local emergency is declared when the City Council or Mayor determines that the situation exceeds the capabilities of local resources. According to California Government Code Section 8630, the governing body of the city must officially make the declaration of emergency.
• Filing the Declaration: After the declaration, the city is required to inform the California Office of Emergency Services (Cal OES) as soon as possible. The declaration must be made in writing and include the date and time the emergency was declared. • Duration and Renewal: The local emergency declaration may remain in effect for up to 7 days unless extended by the City Council. If the emergency persists, the City Council can extend the declaration for additional periods not exceeding 14 days each, as per Government Code Section 8630(a).
• Proclamation: If the situation is dire and requires extraordinary actions, the City may also use the proclamation of a local emergency to invoke special powers for emergency response, such as requesting mutual aid assistance from neighboring jurisdictions, issuing orders, or suspending normal procedural requirements for contracts or procurements.
Government Code Section 8625 outlines the process of requesting a Proclamation of Local Emergency to the Governor if the local resources are insufficient, which would allow the state to provide additional aid.
The proclamation of a Local Emergency provides the governing body with legal authority to:
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City of Mountain House Municipal Emergency Management Plan Page 37 • Provide mutual aid to any affected area (CGC §8631)
• Promulgate orders, rules, and regulations; including curfews (CGC §8634, Ord. 4- 3005A.(6)(a))
• Have privileges and Immunities; for actions or non-action (Civil Code 1714.5, CGC §8655- 8660)
• Obtain vital resources, and commandeer resources and/or property if required (4-3005(6)(b) • Require employees & materials assistance, command aid of citizens of this County (Ord.4- 3005(6) (c & d))
• Enable Purchasing Agent to make emergency purchases for jurisdictions, accept donations (Ord. 4-3008) (CGC 8647)
• Obtain needed State/federal assistance/resources (Public Law 93-288 Stafford Act, 42 USC 5121)
• Ask Board of Equalization to reassess damaged property, provide tax relief (RTC§170172, 194, 3-5000-5007)
11.2 State of Emergency
A State of Emergency may be proclaimed by the Governor when:
• Conditions of a disaster or extreme peril exist that threaten the safety of persons and property within the state caused by natural or man-made incidents. • The Governor is requested to do so by local authorities. • The Governor finds that local authority is inadequate to cope with the emergency. • When the Governor proclaims a State of Emergency:
• Mutual aid shall be rendered in accordance with approved emergency plans when the need arises in any country, city & county, city.
• The Governor shall, to the extent deemed necessary, have the right to exercise all police power vested in the State by the Constitution and the laws of the State of California within the designated area.
• Jurisdictions may command the aid of citizens as deemed necessary to cope with the emergency.
• The Governor may suspend the provisions of orders, rules, or regulations of any state agency, any regulatory statute, or statute prescribing the procedure for conducting state business. • The Governor may commandeer or make use of any private property or personnel (other than the media) in carrying out the responsibilities of the office. • The Governor may promulgate, issue, and enforce orders and regulations deemed necessary.
11.3 State of War Emergency
When the Governor proclaims a State of War Emergency or a State of War Emergency exists, all provisions associated with a State of Emergency apply, plus:
• All state agencies and political subdivisions are required to comply with the lawful orders and regulations of the Governor that are made or given within the limits of the Governor's authority as provided for in the Emergency Services Act.
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12.0 Emergency Organization
12.1 Overall Emergency Structure
SEMS and NIMS require that all public agencies use the five designated functions (command, operations, planning/intelligence, logistics and finance/administration) to serve as the basis for organizing emergency planning and response. The City of Mountain House Emergency Organization is based on these functions that include recovery activities. The Concept of Operations will be addressed in this section as well as the next section describing in more detail the organization and functions of the City Emergency Operations Center.
In general, the Emergency Organization for Mountain House has the Incident Command management/command, section and branch Levels, but is not broken down into units or divisions.
This further breakdown is not needed in the plan based on the current level of development of the Mountain House Master Plan but may be needed based on future growth. It is also possible that a particular incident could warrant these additional breakdowns based on the Incident Command System span of control concept (ideal span of control is five but could range from three to seven).
The Mountain House Emergency Organization including the structure of the included EOC is shown in the organizational chart (Figure 3). Basic descriptions for the various positions follow.
Figure 3: Emergency Response Organization & EOC
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12.2 Command or Management Section Descriptions
Figure 3 shows the Command/Management Section and General Staff of the Emergency Response Organization and EOC and how current positions within the city map into this structure. Below is a description of each of the elements of the Command/Management Section and General Staff.
12.2.1 Policy Group
The Policy Group is composed of the Mayor, the City Council, City Manager, the City Attorney, and the Director of Public Safety. This Group is responsible for: continuity of government, defining policy, short- and long-range recovery planning, and legal advice on issues related to the response, and public information. When the EOC is activated, the Policy Group will receive periodic briefings from the Emergency Director and staff.
12.2.2 Emergency Director – City Manager
The City Manager, as the designated Emergency Director, provides for overall management of the City at all times, delegates responsibility for uniform planning and execution of details of the emergency preparedness program for the City, establishes a chain of command for emergency situations, directs each department manager to prepare and publish plans for their department on emergency procedures, requires that prescribed training and emergency plans are implemented, requires that departments maintain first aid equipment and other emergency supplies, plans for safe Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 40 storage of City records, informs the community about the City's emergency program, and its responsibility and participation in the plan.
The Emergency Director is responsible for activation of the EOC when circumstances warrant.
Activation criteria are provided in Tables 1-4 in Section 13.3.
The Emergency Director performs the duties and responsibilities of the EOC Director as follows when the EOC is activated. Form 2 is a checklist for actual use in the EOC):
General:
• Ensure the safety of the community
• Coordinate with all agencies for joint efforts on site during the emergency • When the EOC is activated the chiefs of the different sections include:
• Operations
• Planning/Intelligence
• Logistics
• Finance/Administration
Specific:
• Ensure adequate/minimal staffing is in place prior to EOC activation. • Notify all staff not already activated to be on 24-hour stand-by. This may require stand-by pay for some personnel.
• Coordinate with the ICS field team to determine the nature of the emergency. • If they have not already done so, have the Incident Commander perform a Damage Assessment and/or Threat Assessment to understand the full scope of the emergency. • Make appropriate notifications: If the San Joaquin County EOC is activated, designate an Agency Representative to remain constant contact.
• Add staffing as necessary (see Technical Specialist) based on the nature of the emergency. • Monitor the staff for signs of psychological distress and ensure staff is certain about the safety of their families.
• Make plans for extended staffing if necessary.
• Conduct a full briefing/update for all those in the EOC at least once every 45 – 60 minutes. • With the assistance of the Public Information Officer provide necessary communications to the members of the Mountain House community and to the Press as required. • Coordinate as needed with members of the Policy Group. • When the emergency conditions have ceased, prior to decommissioning the EOC, complete a recovery plan, and notify County OES to consider terminating the emergency proclamation.
12.2.3 Emergency Management Coordinator
The City Manager as Emergency Director delegates to the Director of Public Safety the day-to-day responsibility for maintaining the Mountain House Emergency Management Program.
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12.2.4 EOC Coordinator
The EOC Coordinator is responsible for facilitating the overall functioning of the EOC. This position assists the Emergency Director and EOC staff as needed providing information and guidance related to the internal operations and equipment in the EOC. The EOC Coordinator shall note key EOC activities in a log format (Form 4) or on a white board.
12.2.5 Public Information Officer (PIO)
The Public Information Officer is responsible for the formulation and release of information about emergencies to the community, media, emergency workers, and other appropriate agencies and organizations. Other important responsibilities include handling public inquiries and rumor control.
To avoid public confusion and maintain consistent messaging, the PIO must obtain approval from the Emergency Director and, if County OES is involved, notify the County PIO of the release content prior to the release of any information. The City of Mountain House Communications Officer will be the assigned PIO.
12.2.6 Safety/Security Officer
Safety responsibilities include monitoring and assessing hazardous and unsafe situations and developing measures for assuring personnel safety. Additionally, these responsibilities include evaluating the safety aspects of Action Plans and other activities associated with addressing the emergency. The individual in this position is responsible for assuring that shelter facilities, directed evacuation or movement of personnel, and communications or warnings, and developed action plans comply with the Americans with Disabilities Act of 1990.
Security responsibilities include providing access control and security for the EOC facility. The Emergency Director assigns this responsibility as needed. Other security responsibilities associated with the incident may fall under the auspices of the San Joaquin County Sheriff’s Office, or other lead law enforcement agency on site, to participate in the emergency response.
12.2.7 Liaison Officer - Agency Representative(s)
A liaison officer or agency representative is an individual assigned to an incident from an assisting or cooperating agency who has been delegated full authority to make decisions on all matters affecting that agency's participation at the incident. Agency representatives report to the Director.
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12.3 General Staff and Emergency Operations Center (EOC) Section Definitions
Figure 4: EOC Buildout to Full Staffing
12.3.1 Operations Section Chief
The Operations Section Chief is responsible for the management of all tactical operations directly applicable to the primary mission. The Operations Chief activates and supervises organization elements in accordance with an EOC Action Plan, and directs its execution in the Operations Section.
The Operations Chief also directs the preparation of branch operational plans (if branch positions are staffed within this section), requests or releases resources, recommends expedient changes to an EOC Action Plan as necessary, and reports such to the Emergency Director.
This position is assigned to the Public Works Manager in the City’s organizational structure.
The following are branch functions that may or may not be filled depending on the incident. If filled the position I would report to this section chief in the EOC. If the positions are unfilled the various branch functions would be represented in the EOC by the section chief. In the case that the Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 43 Fire/HazMat, Law Enforcement, and medical positions are not filled the section chief would establish communication as needed with personnel in the field in those respective organizations:
• Fire/HazMat Unit – Conduct fire prevention, control, and suppression, rescue operations, and respond to hazardous materials releases incidents for the emergency or disaster response. • Law Enforcement Unit - Maintain law and order, evacuate populations in a timely manner, control traffic, and address animal control needs related to the emergency or disaster response.
• Public Works Unit – Provides expertise related to water supply, wastewater treatment, and debris removal. Furnishes assistance in traffic control and assistance in rescue operations. • Medical Unit - Acts to reduce injuries and the loss of lives by ensuring timely and coordinated medical response, treatment, and transportation.
• Civilian Emergency Response Team (CERT) – Provides volunteer self-help services. These personnel have basic disaster response skills, such as fire safety, light search and rescue, team organization, and disaster medical operations
12.3.2 Planning/Intelligence Section Chief
The Planning/Intelligence Section Chief is responsible for collecting, evaluation, dissemination and use of information about the development of the emergency and status of resources. This includes situation status and analysis. The information provided is used for: 1) understanding the current situation, 2) predicting a probable course of events, 3) preparing alternative strategies, and 4) accomplishing effective recovery.
This position is assigned by the Emergency Director to staff within the Planning sector of the City’s organizational structure.
The following Unit positions fall under this section. They may be individually staffed, but if not, the responsibilities will fall to the Planning/Intelligence Section Chief. • Resource Unit - Prepares and processes resource status change information; prepares and maintains displays, charts and lists that reflect the status and location of incident resources, transportation, and support vehicles.
• Situation Unit - Collects and organizes incident status and situation information; evaluates, analyzes, and displays that information for use by incident personnel, dispatchers, and the EOC.
• Damage Assessment Unit - Collects and documents information connected with all structural damage during an incident, including the inspection of structures and safety determinations as well as implementing the emergency inspection program for City property and coordinates efforts in developing an emergency inspection program for private property within the City. • Demobilization Unit - Prepares the demobilization plan and assists incident sections/units in ensuring an orderly, safe, and cost-effective plan for movement of personnel and equipment from incident sites.
• Technical Specialists – Advises with special skills needed to support incident operations, such as Graphic Information Systems (GIS) or other areas requiring special expertise. Technical Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 44 Specialists may report to the Planning/Intelligence Section Chief or be assigned to other parts of the organization like Operations or Logistics.
12.3.3 Logistics Section Chief
The Logistics Section Chief is responsible for providing personnel, facilities, services, and materials to support the incident response. Also, this position is responsible for resource tracking. The Logistics Chief participates in development and implementation of EOC Action Plans, activates, and supervises the branches under the section. The Logistics Chief performs all Logistics Section functions if subordinate units are not filled. This position is assigned to the Maintenance Superintendent in the City organization.
• Supply Unit – Recommends orders for personnel resources, equipment, and supplies; receive and store supplies for the incident; maintains an inventory of supplies; and service nonexpendable supplies and equipment. Actual purchases are made by the Purchasing Agent, which is the City Manager or Business Management with delegated if authority has officially been delegated authority.
• Facilities/Transportation Unit – Lays out and activates incident facilities, including shelters, Disaster Assistance Centers, and sleeping and sanitation facilities for incident response personnel. Transports personnel, supplies, food, and equipment; fueling, maintenance and repair of vehicles and other ground equipment; and implements a traffic plan for the incident. • Personnel and Volunteers Unit – Coordinates City employees and registers volunteers.
Provides overall management of staffing needs, and the receipt, storage, and distribution of donated goods.
• Shelter and Food Unit – Provides staffing and coordinating mass care and sheltering for affected residents and visitors. Determines feeding requirements at all incident facilities; ensures menu planning; determines cooking facilities required and directs food preparation, food service, potable water provisions, and oversees general maintenance of food service areas.
• Information Services Unit – Installs, supports and maintains data processing hardware, connections, networks and software essential to the efficient management of the event.
Assists other EOC positions in determining appropriate types and numbers of computers and computer applications required to facilitate operations. Ensure training as required on use of information management systems. This function also includes the duties of the Communications Unit Leader – an ICS designation that appears in larger incident response organizations.
12.3.4 Finance/Administration Section Chief
The Finance/Administration Section Chief is responsible for all financial and cost analysis aspects of the incident as well as supervising any staffed branches under the Finance/Administration Section.
This Chief also participates in the development and implementation of EOC Action Plans. The Finance/Administration Chief performs all section functions as needed if subordinate units are not filled. This position is assigned to the Administrative Services Director within the City organization. •
• Cost Unit - Collects all cost data, performs cost analyses, provides cost estimates, and recommends ways to reduce costs.
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City of Mountain House Municipal Emergency Management Plan Page 45 • Time Unit – Records personnel time.
• Compensation/Claims – Manages overall compensation associated with the incident and processes all compensation for injury and claims during the incident. • Procurement Unit - Administers all financial matters pertaining to vendor contracts and purchases supplies and materials. May commit funds if officially designated by the City Manager as a Purchasing Agent (MH-2-2200).
• Processes travel requests.
• Recovery Unit - Compiles cost reimbursement data; and completes the filing of applications for cost reimbursement for personnel, materials, equipment, and damages arising from the incident.
12.4 County Support
At the discretion of the Emergency Director, and through liaison with San Joaquin County, various County Technical Specialist positions can be added to an EOC activation. Typical areas that might be called upon are Health Inspector, Building Inspector, and Information Technology Specialist.
12.5 Incident Command (IC) Structure (Field Command)
The following is included for informational purposes to cover the ICS structure that is commonly used in the field at the site of the incident. It is not a part of the EOC but communicates with the EOC when the EOC is activated. The EOC does not provide tactical direction to an ICS field team.
12.5.1 Incident Command Field Organization
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12.5.2 Incident Action Plans (IAPs)
Every field incident should have an oral or written action plan known as an IAP. The purpose of the plan is to provide all incident supervisory personnel with directions for future actions. Action plans which include the measurable tactical operations to be achieved are always prepared around a timeframe called an Operational Period.
Operational Periods can be of various lengths but should be no longer than 24 hours. The planning of an operational period must be done far enough in advance to ensure that the requested resources are available when it begins.
The Incident Action Plan must be known to all incident supervisory personnel. This can be done through briefings, by distributing a written plan prior to the start of the Operational Period, or by both methods. FEMA provides a detailed set of forms that cover all aspects of an IAP.
Essential Elements of the Incident Action Plan include:
• Statement of Objectives - Appropriate to the overall incident. Must be realistic and measurable, including exact result, possible time frames, and specific boundaries. • Organization -Describes what parts of the ICS organization will be in place for each Operational Period.
• Assignments to Accomplish Objectives -These are normally prepared for each (Operations Section) Division or Group, and include the strategy, tactics, and resources to be used.
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City of Mountain House Municipal Emergency Management Plan Page 47 • Supporting Material -Examples can include maps of the incident, a communications plan, a medical plan, a traffic plan, etc.
Responding agencies will prepare their Incident Action Plans according to their set of forms that recognize SEMS.
For purposes of executing this plan by the City Emergency Organization, a less detailed but effective format for an EOC Action Plan has been designed and is available in the forms section as Form 7.
13.0 Emergency Operations Center
The Emergency Operations Center (EOC) is the location from which centralized management of an emergency response is performed. The use of EOCs is a standard practice in emergency management.
The Emergency Director and key decision-making personnel operate from the EOC during the emergency response and initial recovery, to establish priorities and coordinate the overall response.
It serves as the central point for information gathering, processing, and dissemination; coordination of all City emergency operations, obtaining and allocating resources, and coordination with other agencies through the Operational Area EOC and State Operations Center (SOC) if activated. The EOC is partially or fully activated by the Emergency Director, according to the requirements of the situation.
Unless otherwise specified, the EOC does not provide tactical direction to the various direct incident responses that are being conducted in the field using the Incident Command Structure (ICS).
The EOC is organized according to SEMS/NIMS, as noted earlier in this plan. The Emergency Director, management staff (PIO, EOC Coordinator, Safety and Liaison Officers), and the section chiefs serve as the EOC management team. Agency Representative personnel from other agencies could be assigned to the City EOC, including from the OA-EOC.
13.1 EOC Location(S)
13.1.1 Primary EOC Location:
The EOC normally will be in the conference room adjacent to the City Manager’s office in Town Hall, 251 E. Main Street, Mountain House, CA. This location may be moved at the discretion of the Emergency Director based on the nature of the emergency or should the location in Town Hall be unsafe or otherwise unsuitable for this purpose. The advantage of using this location is that it provides suitable space and good communications capabilities.
13.1.2. Alternate EOC Locations
If the primary EOC site is deemed unsuitable, an alternate site will be identified based on the emergency. Possible sites include:
• Mountain House Board of Directors Board Room, 251 E. Main Street, Mountain House, CA Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 48 • Mountain House Fire Station (Station #1) location at the corner of Mustang Way and Tradition Street (911 Tradition Street, Mountain House, CA).
• The multi-purpose room at any of the Lammersville Unified District schools could be considered pending a Joint Use Agreement/Memorandum of Understanding being implemented between the city and the CSD.
13.2 Configuration of EOC
The Emergency Director and EOC Coordinator will adjust the seating configuration based on the nature of the emergency and the immediate needs of people/positions staffing the EOC.
13.3 Activation and Actions
The City EOC is activated in the event a Local Emergency is proclaimed or in any other circumstances the Emergency Director deems that it is warranted. The following definitions and tables provide guidance for decisions regarding partial or full activation of the EOC.
Partial activation - In partial EOC activation, only some of the positions are filled. This may involve a smaller emergency that a limited number of responders can handle, it might involve the early stages of an expanding event, or it might involve the late stages of a response prior to deactivation of the EOC. In a partial activation, the appropriate staff should report to the EOC. This may include the Management section, Operations Section, Planning /Intelligence Section Chief, Logistics Section Chief, and the Finance/Administration Section Chief. Other staff may be assigned depending on the emergency. It is also possible for personnel to serve in more than one position as determined by the Emergency Director.
Full activation - All or most of the positions are filled. This level of activation involves an emergency requiring an all-out response effort. At the discretion of the Emergency Director, personnel may serve in more than one position in the EOC.
The city maintains four EOC Response Levels that can be applied to various situations. The tables which follow provide more details relating to EOC activations at the different levels including the conditions for each response level, whether partial or full activation is possible or required, and the key duties and actions at each level.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 49
Table 1: Off Normal Event Response (Low)
Conditions EOC
Activation
Actions
Can be managed with City resources.
Examples:
• Planned or unplanned power
outage of short duration (<8
hours)
• Unexpected mechanical
malfunctions caused naturally
or by vandalism that threaten
the environment, property,
and/or the safety of the
community or employees.
• Minor to Light earthquake -
Minor
• (3.0 to 3.9), Light (4.0 to 4.9)
• Nearby grassland fire is not of
immediate threat to the
community based on location
and wind direction.
No • Make appropriate notifications as
needed
• Managed by normal business
operations of the city.
• Monitor for escalation to a higher
response level.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 50
Table 2: Occurrence Response (Moderate)
Conditions EOC
Activation
Actions
A condition not yet a local
emergency that requires
heightened vigilance.
Examples:
• Weather Watch is issued
• Flood watch
• Moderate Earthquake (5.0
to 5.9)
• Nearby wildland fire that
could pose a threat to the
community based on
location and wind
direction.
• Bomb threat that lacks
credibility
• Nearby transportation
accidents involving
hazardous materials
release, but based on
location and current wind
direction, do not threaten
the community.
• More than a brief
disruption (>8 hours), of
power or water but the
issue can be addressed
within a window of 12-24
hours from the original
disruption.
In general, the
EOC is not
activated at
this Response
Level;
however, a
partial
activation is at
the discretion
of the
Emergency
Director
• Make appropriate
notifications.
• No proclamations are
necessary.
• Managed during normal
business operations of the
city or by field incident
command post.
• Monitor for escalation to a
higher response level.
• Document any actions taken
to address the occurrence
using Form 4.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 51
Table 3: Emergency or Disaster Response
Conditions EOC
Activation
Actions
General: A proclaimed existence of
local emergency, or extreme peril to
the safety of personnel, and
property within the territorial limits
of the county or City, or county and
City, caused by such conditions as
air pollution, fire, flood, severe
weather, epidemic, earthquake,
hazardous materials release, riot,
drought, sudden and severe energy
shortage, plant or animal infestation
or disease, interruption of water
supply, or other.
Examples:
• Severe weather events are
causing more than minor
damage to community
structures.
• Flooding of community
property.
• Strong (6.0-6.9)
earthquake.
• Wildland fires that are
threatening or causing
damage to community
structures and are a threat
to personal safety.
• Credible bomb
threat/specific object
discovered that could be
an improvised explosive
device.
• Shooting or hostage
incident in a MH school or
facility.
• Nearby transportation
accident involving a
hazardous that poses an
immediate threat to the
MH community.
Full activation is
generally
desirable,
though the
Emergency
Director may
elect, based on
the situation, to
partially
activate with
others on
Standby Status.
The EOC
Director may
also add other
staff to the
basic structure
as needed.
• Emergency Director requests
SJC Board to proclaim a
“Local Emergency”.
• County OES are notified and
others as appropriate.
• The Emergency Director
activates EOC when all
essential staffing is present,
and communications links
are operational.
• EOC begins full operations
(refer to Section 14 for
emergency operations forms
and checklists).
• Continuously monitor
events.
• Facilitate access of field
personnel to respond to the
emergency.
• Coordinate all local response
activities including ensuring
the safety of residents and
those in surrounding areas.
• Coordinate community
evacuations or shelter-inplace.
• Issue regular
communications to
community members and
prepare press releases as
needed.
• Prepare and implement EOC
Action Plans (Form 7) as
appropriate.
• Provide regular status
updates (at least 45-60 min)
to EOC personnel.
• Plan for food and sustained
staffing.
• Review Essential Elements in
Section 12.4.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 52
• Extended power or water
supply disruption (>24
hours).
• Health related incidents
posing a threat to or
infecting residents.
• Pipeline rupture in or in the
vicinity of the community.
• Incident Commands for
responding agencies are
established and continue to
report through agency
dispatch centers. Agency
dispatch centers or liaison
personnel provide
information to the City of
Mountain House Emergency
Operations Center.
Table 4: More Significant or Escalating Emergency or Disaster Response
Conditions EOC
Activation
Actions
Disasters may occur with little or no
advance warning, e.g., an earthquake
or a flash flood, or they may develop
from one or more incidents, e.g.,
major wildfire or hazardous materials
discharge.
Disasters are either single or multiple
events that have many separate
incidents associated with them. The
resource demand goes beyond local
capabilities and extensive mutual aid
and support are needed. There are
many agencies and jurisdictions
Full
activation
with
additional
staff as
needed
• Emergency Director requests
SJC Board declare a “Local
Emergency”.
• County OES are notified and
others as appropriate.
• The Emergency Director
records and notifies that EOC
is activated when all essential
staffing is present, and
communications links are
operational.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 53 involved including multiple layers of
government. There is usually an
extraordinary threat to life and
property affecting a generally
widespread population and
geographical area. A disaster's
effects last over a substantial period
(days to weeks).
Examples:
• A local, regional, State, or
Federal emergency that
impacts MH.
• A Major (7.0-7.9) or Great
(8.0) earthquake.
• Widespread flooding caused
by levee or dam breaches.
• Extended contamination or
disruption of the water
supply.
• A major hazardous materials
release impacting the
community and surrounding
areas.
• A fire impacting a significant
number of dwellings.
• Widespread disease.
• School shooting with
multiple casualties.
• A terrorist events.
• EOC begins full operations
(refer to Section 13 for
emergency operations forms
and checklists)
• Continuous monitoring of
events.
• Facilitate access of field
personnel to respond to the
emergency.
• Local Coordination of all
response activities including
ensuring the safety of
residents.
• Coordinate community
evacuations or shelter inplace
• Issue regular
communications to
community members and
prepare press releases as
needed.
• Prepare and implement EOC
Action Plans Form 7 as
appropriate.
• Provide regular status
updates (at least every 45-60
min) to EOC personnel and to
the President of the Board of
Directors.
• Plan for food and extended
staffing.
• Review Essential Elements
(Section 13.4).
• Incident Commands for
responding agencies are
established and continue to
report through agency
dispatch centers. Agency
dispatch centers or liaison
personnel provide
information to the
Emergency Operations
Center.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 54
13.4 Essential Elements
The information below in this section gives an overview of authorities, facilities, and continuity of government.
DIRECTOR OF EMERGENCY SERVICES
SJC Ord. 4-3004-A, 4-3005-A & B, CGC §8610
EMERGENCY DIRECTOR
SJC Ord. MH-2-2100-2202
(To be updated)
1. Chair of the Board of Supervisors
2. Vice Chair, Board of Supervisors
3. Dep Director of Emergency Operations
4. Sheriff of San Joaquin County
5. County Health Officer
1. City Manager
2. Deputy City Manager
3. Director of Public Safety
4. Fire Chief
WHY Proclaim Existence of Local Emergency? (Calif. Emergency Service Act: 8630 & SJC Muni Code:4-3005)
• Full power to provide mutual aid to any affected area (CGC §8631) • To promulgate orders, rules, and regulations; including curfews (CGC §8634, Ord. 43005A.(6)(a))
• Privileges and Immunities; for actions or non-action (Civil Code 1714.5, CGC §86558660) • Obtain vital resources, and commandeer resources and/or property if required (43005(6)(b) • Require employees & materials assistance, command aid of citizens of this County (Ord.4- 3005(6) (c & d))
• Purchasing Agent makes emergency purchases for jurisdictions, accept donations (Ord. 43008) (CGC 8647)
• State/federal assistance/resources needed (Public Law 93-288 Stafford Act, 42 USC 5121) • As Board of Equalization to reassess damaged property, provide tax relief (RTC§170172, 194, 3-5000-5007)
• City of Mountain House
• Purchasing activities follow these ordinances and codes: MH-2-2203(j), 2204, 2206, 2209, SJC Ord-4-3008, and CGC-8647(a)
• Waive Revenue, Taxation and fiscal Administration fees (MH-Title 3, SJC Ord-4- • 3005A.(6)(a), and CGC-8634, REVENUE AND TAXATION CODE SECTION 170- • 171, ((manufactured home)) 3172)
• Declare Water Shortage Emergencies (MH-4.5, Cal WC-350) • Declaration of Health Emergency (H&S§101040, §101080, §101085, SJC Ord. 4-3010) • Health-related emergency in existence, may take ANY measures necessary to alleviate the public health risk
• Require person/organization furnish information on ID of material. Provide information to responders
• Sample, analyze, determine the I.D. and other technical information to respond/abate public health risk
• Examine subpoenaed persons
• Command Environmental Health programs/staff
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 55 Mobilize City Emergency Organization and Equipment, and Coordinate Emergency Response Activities - Emergency Director (MH-2-2100-2202)
TASKS TO BE PERFORMED
• SJC - Conduct damage assessment, subpoena power to compel produced documentation (CGC§8644-a)
• SJC - Reconstitute itself by filling vacancies until a required minimum quorum formed (CGC§8644-b)
• Governing Body - Preserve law and order, and furnish local services (CGC§8643-d) PRIMARY EOC ALTERNATE EOC #1 ALTERNATE EOC #2 ALTERNATE EOC #3 City Manager’s
Conference Room
in Town Hall,
251 E. Main Street,
Mountain House,
CA.
Mountain House
Board of Directors
Board Room in
Town Hall
251 E. Main Street,
Mountain House,
CA
Mountain House
Fire Station
(Station #1)
911 Tradition, Mt.
House, CA
(Mustang Way &
Tradition St.)
Lammersville USD
Any site’s multipurpose room
(Pending Joint Use
Agreement)
PRESERVATION OF GOVERNMENT
1. Mayor
2. City Council Member as Designated by the Mayor
3. San Joaquin County Board of Supervisors (CGC §8635)
PRIMARY SEAT ALTERNATE SEAT #1 ALTERNATE SEAT #2
City Hall
251 E. Main Street,
Mountain House, CA.
Mountain House Fire Station
(Station 1)
911 Tradition, Mt. House, CA
(Mustang Way & Tradition St.)
Mountain House
Wastewater Treatment
Plant
17300 Bethany Rd, Mt
House, CA
13.5 EOC Forms & Documentation
A local emergency proclamation can only be issued by a governing body (city, county, or city and county) or an official designated by local ordinance. The proclamation should be issued within 10 days of the incident and ratified by the governing body within 7 days. Renewal of the resolution should occur every 60 days until terminated.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 56 There are 10 forms that are used in association with activities of the EOC. They are in the forms Section 14 of this plan. These forms are designed to capture all information necessary to meet emergency documentation requirements. For a larger or prolonged incident, County OES uses WebEOC and has provided access to the EOC staff. They can assign access to others as needed. https://www.sjgov.org/department/ems/Menu/webeoc
These forms are:
• Notification (Form 1) – This form is used to provide initial notification as well as on-going status updates to external agencies.
• Emergency Director Checklist (Form 2) – This form provides a comprehensive checklist of all activities to be conducted by the Emergency Operations Center Director. • EOC Sign In (Form 3) - This is a sign-in form for all personnel who take part in EOC operations associated with the incident.
• EOC Event Log (Form 4) – This form is a running record of all activity during the EOC activation through termination. It can be replaced using a whiteboard, but the record of activity should be preserved as a part of the EOC documentation. The EOC Coordinator is usually assigned the responsibility to maintain this form.
• EOC Position Event Log (Form 5) – This form is used personnel staffing each position. Every activity should be logged onto this sheet. These forms should be signed and turned in at the end of a shift or the termination of the emergency incident and should be preserved as a part of the EOC documentation. The EOC Coordinator will maintain this documentation following the event.
• Media and Message Release Forms (Forms 6A and 6B) – These forms provide for the initial and follow up release of information about the emergency to the local community and to the media.
• EOC Action Plan (Form 7) – These forms are used for more formal planning of actions to be taken in the EOC. There is also a link provided on this form to a more extensive set of • FEMA ICS forms that are useful for reference but unlikely to be used in the Mountain House EOC.
• Recovery Plan (Form 8) – Prior to termination or decommissioning of the EOC, it is necessary to complete a plan for recovery and assign a recovery manager. • Threat Assessment (Form 9) – This form is used for recording information associated with a threat. It is geared toward a type of threat such as the threat of an explosive device. • Damage Assessment (Form 10) – This form is used for a high-level assessment of damage to a facility. Damage Assessments fall under the responsibilities of the Planning/Intelligence Section of the ICS structure.
• After Action Feedback – Recommendations and Action Steps (Form11) – This form may be used as an after-action report to gather feedback following an incident or exercise.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 57
14.0 Forms
14.1 Notifications
Form 1 Outside Agency Local Emergency Notification Form
1. This is _________________________ (Name/Position) from the City of Mountain House.
2. Today’s Date is __/__/__ and the time is _______ (24 hour clock).
3. I am calling to report that we have:
• An emergency that may affect you
• Activated our Emergency Operations Center (EOC)
• Requested San Joaquin County to Proclaim a Local Emergency • Closed our Emergency Operations Center
• Other_______________________________________________________
4. The Local Emergency was proclaimed at __________ (Time – 24-hour clock)
5. The incident is located at ________________________________ and involves __________________________________________________________________
6. The event is: ☐Worsening ☐ Stable ☐ Improving ☐ Ongoing ☐ Terminated ☐ Unknown
7. Safety recommendations are:
___________________________________________________________________
8. A public information release: ☐ Is being prepared ☐ Has been released ☐ Is not recommended
9. Information may be obtained by calling: ______________________ (Name) at _______________________________(Number)
Note: If this is a hazardous materials release, please advise any protective actions community should take and what areas should “shelter-in-place” or evacuate.
Approved_______________________________ Date/Time_____________ (Emergency Director) Notification: ☐ Initial ☐ Update ☐ Local emergency proclamation ☐ Termination This form shall be maintained by the EOC Coordinator as a part of the official record of Emergency Response activity by the Mountain House Emergency Response Organization.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 58
14.2 Emergency Director Checklist
Form 2 Emergency Director Checklist
Checklist Items Yes No
Not
Required Comments
Ensure adequate/minimal staffing is
in place prior to EOC activation. ☐ ☐ ☐
Document/notify the EOC active. ☐ ☐ ☐
Provide a situation briefing with an
IC field team representative if
available. ☐ ☐ ☐
Provide notifications (Form 1) The
San Joaquin County OES must be
notified if a Local Emergency
Proclamation has been requested. ☐ ☐ ☐
Coordinate with the ICS field team
to determine the on-going nature of
the emergency. ☐ ☐ ☐
If they have not already done so
have the IC perform a Threat ( Form
9) and/or
Initial Damage Assessment (Form
10). ☐ ☐ ☐
Add staffing (e.g. Technical
Specialists) as needed based on the
nature of the emergency. ☐ ☐ ☐
Ensure that appropriate
communications are issued to the
community (incl.
surrounding areas) and the media
on an on-going basis. ☐ ☐ ☐
Oversee the development of EOC
Action Plans (Form 7) as needed. ☐ ☐ ☐
Coordinate, as needed, with the
Policy Group. ☐ ☐ ☐
Ensure appropriate liaison is
established and maintained with
external agencies. ☐ ☐ ☐
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 59 Conduct a full briefing/update for
all members of the EOC, at least
once every 45-60 minutes. ☐ ☐ ☐
Monitor staff for signs of
psychological distress, and ensure
staff is certain about the safety of
their families. Arrange for crisis
counselors for emergency
responders as needed. ☐ ☐ ☐
Make plans for extended staffing if
necessary. ☐ ☐ ☐
When the emergency condition has
ceased, prior to decommissioning
the EOC, ensure that a recovery
plan (Form 8) is completed. ☐ ☐
☒
Declare the termination of the EOC
operations. Note that the
termination of the Local Emergency
proclamation must
be made by the SJC Board of
Supervisors. ☐ ☐ ☐
Note: After use this form should be retained by the EOC Coordinator as a part of the documentation for the event.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 60
14.3 General EOC Forms
14.3.1 EOC Sign In
Form 3
EOC Sign In
Date_________
Position Name Time
EOC Director
Print ___________________________________
Signed__________________________________
EOC Coordinator
Print ___________________________________
Signed__________________________________
Safety/Security
Officer
Print ___________________________________
Signed__________________________________
Public Information
Officer Print ___________________________________
Signed__________________________________
Liaison Officer
Print ___________________________________
Signed__________________________________
Operations Section
Chief
Print ___________________________________
Signed__________________________________
Planning/Intelligence
Section Chief Print ___________________________________
Signed__________________________________
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 61
Position Name Time
Administration/Finance
Chief Print ___________________________________
Signed__________________________________
Public Works Director
Print ___________________________________
Signed__________________________________
City Coucil
Representative Print ___________________________________
Signed__________________________________
Other
Print ___________________________________
Signed__________________________________
Other
Print ___________________________________
Signed__________________________________
Other
Print ___________________________________
Signed__________________________________
Other
Print ___________________________________
Signed__________________________________
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 62
14.3.2 EOC Event Log
Form 4 EOC Event Log
Event Name: Event Start Date & Time _______________
Time Description
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 63
14.3.3 EOC Position Event Log
Form 5
EOC Position Event Log
Position_________________________
Date/Time Information
Time Information
Signed:
____________________________Position:___________________________
Date: ______________
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 64
14.3.4 Media/Message Releases
14.3.4.1 Initial Release
Form 6A - Sample Initial Media Release
Media Release # ___________ City of Mountain House
251 E Main Street, Mountain House, Ca., 95391
Phone: 209-831-2300 Fax: 209-831-5610
FOR IMMEDIATE RELEASE Date:__________ Time:_________
Mountain House, CA – At _______________ on an event occurred at Mountain House that has been proclaimed a Local Emergency. The emergency situation that occurred involved a_____________________________________________________________________ ______________________________________________________________________________ In response to this emergency, our Emergency Operations Center has been activated, and ______ __________________________________________________________________has responded to the scene. At this time, there are _____________injuries/damage reported. (If there are injuries) . . . Those persons_____________________________________________________ and we are in the process of contacting their families. We will keep you updated on their condition. (DO NOT REPORT DEATHS, except verified by the County Medical Examiner) We have been in contact with the County and State Offices of Emergency Services with regard to the effect of this emergency situation on the general public. We have also been in contact with ______________________________________________________________________________ and are keeping them apprised of response efforts.
Mountain House is responding to this event coordinating with emergency personnel and will keep you advised of any changes of the situation. Residents should stay tuned to their KFBK & KSTN radio stations, Nixle alerts, or Mountain House Facebook Page for further information, or the San Joaquin County Office of Emergency Services website or social media.
Approval signature,
Emergency Operations Director
14.3.4.2 Follow up Release
Form 6B - Sample Follow up Release
Media Release # ___________ City of Mountain House
251 E Main Street, Mountain House, Ca., 95391
Phone: 209-831-2300 Fax: 209-831-5610
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 65 FOR IMMEDIATE RELEASE Date:__________ Time:_________
Mountain House, CA – At _____________ on emergency personnel responded to (describe event – alarm, fire, etc)
______________________________________________________________________________ (describe response actions and agencies)
______________________________________________________________________________ ______________________________________________________________________________ (describe injuries, damages, other information – DO NOT REPORT DEATHS) ______________________________________________________________________________ ______________________________________________________________________________ Emergency personnel are responding to the event and we will keep you advised of any changes of the situation (or name a specific time).
Residents should stay tuned to:
☐ Everbridge Notification * ☐
Mountain House CSD Twitter
https://twitter.com/myMountainHouse
☐ Mountain House Facebook Page
https://www.facebook.com/mountainhousecsd/ ☐
Nixle Alerts *
☐ EAS station KFBK(1530 A.M./92.5 F.M.) in
Stockton * ☐ EAS station KSTN (1420 A.M./107.3 F.M.) in Stockton * ☐ KKIQ FM 101.7 in Pleasanton ☐
EAS station KCBS-AM (740) in San
Francisco (not SJC)
☐ San Joaquin County OES Twitter
http://www.x.com/sjc_oes ☐ San Joaquin County Twitterhttps://twitter.com/SJGov * Official SJC Stations
Approval signatures:
Emergency Operations Director
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 66
14.3.5 EOC Action Plan
Form 7
EOC Action Plan
Though they are unlikely to be needed in the Mountain House EOC a more detailed set of fillable ICS Incident Action Forms are available at the FEMA website.
Date: ______________________ Time: ______________
Location ______________________________________________________________________ Activation Level (See Section 9.0) _________________________________________________ Operational Period: From ___________________________ to ___________________________ SUMMARY OF SITUATION: ____________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ MEASURABLE OBJECTIVES: __________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 67
3.0 EXECUTION AND SAFETY INFORMATION AS APPROPRIATE
GENERAL OUTLINE
Strategies & Tactics
TASKS
COORDINATING
INSTRUCTIONS
Timings, routes, assembly
areas, staging areas
4.0 LOGISTICS SUPPORT
Locations, contact names, phone numbers, timings, duties/tasks, routes, suppliers, quantities, status (required, organized, stand by, enroute)
SUPPLY
WHO, WHAT, WHERE, WHEN
of resources not readily
available
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 68
GROUND SUPPORT
Transport of personnel,
traffic mgt., refueling,
mechanical
repair/maintenance
COMMUNICATIONS
Installation, maintenance,
technical advice
STAGING AREA
Setting up,
communications, staffing
5.0 GENERAL ADMINISTRATION
FACILITIES
FOOD SERVICES
MEDICAL
FINANCE
TRAVEL
TRAINING
ACCOMMODATIONS
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 69
6.0 CONTROL, COORDINATION & COMMUNICATION
CONTROL &
COORDINATION
STRUCTURE
COORDINATION &
LIAISON
Local knowledge, police,
agency reps, emergency
mgt reps
COMMUNICATIONS
Communications
structure, operational
communications
plan, information
management
Specific Assignments
Name Position Task
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 70 EXTRAS
Attachments
Maps, weather,
organization
charts, resources
Approval
EOC Director
Signature ___________________________
Date/Time___________________________
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 71
14.3.6 Recovery Plan
Form 8 Recovery Plan
Incident Date:
Incident Name or Description: ___________________
Recovery Manager Assigned:
_______________________________________
Operational Period: From ___________________________ to ___________________________ Recovery Organization Members:
Operations:
Planning/Intelligence:
Logistics:
Finance/Administration:
Board of Directors Representative(s):
Others: ____________________________________
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 72
RECOVERY PLAN ACTIVITIES
A. Goals/Tasks for First 24 Hours Assigned To:
1. 2.
3. 4.
5. 6.
7. Staffing Requirements:
Reporting Requirements:
B. Goals/Tasks for 24 through 72 Hours Assigned to:
1. 2.
3. 4.
5. 6.
7. Staffing Requirements:
Reporting Requirements:
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 73
GENERAL AND LONG-TERM ACTIVITIES
C. Recovery Planning & Scheduling Assigned To:
1. Develop team planning meeting schedule, coordinate team communications, logistics and administrative duties.
2. Notify offsite agencies that the Recovery Organization has been established.
Provide name and contact info for Recovery Unit Leader.
3. Evaluate emergency plans to determine if adequate emergency preparedness status can be maintained while the incident scene and/or facility conditions are degraded (i.e., critical infrastructure protection, inoperative emergency/safety equipment, etc.).
4. Prepare plans for safe long-term conditions when the assessment indicates that a facility or affected incident area cannot be safely returned to normal operation or use in the near term.
5. Identify required repair and restoration work based on the assessment results. (See D. 4. below)
6. Identify and acquire resources necessary to complete repair and restoration work. Consider Board emergency regulation/fee options.
7. Identify and ensure the proper handling and disposal of all hazardous waste generated during recovery activities.
8. Continue evaluation of facility hazards and contamination levels as well as estimating exposures to workers.
9. Identify and conduct needed media and employee awareness actions. Liaison Officer should coordinate with public information officer representatives from other involved agencies.
D. Accident Assessment & Investigation Assigned To:
1. Oversee and ensure the accident scene is preserved so critical evidence will not be lost.
2. Establish an Investigation Board to determine the root cause of the event and prepare a formal accident report.
3. Collect and organize all documentation of the emergency response that is potentially useful to accident investigation.
4. Establish and oversee a team to conduct an assessment and investigation of the incident scene and facility conditions.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 74 E. Repair and Restoration Activities Assigned To:
1. Ensure that occupational exposure limits are followed as indicated in 10 CFR 835.202 or 10 CFR 835.204.
2. Ensure that discharges from recovery activities are controlled within regulatory and environmental compliance limits. If discharges are necessary beyond these limits, ensure that all necessary documentation is prepared, approvals obtained, and notifications made.
3. Coordinate and ensure the replenishment or repair of any emergency equipment or consumable materials used during the emergency response.
4. Perform a comprehensive assessment of contamination in all affected areas.
As soon as sufficient information is available, consider advising modification or termination of facility/site protective actions instituted during emergency response.
5. Establish long-term protective actions based on results of monitoring and laboratory analysis.
6. Notify local and State agencies with recommendations for long-term protective actions and modifications or termination of existing protective actions.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 75 F. Resumption of Normal Operations Assigned To:
1. Consult with Federal, State, and Local agencies prior to terminating recovery operations, if required by regulation or Memorandum of
Agreement/Understanding. Otherwise, notifications to these agencies should be made prior to the resumption of normal operations.
2. Ensure all documentation of recovery operations are collected and processed for permanent storage as part of the records management program.
3. Ensure re-entry into any hazardous or potentially hazardous environment is conducted in accordance with applicable regulations. Re-entry into an Immediately Dangerous to Life and Health (IDLH) environment must be conducted by duly qualified emergency response personnel with protective equipment.
4. Establish the specific criteria to be met prior to the resumption of normal operations and/or facility use.
5. List of Specific Criteria that must be met prior to resumption of normal operations:
Terminate Recovery Operations and make notifications to appropriate Federal, State and Local involved agencies. Complete after-action report.
Recovery Manager
Emergency Director Approval of Recovery Plan:
Date:
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 76 Form 11
After Action Feedback – Recommendations and Action Steps Incident Name: __________________________________ Date: ____________ Name (Optional): Position:________________
Agency: _______________________________ Shift: _____________________
1. From your observation, list the top three issues and/or areas that need improvement. When and where did they happen?
2. Identify the action steps that should be taken to address the issues identified above. For each action step, indicate if it is a high, medium, or low priority.
3. Describe the action steps that should be taken in your area of responsibility.
Who should be assigned responsibility for each action item?
4. List the policies, plans, and procedures that should be reviewed, revised, or developed. Indicate the priority level for each.
5. What is your assessment of the incident within the EOC performance?
6. Additional Comment s or Attachments:
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 77
14.4 Assessment Forms
14.4.1 Threat Reporting
Form 9 Threat Report
What was/is the threat?
How was the threat received?
What date and time was the threat
received?
Where is the threat going to happen?
Is the threat feasible (possible)?
What facility (facilities) does threat
impact?
How much damage could the threat
create?
What device is going to be used to deliver
the threat?
Describing the person who delivered the threat:
Male ___ Female ___ Older ___ Younger ___ Voice Disguised? Yes ___ No ___ Voice Accent Speech Language Manner
loud local fast excellent calm
soft foreign slow good angry
deep ethnic stutter fair rational
high pitched distinct poor irrational
What was heard in the background:
Cars ___ Traffic ___ Trains ___ Aircraft ___ Waves ___ Loudspeaker ___ Second Person ___ Other
________________________________________________________________________________ Echo effect with caller’s voice: Very Quiet ___ Static ___ Anything else not mentioned? _____________________________________________________________ Additional information if the threat was on a note or in a letter:
Was it handwritten? Yes No Pencil or ink? _______
What color of paper? _______ What color of ink? _______ Was it in an envelope? Yes No What color of envelope? _______ Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 78 Place the note/letter and envelope in a larger paper envelope or paper bag. Avoid handling contaminating it with fingerprints.
Have you, or someone within the City, had possession of the note and envelope since receipt? Yes No
Beside you, who has handled the note/envelope? ______________________________ Form was filled out by: ____________________________ ______________ Name Date
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City of Mountain House Municipal Emergency Management Plan Page 79
14.4.2 Damage Assessment
Form 10
Initial Damage Assessment
Date: __________ Time: __________ Date and Time of Damage: ______________ Name: _________________________ Location: _____________________________ Questions Yes No N/A Comments
1. Is the facility operational? ☐ ☐ ☐
2. Is a pipeline damaged? ☐ ☐ ☐
3. Is a reservoir still in intact? ☐ ☐ ☐
4. Can the facility still perform its function? ☐ ☐ ☐
5. Flood damage? ☐ ☐ ☐
6. Earthquake damage? ☐ ☐ ☐
7. Building damage? ☐ ☐ ☐
8. Can you still get to the facility? ☐ ☐ ☐
9. Is there any obvious damage? ☐ ☐ ☐
10. Are repairs needed immediately? ☐ ☐ ☐
11. Is there gushing water, waste, or
hazardous material? ☐ ☐ ☐
12. Is there any obvious danger to life or
property? ☐ ☐ ☐
13. Was the water system contaminated? ☐ ☐ ☐
14. Can the affected system be isolated? ☐ ☐ ☐
15. Is the site secured? ☐ ☐ ☐
Insert any additional comments below:
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City of Mountain House Municipal Emergency Management Plan Page 80
15.0 Communications
15.1 Channels of Communication for Emergencies
15.1.1 Federal
Integrated Public Alert and Warning System (IPAWS)
FEMA’s Integrated Public Alert and Warning System (IPAWS) is an internet-based capability federal, state, territorial, tribal and local authorities can use to issue critical public alerts and warnings. During an emergency, emergency officials need to provide the public with life-saving information quickly. The Integrated Public Alert and Warning System (IPAWS) is a modernization and integration of the nation’s alert and warning infrastructure and will save time when time matters most, protecting life and property.
Federal, state, territorial, tribal and local alerting authorities can use IPAWS and integrate local systems that use Common Alerting Protocol standards with the IPAWS infrastructure. IPAWS provides public safety officials with an effective way to alert and warn the public about serious emergencies using the Emergency Alert System (EAS), Wireless Emergency Alerts (WEA), the National Oceanic and Atmospheric Administration (NOAA) Weather Radio, and other public alerting systems from a single interface. IPAWS is described in more detail at: http://www.fema.gov/integrated-public-alertwarning-system Emergency Alert System (EAS)
The Emergency Alert System (EAS) is a national public warning system that requires TV and radio broadcasters, cable television systems, wireless cable systems, satellite digital audio radio service (SDARS) providers, direct broadcast satellite (DBS) service providers, and wireline video service providers to offer to the President the communications capability to address the American public during a national emergency. The system also may be used by the state and local authorities to deliver important emergency information such as AMBER (missing children) alerts and emergency weather information targeted to a specific area.
The FCC, in conjunction with the Federal Emergency Management Agency (FEMA) and the National Oceanic and Atmospheric Administration's National Weather Service (NWS), implement the EAS at the national level. Only the President determines when the EAS will be activated at the national level and has delegated the administration of this function to FEMA.
15.1.2 California State Warning Center
Each jurisdiction within the state is responsible for preparing for a disaster including establishing methods for alerting and warning the public, mobilizing resources and initiating protective actions. At the state level, the Governor’s Office of Emergency Services (CalOES) operates the California State Warning Center (CSWC), which is staffed 24 hours a day, 365 days a year to act as the official state level point of contact for emergency notifications. From this center, the Warning Center personnel maintain contact with County Warning Points, state agencies, federal agencies and the National Warning Center in Berryville, Virginia.
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City of Mountain House Municipal Emergency Management Plan Page 81 More information about this system is available at: https://www.caloes.ca.gov/wpcontent/uploads/Warning-Center/Documents/Attachment-A-State-Warning-Center.pdf
15.1.3 County of San Joaquin
San Joaquin County also has protocols for communicating as necessary with the entities that fall within its borders. The County maintains a website at Sjready.org.
San Joaquin OES is the approved Alert Authority that can implement IPAWS.
15.1.4 SJ Ready Alerts
San Joaquin County has partnered with Everbridge to implement a community notification system, SJREADY Alerts, to alert residents about emergency events and other important public safety information. This system allows San Joaquin County to provide critical information quickly in a variety of situations such as severe weather, unexpected road closures, and evacuations of neighborhoods and buildings. www.sjready.org
15.1.5. Local – Mountain House
15.2 Official Accounts
• Nixle/Everbridge - This is a mobile emergency alert system for public safety entities to provide text, email, and Web notifications to residents. It is dependent on residents registering and providing their contact information on a voluntary basis. https://member.everbridge.net/311578402488612/login
• MH Facebook Page - Mountain House also has Facebook pages at the following URL:
• https://www.facebook.com/mountainhousecsd/?fref=ts
• School Notification System - Local schools maintain their own emergency alert systems for notification of parents of school children.
• Local Radio and TV Stations- Local TV and radio stations are listed in the Resources section (16.3) of this Plan.
16.0 Plan Maintenance, Training, and
Exercises
16.1 Emergency Operations Plan Maintenance
The City of Mountain House Emergency Management Plan is designed for a scheduled update process.
The responsibility of maintaining the document is assigned to the Director of Public Safety.
The Director of Public Safety will ensure that there is a review of the plan annually and that there is a complete and thorough update done at least once every three years. The fact that Mountain House is a growing community will mean that updates to reflect the current community’s status including risks are essential.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 82 Updates shall be distributed as needed including when there are significant changes.
It is not necessary to reprint the entire document each time it is updated. The footer date should always be kept current and can include the word “Revised” to indicate the update.
16.2 Training Program
This plan is consistent with the Standardized Emergency Management System (SEMS), and the National Incident Management System (NIMS). SEMS ensures that NIMS elements are incorporated into training programs. The guidelines provide standardized training modules with competency requirements for each level of activation and responsibility. The City will need to review the guidelines periodically to identify competency requirements based on this plan. All course material can be found on FEMA’s website. Contact SJCOES for local training opportunities.
The following training program is designed to meet compliance requirements for SEMS/NIMS, and to provide specific levels of understanding to personnel in the City’s government who would work within the emergency management system.
SEMS Introduction: This is a 1 to 2-hour course that is for all personnel that may become involved in multi-agency or multi-jurisdictional response at any level. This is a self-study course with instructor option. There is an optional test. The course provides basic understanding of SEMS, common terms, and information required to work within and support a SEMS response.
Executive SEMS: This 2-hour course is intended for executives, administrators and elected officials.
This course provides a background of SEMS focusing on compliances issues. Participants are presented with an overview of SEMS principles with a concentration on executive roles in a SEMS organization and the need for executive support to effectively implement SEMS.
IS-1.A: Emergency Manager: An Orientation to the Position – 6 hours: The goal of this course is to acquaint new personnel with the position of emergency manager, including history and underlying principles of emergency management, key areas of emphasis, the emergency manager's roles and responsibilities, and tips for getting started.
IS-10.A: Animals in Disasters: Awareness and Preparedness – 3.5 hours: The objectives of this course are to increase awareness and preparedness among animal owners and care providers, and to describe how typical hazards affect animals and what can be done by responsible owners to reduce the impact of disasters.
IS-11.A: Animals in Disasters: Community Planning – 4.5 hours: The objectives of this course are to learn how to develop a community plan for managing animals in an emergency, identify hazards and threats most likely to affect your community and ways to minimize their impact on animals, indicate how communities use the Incident Command System (ICS) to respond effectively to an incident involving animals, describe resources available to help communities recover from a disaster, and develop community support for a disaster preparedness plan involving animals.
IS-29: Public Information Officer Awareness - 2.5 hours: This course covers basic information about the role of a state or local Public Information Officer. The goal of this awareness course is to provide Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 83 an orientation to the public information function and the role of the Public Information Officer (PIO) in the public safety/emergency management environment.
IS-42: Social Media in Emergency Management – 3 hours: The purpose of this course is to provide the participants with best practices including tools, techniques and a basic roadmap to build capabilities in the use of social media technologies in their own emergency management organizations (State, local, Tribal) to further their emergency response missions.
IS-100.B: Introduction to the Incident Command System – 3 hours: This course provides the foundation for higher level ICS training. It covers the history, features, principles, and organizational structure of the Incident Command System. It also explains the relationship between ICS and the National Incident Management System (NIMS).
IS-120.A: An Introduction to Exercises – 5 hours: IS 120.A introduces the basics of emergency management exercises. It also builds a foundation for subsequent exercise courses, which provide the specifics of the Homeland Security Exercise and Evaluation Program (HSEEP) and the National Standard Exercise Curriculum (NSEC).
IS-200.B: ICS for Single Resources and Initial Action Incidents – 3 hours: ICS 200 is designed to enable personnel to operate efficiently during an incident or event within the Incident Command System (ICS). ICS-200 provides training on and resources for personnel who are likely to assume a supervisory position within the ICS.
IS-230.C: Fundamentals of Emergency Management – 6 hours: The goal of this course is to introduce the fundamentals of emergency management. This course presents emergency management as an integrated system with resources and capabilities networked together to address all hazards. This is the first course in the Federal Emergency Management Agency (FEMA) Emergency Management Institute’s independent study Professional Development
Series.
IS-235.B: Emergency Planning - 10 hours: This course is designed for emergency management personnel who are involved in developing an effective emergency planning system. This course offers training in the fundamentals of the emergency planning process, including the rationale behind planning. It will develop capability for effective participation in the all-hazard emergency operations planning process to save lives and protect property threatened by disaster.
IS-240.B: Leadership and Influence – 9 hours: Being able to lead others - to motivate them to commit their energies and expertise to achieving the shared mission and goals of the emergency management system - is a necessary and vital part of the job for every emergency manager, planner, and responder.
This course is designed to improve leadership and influence skills.
IS-241.B: Decision Making and Problem Solving - 8 hours. Being able to make decisions and solve problems effectively is a necessary and vital part of the job for every emergency manager, planner, and responder. This course is designed to improve decision-making skills. It addresses the decisionmaking process, decision-making styles, attributes of an effective decision maker, and ethical decision making and problem solving.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 84 IS-242.B: Effective Communication - 8 hours: Being able to communicate effectively is a necessary and vital part of the job for every emergency manager, planner, and responder. This course is designed to improve communication skills. It addresses basic communication skills, how to communicate in an emergency, how to identify community-specific communication issues, using technology as a communication tool, effective oral communication, and how to prepare an oral presentation.
IS-244.B: Developing and Managing Volunteers - 4 Hours: The goal of this course is to strengthen abilities to prepare for and manage volunteers before, during, and after a severe emergency or major disaster.
IS-300: ICS for Expanding Incidents – 18 hours classroom: Prerequisites include IS-100, IS-200, IS-700, and IS-800. The Intermediate Incident Command System for Expanding Incidents course provides training on and resources for personnel who require advanced application of the ICS. The course expands upon information covered in the IS-100 and IS200 courses. This course describes how the NIMS Command and Management components support the management of expanding incidents. It also describes the incident/event management process for supervisors and expanding incidents as prescribed by the ICS. Students will implement the incident management process on a simulated Type 3 incident and develop an IAP Incident Action Plan) for a simulated incident. During a Type 3 incident, some or all of the command and general staff positions may be activated, as well as division or group supervisor and/or unit leader positions.
IS-315: CERT Supplemental Training: The Incident Command System – 3 hours: The Incident Command System (ICS) is a proven management system used by emergency managers. Applying ICS during a CERT activation will help maintain the safety of disaster workers, provide clear leadership and organizational structure, and improve the effectiveness of rescue efforts. This three- to four- hour web-based course will cover the principles of ICS and help learners understand how to effectively apply the principles through interactive real-life scenarios.
IS-400: Advanced ICS – 14 hours classroom. Prerequisites include IS-100, IS-200, IS-300, IS-700 and IS800: This course provides training and resources for personnel who require advanced application of the ICS. This course expands upon information covered in ICS 100 through ICS 300 courses. The target audience for this course is senior personnel who are expected to perform in a management capacity in an area command or multiagency coordination entity
IS-402: Incident Command Summary for Executives – 2-4 hours classroom. This course is intended to provide a forum to discuss the agency’s strategic and executive level preparedness and response issues and challenges related to WMD/terrorism and other incidents of national significance. It is also intended to serve as a vehicle to share proven strategies and practices as well as enhanced teamwork and coordination among the agency’s senior officials responsible for emergency response to a major incident. It will be conducted as a facilitated workshop and will integrate multimedia scenarios and vignettes that highlight the key issues and facilitate discussion.
IS-546.A Continuity of Operations Awareness – 1 hour: This online course introduces students to the concept of continuity planning. The course provides a brief overview of continuity, including its definition, the legal basis for continuity planning, the Continuity Program Management Cycle, and essential elements of a viable continuity program.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 85 IS-547.An Introduction to Continuity of Operations – 2 hours: The course describes the Continuity Management Cycle and how it should be used to develop sound continuity of operations plans. At the end of this online self-study course, the participants will be able to:
• Define Continuity of Operations.
• Identify the legal basis for Continuity of Operations. • Describe the structure of the continuity planning team. • Explain the continuity program management cycle
• Identify the phases of continuity.
• Recognize the steps in the continuity planning model.
IS-700.A.: National Incident Management System, An Introduction – 3 hours: This course introduces and overviews the National Incident Management System (NIMS). NIMS provides a consistent nationwide template to enable all government, private-sector, and nongovernmental organizations to work together during domestic incidents.
IS-775: EOC Management and Operations - 4 hours: This course describes the role, design, and functions of Emergency Operations Centers and their relationships as components of a multi-agency coordination system. The course contains disaster-related examples, activities and case studies that relate to EOC's and multi-agency coordination systems at the local, state and federal levels of government.
IS-800.B: National Response Framework. An Introduction – 3 hours: This course introduces the National Response Framework. This course is intended for government executives, private sector and nongovernmental organization leaders, and emergency management practitioners. This includes senior elected and appointed leaders, such as federal department or agency heads, state governors, mayors, leaders, and city or county officials who have a responsibility to provide for effective response.
IS-908: Emergency Management for Senior Officials - 1 hour: The purpose of this course is to introduce senior officials to the important role they play in emergency management. The responsibility for preparing for, responding to, and recovering from incidents, both natural and manmade, begins at the local level – with individuals and public officials in the county, city, or town affected by the incident. This course presents simple steps an official can take to become acquainted with their emergency management role, authorities, and team members.
Professional Development Sequence of Seven Additional Courses – 56 hours: This sequence of seven courses is recommended for the Operations and Maintenance Manager who is designated as Emergency Coordinator for the City. These courses are described above and include the following:
Introduction to Exercises (IS-120), Fundamentals of Emergency Management (IS-230), Emergency Planning (IS-235), Leadership and Influence (IS-240), Decision Making and Problem Solving (IS-241), Effective Communication (IS242), and Developing and Managing Volunteers (IS-244) are self-study.
The following table shows training requirements for personnel in the Emergency Response Organization. Additional training that is MH EOC specific, will be designed and assigned to the various positions. The latter training will include drills and exercises as well as familiarization with the roles and responsibilities in the EOC.
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 86 Table 5: Training Matrix
16.3 Drills and Exercises
There are seven types of exercises (see glossary terms). Of those types, those listed below are identified as most needed for Mountain House.
16.3.1 Seminar- EOC Policy Group
An annual meeting with the “Line of Succession” should occur, to discuss with the City Executive Management their roles in emergencies. Changes resulting from this seminar should be incorporated into this plan revision.
16.3.2 EOC Tabletop Exercise
The Emergency Director, and City staff with emergency assignments in the EOC, should attend periodic tabletop exercises to become familiar with the applied theory of the Incident Command System, and functional management coordination. The training should include a detailed overview of how the Operational Area, various emergency services, and how other agencies coordinate with the city.
All City staff with emergency management response assignments should participate in one facilitated tabletop exercise annually. This is not a full functional drill, but is a discussion-based, guided review of policies and procedures. It should be conducted at the EOC site, and the scenario topics should vary to address a variety of incidents and conditions.
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City of Mountain House Municipal Emergency Management Plan Page 87
16.3.3 Communication System Drill
The city should test all communication protocols at least once a year, and after significant changes in the system.
16.3.4 EOC Functional Exercise
The city should conduct at least one EOC functional exercise biannually, simulating an actual incident or disaster. This serves to practice policies, procedures and decision-making skills. The exercise can be for the city alone, or in conjunction with other jurisdictions. This is the most effective method of training staff. Immediately after the exercise a hot wash should be held to obtain feedback from participants, observers, and evaluators. Shortly after the functional exercise, a lessons-learned workshop should be held involving all who participated.
The form that follows provides a method for gathering input associated with exercises.
Form 11
After Action Feedback – Recommendations and Action Steps 1) Incident Name: _______________________________ 2) Date: ___________________ 3) Your Name (Optional): ________________________ 4) Position __________________ 5) Agency: ____________________________________ 6) Shift: ____________________ 7) From your observation, list the top three issues and/or areas that need improvement. When and where did they happen?
__________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ 8) Identify the action steps that should be taken to address the issues identified above. For each action step, indicate if it is a high, medium, or low priority. __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ 9) Describe the action steps that should be taken in your area of responsibility. Who should be assigned responsibility for each action item?
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 88 _________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ 10) List the policies, plans, and procedures that should be reviewed, revised, or developed. Indicate the priority level for each.
__________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ 11) What is your assessment of the incident within the EOC performance? __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ 12) Additional Comments or Attachments:
__________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 89
17.0 Resources
17.1 Mountain House City Staff
For Official Emergency Use Only
Name Title Phone Number Cell Number
Main Number 209-831-2300
Steve Pinkerton City Manager 209-831-5656
Jodi Almassy Deputy City
Manager
209-831-5676
Rex Osborn Director of Public
Safety
209-456-7297
Doug Louie Operations &
Maintenance
Superintendent
209-831-5676
Amanda Durbin Communications
Officer
209-998-2030
Sarah Ragsdale Administrative
Services Director
209-831-5645
Margaret Wimberly City Clerk 209-831-5616
Karen Morgan Utilities Manager 209-831-5648
17.2 Mountain House City Council & City Attorney
For Official Emergency Use Only
City Council Phone E-mail
Andy Su, Mayor
See City Clerk See City Clerk
Bernice King Tingle
Dan Harrison
Ronna Green
Matt Disko
City Attorney
John Bakker
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 90
17.3 Emergency Response Agencies & Organizations
General Heading Agency/Service Contact Number Fax
EMERGENCY 911
Law Enforcement
SJ County Sheriff 209-486-4400
California Highway Patrol
(Stockton)
California Highway Patrol
(Tracy)
Rank Public Safety
209-943-8666
209-835-8920
510-272-6878
209-831-6550
209-526-2025
Fire Department French Camp McKinley Fire 1-800-913-9113 HazMat Response
Team
French Camp/San Joaquin
County
Emergency: 911
San Joaquin County Office of Emergency Services 209-953-6200 209-953- 6268
State of California Office of Emergency Services
Warning Center 916-845-8911
916-845-
8910
FEMA – Region IX
Response
Recovery
National Number
510 627-7251
510-627-7250
800-621-3362
17.4 Other Agencies
General Heading Agency/Service Contact Number
California Department of
Public Health
916-558-1784
San Joaquin County Public
Health Services
209-468-3411
FAX: 209-468-3823
San Joaquin County,
Environmental Health
Department
CUPA (includes Hazardous Materials
unit) 209-468-3420
Environmental Protection
Agency Region IX
415-947-8000
(866) EPA-WEST
FAX: 415-947-3553
Utility
Modesto Irrigation District/Electricity
Power Outage
Customer Service
888-897-8222
888-355-1643
FAX: 209-526-7359
PG&E/ Natural Gas 800-743-5000
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 91 CalTrans District 10 Stockton Public Information
Road Conditions
209-948-7977
800-427-7623
California Environmental
Protection
Agency State Water Quality
Control Board
Central Valley Regional Water
Quality Control Board (5S)
916-464-3291
FAX: 916-464-4645
Department of Water
Resources (DWR)
Main Number
Flood Operations Center
916-653-5791
FAX: 916-653-4684
800-952-5530
Byron Bethany Irrigation
District
209-835-7783
General Heading Agency/Service Contact Number
Water, Wastewater,
Stormwater
Severn Trent Environmental
Services
209-832-5061
Traffic Signals St. Francis Electric 1-844-544-4888
Building Inspections City of Mountain House 209-831-5036
17.5 Media
TV Stations
Bay Area Central Valley
Station KGO Channel 7 - ABC Station NEWS10 - ABC
Phone
Breaking
News
Website
415-954-7926 877-
222-7777
https://abc7news.com/ne
ws/
Phone
Fax
Website
916-441-2345 916-321-
3384
http://www.news10.net/
Station KPIX Channel 5 - CBS Station CBS13 -Sacramento
Phone
Website
Email
415-36-5550
http://sanfrancisco.cbsloc
al.com/
[email protected]
Phone
Fax
Website
Email
916-374-1301 916-374-
1304
http://sacramento.cbslocal.co
m/
[email protected]
Station KNTV - Channel 11 NBC Station KCRA3 - NBC
Phone
Website
408-432-6221
http://www.nbcbayarea.c
om/
Main
Newsphon
e
Fax
Website
Email
916-446-7333
916-444-7316 916-411-
4050
http://www.kcra.com/
[email protected]
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 92 Radio
San Francisco
Station Contact Information
KQED 88.5 Local Primary -2 (LP2) Phone 415-864-2000
KGO 810 AM Phone 415-954-8118
KFOG 104.5 FM
Phone
Toll Free
Fax
408-817-5364
800-300-5364
800-359-5364
San Jose
KFOG 97.7 FM Phone
Toll Free
Fax
408-817-5364
800-300-5364
800-359-5364
Vacaville
KUIC 95.3 FM Phone
Fax
707-447-6397
707-446-0122
Pleasanton
KKIQ 101.7 FM Phone
Fax
925-416-1222
925-416-1211
San Joaquin Operating Area
KFBK 1530AM/93.1 FM
KSTN 1420 AM/105.9 FM
LP-1 EAS LP-2 916-929-5325
209-948-5786
Newspapers
Name Coverage Contact Information
Tracy Press Tracy, Mountain
House
Phone
Fax
Website
209-835-0655
209-835-0655
www.tracypress.com
The (Stockton) Record Stockton Greater Area
Phone
Fax
Website
209-943-6568 209-547-
8186 www.recordnet.com
Contra Costa Times Contra Costa – Solano
County
Phone
Website
925-935-2525
www.contracostatimes.com
Mountain House
Matters
Mountain House
Phone
Website
209-597-8157
www.MHmatters.net
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 93
18.0 Glossary
18.1 Terms
Aerial Reconnaissance: An aerial assessment of the damaged area that includes gathering information on the level and extent of damage and identifying potentially hazardous areas for on-site inspections.
Aerosol: Fine liquid or solid particles suspended in a gas, for example, fog or smoke.
Agency: A division of government with a specific function offering a particular kind of assistance. In ICS, agencies are defined either as jurisdictional (having statutory responsibility for incident management) or as assisting or cooperating (providing resources or other assistance).
Agency Representative: A person assigned by a primary, assisting, or cooperating Federal, State, local, or tribal government agency or private entity that has been delegated authority to make decisions affecting that agency's or organization's participation in incident management activities following appropriate consultation with the leadership of that agency.
All Hazards: Refers to a policy or program that is designed to deal with a variety of natural and technological hazards.
Annex: A document that supplements the Emergency Operations Plan, which provides further planning information for a specific aspect of emergency management.
Appendix: A separate portion of the Emergency Operations Plan that contains guidance and information specific to actions required in emergency management.
Area Command (Unified Area Command): An organization established (1) to oversee the management of multiple incidents that are each being handled by an ICS organization or (2) to oversee the management of large or multiple incidents to which several Incident Management Teams have been assigned. Area Command has the responsibility to set overall strategy and priorities, allocate critical resources according to priorities, ensure that incidents are properly managed, and ensure that objectives are met and strategies followed. Area Command becomes Unified Area Command when incidents are multijurisdictional. Area Command may be established at an emergency operations center facility or at some location other than an incident command post.
Assessment: The evaluation and interpretation of measurements and other information to provide a basis for decision-making.
Assignments: Tasks given to resources to perform within a given operational period that are based on operational objectives defined in the IAP.
Assistant: Title for subordinates of principal Command Staff positions. The title indicates a level of technical capability, qualifications, and responsibility subordinate to the primary positions.
Assistants may also be assigned to unit leaders.
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City of Mountain House Municipal Emergency Management Plan Page 94 Assisting Agency: An agency or organization providing personnel, services, or other resources to the agency with direct responsibility for incident management. See also Supporting Agency.
Available Resources: Resources assigned to an incident, checked in, and available for a mission assignment, normally located in a Staging Area.
Biological Agents: Living organisms or the materials derived from them that cause disease in or harm to humans, animals, or plants or cause deterioration of material. Biological agents may be used as liquid droplets, aerosols, or dry powders.
Branch: The organizational level having functional or geographical responsibility for major aspects of incident operations. A branch is organizationally situated between the section and the division or group in the Operations Section, and between the section and units in the Logistics Section. Branches are identified using Roman numerals or by functional area.
Chain of Command: A series of command, control, executive, or management positions in hierarchical order of authority.
Check-In: The process through which resources first report to an incident. Check-in locations include the incident command post, Resources Unit, incident base, camps, staging areas, or directly on the site.
Chemical Agent: A chemical substance that is intended to kill, seriously injure, or incapacitate people through physiological effects. Chemical agents are generally separated by severity of effect: lethal, blister, and incapacitating.
Chief: The ICS title for individuals responsible for management of functional sections: Operations, Planning/Intelligence, Logistics, Finance/Administration.
Command: The act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority.
Command Staff: In an incident management organization, the Command Staff consists of the Incident Command and the special staff positions of Public Information Officer, Safety and Security Officer, Liaison Officer, and other positions as required, who report directly to the Incident Commander. They may have an assistant or assistants, as needed.
Common Operating Picture: A broad view of the overall situation as reflected by situation reports, aerial photography, and other information or intelligence.
Communications Unit: An organizational unit in the Logistics Section responsible for providing communication services at an incident or an EOC. A Communications Unit may also be a facility (e.g., a trailer or mobile van) used to support an Incident Communications Center.
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City of Mountain House Municipal Emergency Management Plan Page 95 Comprehensive Emergency Management Plan: A document required by state regulation that consists of a Basic Plan, Appendices, Supplemental Annexes, and Standard Operating Procedures for the purpose of providing effective mitigation, response to and recovery from disasters.
Consequence Management: Measures to protect public health and safety, restore essential government services, and provide emergency relief to governments, businesses, and individuals affected by the consequences of terrorism. State and local governments exercise primary authority to respond to the consequences of terrorism. (Source: FRP Terrorism Incident Annex, page TI-2, April 1999). The Federal Emergency Management Agency (FEMA) has been designated the Lead Federal Agency (LFA) for consequence management to ensure that the Federal Response Plan is adequate to respond to terrorism. Additionally, FEMA supports the Federal Bureau of Investigation (FBI) in crisis management.
Continuity of Government: Includes measures to ensure continued leadership and preservation of vital records, thereby maintaining a viable system of government supported by law; establish emergency authorities legally vested in government leaders so 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.
Cooperating Agency: An agency supplying assistance other than direct operational or support functions or resources to the incident management effort.
Coordinate: To advance systematically an analysis and exchange of information among principals who have or may have a need-to-know certain information to carry out specific incident management responsibilities.
Crisis Management: This is the law enforcement aspect of an incident that involves measures to identify, acquire, and plan the resources needed to anticipate, prevent, and/or resolve a threat of terrorism. The FBI is the LFA for crisis management for such an incident. (Source: FBI) During crisis management, the FBI coordinates closely with local law enforcement authorities to provide successful law enforcement resolution to the incident. The FBI also coordinates with other Federal authorities, including FEMA. (Source: FRP Terrorism Incident Annex, April 1999) Damage Assessment: The appraisal or determination of the actual damage resulting from a disaster.
Decontamination: The process of making people, objects, or areas safe by absorbing, destroying, neutralizing, making harmless, or removing the HazMat.
Deputy: A fully qualified individual who, in the absence of a superior, can be delegated the authority to manage a functional operation or perform a specific task. In some cases, a deputy can act as relief for a superior and, therefore, must be fully qualified in the position. Deputies can be assigned to the Incident Commander, General Staff, and Branch Directors.
Disaster: The occurrence or imminent threat of widespread or severe damage, injury or loss of life or property resulting from any natural or manmade cause including fire, flood, earthquake, air Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 96 contamination, blight, drought, infestation, explosion, riot, hostile military or paramilitary action, other public calamity requiring emergency action.
Disaster Assistance Center: A location established in a disaster area that houses all federal, state, and local agencies that deal directly with the needs of the individual victim. DACs are established only after a Presidential Declaration.
Disaster Declaration: A document executed by an elected government for the purpose of obtaining assistance from a higher level of government.
Disaster Relief Coalition (DRC): An organization of community-based organizations, businesses, government agencies (local, state, and federal), that assist in the needs of the community during and through recovery.
Disaster Service Workers: All public employees in California are subject to such emergencies or disaster activities as may be assigned by their supervisors or by law.
Dispatch: The ordered movement of a resource or resources to an assigned operational mission or an administrative move from one location to another.
Division: The partition of an incident into geographical areas of operation. Divisions are established when the number of resources exceeds the manageable span of control of the Operations Chief. A division is located within the ICS organization between the branch and resources in the Operations Section.
Drill: Drills test a specific operation or function of the emergency plan. The goal of a drill is to practice aspects of the response plan and prepare teams and participants for more extensive exercise in the future.
Drop, Cover, and Hold: Shelter position under tables or desks or other protected places away from overhead fixtures, windows, high cabinets, and bookcases, for immediate individual protection during an emergency.
Emergency: Absent a Presidentially declared emergency, any incident(s), human-caused or natural, that requires responsive action to protect life or property. Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an emergency means any occasion or instance for which, in the determination of the President, Federal assistance is needed to supplement State and local efforts and capabilities to save lives and to protect property and public health and safety, or to lessen or avert the threat of a catastrophe in any part of the United States.
Emergency Alert System (EAS): A program of the Federal Communications Commission (FCC) to coordinate the dissemination of emergency information via commercial broadcasters.
Emergency Coordinator: A position called for in the Emergency Organization to carry out emergency management functions on a day-to-day basis at the local level.
Emergency Director: A position in the Emergency Organization that has the authority and responsibility for overseeing the emergency response.
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City of Mountain House Municipal Emergency Management Plan Page 97 Emergency Operations Center: The physical location at which the coordination of information and resources to support domestic incident management activities normally takes place. An EOC may be a temporary facility or may be in a more central or permanently established facility, perhaps at a higher level of organization within a jurisdiction. EOCs may be organized by major functional disciplines (e.g., fire, law enforcement, and medical services), by jurisdiction (e.g., Federal, State, regional, county, city, tribal), or some combination thereof. The EOC for large agencies is frequently called a DOC or Department Operations Center.
Emergency Operations Plan: The "steady state" plan maintained by various jurisdictional levels for responding to a wide variety of potential hazards.
Emergency Organization: Organization directs and control operations of the City during a period of emergency with assigned responsibilities and tasks for planning, response, and recovery in emergency situations.
Emergency Powers: Special authority granted to a chief local official during times of emergency. The State delegates emergency powers to designated local officials through an executive order.
Emergency Public Information: Information that is disseminated primarily in anticipation of an emergency or during an emergency. In addition to providing situational information to the public, it also frequently provides directive actions required to be taken by the general public.
Emergency Response Provider: Includes Federal, State, local, and tribal emergency public safety, law enforcement, emergency response, emergency medical (including hospital emergency facilities), and related personnel, agencies, and authorities. See Section 2 (6), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002). Also known as Emergency Responder.
Exercise: FEMA defines seven types of emergency management exercises as follows:
Discussion-based Exercises include:
• Seminar – An informal discussion, designed to orient participants to new or updated plans, policies, or procedures (e.g., a seminar to review a new Evacuation Standard Operating Procedure).
• Workshop – This form of exercise resembles a seminar, but is employed to build specific products, such as a draft plan or policy (e.g., a Training and Exercise Plan Workshop is used to develop a Multi-year Training and Exercise Plan).
• Tabletop Exercise – This type of exercise involves key personnel discussing simulated scenarios in an informal setting. Tabletop exercises can be used to assess plans, policies, and procedures. Tabletop exercises analyze an emergency event in an informal, stress-free environment. They provide participants with an emergency scenario to analyze and increase their awareness of the roles and responsibilities of individuals who need to respond, stabilize, terminate and help others recover from emergencies. They are designed to prompt a constructive discussion about existing emergency response plans as participants identify, investigate and resolve issues.
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City of Mountain House Municipal Emergency Management Plan Page 98 • Games – a simulation of operations that often involves two or more teams, usually in a competitive environment, using rules, data, and procedure designed to depict an actual or assumed real-life situation.
Operations-based Exercises include:
• Drill – a coordinated, supervised activity usually employed to test a single, specific operation or function within a single entity (e.g., a fire department conducts a decontamination drill). • Functional Exercise – A functional exercise examines and/or validates the coordination, command, and control between various multi-agency coordination centers (e.g., joint field office, etc.). A functional exercise does not involve any personnel responding to an incident in real time). Functional exercises test one or more functions in an emergency response plan during an interactive, time pressured, simulated event. Functional exercises can be conducted in the emergency operations center. Participants are given directions by controllers and simulators via telephones, radios and televisions, and they must respond appropriately to the incidents that arise. Evaluators candidly criticize the exercise and the team's performance. FEMA recognizes 13 key emergency management functions that can be assessed:
Alert Notification (Emergency Response).
• Warning (Public).
• Communications.
• Coordination and Control.
• Emergency Public
Information.
• Damage Assessment.
• Health and Medical
• Individual/Family Assistance.
• Public Safety.
• Public Works/Engineering.
• Transportation.
• Resource Management.
• Continuity of Government.
• Full-Scale Exercises – These exercises are multi-agency, multi-jurisdictional, multidiscipline exercise involving functional (e.g., emergency operation centers, etc.) and "physical field" response (e.g., medical responders caring for wounded actors, police setting up road barricades, evacuation simulation). Full-Scale exercises evaluate the operational capability of emergency management systems in a highly stressful environment that simulates actual conditions. Full-scale exercises test and evaluate most functions of the emergency responseoperational plan, including the mobilization of emergency personnel, equipment and resources. To design and conduct full-scale exercises, entities collaborate with local public safety agencies. A scenario is chosen that is most likely to occur in the community and thereby involves all community stakeholders. Facilitators conduct a post-incident critique and develop an after-action report to identify issues for correction.
Evacuation: Organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or potentially dangerous areas, and their reception and care in safe areas.
Event: A planned, nonemergency activity. ICS can be used as the management system for a wide range of events, e.g., parades, concerts, or sporting events.
Federal: Of or pertaining to the Federal Government of the United States of America.
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City of Mountain House Municipal Emergency Management Plan Page 99 Federal Response Plan (FRP): The FRP establishes a process and structure for the systematic, coordinated, and effective delivery of Federal assistance to address the consequences of any major disaster or emergency declared under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, as amended (42 U.S. Code [USC], et seq.). The FRP Terrorism Incident Annex defines the organizational structures used to coordinate crisis management with consequence management. (Source: FRP Terrorism Incident Annex, April 1999)
Function: Function refers to the five major activities in ICS: Command, Operations, Planning, Logistics, and Finance/Administration. The term function is also used when describing the activity involved, e.g., the planning function. A sixth function, Intelligence, may be established, if required, to meet incident management needs.
General Staff: A group of incident management personnel organized according to function and reporting to the Incident Commander. The General Staff normally consists of the Operations Section Chief, Planning Section Chief, Logistics Section Chief, and Finance/Administration Section Chief.
Group: Established to divide the incident management structure into functional areas of operation.
Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division. Groups, when activated, are located between branches and resources in the Operations Section. (See Division.)
Hazard: Something that is potentially dangerous or harmful, is often the root cause of an unwanted outcome.
Immediately Dangerous to Life and Health (IDLH): Is defined by the US National Institute for Occupational Safety and Health (NIOSH) as exposure to airborne contaminants that is "likely to cause death or immediate or delayed permanent adverse health effects or prevent escape from such an environment." Examples include smoke or other poisonous gases at sufficiently high concentrations.
Incident: An occurrence or event, natural or human caused, that requires an emergency response to protect life or property. Incidents can, for example, include major disasters, emergencies, terrorist attacks, terrorist threats, wildland and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, war-related disasters, public health and medical emergencies, and other occurrences requiring an emergency response.
Incident Action Plan (IAP): An oral or written plan containing general objective reflecting the overall strategy for managing an incident. It may include the identification of operational resources and assignments. It may also include attachments that provide direction and important information for management of the incident during one or more operational periods. FEMA provides templates for the various portions of a formal Incident Action Plan.
Incident Command Post (ICP): The field location at which the primary tactical level, on scene incident command functions are performed. The ICP may be collocated with the incident base or other incident facilities and is normally identified by a green rotating or flashing light.
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City of Mountain House Municipal Emergency Management Plan Page 100 Incident Command System (ICS): A standardized on-scene emergency management construct specifically designed to provide for the adoption of an integrated organizational structure that reflects the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the management of resources during incidents. It is used for all kinds of emergencies and is applicable to small as well as large and complex incidents. ICS is used by various jurisdictions and functional agencies, both public and private, to organize field-level incident management operations.
Incident Commander (IC): The individual responsible for all incident activities, including the development of strategies and tactics and ordering and the release of resources. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site.
Incident Management Team (IMT): The IC and appropriate Command and General Staff personnel assigned to an incident.
Incident Objectives: Statements of guidance and direction necessary for selecting appropriate strategy(s) and the tactical direction of resources. Incident objectives are based on realistic expectations of what can be accomplished have been effectively deployed. Incident objectives must be achievable and measurable, yet flexible enough to allow strategic and tactical alternatives.
Integrated Public Alert and Warning System (IPAWS): Provides State, tribal, territorial, and local public safety officials with an effective, reliable, integrated, flexible, and comprehensive system to alert and warn the American people during natural and manmade disasters as well as other threats to public health and safety. IPAWS is the only way to send Wireless Emergency Alerts (WEA), a free, nonsubscription-based broadcast technology that can be geo-targeted and is not affected by the wireless network congestion that can occur during times of emergency.
Initial Action: The actions taken by those responders first to arrive at an incident site.
Initial Response: Resources initially committed to an incident. Intelligence Officer: The intelligence officer is responsible for managing internal information, intelligence, and operational security requirements supporting incident management activities. These may include information security and operational security activities, as well as the complex task of ensuring that sensitive information of all types (e.g., classified information, law enforcement sensitive information, proprietary information, or exportcontrolled information) is handled in a way that not only safeguards the information, but also ensures that it gets to those who need access to it to perform their missions effectively and safely.
Joint Information Center (JIC): A facility established to coordinate all incident-related public information activities. It is the central point of contact for all news media at the scene of the incident. Public information officials from all participating agencies should collocate at the JIC.
Joint Information System (JIS): Integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, timely information during crisis or incident operations. The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages; developing, recommending, and executing public information plans and strategies on behalf of the IC; advising the IC concerning public affairs issues that could Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 101 affect a response effort; and controlling rumors and inaccurate information that could undermine public confidence in the emergency response effort.
Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority. Jurisdictional authority at an incident can be political or geographical (e.g., city, county, tribal, State, or Federal boundary lines) or functional (e.g., law enforcement, public health).
Lead Agency: The Federal department or agency assigned lead responsibility under U.S. law to manage and coordinate the Federal response in a specific functional area. The FBI is the lead agency for crisis management and FEMA is the lead agency for consequence management. Lead agencies support the overall Lead Federal Agency (LFA) during all phases of the response.
Lead Federal Agency (LFA): The agency designated by the president to lead and coordinate the overall federal response is referred to as the LFA and is determined by the type of emergency. In general, an LFA establishes operational structures and procedures to assemble and work with agencies providing direct support to the LFA to provide an initial assessment of the situation, develop an action plan, monitor and update operational priorities, and ensure each agency exercises its concurrent and distinct authorities under U.S. law and supports the LFA in carrying out the President’s relevant policy. Specific responsibilities of an LFA vary according to the agency’s unique statutory authorities.
Level I Emergency: Minor to moderate emergencies, such as major power outage, bomb threat, air pollution alert, isolated fire, or minor earthquake (no injuries or significant damage). This designation is not used in the Municipal Emergency Management Plan (MEMP).
Level II Emergency: Moderate to severe emergencies, such as major fire, moderate earthquake, bomb explosion (with injuries and/or structural damage). This designation is not used in the Municipal Emergency Management Plan (MEMP).
Level III Emergency: Major emergency or disaster, such as a major earthquake or nuclear explosion. This designation is not used in the Municipal Emergency Management Plan (MEMP).
Liaison: A form of communication for establishing and maintaining mutual understanding and cooperation.
Liaison Officer: A member of the Command Staff responsible for coordinating with representatives from cooperating and assisting agencies.
Local Emergency Responder: Safety services provided by outside agencies, such as police, fire, medical or rescue services.
Local Government: A county, municipality, city, town, township, local public authority, school district, special district, intrastate district, council of governments (regardless of whether the council of governments is incorporated as a nonprofit corporation under State law), regional or interstate government entity, or agency or instrumentality of a local government; an Indian tribe or authorized tribal organization, or in Alaska a Native village or Alaska Regional Native Corporation; a rural community, unincorporated town or village, or other public entity. See Section 2 (10), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002).
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City of Mountain House Municipal Emergency Management Plan Page 102 Logistics: Providing resources and other services to support incident management. Logistics Section: The section is responsible for providing facilities, services, and material support for the incident.
Major Disaster: As defined under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5122), a major disaster is any natural catastrophe (including any hurricane, tornado, storm, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, or drought), or, regardless of cause, any fire, flood, or explosion, in any part of the United States, which in the determination of the president causes damage of sufficient severity and magnitude to warrant major disaster assistance under this Act to supplement the efforts and available resources of States, tribes, local governments, and disaster relief organizations in alleviating the damage, loss, hardship, or suffering caused thereby.
Management by Objective: A management approach that involves a four-step process for achieving the incident goal. The Management by Objectives approach includes the following: establishing overarching objectives; developing and issuing assignments, plans, procedures, and protocols; establishing specific, measurable objectives for various incident management functional activities and directing efforts to fulfill them, in support of defined strategic objectives; and documenting results to measure performance and facilitate corrective action.
Mitigation: The activities designed to reduce or eliminate risks to persons or property or to lessen the actual or potential effects or consequences of an incident. Mitigation measures may be implemented prior to, during, or after an incident. Mitigation measures are often designed by lessons learned from prior incidents. Mitigation involves ongoing actions to reduce exposure to, probability of, or potential loss from hazards. Measures may include zoning and building codes, floodplain buyouts, and analysis of hazard- related data to determine where it is safe to build or locate temporary facilities. Mitigation can include efforts to educate governments, businesses, and the public on measures they can take to reduce loss and injury.
Mitigation Phase: Phase of emergency management for site-specific action to minimize hazards and reduce the potential for injury or damage in an emergency.
Mobilization: The process and procedures used by all organizations - Federal, State, local, and tribal - for activating, assembling, and transporting all resources that have been requested to respond to or support an incident.
Multiagency Coordination Entity: A multiagency coordination entity functions within a broader multiagency coordination system. It may establish priorities among incidents and associated resource allocations, deconflict agency policies, and provide strategic guidance and direction to support incident management activities.
Multiagency Coordination Systems (MACS): Multiagency coordination systems provide the architecture to support coordination for incident prioritization, critical resource allocation, communications systems integration, and information coordination. The components of multiagency coordination systems include facilities, equipment, emergency operation centers (EOCs), specific multiagency coordination entities, personnel, procedures, and communications. These systems assist agencies and organizations to fully integrate the subsystems of the NIMS.
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City of Mountain House Municipal Emergency Management Plan Page 103 Multijurisdictional Incident: An incident requiring action from multiple agencies that each have jurisdiction to manage certain aspects of an incident. In ICS, these incidents will be managed under Unified Command.
Mutual-Aid Agreement: Written agreement between agencies and/or jurisdictions that they will assist one another on request, by furnishing personnel, equipment, and/or expertise in a specified manner.
National: Of a nationwide character, including the federal, state, local, and tribal aspects of governance and polity.
National Disaster Medical System (NDMS): A cooperative, asset-sharing partnership between the Department of Health and Human Services, the Department of Veterans Affairs, the Department of Homeland Security, and the Department of Defense. NDMS provides resources for meeting the continuity of care and mental health services requirements of the Emergency Support Function 8 in the Federal Response Plan.
National Incident Management System (NIMS): A system mandated by HSPD-5 that provides a consistent nationwide approach for Federal, State, local, and tribal governments; the private-sector, and nongovernmental organizations to work effectively and efficiently together to prepare for, respond to, and recover from domestic incidents, regardless of cause, size, or complexity. To provide for interoperability and compatibility among federal, state, local, and tribal capabilities, the NIMS includes a core set of concepts, principles, and terminology. HSPD-5 identifies these as the ICS; multiagency coordination systems; training; identification and management of resources (including systems for classifying types of resources); qualification and certification; and the collection, tracking, and reporting of incident information and incident resources.
National Response Plan (NRP): A plan mandated by HSPD-5 that integrates Federal domestic prevention, preparedness, response, and recovery plans into one all discipline, all-hazards plan.
Nongovernmental Organization (NGO): An entity with an association that is based on interests of its members, individuals, or institutions and that is not created by a government but may work cooperatively with government. Such organizations serve a public purpose, not a private benefit.
Examples of NGOs include faith-based charity organizations and the American Red Cross.
Nonpersistent Agent: An agent that, upon release, loses its ability to cause casualties after 10 to 15 minutes. It has a high evaporation rate, is lighter than air, and will disperse rapidly. It is a shortterm hazard; however, in small, unventilated areas, the agent will be more persistent.
Operational Period: The time scheduled for executing a given set of operation actions, as specified in the Incident Action Plan. Operational periods can be of various lengths, although usually not over 24 hours.
Operations Section: The section responsible for all tactical incident operations. In ICS, it normally includes subordinate branches, divisions, and/or groups.
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City of Mountain House Municipal Emergency Management Plan Page 104 Persistent Agent: An agent that, upon release, retains its casual production effects for an extended period, usually anywhere from 30 minutes to several days. A persistent agent usually has a low evaporation rate, and its vapor is heavier than air; therefore, its vapor cloud tends to hug the ground. It is a longterm hazard. Although inhalation hazards are still a concern, extreme caution should be taken to avoid skin contact as well.
Personnel Accountability: The ability to account for the location and welfare of incident personnel. It is accomplished when supervisors ensure that ICS principles and processes are functional and that personnel are working within established incident management guidelines.
Planning Meeting: A meeting held as needed prior to and throughout the duration of an incident to select specific strategies and tactics for incident control operations and for service and support planning. For larger incidents, the planning meeting is a major element in the development of the Incident Action Plan (IAP).
Planning/Intelligence Section: Responsible for the collection, evaluation, and dissemination of operational information related to the incident, and for the preparation and documentation of the IAP. This section also maintains information on the current and forecasted situation and on the status of resources assigned to the incident.
Plume: Airborne material spreading from a particular source; the dispersal of particles, gases, vapors, and aerosols into the atmosphere.
Preparedness: The range of deliberate, critical tasks and activities necessary to build, sustain, and improve the operational capability to prevent, protect against, respond to, and recover from domestic incidents. Preparedness is a continuous process. Preparedness involves efforts at all levels of government and between government and private-sector and nongovernmental organizations to identify threats, determine vulnerabilities, and identify required resources. Within the NIMS, preparedness is operationally focused on establishing guidelines, protocols, and standards for planning, training and exercises, personnel qualification and certification, equipment certification, and publication management.
Preparedness Organizations: The groups that provide interagency coordination for domestic incident management activities in a nonemergency context. Preparedness organizations can include all agencies with a role in incident management, for prevention, preparedness, response, or recovery activities. They represent a wide variety of committees, planning groups, and other organizations that meet and coordinate to ensure the proper level of planning, training, equipping, and other preparedness requirements within a jurisdiction or area.
Preparation (Preparedness) Phase: Phase of emergency management for employee in-service training in emergency responsibilities, such as prevention of injuries and property damage, first-aid and other response and rescue operations, and for acquisition of adequate supplies and equipment required to respond to an emergency.
Prevention: Actions to avoid an incident or to intervene to stop an incident from occurring. Prevention involves actions to protect lives and property. It involves applying intelligence and other information to a range of activities that may include such countermeasures as deterrence operations; heightened inspections; improved surveillance and security operations; investigations to determine Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 105 the full nature and source of the threat; public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting, or disrupting illegal activity and apprehending potential perpetrators and bringing them to justice.
Private Sector: Organizations and entities that are not part of any governmental structure. It includes forprofit and not-for-profit organizations, formal and informal structures, commerce and industry, and private voluntary organizations (PVO).
Processes: Systems of operations that incorporate standardized procedures, methodologies, and functions necessary to provide resources effectively and efficiently. These include resource typing, resource ordering, tracking, and coordination.
Public Information Officer (PIO): A member of the Command Staff responsible for interfacing with the public and media or with other agencies with incident-related information requirements.
Publications Management: The publications management subsystem includes materials development, publication control, publication supply, and distribution. The development and distribution of NIMS materials is managed through this subsystem. Consistent documentation is critical to success, because it ensures that all responders are familiar with the documentation used in a particular incident regardless of the location or the responding agencies involved.
Qualification and Certification: This subsystem provides recommended qualification and certification standards for emergency responder and incident management personnel. It also allows the development of minimum standards for resources expected to have an interstate application.
Standards typically include training, currency, experience, and physical and medical fitness.
Radiation: High-energy particles or gamma rays that are emitted by an atom as the substance undergoes radioactive decay. Particles can be either charged alpha or beta particles or neutral neutron or gamma rays.
Reception Area: This refers to a location separate from staging areas, where resources report in for processing and out-processing. Reception Areas provide accountability, security, situational awareness briefings, safety awareness, distribution of IAPs (Incident Action Plans), supplies and equipment, feeding, and bed down.
Recovery: The development, coordination, and execution of service- and site-restoration plans; the reconstitution of government operations and services; individual, private sector, nongovernmental, and public assistance programs to provide housing and to promote restoration; long-term care and treatment of affected persons; additional measures for social, political, environmental, and economic restoration; evaluation of the incident to identify lessons learned; post incident reporting; and development of initiatives to mitigate the effects of future incidents.
Recovery Phase: Phase of emergency management for the initiation of short-range and long-range recovery plans at each effected site to return to normal operations following an emergency.
Recovery Plan: A plan developed by a state, local, or tribal jurisdiction with assistance from responding federal agencies to restore the affected area.
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City of Mountain House Municipal Emergency Management Plan Page 106 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 (resource typing) and may be used in operational support or supervisory capacities at an incident or at EOC.
Resource Management: Efficient incident management requires a system for identifying available resources at all jurisdictional levels to enable timely and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under the NIMS includes mutual-aid agreements; the use of special Federal, State, local, and tribal teams; and resource mobilization protocols.
Resources Unit: Functional unit within the ICS Planning Section responsible for recording the status of resources committed to the incident. This unit also evaluates resources currently committed to the incident, the effects additional responding resources will have on the incident, and anticipated resource needs.
Response: Activities that address the short-term, direct effects of an incident. Response includes immediate actions to save lives, protect property, and meet basic human needs. Response also includes the execution of emergency operations plans and of mitigation activities designed to limit the loss of life, personal injury, property damage, and other unfavorable outcomes. As indicated by the situation, response activities include applying intelligence and other information to lessen the effects or consequences of an incident; increased security operations; continuing investigations into nature and source of the threat; ongoing public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and specific law enforcement operations aimed at preempting, interdicting, or disrupting illegal activity, and apprehending actual perpetrators and bringing them to justice.
Response Phase: Phase of emergency management in which all employees take appropriate steps in an emergency to put the emergency plan into action.
Safety Officer: A member of the Command Staff responsible for monitoring and assessing safety hazards or unsafe situations and for developing measures for ensuring personnel safety.
Section: The organizational level having responsibility for a major functional area of incident management, e.g., Operations, Planning, Logistics, Finance/Administration, and Intelligence (if established). The section is organizationally situated between the branch and the Incident Command.
Span of Control: The number of individuals a supervisor is responsible for, usually expressed as the ratio of supervisors to individuals. (Under the NIMS, an appropriate span of control is between 1:3 and 1:7.) Staging Area: Location established where resources can be placed while awaiting a tactical assignment.
The Operations Section manages Staging Areas.
State: Refers to any state of the United States, the District of Columbia, the Commonwealth of Puerto Rico, the Virgin Islands, Guam, American Samoa, the Commonwealth of the Northern Mariana Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 107 Islands, and any possession of the United States. See Section 2 (14), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002).
Strategic: Strategic elements of incident management are characterized by continuous long term, highlevel planning by organizations headed by elected or other senior officials. These elements involve the adoption of long-range goals and objectives, the setting of priorities, the establishment of budgets and other fiscal decisions, policy development, and the application of measures of performance or effectiveness.
Strike Team: A set number of resources of the same kind and type that have an established minimum number of personnel.
Strategy: The general direction selected to accomplish incident objectives set by the IC.
Supporting Technologies: Any technology that may be used to support the NIMS. These technologies include ortho photo mapping, remote automatic weather stations, infrared technology, and communications, among various others.
Task Force: Any combination of resources assembled to support a specific mission or operational need. All resource elements within a Task Force must have common communications and a designated leader.
Technical Assistance: Support provided to State, local, and tribal jurisdictions when they have the resources but lack the complete knowledge and skills needed to perform a required activity (such as mobile-home park design and hazardous material assessments).
Terrorism: Under the Homeland Security Act of 2002, terrorism is defined as activity that involves an act dangerous to human life or potentially destructive of critical infrastructure or key resources and is a violation of the criminal laws of the United States or of any state or other subdivision of the United States in which it occurs and is intended to intimidate or coerce the civilian population or influence a government or affect the conduct of a government by mass destruction, assassination, or kidnapping. See Section 2 (15), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002).
Threat: An indication of possible violence, harm, or danger.
Tools: Those instruments and capabilities that allow for professional performance of tasks, such as information systems, agreements, doctrine, capabilities, and legislative authorities.
Toxicity: A measure of the harmful effects produced by a given amount of a toxin on a living organism.
Tribal: Any Indian tribe, band, nation, or other organized group or community, including any Alaskan Native Village as defined in or established pursuant to the Alaskan Native Claims Settlement Act (85 stat. 688) [43 U.S.C.A. and 1601 et seq.], that is recognized as eligible for the special programs and services provided by the United States to Indians because of their status as Indians.
Type: A classification of resources in the ICS that refers to capability. Type 1 is generally considered to be more capable than Types 2, 3, or 4, respectively, because of size; power; capacity; or, in the Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 108 case of incident management teams, experience and qualifications. Unified Area Command: A Unified Area Command is established when incidents under an Area Command are multijurisdictional. (See Area Command)
Unified Command: An application of ICS used when there is more than one agency with incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the designated members of the UC, often the senior person from agencies and/or disciplines participating in the UC, to establish a common set of objectives and strategies and a single IAP.
Unit: The organizational element having functional responsibility for a specific incident planning, logistics, or finance/administration activity. Unity of Command: The concept by which each person within an organization reports to one and only one designated person. The purpose of unity of command is to ensure unity of effort under one responsible commander for every objective.
Volunteer: For purposes of the 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, e.g., 16 U.S.C. 742f(c) and 29 CFR 553.101.
Weapons-Grade Material: Nuclear material considered most suitable for a nuclear weapon. It usually connotes uranium enriched to above 90 percent uranium-235 or plutonium with greater than about 90 percent plutonium-239.
Weapons of Mass Destruction (WMD): Any explosive, incendiary, or poison gas, bomb, grenade, rocket having a propellant charge of more than 4 ounces, or a missile having an explosive incendiary charge of more than 0.25 ounce, or mine or device similar to the above; poison gas; weapon involving a disease organism; or weapon that is designed to release radiation or radioactivity at a level dangerous to human life. (Source: 18 USC 2332a as referenced in 18 USC 921).
18.2 Acronyms
AFB Air Force Base
ALS Advanced Life Support
AMS Aerial Measuring System
ANSIR Awareness if National Security Issues and Response Program ARAC Atmospheric Release Advisory Capability
ARG Accident Response Group
ARS Agricultural Research Service
ATC Air Traffic Control
ATSD(CS) Assistant to the Secretary of Defense for Civil Support BDC Bomb Data Center
CBIAC Chemical and Biological Defense Information and Analysis Center CBRNE Chemical, Biological, Radiological, Nuclear Material or High-Yield Explosive CDC Center for Disease Control and Prevention
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 109 CEPPO Chemical Emergency Preparedness and Prevention Office CERCLA Comprehensive Environmental Response, Compensation, and Liability Act CHEMTREC Chemical Transportation Center
CHPPM Center for Health Prevention and Preventive Medicine CIRG Crisis Incident Response Group
CJCS Chairman of the Joint Chiefs of Staff
CM Consequence Management
CMU Crisis Management Unit
CRU Crisis Response Unit
CSREES Cooperative State Research, Education and Extension Service CST Civil Support Team
CW/CBD Chemical Warfare/Contraband Detection
DAC Disaster Assistance Center
DEST Domestic Emergency Support Team
DFO Disaster Field Office
DMAT Disaster Medical Assistance Team
DMCR Disaster Management Central Resource
DMORT Disaster Mortuary Operational Response Team
DOC Department Operations Center
DoD Department of Defense
DOE Department of Energy
DOJ Department of Justice
DPP Domestic Preparedness Program
DRC Disaster Relief Coalition
DSR Damage Survey Report
DTCTP Domestic Terrorism/Counterterrorism Planning Sections (FBI HQ) DTIC Defense Tactical Information Center
EAS Emergency Alert System
ED Emergency Director
EM Emergency Management
EMAC Emergency Management Assistance Compact
EMI Emergency Management Institute
EMS Emergency Medical Service
EOC Emergency Operations Center
EOP Emergency Operations Plan
EPA Environmental Protection Agency
EPCRA Emergency Planning and Community Right-to-Know Act ERT Emergency Response Team (FBI)
ERT-A Emergency Response Team – Advance Element
ERTU Evidence Response Team Unit
ESF Emergency Support Function
EST Emergency Support Team
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 110 EU Explosives Unit
FBI Federal Bureau of Investigation
FEMA Federal Emergency Management Agency
FEST Foreign Emergency Support Team
FNS Food and Nutrition Service
FOG Field Operations Guide
FRERP Federal Radiological Emergency Response Plan
FRMAC Federal Radiological Monitoring and Assessment
FRP Federal Response Plan
FS Forest Service
GIS Global Information System
HazMat Hazardous Materials
HAZUS FEMA’s freely distributed geographic information system-based software for natural hazard loss estimation: flooding, earthquakes, coastal surges, and hurricanes
HHS Department of Health and Human Services
HMRU Hazardous Materials Response Unit
HQ Headquarters
HRT Hostage Rescue Team
HSPD-5 Homeland Security Presidential Directive – 5
HTIS Hazardous Technical Information Services (DoD)
IAP Incident Action Plan
ICP Incident Command Post
ICS Incident Command System
IC/UC Incident Command or Unified Command
IDLH Immediately Dangerous to Life and Health
IMT Incident Management Team
IND Improvised Nuclear Device
IPAWS Integrated Public Alert and Warning System
JIC Joint Information Center
JIS Joint Information System
JOC Joint Operations Center
JTF-CS Joint Task Force for Civil Support
LEPC Local Emergency Planning Committee
LFA Lead Federal Agency
LNO Liaison Officer
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 111 MACS Multi-Agency Coordination System – the San Joaquin County standardized emergency modes ranging from I to IV:
• MODE I - Day to day operations, no mutual aid needs
• MODE II - Some MACS functions needed
• MODE III (ALERT) - Situation that may require MODE III • MODE III - Reflects a serious or potentially serious situation. At least one discipline requires extensive mutual aid.
• MODE IV - Existence of an all-out county effort. Two or more disciplines require the use of extensive mutual aid.
MEDCO Medical Command
MMMRS Metropolitan Medical Response System
MOA Memorandum of Agreement
MSCA Medical Support to Civil Authorities
NAP Nuclear Assessment Program
NBC Nuclear, Biological, and Chemical
NCP National Oil and Hazardous Substances Pollution Contingency Plan NDMS National Disaster Medical System
NDPO National Domestic Preparedness Office
NEST Nuclear Emergency Search Team
NETC National Emergency Training Center
NFA National Fire Academy
NGO Nongovernmental Organization
NIMS National Incident Management System
NIXLE Private corporation that provides a system to make and receive emergency notifications.
NMRT National Medical Response Team
NRC National Regulatory Commission
NRP National Response Plan
NRT National Response Team
NSC National Security Council
NTIS National Technical Information Service
OEP Office of Emergency Preparedness
OES Office of Emergency Services – Reference to County or State OFCM Office of the Federal Coordinator for Meteorology
OIG Office of Inspector General (USDA)
OSC On-Scene Commander
OSLDPS Office for State and Local Domestic Preparedness Support PDD Presidential Decision Directive
PHS Public Health Service
PIO Public Information Officer
POC Point of Contact
POLRE Pollution Report
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 112 PPT Preparedness, Training, and Exercises Directorate (FEMA) PVO Private Voluntary Organizations
RD Research and Development
RAP Radiological Assistance Program
RCRA Research Conservation and Recovery Act
RDD Radiological Dispersal Device
REAC/TS Radiation Emergency Assistance Center/Training Site RWQCB State of California Regional Water Quality Control Board. Has oversight of the Waste Water Treatment Plant (WWTP)
RESTAT Resource Status
ROC Regional Operations Center
ROSS Resource Ordering and Status System
RRIS Rapid Response Information System (FEMA)
RRT Regional Response Team
SAC Special Agent in Charge (FBI)
SARA Superfund Amendments and Reauthorization Act
SBCCOM Soldier and Biological Chemical Command (U.S. Army) SCBA Self- Contained Breathing Apparatus
SDA Standards Development Organization
SEB State Emergency Board
SEMS Standardized Emergency Management System
SERC State Emergency Response Commission
SIOC Strategic Information and Operations Center (FBI HQ) SITREP Situation Report
SLG State and Local Guide
SO Safety Officer
SOC State Operations Center – the name for the California OES EOC SOP Standard Operating Procedure
TERC Tribal Emergency Response Commission
TIP Terrorist Incident Plan
TRIS Toxic Release Inventory System
UC Unified Command
UCS Unified Command System
USC U.S. Code
USDA U.S. Department of Agriculture
USFA U.S. Fire Administration
US&R Urban Search and Rescue
VA Department of Veterans Affairs
WEA Wireless Emergency Alert
WMD Weapons of Mass Destruction
WebEOC Commonly used licensed software for Emergency Operations Centers` WWTP Waste Water Treatment Plant
Item 8.2
City of Mountain House Municipal Emergency Management Plan Page 113 Item 8.2
TITLE: City Manager Update
MEETING DATE: May 27, 2025
PREPARED BY: Steve Pinkerton, City Manager
COUNCIL/COMMUNITY CONCERNS AND CITY RESPONSE
To ensure transparency and community engagement, staff provide responses to public comments and concerns raised during City meetings or through communication channels. We address key issues and provide updates or next steps. More details about follow-ups can be found at www.mountainhouseca.gov/PublicFollowUp.
DEPARTMENT UPDATES:
Communications
The Communications Office continued to make strides in outreach, public safety messaging, and community engagement. On May 7, we hosted a screening of “The Fentanyl High” documentary. Over 100 residents joined us for the film and a moving panel discussion featuring local leaders, public health officials, and a Mountain House resident who started “A Major Movement” after losing her son to fentanyl. This event brought our community together in solidarity and action.
We also hit a major milestone—507 residents are now signed up for Everbridge alerts! That means we exceeded our goal of 500 users by May. This shows real momentum in emergency communication outreach. Our new goal is to reach 1,000 sign-ups by December to ensure more residents stay informed and safe in real time.
Throughout May, we supported National Arson Awareness Week and Emergency Preparedness Week with helpful safety tips and resources across all channels. Communications staff also assisted in promoting community events and ensuring residents had easy access to event details and updates.
Our campaign promoting the My Mountain House app continued with strong engagement, helping residents report issues and stay connected to City services.
In June, we are hoping to unveil the new City logo selected by Council and begin rolling out updated branding. We're also planning new summer outreach, continued newsletter growth, and internal communications to strengthen transparency and alignment across departments.
We’re continuing to grow our newsletter audience with stories, updates, and events that matter to our residents. Sign up at: www.mountainhouseca.gov/how-do-i/email-sign-up.
Human Resources
The city is currently recruiting for the positions of Engineer II and Construction Manager. The position of Management Analyst has been filled by Simrann Sidhu. An offer of employment has been extended for the Program Manager position, but has not yet been accepted.
The total classification and compensation study is underway. All employees have completed their Position Description Questionnaire which will be used as the basis for updating job descriptions to Item 9.1
2 ensure that they accurately reflect the work being completed. Once final supervisory review has been completed, the updated job descriptions will be brought to City Council for adoption. The revised job descriptions will be used as the basis for the study, comparing the compensation of Mountain House employees with those doing comparable work in neighboring agencies. These comparator agencies were previously agreed on by the City and SEIU during labor negotiations.
Finance
Staff conducted a study session with Council on the proposed fiscal year 2025/26 budget. The budget will be presented to Council at the June 11 meeting for adoption. Then finance staff will be focusing on the audit for the year ending June 30, 2025.
Parks and Recreation
Bike Rodeo - On Saturday, May 3, nearly 250 attendees gathered on Main and Providence Streets for the annual Bike Rodeo, launching National Bike Safety Month. The event featured BMX stunts by Stuntmasters Inc., bike and helmet giveaways donated by the French Camp Fire Foundation and the California Highway Patrol, and a fun obstacle course for kids to learn bike safety. Children who completed the course received free Kona Ice and goodie bags. Local volunteers, California Highway Patrol officers, Mountain House Fire Department firefighters, CERT members, Mountain House Police Services, and The Bike Shop of Brentwood helped ensure a safe, fun-filled morning for families. Mayor Su gave away three bikes to three lucky participants who pre-registered.
Music in the Park - “Fun, Family and Festive Summer” kicked off Saturday, May 17 at Central Community Park, 7:00 p.m. to 9:30 p.m. with, “Power Play.” Several food vendors lined Providence Street with their delicacies. The wind didn't deter Mountain House residents. Nearly 700 people attended with their blankets and chairs, and they all kept warm by dancing. All concerts feature food vendors and shopping with local small business.
Kite Festival - The annual Kite Festival is blowing into Mountain House, Saturday, June 7 in Central Community Park, from 10:00 a.m. to 1:00 pm. The event will feature jump houses and games for kids, fun and bubbles with Sparkles the Clown, dance music, food and craft and kite vendors, and the highflying aerials of Old City Kites. This event is free however, everyone is asked to bring a little wind to lift their kites and their spirits.
Central Park Cinema - Join us for the return of Central Park Cinema, the community’s favorite outdoor summer movie series. Thanks to the generous support of Rank Security and Protection Inc., Central Community Park will once again be transformed into a magical open-air theater for three FREE unforgettable nights of family fun. The first movie will be “Mufasa - Rated PG” Friday, June 13 at sunset. Families of all ages are welcome to bring chairs, blankets, and snacks. The Cinema includes free popcorn while supplies last. Groups of four can purchase an exclusive and limited amount of “Front Row” spaces for $20. Each space includes a front row space, popcorn, sodas, and a snack bucket.
Juneteenth - Celebrate freedom and cultivate unity at the 3rd annual Juneteenth Celebration, Saturday, June 21, 3:00 p.m. to 9:00 p.m. at Central Community Park. This year's event will be an uplifting blend of education, celebration, and community building. Expect live music and performances by Top Shelf, Lady Kathi and Future Perfect. Uncover history you’ve never heard, shop local retail vendors and food trucks, entertain children with activities and train rides, and visit Item 9.1
3 community resource booths. Bring your chairs, bring your blankets, and bring your energy for an afternoon and evening filled with joy, dance, history, music, food, and unity.
Independence Day Parade and Celebration - The Mountain House Parks and Recreation Department is currently accepting parade entry applications for the annual Independence Day Parade and Celebration through Sunday, June 22, 202. Applications are available online at www.mountainhouseCA.gov/Independence-Day. Participation is free and open to a wide variety of entries, including:
Bands and music groups
Color guards
Floats and marching units
Emergency vehicles
Comic and novelty acts
Car clubs
Commercial/business and political entries
The parade begins at Main Street and Central Parkway at 9:00 a.m. and will head south to Heritage Drive where it will turn around and head back to Main and Central. The Celebration will continue until 12:00 p.m. along Central Parkway with games for kids, jump houses and local food trucks and food vendors. Wear your red, white and blue!
Pickleball:
Court 3 at Central Park has been made exclusive for pickleball Monday - Friday, 8:00 a.m. to 2:00 p.m.
Players may reserve the courts for a nominal fee of $2 per hour for residents, $4 per hour for nonresidents, coaches and league play using the CourtReserve app. Court 3 is still available for tennis outside of the pickleball exclusive time.
Prime Time Seniors:
The Prime Time Senior Program hosted games and activities in May at the Unity Center with a special presentation by Umar Sear on the basic of using a smart phone and tablets. These activities engaged seniors and promoted health awareness, memory and creativity.
The group hosted an Ice Cream Social at Central Park on May 23. While trying different flavors, they shared their favorite stories and made “sweet” memories.
Tennis Court Reservations:
The Tennis Court Reservations (Attachment A) by Month section below provides a breakdown of tennis court reservation revenue for Mountain House High School (MHHS) and Central Park in the past twelve months. This comparison is listed month by month and highlights any increases or decreases in revenue for each location. Revenues are up 14% from this time last year. Revenue is expected to increase with the introduction of Pickleball on court 3 during the day.
Crime Prevention and Neighborhood Watch Activities
Community Preservation Officer Roger Alvarez attended a meeting with the Safeway Store Director and Asset Protection Manager regarding crime prevention. The primary discussion was building a solid foundation with Safeway, the City of Mountain House and Police Services. Overall, the meeting was Item 9.1
4 positive and clear reporting procedures were implemented. Roger has also been diligently working on ordinances, bail schedules and new citation processing for parking and administrative citations.
Community Development
Mountain House Sports Center
This proposed project consists of approximately 55,000 square feet of existing floor area within the Panattoni development at the northwest corner of Mountain House Parkway and Mustang Way (southeast building adjacent to the primary parking lot area). The applicant’s proposed plan suggests badminton and pickleball courts, an open weight room, locker rooms, restrooms, and concessions.
Staff is working with the applicant team to assess parking requirements and building code requirements. The entitlement application type is “Improvement Plan,” which is subject to an administrative, staff-level review process. The detailed application is available on the City’s Planning webpage.
Neighborhood B7 (South of Byron Rd.)
Richmond American Homes is working to complete the DCRC review-approval process which is expected to be completed in June, after their Master Plans are provided for review. Woodside Homes will build approximately half of this neighborhood, so there will also be a design review process for their architecture.
Neighborhood B9 & B10 Tract 4163 (South of Byron Rd.)
The tentative map (TM) for Tract 4163 is in the review process. The applicant has resubmitted their application for annexation and staff sent a comment letter regarding the TM application on April 3, 2025. A revised TM submittal, in response to the staff review comment letter of April 3, was received on May 2, 2025. This revised TM is under review now, and any remaining comments will be sent in June.
Neighborhood B11 (South of Byron Rd.)
KB Home has submitted their architecture package for DRC review. Planning staff met with the applicant on March 24, 2025, and then delivered written comments for revisions. Revised architecture was received on April 16, 2025, and DRC approval was issued on May 2, 2025. DCRC review and model homes complex review will occur next.
Neighborhood F (Tracts 4210 and 4211), and Neighborhood H (Tract 4212) Lennar purchased these three tracts from Trimark, following the City Council approval of Trimark’s land use changes on September 11, 2024. Planning staff is coordinating with Lennar and Trimark to conduct the DRC architecture review process. Lennar is working on revisions to their proposed architecture based on the first round of review comments delivered in May.
ATTACHMENTS:
A. Monthly Tennis Court Reservation Revenues
Item 9.1
5 ATTACHMENT A:
Monthly Tennis Court Reservation Revenues
Month MHHS Central
Park Month MHHS Central Park
%
Change
April 2025 $464.00 $4,122.00 April 2024 $469.50 $2,896.50 36% May 2024 $394.50 $3,175.50 May 2023 $808.50 $2,830.50 (2%) June 2024 $426.00 $3,078.00 June 2023 $250.50 $2,863.50 13% July 2024 $103.50 $2,610.00 July 2023 $348.00 $2,727.00 (12%) August 2024 $225.00 $2,889.00 August 2023 $652.50 $3,333.00 (22%) September 2024 $565.00 $3,562.00 September 2023 $583.50 $3,628.50 (2%) October 2024 $576.00 $5,116.00 October 2023 $543.00 $3,616.50 37% November 2024 $284.00 $3,924.00 November 2023 $243.00 $3,315.00 18% December 2024 $300.00 $3,152.00 December 2023 $315.00 $1,410.00 100% January 2025 $408.00 $4,328.00 January 2024 $261.00 $2,232.00 90% February 2025 $636.00 $3,624.00 February 2024 $403.50 $2,776.50 34% March 2025 $372.00 $3,668.00 March 2024 $489.00 $2,887.50 20% Total $4,754.00 $43,248.5 $5,367.0 $34,516.5 20%
Item 9.1
2025 Long Range Calendar Page 1 of 6
Tuesday, May 27, 2025 - Regular City Council Meeting
Board Chambers at 7:00 p.m.
ITEM
Proclamation Fentynal Awareness Month
Landscape Maintenance District (LMAD) Reports
City Council Policy & Procedures
Web curator amendment
Municipal Service Review
Large Lot Map - Tract 4278
Logo
Thursday, May 29, 2025 - Ribbon cutting of Tracy's new Multipurpose Training Facility 1:00 p.m. - Tracy
Friday, May 30, 2025, Mountain House High School Graduation 7:00 p.m. - Mountain House High School
Saturday, June 7, 2025 - City Event - Kite Festival
10:00 a.m - 1:00 p.m. - Central Community Park
Tuesday, June 10, 2025 - YAC
Board Chambers at 7:00 p.m.
Wednesday, June 11, 2025 - Joint City Council/CSD Meeting Board Chambers at 7:00 p.m.
ITEM
Budget adoption (MHCSD/City)
Public Hearing - LMAD Adoption
State Fire Hazard Mapping
Adopt FY 25-26 SB 1 Project List for Road Maint Rehab Account Award contract – unmet transit needs consult (from RFP) Award contract – Landscape Maintenance Services (from RFPs) GoRequest update discussion
Award contract – Aquifer Storage and Recovery Well (from RFP) Flood Plain Management Ordinance - First Reading
French Camp Fire Agreement
Friday, June 13, 2025 - City Event - Central Park Cinema 8:30 p.m. to 10:30 p.m. - Central Community Park
Saturday, June 21, 2025 - City Event - Music in the Park Celebrates Juneteenth 3:00 p.m. to 9:00 p.m. - Central Community Park - Top Shelf Item 10.1
2025 Long Range Calendar Page 2 of 6
Wednesday, June 25, 2025 - Ribbon Cutting Fire Station #2 4:30 - 5:00 PM
ITEM
Tree Program discussion
Flood Plain Management Ordinance - Second Reading and adoption Traffic Signal Synchronization
Thursday, June 26, 2025 - SJCOG Board of Directors
555 E. Weber Avenue, Stockton, CA 95202 at 4:00 p.m.
Tuesday, July 1, 2025 - City Event - State of the City
Mountain House High School Theater
City Event 4th of July/Founders Day
Parade - Central Parkway/Independence Day Celebration Central Community Park- 9 am - Noon Tuesday, July 8, 2025 - YAC
Board Chambers at 7:00 p.m.
Board Chambers at 7:00 p.m.
ITEM
Property Collections
Award contract - Government Relations and Lobbying Services (from RFP) Award contract - Urban Water Management Consultant (from RFP) Friday, July 11, 2025 - City Event - Central Park Cinema 8:30 p.m. to 10:30 p.m. - Central Community Park
Saturday, July 19, 2025 - City Event -Music in the Park 7:00 p.m. to 9:30 p.m. - Central Community Park - Classic Rock Anthems - Take 2 ITEM
Strategic Plan Update
Wednesday, July 23, 2025 - Regular City Council Meeting Wednesday, July 9, 2025 - Regular City Council Meeting
Board Chambers at 7:00 p.m.
Wednesday, June 25, 2025 - Regular City Council Meeting Board Chambers at 7:00 p.m.
Item 10.1
2025 Long Range Calendar Page 3 of 6
Thursday, July 24, 2025 - SJCOG Board of Directors
555 E. Weber Avenue, Stockton, CA 95202 at 4:00 p.m.
Tuesday, August 5, 2025 - City Event - National Night Out 5:00 p.m. to 8:00 p.m. - Central Community Park
Friday, August 8, 2025 - City Event - Central Park Cinema 8:30 p.m. to 10:30 p.m. - Central Community Park
Wednesday August 13, 2025 - Valley Link Board Meeting
Board Chambers at 7:00 p.m.
Board Chambers at 7:00 p.m.
ITEM
Saturday, August 16, 2025 - City Event - Music in the Park 7:00 p.m. to 9:30 p.m. - Central Community Park - Dance Hits - Apple Z Board Chambers at 7:00 p.m.
ITEM
Closed Session 6:00 PM
Thursday, August 28, 2025 - SJCOG Board of Directors
555 E. Weber Avenue, Stockton, CA 95202 at 4:00 p.m.
Tuesday, September 9, 2025 - YAC
Board Chambers at 7:00 p.m.
ITEM
Wednesday, August 27, 2025 - Regular City Council Meeting Wednesday, August 13, 2025 - Regular City Council Meeting Wednesday, September 10, 2025 - Regular City Council Meeting Board Chambers at 7:00 p.m.
Item 10.1
2025 Long Range Calendar Page 4 of 6
Saturday, September 20, 2025 - City Event - Music in the Park Cultural Celebration Time: 3:00 PM - 9:00 PM - Central Community Park - Cultural Celebration - Maya Board Chambers at 7:00 p.m.
ITEM
Thursday, September 25, 2025 - SJCOG Board of Directors 555 E. Weber Avenue, Stockton, CA 95202 at 4:00 p.m.
Saturday, September 27, 2025 - City Event - Senior Health & Wellness Expo 10:00 AM - 2:00 PM - Unity Center
Board Chambers at 7:00 p.m.
ITEM
Wednesday, October 8 to Friday October 10th 2025 - Conference League of California Cities - Long Beach
Tuesday, October 14, 2025 - YAC
Board Chambers at 7:00 p.m.
ITEM
Strategic Plan Update
Board Chambers at 7:00 p.m.
Wednesday, October 22, 2025 - Regular City Council Meeting Wednesday, October 8, 2025 - Cancelled
Wednesday, September 24, 2025 - Regular City Council Meeting Item 10.1
2025 Long Range Calendar Page 5 of 6
Thursday, October 23, 2025 - SJCOG Board of Directors
555 E. Weber Avenue, Stockton, CA 95202 at 4:00 p.m.
Friday, October 31, 2025 - City Event - Spooky Safety Stroll 2:00 p.m. - 5:00 p.m. - Town Hall Lobby
Saturday, November 8, 2025 - City Event - Veteran's Day Luncheon 11:00 a.m. - 2:00 p.m. - Town Hall Lobby
ITEM
ACFR - City
Thursday, November 27, 2025 - SJCOG Board of Directors
555 E. Weber Avenue, Stockton, CA 95202 at 4:00 p.m.
Saturday, December 6, 2025 - City Event - Light Up Main Street & Tree Lighting 6:00 p.m. - 9:00 p.m. - Main Street/Central Community Park Tuesday, December 9, 2025 - YAC
Board Chambers at 7:00 p.m.
Wednesday December 10, 2025 - Valley Link Board Meeting Board Chambers at 7:00 p.m.
ITEM
AB 1600 Report - City
Wednesday, November 26, 2025 - Holday No Meeting Scheduled Wednesday, December 10, 2025 - Regular City Council Meeting Board Chambers at 7:00 p.m.
Board Chambers at 7:00 p.m.
Wednesday, November 12, 2025 - Regular City Council Meeting Board Chambers at 7:00 p.m.
Item 10.1
2025 Long Range Calendar Page 6 of 6
Saturday, December 13, 2025 - City Event - Breakfast with Santa 8:00 a.m. - 12:00 p.m. - Unity Center
Wednesday, December 24, 2025 - Holday No Meeting Scheduled Board Chambers at 7:00 p.m.
Item 10.1