As this resource transitions to CalAIM, Alameda
County is working with health plans to continue
to provide these community-based services
and to provide some of the clinical and other
supports for supportive housing.
42 Home Together 2026
People impacted
by criminal justice
system involvement
Nine percent (9%) of respondents to the 2019
Homeless PIT Count survey reported being on
probation at the time of the survey, and 3%
reported being on parole.
Homelessness and incarceration are often
correlated. Individuals without stable
housing are at greater risk of criminal justice
system involvement, particularly those with
mental health issues, veterans, and youth.
Individuals with past incarceration face
significant barriers to exiting homelessness
due to stigmatization and policies affecting
their ability to gain employment and access
housing opportunities. Research has found
that formerly incarcerated people were
almost ten times more likely to experience
homelessness than the general public.39
Structural racism and widespread racial
discrimination have resulted in stark racial
disparities in the criminal justice system as
people of color are more often targeted,
profiled and arrested for minor offenses,
especially in high poverty areas. A criminal
history can be a barrier to securing both
housing and employment, and rates of
homelessness among people exiting jails
and prisons is high as they often face
significant challenges accessing safe and
affordable housing.40
39 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019.
40 National Alliance to End Homelessness. Homelessness and Racial Disparities. https://endhomelessness.org/homelessness-in-america/whatcauses-homelessness/inequality/ Focus groups of people with lived experience
of homelessness convened to inform Alameda
County’s original homelessness response
system model (detailed in the CRE report)
discussed how incarceration impacted their
ability to find and keep housing. While
incarceration is a barrier to housing and
employment for anyone, the well-documented
mass incarceration of Black, Latinx, and other
people of color means that incarceration is a
barrier to housing that is disproportionately
impacting people of color. Focus group
participants also highlighted the impact of
structural racism in systems such as mass
incarceration, and how involvement in these
systems makes it difficult to increase income.41
Resources for formerly
incarcerated people
Currently, the Probation Department
receives direct funding for Rapid Rehousing
and transitional housing programs for
people re-entering the community from
incarceration (reentry).
In May 2020, the Alameda County Board of
Supervisors directed the Alameda County
Health Care Services Agency Behavioral Health
Department to develop a plan to reduce
the number of incarcerated individuals with
behavioral health conditions within the jail. The
multi-year plan, estimated to cost $50 million,
includes extensive stakeholder engagement,
internal county department research, and
consultation. One primary area of focus is to
strengthen connections between and across
sectors to close any gaps and improve post41 Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. https://everyonehome. org/centering-racial-equity/
release service participation. Strategies
include expansion of access to urgent care and
crisis services, expansion of forensic linkage
programs, and development of a Transition
Age Youth Full Service Partnership. The plan
will prioritize the care of “high utilizers” of
county behavioral health and county forensic
services to ensure that justice involved people
are connected to appropriate treatment and
facilities, and are able to access short term
housing, permanent housing and board and
care facilities.
43 Home Together 2026
Resources,
gaps and
allocation
plan
44 Home Together 2026
Today, homelessness in Alameda
County is addressed through a
wide variety of both homelesstargeted and general population resources from federal, state, and
local government funds as well
as private sources. In FY 20-21,
the estimated Maintenance of
Effort (MOE) budget for funds
identified and allocated toward
the homelessness response
system just for the county
exceeded $110 million.
This does not include funding that cities invest
directly in their own efforts or in nonprofit
programs, nor private dollars that nonprofit
organizations raise. It is estimated that all
together the resources in the homelessness
response system annually are over $184 million,
apart from one-time COVID funds.
In FY20-21, Cities across Alameda County
collectively allocated $73 million in
funding to address homelessness across
the categories of shelter and housing,
coordinated system, health and supportive
services, outreach, and prevention.
To achieve the needed level of expansion will
take a significant investment of new resources.
Some of these resources could come from
increases in federal supports and from state
investment in expanding affordable housing and
ending homelessness.
FIGURE 5
FY 20-21 homelessness budget by County department and category With resources from a notable budget
surplus, the State of California has recently
committed to a one-time investment of more
than $12 billion over two years to tackle the
homelessness crisis.42 As a result, Alameda
County and the City of Oakland anticipate
new funds from the state Homeless Housing,
Assistance and Prevention (HHAP) grant,
and potentially from Project Homekey and
other new programs such as the Encampment
Resolution Funds and Family Homelessness
Challenge Grants.
42 Governor Newsom Signs Historic Housing and Homelessness Funding Package as Part of $100 Billion California Comeback Plan. (July 19, 2021). https://www.gov.ca.gov/2021/07/19/governor-newsom-signs-historichousing-and-homelessness-funding-package-as-part-of-100-billioncalifornia-comeback-plan/ HCSA
$49.9M
SSA
$27.1M
CDA
$30.1M
Probation
$4.4M 4%
24%
45%
Coordinated
system
$12.6M
Providing
shelter/
housing
$56.7M
Outreach to
Unsheltered
$2.2M
Health/
supportive
services
$31.8M
Preventing
homelessness
$8.2M
BY DEPARTMENT
TOTAL BUDGET: $111.5M
BY CATEGORY
51%
29%
11%
2%
7%
45 Home Together 2026
TABLE 11
City allocations to address homelessness in FY 20/21
City DIRECT Federal/
State/County
General fund Total FY 20-21 % of total
Oakland $20,220,000 $8,130,000 $28,350,000 15.35%
Berkeley $20,729,241 $4,458,540 $25,187,781 13.64%
Fremont $7,750,806 $1,847,336 $9,598,142 5.20%
Hayward $3,944,207 $2,030,740 $5,974,947 3.23%
Alameda $936,971 $189,856 $1,126,827 0.61%
Livermore $456,661 $490,547 $947,208 0.51%
Union City $190,726 $341,132 $531,858 0.00%
Albany $395,000 $53,000 $448,000 0.24%
San Leandro $258,206 $121,000 $379,206 0.21%
Emeryville $0 $368,500 $368,500 0.20%
Pleasanton $0 $275,000 $275,000 0.15%
Dublin $0 $37,338 $37,338 0.02%
Total City $54,881,818 $18,342,989 $73,224,807 39.64%
Total County $111,500,000 60.36%
Total funding $184,724,807 100%
These new funds will build on investments
already in the inventory pipeline for homeless
housing units from the state’s No Place Like
Home program and Alameda County’s Measure
A1, which contribute to new housing units set to
open in the first few years of the Plan.
Due to the advent of COVID-19, a range of
one-time funds to provide shelter and housing
have also already been put to work. The
federal FEMA program, state Project Roomkey
and matching local funds opened hundreds
of hotel rooms for people impacted by or
at risk of COVID-19, and the state’s Project
Homekey and federal Emergency Housing
Vouchers have helped transition some of these
hotels to permanent housing while providing
housing vouchers for 900 people experiencing
homelessness. The investment from these
programs has expanded capacity for more than
1,400 people in permanent housing, just from
the initial allocations through 2021.
This unprecedented infusion of funding will help
to jump start the Plan goals for both housing
and shelter expansion, but the one-time nature
of most the funding and the growing gap in the
later years of the plan still leave a significant
gap that will need to be filled. Locally generated
resources will be needed along with sizeable
expansions in federal resources. In particular,
it will be extremely challenging to meet the
dedicated affordable housing goal in this Plan
without a significant expansion of federal
Housing Choice Vouchers with specific targets
for people currently experiencing and at high
risk of homelessness.
46 Home Together 2026
In addition to the need for significantly more
funding and resources to expand housing and
program capacity, resources will need to be
distributed throughout the County, aligned to
these joint goals and with built-in accountability.
In 2021, representatives from cities and County
agencies proposed a method for allocating
funds that pass through the county, intended
for homelessness response. [See Appendix B]
Because the county is a direct recipient of
many funds and has the ability to support
efforts throughout the entire geography,
Alameda County and CoC partners will
coordinate a countywide effort to leverage
city and county resources. The cities will play
a critical role, both through the provision
of local, and some dedicated federal and
state resources, and as overseers of land use
planning for shelters and permanent housing.
Together these partners will work to align
efforts and stretch both the existing resources
and new funding as it emerges.
Project funding through this collaborative
allocation plan will be directed to programs
meeting the performance goals outlined in
this Plan, and programs that show a plan for
targeted capacity in small, emerging and/or
BIPOC led (and serving) agencies, and new
innovative programs.
Completing a full inventory of current and
anticipated resources is a next step to access
state funding and to track investments in
the Plan. Resource tracking will be reported
annually. The county and city partners will
create plans with two-year cycles including
anticipated investments and timelines for unit
and program creation, which will be updated
and reported during each two-year cycle.
FIGURE 6
FY 20–21 City homelessness
funding by category
Shelter &
Housing
Coordinated
System*
Health &
Supportive
Services
Outreach
Prevention
67%
13%
6%
4%
10%
47 Home Together 2026
Conclusion
48 Home Together 2026
The Home Together 2026
Community Plan is the result of
bold visioning and commitment
across all county stakeholders
to look critically at what is
happening today in Alameda
County’s homelessness response
system, and to recognize
that without significant
new investment and effort,
homelessness will not decrease
and will in fact continue to grow.
The human cost of continued
widespread homelessness, and
the vast racial disparities among
those most impacted, are not
acceptable. The situation requires
unprecedented coordination,
commitment, and investment.
To reverse the trend and make dramatic
progress on reducing homelessness, the Home
Together 2026 Community Plan adopts bold,
ambitious, and measurable goals, both for
reducing homelessness and for achieving
greater racial equity. The Plan builds from
results of system modeling and racial equity
analysis to lay out new program models and
pathways to help people back into housing.
To bring these new programs and solutions
into being will take committing every available
dollar from the county and its partners in
ways that uphold performance and invest in
working and desired models. The countywide
allocation plan envisions alignment between
the county, cities, and other funders to make
these investments possible.
The community adopts this Plan and vision
at a time when the future is uncertain. New
resources, both one time and ongoing, received
in 2021 and anticipated in the future provide the
foundation for achieving the Plan, but alone are
not enough to realize its vision. The response to
COVID-19 has shown that the community can
pull together and can work at speeds we have
not seen before; a strong foundation to build
from. However, we face continuing challenges
including uncertainties from COVID-19,
unpredictable housing markets and future state,
federal and local budgets, and an overtaxed
public and non-profit sector with significant
capacity needs.
These opportunities and challenges
require sustaining a level of unprecedented
collaboration and coordination, building
on the progress made during the last two
years and through COVID-19 to unify the
community response and to build an aligned
response system. With these commitments and
agreements for joint accountability we will, by
2026, be home, together.
The human cost of
continued widespread
homelessness, and the
vast racial disparities
among those most
impacted, are not
acceptable. The situation
requires unprecedented
coordination, commitment,
and investment.
49 Home Together 2026
Appendices
50 Home Together 2026
APPENDIX A
Glossary of Terms
Key Terms and Definitions
Adult Only Household: Represents one or more
adult(s) experiencing homelessness together
without minor children.
BIPOC: Black, Indigenous and People of Color
Continuum of Care (CoC): A regional
or local planning body that coordinates
housing and services funding for homeless
families and individuals.
Coordinated Entry System: Alameda County’s
Coordinated Entry System is used to connect
residents experiencing homelessness to
resources in our county’s homelessness
response system.
Emergency Shelter: Any facility that
provides temporary shelter for people
experiencing homelessness.
Homeless Management Information System
(HMIS): A local information technology system
used to collect client-level data and data on the
provision of housing and services to homeless
individuals and families and persons at risk of
homelessness.
First time homelessness (or new
homelessness): A person or household who
has lost housing and become homeless for the
first time.
Homelessness Response System Model:
A model for the optimal homelessness
response system that effectively and
equitably allocates resources and prioritizes
investments to end homelessness.
Homeless: People who are residing in
emergency shelter, transitional housing, on
the street, or in another place not meant for
human habitation.
Household with minor children: Represents one
or more adult(s) experiencing homelessness
together with minor children.
Housing Inventory Count (HIC): Required
by HUD, the HIC is a point-in-time inventory
of all of the dedicated beds and units within
a Continuum of Care’s homeless services
system, categorized by type of project and
population served.
Inflow: The number of people entering the
homeless services system each year. Inflow is
not synonymous with the number of people
newly experiencing homelessness, as it also
captures people with previous episodes of
homelessness and homeless people with unmet
needs carrying over from the previous year.
Non-congregate Shelter: Locations where each
individual or household has living space that
offers some level of privacy such as hotels,
motels, or dormitories.
Housing Choice Vouchers: Funded by the
U.S. Department of Housing and Urban
Development, Housing Choice Vouchers
assist low-income families, or those with
disabilities, in finding safe and affordable
housing in the private market. Local Public
Housing Agencies issue Housing Choice
Vouchers to qualified families.
Housing Navigation: Housing Navigation
involves helping a household that is homeless
develop a housing plan, address the barriers
identified during the plan, and acquire
documentation and complete forms required
for housing.
Housing Pathway: The set of programs
and resources expected to be used by a
household experiencing homelessness in order
to be temporarily sheltered and to become
permanently housed. The modeling for the
Home Together 2026 Community Plan uses
assumptions about a variety of different
housing pathways to determine the resource
needs and gaps.
Housing Problem Solving: Housing Problem
Solving is an approach to help homeless
households use their strengths, support
networks, and community resources to find
housing; a person-centered, housing-focused
approach to explore creative, safe, and
cost-effective solutions to quickly resolve a
housing crisis.
Housing Resource Center: Dedicated Housing
Resource Centers (also referred to as “Access
Points”) are located throughout Alameda
County and are locations where people
experiencing homelessness can connect with
available resources and services.
Long-Term Subsidy: A housing subsidy of
long-term (more than five years) or unlimited
duration that continues typically as long as
the receiving household remains eligible
based on income.
Older Adults: Adults aged 55 and older; also
referred to as Seniors.
51 Home Together 2026
Permanent Supportive Housing (PSH):
Permanent subsidized housing based on
income and services to keep tenants in stable
housing. In this Plan PSH is referred to as
supportive housing.
Point in Time (PIT) Count: An unduplicated
one-night estimate of both sheltered and
unsheltered homeless populations (to be
distinguished from the number of people
experiencing homelessness annually).
Project Homekey: Through Project Homekey the
state awards funding that allows municipalities
to purchase and rehabilitate hotels, motels,
vacant apartment buildings and other
properties, and convert them into permanent,
long-term housing.
Project Roomkey: Established in March 2020
as part of the state response to the COVID-19
pandemic, the purpose of Project Roomkey is
to provide non-congregate shelter options for
people experiencing homelessness, protect
human life, and minimize strain on health care
system capacity.
Racial Equity: The systemic fair treatment of
people of all races that results in equitable
opportunities and outcomes for everyone. All
people are able to achieve their full potential
in life, regardless of race, ethnicity, or the
community in which they live.
Racism: A belief that race is a fundamental
determinant of human traits and capacities
and that racial differences produce an
inherent superiority or inferiority of a
particular race; behavior or attitudes that
reflect and foster this belief.
Rapid Re-Housing (RRH): Time-limited rental
subsidy and support services with the intention
of the household taking over lease and
sustaining on their own.
Sheltered homelessness: A person experiencing
homelessness who is living in a supervised
publicly or privately operated shelter
designated to provide temporary living
arrangement.
Results Based Accountability: A framework
that uses a data-driven, decision- making
process to help communities and organizations
identify population level results and monitor
their programs’ performance in order to
determine how to improve their impact on the
clients they serve.
Returns to homelessness: The rate at which
people who have been homeless and become
rehoused lose that housing and return to the
homelessness response system.
Shallow Subsidy: A housing subsidy that
is typically less than the amount of a full
or deep subsidy such as a Housing Choice
Voucher, and which is usually calculated at a
flat monthly amount or a specific percent of
rent. Shallow subsidies can be time limited or
can be indefinite.
Street Health Outreach: Street Health Outreach
teams provide access to care that meets
the unique needs of people experiencing
homelessness through regularly scheduled
outreach services offered to unsheltered people
living in homeless encampments, vehicles, and
RVs. Street Health Outreach teams engage
people living on the streets with highly
accessible, patient-centered care. They strive to
build relationships that lead to long-term health
through connections to primary care, social
services, housing, and other resources.
Structural Racism: A system in which public
policies, institutional practices, cultural
representations, and other norms work in
various, often reinforcing ways to perpetuate
racial group inequity.
System Performance Measure: Measures
defined by HUD to evaluate and improve
homeless assistance programs by
understanding how programs are functioning
as a whole and identifying where improvements
are necessary.
Transition Age Youth (TAY): Youth between the
ages of 18 and 24.
Unsheltered homelessness: A person with a
primary nighttime residence that is a public
or private place not designed for or ordinarily
used as a regular sleeping accommodation
for human beings, including a car, park,
abandoned building, bus or train station,
airport, or camping ground.
52 Home Together 2026
Acronyms used in the Home
Together 2026 Community Plan
BIPOC: Black, Indigenous and People of Color
CoC: Continuum of Care
CRE: Centering Racial Equity (from the
report Centering Racial Equity in Homeless
System Design)
DHCS: California’s Department of Health
Care Services
EOH: EveryOne Home
ES: Emergency Shelter
FFY: Federal Fiscal Year
HCSA: Health Care Services Agency
HHAP: Homeless Housing, Assistance and
Prevention Program
HIC: Housing Inventory Count
HMIS: Homeless Management
Information System
HRC: Housing Resource Center
HUD: US Department of Housing and
Urban Development
IPV: Intimate Partner Violence
LGBTQ: Lesbian, gay, bisexual, transgender,
queer/questioning
OHCC: Alameda County’s Office of Homeless
Care and Coordination
PIT: Point-In-Time
PSH: Permanent Supportive Housing
PTSD: Post-traumatic stress disorder
RBA: Results Based Accountability
RRH: Rapid Re-Housing
SH: Safe Haven
SMI: Serious Mental Illness
SUD: Substance Abuse Disorder
TAY: Transition Age Youth
TH: Transitional Housing
THP: Transitional Housing Program
UIY: Unaccompanied Immigrant Youth
VA: U.S. Department of Veterans Affairs
YHDP: Youth Homelessness
Demonstration Program
53 Home Together 2026
APPENDIX B
Detail on County
Allocation Plan
Framework for City-County
partnership on resources to end
homelessness
Adopted on February 24, 2022 at the joint
meeting of Alameda County Board of
Supervisors and Alameda County Mayors
Preamble:
The Alameda County Board of
Supervisors and Mayors across the
county’s fourteen cities are committed to
ending homelessness. We recognize that
homelessness is a regional problem that
requires a regional solution, with coordinated
leveraging of city and county resources.
Alameda County is the jurisdiction best
equipped to coordinate an overall, countywide
effort, for the following reasons:
• While cities have increased local spending on
homelessness to historic levels over the past
several years, many of the largest sources
of real and potential funding to address
homelessness are administered primarily
at the county level, including Continuum of
Care (CoC) and other federal funding; state
Homeless Housing, Assistance, and Prevention
(HHAP); and other dedicated health and social
services funding.
• In California, counties are the seat of the social
safety net system and administer Medi-Cal,
mental health, public health, and substance
use disorder programs, CalFresh, and other
federal and state welfare benefits. Ending
homelessness, especially for people with
high needs, requires a holistic, whole-person
approach that draws on all these programs.
• Alameda County administers a Social
Health Information Exchange and
associated Community Health Record that
facilitates whole-person care through data
and care coordination across housing and
health care providers.
• Alameda County manages the Coordinated
Entry System, the federally-mandated
mechanism for allocating homeless housing,
shelter, and services.
• Alameda County administers the Homeless
Management Information System (HMIS), the
source of data for homelessness response
system outcomes reporting to the federal and
state governments.
The cities also play a critical role in ending
homelessness through the provision of local
and dedicated federal and state resources, and
as overseers of land use planning for shelters
and permanent housing. Cities have innovated
programs and services and their capacity to
fund/augment programs must be considered
alongside local and regional priorities.
This document provides a framework to
address shared jurisdictional priorities and
resource capacity while acknowledging
the county as the leader in coordinating
regional funding initiatives aimed at
ending homelessness. The framework
is built on a countywide strategic plan
to address homelessness and to reduce
racial and ethnic inequities among people
experiencing homelessness.
Framework:
Federal regulations and state law (AB 140)
now both tie homeless funding levels to
demonstrated progress toward reduction
of homelessness using Federal System
Performance Measures (HUD measures).
Alameda County partners plan to meet
these requirements by executing the
Home Together 2026 Community Plan, the
Community’s strategic plan to implement the
recommendations in the Centering Racial Equity
in Homeless System Design report.
Existing programs/projects:
• In order to be eligible for homelessness
funding that originates or passes through
Alameda County, a homelessness program
must demonstrate how it meets the
measurable performance goals outlined in
the Home Together 2026 Community Plan.
Alameda County, through its procurement
mechanisms and based on funding
regulations, makes the final determination of
program eligibility for county-administered
funding, which will be allotted to each CoCdefined region of the county proportionally to that region’s share of the county’s overall
homeless population as per the most recent
federal Point-In-Time Count (PIT).
• To best leverage city resources during each
funding cycle, the county will provide to
representatives from each region-city a
list or “menu” of the services or programs
it will be considering for county-allocated
funding: specifically, the existing (or new)
types of projects the county plans to
invest in either because they clearly meet
the recommendations in the Centering
Racial Equity report/Home Together 2026
Community Plan, or because they are
meeting clear performance thresholds in
reducing homelessness.
54 Home Together 2026
• A city or region43 can recommend programs to
be considered for county-administered funds.
Projects must:
— Demonstrate how they already meet
performance goals in the Home Together
2026 Community Plan; OR
— Show a plan for targeted capacity (for
small, emerging and/or BIPOC led (and
serving) agencies or new, innovative
programs), AND
— Agree to:
» Participate in county referral systems that
prioritize vulnerable people for the most
intensive services;
» Use a “Housing First” approach;
» Provide data in HMIS or, for domestic
violence service providers, an equivalent
data system
• Programs and referrals will reflect consumer
choice and geographic ties.
43 A “region” can be either:
a. The grouping of cities and unincorporated areas of the county as currently defined by the CoC for the purposes of Coordinated Entry implementation; OR
b. Two or more cities that, by formal MOU or contract, decide to partner together to provide a particular service or administer a particular program. • Projects currently receiving countyadministered funding that meet performance benchmarks will receive priority consideration
(within applicable procurement guidelines)
for future County administered funding, with
the goal of preventing disruptions in service.
Similarly, if a city’s direct allocation of state or
federal resources is one-time or discontinued,
projects funded by such sources that meet
performance benchmarks will also receive
priority consideration to prevent service
disruption and any reduction in
systemwide capacity.
• If a program is not found to be eligible
for funding or fails to meet performance
benchmarks, the city and county work
together on a transition plan for impacted
participants.
• When measuring the performance of a
candidate program/project, the county will:
— Utilize data entered into the Homeless
Management Information System (HMIS) as
the chief data source.
— Weight programs by vulnerability of the
population the project serves. This could
be accomplished by, among other things,
cross-walking the households in the
project’s roster to their vulnerability score
on Coordinated Entry assessments or to
other information on vulnerability recorded
in the Social Health Information Exchange.
New projects/programs:
• Cities or regions will be primarily responsible
for “seed funding” for new projects. If the
new project/program can meet a benchmark
performance measure consistent with the
Home Together 2026 Community Plan over
the ensuing two years, the county agrees to
prioritize it for future funding or match, if
consistent with procurement requirements.
• The county agrees, at the request of the
city or region, to consult with the city/
region before it launches a new program, in
order to confer on how that program can
be best positioned to become eligible for
future funding.
• If the County is successful in drawing down
HHAP “bonus funding” pursuant to AB 140,
the county may use some of its “bonus funds”
from the state:
— To match new city proposed programs/
projects in the future;
— To make targeted efforts to resolve
encampments in the most-impacted census
tracts in the county.
55 Home Together 2026
APPENDIX C
System modeling
overview and update
In 2019-2020 through the process of developing
the Centering Racial Equity in Homeless System
Design (CRE) report and recommendations
for Alameda County’s homelessness response
system, Abt Associates, a HUD technical
assistance provider, worked with local CoC
stakeholders to model an optimal homelessness
response system through a system modeling
process. Data on system usage was
analyzed and extensive focus groups were
conducted with people with lived expertise
and representing populations served by the
homelessness response system in order to
develop recommendations about pathways
to housing and system inventory needs for
various household types and subpopulations.
More on this system modeling process and
recommendations can be found in the 2021
Centering Racial Equity in Homeless System
Design report and appendices.
The homelessness response system model
developed for the CRE process was updated
in 2021 to inform the Home Together 2026
Community Plan. Updates to the system
model included:
• The decision to propose more shelter in
addition to permanent housing, to rapidly
reduce unsheltered homelessness. This
was not addressed in the original system
modeling but was highly recommended
by the Strategic Planning Committee and
jurisdictional partners;
• The decision to model for a decrease in new
entries into homelessness by the end of the
planning period, with an increased investment
in prevention;
• Updates to length of time spent in shelter to
more accurately reflect current conditions and
impacts of future investments; and
• Updates to certain cost assumptions based on
current data.
System Modeling data updates
In order to conduct this system modeling
update, Abt Associates worked with local
partners from the Alameda County CoC
including the Alameda County Health Care
Services Agency’s Office of Homeless Care
and Coordination, EveryOne Home and
All Home. The following table details the
indicators reviewed by the Data Committee
for the 2021 modeling update and reflects
any changes to the data used to inform the
updated system model.
System Modeling data
update notes
• Unless new data was available and could
be justified for use, data, assumptions, and
estimates used in the system modeling
update maintained what was used for original
Alameda County homelessness response
system modeling (more detail available in the
CRE report).
• All indicators used were defined for
households with adults only as well as
households with minor children.
• Housing inventory was only “counted” in the
model when it has been occupied/leased up.
• Dashboard tables were presented in rounded
numbers where possible.
• Turnover is calculated in the model and
only new/recurring investments are added
to the model.
• The system model only captures resources
dedicated to the homelessness response
system; it does not account for services and
resources from behavioral health, criminal
justice, child welfare systems, etc. unless
resources are dedicated for individuals
experiencing homelessness.
56 Home Together 2026
Annual estimates and geographic distribution of people
and households experiencing homelessness in Alameda County Indicator Data used in original
system modeling
Data used in
2021 update
Data source Data timeframe Justification
Number of homeless
households (HH) in the
homelessness response
system
• 12,005 adult only
(AO) HH
• 985 HH with children
Same Annualized PIT
Count
2019 (PIT Count) • In original System modeling
stakeholders agreed on using
annualized PIT count to ensure that
unsheltered were accounted for.
• Since more recent PIT Count data
was not available, the 2019 annualized
estimate was used in the system
modeling update.
Annual percentage of
households remaining
homeless
Baseline was 63% for
AO and HH with minor
children
• AO HH: 64%
• HH with minor
children: 67%
HMIS • Updated System Model:
FY 2021
• Original System Model:
PIT self-reported data
on length of time
homeless
Rates were calculated based on
numbers served (in the current
data set).
HH served that led to an
exit from the system
37% served used for both
AO and HH with minor
children
• AO HH: 36%
• HH with minor
children: 33%
• Updated system
model: July 1,
2020–June 20,
2021
• Original system
model: 2019
HMIS From the original System Model “63%
homeless more than a year” this was
used to get to the 37% exited as the
difference — 63% remained and the
rest exited.
Annual % increase in
homeless households
(returns to homelessness
+ first time homeless)
20% • 20% (Year 1)
• 10% (Year 2)
• 0% (Year 3)
• -10% (Year 4)
• -10% (Year 4)
2017 + 2019 PIT
Count
County FY (July–June) • Estimate was developed for the
original model, looking at the rate of
PIT increase 2015–2017 (39%) and
2017–2019 (42%). This was used to
estimate an annual increase of 20%.
• In the update, a more specific
growth and decline rate were used
that assumes continuing increases
in the first years followed by
modest declines.
% of baseline HH that
are considered first time
homeless
• AO HH: 45%
• HH with minor children:
43%
• AO HH: 31%
• HH with minor
children: 26%
• 2021 update used
HMIS
• Original System
Modeling used
2019 PIT Count
data
• July 1, 2020–June 30,
2021 (HMIS)
• 2019
HMIS data provided a more detailed
and accurate look at new homelessness.
57 Home Together 2026
Indicator Data used in original
system modeling
Data used in
2021 update
Data source Data timeframe Justification
Shelter cost assumptions $70/ bed night for
congregate shelter
$85/ bed night
is used as an
estimate for all
shelter units
Estimate of costs
taking congregate
and non-congregate
shelter costs into
account
n/a • Congregate shelter cost estimate
remains unchanged from 2019 system
modeling.
• Non-congregate shelter is new to
our homelessness response system
as of 2020.
Baseline length of
shelter stay (LOS)
• AO HH: 90 days
• HH with minor Children:
90 days
• AO HH: 5
months
• HH with minor
children: 7
months
• For 2021 update,
estimate is based
on HMIS data for
“leavers”
• For 2019 model,
90 days was an
aspirational LOS
For 2021 update: July
2019–June 2020
Changed to use more reflective LOS
data instead of the target stay.
Shelter inventory 1,335 Emergency Shelter
Units
• AO HH: 1648
units
• HH with minor
children: 137
units
• 2021 data: 2021
HIC + additional
inventory
• 2019 data: 2019
HIC + additional
inventory
Housing Inventory Count
(1/27/2021)
• Includes non-congregate shelter
additions.
• Leaves out all seasonal shelter.
• Reduces some of the capacity in the
congregate shelters (per changes due
to COVID-19).
• Does not include transitional housing.
Housing inventory
turnover rate
• 8% turnover rate
used for Permanent
Supportive Housing
(PSH)
• 5% turnover rate
used for Dedicated
Affordable and Shallow
Subsidy programs
Same FFY 2019 HMIS, APR report Rates for PSH based on current information and did not change.
Rates for new program models were
predictions based on estimates for PSH.
58 Home Together 2026
System Modeling
scenario updates
The scenarios in the original system modeling
compared two different system responses that
considered anticipated need throughout the
system as well as existing racial disparities.
The updated system modeling used the
information about current homelessness
response system outcomes and the suggested
pathways out of homelessness designed by
the CRE process to make estimates about the
programs and inventory needed to achieve an
optimal homelessness response system that
has the capacity to serve the needs of everyone
experiencing homelessness within the next
five years. The update used this information to
explore three potential scenarios that respond
to various external influences:
SCENARIO 1
Steady continued increases in the annual
number of people experiencing homelessness:
Growth at the same level as the four years
prior to 2019 PIT Count (on average 20%
increase in new homelessness per year).
To meet the needs of all households in the
homelessness response system takes a very
significantly increased response.
SCENARIO 2
Dramatic increase in the number of
people experiencing homelessness: New
homelessness grows at an unprecedented rate
(20% to 40%) in Year 1 of the model (2022)
due to the impacts of COVID-19 and as eviction
moratoria are lifted, and then rates of inflow
into homelessness continue as predicted
in Scenario 1 (20% annual increase in years
2 and beyond). Meeting this need takes an
extraordinary level of response that is not likely
to be achievable over a five-year period.
SCENARIO 3
Gradual decrease in the number of new people
experiencing homelessness: New homelessness
experiences a similar increase to the past
several years in Year 1 (2022) (a 20% increase
in new homelessness), and then begins to
decrease to a 10% increase in new homelessness
in Year 2 (2023) and continues to decrease by
-10% in Years 4 (2025) and 5 (2026). Meeting
this need takes a significantly increased
response including a focus on prevention,
though the total resources needed are not as
large as in Scenario 1 and Scenario 2.
The system modeling outputs for this Plan
focus on Scenario 3 [see Appendix D, System
modeling 5-year dashboards for adult and
family households], as this scenario reflects the
community’s understanding of the importance
of making prevention resources available before
people lose their housing and addressing
homelessness before it starts whenever possible
to reduce the rate of new homelessness. If new
homelessness increases beyond the modeling
predictions, the gap between what our existing
system is able to offer and what is needed to
serve all homeless households in our system will
be greater, and more costly to fill.
59 Home Together 2026
APPENDIX D
System modeling
5-year dashboards
for adult and family
households
The system modeling was conducted as two
separate models, based on household types and
different assumptions about likely pathways,
and then brought together in a summarized
form. Unless otherwise noted, the Home
Together 2026 Community Plan presents the
information in summary form covering both
household types, adult only households and
households with minor children.
The following tables show the initial system
modeling by household type using the scenario
which includes a modest projected decrease in
new homelessness over 5 years and a significant
increase in investment into the homelessness
response system (resulting in an estimated 0%
unmet need by Year 5).44
44Source: CA-502 System Model, Abt Associates, 1/20/22
5-year inventory needs, households with adults only
Baseline
inventory
(2021)
Year 1
(2022)
Year 2
(2023)
Year 3
(2024)
Year 4
(2025)
Year 5
(2026)
Prevention & rapid resolution 53 130 152 173 244 216
Crisis response (ES, TH, SH) 1,648 2,562 3,221 2,964 1,652 1,253 Transitional housing for youth 153 104 121 138 195 173
Rapid re-housing 427 1,120 1,305 1,488 2,100 1,857
Supportive housing (PSH) 2,736 3,351 4,054 4,837 6,013 6,914 Supportive housing (PSH) for
older/frail adults
0 521 1,086 1,691 2,532 3,194
Dedicated affordable housing 0 1,459 3,085 4,869 7,359 9,411 Shallow subsidies 0 677 1,432 2,260 3,416 4,368
Total permanent housing units
needed annually
2,736 6,008 9,657 13,657 19,320 23,887
New units needed each year 3,272 3,649 4,000 5,663 4,567 60 Home Together 2026
5-year inventory costs (operations only, not development), households with adults only Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) 5-year total Prevention & rapid resolution $2,340,000 $2,818,080 $3,303,643 $4,799,257 $4,375,978 $17,636,958 Crisis response (ES, TH, SH) $79,550,100 $103,012,412 $97,636,961 $56,050,994 $43,788,652 $380,039,119 Transitional housing for youth $3,796,000 $4,548,995 $5,343,753 $7,777,484 $7,107,025 $28,573,258 Rapid re-housing $24,920,000 $29,907,338 $35,124,277 $51,057,669 $46,504,054 $187,513,338 Supportive housing (PSH) $84,780,300 $105,643,186 $129,828,804 $166,235,357 $196,878,728 $683,366,375 Supportive housing (PSH) for
older/frail adults
$15,630,000 $33,557,400 $53,819,457 $83,003,543 $107,846,254 $293,856,654 Dedicated affordable housing $30,201,300 $65,775,285 $106,926,307 $166,456,524 $219,257,783 $588,617,200 Shallow subsidy $6,770,000 $14,749,600 $23,976,340 $37,327,554 $49,162,225 $131,985,719 Total $247,987,700 $360,012,295 $455,959,543 $572,708,383 $674,920,700 $2,311,588,621 5-year investment impact dashboard, households with adults only Year 0 (2021) Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Households returning from
previous year
n/a 21% 18% 15% 12% 9%
Increase in new homelessness n/a 20% 10% 0% -10% -10%
Number new homeless 3,722 4,466 4,912 4,912 4,421 3,979 Annual HHs in the system 12,005 13,028 13,666 13,421 11,750 8,651 HHs served in pathways to
housing
4,358 5,213 6,068 6,923 7,778 8,633
Unmet need 7,647 7,815 7,598 6,498 3,972 19
Unmet need — sheltered 2,605 3,799 3,249 1,986 9
Unmet need — unsheltered 6041 5,210 3,799 3,249 1,986 9 % served in pathways to
housing
36% 40% 44% 52% 66% 100%
% unmet need 64% 60% 56% 48% 34% 0%
61 Home Together 2026
5-year inventory costs (operations only, not development), households with adults and children 5-year investment impact dashboard, households with adults and children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) 5-year total Prevention & rapid resolution $162,000 $203,940 $229,154 $255,698 $303,887 $1,154,680 Crisis response (ES, TH, SH) $6,116,850 $6,108,467 $5,929,370 $5,428,668 $4,613,010 $28,196,365 Rapid re-housing $1,246,000 $1,466,720 $1,699,562 $1,920,741 $2,178,704 $8,511,726 Supportive housing (PSH) $11,005,500 $11,570,196 $12,239,391 $13,076,555 $14,038,359 $61,930,001 Dedicated affordable housing $2,897,440 $6,235,187 $10,045,047 $14,304,037 $19,071,578 $52,553,289 Shallow subsidies $2,279,700 $4,916,808 $7,904,872 $11,285,138 $15,033,309 $41,419,827 Total $23,707,490 $30,501,318 $38,047,396 $46,270,836 $55,238,847 $193,765,887 Year 0 (2021) Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Households returning from previous year 8% 8% 8% 8% 8%
Increase in new homelessness 20% 10% 0% -10% -10%
Number new homeless 256 307 338 338 304 274
Annual HHs in the system 985 997 992 939 804 591
HHs served in pathways to housing 321 373 425 477 529 581 Unmet need 664 624 567 462 275 10
% served in pathways to housing 33% 37% 43% 51% 66% 98% % unmet need 67% 63% 57% 49% 34% 2%
5-year inventory needs, households with adults and children Baseline Inventory (2021) Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution 3 9 11 12 13 15
Crisis response (ES, TH, SH) 137 197 191 180 160 132
Rapid re-housing 108 56 64 72 79 87
PSH 479 435 444 456 473 493
Dedicated affordable housing 0 112 234 366 506 655
Shallow subsidies 0 149 312 487 675 873
Total permanent housing units needed annual 479 696 990 1,309 1,654 2,021 New units needed each year 217 294 319 345 367
62 Home Together 2026
Estimates of
inventory needs and
investment impact by
geography
The breakdown of annual households in
the homeless response system is based on
the geographic distribution from the 2019
PIT count. The corresponding estimates
of household composition and household
needs are based on the assumptions that
households in each geographic region have
similar compositions and needs. In the future,
additional data collection might inform
a more nuanced understanding of needs
in each community, for example, whether
some communities have higher percentages
of families with children, or whether some
communities have a higher percent of
people who need supportive housing. This
homelessness response system modeling
assumes the rates of inflow and rates of
returns to homelessness are consistent
across Alameda County’s sub-geographies.
Without detailed baseline inventory data
disaggregated by region, it is also difficult to
predict the number of additional units that
would be needed in each sub-geography. The
estimations in this Appendix are based on an
even distribution according to the 2019 PIT
Count, and should not be taken as precise
predictions of units needed in each jurisdiction.
Total new units needed by year 5 by geography,
households with only adults
All CoC East
County
MidCountyNorth
County
Oakland South
County
PIT % by geo. 100% 4.3% 18.5% 16.5% 50.7% 10.0%
Supportive housing (PSH) 4,178 180 773 689 2118 418
Supportive housing (PSH) for
older/frail adults
3,194 137 591 527 1619 319
Dedicated affordable housing 9,411 405 1741 1553 4772 941 Shallow subsidy 4,368 188 808 721 2214 437
Total units needed 21,150 909 3,913 3,490 10,723 2,115
Entire CoC 5-year inventory needs, households with only adults Year 0
(2021)
Year 1
(2022)
Year 2
(2023)
Year 3
(2024)
Year 4
(2025)
Year 5
(2026)
Prevention & rapid resolution 53 130 152 173 244 216
Crisis response (ES, TH, SH) 1,648 2,562 3,221 2,964 1,652 1,253 Transitional housing for youth 153 104 121 138 195 173
Rapid re-housing 427 1,120 1,305 1,488 2,100 1,857
Supportive housing (PSH) 219 834 971 1,107 1,563 1,382
Supportive housing (PSH) for
older/frail adults
0 521 607 692 976 864
Dedicated affordable housing 0 1,459 1,699 1,938 2,734 2,420 Shallow subsidy 0 677 789 899 1,269 1,123
Total shelter inventory 1,801 2,666 3,342 3,102 1,847 1,426 Total housing inventory 699 4,741 5,523 6,297 8,886 7,862 63 Home Together 2026
East County 5-year investment impact dashboard, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT 4.3% 4.3% 4.3% 4.3% 4.3%
Households returning from previous year 21% 18% 15% 12% 9% Increase in new homelessness 20% 10% 0% -10% -10%
Annual households in the system 560 588 577 505 372
Annual exits 224 261 298 334 371
Annual remaining 336 327 279 171 1
% unmet need 60% 56% 48% 34% 0%
East County 5-year inventory needs, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution 6 7 7 10 9
Emergency shelter 110 139 127 71 54
Transitional housing 4 5 6 8 7
Rapid re-housing 48 56 64 90 80
Supportive housing (PSH) 36 42 48 67 59
Supportive housing (PSH) for older/frail adults 22 26 30 42 37 Dedicated affordable housing 63 73 83 118 104
Shallow subsidy 29 34 39 55 48
Total shelter inventory 115 144 133 79 61
Total housing inventory 204 237 271 382 338
64 Home Together 2026
Mid-County CoC 5-year investment impact dashboard, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT 18.5% 18.5% 18.5% 18.5% 18.5%
Households returning from previous year 21% 18% 15% 12% 9% Increase in new homelessness 20% 10% 0% -10% -10%
Annual households in the system 2,410 2,528 2,483 2,174 1,600 Annual exits 964 1,123 1,281 1,439 1,597
Annual remaining 1,446 1,406 1,202 735 3
% unmet need 60% 56% 48% 34% 0%
Mid-County CoC 5-year inventory needs, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution 24 28 32 45 40
Emergency shelter 474 596 548 306 232
Transitional housing 19 22 26 36 32
Rapid re-housing 207 241 275 389 344
Supportive housing (PSH) 154 180 205 289 256
Supportive housing (PSH) for older/frail adults 96 112 128 181 160 Dedicated affordable housing 270 314 359 506 448
Shallow subsidy 125 146 166 235 208
Total shelter inventory 493 618 574 342 264
Total housing inventory 877 1022 1165 1644 1454
65 Home Together 2026
North County 5-year investment impact dashboard, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT 16.5% 16.5% 16.5% 16.5% 16.5%
Households returning from previous year 21% 18% 15% 12% 9% Increase in new homelessness 20% 10% 0% -10% -10%
Annual households in the system 2,150 2,255 2,214 1,939 1,427 Annual exits 860 1,001 1,142 1,283 1,424
Annual remaining 1,290 1,254 1,072 655 3
% unmet need 60% 56% 48% 34% 0%
North County CoC 5-year inventory needs, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution 21 25 29 40 36
Emergency shelter 423 531 489 273 207
Transitional housing 17 20 23 32 29
Rapid re-housing 185 215 246 347 306
Supportive housing (PSH) 138 160 183 258 228
Supportive housing (PSH) for older/frail adults 86 100 114 161 143 Dedicated affordable housing 241 280 320 451 399
Shallow subsidy 112 130 148 209 185
Total shelter inventory 440 551 512 305 235
Total housing inventory 782 911 1039 1466 1297
66 Home Together 2026
Oakland 5-year investment impact dashboard, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT 50.7% 50.7% 50.7% 50.7% 50.7%
Households returning from previous year 21% 18% 15% 12% 9% Increase in new homelessness 20% 10% 0% -10% -10%
Annual households in the system 6,605 6,929 6,804 5,957 4,386 Annual exits 2,643 3,076 3,510 3,943 4,377
Annual remaining 3,962 3,852 3,295 2,014 9
% unmet need 60% 56% 48% 34% 0%
Oakland 5-year inventory needs, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution 66 77 88 124 110
Emergency shelter 1,299 1,633 1,503 838 635
Transitional housing 53 61 70 99 88
Rapid re-housing 568 662 754 1,065 941
Supportive housing (PSH) 423 492 561 792 701
Supportive housing (PSH) for older/frail adults 264 308 351 495 438 Dedicated affordable housing 740 861 983 1,386 1,227
Shallow subsidy 343 400 456 643 569
Total shelter inventory 1352 1694 1573 936 723
Total housing inventory 2404 2800 3193 4505 3986
67 Home Together 2026
South County 5-year investment impact dashboard, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT 10.0% 10.0% 10.0% 10.0% 10.0%
Households returning from previous year 21% 18% 15% 12% 9% Increase in new homelessness 20% 10% 0% -10% -10%
Annual households in the system 1,303 1,367 1,342 1,175 865 Annual exits 521 607 692 778 863
Annual remaining 782 760 650 397 2
% unmet need 60% 56% 48% 34% 0%
South County 5-year inventory needs, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution 13 15 17 24 22
Emergency shelter 256 322 296 165 125
Transitional housing 10 12 14 20 17
Rapid re-housing 112 131 149 210 186
Supportive housing (PSH) 83 97 111 156 138
Supportive housing (PSH) for older/frail adults 52 61 69 98 86 Dedicated affordable housing 146 170 194 273 242
Shallow subsidy 68 79 90 127 112
Total shelter inventory 267 334 310 185 143
Total housing inventory 474 552 630 889 786
68 Home Together 2026
Total new units needed by year 5 by geography, households with adults & children All CoC East County Mid-County North County Oakland South County PIT % by geo. 100% 4.3% 18.5% 16.5% 50.7% 10.0%
Supportive housing (PSH) 60 3 11 10 30 6
Dedicated affordable housing 655 28 121 108 332 66
Shallow subsidy 873 38 161 144 443 87
Total units needed 1588 68 294 262 805 159
Entire CoC 5-year investment impact dashboard, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT 100% 100% 100% 100% 100%
Households returning from previous year 8% 8% 8% 8% 8%
Increase in new homelessness 20% 10% 0% -10% -10%
Annual HH in the system 997 992 939 804 591
Annual exits 373 425 477 529 581
Annual remaining 624 567 462 275 10
% unmet need 63% 57% 49% 34% 2%
69 Home Together 2026
East County 5-year investment impact dashboard, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT 4.3% 4.3% 4.3% 4.3% 4.3%
Households returning from previous year 8% 8% 8% 8% 8%
Increase in new homelessness 20% 10% 0% -10% -10%
Annual households in the system 43 43 40 35 25
Annual exits 16 18 21 23 25
Annual remaining 27 24 20 12 0
% unmet need 63% 57% 49% 34% 2%
East County 5-year inventory needs, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution 0 0 1 1 1
Emergency shelter 8 8 8 7 6
Rapid re-housing 2 3 3 3 4
Supportive housing (PSH) 2 2 2 2 2
Dedicated affordable housing 5 6 6 7 7
Shallow subsidy 6 7 8 9 10
Total shelter inventory 8 8 8 7 6
Total housing inventory 16 18 20 22 24
70 Home Together 2026
Mid-County CoC 5-year investment impact dashboard, households with adults and children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT 18.5% 18.5% 18.5% 18.5% 18.5%
Households returning from previous year 8% 8% 8% 8% 8%
Increase in new homelessness 20% 10% 0% -10% -10%
Annual households in the system 184 183 174 149 109
Annual exits 69 79 88 98 108
Annual remaining 115 105 85 51 2
% unmet need 63% 57% 49% 34% 2%
Mid-County CoC 5-year inventory needs, households with adults and children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution 2 2 2 2 3
Emergency shelter 36 35 33 30 24
Rapid re-housing 10 12 13 15 16
Supportive housing (PSH) 7 8 9 10 11
Dedicated affordable housing 21 24 26 29 32
Shallow subsidy 28 31 35 39 43
Total shelter inventory 36 35 33 30 24
Total housing inventory 67 77 86 95 105
71 Home Together 2026
North County 5-year investment impact dashboard, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT 16.5% 16.5% 16.5% 16.5% 16.5%
Households returning from previous year 8% 8% 8% 8% 8%
Increase in new homelessness 20% 10% 0% -10% -10%
Annual households in the system 164 164 155 133 98
Annual exits 62 70 79 87 96
Annual remaining 103 93 76 45 2
% unmet need 63% 57% 49% 34% 2%
North County CoC 5-year inventory needs, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution 1 2 2 2 2
Emergency shelter 33 32 30 26 22
Rapid re-housing 9 11 12 13 14
Supportive housing (PSH) 6 7 8 9 10
Dedicated affordable housing 18 21 24 26 29
Shallow subsidy 25 28 32 35 38
Total shelter inventory 33 32 30 26 22
Total housing inventory 60 69 77 85 93
72 Home Together 2026
Oakland 5-year investment impact dashboard, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT 50.7% 50.7% 50.7% 50.7% 50.7%
Households returning from previous year 8% 8% 8% 8% 8%
Increase in new homelessness 20% 10% 0% -10% -10%
Annual households in the system 505 503 476 408 300
Annual exits 189 216 242 268 295
Annual remaining 316 287 234 139 5
% unmet need 63% 57% 49% 34% 2%
Oakland 5-year inventory needs, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution 5 6 6 7 8
Emergency shelter 100 97 91 81 67
Rapid re-housing 28 32 37 40 44
Supportive housing (PSH) 19 22 24 27 29
Dedicated affordable housing 57 65 73 81 88
Shallow subsidy 76 86 97 107 118
Total shelter inventory 100 97 91 81 67
Total housing inventory 184 211 236 262 287
73 Home Together 2026
South County 5-year investment impact dashboard, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT 10.0% 10.0% 10.0% 10.0% 10.0%
Households returning from previous year 8% 8% 8% 8% 8%
Increase in new homelessness 20% 10% 0% -10% -10%
Annual households in the system 100 99 94 80 59
Annual exits 37 43 48 53 58
Annual remaining 62 57 46 27 1
% unmet need 63% 57% 49% 34% 2%
South County 5-year inventory needs, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution 1 1 1 1 2
Emergency shelter 20 19 18 16 13
Rapid re-housing 6 6 7 8 9
Supportive housing (PSH) 4 4 5 5 6
Dedicated affordable housing 11 13 14 16 17
Shallow subsidy 15 17 19 21 23
Total shelter inventory 20 19 18 16 13
Total housing inventory 36 42 47 52 57
74 Home Together 2026
© 2022 Alameda County. All rights reserved. (05-22)
Item F. 2.
DATE 01/08/2026
TO Honorable Mayor and City Council Members
FROM James Scanlin, Environmental Services Manager
SUBJECT Adopt a resolution authorizing the City Manager to execute a contractual services agreement with Dudek for the development of an Urban Forest Management Plan
SUMMARY AND RECOMMENDATION
The development of an urban forest management plan (UFMP) is one of the City Council's Priority Projects. An UFMP will provide a framework for maintaining and enhancing the urban forest within the City. Staff released a request for proposals to assist with the development of an UFMP. Six proposals were received and reviewed by staff. Dudek's proposal was the highest-ranked.
Staff recommends that the City Council authorize the City Manager to execute a contractual services agreement with Dudek to assist the City with developing an urban forest management plan in the amount not to exceed $200,000.
BACKGROUND
Urban forests provide environmental, health, and economic benefits, such as improving air and water quality, reducing energy costs through shade and cooling, mitigating the effects of climate change, and increasing property values. They also enhance mental and physical well-being by reducing stress and providing recreational opportunities. An urban forest management plan provides a strategic, long-term approach to maintaining and expanding a city's urban forest.
DISCUSSION/ANALYSIS
The City currently maintains approximately 12,600 trees in the public right-of-way.
Many of the trees are aging. Developing an urban forest management plan (UFMP) will allow the City to plan for the ongoing maintenance, replacement, and enhancement of the current tree inventory. The UFMP will also include working with the community to enhance the tree inventory on private lands.
SCOPE OF WORK:
1) Tree Inventory and Canopy Cover Analysis: Analyze the City's public tree inventory and assess its age distribution and overall condition.
2) Canopy Cover Assessment: Assess the current tree canopy cover and establish tree canopy goals.
3) Tree Species Recommendations: Prepare a recommended species list of trees that are appropriate for the City's current environmental conditions as well as anticipated future conditions.
4) Best Management Practices: Develop an urban tree planting and maintenance guide. 5) Community Engagement: Develop and implement a community engagement plan.
Community engagement is essential to the successful implementation of an UFMP.
This effort will include an online community survey, in-person outreach events, and focus group interviews.
6) Implementation Plan: Develop an implementation plan that outlines high-priority actions and measurable objectives.
7) Monitoring Plan: Develop a monitoring plan for the City's use in evaluating ongoing progress.
SCHEDULE:
An update to the City Council, presenting the draft results of the tree canopy analysis and canopy goals, the urban forestry program operations and policies, the recommended tree-species list, and the community engagement efforts, is planned for fall 2026. The draft UFMP is scheduled to be presented to the City Council in spring 2027, followed by recommendation of adoption of the final UFMP. This schedule allows for an extensive public outreach effort and input from City department staff. Staff will work with the consultant to expedite completion of the Plan as much as possible while still allowing for a robust public outreach effort.
SELECTION PROCESS:
The City released a request for proposals (RFP) to develop an urban forest management plan. The RFP was posted to the City's website and sent to several relevant consulting firms. The City received six proposals. The written proposals were reviewed by staff from the Environmental Services, Maintenance, and Planning Divisions, and the three highest-ranking firms were invited for interviews. The cost proposals ranged from $38,610 to $301,000. The three highest-ranking proposals had similar proposed budgets, ranging from $173,510 (including optional tasks) to $174,997. Dudek's proposal is for $174,411. The reviewers determined that Dudek's proposal was the most responsive to the City's needs. A contingency of $25,589 is included in the contract amount.
FISCAL IMPACT
The contract amount of $200,000 is fully funded in the 2024–2026 Biennial Budget and Capital Improvement Plan under Fund 625, CIP Project No. CIP001403 (Urban Forest Master Plan), which has a total budget of $300,000. This contract is limited to development of the Urban Forest Management Plan and does not commit the City to future implementation costs. Any future implementation actions would be evaluated separately through the City’s regular budget and purchasing processes.
ENVIRONMENTAL/PLANNING COMMISSION REVIEW
ENVIRONMENTAL/PLANNING COMMISSION REVIEW
REVIEW AND APPROVAL
Prepared by - James Scanlin, Environmental Services Manager Reviewed by - Howard Young, Public Works Director
Reviewed by - Krysten Lee, Finance Director
Reviewed by - Kristopher J. Kokotaylo, City Attorney
Approved by - David J. Benoun, City Manager
Attachments
Resolution - Dudek Contractual Services Agreement (CSA), Urban Forest Master Plan Dudek CSA, Urban Forest Master Plan
Presentation - Dudek CSA, Urban Forest Master Plan
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
NEWARK AUTHORIZING THE CITY MANAGER TO
EXECUTE A CONTRACTUAL SERVICES AGREEMENT
WITH DUDEK FOR THE DEVELOPMENT OF AN URBAN
FOREST MANAGEMENT PLAN
WHEREAS, an urban forest comprises all trees and green spaces within a city; and WHEREAS, an urban forest management plan (UFMP) provides a framework for maintaining and enhancing the urban forest; and
WHEREAS, the City wishes to develop an urban forest management plan to guide the maintenance and enhancement of the urban forest in Newark; and WHEREAS, the City released a request for proposal to assist the City in developing an urban forest management plan; and
WHEREAS, the City received six proposals, which were evaluated by staff, and Dudek was determined to be the highest-ranked and most responsive firm; and WHEREAS, Dudek is well qualified to assist the City with developing its urban forest management plan.
WHEREAS, the contract amount of $200,000 is fully funded in the City’s 2024–2026 Biennial Budget and Capital Improvement Plan under Fund 625, Capital Improvement Project No. CIP001403 (Urban Forest Master Plan), which has a total approved project budget of $300,000; and
WHEREAS, execution of this agreement is limited to development of the Urban Forest Management Plan and does not commit the City to future implementation costs, which would be subject to separate City Council review and approval through future budget and Capital Improvement Program processes.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Newark that the City Manager is hereby authorized to execute a Contractual Services Agreement with Dudek, in a form approved by the City Attorney, in an amount not to exceed $200,000 to assist the City with the development of an Urban Forest Management Plan.
Consulting Services Agreement between
City of Newark and Dudek Page 1 of 14
CONSULTING SERVICES AGREEMENT BETWEEN
THE CITY OF NEWARK
AND
DUDEK
FOR URBAN FOREST MANAGEMENT PLAN DEVELOPMENT
This Agreement for consulting services (“Agreement”) is made by and between the City of Newark, a municipal corporation, (“City”) and Dudek, a corporation, with offices located at 1904 Franklin St Suite 600, Oakland, CA 94612 (“Consultant”), (together referred to as the “Parties”) as of December 11, 2025 (the “Effective Date”).
Section 1. Services. Subject to the terms and conditions set forth in this Agreement, Consultant shall provide to City the services described in the Scope of Work attached as Exhibit A and incorporated herein, at the time and place and in the manner specified therein. In the event of a conflict in or inconsistency between the terms of this Agreement and Exhibit A, the Agreement shall prevail.
1.1 Term of Services. The term of this Agreement shall begin on the Effective Date and shall end on June 30, 2028, and Consultant shall complete the work described in Exhibit A on or before that date, unless the term of the Agreement is otherwise terminated or extended, as provided for in Section 8. The time provided to Consultant to complete the services required by this Agreement shall not affect the City’s right to terminate the Agreement, as referenced in Section 8. Funding for services beyond the current fiscal year will be included in future City budgets but is subject to City Council approval of annual appropriations.
1.2 Standard of Performance. Consultant shall perform all services required pursuant to this Agreement according to the standards ordinarily observed by a member of the profession in which Consultant is engaged and in the geographical area in which Consultant practices its profession.
1.3 Assignment of Personnel. Consultant shall assign only competent personnel to perform services pursuant to this Agreement. In the event that City, in its sole discretion, at any time during the term of this Agreement, desires the reassignment of any such persons, Consultant shall, immediately upon receiving notice from City of such desire of City, reassign such person or persons.
1.4 Time is of the Essence. Time is of the essence. Consultant shall devote such time to the performance of services pursuant to this Agreement as may be reasonably necessary to timely finish the Scope of Work, to meet the standard of performance provided in Section 1.1 and 1.2 above and to satisfy Consultant’s obligations hereunder.
Section 2. COMPENSATION. City hereby agrees to pay Consultant a sum not to exceed Two Hundred Thousand Dollars ($200,000.00) notwithstanding any contrary indications that may be contained in Consultant’s proposal for services to be performed and reimbursable costs incurred under this Agreement. In the event of a conflict between this Agreement and Consultant’s proposal, attached as Exhibit A, regarding the amount of compensation, the Agreement shall prevail. City shall pay Consultant for services rendered pursuant to this Agreement at the time and in the manner set forth herein. The payments specified below shall be the only payments from City to Consultant for services rendered pursuant to this Agreement. Consultant shall submit all invoices to City in the manner Consulting Services Agreement between
City of Newark and Dudek Page 2 of 14
specified herein. Except as specifically authorized by City in writing, Consultant shall not bill City for duplicate services performed by more than one person.
Consultant and City acknowledge and agree that compensation paid by City to Consultant under this Agreement is based upon Consultant’s estimated costs of providing the services required hereunder, including salaries and benefits of employees and subcontractors of Consultant. Consequently, the parties further agree that compensation hereunder is intended to include the costs of contributions to any pensions and/or annuities to which Consultant and its employees, agents, and subcontractors may be eligible. City therefore has no responsibility for such contributions beyond compensation required under this Agreement.
2.1 Invoices. Consultant shall submit invoices, not more often than once a month during the term of this Agreement, based on the cost for services performed and reimbursable costs incurred prior to the invoice date. Invoices shall contain the following information, unless waived by the Contract Administrator:
• Serial identifications of progress bills; i.e., Progress Bill No. 1 for the first invoice, etc.; • Project name & number if applicable;
• Purchase Order number to expedite payment;
• The beginning and ending dates of the billing period; • A task summary containing the original contract amount, the amount of prior billings, the total due this period, the balance available under the Agreement, and the percentage of completion;
• At City’s option, for each work item in each task, a copy of the applicable time entries or time sheets shall be submitted showing the name of the person doing the work, the hours spent by each person, a brief description of the work, and each reimbursable expense;
• The total number of hours of work performed under the Agreement by Consultant and each employee, agent, and subcontractor of Consultant performing services hereunder; • The Consultant’s signature;
• Consultant shall give separate notice to the City when the total number of hours worked by Consultant and any individual employee, agent, or subcontractor of Consultant reaches or exceeds 800 hours within a 12-month period.
2.2 Monthly Payment. City shall make monthly payments, based on invoices received, for services satisfactorily performed, and for authorized reimbursable costs incurred. City shall have 30 days from the receipt of an invoice that complies with all of the requirements above to pay Consultant.
Consulting Services Agreement between
City of Newark and Dudek Page 3 of 14
2.3 Final Payment. City shall pay the last 10% of the total sum due pursuant to this Agreement within 60 days after completion of the services and submittal to City of a final invoice, if all services required have been satisfactorily performed.
2.4 Total Payment. City shall pay for the services to be rendered by Consultant pursuant to this Agreement. City shall not pay any additional sum for any expense or cost whatsoever incurred by Consultant in rendering services pursuant to this Agreement. City shall make no payment for any extra, further, or additional service pursuant to this Agreement.
In no event shall Consultant submit any invoice for an amount in excess of the maximum amount of compensation provided above, either for a task or for the entire Agreement, unless the Agreement is modified prior to the submission of such an invoice by a properly executed change order or amendment.
2.5 Hourly Rate/Fees. Unless the services provided are for a lump sum or flat fee, fees for work performed by Consultant on an hourly basis shall not exceed the amounts shown on the compensation cost proposal attached hereto as Exhibit B. In the event of a conflict in or inconsistency between the terms of this Agreement and Exhibit B, the Agreement shall prevail.
2.6 Reimbursable Expenses. Reimbursable expenses are specified in Exhibit B, attached hereto and incorporated herein. Reimbursable expenses not listed in Exhibit B are not chargeable to City. Reimbursable expenses shall not include a mark-up and are billed as a direct costs. In no event shall expenses be advanced by the City to the Consultant. Reimbursable expenses are included in the total amount of compensation provided under this Agreement that shall not be exceeded.
2.7 Payment of Taxes. Consultant is solely responsible for the payment of employment taxes incurred under this Agreement and any similar federal or state taxes.
2.8 Payment upon Termination. In the event that the City or Consultant terminates this Agreement pursuant to Section 8, the City shall compensate the Consultant for all outstanding costs and reimbursable expenses incurred for work satisfactorily completed as of the date of written notice of termination. Consultant shall maintain adequate logs and timesheets to verify costs incurred to that date.
2.9 Authorization to Perform Services. The Consultant is not authorized to perform any services or incur any costs whatsoever under the terms of this Agreement until receipt of authorization from the Contract Administrator.
2.10. Business License. The Consultant is not authorized to perform services or incur costs whatsoever under the terms of this Agreement until Consultant applies for and has been issued a business license from the City pursuant to Title 5 of the Newark Municipal Code.
Section 3. FACILITIES AND EQUIPMENT. Except as set forth herein, Consultant shall, at its sole cost and expense, provide all facilities and equipment that may be necessary to perform the Consulting Services Agreement between
City of Newark and Dudek Page 4 of 14
services required by this Agreement. City shall make available to Consultant only the facilities and equipment listed in this section, and only under the terms and conditions set forth herein.
City shall furnish physical facilities such as desks, filing cabinets, and conference space, as may be reasonably necessary for Consultant’s use while consulting with City employees and reviewing records and the information in possession of the City. The location, quantity, and time of furnishing those facilities shall be in the sole discretion of City. In no event shall City be obligated to furnish any facility that may involve incurring any direct expense, including but not limited to computer, longdistance telephone or other communication charges, vehicles, and reproduction facilities.
Section 4. INSURANCE REQUIREMENTS. Before beginning any work under this Agreement, Consultant, at its own cost and expense, unless otherwise specified below, shall procure the types and amounts of insurance listed below against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the work hereunder by the Consultant and its agents, representatives, employees, and subcontractors. Consistent with the following provisions, Consultant shall provide proof reasonably satisfactory to City of such insurance that meets the requirements of this section and under forms of insurance satisfactory in all respects, and that such insurance is in effect prior to beginning work to the City. Consultant shall maintain the insurance policies required by this section throughout the term of this Agreement. The cost of such insurance shall be included in the Consultant's bid. Consultant shall not allow any subcontractor to commence work on any subcontract until Consultant has obtained all insurance required herein for the subcontractor(s) and provided evidence that such insurance is in effect to City. Verification of the required insurance shall be submitted and made part of this Agreement prior to execution.
4.1 Required Coverage. Consultant shall maintain all required insurance listed herein for the duration of this Agreement.
COVERAGE TYPE OF INSURANCE MINIMUM LIMITS
A Commercial General
Liability
Premises Liability; Products
and Completed Operations;
Contractual Liability; Personal
Injury and Advertising Liability
$2,000,000 per occurrence;
Bodily Injury and Property
Damage
$4,000,000 in the aggregate;
Commercial general coverage
shall be at least as broad as
Insurance Services Office
Commercial General Liability
occurrence form CG 0001
(most recent edition) covering
comprehensive General
Liability on an “occurrence”
basis
B Commercial or Business
Automobile Liability
All owned vehicles, hired or
leased vehicles, non-owned,
$1,000,000 per occurrence;
Any Auto; Bodily Injury and
Property Damage. Automobile
coverage shall be at least as
Consulting Services Agreement between
City of Newark and Dudek Page 5 of 14
borrowed and permissive uses.
Personal Automobile Liability
is acceptable for individual
contractors with no
transportation or hauling
related activities
broad as Insurance Services
Office Automobile Liability
form CA 0001 (most recent
edition), Code 1 (any auto). No
endorsement shall be attached
limiting the coverage.
C Workers’ Compensation
(WC) and Employers
Liability (EL)
Required for all contractors
with employees
WC: Statutory Limits
EL: $100,000 per accident for
bodily injury or disease.
Consultant may rely on a selfinsurance program to meet those requirements, but only if
the program of self-insurance
complies fully with the
provisions of the California
Labor Code. The insurer shall
waive all rights of subrogation
against the City and its officers,
officials, employees, and
volunteers for loss arising from
work performed under this
Agreement
D Professional Liability/Errors
& Omissions
Includes endorsements of
contractual liability
$2,000,000 per claim
$4,000,000 annual aggregate;
Any deductible or self-insured
retention shall not exceed
$250,000 per claim
4.2 Additional requirements. Each of the following shall be included in the insurance coverage or added as a certified endorsement to the policy:
a. All required insurance shall be maintained during the entire term of the Agreement with the following exception: Insurance policies and coverage(s) written on a claims-made basis shall be maintained during the entire term of the Agreement and until three (3) years following termination and acceptance of all work provided under the Agreement, with the retroactive date of said insurance (as may be applicable) concurrent with the commencement of activities pursuant to this Agreement b. All insurance required above with the exception of Professional Liability, Personal Automobile Liability, Workers’ Compensation and Employers Liability, shall be endorsed to name as additional insured: City of Newark, its City Council, and all City officers, agents, employees, volunteers and representatives.
c. For any claims related to this Agreement or the work hereunder, the Consultant’s insurance covered shall be primary insurance as respects the City, its officers, officials, employees, Consulting Services Agreement between
City of Newark and Dudek Page 6 of 14
and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, or volunteers shall be excess of the Consultant’s insurance and shall not contribute with it. d. Each insurance policy required by this clause shall be endorsed to state that coverage shall not be canceled by either party, except after 30 days’ prior written notice has been provided to the City.
e. Certificates of Insurance: Before commencing operations under this Agreement, Consultant shall provide Certificate(s) of Insurance and applicable insurance endorsements, in form and satisfactory to City, evidencing that all required insurance coverage is in effect. The City reserves the rights to require the Consultant to provide complete, certified copies of all required insurance policies.
f. Subcontractors: Consultant shall include all subcontractors as an insured (covered party) under its policies or shall furnish separate certificates and endorsements for each subcontractor.
All coverages for subcontractors shall be subject to all of the requirements stated herein. g. Claims-made limitations. The following provisions shall apply if the professional liability coverage is written on a claims-made form:
i. The retroactive date of the policy must be shown and must be before the date of the Agreement.
ii. Insurance must be maintained and evidence of insurance must be provided for at least five years after completion of the Agreement or the work, so long as commercially available at reasonable rates.
iii. If coverage is canceled or not renewed and it is not replaced with another claims-made policy form with a retroactive date that precedes the date of this Agreement, Consultant must purchase an extended period coverage for a minimum of three (3) years after completion of work under this Agreement.
iv. A copy of the claim reporting requirements must be submitted to the City for review prior to the commencement of any work under this Agreement.
4.3 All Policies Requirements.
a. Acceptability of insurers. All insurance required by this section is to be placed with insurers with a Bests' rating of no less than A:VII. Insurance shall be maintained through an insurer with a minimum A.M. Best Rating of A- or better, with deductible amounts acceptable to the City. Acceptance of Consultant’s insurance by City shall not relieve or decrease the liability of Consultant hereunder. Any deductible or self-insured retention amount or other similar obligation under the policies shall be the sole responsibility of the Consultant. b. Deductibles and Self-Insured Retentions. Consultant shall disclose to and obtain the written approval of City for the self-insured retentions and deductibles before beginning any of the services or work called for by any term of this Agreement. At the option of the City, either: the Consulting Services Agreement between
City of Newark and Dudek Page 7 of 14
insurer shall reduce or eliminate such deductibles or self-insured retentions as respects the City, its officers, employees, and volunteers; or the Consultant shall provide a financial guarantee satisfactory to the City guaranteeing payment of losses and related investigations, claim administration and defense expenses.
c. Wasting Policies. Except for Professional Liability, no policy required by this Section 4 shall include a “wasting” policy limit (i.e. limit that is eroded by the cost of defense). d. Waiver of Subrogation. Except for Professional Liability, consultant hereby agrees to waive subrogation which any insurer or contractor may require from vendor by virtue of the payment of any loss. Consultant agrees to obtain any endorsements that may be necessary to affect this waiver of subrogation. The Workers’ Compensation policy shall be endorsed with a waiver of subrogation in favor of the entity for all work performed by the consultant, its employees, agents, and subcontractors.
4.4 Remedies. In addition to any other remedies City may have if Consultant fails to provide or maintain any insurance policies or policy endorsements to the extent and within the time herein required, City may, at its sole option exercise any of the following remedies, which are alternatives to other remedies City may have and are not the exclusive remedy for Consultant’s breach:
• Order Consultant to stop work under this Agreement or withhold any payment that becomes due to Consultant hereunder, or both stop work and withhold any payment, until Consultant demonstrates compliance with the requirements hereof; and/or • Terminate this Agreement.
Section 5. INDEMNIFICATION AND CONSULTANT’S RESPONSIBILITIES.
Consultant shall indemnify, defend with counsel acceptable to City, and hold harmless City and its officers, officials, employees, agents and volunteers from and against any and all liability, loss, damage, claims, expenses, and costs (including without limitation, attorney’s fees and costs and fees of litigation) (collectively, “Liability”) of every nature arising out of or in connection with Consultant’s performance of the Services or its failure to comply with any of its obligations contained in this Agreement, except such Liability caused by the sole negligence or willful misconduct of City.
The Consultant’s obligation to defend and indemnify shall not be excused because of the Consultant’s inability to evaluate Liability or because the Consultant evaluates Liability and determines that the Consultant is not liable to the claimant. The Consultant must respond within 30 days, to the tender of any claim for defense and indemnity by the City, unless this time has been extended by the City. If the Consultant fails to accept or reject a tender of defense and indemnity within 30 days, in addition to any other remedy authorized by law, so much of the money due the Consultant under and by virtue of this Agreement as shall reasonably be considered necessary by the City, may be retained by the City until disposition has been made of the claim or suit for damages, or until the Consultant accepts or rejects the tender of defense, whichever occurs first.
With respect to third party claims against the Consultant, the Consultant waives any and all rights of any type to express or implied indemnity against the Indemnitees.
Consulting Services Agreement between
City of Newark and Dudek Page 8 of 14
Notwithstanding the forgoing, to the extent this Agreement is a “construction contract” as defined by California Civil Code Section 2782, as may be amended from time to time, such duties of consultant to indemnify shall not apply when to do so would be prohibited by California Civil Code Section 2782.
In the event that Consultant or any employee, agent, or subcontractor of Consultant providing services under this Agreement is determined by a court of competent jurisdiction or the California Public Employees Retirement System (PERS) to be eligible for enrollment in PERS as an employee of City, Consultant shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for PERS benefits on behalf of Consultant or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City.
Section 6. STATUS OF CONSULTANT.
6.1 Independent Contractor. At all times during the term of this Agreement, Consultant shall be an independent contractor and shall not be an employee of City. City shall have the right to control Consultant only insofar as the results of Consultant's services rendered pursuant to this Agreement and assignment of personnel pursuant to Subparagraph 1.3; however, otherwise City shall not have the right to control the means by which Consultant accomplishes services rendered pursuant to this Agreement. Notwithstanding any other City, state, or federal policy, rule, regulation, law, or ordinance to the contrary, Consultant and any of its employees, agents, and subcontractors providing services under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any and all claims to, any compensation, benefit, or any incident of employment by City, including but not limited to eligibility to enroll in the California Public Employees Retirement System (PERS) as an employee of City and entitlement to any contribution to be paid by City for employer contributions and/or employee contributions for PERS benefits.
6.2 Consultant Not an Agent. Except as City may specify in writing, Consultant shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an agent.
Consultant shall have no authority, express or implied, pursuant to this Agreement to bind City to any obligation whatsoever.
Section 7. LEGAL REQUIREMENTS.
7.1 Governing Law. The laws of the State of California shall govern this Agreement.
7.2 Compliance with Applicable Laws. Consultant and any subcontractors shall comply with all laws applicable to the performance of the work hereunder.
7.3 Other Governmental Regulations. To the extent that this Agreement may be funded by fiscal assistance from another governmental entity, Consultant and any subcontractors shall comply with all applicable rules and regulations to which City is bound by the terms of such fiscal assistance program.
7.4 Licenses and Permits. Consultant represents and warrants to City that Consultant and its employees, agents, and any subcontractors have all licenses, permits, qualifications, and approvals Consulting Services Agreement between
City of Newark and Dudek Page 9 of 14
of whatsoever nature that are legally required to practice their respective professions. Consultant represents and warrants to City that Consultant and its employees, agents, any subcontractors shall, at their sole cost and expense, keep in effect at all times during the term of this Agreement any licenses, permits, and approvals that are legally required to practice their respective professions. In addition to the foregoing, Consultant and any subcontractors shall obtain and maintain during the term of this Agreement valid Business Licenses from City.
7.5 Nondiscrimination and Equal Opportunity. Consultant shall not discriminate, on the basis of a person’s race, religion, color, national origin, age, physical or mental handicap or disability, medical condition, genetic information, marital status, sex, sexual orientation, gender, or gender identity, against any employee, applicant for employment, subcontractor, bidder for a subcontract, or participant in, recipient of, or applicant for any services or programs provided by Consultant under this Agreement. Consultant shall comply with all applicable federal, state, and local laws, policies, rules, and requirements related to equal opportunity and nondiscrimination in employment, contracting, and the provision of any services that are the subject of this Agreement, including but not limited to the satisfaction of any positive obligations required of Consultant thereby.
Consultant shall include the provisions of this Subsection in any subcontract approved by the Contract Administrator or this Agreement.
Section 8. TERMINATION AND MODIFICATION.
8.1 Termination. City may cancel this Agreement at any time and without cause upon written notification to Consultant. Consultant may cancel this Agreement upon thirty (30) days’ written notice to City and shall include in such notice the reasons for cancellation.
In the event of termination, Consultant shall be entitled to compensation for services performed to the effective date of termination; City, however, may condition payment of such compensation upon Consultant delivering to City any or all work product, including, but not limited to documents, photographs, computer software, video and audio tapes, and other materials provided to Consultant or prepared by or for Consultant or the City in connection with this Agreement.
8.2 Extension. City may, in its sole and exclusive discretion, extend the end date of this Agreement beyond that provided for in Subsection 1.1. Any such extension shall require a written amendment to this Agreement, as provided for herein. Consultant understands and agrees that, if City grants such an extension, City shall have no obligation to provide Consultant with compensation beyond the maximum amount provided for in this Agreement. Similarly, unless authorized by the Contract Administrator, City shall have no obligation to reimburse Consultant for any otherwise reimbursable expenses incurred during the extension period.
8.3 Amendments. The Parties may amend this Agreement only by a writing signed by all the Parties.
8.4 Assignment and Subcontracting. City and Consultant recognize and agree that this Agreement contemplates personal performance by Consultant and is based upon a determination of Consultant’s unique personal competence, experience, and specialized personal knowledge.
Moreover, a substantial inducement to City for entering into this Agreement was and is the professional Consulting Services Agreement between
City of Newark and Dudek Page 10 of 14
reputation and competence of Consultant. Consultant may not assign this Agreement or any interest therein without the prior written approval of the Contract Administrator. Consultant shall not subcontract any portion of the performance contemplated and provided for herein, other than to the subcontractors noted in the proposal, without prior written approval of the Contract Administrator.
8.5 Survival. All obligations arising prior to the termination of this Agreement and all provisions of this Agreement allocating liability between City and Consultant shall survive the termination of this Agreement.
8.6 Options upon Breach by Consultant. If Consultant materially breaches any of the terms of this Agreement, City’s remedies shall include, but not be limited to, the following:
8.6.1 Immediately terminate the Agreement;
8.6.2 Retain the plans, specifications, drawings, reports, design documents, and any other work product prepared by Consultant pursuant to this Agreement;
8.6.3 Retain a different consultant to complete the work described in Exhibit A not finished by Consultant; or
8.6.4 Charge Consultant the difference between the cost to complete the work described in Exhibit A that is unfinished at the time of breach and the amount that City would have paid Consultant pursuant to Section 2 if Consultant had completed the work.
8.6.5 No remedy mentioned in this Agreement is intended to be exclusive of any other right, power, or remedy, permitted by law. Neither the failure nor the delay on the part of the City to exercise any such rights and remedies shall operate as a waiver thereof, nor shall any single or partial exercise by the City of any such right or remedy preclude any other or further exercise of any such right or remedy.
Section 9. KEEPING AND STATUS OF RECORDS.
9.1 Records Created as Part of Consultant’s Performance. All reports, data, maps, models, charts, studies, surveys, photographs, memoranda, plans, studies, specifications, records, files, or any other documents or materials, in electronic or any other form, that Consultant prepares or obtains pursuant to this Agreement and that relate to the matters covered hereunder shall be the property of the City. Consultant hereby agrees to deliver those documents to the City upon termination of the Agreement and City may use, reuse or otherwise dispose of the documents without Consultant’s permission. It is understood and agreed that the documents and other materials, including but not limited to those described above, prepared pursuant to this Agreement are prepared specifically for the City and are not necessarily suitable for any future or other use. City and Consultant agree that, until final approval by City, all data, plans, specifications, reports and other documents are confidential and will not be released to third parties without prior written consent of both parties.
Consulting Services Agreement between
City of Newark and Dudek Page 11 of 14
9.2 Consultant’s Books and Records. Consultant shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for services or expenditures and disbursements charged to the City under this Agreement for a minimum of 3 years, or for any longer period required by law, from the date of final payment to the Consultant to this Agreement. All such records should be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible.
9.3 Inspection and Audit of Records. Any records or documents that Section 9.2 of this Agreement requires Consultant to maintain shall be made available for inspection, audit, and/or copying at any time during regular business hours, upon oral or written request of the City. Under California Government Code Section 8546.7, if the amount of public funds expended under this Agreement exceeds $10,000.00, the Agreement shall be subject to the examination and audit of the State Auditor, at the request of City or as part of any audit of the City, for a period of 3 years after final payment under the Agreement.
Section 10 MISCELLANEOUS PROVISIONS.
10.1 Attorneys’ Fees. If a party to this Agreement brings any action, including an action for declaratory relief, to enforce or interpret the provision of this Agreement, the prevailing party shall be entitled to reasonable attorneys’ fees in addition to any other relief to which that party may be entitled. The court may set such fees in the same action or in a separate action brought for that purpose.
10.2 Venue. In the event that either party brings any action against the other under this Agreement, the parties agree that trial of such action shall be vested exclusively in the state courts of California in the County of Alameda or in the United States District Court for the Northern District of California.
10.3 Severability. If a court of competent jurisdiction finds or rules that any provision of this Agreement is invalid, void, or unenforceable, the provisions of this Agreement not so adjudged shall remain in full force and effect. The invalidity in whole or in part of any provision of this Agreement shall not void or affect the validity of any other provision of this Agreement.
10.4 No Implied Waiver of Breach. The waiver of any breach of a specific provision of this Agreement does not constitute a waiver of any other breach of that term or any other term of this Agreement.
10.5 Successors and Assigns. The provisions of this Agreement shall inure to the benefit of and shall apply to and bind the successors and assigns of the parties.
10.6 Use of Recycled Products. Consultant shall prepare and submit all reports, written studies and other printed material on recycled paper to the extent it is available at equal or less cost than virgin paper.
10.7 Conflict of Interest. Consultant may serve other clients, but none whose activities within the corporate limits of City or whose business, regardless of location, would place Consultant in a “conflict of interest,” as that term is defined in the Political Reform Act, codified at California Government Code Section 81000 et seq.
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City of Newark and Dudek Page 12 of 14
Consultant shall not employ any City official in the work performed pursuant to this Agreement. No officer or employee of City shall have any financial interest in this Agreement that would violate California Government Code Sections 1090 et seq. Consultant hereby warrants that it is not now, nor has it been in the previous 12 months, an employee, agent, appointee, or official of the City. If Consultant was an employee, agent, appointee, or official of the City in the previous twelve months, Consultant warrants that it did not participate in any manner in the forming of this Agreement.
Consultant understands that, if this Agreement is made in violation of Government Code § 1090 et seq., the entire Agreement is void and Consultant will not be entitled to any compensation for services performed pursuant to this Agreement, including reimbursement of expenses, and Consultant will be required to reimburse the City for any sums paid to the Consultant. Consultant understands that, in addition to the foregoing, it may be subject to criminal prosecution for a violation of Government Code § 1090 and, if applicable, will be disqualified from holding public office in the State of California.
10.8 Solicitation. Consultant agrees not to solicit business at any meeting, focus group, or interview related to this Agreement, either orally or through any written materials.
10.9 Contract Administration. This Agreement shall be administered by the City Manager, or his designee, identified as Contract Administrator. All correspondence, meeting documentation, invoices, and project deliverables shall be directed to or through the Contract Administrator.
10.10 Notices. Any notice, demand, request, consent or approval that either party is required to give the other pursuant to this Agreement, shall be in writing and may be given by either (i) personal service, (ii) delivery by reputable overnight delivery service (e.g. Federal Express) which provides a receipt showing date and time of delivery, (iii) certified United States mail, postage prepaid, return receipt requested, or (iv) by email transmission. Notice shall be effective upon personal delivery or delivery to the addresses specified below, as reflected on the receipt of delivery or return receipt, as applicable.
Any written notice to Consultant shall be sent to:
Dudek, Attention: Legal Department
687 S Coast Highway 101, Suite 110,
Encinitas, CA 92024
All other written notices to City shall be sent to:
James Scanlin Kristopher J. Kokotaylo,
Environmental Services Manager City Attorney
City of Newark City of Newark
37101 Newark Blvd. with a copy to 37101 Newark Blvd.
Newark, CA 94560 Newark, CA 94560
10.11 Professional Seal. Where applicable in the determination of the contract administrator, the first page of a technical report, the first page of design specifications, and each page of construction drawings shall be stamped/sealed and signed by the licensed professional responsible Consulting Services Agreement between
City of Newark and Dudek Page 13 of 14
for the report/design preparation. The stamp/seal shall be in a block entitled "Seal and Signature of Registered Professional with report/design responsibility," as in the following example. _________________________________________
Seal and Signature of Registered Professional with
report/design responsibility.
10.12 Integration. This Agreement, including the scope of work attached hereto and incorporated herein as Exhibits A and B represents the entire and integrated agreement between City and Consultant and supersedes all prior negotiations, representations, or agreements, either written or oral.
Exhibit A Scope of Services
Exhibit B Cost Proposal
10.13 Counterparts. This Agreement may be executed in multiple counterparts, each of which shall be an original and all of which together shall constitute one agreement.
SIGNATURES ON FOLLOWING PAGE
Consulting Services Agreement between
City of Newark and Dudek Page 14 of 14
The Parties have executed this Agreement as of the Effective Date.
CITY OF NEWARK DUDEK
____________________________
________, CITY MANAGER
__________________________
Name: JOSEPH MONACO
Title: _PRESIDENT and CEO______
ATTEST:
___________________________
______, CITY CLERK
APPROVED AS TO FORM:
____________________________
KRISTOPHER J. KOKOTAYLO
CITY ATTORNEY
5638310.1
Version 3.2.21
EXHIBIT A
SCOPE OF SERVICES
.
PROPOSAL
DEVELOPMENT OF AN URBAN
FOREST MANAGEMENT PLAN
CITY OF NEWARK
OCTOBER 28, 2025
1904 Franklin Street, Suite 600 / Oakland, CA. 94612 / 510.601.2500 Development of an Urban Forest Management Plan—City of Newark 1 Cover Letter
October 28, 2025
James Scanlin
Department of Public Works
City of Newark
37101 Newark Boulevard
Newark, California 94560
Subject: Scope and Budget for City of Newark Urban Forest Management Plan Dear James Scanlin:
Enclosed, please find the updated scope, schedule, and budget proposal for City of Newark (City) Urban Forest Management Plan.
Dudek genuinely appreciates the opportunity to work with the City on creating this important plan that will guide the City’s management and growth of their urban forest over the next 20 years.
Should you have questions regarding the scope or budget, please contact Kevin Cullinen at 510.207.2878 or [email protected].
Sincerely,
__________________________________ __________________________________ Joseph Monaco, AICP Kevin Cullinen
President/CEO Project Manager
Joseph Monaco is authorized to sign on behalf of Dudek.
Development of an Urban Forest Management Plan—City of Newark 2 Scope of Work
Task 1: Project Management and Coordination
Task 1.1 Kickoff and Monthly Meetings
Dudek will initiate the project with a kickoff meeting between City staff and the Dudek team to identify specific project goals and confirm reporting and communication procedures. The kickoff meeting will also be a data acquisition meeting, prior to which we will have prepared a list of any data needs or gaps. During the meeting, we will discuss data needs from the City, and additional information will be filled through research efforts or further coordination with the City. We will provide an agenda prior to the meeting and will submit meeting minutes summarizing major topic discussions following the meeting.
Following the project kickoff meeting, Dudek will meet monthly (virtually) with City staff to discuss scope of work details, desired deliverables, schedules, community engagement strategies, and existing tree planting efforts, as well as to identify criteria for documenting and developing the UFMP. Monthly meetings will occur throughout the duration of the project and will be the chief way the City will be informed of project progress. Additional project communication not addressed during the monthly meetings will occur via email or telephone.
Task 1.2 Project Administration and Quality Control
Project Manager Kevin Cullinen will perform budget and task tracking and coordinate internally with the Dudek team to keep the project on schedule and on budget throughout the duration of the project. Dudek will submit consolidated monthly invoices to the City that includes a progress report reflecting work completed and will maintain project files in accordance with the agreed upon scope of work.
Deliverables
▪ Facilitate and prepare agendas for monthly project team meetings ▪ Distribute meeting notes for monthly project team meetings ▪ Monthly invoices
Task 2: Tree Inventory and Canopy Cover Analysis
Task 2.1: Tree Inventory Review
Task 2.1.1: Relative Tree Health and Climate Vulnerability Analysis Dudek will analyze the City’s public tree inventory to identify its species composition, health and age distribution, overall condition, and vulnerability to future climate conditions. The analysis will provide a framework for determining if the City is maintaining a healthy, safe, and climate-resilient tree inventory. Results from the analysis will identify tree management recommendations that target specific problems and help form the basis of incremental milestone goals. In addition, the results will inform the development of management recommendations for tree removal, tree planting, trimming cycle adjustments, budget establishment, and related maintenance activities.
Task 2.1.2: Environmental Services and Economic Value of Current Inventory Dudek will review the City-provided tree inventory data to identify any potential data gaps and provide recommendations for improving data quality if needed. Dudek will use i-Tree software to analyze the inventory and Development of an Urban Forest Management Plan—City of Newark 3 calculate the economic value of the City’s urban forest and the cost benefits of strategic tree and forest investments. The ecosystem services we will examine include carbon sequestration, average pollutant capture, avoided runoff, avoided emissions, and structural and functional value. Dollar amounts will be provided for these benefits, which will be useful for education, long-term planning, and securing tree program funding. Dudek will also calculate the City’s return on investment by measuring ongoing maintenance and management costs against the value of the ecosystem services provided and the overall asset value of the urban forest.
Task 2.2: Canopy Cover Assessment
Dudek will conduct a tree canopy assessment using publicly available 2022 high-resolution canopy data derived from National Agriculture Imagery Program imagery at 0.6-meter resolution. This dataset covers urbanized areas defined by the 2010 and 2020 census boundaries and offers approximately 97% classification accuracy. It is freely available, accurate, and appropriate for establishing a canopy cover baseline. Dudek will calculate canopy acreage and percent cover across up to five geographic boundaries of interest, such as City limits, census tracts, landscape maintenance districts, parks, or other areas identified by the City. Areas with limited canopy cover will be identified to support the development of targeted planting strategies. The results will be summarized for inclusion in the UFMP.
Task 2.3: Establish Tree Canopy Goals
Dudek will work with the City to establish realistic and achievable tree canopy goals based on the Tree Inventory and Canopy Cover analyses. The goal-setting process will be supported by an inventory-based growth analysis that estimates future canopy expansion from public trees and viable vacant sites. This includes projecting canopy growth to maturity and estimating additional canopy if all suitable vacant sites are planted. These projections will provide a foundation for setting informed goals. Additional planting opportunities, such as underutilized land use types, future development sites, and private land, will also be considered to determine the maximum achievable canopy cover. This analysis will inform the development of 10- and 20-year canopy cover goals, along with annual tree planting targets. Goals will be set based on feasible planting potential, anticipated canopy growth, and resource availability to ensure they are both practical and aligned with the City's long-term urban forest management strategy.
Task 2.4: Urban Forest Assessment Report
A comprehensive Urban Forest Assessment Report will be prepared, detailing the analyses, methodologies, and findings from the tree inventory review and canopy cover assessment. The report will provide a complete overview of the current state of the City’s urban forest, including tree inventory data, canopy coverage, and land cover conditions. It will guide the development of realistic tree canopy goals, assess tree equity, and address climate change impacts through strategic urban forestry initiatives. The report will serve as an addendum to the UFMP, outlining planting priorities and presenting a clear, actionable plan for expanding the City’s canopy over time.
Deliverables
▪ Urban Forest Assessment Report
Assumptions
▪ The City will provide shapefiles and/or Excel files for the following data:
- Public tree inventory data for the City
- Relevant spatial data, including City boundaries, landscape maintenance districts, parks, or other areas identified by the City and additional ancillary data needed to support the analyses Development of an Urban Forest Management Plan—City of Newark 4 Task 3: Urban Forestry Program Operations and Policies Review Task 3.1. Department Interviews
To further understand the City’s urban forest program, we will conduct interviews, including one ride-along tour, with representatives from City departments who are involved in the various actions, decisions, and public engagement and tree management activities that may also directly affect the urban forest. The intent of the interviews will be to review the following:
▪ Existing tree management and protection policies and regulations in comparison to model tree ordinances
▪ Internal protocol and processes for design, tree removal requests, pruning, use of inventory database and geographic information system (GIS), and other maintenance and tree planting activities being conducted by the departments
▪ Financial and human resources dedicated to urban forest management, plan review, and permitting ▪ Potential future tree management or planting activities ▪ City ordinances, regulations, and permits in place that affect tree management, tree protection, tree removal, or tree planting
▪ Goals, policies, and priorities of each department that relate to tree management, tree protection, or tree planting
▪ Governance structure and internal efficiencies
▪ Urban forest program funding
Following the interviews, we will summarize all relevant information from each interview and identify strengths, gaps, and areas for improvement. This information will be an important component in developing the strategic plan and management goals of the UFMP. We will provide meeting minutes that summarize the major discussions from each interview. We expect that up to six interviews will be needed.
Task 3.2. Urban Forest Management and Structure
Sustainable management of a City’s urban forest depends on appropriate budget and staffing levels. For this task, Dudek will first identify the current governance structure of City tree management, including the departments and staff involved and their roles in tree management. The review will determine if the current structure is sufficient to support the City’s urban forestry goals, or if enhancement is needed in staffing levels, staff training, or efficiencies in interdepartmental communications for implementation of programs and policies.
Dudek will also conduct an analysis of the City’s tree program over the past 5 years to understand how funding has previously been allocated. The analysis will consider costs by annual performance measurements of management actions, such as the number of trees planted, cared for, pruned, removed, and other metrics. The analysis will generate a cost for the City to complete each of the listed management tasks. Following this review, Dudek will determine if the current budget and level of staffing will support the implementation of the City’s recommended urban forestry goals and provide a recommended budget, staffing needs list, and a list of potential funding sources, including state and federal grant funding, green financing districts, community partnership, and local funding mechanisms to meet City needs.
Development of an Urban Forest Management Plan—City of Newark 5 Task 3.3. Review City Policies, Documents, and Reports
Dudek will conduct a comprehensive review of the City’s urban forest policies, practices, ordinances, and procedures. We seek to understand current tactics and identify areas for improvement to ensure the City meets the standards of sustainable urban forest management.
The review of relevant City planning documents will define what the document is, how it relates to urban forest and tree management, and how the UFMP and planning document are aligned to support Citywide urban forest, sustainability, and equity goals. Technical specifications, guidelines, and standards will be compared with ISA and ANSI best management practices for tree management. Recommendations for updates will be provided for City consideration. The review of planning documents will include, but is not limited to, the following:
▪ General Plan (relevant sections)
▪ Municipal Code (e.g., Chapter 8.16: Preservation of Trees on Private Property; Chapter 12.08: Obstruction of Streets and Sidewalks; and Chapter 12.28: Parkway Maintenance) ▪ City guidelines, specifications, and standards (e.g., street design, planning permits, green street guidelines, neighborhood design guidelines, tree removal/pruning permits, landmark trees, master tree list, parking lot shade guidelines, street tree planting requirements, City landscape and tree maintenance specifications)
Task 3.4: Background and Operations Report
Dudek staff will use the analyses performed in Tasks 3.1 through 3.3 to document the City’s current budget, management, and operational procedures involving trees, and will identify any major challenges posed by current management practices or by local environmental and climate constraints affecting the City’s tree canopy. We will then provide a summary of our analysis and a comparison with the urban forestry programs of other cities, make recommendations for altering the maintenance strategies based on best practices, and provide justification for the recommended revisions. Dudek will use the analysis to develop best management practices and a potential list of funding opportunities specifically for the City.
Deliverables
▪ Conduct up to six department interviews
▪ Provide a summary of meeting notes for each department interview ▪ Summary of strengths, gaps, and areas of improvement for documents listed in Task 3.3 ▪ Summary table of suggested updates and edits to the existing tree-related ordinances ▪ Urban Forestry Program Background and Operations Report Assumptions
▪ The City will assist in identifying staff and departments for interviews. ▪ The City will provide all policies, documents, and reports needed for review.
Task 4. Best Management Practices
Task 4.1: Tree Species Recommendations
Dudek will prepare a climate-ready recommended species palette consisting of trees that are appropriate for the City’s current environmental conditions, as well as anticipated conditions caused by climate change. To complete this task, Dudek will utilize the tree inventory data, Water Use Classification of Landscape Species, climate Development of an Urban Forest Management Plan—City of Newark 6 change research, and a comparison of City tree inventories with anticipated future annual temperatures. The recommended species palette will include recommendations for various planting areas that follow the practice of “right tree, right place” to ensure trees can grow to maturity while limiting conflicts with adjacent infrastructure.
Dudek will also create a separate list for tree species that should not be planted in Newark based on species that are listed on the California Invasive Plant Council website as well as other tree species known to not perform well in the Bay Area’s climate from both City staff and Dudek arborists’ experience.
Task 4.2: Updated Specifications and Best Management Practices We seek to understand current tactics, identify areas for improvement, and ensure the City meets the standards of sustainable urban forest management. Dudek will review the current City standard guidelines, along with details and design practices that relate to City trees. Specifically, the review will include best practices for tree maintenance, tree planting, sidewalk installation for street trees, parking lots, and open spaces, with other needs defined by the City. Dudek will support the review of best management practices with current research, along with our understanding of ISA and ANSI standards. After the review is completed, Dudek will present recommendations for updating the specifications that can be incorporated into new standards and details.
Task 4.3: Urban Tree Planting and Maintenance Guide
Dudek staff will start by reviewing and comparing the City’s current tree-related management practices, standards, details, and design practices against ISA and ANSI best practices and standards. This comparison will be used to create a standardized tree maintenance manual for the professional contractors and consultants working in the County. The manual will be written in simple and clear language and serve as a guide for the installation, establishment, pruning, and long-term care for urban trees. The manual will be designed to prioritize usability in the field.
Task 5. Community Engagement
Long-term public participation and education are vital steps in creating an actionable UFMP that serves the community.
The Dudek team will work with the City to develop a community engagement strategy that outlines effective strategies for social media, online surveys, and in-person engagement. The result of the engagement activities will be to develop a long-term plan for the City to further engage the community in supporting implementation activities of the UFMP.
Task 5.1. Community Outreach Plan
Communication and engagement are foundational to successful planning projects and processes. Our engagement approach is always tailored to the specific communities in which we work and is centered on equity.
Community engagement will include the development of a strategic public outreach plan, with emphasis placed on historically underrepresented, disadvantaged communities. This plan will serve as a roadmap by highlighting strategies and tasks that will help the City achieve its goals and objectives by creating an inclusive process in the development of its UFMP and updates to relevant ordinances in compliance with U.S. Department of Agriculture Forest Service grant funding requirements. Engagement efforts will be a collaborative effort between the Dudek team and City staff.
Dudek will coordinate and attend each in-person engagement event. Wherever feasible, in-person events will be combined with other project tasks listed in this proposal to maximize the value of each visit. All proposed engagement tasks will be discussed with the City prior to finalization so that each visit maximizes value to the project. Dudek will then draft and submit a public outreach plan to the City that will summarize all the planned outreach and engagement events and presentations within 2 months of the project kickoff meeting.
Development of an Urban Forest Management Plan—City of Newark 7 Task 5.2. Online Community Survey
Dudek will develop and host an online survey using the Esri Survey 123 platform in English, Spanish, Mandarin, and Vietnamese. Questions will consist of topics related to urban forest values, the perceived benefits of trees, understanding of the current City urban forestry program, policies, and ways the City can support community tree planting efforts. Results of the surveys will be compiled in an electronic file, summarized, and included in the UFMP. The online survey will be dispersed through City channels, with the intention of receiving feedback from the entirety of the community.
Task 5.3. In-Person Outreach Events
Dudek has found that linking outreach events with other community events, such as holiday celebrations, farmer’s markets, or similar events, helps reach a wider audience of community members who are not the typical tree advocate. It is expected that the City will help identify existing City-hosted events, community events, or other activities with high community participation for the project team to attend. Event locations will be focused on relevant audiences, partners, and hard-to-reach communities. In-person events will include engagement boards and education materials relevant to the concerns of the Newark community and frame urban forestry as an important tool in decreasing heat, increasing shade, and managing stormwater for the City. The Dudek project manager will provide coordination support, and our Oakland office staff will attend in-person for three community engagement events.
Task 5.4: Focus Group Interviews (2)
Dudek will host two 1-hour, virtual focus group meetings and lead participants through facilitated discussions and activities to understand the priorities of the community members who will be most impacted by the UFMP and integrate those priorities into planning efforts. Dudek and the City will identify specific groups and individuals within these areas for participation in the focus groups to promote support for implementing the UFMP.
Task 5.5. Supporting Materials
The Dudek marketing and graphic teams will prepare outreach materials for up to three events. Topics covered in social media may include key project takeaways, strategic educational materials, or information to promote community participation. Using input from key interested parties and the City, we will identify strategic social media outlets for these outreach materials, such as Instagram, Facebook, X, LinkedIn, or the City’s website, to engage the public in the UFMP process.
Deliverables
▪ Online community survey in English, Spanish, Mandarin, and Vietnamese ▪ Attendance at three in-person community events
▪ Developing up to three outreach materials
▪ Coordination and hosting of two virtual focus group meetings and summary ▪ Community Engagement Strategy Report to be included as an appendix to the UFMP Assumptions
▪ The City will share the online survey on its social media platforms, website, and other public outreach avenues.
▪ The City will assist in identifying public engagement events and logistics for participation. ▪ The City will assist in identifying interested parties for the focus group meetings. ▪ The City will provide one revision cycle for outreach materials.
Development of an Urban Forest Management Plan—City of Newark 8 Task 6. Strategic Plan Framework and Monitoring Strategy Task 6.1. Strategic Plan
Based on our comprehensive analyses, data synthesis, interviews, and community engagement activities, Dudek will create an actionable Strategic Plan for the City’s urban forest that will guide its long-term vision. The Strategic Plan will include the following:
▪ Vision. Dudek will create a statement to establish the vision for the future of the urban forest. This statement will verify that there is a common understanding of the UFMP outcome. ▪ Guiding Principles. Dudek will further refine the vision statement into specific categories based on City and community member values.
▪ Goals. Dudek will identify the outcomes that the City seeks to achieve for each guiding principle. Goals will be specific, measurable, attainable, realistic, and time sensitive. ▪ Actions. Dudek will define specific tasks necessary to achieve the vision of the UFMP.
Developing the UFMP strategies through an equity lens will promote equitable access for all City residents to a healthy and sustainable tree canopy. Dudek will also recommend strategies for increasing community participation in the management of the urban forest.
Task 6.2. Implementation Plan
Following the completion of the Strategic Plan, Dudek will work with the City to develop an Implementation Plan that provides the framework for how the actions will be carried out. The Implementation Plan will prioritize highpriority actions to complete within the short-term (1–5 years), mid-term (5–15 years), and long-term (15 - 20 years) and include measurable objectives; identify who is responsible for action items; and identify what costs or funding sources are needed to complete the objective. The goal of the Implementation Plan is to verify that the Strategic Plan is successfully carried out to achieve the County’s long-term vision for the urban forest.
Task 6.3 Monitoring Plan
The UFMP is an adaptive document that necessitates periodic review to verify that goals and actions remain realistic and obtainable based on changes to the City’s environmental and economic conditions. Dudek recommends using the Community Assessment and Goal-Setting Tool created by Vibrant Cities Lab as a main component of the monitoring plan. The tool provides a clearly defined process to measure and define successful implementation of UFMP goals and objectives. Vibrant Cities Lab is a collaboration of the United States Forest Service, American Forests, and the National Association of Regional Councils, and serves as an online hub of urban forest and tree research, best practices, and planning tools (http://vibrantcitieslab.com). The Community Assessment and Goal-Setting Tool is based on research on urban forest sustainability and establishes criteria and indicators to measure urban forest sustainability. The tool enables the user to continuously monitor measurable outcomes to determine progress toward completing goals. Dudek will use the results of the analyses in Task 2 along with City staff input to complete the Vibrant Cities Lab self-assessment and determine where the current gaps exist in achieving the various indicators of urban forest sustainability.
Deliverables
▪ Recommendations to improve urban forest management program ▪ Recommendation for staffing and budget levels needed to implement the UFMP ▪ 20-year strategic and implementation plan
Development of an Urban Forest Management Plan—City of Newark 9 ▪ Urban Forest Monitoring Plan from Vibrant Cities Lab
▪ Potential funding sources to implement the UFMP
Task 7. Urban Forest Management Plan Development
Task 7.1. Outline
Dudek anticipates first developing a content outline organized by chapter before proceeding with the full UFMP document. The content outline will verify that the project fulfills the required elements and goals of the City. This content outline will be submitted to the City for review, and the final UFMP document will be developed following this outline. The UFMP will include the various subjects outlined in the Request for Proposal (RFP), including, but not limited to, the following:
▪ Clear objectives for urban forestry management and tree canopy expansion ▪ Key performance indicators to track tree planting efforts, canopy growth, and public engagement ▪ Tree species recommendations tailored to Newark’s climate and long-term sustainability ▪ Guidelines for selecting and planting trees in parks, streetscapes, creeks, and business districts ▪ Strategies for mitigating infrastructure conflicts and enhancing tree longevity ▪ Integrate the UFMP with City tree ordinances
▪ Reducing the heat island effect
▪ Plans to incorporate private trees into future canopy coverage assessments, as they are not included in the 2024 assessment
▪ Climate and pest resilience (including shothole borer [Apate terebrans] action plans) Task 7.2. Administrative Draft
Dudek will complete and submit an administrative draft of the UFMP to City staff for review within 12 months of the project kickoff. This document will be an 80% complete draft that will have a complete narrative but will not include finalized graphics or formatting. We request that the appropriate City personnel provide comments on the administrative draft within a 30-day time frame.
Task 7.3. Public Draft
Dudek will incorporate the edits received from City staff, add visual aids and graphics, and make the second (public) draft available for public review and comment. The public draft will be visually appealing and prioritize readability and communication to the public. Dudek will coordinate with the City to post the public draft on its website and other important media channels. Dudek will create a dedicated email address and set of public comment instructions to facilitate receipt and organization of public comments. The open period for public review and comment on the public draft of the UFMP will be 30 calendar days. The public draft will be submitted within 14 months of the project start as an electronic copy in Adobe PDF and will include all graphics and appendices.
Task 7.4. Final Draft
Following completion of the public draft review process, Dudek will develop the final draft of the UFMP and incorporate City and public comments. Dudek will submit the final version of the UFMP within 16 months of project start as an electronic copy in Adobe PDF and will print out and deliver four bound copies of the final UFMP, including all figures, appendices, and visual aids.
Development of an Urban Forest Management Plan—City of Newark 10 Task 7.5: Government Meetings and Presentations
Dudek will present (in person) at a minimum of one Commission meeting and a minimum of two City Council meetings to report on the UFMP process, results of the analysis, and recommendations for the urban forest program. The goal of the final presentation is for the City Council to adopt the UFMP.
Deliverables
▪ UFMP outline
▪ UFMP administrative draft within 12 months (Word document), public draft (PDF) within 14 months, and final draft (PDF) within 16 months of project start ▪ Presentations for up to three City government meetings Assumptions
▪ The City will provide written comments on the draft UFMP within 30 days of delivery. ▪ The City will provide written comments on the final draft UFMP within 30 days of delivery.
Task 8. Contingency
This task consists of contingency funds for as-needed additional tasks approved by the City.
Figure 1 presents the Dudek team organization, including roles and responsibilities for the proposed staff members. Additional urban forestry, planning, and community outreach staff based throughout California are available to support the team, if necessary. Following the organization chart you can find condensed resumes for each team member.
Figure 1. Dudek Team Organization
PROJECT
MANAGEMENT
Project Manager
Kevin Cullinen
Senior Technical Advisor
Ryan Allen*
PROJECT TEAM
Urban Forestry
Jared Davis*
Kanami Otani*
Data Analysis
Alexandria Reed
Community
Engagement Lead
Kevin Cullinen
Creative Services
Joshua Becker
*ISA Certified Arborist
Development of an Urban Forest Management Plan—City of Newark 11 Cost
Table 2 provides a cost proposal for the City of Newark UFMP project. Dudek is open to negotiating changes to the proposed scope to reduce costs where necessary.
Project Team Role:
Senior
Specialist III
Specialist
III Specialist III Analyst V Specialist I
GIS
Analyst II
Creative
Services IV
Technical
Editor ll
Team Member:
Ryan
Allen
Kevin
Cullinen
Kanami
Otani
Jared
Davis
Alexandria
Reed
GIS
Analyst II
Joshua
Becker
Kathryn
Landoe
Billable Rate: $250 $185 $185 $155 $165 $145 $185 $145
Task 1 Project Management and Coordination
1.1 Kickoff and Monthly Meetings 8 24 8 16 6 62 $11,390 $84 $11,474
1.2 Project Administration and Quality Control 12 16 28 $5,960 $5,960 Subtotal Task 1 20 40 8 16 6 90 $17,350 $84 $17,434
Task 2 Tree Inventory and Canopy Cover Analysis
2.1 Tree Inventory Review
2.1.1 Relative Tree Health & Vulnerability Analysis 1 4 20 25 $4,290 $4,290
2.1.2 Envir. Services & Economic Value of Inventory 2 8 10 $1,690 $1,690
2.2 Canopy Cover Assessment
2.2.1 Tree Canopy Analysis 4 32 36 $6,020 $6,020
2.2.2 Establish Tree Canopy Goals 2 12 24 38 $6,680 $6,680
2.3 Urban Forest Assessment Report 1 6 12 19 $3,340 $3,340 Subtotal Task 2 4 28 96 128 $22,020 $22,020
Task 3 Urban Forestry Program Operations and Policies Review
3.1 Department Interviews 4 8 14 8 34 $6,310 $42 $6,352
3.2 Urban Forest Management and Structure 1 4 8 6 19 $3,400 $3,400
3.3 Review City Policies, Documents, and Reports 12 4 20 36 $6,060 $6,060
3.4 Background and Operations Report 4 12 8 24 $4,200 $4,200 Subtotal Task 3 5 28 38 42 113 $19,970 $42 $20,012
Task 4 Best Management Practices
4.1 Tree Species Recommendations 2 4 12 18 $3,100 $3,100
4.2 Updated Specifications and Best Management Practices 1 4 2 8 15 $2,600 $2,600
4.3 Urban Tree Planting and Maintenance Guide 1 8 2 16 2 16 6 51 $8,700 $275 $8,975 Subtotal Task 4 4 16 4 36 2 16 6 84 $14,400 $275 $14,675 Task 5 Community Engagement
5.1 Community Outreach Plan 1 8 9 $1,730 $1,730
5.2 Online Community Survey 1 12 1 16 20 50 $8,035 $330 $8,365
5.3 In-Person Outreach Events 24 20 44 $7,540 $944 $8,484
5.4 Focus Group Interviews (2) 1 20 8 29 $5,430 $5,430
5.5 Supporting Materials 8 4 12 24 $4,320 $4,320
Subtotal Task 5 3 72 9 40 20 12 156 $27,055 $1,274 $28,329 Task 6 Strategic Plan Framework and Monitoring Strategy
6.1 Strategic Plan 2 16 4 22 $4,200 $4,200
6.2 Implementation Plan 1 12 2 15 $2,840 $2,840
6.3 Monitoring Plan 6 6 $1,110 $1,110
Subtotal Task 6 3 34 6 43 $8,150 $8,150
Task 7 Urban Forest Management Plan Development
7.1 Outline 1 8 9 $1,730 $1,730
7.2 Administrative Draft 12 40 16 24 24 8 16 140 $24,520 $24,520
7.3 Public Draft 8 30 8 12 12 4 40 12 126 $22,590 $22,590
7.4 Final Draft 4 16 4 4 4 2 20 6 60 $10,840 $10,840
7.5 Government Meetings and Presentations 1 16 5 22 $3,985 $126 $4,111 Subtotal Task 7 26 110 28 45 40 14 60 34 357 $63,665 $126 $63,791 Task 8 Contingency $25,589 $25,589
Total Hours 65 328 93 179 142 36 88 40 971
Total $16,250 $60,680 $17,205 $27,745 $23,430 $5,220 $16,280 $5,800 $172,610 $27,390 $200,000 Dudek Labor Hours and Rates
TOTAL
DUDEK
HOURS
DUDEK
LABOR
COSTS
OTHER
DIRECT
COSTS TOTAL FEE
Direct Cost Breakdown
Mileage Costs
Task Mileage Notes
Number of
Miles
Number of
Vehicles Mileage Rate Cost
1.1 - Kickoff and Monthly
Meetings
60 mile round trip x 2
trips 120 1 $1 $84
3.1 - Department
Interviews
60 mile round trip for ridealong tour 60 1 $1 $42
5.3 - In-Person
Outreach Events
60 mile round trip x 3
trips 360 2 $1 $504
7.5 - Government
Meetings and
Presentations
60 mile round trip x 3
trips 180 1 $1 $126
Other Direct Costs
Task Item Description
Number of
Units Unit Cost Cost
4.3 - Urban Tree
Planting and
Maintenance Guide
Printing and Shipping
Costs for 10 printed
guides
1 $275 $275
5.2 - Online Community
Survey
Translation of survey to 3
other languages 1 $330 $330
5.3 - In-Person
Outreach Events
Posters and Flyers for
Engagement with
translation
1 $440 $440
8 - Contingency Project Contingency 1 $25,589 $25,589
Development of an Urban Forest Management Plan 12
Schedule
Table 3 provides a schedule for the City of Newark UFMP project. 2025
Dec Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June Task 1: Project Management and Coordination Kickoff
Task 2: Tree Inventory and Canopy Cover Analysis
Task 2.1.1: Relative Tree Health and Climate Vulnerability Analysis Task 2.1.2: Envir. Services & Economic Value of Current Inventory iTree Task 2.2: Tree Canopy Survey
Task 2.3: Establish Tree Canopy Goals
Task 2.4: Urban Forest Assessment Report
Task 3: Urban Forestry Program Opps & Policies Review
Task 3.1 Department Interviews (6) Departmental Interviews (6) Task 3.2: Urban Forest Management and Structure
Task 3.4: Review & Analysis of Planning Docs & Objectives Task 3.4: Background and Operations Report
Task 4: Best Management Practices
Task 4.1: Tree Species Recommendations
Task 4.2: Updated Specifications & Best Management Practices Task 4.3: Urban Tree Planting and Maintenance Guide
Task 5: Community Engagement
Task 5.1. Community Outreach Plan
Task 5.2. Online Community Survey
Task 5.3. In-Person Outreach Events (3) Event 1 Event 2 Event 3 Task 5.4: Focus Group Interviews (2) FG Mtg 1 FG Mtg 2
Task 5.5. Supporting Materials
Task 6: Strategic Plan Framework & Monitoring Strategy
Task 6.1: Strategic Plan Development
Task 6.2: Implementation Plan
Task 6.3: Monitoring Plan
Task 7: Urban Forest Management Plan Development
Task 7.1: Outline Outline
Task 7.2: Administrative Draft
Task 7.3: Public Draft
Task 7.4: Final Draft
Task 7.5: Government Meetings and Presentations (3) Mtgs Adoption Admin Draft
Focus Group Formation
Structure & Staffing Analysis UF Budget Analysis
Review & Analysis Recommendations
Report
Tasks
Final Draft
Tree Guide
Specs Review Recommendations
Public Draft
Monitoring Plan
Implement. Plan
Online Community Survey
Engagement Supporting Materials --->
Strategic Plan
Growth Analysis Canopy Goals
Report
Outreach Plan
Soils Analysis Rec. Tree Species List
Monthly Meetings, Project Administration and QC --->
Tree Canopy Survey
Inventory Analysis
2026 2027
EXHIBIT B
COMPENSATION SCHEDULE
Engineering Services
DUDEK 2025 Standard Schedule of Charges
Hydrogeology/HazWaste Services
Project Director.......................................................................$345.00/hr Principal Engineer lll ...............................................................$320.00/hr Principal Engineer II................................................................$300.00/hr Principal Engineer I.................................................................$290.00/hr Program Manager...................................................................$275.00/hr Senior Project Manager..........................................................$275.00/hr Project Manager......................................................................$265.00/hr Senior Engineer III...................................................................$260.00/hr Senior Engineer II....................................................................$250.00/hr Senior Engineer I.....................................................................$240.00/hr Project Engineer IV/Technician IV ..........................................$230.00/hr Project Engineer llI/Technician III...........................................$220.00/hr Project Engineer lI/Technician II.............................................$210.00/hr Project Engineer I/Technician I...............................................$190.00/hr 3D Production Manager.........................................................$220.00/hr Senior Designer II ...................................................................$210.00/hr Senior Designer I ....................................................................$200.00/hr Designer..................................................................................$190.00/hr Assistant Designer..................................................................$185.00/hr CADD Operator III....................................................................$180.00/hr CADD Operator II.....................................................................$195.00/hr CADD Operator I......................................................................$155.00/hr CADD Drafter...........................................................................$175.00/hr CADD Technician ....................................................................$125.00/hr Project Coordinator.................................................................$160.00/hr Engineering Assistant.............................................................$125.00/hr Environmental Services
Senior Project Director............................................................$350.00/hr Project Director.......................................................................$300.00/hr Senior Specialist V..................................................................$275.00/hr Senior Specialist IV.................................................................$265.00/hr Senior Specialist III .................................................................$250.00/hr Senior Specialist II ..................................................................$235.00/hr Senior Specialist I ...................................................................$220.00/hr Specialist V..............................................................................$210.00/hr Specialist IV.............................................................................$195.00/hr Specialist III.............................................................................$185.00/hr Specialist II..............................................................................$175.00/hr Specialist I...............................................................................$165.00/hr Analyst V..................................................................................$155.00/hr Analyst IV.................................................................................$145.00/hr Analyst III.................................................................................$135.00/hr Analyst II..................................................................................$125.00/hr Analyst I...................................................................................$105.00/hr Technician IV ..........................................................................$100.00/hr Technician III............................................................................. $90.00/hr Technician II.............................................................................. $80.00/hr Technician I............................................................................... $70.00/hr Project Coordinator II...................................................................$170.00/hr Project Coordinator I ..............................................................$135.00/hr Mapping and Surveying Services
UAS Pilot .................................................................................$165.00/hr Survey Lead ............................................................................$300.00/hr Survey Manager......................................................................$260.00/hr Survey Crew Chief...................................................................$195.00/hr Survey Rod Person..................................................................$145.00/hr Survey Mapping Technician...................................................$135.00/hr Construction Management Services
Principal Manager...................................................................$215.00/hr Senior Construction Manager.................................................$195.00/hr Senior Project Manager..........................................................$190.00/hr Construction Manager............................................................$185.00/hr Project Manager/Construction Management.........................$175.00/hr Resident Engineer ..................................................................$175.00/hr Construction Engineer ............................................................$175.00/hr On-site Owner’s Representative .............................................$160.00/hr Prevailing Wage Inspector......................................................$160.00/hr Construction Inspector............................................................$150.00/hr Administrator/Labor Compliance...........................................$125.00/hr Project Director....................................................................... $345.00/hr Principal Hydrogeologist/Engineer III..................................... $320.00/hr Principal Hydrogeologist/Engineer II...................................... $310.00/hr Principal Hydrogeologist/Engineer I....................................... $300.00/hr Senior Hydrogeologist V/Engineer V ...................................... $275.00/hr Senior Hydrogeologist IV/Engineer IV .................................... $265.00/hr Senior Hydrogeologist III/Engineer III..................................... $255.00/hr Senior Hydrogeologist II/Engineer II....................................... $245.00/hr Senior Hydrogeologist I/Engineer I......................................... $235.00/hr Project Hydrogeologist V/Engineer V...................................... $225.00/hr Project Hydrogeologist IV/Engineer IV.................................... $215.00/hr Project Hydrogeologist III/Engineer III.................................... $205.00/hr Project Hydrogeologist II/Engineer II...................................... $195.00/hr Project Hydrogeologist I/Engineer I........................................ $185.00/hr Hydrogeologist/Engineering Assistant................................... $150.00/hr HazMat Field Technician ........................................................$135.00/hr District Management & Operations
District General Manager....................................................... $225.00/hr District Engineer..................................................................... $215.00/hr Operations Manager............................................................... $165.00/hr District Secretary/Accountant ................................................ $150.00/hr Collections System Manager.................................................. $150.00/hr Grade V Operator.................................................................... $140.00/hr Grade IV Operator................................................................... $125.00/hr Grade III Operator................................................................... $115.00/hr Grade II Operator...................................................................... $95.00/hr Grade I Operator....................................................................... $90.00/hr Operator in Training.................................................................. $80.00/hr Collection Maintenance Worker............................................... $85.00/hr Project Delivery Services
Technology Specialist II.......................................................... $245.00/hr Technology Specialist I........................................................... $190.00/hr GIS Analyst V........................................................................... $220.00/hr GIS Analyst IV.......................................................................... $200.00/hr GIS Analyst III.......................................................................... $185.00/hr GIS Analyst II........................................................................... $145.00/hr GIS Analyst I............................................................................ $130.00/hr Creative Services IV................................................................ $185.00/hr Creative Services III ................................................................ $160.00/hr Creative Services II................................................................. $145.00/hr Creative Services I.................................................................. $130.00/hr Technical Editor lV.................................................................. $185.00/hr Technical Editor lll .................................................................. $160.00/hr Technical Editor ll ................................................................... $145.00/hr Technical Editor l.................................................................... $130.00/hr Publications Specialist lV ....................................................... $135.00/hr Publications Specialist lll........................................................ $125.00/hr Publications Specialist ll......................................................... $115.00/hr Publications Specialist l ......................................................... $105.00/hr Clerical Administration............................................................ $100.00/hr Expert Witness – Court appearances, depositions, and interrogatories as expert witness will be billed at 2.00 times normal rates.
Emergency and Holidays – Minimum charge of two hours will be billed at 1.75 times the normal rate.
Material and Outside Services – Subcontractors, rental of special equipment, special reproductions and blueprinting, outside data processing and computer services, etc., are charged at 1.15 times the direct cost.
Travel Expenses – Mileage at current IRS allowable rates. Per diem where overnight stay is involved is charged at cost
Invoices, Late Charges – All fees will be billed to Client monthly and shall be due and payable upon receipt. Invoices are delinquent if not paid within 30 days from the date of the invoice. Client agrees to pay interest at a 10% annual rate for amounts unpaid greater than 30 days after the date of the invoice.
Annual Increases – Unless identified otherwise, these standard rates will increase in line with the CPI-U for the nearest urban area per the Department of Labor Statistics to where the work is being completed) or by 3% annually, whichever is higher.
Prevailing Wage – The rates listed above assume prevailing wage rates do not apply. If this assumption is incorrect Dudek reserves the right to adjust its rates accordingly.
Urban Forest
Management Plan
City Council Meeting
December 11, 2025
1 It is our mission to serve and partner with our community to continually enhance the quality of life of everyone in Newark.
An urban forest comprises all
trees and green spaces within a
city.
An UFMP provides a framework
for maintaining and enhancing
the urban forest.
City Council: December 11, 2025
Urban Forest Management Plan
2 Current Tree Maintenance Efforts
• The City currently maintains approximately 12,600
trees in the public right-of-way.
• Annual Tree-Maintenance Budget is $300,00.
• Maintenance staff plants about 100 trees/year in
parks and 50 trees/year in the road right-of-way.
City Council: December 11, 2025
Urban Forest Management Plan
3 4
Urban Forest Management Plan
Newark
5 Scope of Work
• Tree Inventory
• Canopy Cover Assessment
• Tree Species Recommendations
• Best Management Practices
• Community Engagement
• Implementation and Monitoring Plan
City Council: December 11, 2025
Urban Forest Management Plan
6 Selection Process
• The City released a Request for Proposals to
develop an Urban Forest Master Plan.
• The City received six proposals.
• The proposals were reviewed by staff.
• Dudek's proposal was the highest-ranked.
City Council: December 11, 2025
Urban Forest Management Plan
7 Proposed Schedule
• September 2026: Update to City Council on the draft
results of the assessments and community outreach.
• Spring 2027: Draft Urban Forest Master Plan presented to City Council.
• Summer 2027: The final Urban Forest Master Plan to the City Council for adoption.
City Council: December 11, 2025
Urban Forest Management Plan
8 Recommendation
Staff recommends that Council adopt a resolution to
authorize the City Manager to execute a Contractual
Services Agreement with Dudek to develop an Urban
Forest Management Plan.
City Council: December 11, 2025
Urban Forest Management Plan
9 Questions
and Comments
10 Item F. 3.
DATE 01/08/2026
TO Honorable Mayor and City Council Members
FROM Richard Martinez, Emergency Coordinator
SUBJECT Adopt a resolution approving the City of Newark Emergency Operations Plan 2025 Revision as the official emergency management framework for the City and affirming its alignment with the Alameda County Operational Area Emergency Operations Plan
SUMMARY AND RECOMMENDATION
The City's Emergency Operations Plan 2025 Revision incorporates current federal and state guidance, clarifies response roles and responsibilities, and strengthens the City’s overall preparedness for major emergencies and disasters.
Staff recommends that the City Council adopt a resolution approving the City of Newark Emergency Operations Plan 2025 Revision (EOP) and affirming alignment of the City of Newark EOP with the Alameda County Operational Area Emergency Operations Plan (OAEOP).
BACKGROUND
The City of Newark last updated and adopted its Comprehensive Emergency Management Plan (CEMP) in 2013. The CEMP is comprised of the Emergency Operations Plan, Standard Operations Plan (SOP), Continuity of Operations Plan (COOP), and stand-alone annexes that provide specific guidance on how the City is to respond to specific emergencies. To align with the current Federal Emergency Management Agency (FEMA) and California Governor's Office of Emergency Services (Cal OES) standards, the City is transitioning from a CEMP format to two separate documents - an EOP (including the COOP) and a SOP (including the annexes). The EOP clearly defines emergency management roles and coordination, and incorporates continuity of government provisions, requiring Disaster Council and City Council review and approval. The SOP and annexes would be maintained separately for flexibility and ease of updates at a staff level as they focus more on processes and protocols.
On November 26, 2024, City Council authorized the City Manager to execute an agreement with Howell Consulting, Inc. to provide technical expertise in developing an updated EOP.
DISCUSSION/ANALYSIS
Working alongside City staff, Howell Consulting, Inc. provided draft review sessions, training materials, and implementation recommendations. Within the EOP, the organizational structure and operational guidance for managing emergencies and disasters that may affect the City is outlined. It describes the roles and responsibilities of City departments and partner agencies during all phases of emergency management. The EOP was developed in accordance with the California Emergency Services Act, the Standard Emergency Management System (SEMS), and the National Incident Management System (NIMS) to ensure consistency with State and Federal standards. The EOP also establishes coordination mechanisms between the City and Alameda County Operational Area, enabling effective communication, mutual aid and resource sharing during large scale incidents.
Adoption of this EOP would formalize the City’s comprehensive emergency management structure and enhance the City’s ability to integrate with the Alameda County Operational Area, ensure interoperability with regional and state systems, maintain eligibility for State and Federal disaster assistance, and provide clear guidance for coordination and recovery operations.
Key improvements in the 2025 Revision include:
All-Hazards Framework: Addresses natural disasters (earthquake, wildfire, flood, extreme weather), technological incidents (utility failure, hazardous materials), and human-caused events (terrorism, civil unrest).
Governance & Authorities: Clarifies the City’s emergency proclamation process, EOC Director authority, and succession of command.
Concept of Operations: Defines EOC activation levels, operational periods, and resource management procedures consistent with SEMS/NIMS.
Public Warning & Information: Integrates the Integrated Public Alert & Warning System (IPAWS), AC Alert, and other communication systems to enhance public notification and accessibility.
Mass Care & Shelter: Establishes agreements and procedures for sheltering, functional needs support services, and animal care.
Recovery & Continuity: Expands recovery framework, continuity of operations (COOP), and continuity of government (COG) provisions. This ensures that the essential city services and governmental leadership functions can continue or quickly resume during and after emergencies.
Training & Exercises: Provides a training and exercise plan (MYTEP). This training and exercise program ensures that we build and maintain the skills, capabilities, and coordination needed to implement the EOP.
The EOP meets requirements for SEMS/NIMS compliance and aligns with Alameda County’s Operational Area plans, maintaining eligibility for federal and state preparedness grant funding.
FISCAL IMPACT
There is no fiscal impact associated with this action. Future costs related to training, There is no fiscal impact associated with this action. Future costs related to training, exercises, and plan maintenance will be incorporated into the regular biennial budget process and may be supported through available grant funding.
ENVIRONMENTAL/PLANNING COMMISSION REVIEW
REVIEW AND APPROVAL
Prepared by - Richard Martinez, Emergency Services Coordinator Reviewed by - Lenka Hovorka, Assistant City Manager
Reviewed by - Kristopher J. Kokotaylo, City Attorney
Approved by - David J. Benoun, City Manager
Attachments
Resolution - Emergency Operations Plan 2025 Revision
Exhibit A - Emergency Operations Plan 2025 Revision
Presentation - Emergency Operations Plan 2025 Revision
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF NEWARK
ADOPTING THE CITY OF NEWARK EMERGENCY OPERATIONS
PLAN 2025 REVISION (EOP) AND AFFIRMING ALIGNMENT OF
THE CITY OF NEWARK EOP WITH THE ALAMEDA COUNTY
OPERATIONAL AREA EMERGENCY OPERATIONS PLAN
WHEREAS, the City of Newark is committed to maintaining an Emergency Operations Plan consistent with the California Standardized Emergency Management System (SEMS) and National Incident Management System (NIMS); and
WHEREAS, the City’s current Emergency Operations Plan is outdated and staff, with the assistance of a consultant, has prepared a comprehensive all-hazards revision; and WHEREAS, the updated EOP establishes emergency roles and responsibilities, activation levels for the Emergency Operations Center, and procedures for public warning, mass care and sheltering, resource management, and recovery; and
WHEREAS, adoption of the EOP supports interoperability and compliance with Alameda County Operational Area emergency management practices; and WHEREAS, adoption of the EOP is exempt from the California Environmental Quality Act as an administrative activity; and
WHEREAS, the City’s EOP will be maintained as a living document, reviewed annually, and updated as needed to reflect changes in organizational structure, resources, threat environment, and best practices.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Newark, California, that:
1. The City of Newark Emergency Operations Plan 2025 Revision, attached hereto as Exhibit A, is hereby adopted; and
2. The City Manager, or their designee, is authorized to implement the provisions of the EOP, maintain operational readiness, and make administrative updates necessary to preserve compliance with SEMS, NIMS, and other applicable regulations; and
3. This Resolution shall take effect immediately upon adoption.
EMERGENCY OPERATIONS PLAN
2025 REVISION
City of Newark
37101 Newark Blvd.
Newark, CA 94560
2 City of Newark Emergency Operations Plan 2025 Revision This page intentionally blank
3 City of Newark Emergency Operations Plan 2025 Revision Letter of Promulgation
To: City Officials, Employees and Residents
The preservation of life, property and the environment are inherent responsibilities of local, state, and federal governments.
As disasters can occur at any time, the City must provide safeguards that will save lives and minimize property and environmental damage through careful planning, preparedness measures and training. Sound emergency plans carried out by knowledgeable and well-trained personnel can and will minimize losses.
The City’s Emergency Operations Plan (EOP) establishes an Emergency Management Organization and assigns functions and tasks consistent with California’s Standardize Emergency Management System (SEMS) and the National Incident Management System (NIMS). It provides for the integration and coordination of planning efforts through a whole community approach and authorizes city personnel to perform their duties and tasks before, during, and after an emergency.
This plan was developed for city departments and local special districts with emergency services responsibilities within the City. The content is based upon guidance approved and provided by the Federal Emergency Management Agency (FEMA) and the California Office of Emergency Services (Cal OES). The intent of the plan is to provide guidance on how to respond to an emergency from the onset, through an extended response and into the recovery process.
Once adopted, this plan is an extension of the County of Alameda Emergency Operations Plan (EOP) and the State of California Emergency Plan. It will be reviewed and tested periodically and revised as necessary, to meet changing conditions such as lessons learned from an actual disaster or emergency; and/or changes in State/Federal guidance.
This plan will be submitted to the City Council for review, and, upon their concurrence, officially adopted and promulgated.
This promulgation shall be effective upon its signing and shall remain in effect until amended or rescinded by further promulgation. The promulgation of this plan further affirms the City’s support for emergency management, and a safe and resilient community.
________________________
Mayor
4 City of Newark Emergency Operations Plan 2025 Revision This page intentionally blank
5 City of Newark Emergency Operations Plan 2025 Revision Table of Contents
Letter of Promulgation ................................................................................................................ 3 Acronyms .................................................................................................................................... 8 Approval and Implementation ................................................................................................... 10 Foreword .......................................................................................................................................... 10 Plan Approval and Implementation .................................................................................................... 10 Plan Modifications............................................................................................................................. 10 City of Newark’s Commitment to Comprehensive Equity and Climate Resilience................................. 11 Plan Concurrence .............................................................................................................................. 12 Record of Changes ............................................................................................................................ 13 Record of Distribution ....................................................................................................................... 14
1. Purpose, Scope, Situation and Assumptions ....................................................................... 15
1.1 Purpose ................................................................................................................................ 15
1.2 Planning Organization and Format ........................................................................................ 15
1.3 Scope ................................................................................................................................... 16
1.4 Situation Overview ............................................................................................................... 16
1.4.1 Geography and Climate ............................................................................................................................. 17
1.4.2 History......................................................................................................................................................... 18
1.4.3 City Hazard Analysis ................................................................................................................................... 18
1.4.4 Capability Assessment ............................................................................................................................... 19
1.4.5 Mitigation Overview................................................................................................................................... 20
1.5 Planning Assumptions ........................................................................................................... 20
2. Concept of Operations ....................................................................................................... 22
2.1 Response .............................................................................................................................. 22
2.1.1 Goals, Priorities, and Strategies................................................................................................................. 22
2.1.2 Plan Activation............................................................................................................................................ 23
2.1.3 Proclaiming an Emergency ........................................................................................................................ 23
2.1.4 Presidential Declarations ........................................................................................................................... 24
2.1.5 Emergency Management Response Levels............................................................................................... 25
2.1.6 Sequence of Events.................................................................................................................................... 26
2.2 Recovery .............................................................................................................................. 31
2.2.1 Short-Term Recovery.................................................................................................................................. 31
2.2.2 Long-Term Recovery................................................................................................................................... 31
2.3 Continuity............................................................................................................................. 32
2.3.1 Continuity of Operations and Government .............................................................................................. 32
3. Organization and Assignment of Responsibilities ................................................................ 34 6 City of Newark Emergency Operations Plan 2025 Revision
3.1 Use of State and Federal Response Systems .......................................................................... 34
3.2 Role of Elected Official .......................................................................................................... 34
3.3 Role of City Departments ...................................................................................................... 35
3.3.1 City Manager’s Office................................................................................................................................. 35
3.3.2 Recreation & Community Services Department....................................................................................... 35
3.3.3 Community Development Department .................................................................................................... 36
3.3.4 Finance Department .................................................................................................................................. 36
3.3.5 Fire Department......................................................................................................................................... 36
3.3.6 Human Resources Department................................................................................................................. 36
3.3.7 Information Technology Department........................................................................................................ 36
3.3.8 Police Department ..................................................................................................................................... 37
3.3.9 Public Works Department.......................................................................................................................... 37
3.3.10 Emergency Operation Center, Department Operations Center and Responder Personnel.............. 37
3.4 Role of the Private Sector ...................................................................................................... 37
3.4.1 Contracted City Services............................................................................................................................ 37
3.4.2 Residents .................................................................................................................................................... 37
3.4.3 Populations with Access and Functional Needs ....................................................................................... 38
3.4.4 At Risk Individuals....................................................................................................................................... 38
3.4.5 Businesses .................................................................................................................................................. 39
3.4.6 Volunteer Organizations ............................................................................................................................ 40
3.4.7 Public-Private Partnerships........................................................................................................................ 40
4. Direction, Control and Coordination ................................................................................... 41
4.1 Direction and Control............................................................................................................ 41
4.2 Coordination ........................................................................................................................ 41
4.3 Multi-Entity/Jurisdiction Coordination and Mutual Aid .......................................................... 41
4.3.1 Operational Area Coordination ................................................................................................................. 41
4.3.2 Mutual Aid .................................................................................................................................................. 41
4.3.3 Mutual Aid Coordination ........................................................................................................................... 42
4.4 National Incident Management System, Standardized Emergency Management System, and the Incident Command System ............................................................................................................................. 43
4.4.1 National Incident Management System.................................................................................................... 44
4.4.2 Standardized Emergency Management System ....................................................................................... 45
5. Communication ................................................................................................................. 49
5.1 City Emergency Operations Center ........................................................................................ 49
5.2 City Operations and Responders ........................................................................................... 49
5.3 Notification and Warning ...................................................................................................... 49
6. Information Collection, Analysis and Distribution ............................................................... 50
6.1 Before an Incident ................................................................................................................ 50
6.2 During an Incident ................................................................................................................ 50
6.3 After an Incident ................................................................................................................... 51 7 City of Newark Emergency Operations Plan 2025 Revision
6.4 Emergency Public Information .............................................................................................. 51
7. Administration, Finance and Logistics ................................................................................ 52
7.1 Administration ...................................................................................................................... 52
7.1.1 City Operations Policy Statement.............................................................................................................. 52
7.1.2 Disaster Service Workers ........................................................................................................................... 53
7.1.3 Documentation........................................................................................................................................... 53
7.2 Finance ................................................................................................................................ 53
7.2.1 Expenditure Tracking.................................................................................................................................. 53
7.2.2 Eligible Expenses........................................................................................................................................ 54
7.2.3 Recordkeeping Requirements.................................................................................................................... 54
7.3 Logistics................................................................................................................................ 54
7.3.1 Resource Management.............................................................................................................................. 54
7.3.2 Resource Priorities ..................................................................................................................................... 54
7.3.3 Resource Requests..................................................................................................................................... 55
8. Plan Development and Maintenance.................................................................................. 56
8.1 Administrative Practices ........................................................................................................ 56
8.2 Standard Operating Procedures ............................................................................................ 56
8.3 Training and Exercises ........................................................................................................... 56
8.4 Essential Records Retention .................................................................................................. 57
8.5 After Action Reports and Corrective Actions .......................................................................... 57
9. Authorities and References ................................................................................................ 59 Appendix A – Glossary of Terms ................................................................................................. 61
8 City of Newark Emergency Operations Plan 2025 Revision Acronyms
• Access and Functional Needs (AFN)
• Action Plan (AP)
• After Action Report (AAR)
• American Red Cross (ARC)
• California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA) • California Disaster Assistance Act (CDAA)
• California Emergency Services Act (ESA)
• California Office of Emergency Services (Cal OES)
• Continuity of Government (COG)
• Continuity of Operations (COOP)
• Department Operations Center (DOC)
• Disaster Recovery Center (DRC)
• Disaster Service Worker (DSW)
• Emergency Management Assistance Compact (EMAC)
• Emergency Medical Services (EMS)
• Emergency Operations Center (EOC)
• Emergency Operations Plan (EOP)
• EOC Action Plan (EAP)
• Federal Coordinating Officer
• Federal Emergency Management Agency (FEMA)
• Geographic Informational Services (GIS)
• Homeland Security Presidential Directives (HSPDs)
• Incident Action Plan (IAP)
• Incident Commander (IC)
• Incident Command Post (ICP)
• Incident Command System (ICS)
• Information Technology (IT)
• Integrated Preparedness Plan (IPP)
• Joint Field Office (JFO)
• Joint Information Center (JIC)
• Local Assistance Centers (LAC)
• Multiagency Coordination Group (MAC Group)
• Multiagency Coordination System(s) (MACS)
• National Incident Management System (NIMS)
• National Oceanic Atmospheric Administration (NOAA)
• National Response Framework (NRF)
• Office of Emergency Services (OES)
• Operational Area (OA)
• Public Information Officer (PIO)
• Regional Emergency Operations Center (REOC)
• Standard Operating Procedure (SOP)
9 City of Newark Emergency Operations Plan 2025 Revision • Standardized Emergency Management System (SEMS)
• State Coordinating Officer (SCO)
• State Operations Center (SOC)
• The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) 10 City of Newark Emergency Operations Plan 2025 Revision Approval and Implementation
Foreword
The City of Newark (hereafter, “City”) EOP addresses the City’s planned response to extraordinary emergency situations associated with natural and human-caused disasters, technological incidents, and national security emergencies in or affecting the City. This plan does not apply to normal day-to-day emergencies, or the established departmental procedures used to cope with such emergencies. Rather, this plan focuses on operational concepts and would be implemented relative to large-scale disasters posing major threats to life, property, and the environment requiring unusual emergency responses.
This plan accomplishes the following:
• Establishes the Emergency Management Organization required to mitigate any significant emergency or disaster affecting the City.
• Identifies the roles and responsibilities required to protect the health and safety of residents, public and private property, and the environmental effects of natural, technological, and human-caused emergencies and disasters. • Establishes the operational concepts associated with a field response to emergencies, the City Emergency Operations Center (EOC) activities, and the recovery process.
Plan Approval and Implementation
Upon concurrence of the City Council, the plan will be officially adopted and promulgated. The approval date will be included on the title page. The plan will be distributed to those City departments, supporting allied agencies, and community organizations having assigned primary functions or responsibilities within the EOP as necessary.
Plan Modifications
Upon the delegation of authority from the Director of Emergency Services, specific modifications can be made to this plan without the signature of the City Council. This Basic Plan, it’s Annexes, Appendices, and Attachments supersede all previous versions of the City EOP.
11 City of Newark Emergency Operations Plan 2025 Revision City of Newark’s Commitment to Comprehensive Equity and Climate Resilience Overview
In alignment with FEMA's Equity and Climate Resilience Framework, the City of Newark’s EOP demonstrates a strong commitment to equity and climate resilience, ensuring that all community members are considered and protected during emergencies. The plan integrates comprehensive strategies to address the needs of vulnerable populations and mitigate the impacts of climate-related hazards, reflecting the city's dedication to inclusive and sustainable emergency management.
This robust approach ensures that the city is proactive in its efforts to build resilience and equity, creating a safer and more sustainable environment for all its residents.
Equity Approach
1. Inclusive Planning and Implementation: The City of Newark ensures that cultural competence and considerations for Access and Functional Needs (AFN) are integrated into every stage of emergency management, focusing on preventing disproportionate impacts on vulnerable populations.
2. Accessible Housing and Services: The city prioritizes accommodating AFN populations in inclusive, ADA-compliant facilities during emergencies, ensuring access to necessary services and communication aids such as interpreters and assistive technologies.
3. Community Engagement and Accessibility: The development of the EOP involves significant input from diverse community stakeholders and representatives to address the needs of all populations, enhancing overall resilience and inclusiveness.
Climate Resilience Strategy
1. Comprehensive Risk Assessment: the City of Newark conducts thorough risk assessments using historical data, scientific studies, and stakeholder input to identify potential hazards and vulnerabilities, employing tools like FEMA's HAZUS software.
2. Adaptation and Mitigation Strategies: The City implements mitigation strategies such as updating ordinances, retrofitting structures, and educating the public to reduce risks from natural and human-caused hazards.
3. Sustainability and Environmental Protection: the City prioritizes preserving the environment by minimizing the impact of emergencies on natural resources, ensuring that emergency responses do not exacerbate environmental degradation.
Conclusion
The City of Newark’s EOP emphasizes equity and climate resilience by integrating inclusive planning, accessible services, and community engagement with comprehensive risk assessments, adaptation strategies, and environmental protection. These efforts ensure that the city is well-prepared to manage emergencies while protecting its diverse populations and sustaining its environment.
12 City of Newark Emergency Operations Plan 2025 Revision Plan Concurrence
The following list of signatures documents each City Council Member’s concurrence and receipt of the 2025 City EOP.
Mayor _______________________________________
Date:
Vice Mayor _______________________________________
Date:
Council Member _______________________________________
Date:
Council Member _______________________________________
Date:
Council Member _______________________________________
Date:
13 City of Newark Emergency Operations Plan 2025 Revision Record of Changes
Version
Number
Date of
Change
Change Made By Date of
Approval
Change Approved By Description of Change
1 May 2025 Howell Consulting,
Brenna Howell
Emergency
Management for
Newark OES
Newark OES Full Update
2 3
4 5
6 7
8 9
10 14
City of Newark Emergency Operations Plan 2025 Revision
Record of Distribution
Recipient Name Recipient Title Recipient Agency Date of Delivery Number of Copies Provided 15 City of Newark Emergency Operations Plan 2025 Revision Purpose, Scope, Situation and Assumptions
Purpose
The purpose of the City EOP is to provide the planning basis for a coordinated response to extraordinary emergency situations associated with natural and human-caused emergencies or disasters within or affecting the City. This plan is the principal guide for the City’s response to, management of, and recovery from real or potential emergencies and disasters occurring within its designated geographic boundaries. Specifically, this plan is intended to:
• Outline the methods and procedures used by emergency management personnel to assess emergency situations and take appropriate actions to save lives and reduce injuries, prevent, or minimize damage to public and private property, and protect the environment.
• Identify the components of an Emergency Management Organization and establish associated protocols required to effectively respond to, manage and recover from major emergencies and disasters. • Develop a whole community approach to emergency management to facilitate a response that is inclusive of the entire community.
• Identify the organizational framework for the overall management and coordination of emergency operations in the city by implementing the SEMS and the NIMS.
• Identify the responsibilities of local, state, and federal agencies in the event of an emergency or disaster affecting the city.
• Define the operational concepts and procedures associated with the EOC interface with the field emergency responders.
• Facilitate mutual aid to supplement local resources.
• Facilitate multi-agency and multi-jurisdictional coordination between local government, the private sector, operational area (OA), state, and federal agencies.
• Support the provision for emergency public information, including information on personal protective actions the public can take.
• Serve as an operational plan and reference document, that can be used for pre-emergency planning in addition to emergency operations.
• Use in coordination with applicable local, state, and federal contingency plans.
Allied agencies, special districts, private enterprises, and volunteer organizations that have roles and responsibilities in this plan are encouraged to develop operating protocols and emergency action checklists to support their responsibility to this plan.
Planning Organization and Format
This plan is divided into several parts that contain general and specific information relating to city emergency management operations. Those parts are as follows:
• Basic Plan: This part provides the structure and organization of the City’s emergency management structure, identifies roles and responsibilities, describes the concept of emergency operations, and identifies how the City implements SEMS and NIMS, as established by federal and state emergency management entities. • Functional Annexes: The functional annexes focus on the support, emergency phase, or agency-focused annexes and add information and direction to the overall EOP. While the basic plan provides broad, overarching information 16 City of Newark Emergency Operations Plan 2025 Revision relevant to the EOP, these annexes focus on specific responsibilities, tasks, and operational considerations that pertain to the performance of a particular emergency operations function. • Hazard Specific Annexes: Hazard specific annexes identify hazard specific risk areas including evacuation routes, specify provisions and protocols for warning the public and disseminating emergency public information, and specify the types of protective equipment and detection devices for responders. • Support Documents: The support documents focus on critical operational functions and clearly describes the policies, processes, roles, and responsibilities that agencies and departments carry out before, during, and after any emergency.
Figure 0-1 Plans Relational Structure
Scope
The policies, procedures and provisions of this plan are applicable to all agencies and individuals, public and private, having responsibilities for emergency preparedness, response, recovery and/or mitigation activities within the City.
The plan applies to any extraordinary situation associated with any hazard, natural, or human-caused, which may affect the city, as well as situations requiring a planned and coordinated response by multiple agencies or jurisdictions.
Incorporating the FEMA Comprehensive Preparedness Guide (CPG) 101, Version 3.1, the Cal OES EOP Crosswalk - Local Government, the Alameda County EOP, and the California Emergency Plan, this plan is designed to be read, understood and exercised prior to an emergency and establishes the framework for the implementation of the SEMS and NIMS for the City.
This plan will be used in coordination with the State Emergency Plan and the National Response Framework (NRF).
Situation Overview
This section describes a number of potential hazards that could affect the City, which would warrant the activation of the emergency management organization. The map provided in Figure 0-2, details the City of Newark.
Tri-Cities Hazard
Mitigation Plan
City of Newark Annex
Emergency
Operations Plan
(Basic)
Functional Annexes Support Annexes Hazard Specific
Annexes
17 City of Newark Emergency Operations Plan 2025 Revision Figure 0-2 Base Map of the City of Newark
Geography and Climate
Newark is a city in Alameda County, California, situated on the southeast edge of the San Francisco Bay. It is located 35 miles south of San Francisco, 30 miles south of Oakland, 20 miles north of San Jose, and395 miles north of Los Angeles.
Newark is an enclave, surrounded by the city of Fremont. The three cities of Newark, Fremont, and Union City make up the Tri-City area. The western edge of Newark lies near the southern end of the San Francisco Bay. State Route 84 runs along the northwest border of the City and continues as the Dumbarton Bridge to cross the San Francisco Bay to reach Menlo Park. Interstate 880 serves as the eastern boundary of the City with Fremont. The U.S. Census Bureau reports the City has a total area of 13.9 square miles, of which, 13.88 square miles is land, and 0.02 square miles is water. The City has a mean elevation of 20 feet above sea level. Newark is bordered by the Don Edwards San Francisco Bay National Wildlife Habitat, hosting the largest wetland restoration project on the west coast of the U.S. Historically the Tri-City Planning Area was overlaid with tidal marshes, sloughs, ponds, willow groves, and creeks. Most of these historical features no longer exist due 18 City of Newark Emergency Operations Plan 2025 Revision to development of a creek and storm drain network and present-day watershed boundaries. Development has also resulted in the culverting and channelization of many creeks, and the filling of portions of the bay and tidal marsh lands or diking of tidal marsh lands for salt evaporators or farming.
The climate in Newark is described as Mediterranean, characterized by warm, dry summers and mild winters. U.S. Climate Data reports the average annual high temperature in Newark is 68.7 Fahrenheit (°F), with an average annual low of 50.9°F.
The average annual precipitation – rainfall – is 15.11 inches. July has the warmest temperatures of the year with an average high of 79°F. December and January have the coolest temperatures of the year with an average low of 42°F.
History
The San Francisco Bay region was once home to the Muwekma Ohlone Tribe. The first European settlement was Mission San José, founded on June 11, 1797, by the Franciscan order. It was the fourteenth Spanish mission established in California in what is currently the City of Fremont. In the mid-1850’s European settlers established landings and warehouses along the east bay, and ranchers purchased property to start businesses. An Englishman bought an interest in a swamp reclamation project and hired Mr. J. Barr Robertson, a Scotsman, to oversee his interests. Mr. Robertson was a director of the California Land Investment Co., Ltd., London, England, and eventually bought out the interest in the land from the Englishman. Mr.
Robertson named the land 'Newark' after the castle "Newark" in Port Glasgow, Scotland.
In the late 1870’s, Alfred Davis, a San Francisco capitalist, and Jim Fair, a Comstock millionaire completed the South Pacific Coast Railroad from Dumbarton Point south all the way to Santa Cruz. Soon, a railroad station, roundhouse, and railroad shop buildings were being erected in the center of Newark. Eventually, the railroad was extended north from Newark to Alameda, providing direct ferry service to San Francisco. The completion of the railroad precipitated additional development in Newark.
Hotels and stores were soon erected, along with some of the first manufacturing industries, including a railroad car building firm, and a foundry which later manufactured Wedgewood stoves. The production of salt, which had been underway in the Newark area since the 1850s, was also a major enterprise. Acquisitions and mergers of salt production companies throughout the Bay area ultimately resulted in formation of the Arden Salt Company, predecessor to Leslie Salt Company and the current Cargill Salt.
In the early 1950s, subdivisions began sprouting throughout Southern Alameda County and talk of incorporation was in the air. In 1953, a group representing six communities commissioned a study to incorporate six communities into one city.
Leaders in Newark decided to go it alone and withdrew from the venture after rejecting an industrial zoning for the entire town. The Newark Chamber of Commerce began its own movement toward incorporation of Newark. In September 1955, this effort paid off with the incorporation of Newark as the first new city in Alameda County in 47 years.
City Hazard Analysis
The City, situated within Alameda County, faces a variety of hazards. This plan was developed using an all-hazards planning approach and leverages the specific hazard and vulnerability findings that are identified in the Tri-Cities multi-jurisdictional Local Mitigation Plan, City of Newark Annex which include, but are not limited to:
Hazard
Geographic
Extent
Likelihood of
Future
Occurrences
Magnitude/
Severity Significance
Climate Change
Influence
Climate Change Extensive Highly Likely Critical High –
Coastal Flooding and
Sea Level Rise
Limited Highly Likely Limited Medium High
19 City of Newark Emergency Operations Plan 2025 Revision Hazard
Geographic
Extent
Likelihood of
Future
Occurrences
Magnitude/
Severity Significance
Climate Change
Influence
Dam Failure Extensive Unlikely Catastrophic High Medium Drought & Water
Shortage
Extensive Likely Limited Medium High
Earthquake Extensive Highly Likely Catastrophic High Low Flood: 1%/0.2%
annual chance
Significant Occasional Critical High High
Flood:
Localized/Stormwater
Flooding
Extensive Highly Likely Limited Medium Medium
Landslide Significant Likely Limited Low Medium
Levee Failure Limited Unlikely Limited Low Medium
Severe Weather:
Extreme Cold and
Freeze
Extensive Likely Negligible Low Medium
Severe Weather:
Extreme Heat
Extensive Highly Likely Limited Medium High
Severe Weather:
Heavy Rain and
Storms
Extensive Highly Likely Limited Medium Medium
Severe Weather: High
Winds and Tornadoes
Extensive Highly Likely Negligible Low Medium
Subsidence Significant Likely Limited Low Medium
Tsunami Limited Unlikely Limited Medium Low
Wildfire Significant Highly Likely Limited Medium Medium Source: Tri-City LHMP City of Newark Annex
Capability Assessment
A capability assessment provides part of the foundation for determining the type of emergency management, preparedness, and mitigation strategy. The assessment process also identifies gaps, or weaknesses, that may need to be addressed through preparedness planning goals and actions deemed practical considering the jurisdiction’s capabilities to implement them.
Finally, the capability assessment highlights the positive measures that are in place or underway for continued support and enhancement of the jurisdiction’s preparedness and response efforts.
As an established organization, the Emergency Management Organization (EMO) has the capabilities to perform the necessary emergency response duties outlined in this EOP.
The City has completed the following to increase capabilities:
• The City has identified a secondary EOC.
• Incorporated EOC Position Specific training.
• Participates in training and Exercises in the Region
• Serves as an OA partner.
20 City of Newark Emergency Operations Plan 2025 Revision In light of the City’s susceptibility and vulnerability to disasters, continuing emphasis will be placed on emergency planning, training of full-time personnel, public awareness and education, and assuring the adequacy and availability of sufficient resources to cope with such emergencies.
As part of the planning and threat mitigation process, the City is involved in ongoing public education programs which focus on the need of individuals to be knowledgeable about the nature of disasters, necessary preparations, and proper responses to those disasters.
Mitigation Overview
The City has taken a number of mitigation measures for each identified hazard to minimize the impact that is likely to result from an emergency. The approved Tri-Cities Multi-Jurisdictional Local Hazard Mitigation Plan identifies inclusive mitigation efforts to reduce the occurrence and impact of identified hazards in the city. Asthe cost of damage from all hazards continues to increase nationwide, the city recognizes the importance of identifying effective ways to reduce their vulnerability to disastrous events.
For detailed information on the City’s mitigation strategies, please refer to Tri-Cities Multi-Jurisdictional Local Hazard Mitigation Plan, City of Newark Annex found on the City of Newark webpage.
Planning Assumptions
The following are assumptions used during the development of this plan. These assumptions translate into basic principles for conducting emergency management operations in preparation for, response to and recovery from major emergencies. • Emergencies or disasters may occur at any time, day, or night, in populated and remote areas of the City. • Major emergencies and disasters will require a multi-agency, multi-jurisdictional response. Therefore, it is essential that NIMS, SEMS, and the Incident Command System (ICS) are implemented immediately by responding agencies and expanded as the situation dictates.
• Large-scale emergencies and disasters may overburden local resources and require the need for mutual aid from neighboring jurisdictions.
• Large-scale emergencies and disasters and the complex organizational structure required to respond to them pose significant challenges in terms of warning and notification, logistics, and agency coordination. • The City is primarily responsible for emergency actions within city boundaries and will commit all available resources to save lives, minimize injury to people, protect the environment and minimize property damage. • Major emergencies and disasters may generate widespread media and public interest; information provided to the public needs to be accurate and timely. Additionally, the media must be considered an ally in largescale emergencies and disasters; it can provide considerable assistance in emergency public information and warning. • Large-scale emergencies and disasters may pose serious long-term threats to public health, property, the environment, and the local economy. While responding to significant disasters and emergencies, all strategic decisions must consider each of these threats.
• Disasters and emergencies may require an extended commitment of personnel and other resources from involved agencies and jurisdictions.
• The Emergency Management Organization is familiar with this plan, supporting documentation, and NIMS, SEMS, and ICS.
It is the City’s intent to fulfill the policies described here, within the capabilities and resources available at the time of an emergency or disaster.
21 City of Newark Emergency Operations Plan 2025 Revision This plan uses the whole community concept where residents, emergency management representatives, organizational and community leaders, and government officials can understand and assess the needs of their respective communities and determine the best ways to organize and strengthen their resources, capabilities, and interest. Engaging in the whole community emergency management planning process, builds a more effective path to societal security and resilience. This plan supports the following whole community principles:
• Understand and meet the needs of the entire community, including people with disabilities and those with other access and functional needs.
• Engage and empower all parts of the community to assist in all phases of the disaster cycle. • Strengthen what works well in communities on a daily basis.
In keeping with the whole community approach, this plan was developed with representation from city departments and various other stakeholders. The effectiveness of the emergency response is largely based on the preparedness and resiliency of the community.
Community Resiliency Consists of Three Key Factors:
1. The ability of first responder agencies (e.g., fire, law etc.) to divert from their day-to-day operations to the emergency disaster effectively and efficiently.
2. The strength of the emergency management system and organization with the region, to include EOCs, mass notification systems and communication systems.
3. The preparedness of the region’s Community member, businesses, and community organizations.
By focusing on enhancing all three of these components, the City is improving not only the City’s resiliency to emergency disasters, but also the regions.
22 City of Newark Emergency Operations Plan 2025 Revision Concept of Operations
Response
During a major emergency response, the city will work in coordination with numerous governmental, non-governmental, and private organizations. To enable a multi-faceted operation, the City follows a specific response structure that designates the way local, county, and state-level entities coordinate and communicate during emergency response operations.
This Concept of Operations provides guidance to City decision makers and plan users regarding the sequence and scope of actions to be taken during a citywide emergency response. The response phase concept of operations the city practices can be summarized in six key elements:
1. Goals, priorities, and strategies.
2. Plan activation.
3. Proclaiming an emergency.
4. Presidential declarations.
5. Emergency management response levels.
6. Sequence of events during disasters.
Goals, Priorities, and Strategies
Operational Goals: During the response phase, the agencies charged with responsibilities in this plan should focus on the following five goals:
• Mitigate Hazards.
• Meet basic human needs.
• Address needs of People with Access and Functional Needs. • Restore essential services.
• Support community and economic recovery.
Operational Priorities: Operational priorities govern resource allocation and the response strategies for the City and its political subdivisions during an emergency. Below are operational priorities addressed in this plan:
• Save Lives – The preservation of life is the top priority and takes precedence over all other considerations. • Protect Health and Safety – Measures should be taken to mitigate the impact of the emergency on public health and safety.
• Protect Property – All feasible efforts must be made to protect public and private property and resources, including critical infrastructure, from damage during and after an emergency. • Preserve the Environment – All possible efforts must be made to preserve the environment and protect it from damage during an emergency.
Operational Strategies: To meet the operational goals, emergency responders should consider the following strategies:
• Mitigate hazards –As soon as practical during the disaster response; suppress, reduce, or eliminate hazards/risks to people, property, and the environment to lessen their actual or potential effects/consequences. • Meet basic human needs –All possible efforts must be made to supply resources to meet basic human needs, including food, water, accessible shelter, medical treatment, and security during an emergency. 23 City of Newark Emergency Operations Plan 2025 Revision • Address needs of individuals with disabilities or access and functional needs –People with AFN are more vulnerable to harm during and after an emergency. The needs of these individuals must be considered and addressed. • Restore essential services –Power, water, sanitation, accessible transportation, and other essential services must be restored as quickly as possible to assist communities in returning to normal daily activities. • Support Community and Economic Recovery –All members of the community must collaborate to ensure recovery operations are conducted efficiently, effectively, and equitably. Promoting expeditious recovery of the affected areas.
Plan Activation
The City EOP may be activated by the Director of Emergency Services (City Manager) or designated alternates under any of the following circumstances:
• By order of the Director of Emergency Services (City Manager) as designated by the City Municipal Code Chapter 2.16 Disaster Council or as needed on the authority of the City Manager or designee based on incident complexity. • Upon proclamation by the Governor that a State of Emergency exists. • Automatically on the proclamation of a State of War Emergency. • Upon declaration by the President, of the existence of a National Emergency. • Automatically, on receipt of an attack warning or actual attack on the United States, or upon occurrence of a catastrophic disaster that requires immediate government response.
Proclaiming an Emergency
The California Emergency Services Act (ESA) provides for three types of emergency proclamations in California: (1) Local Emergency, (2) State of Emergency, (3) State of War Emergency.
Emergency proclamations expand the emergency powers and authorities of the State and its political subdivisions. They also provide a mechanism for unaffected jurisdictions to provide resources and assistance to affected jurisdictions. Although emergency proclamations facilitate the flow of resources and support to the affected jurisdiction and local government, they are not a prerequisite to providing mutual aid and assistance under existing agreements or requesting assistance from agencies such as the American Red Cross (ARC), the Alameda County, or the State of California.
Local Emergency Proclamations
In the case of the existence or likely existence of an emergency that threatens the people, property, or environment of the City; and the condition is beyond the capability of the City to control effectively; the Director of Emergency Services (City Manager) can proclaim a Local Emergency.
A Local Emergency may be proclaimed to exist due to a specific situation, such as flood, fire, storm, pandemic, drought, sudden and severe energy shortage, or other conditions. If assistance is requested through the California Disaster Assistance Act (CDAA), a Local Emergency may be recommended by the City Manager as specified by the Municipal Code Chapter 2.16 Disaster Council and issued within 10 days after the actual occurrence of a disaster. A Local Emergency proclamation must be ratified by the City Council within 7 days.
The governing body must review the need to continue the proclamation at least every 60 days until the Local Emergency is terminated. The Local Emergency must be terminated by resolution as soon as conditions warrant. The Proclamation of a Local Emergency provides the governing body with legal authority to:
• Request the Governor proclaims a State of Emergency, if necessary. 24 City of Newark Emergency Operations Plan 2025 Revision • Promulgate or suspend orders and regulations necessary to provide for the protection of life and property, including issuing orders or regulations imposing a curfew within designated boundaries. • Exercise full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans, or agreements.
• Request state agencies and other jurisdictions to provide mutual aid. • Require the emergency services of any local official or employee. • Requisition of necessary personnel and materials from any local department or agency. • Obtain vital supplies and equipment; and, if required, immediately commandeer the same for public use. • Impose penalties for violation of lawful order.
• Conduct emergency operations without incurring legal liability for performance, or failure of performance (Article 17 of the Emergency Services Act provides for certain privileges and immunities).
When the City proclaims a Local Emergency, it will notify the County Office of Emergency Services (OES) Proclamation of a State Emergency:
The Governor proclaims a State of Emergency based on the formal request from the City Council and the recommendation of the Cal OES. If conditions and time warrant, the Governor drafts and signs a formal State of Emergency Proclamation.
The Governor has expanded emergency powers during a proclaimed State of Emergency. The Governor:
• Has the right to exercise police power as deemed necessary, vested in the State Constitution and the laws of California within the designated area.
• Is vested with the power to use and commandeer public and private property and personnel, to ensure all resources within California are available and dedicated to the emergency when requested. • Can direct all state agencies to utilize and employ personnel, equipment, and facilities for the performance of any and all activities designed to prevent or alleviate the actual and threatened damage due to the emergency. Can also direct them to provide supplemental services and equipment to political subdivisions to restore any service to provide for the health and safety of the residents of the affected area. • May make, amend, or rescind orders and regulations during an emergency and temporarily suspend any non-safetyrelated statues, ordinances, regulations, or rules that impose restrictions on emergency response activities.
Proclamation of a State of War Emergency
In addition to a State of Emergency, the Governor can proclaim a State of War Emergency whenever California or the nation is attacked by an enemy of the United States, or upon receiving a warning from the federal government indicating that such an enemy attack is probable or imminent. The powers of the Governor granted under a State of War Emergency are commensurate with those granted under a State of Emergency.
Presidential Declarations
When it is clear that State capabilities will be exceeded, the Governor can request federal assistance, including assistance under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act). The Stafford Act authorizes the President to provide financial and other assistance to state and local government, certain private nonprofit organizations, and individuals to support response, recovery, and mitigation efforts following Presidential Emergency or Major Disaster declarations.
25 City of Newark Emergency Operations Plan 2025 Revision Declaration of Emergency or Major Disaster: The President of the United States can declare an Emergency or Major Disaster under the Stafford Act (41 USC §5121 et seq.). This also allows the president to provide federal government resources to support the States’ response and recovery activities. While Presidential Declarations under the Stafford Act release federal resources and funding to support response and recovery, federal agencies may also provide assistance under other authorities or agreements that do not require a Presidential Declaration.
Emergency Management Response Levels
The City EOP will be activated when an emergency occurs or threatens to exceed normal day to day capabilities to adequately respond to and mitigate an incident(s). The scope of an emergency, rather than the type, will largely determine whether the EOP and EOC will be activated, and to what level.
For planning purpose, Cal OES has established three EOC activation “levels” which the City follows. Table 0-1 defines those levels:
26 City of Newark Emergency Operations Plan 2025 Revision Table 0-1 EOC Activation Levels
Activation
Level Detail Event or Situation
Minimum
Staffing
Three
(Low)
Level Three is a minimum
activation. This level may
be used for situations
which initially only require
a few people
Events with potential
impacts on the health &
safety of the public and/or
environment
Weather Alerts
Incident involving 2+ City
departments
Low risk planned event
Wind or rainstorm
Power outage and Stage 1
& 2 emergencies
EOC Director
Other Designees (Such as
Section Coordinators,)
Two
(Medium)
Level Two activation is
normally achieved as an
increase from Level Three
or a decrease from Level
One. This activation level
is used for emergencies or
planned events that
would require more than
a minimum staff but
would not call for a full
activation/staffing
Two or more large
incidents involving 2 or
more departments
Major wind or rain
Major scheduled event
Large scale power outage
and Stage 3 power
emergencies
Hazardous Material
Incident involving large
scale or possible largescale evacuations
EOC Director
Section Coordinators
Branches & Units as
appropriate
Liaison/Agency
Representatives as
appropriate
Public Information Officer
One
(High)
Level One activation
involves a complete & full
activation of all
organizational elements &
staffing. Level One would
be the initial activation for
any major emergency
requiring acute State help.
Major County/City or
Regional emergency,
multiple departments
with heavy resource
involvement
All EOC as appropriate
Source: Cal OES
Sequence of Events
Two sequences of events are typically associated with disasters: one involves the response, and the other involves emergency proclamations. The response sequence generally describes the emergency response activities to save lives, protect property and preserve the environment. This sequence describes deployment of response teams, activation of emergency management organizations and coordination among the various levels of government. The emergency proclamation sequence outlines the steps to gain expanded emergency authorities needed to mitigate the problem. It also summarizes the steps for requesting state and federal disaster assistance.
1. Before Impact
Before an emergency ever occurs, the City is committed to conducting preparedness activities that include developing plans, training personnel, conducting emergency exercises, educating the public, and arranging to have necessary resources available.
To remain ready to respond, the City will keep their emergency communications systems, warning systems and the EOC ready at all times.
27 City of Newark Emergency Operations Plan 2025 Revision Routine Monitoring for Alerts, Watches and Warnings
Emergency officials constantly monitor events and the environment to identify specific threats that may affect their jurisdiction and increase awareness level of emergency personnel and the community when a threat is approaching or imminent.
Increased Readiness
Sufficient warning provides the opportunity for response agencies to increase readiness, which are actions designed to increase an agency’s ability to effectively respond once an emergency occurs. This includes, but is not limited to:
• Briefing government officials.
• Reviewing plans and procedures.
• Preparing and disseminating information to the community. • Updating resource lists.
• Testing systems such as warning and communications systems. • Activating EOC(s), even if precautionary.
Pre-Impact
When a disaster is foreseen as highly likely, action is taken to save lives, protect property and the environment. During this phase, warning systems are activated, resources are mobilized, and evacuation begins.
Proclaiming and Emergency
In the case of the existence or threatened existence of an emergency that threatens the people, property, or environment of the City, and the condition is beyond the capability of the City to control effectively, the City Council, or the City Manager if the Council is not in session, can proclaim a local emergency.
2. Immediate Impact
During this phase, emphasis is placed on control of the situation, savings lives and minimizing the effect of the disaster.
Below is a list of actions to be taken:
Alert and Notification
Local response agencies are alerted about an incident by the public through 911, another response agency, or other method.
First responders are then notified of the incident. Upon an alert, response agencies notify response personnel.
Resource Mobilization
Response agencies activate personnel and mobilize to support the incident response. As the event escalates and expands, additional resources are activated and mobilized to support the response. Activation and mobilization continue for the duration of the emergency, as additional resources are needed to support the response. This includes resources within the city, or, when resources are exhausted, from surrounding unaffected jurisdictions and/or the County. 28 City of Newark Emergency Operations Plan 2025 Revision Incident Response
Immediate response is accomplished within the city by local responders. First responders arrive at the incident and function within their established field level plans and procedures. The responding agencies will manage all incidents in accordance with the ICS organizational structures, doctrine, and procedures.
Establishing Incident Command
Incident Command is established to direct, order, and/or control resources by virtue of some explicit legal agency or delegated authority at the field level. Initial actions are coordinated through the on-scene Incident Commander (IC). The IC develops an initial Incident Action Plan (IAP), which sets priorities for the incident, assigns resources, and includes a common communications plan. If multiple jurisdictions or agencies are involved, the first responders will establish a Unified Incident Command Post (ICP) to facilitate multijurisdictional and multiagency policy decisions. The IC may implement an Area Command to oversee multiple incidents that are handled by separate ICS organizations or to oversee the management of a large or evolving incident that multiple incident management teams engaged.
Activation of the Multiagency Coordination System
Responding agencies will coordinate and support emergency management and incident response objectives through the development and use of integrated Multiagency Coordination Systems (MACS) and Multiagency Coordination System Groups (MAC Groups). This includes developing and maintaining connectivity capability between the ICP, Local 911 Centers, Local EOC, Regional EOC (REOC), the State EOC, the Federal EOC, and NRF organizational elements.
Local EOC Activation
Local jurisdictions activate their local EOC based on the magnitude or need for more coordinated management of the emergency. When activated, local EOCs help form a common operating picture of the incident by collecting, analyzing, and disseminating emergency information. The local EOC can also improve the effectiveness of the response by reducing the amount of external coordination of resources by the IC by providing a single point of contact to support multiagency coordination. When activated the local EOC notifies the OA that the local EOC has been activated.
Communications between field and the EOC
When a jurisdiction’s EOC is activated, communications and coordination are established between the IC and the Department Operations Center(s) (DOC) to the EOC, or between the IC and the EOC.
OA EOC Activation
If one or more local EOCs are activated, or if the event requires resources outside the affected jurisdiction, the OA EOC activates. The OA EOC also activates if a Local Emergency is proclaimed by the affected local government. The OA EOC then coordinates resource requests from the affected jurisdiction to an unaffected jurisdiction, or if resources are not available within the OA, forwards the resource request to the Regional EOC and mutual aid coordinators.
Regional EOC Activation
Whenever an OA EOC is activated the Cal OES Regional Administrator will activate the Regional EOC within the affected region and notify the Cal OES Headquarters. The Regional EOC will then coordinate resource requests from the affected OA to unaffected OAs within the affected region, or, if resources are not available within the affected region, resource requests are forwarded to the State Operations Center (SOC) for coordination. 29 City of Newark Emergency Operations Plan 2025 Revision State Level Field Teams
The State may deploy Field Teams (Emergency Services Regional Staff) to provide situation reports on the disaster to the REOC in coordination with the responsible Unified Command.
State Operations Center Activation
The State Operations Center is activated when the REOC activates to:
• Continuously monitor the situation and provide situation reports to brief state officials as appropriate. • Process resource request between the affected regions, unaffected regions, and state agency Department Operation Centers.
• Process requests for deferral assistance and coordinate with Federal Incident Management Assistance Teams when established.
• Coordinate interstate resource request as part of the Emergency Management Assistance Compact (EMAC) or Interstate Disaster and Civil Defense Compact.
• The SOC may also be activated independently of a REOC to continuously monitor emergency conditions.
Joint Information Center Activation
Where multiple agencies are providing public information, the lead agencies will work together to analyze the information available and provide a consistent message to the public and the media. Where practical, the agencies will activate a Joint Information Center (JIC) to facilitate the dissemination of consistent information.
State Department Operations Center Activation
Each state agency may activate a DOC to manage information and resources assigned to the incident. If a DOC is activated, an agency representative or liaison may deploy to facilitate information flow between the two facilities.
FEMA Regional Response Coordination Center Activation
The FEMA Regional Response Coordination Center may deploy a liaison or Incident Management Assistance Team to the SOC to monitor the situation and provide situational awareness to federal officials.
3. Sustained Operations
As the emergency continues, further emergency assistance is provided to individuals impacted by the disaster and efforts are made to reduce the likelihood of secondary damage. If the situation demands, mutual aid is provided, as well as activities such as search and rescue, shelter and care, and identification of victims.
4. Transition to Recovery
As the initial and sustained operational priorities are met, emergency management officials consider the recovery phase needs. Short-term recovery activities include returning vital life-support systems to minimum operating standards. Longterm activity is designed to return to normal activities. Recovery planning should include reviews of ways to avert or mitigate future emergencies. During the recovery phase, damage is assessed, local assistance centers and disaster recovery centers are opened, and hazard mitigation surveys are performed. 30 City of Newark Emergency Operations Plan 2025 Revision Local Assistance Center (LAC)
LACs are opened by local governments to assist communities by providing a centralized location for services and resource referrals for unmet needs following a disaster or significant emergency. The LAC is staffed and supported by local, state, and federal agencies, as warranted, as well as nonprofit and voluntary organizations. The LAC provides a venue at which individuals, families, and businesses can access available disaster assistance programs and services. The LACs need to be physically accessible, and information needs to be provided in accessible formats for all community members. If federal resources are authorized, a state-federal Disaster Recovery Center (DRC) may be co-located with the LACs.
Joint Field Office (JFO)
The state coordinates with FEMA as necessary to activate a JFO to coordinate federal support for the emergency. The state will appoint a State Coordinating Officer (SCO) to serve as the state point of contact. A FCO is appointed upon a Presidential Declaration of an Emergency or Major Disaster.
Demobilization
As resources are no longer needed to support the response, or the response activities cease, resources are demobilized.
Demobilization includes provisions to address and validate the safe return of resources to their original location and includes processes for resource tracking and ensuring applicable reimbursement. Where applicable, demobilization should include compliance with mutual aid and assistance provisions.
The sequence of activities occurring for the emergency response and proclamation process is illustrated in Figure 0-1.
Figure 0-1 Response Phase Sequence of Event
31 City of Newark Emergency Operations Plan 2025 Revision Recovery
In the aftermath of a disaster, many Community member will have specific needs that must be met before they can pick up the thread of their pre-disaster lives. Typically, there will be a need for such services as:
1. Assessment of the extent and severity of damages to public and private property.
2. Restoration of services generally available in communities - water, food, medical assistance, utilities, and lifelines.
3. Repair of damaged homes, buildings, and infrastructure.
4. Professional counseling due to mental anguish and inability to cope.
Local governments can help individuals and families recover by ensuring that these services are available and by seeking additional resources if the community needs them. Recovery occurs in two phases: short-term and long-term.
Short-Term Recovery
Short-term recovery operations begin during the response phase of the emergency. Although referred to as “short-term” recovery, these activities may last for weeks. Short-term recovery includes actions required to:
• Stabilize the situation.
• Restore services (electricity, water, and sanitary systems). • Implement critical infrastructure recovery plans to maintain operations during emergencies and the recovery phase. • Commence the planning for the restoration of the community, including economic functions. • Address debris that poses a threat to public health and safety.
For federally declared disasters, Disaster Assistance Centers may be established by FEMA to assist disaster victims and businesses in applying for grants, loans, and other benefits. In coordination with the ARC, the City may provide sheltering for disaster victims until housing can be arranged.
Long-Term Recovery
Long-term recovery continues the short-term recovery actions focusing on community restoration. Long-term recovery may continue for several months or years depending on the severity and extent of the damage sustained. These activities include those necessary to restore a community to a state of normalcy, given the inevitable changes that result from a major disaster.
Long-term recovery activities require significant planning to maximize opportunities and mitigate risks after a major incident and may include the following:
• Reconstruction of facilities and infrastructure including the technology systems and services necessary for restoration of all operations functions.
• Community planning including the development of long-term housing plans. • Implementation of waivers, zoning changes, and other land-use legislation to promote recovery. • Assistance to displaced families, which may include financial support as well as social and health services. • Restoration of the local economic system.
• Integration of mitigation strategies into recovery efforts. • Documentation of eligible disaster-related costs for reimbursement through state and federal grant programs. 32 City of Newark Emergency Operations Plan 2025 Revision Continuity
Continuity of Operations and Government
A critical component of the City emergency management strategy involves ensuring that government operations will continue during and after a major emergency or disaster. The ability to maintain essential government functions, including the continuity of lawfully constituted authority, is a responsibility that must be provided for to the greatest extent possible.
A major disaster could result in great loss of life and property, including the death or injury of key government officials, the partial or complete destruction of established seats of government and/or the destruction of public and private records essential to continue operations of government and industry.
In the aftermath of a major disaster, during the reconstruction period, law and order must be preserved and, so far as possible, government services must be maintained. To this end, it is essential that local government units continue to function. The following portions of the California Government Code and the State Constitution provide authority for the continuity and preservation of State and local government:
• Continuity of Government (COG) in California (Article IV, Section 21 of the State Constitution). • Preservation of Local Government (Article 15 of the ESA). • Temporary Seat of State Government (Section 450, Title 1, Division 3, Chapter 1 of the Government Code).
Key authorities include Sections 8635 through 8643 of the Government Code:
• Furnishing a means by which the continued functioning of political subdivisions can be assured by providing for the preservation and continuation of (City and County) government in the event of an enemy attack, or in the event a State of Emergency or Local Emergency is a matter of statewide concern. • Authorize political subdivisions are to provide for the succession of officers (department heads) having duties related to law and order and/or health and safety.
• Authorize governing bodies are to designate and appoint three standby officers for each member of a governing body and for the Chief Executive, if not a member of the governing body. Standby officers may be residents or officers of a political subdivision, other than those to which they are appointed. Standby officers take the same oath as regular officers and are designated numbers 1, 2 and 3.
• Authorize standby officers are to report ready for duty in the event of a State of War Emergency, State of Emergency or Local Emergency at the place previously designated.
• Authorize local governing bodies are to convene as soon as possible when a State of War Emergency, State of Emergency or Local Emergency exists, and at a place not within the political subdivision.
City Council
To provide for the continuation of the Council during an emergency, the Council may appoint standby members or make necessary appointments, at the time of the emergency, for an official quorum. The Council may choose to meet virtually as allowed under AB 557 (Hart, 2023).
City Officials
Depending on the extent of the emergency, the normal City organization may be partially or entirely replaced by an emergency organization, and City officials may or may not be fully occupied with their emergency roles. 33 City of Newark Emergency Operations Plan 2025 Revision Alternate Facilities
The City has identified alternate facilities to coordinate emergency response. Those facilities are identified below:
City Council Chambers
If the City Council chambers in the City Hall Building is unusable, then the interim seat of government shall be located at:
• First Alternate: Newark Community Center, 35501 Cedar Blvd., Newark, CA 94560 • Second Alternate: Newark Library, 37055 Newark Blvd., Newark, CA. 94560 • Primary EOC: ACFD Fire Station #28, 7550 Thornton Road, Newark, CA 94560 • Secondary EOC: PD Training Room, 37101 Newark Blvd., Newark, CA 94560 Succession
The City Code requires that the order of succession for the position of the Director of Emergency Services be as follows:
1. City Manager/Director of Emergency Services
2. Assistant Director of Emergency Services or designee
3. OES Manager
4. Police Chief
34 City of Newark Emergency Operations Plan 2025 Revision Organization and Assignment of Responsibilities
Use of State and Federal Response Systems
For the City, this basic plan establishes the operational organization that is relied on to respond to an emergency. The City uses SEMS, NIMS, and ICS response systems to be consistent with the NRF concepts and to be coordinated with other jurisdictional partners within the Alameda County.
The following sections list out the City’s organization structure as well as departmental roles and responsibilities during an EOC activation.
Role of Elected Official
All disasters are locally driven events, and it is the local official’s role to provide leadership and policy guidance to their jurisdiction before, during, and after a disaster. It is important for local elected officials to engage in preparedness efforts, which are ongoing and involve activities undertaken to prepare for disasters and emergencies, as well as to facilitate future response and recovery efforts. The following section details some of the local official’s roles and responsibilities during and following a disaster.
Elected Officials Role During an Emergency Disaster
The primary role of an elected official during a disaster is that of support. As the disaster is occurring and the immediate response is underway, elected officials best serve Community member by empowering and allowing first responders and EOC staff the freedom to manage the incident as they have been trained to do. Elected officials should allow them time to stabilize the situation before attempting to step in as a decision maker. Elected officials’ role as decision maker will come, but the primary goal of addressing a disaster as it is happening is to stabilize the situation quickly and efficiently – first responders and City EOC staff will do this. To help with this goal, an elected official’s role consists of:
• Support and work with emergency management officials, as needed. This may include facilitating communication with and obtaining assistance from other agencies, proclaiming a local state of emergency, and issuing emergency orders such as imposing curfews etc.
• Communicate quickly, clearly, and effectively to constituents and work with partners to ensure a coordinated message. • Get accurate information out early and often, and ensure all messaging is accessible. • Maintain situational awareness regarding the disaster by staying informed. • Provide input for response-related activities, when appropriate. • Trust and empower emergency management staff to make the right decisions. • Serve Community members by allowing First Responders and EOC staff to manage the incident as they are trained to do. The active participation of Elected Officials in planning/training before a disaster and leadership during the recovery period is where they will have the greatest impact and be of most value. • Use an EOC Liaison to help stay informed during the incident.
Elected Officials Role Following an Emergency Disaster
The primary role of an elected official after a disaster is that of leadership. Once the first responders and EOC staff have stabilized the situation, elected officials become crucial to the recovery process. A community is built on law and order, and this stems from City Code, Zoning Regulations, Building Code, Police Enforcement, and much more. Just because a disaster occurs does not mean these regulations are null and void. On the contrary, they are crucial to make sure the community is 35 City of Newark Emergency Operations Plan 2025 Revision built back right. For a city to truly recover, diligent and firm adherence to the City’s Codes and Regulations must be adhered to. To help in accomplishing this goal, elected officials can:
• Understand the disaster assistance programs available and application process for State and the Federal Disaster Declarations.
• Support the community throughout the recovery – it can be a long process and may take multiple years. • Help identify opportunities to rebuild and mitigate future damage through planning and smart infrastructure investments.
• Ask questions – the recovery process and programs can be complex. • Ensure all Codes and Regulations are enforced during the recovery process.
Role of City Departments
In the event of an EOC activation, each city department is responsible to support emergency response and recovery objectives and taking the lead regarding the emergency function to which they have been assigned. The departments also provide representatives to the EOC to coordinate people, resources, and information to manage an incident that occurs in the City, and to communicate emergency efforts between departments and/or jurisdictions.
Designated department representatives are trained in emergency management and response operations. In addition, these representatives have assigned successors to support EOC staff in the event of extended operations. The sections below outline the designated responsibilities for each of the City departments. Details of department staff roles and responsibilities in the EOC are defined in the EOC position job aids included in part two of this plan.
City Manager’s Office
The executive staff members of the City Manager’s Office are responsible for policy level decisions related to the management of the incident. The office will provide representatives to assist in the EOC, and provide liaison assistance to the operational area, if activated. The City Manager, or designee, will serve as the EOC Manager/Director overseeing the direction and policy guidance of all EOC operations. Policy level decisions are related to formation of policies/procedures, authorization of expenditures, support of local emergency management operations with additional staff, resources, etc., as well as other operations as appropriate. The City Manager’s Office will also utilize the Public Information Officer (PIO) to staff the position of EOC PIO to support the collection, verification, and dissemination of emergency related information to the public and the media.
Recreation & Community Services Department
Recreation & Community Services is responsible for supporting mass care operations, including the implementation of shelter operations in the City. Mass care and shelter operations include the mobilization and deployment of department personnel and resources (in coordination with the operational area) and receiving and registering volunteer resources during emergencies. Recreation & Community Services will provide staff to manage the shelter facilities and may request additional assistance from the ARC, if necessary. Recreation & Community Services personnel are also responsible for reporting damage assessment information related to park facilities, working within their departmental reporting structure. Recreation & Community Services will appoint department representatives to the City EOC to assist in the coordination of department operations. In addition, the department also serves in a primary role for the provision of services for people with AFN during an emergency.
36 City of Newark Emergency Operations Plan 2025 Revision Community Development Department
The Community Development Department is responsible for providing support on public infrastructure evaluation/damage assessment, providing Geographic Informational Services (GIS) support upon request, identifying possible shelter locations (ensuring the structural safety of the buildings), providing staff to the EOC and administering evaluations and permits in the recovery process. Department representatives lead the Planning Section and may serve in a variety of EOC sections and branches, depending on the needs of the incident. Community Development also establishes the Recovery Coordination Group following the response phase of a disaster event as the City moves into the recovery phase and supports redevelopment and recovery strategies for the City using current economic development strategies.
Finance Department
Finance is responsible for overseeing all expenditures related to emergency management and response operations, including tracking and documentation necessary for recovery reimbursement purposes including personnel time tracking during emergency operations. Finance will provide department representatives to staff the Finance Section in the EOC.
Department representatives will utilize established procedures and protocols for expense tracking and documentation but may also develop additional procedures as necessary to fit the needs of emergency operations. Finance will also provide staffing to the Procurement Unit in the Logistics Section in the EOC utilizing established procedures and protocols for purchasing but may develop procedures as necessary to support emergency operations.
Fire Department
The Fire Department (Alameda County Fire Department) is responsible for the management of fire operations within the City during emergency response efforts. This includes the immediate first responder effort to manage any fires, as well as the management of a safe scene, recognition of potential hazardous materials, public safety on scene, and many other responsibilities. The Fire Department will coordinate all response efforts and serve as the main coordination point when requesting fire response or emergency medical service (EMS) assistance from neighboring jurisdictions.
Fire services also include the provision of EMS, providing life-saving medical care. Fire EMS personnel will work in coordination with private EMS providers to meet the needs of the incident in the event that Fire EMS is overwhelmed. A Fire Department representative will be appointed to serve in the Fire Branch of the Operations Section in the EOC.
Human Resources Department
The City Human Resources Department is responsible for managing all efforts associated with city personnel and volunteers.
As emergency resources, city personnel and volunteers may be assigned to positions in the EOC or in the field to support city emergency management and response operations. Department representatives will staff the Personnel Branch of the EOC, addressing issues such as workers compensation, disaster service worker (DSW) agreements, volunteer management, and other various tasks as determined appropriate. In addition, the risk management personnel within Human Resources are responsible for providing a representative to staff the Safety Officer position within the EOC.
Information Technology Department
The Information Technology (IT) Department is responsible for ensuring the operation of the City’s critical IT infrastructure during an emergency and providing technical support to the EOC when activated. IT will staff the Communications Unit in the EOC, and will provide support to GIS, mapping, and any other technical resources. IT will provide representatives to the EOC when activated.
37 City of Newark Emergency Operations Plan 2025 Revision Police Department
The Police Department is responsible for law enforcement operations and terrorism prevention within the City. Police officers will respond to the immediate threats and dangers associated with any emergencies in the City. The Police Department will support emergency operations including, but not limited to prevention of threats, protection of population, evacuation, and damage assessment. A Police Department representative will be appointed to serve in the Law Branch of the Operations Section in the EOC.
Public Works Department
The Public Works Department serves in a variety of roles to support emergency management and response operations.
Responsibilities for Public Works include, but are not limited to, damage assessment, critical infrastructure restoration, support for debris management, transportation, evacuation, and general logistics operations. Public Works is also responsible for providing flood gate management services for designated areas within the City. Department representatives will be appointed to the EOC to serve in both the Operations and Logistics Sections. In addition, Public Works will assist emergency operations by deploying personnel into the incident area to assess damage and begin emergency restoration efforts. These operations will be coordinated through their DOC, which will communicate and coordinate with the EOC.
Emergency Operation Center, Department Operations Center and Responder Personnel While this EOP is focused on the City’s organizational response, all city employees with responsibilities for emergency functions would greatly benefit from having a personal and family preparedness plan. Any city employee with responsibility to report to the EOC, a DOC, or to field response operations should have a personal and family preparedness plan in place.
Personal and family preparedness planning supports city employees in ensuring the safety of their loved ones, and in turn supports the employees with being available to respond to their city emergency management responsibilities.
Finally, the following sections list out the role and responsibilities of the private sector.
Role of the Private Sector
Contracted City Services
In the event of an EOC activation, each contract city service partner is responsible for supporting emergency response and recovery objectives and taking the lead regarding the emergency function to which they have been assigned. At a minimum contract city service partners will either provide a representative to the City EOC or provide a contact number for their Business Operations Center to coordinate people, resources, and information in order to manage an incident that occurs in the City, and to communicate emergency efforts between their organization and the City.
Residents
The resident of the City are primary beneficiaries of the City’s emergency management system. At the same time, residents play an important role in emergency management by ensuring that they and their families are prepared for disasters. Before an emergency, residents can assist the emergency management effort by taking first aid training, maintaining supplies, and being prepared to evacuate or shelter-in-place for several days.
Many residents join disaster volunteers’ programs such as Community Emergency Response Teams and remain ready to volunteer or support emergency response and recovery efforts. During an emergency, residents should monitor emergency communications and carefully follow direction from authorities. By being prepared, residents can better serve their family, their community, and reduce demands on first responders. 38 City of Newark Emergency Operations Plan 2025 Revision Populations with Access and Functional Needs
Populations with access and functional needs include those members of the community that may have additional needs before, during and after an incident in functional areas, including but not limited to maintaining independence, communication, transportation, supervision, and medical care. Individuals in need of additional response assistance may include those who:
• Have disabilities – temporary and/or lifelong.
• Live in assisted living settings.
• Are elderly.
• Are unaccompanied children.
• Are from diverse cultures.
• Have limited English proficiency or a non-English speaking. • Have sight or hearing losses (impairments).
• Are transportation disadvantaged.
• Other situations that would require assistance.
Lessons learned from recent emergencies concerning people with disabilities and older adults have shown that existing paradigm of emergency planning, implementation and response must change to meet the needs of these groups during an emergency. These lessons show four areas that are repeatedly identified as most important to people with disabilities and older adults:
• Communications and Public Information: Emergency notification systems must be accessible to ensure effective communication for people who are deaf/hard of hearing, blind/low vision, or deaf/blind. • Evacuation and Transportation: Evacuation plans must incorporate disability and older adult transportation providers enable the movement of people with mobility impairments and those with transportation disadvantages. • Sheltering: Care and shelter plans must address the access and functional needs of people with disabilities and older adults to allow for sheltering in general population shelters. • Americans with Disabilities Act: When shelter facilities are activated, the State will work with local officials to ensure they accommodate the provisions of the Americans with Disabilities Act.
At Risk Individuals
Another perspective is to consider the needs of people who are not in contact with traditional emergency service providers.
These people may feel they cannot comfortably or safely access and use the standard resources offered in preparedness, response, and recovery. These include, but are not limited to individuals who are:
• Homeless.
• Without transportation.
• Out of hearing range of community alert sirens/systems. • Without radio or television to know they need to take action. • Without access to telephones.
• Visiting or temporarily residing in an impacted region. • Not familiar with available emergency response and recovery resources. • Limited in their understanding of English.
• Geographically or culturally isolated.
39 City of Newark Emergency Operations Plan 2025 Revision Businesses
Most of the City’s critical infrastructure is owned and maintained by businesses and must be protected during a response to ensure a quick and complete recovery from an emergency. These same businesses provide valuable resources before, during and after an emergency, as well as play a critical role in meeting the needs of those impacted by an emergency.
Target Hazards
Some key industries are potential targets for terrorist attacks and must institute measures to prevent attacks and protect their infrastructure and surrounding community. This requires businesses to coordinate with local, state, and federal governments to ensure that their emergency plans are integrated with government plans.
Hazardous Materials Area Plans
Some industries are required by law or regulation to have emergency operations procedures to address a variety of hazards.
The Cal OES Hazardous Materials Program requires businesses that handle hazardous materials that meet certain quantity or risk thresholds, to submit Business Program Plans and Risk Management Plans to the County’s Certified Unified Program Agency or Administering Agency. The administering Agency can then develop Hazardous Material Area Plans to respond to a release of hazardous materials within the county.
Business Emergency Plans
This plan recommends that all businesses develop comprehensive emergency plans that include employee injury and illness prevention programs, business resumption and continuity of operations elements. A comprehensive business emergency plan can assist the business and community at large by providing:
• Information to employees to protect themselves and their families from the effects of likely emergencies. • A business emergency organization with identified positions having clear and specific emergency roles, responsibilities, delegated authority and identified successors. • An identification of actions necessary to protect company property and records during emergencies. • A list of critical products and services.
• Production shutdown procedures.
• A company command post.
• Alternative work sites.
• Methods and channels of communication.
• Contacts with local emergency management officials.
• A method to provide and accept goods and services from other companies.
Business Operations Centers
This plan also promotes the use of business operations centers to enhance public and private coordination. Local government can effectively coordinate with businesses by establishing a business operation center that is linked to their existing EOC.
40 City of Newark Emergency Operations Plan 2025 Revision Volunteer Organizations
The City recognizes the value and importance of organizations that perform voluntary services in their community. These organizations have resources which can augment emergency response and recovery efforts. Some examples of voluntary organization are the following:
• ARC.
• Community Emergency Response Team within the City or County. • Amateur Radio Groups within the City or County.
Public-Private Partnerships
The private sector provides valuable assistance and resources to support emergency response and recovery activities. The goal of the Public-Private partnership is to advise on:
• Appropriate agreements to provide for quick access to emergency supplies and essential services to minimize the need to stockpile such supplies during normal times.
• Logistic measures required to quickly deliver needed supplies and services to affected areas. • Methods to utilize non-profit and private sector capabilities to increase the surge capacity of local agencies responding to emergencies.
• Methods to promote the integration of the non-profit and private sectors into the emergency services system so that people can be better informed and prepared for emergencies. • Systems that aid business and economic recovery after an emergency. 41 City of Newark Emergency Operations Plan 2025 Revision Direction, Control and Coordination
Direction and Control
The City is responsible for coordinating the resources, strategies, and policy for any event in the City that exceeds the capacity of field responders. Tactical control always remains the responsibility of field ICs. The City Manager, working through the mechanism of the EOC, provides direction and control over the coordination of multi-department and multijurisdictional resources to support the field responders. Policy decisions may be made by the EOC Manager/Director that is staffed by the City Manager or designee.
Coordination
The City EOC will coordinate resource requests from the field and other jurisdictions within the City. If request exceed the supply, the EOC will provide resources based on established priorities.
If resources are not available within the City, requests will be made to the Alameda OA EOC. The OA EOC will coordinate resources obtained from within the OA. If resources are not available in the OA, they will request from the Coastal REOC.
The REOC(s) will coordinate resources obtained from operational areas throughout the region. If resources are not available in the region, they will request from the SOC. If the state cannot supply the resource, they will request from FEMA and other federal agencies.
Multi-Entity/Jurisdiction Coordination and Mutual Aid
Operational Area Coordination
In the event that an incident overwhelms the resources and capabilities of the City, additional support will be requested from a variety of entities, jurisdictions, and organizations. For general emergency management operations, the City will follow SEMS and make requests for additional assistance through the OA, working directly with the operational area emergency management personnel and the OA EOC, if activated. If the emergency requires state and federal support, representatives from the operational area will work with the state level emergency management organization (REOC), following the established SEMS, NIMS, and ICS structures.
When working with external partners such as private companies, non-profit organizations, nongovernment organizations, or other partners, city representatives in the EOC will ensure that these external partners work within the designated organizational structure of the City EOC. The City EOC Manager/Director will designate the coordination procedures for new partners that are not already established as part of the City’s emergency management operational systems.
Mutual Aid
California's emergency assistance is based on a statewide mutual aid system designed to ensure additional resources are provided to the state’s political subdivisions whenever their own resources are overwhelmed or inadequate. The basis for this system is the California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA), which is entered into by and between the State of California, its various departments and agencies, and the various political subdivisions, municipal corporations, and public agencies to assist each other by providing resources during an emergency. The agreement obligates each signatory entity to provide aid to each other during an emergency without expectation of reimbursement. Under specific conditions, federal and state funding may be appropriated to reimburse public agencies who aid other jurisdictions.
If other agreements, memoranda, and contracts are used to provide assistance for consideration, the terms of those documents may affect disaster assistance eligibility and local entities may only be reimbursed if funds are available. This 42 City of Newark Emergency Operations Plan 2025 Revision plan promotes the establishment of emergency assistance agreements between public and private sector agencies at all levels.
There are four approved, formal Mutual Aid Systems in California. Those systems are:
• Fire and Rescue.
• Law Enforcement.
• Coroner.
• Emergency Management.
Other informal mutual aid involves, but is not limited to the interchange of:
• Public Information.
• Public Works.
• Medical and Health.
• Communications.
• Transportation Services.
• Facilities.
• Hazardous Material Mutual Aid System.
• Volunteer and Private Agencies.
California is divided into six mutual aid regions, which are subdivisions of the state emergency services organization to facilitate the coordination of mutual aid and other emergency operations within an area of the State consisting of two or more OAs. A map of the Regions is shown in . The City is located in Mutual Aid Region II.
Mutual Aid Coordination
Formal mutual aid requests follow specified procedures and are processed through pre-identified mutual aid coordinators.
Mutual aid requests follow discipline-specific chains (i.e., fire, law enforcement etc.) from one level of government to the next. The mutual aid coordinator receives the mutual aid request and coordinates the provision of resources from within the coordinator's geographic area of responsibility. In the event resources are unavailable at one level of government, the request is forwarded to the next higher level of government to be filled. • Field Level Requests: Requests for MMAA resources originate from the Field Level and are managed by the IC. If the IC is unable to obtain the resource through existing local channels, the request is elevated to the next successive government level until obtained or cancelled.
• Local Government Request: Local jurisdictions are responsible for the protection of life and property within the municipal geographic boundaries. The local jurisdiction where the incident occurred should assess its resource inventory and existing local agreements to determine if the requested resource is available. When locally committed resources are exhausted and mutual aid is needed, the local official will request assistance from the OA Mutual Aid Coordinator.
• OA Requests: The OA is a composite of its political subdivisions, (i.e., municipalities, contract cities, special districts, and county agencies). The OA Mutual Aid Coordinator assesses the availability of resources within the OA and fulfills the resource request based upon that assessment. In the event resources are unavailable at the OA level, the request is forwarded to the Regional Mutual Aid Coordinator responsible to be filled.
Figure 0-1 California Mutual Aid Regions
43 City of Newark Emergency Operations Plan 2025 Revision • Region Level Requests: The State is geographically divided into six Mutual Aid Regions. For Law Enforcement Mutual Aid, Region I is divided into two sub-regions. Each Mutual Aid Region is comprised of multiple OAs and has a Regional Mutual Aid Coordinator. The Regional Mutual Aid Coordinator is granted the authority to coordinate the mutual aid response of discipline-specific resources within the Region to support a mutual aid request by a jurisdiction also within the Region. In the event resources are unavailable at the Region level, the request is forwarded to the State Mutual Aid Coordinator to be filled.
• State Level Requests: On behalf of the Governor, the Director of Cal OES has the responsibility for coordination of state mutual aid resources in support of local jurisdictions during times of emergency. The Director will analyze and coordinate the request by forwarding the request to an unaffected REOC or tasking the appropriate State agency to fill the need.
Figure 0-2 Flow of Request and Resources
National Incident Management System, Standardized Emergency Management System, and the Incident Command System
Emergency management operations for the City are organized under the guidelines established by NIMS, SEMS, and ICS.
These emergency management structures and guidelines provide the foundation for all emergency operations, creating a flexible organizational structure that can be adjusted to meet the needs of any incident, regardless of the size, extent, or associated damage. This plan, following the identified emergency management structures and guidelines, serves as a local, city management plan, and nests into and supports the Alameda County EOP.
The city will manage their internal operations through the implementation of this plan as outlined, and work in support of county operations if necessary. In following these standardized systems, the City EOC is organized into the sections listed below.
• Management Section.
• Operations Section.
44 City of Newark Emergency Operations Plan 2025 Revision • Planning Section.
• Logistics Section.
• Finance Section.
Detailed descriptions of the roles of each position in the EOC can be found in the supporting documents section of this plan.
NIMS is the national standard for incident management operations defined by the FEMA and based on the NRF. NIMS has been adopted by the City by resolution to serve as its incident management system. ICS is the organizational structure within NIMS that defines how emergency management operations will be organized. All state and local jurisdictions are required to prepare, plan, and respond to emergencies based on the NIMS and ICS standards in order to be eligible for federal reimbursement for emergency related costs. Additional details regarding NIMS and ICS can be found online through FEMA’s website.
In addition, the SEMS, based on State of California emergency management standards, has been adopted by the City for managing response to multi agency and multi jurisdiction emergencies, and to facilitate communications and coordination between all levels of the system and among all responding agencies. California Government Code § 8607 requires all local public agencies (cities, special districts, and counties) to respond to emergencies using the SEMS at the scene of a multiagency emergency and in the EOC.
SEMS defines the organizational structure of local EOCs, reporting to operational area EOCs, which report to REOC(s), to state EOCs, and finally to FEMA. The utilization of SEMS during emergency management and response efforts is required for jurisdictions to be eligible for state reimbursement. Additional information for SEMS can be found online through the Cal OES website.
National Incident Management System
The terrorist attacks of September 11, 2001, illustrated the need for all levels of government, the private sector, and nongovernmental agencies to prepare for, protect against, respond to, and recover from a wide spectrum of events that exceed the capabilities of any single entity. These events require a unified and coordinated national approach to planning and to domestic incident management. To address this need, the President signed a series of Homeland Security Presidential Directives (HSPDs) that were intended to develop a common approach to preparedness and response. Two Policy Directives that are of particular importance to emergency planners:
• HSPD-5, Management of Domestic Incidents: Identifies steps for improved coordination in response to incidents. It requires the Department of Homeland Security to coordinate with other federal departments and/or agencies and state, local, and tribal governments to establish a NRF and a NIMS. • PPD-8, National Preparedness: Describes the way federal departments and agencies will prepare. It requires DHS to coordinate with other federal departments and agencies – and with state, local, and tribal governments to develop a National Preparedness Goal.
Together, the NIMS, NRF, and the National Preparedness Goal define what needs to be done to prevent, protect against, respond to, and recover from a major event; and how well it needs to be done. These efforts align federal, state, local, and tribal entities; the private sector; and nongovernmental agencies to provide an effective and efficient national structure for preparedness, incident management, and emergency response.
The NIMS structure provides a consistent framework for incident management at all jurisdictional levels, regardless of the cause, size, or complexity of the incident, building on the Incident Command System and the NIMS provides the nation’s first responders and authorities with the same foundation for incident management for terrorist attacks, natural disasters, 45 City of Newark Emergency Operations Plan 2025 Revision and all other emergencies. The NIMS structure requires the institutionalization of the ICS and its use to manage all domestic incidents.
The NIMS structure integrates existing best practices into a consistent, nationwide approach to domestic incident management that is applicable at all jurisdictional levels and across functional disciplines. Six major components make up the NIMS approach:
• Command and Management.
• Preparedness.
• Resource Management.
• Communications and Information Management.
• Supporting Technologies.
• Ongoing Management and Maintenance.
Standardized Emergency Management System
The SEMS is the cornerstone of California’s emergency response system and the fundamental structure for the response phase of emergency management. SEMS is required by the ESA for managing multiagency and multijurisdictional responses to emergencies in California. The system unifies all elements of California’s emergency management community into a single integrated system and standardizes key elements. SEMS incorporates the use of the Incident Command System, California Disaster and Civil Defense Master Mutual Aid Agreement, the OA concept and multiagency or inter-agency coordination. State agencies are required to use SEMS and local government entities must use SEMS in order to be eligible for any reimbursement of response-related costs under the state’s disaster assistance programs.
SEMS Organization Levels
There are five Standardized Emergency Management System organizational levels.
State
The State Level of SEMS prioritizes task and coordinates state resources in response to the request from the Regional Level and coordinates mutual aid among the mutual aid regions and between the Regional Level and State Level. The State Level also serves as the coordination and communication link between the state and the federal emergency response system. The State Level requests assistance from other state governments through the EMAC and similar interstate compacts/agreements and coordinates with FEMA when federal assistance is requested. The State Level operates out of the SOC. At the Federal Level, the NRF identifies the methods and means for federal resources to provide support to the state and local government. Federal resources would be accessed via SEMS process through the mutual aid region and SOC.
Region
The Regional Level manages and coordinates information and resources among OA(s) within the mutual aid region and also between the OA and the State Level. The Regional Level also coordinates overall state agency support for emergency response activities within the region. California is divided into three Administrative Regions – Inland, Coastal and Southern which are further divided into six mutual aid regions as shown in 46 City of Newark Emergency Operations Plan 2025 Revision Operational Area
An OA is the intermediate level of the state’s emergency management organization, which encompasses a county’s boundaries, and all political subdivisions located within that county, including special districts. The OA facilitates and/or coordinates information, resources, and decisions regarding priorities among local governments within the OA. The OA serves as the coordination and communication link between the Local Government Level and the Regional, State, and Federal Levels. Tribal jurisdictions in the OA may have statutory authorities for response similar to that at the local level.
Local Government (The City)
The Local Government Level includes cities, counties and special districts, Local governments are required to use SEMS when their EOC is activated, or a local emergency is declared or proclaimed in order to be eligible for state reimbursement of response-related costs.
Field
The Field Level is where emergency response personnel and resources, under the command of responsible officials, carry out tactical decisions and activities in direct response to an incident or threat.
SEMS Functions
SEMS requires that every emergency response involving multiple agencies includes the five functions identified in Figure 0-3. These functions must be applied at each level of the SEMS organization.
Figure 0-3 Standardized Emergency Management Functions
Command/Management
Command is responsible for directing, ordering, and/or controlling of resources at the field response level. Management is responsible for overall emergency policy and coordination at the EOC levels. Command and Management are further discussed below:
• Command: A key concept in all emergency planning is to establish command and tactical control at the lowest level that can perform that role effectively in the organization. In the ICS, the IC, with appropriate policy direction and authority from the responding agency, sets the objectives to be accomplished and approves the strategy and tactics to be used to meet those objectives. The IC must respond to higher authority. Depending upon the incident’s size and scope, the higher authority could be the next ranking level in the organization up to the agency or department Command/
Management
Operations Planning/
Intelligence Logistics Finance/ Administration
47 City of Newark Emergency Operations Plan 2025 Revision executive. This relationship provides an operational link with policy executives who customarily reside in the DOC or the EOC, when activated.
• Management: The EOC serves as a central location from which multiple agencies or organizations coordinate information collection and evaluation, priority setting and resource management. Within the EOC, the Management function:
o Facilitates multiagency coordination and executive decision making in support of the incident response o Implements the policies established by the governing bodies o Facilitates the activities of the Multiagency Coordination Group • Operations: Responsible for coordinating and supporting all jurisdictional operations supporting the response to the emergency through implementation of the organizational level’s Action Plans (AP). At the Field Level, the Operational Section is responsible for coordinating the tactical response directly applicable to, or in support of the objectives in accordance with the IAP. In the EOC, the Operations Section Coordinator/Chief manages functional representatives who share information and decisions about discipline-specific operations. • Planning/Intelligence: Responsible for the collection, evaluation and dissemination of operational information related to the incident for the preparation and documentation of the IAP at the Field Level or the EOC Action Plan (EAP) at an EOC. Planning/Intelligence also maintains information on the current and forecasted situation and on the status of resources assigned to the emergency or the EOC. As needed, Unit Coordinators are appointed to collect and analyze data, prepare situation reports, develop action plans, set GIS priorities, compile, and maintain documentation, conduct advance planning, manage technical specialists, and coordinate demobilization. • Logistics: Responsible for providing facilities, services, personnel, equipment, and materials in support of the emergency. Unified ordering takes place through the Logistics Section to ensure controls and accountability over resource requests. As needed, Unit Coordinators are appointed to address the needs for communications, food, medical, supplies, facilities, and ground support.
• Finance/Administration: Responsible for all financial and cost analysis aspects of the emergency and for any administrative aspects not handled by the other functions. As needed, Unit Leaders are appointed to record time for the incident or EOC personnel; coordinate procurement activities, process claims and track costs.
The field and EOC are illustrated in Table 0-1.
Table 0-1 Field and EOC SEMS Functions Comparison
SEMS Function Field Level EOCs
Command / Management Command is responsible for directing, ordering and/or controlling resources
Management is responsible for
facilitation of overall policy,
coordination, and support of the
incident
Operations The coordinated tactical response of all
field operations in accordance with the IAP
The coordination of all jurisdictional
operations in support of the response to
the emergency in accordance with the
EAP
Planning & Intelligence The collection, evaluation, documentation and use of intelligence related to the
incident
Collecting, evaluating, and disseminating
information and maintaining
documentation relative to all jurisdiction
activities
Logistics Providing facilities, services, personnel,
equipment, and materials in support of the
incident
Providing facilities, services, personnel,
equipment, and materials in support of
all jurisdictional activities as required
48 City of Newark Emergency Operations Plan 2025 Revision Finance & Administration Financial and cost analysis and administrative aspects not handled by the
other functions
Responsible for coordinating and
supporting administrative and fiscal
consideration surrounding and
emergency incident
49 City of Newark Emergency Operations Plan 2025 Revision Communication
City Emergency Operations Center
Once notified of an emergency or disaster of any size, or of a potential or imminent threat to the City, communications will be established between the City EOC and outside entities, such as field responders, department level personnel, media, or other outside agencies and partners. From the EOC, telephones, cell phones, radios, email, and internet applications (such as VEOCI) are used for direct communications with field responders or outside agencies.
The City EOC can communicate with the OA EOC to access the State OASIS satellite system. OASIS can support the operational area entities by allowing for direct satellite communication with the State’s REOC, and the SOC. OASIS voice transmission works like a standard telephone and data transmission is similar to a computer modem.
City Operations and Responders
The City operational staff in the field implement interoperable communications through the use of radios to facilitate communications with all responding departments and city entities. Alternate forms of communication such as the use of cell phones, text messaging, email, amateur radio etc., may be utilized if determined necessary. The use of the interoperable radio system allows for communication between DOCs, EOCs, and the ICP that is located near the site of a field emergency incident. DOCs and dispatch centers for private entities (i.e., private EMS providers) are responsible for maintaining communications with the City EOC when it is activated.
Notification and Warning
In addition to an effective communication capability, government must have an effective means to provide warning alerts to the populations impacted or at risk as a result of an emergency. Those warning alerts are as follows:
• To receive detailed, up-to-date information directly from the Newark Police Department via email sign up for Nixle alerts at http://local.nixle.com/newark-police-department-ca/ and register for Newark Police Department (CA). Once logged in, go to setting and select the Alert, Advisory and Community option. To receive text message alerts only, text your zip code to 888777.
• Tune your radio to KCBS at 740 AM, 1610 AM for important alerts and updates. • To receive Newark-specific alerts your cell phone, we encourage you to sign up for AC ALERT.
Additionally, special broadcasts, or simply driving up and down the streets using the public address system can also be conducted to notify and warn Community member. Police and Fire may be required to disseminate emergency warnings to public who cannot be reached by primary warning systems. 50 City of Newark Emergency Operations Plan 2025 Revision Information Collection, Analysis and Distribution
Before an Incident
Information is often provided before an incident occurs. Sources may include weather reports, National Oceanic Atmospheric Administration (NOAA) alerts, crime reports, credible threats of intentional events, and others. Advanced notice information can be used to activate the EOC, prepare emergency management and response personnel, and provide information to the City population. This advanced information can increase the preparedness level of emergency management and response personnel, by helping them size the number of responders and material resources needed for the response. Advanced information is also used to notify people that might be living in harm’s way, and supports individuals and their families with preparing for, or evacuating from, the hazardous situation. Early information can greatly reduce the numbers of people who might otherwise be harmed by the emergency event.
During an Incident
Information collected during the incident assists in determining the correct course of action and emergency management decisions. Information is collected from field responders, DOCs, private entities, the media, social media, community members, and a variety of other sources. All information collected from open-source public resources will be analyzed for accuracy, processed through rumor control, and documented by the respective EOC sections, branches, and units. All information documentation will be provided to the Situation Unit in the Planning Section of the EOC for inclusion into the EAP.
The use of APs in the City EOC provides a clear and measurable process for identifying objectives and priorities for a given event. Action Planning is an important management tool that involves:
• Process for identifying priorities and objectives for emergency response or recovery efforts. • Documents the priorities and objectives and the task and personnel assignments associated with meeting the objectives.
The Action Planning process should involve the EOC Director and Section Chiefs/Coordinators (one from each Section) along with other EOC staff, as needed, such as agency representatives.
The initial EAP may be a verbal plan that is developed during the first hour or two following EOC activation. A verbal plan may also be utilized for incidents involving a limited scope, short duration (less than 12 hours) and/or a limited number of response personnel. An EAP will be developed whenever the EOC is activated, either partially or fully. A written EAP is required whenever:
• Two or more agencies are involved in the response.
• The incident overlaps more than one operational period. • All EOC functions are fully staffed.
The EAP addresses a specific operational period, which may vary in length from a few hours to days depending on the circumstances. The plan should be regularly reviewed and evaluated throughout the operational period and revised or updated as warranted.
The Planning Section Chief/Coordinator, with input from the EOC Manager/Director, EOC Coordinator, and the Operations Section Chief/Coordinator, establishes the schedule and cycle for planning and situation information dissemination. Initially, 51 City of Newark Emergency Operations Plan 2025 Revision meetings may be conducted every few hours or several times each day. Over time, meetings may be held twice each day, and then daily, depending on the level of operations.
In addition, all EOC situation status reports and EAPs will be developed and presented for the purpose of information sharing at scheduled meetings during each EOC operational period. Information may also be sent to City departments, EOC personnel, the OA, and other key agencies using the City’s Emergency reporting system, OASIS, radio, telephone, email, internet, or fax. Regardless of the method of communication, all data should be verified prior to transmission. If unverified data must be transmitted, it should be clearly designated as unconfirmed information.
The City uses VEOCI and hard copy forms found in the supporting documents of this plan to record and report information.
After an Incident
Information collected throughout emergency operations will be documented by members of the Planning Section. This information will be used during the recovery phase of the emergency to develop a history of actions and expenditures related to the disaster. Information will also be used for the development of the after-action report that is used to document effective practices, archive effective tools, and note areas in which EOC personnel saw need for additional training or tools, and document areas for program enhancements. In addition, the City and other agencies, entities, and organizations involved in the emergency management and response operations will collect information related to their respective aftereffects of the incident, such as social and economic impacts, relief support provided, and ongoing recovery operations.
Emergency Public Information
Emergency Public Information is a priority of most importance during emergencies and disasters. The City government has a primary responsibility to provide accurate and timely information to the public regarding conditions, threats, and protective measures. To avoid conflicts and confusion, the Emergency Public Information function operates best when centralized and coordinated among all involved jurisdictions, agencies, and organizations. 52 City of Newark Emergency Operations Plan 2025 Revision Administration, Finance and Logistics
Administration
Emergency management operations that support administration, finance, and logistical processes are primarily conducted within the Logistics and Finance Sections of the EOC and provide for the following:
• Track and document expenses.
• Document all actions taking during emergency operations. • Procure necessary equipment, resources, and additional support. • Track and document city employee working hours.
• Manage continuity of operations (COOP) for the city.
• Develop staff rotation schedules for extended operations. • Manage compensation and claims related to emergency operations. • Track and document the deployment and utilization of resources. • Manage additional staff and volunteers to support emergency operations. • Manage financial and in-kind donations.
• Oversee and manage information technology components and issues as they arise. • Other actions as appropriate.
City Operations Policy Statement
Limitations
Due to the nature of emergency response, the outcome is not easy to predict. Therefore, it should be recognized that this plan is meant to serve as a guideline and that the outcome of the response may be limited by scope, magnitude, and duration of the event.
Suspension of Routine Activities and Availability of Employees Day-to-day functions that do not contribute directly to the disaster operation may be suspended for the duration of an emergency. Efforts normally required for routine activities may be redirected to accomplish emergency tasks. During an emergency response, City employees not otherwise assigned emergency disaster related duties will, unless otherwise restricted, be made available to augment the work of their department, or other City departments, if required.
Households of Emergency Response Personnel
City employees may not be at peak efficiency or effectiveness during a disaster if the status of their households is unknown or in doubt. Employees who are assigned disaster response duties are encouraged to make arrangement with other employees, friends, neighbors, or relatives to check on their immediate families in the event of a disaster and to communicate that information to the employee through the City EOC.
Non-Discrimination
All local activities will be carried out in accordance with federal nondiscrimination laws. It is the City’s policy that no service will be denied on the basis of race, religion, national origin, age, sex, marital status, veteran status, sexual orientation, or the presence of any sensory, mental, or physical disability. 53 City of Newark Emergency Operations Plan 2025 Revision Community Preparedness
This plan does not substitute government services for individual responsibility. Community members are expected to be aware of developing events and take appropriate steps to respond in a safe and timely manner. Since the City’s resources and personnel may be overwhelmed at the onset of a disaster event, individuals and organizations should be prepared to be self-sufficient following a disaster. The city will make every effort to provide information to the public via the media and other sources to assist Community member in dealing with the emergency.
Disaster Service Workers
Under California Government Code, Section 3100-3109, all public employees are obligated to serve as Disaster Service Workers. Public employees (civil service) are all people employed by any county, city, state agency or public district in the State of California. DSWs provide services and support during declared emergencies or disasters.
In the event of a major emergency or disaster, City employees may be called upon to perform certain duties in support of emergency management operations, such as serve in a position in the EOC, support shelter operations, or work at a logistics base in the field.
• City employees may be required to work at any time during a declared emergency and may be assigned to disaster service work.
• Assignments may require service at locations, times and under conditions other than normal work assignments. • Assignment may include duties within the EOC, in the field or at another designated location.
Under no circumstances will City employees that do not usually have a response role in their day-to-day responsibilities be asked to perform duties or functions that are hazardous, that they have not been trained to perform or are beyond their recognized capabilities.
Documentation
The EOC Finance/Administration Section will be responsible for maintaining records on damage assessment expenditures, recovery cost expenditures, insurance related documents, personnel overtime and other cost associated with the emergency.
The EOC Planning Section will maintain copies of documents that are integral to EOC functions such as EAP, Situation Status Logs, Position Logs etc. that together make up the history and chronology of the emergency events.
Finance
In the case of a major disaster, the EOC will support county, state, and federal entities with cost recovery efforts, if requested and as able. City Community member may benefit from the Small Business Administration, and the city may benefit from the State and/or the FEMA Public Assistance Program. The City may assist the community members with public service announcement regarding available unemployment benefits, worker’s compensation, and insurance benefits.
Expenditure Tracking
The city may be reimbursed for insurance, state and/or federal sources for disaster-related expense. The purpose of this section is to provide guidance on the record keeping requirements for claiming such expenses. 54 City of Newark Emergency Operations Plan 2025 Revision Eligible Expenses
Eligible costs are extraordinary costs incurred while providing emergency services required by the direct impact of a declared disaster and which service is the responsibility of the applicant agency. Eligible costs are generally considered to be net costs over and above any increased revenue or subsidy of the emergency service. Ineligible expenses include standby personnel and/or equipment and lost revenue.
Recordkeeping Requirements
State and federal governments require detailed information to support claims for reimbursement. Funding will be approved or denied based upon the information supplied by applicant agencies. Documentation supporting all the cost claimed will be required, and all information must relate back to individual original source records. The following guidelines should be followed when documenting disaster-related reimbursable expenses:
• Costs and revenue associated with emergency operations should be segregated from normal operating expenses. • Separate records should be maintained for each vehicle and piece(s) of heavy equipment used for emergency operations.
• Vehicles and equipment documentation should include the times and/or hours operated by location and operator. • Vehicle operating expenses should include fuel, tires, and maintenance. • Labor costs should be compiled separately from vehicle and/or equipment expenses. • Equipment documentation should include exactly where the equipment was used and for what; hours and minutes used; and the name of the equipment operator if applicable. • Revenues and subsidies for emergency operations must be subtracted from any costs claimed. • Requisitions, purchase orders, and invoices must be maintained for all supplies, materials and equipment expenses claimed.
• Costs for supplies and materials must include documentation of exactly where resources were used and for what purpose.
• All non-competitive procurements must be justified.
Expenditure tracking should commence upon notice or obvious occurrence of a disaster. The following section focuses on logistics and resource management, priorities, and requests.
Logistics
Resource Management
The resource management function describes the system that will be utilized for identifying available resources within the City to enable timely, efficient, and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under the NIMS includes mutual aid and assistance agreements, the use of special federal, state, territorial, tribal, and local teams, and resource mobilization protocols. This function specifically includes the management of personnel for emergency management operations and addresses necessary coordination efforts with local jurisdictions to secure necessary support and resources.
Resource Priorities
When activated, the City EOC establishes priorities for resource allocation during the emergency. All City resources are considered part of a pool, which may be allocated by the EOC to fulfill priority missions. Each department retains control of its non-assigned resources until released for an emergency assignment by the EOC. 55 City of Newark Emergency Operations Plan 2025 Revision Resource Requests
Resource requests will be made through one of the following processes:
• Discipline-specific (usually Fire and Law) mutual aid systems: Request for resources that are normally within the inventories of the mutual aid system will go from local coordinator to OA Mutual Aid Coordinator to the Regional Mutual Aid Coordinator.
• All other resource requests will be made through the logistics function at each level.
Resource requests from the city will be coordinated with the Alameda OA EOC to determine if the resource is available internally or other more appropriate sources located within the OA. Emergency Management Mutual Aid Coordinators at each level will keep the Operations Chief informed of the status of resource requests and allocations. Coordinators at each level will communicate and coordinate with each other to maintain current status on resource requests and allocations within the disaster area.
Resource requests from the City EOC to the Alameda OA EOC may be verbally requested and then documented. Available resources will be allocated to the requesting local government, if a request for a specific resource exceeds the supply, the available resources will be allocated consistently with the priorities established through the action planning process. The Section Chiefs in the EOC are responsible for ensuring that priorities are followed.
Resource requests for equipment, personnel, or technical assistance not available to the city should be coordinated with the Alameda County EOC to the Coastal REOC. Once the request is coordinated, approved and resources deployed, planning in coordination with various Operational Branches is important for tracking the resources. 56 City of Newark Emergency Operations Plan 2025 Revision Plan Development and Maintenance
This section of the City EOP discusses the overall approach to plan development and maintenance responsibilities.
This plan is developed under the authority of the City Manager’s Office in accordance with the City’s Emergency Organization, who has the primary responsibility for ensuring that necessary changes and revisions to this plan are prepared, coordinated, published, and distributed. The city uses the planning process prescribed by FEMA and the State of California.
This Plan and supporting documentation are reviewed and updated on a regular basis. The review and updates are coordinated with the City Departments and Alameda County.
Administrative Practices
Adherence to standard administrative and financial procedures is critical to ensure resources and funding to support response and recovery activities are accurately tracked and accounted for. Standard administrative and financial practices also support proper cost accounting in order to obtain any reimbursement provided through disaster assistance programs.
The city follows administrative practices required by state law and the SEMS Guidelines in Part III of the SEMS Guidelines documenting California’s Emergency Management administrative practices.
Standard Operating Procedures
This Plan is intended to be used in conjunction with county, operational area, and State plans and associated Standard Operating Procedures (SOPs). Where supporting plans are inconsistent with the general principles described in the State Emergency Plan, the state plan will supersede supporting plans.
SOPs provide the purpose, authorities, duration, and details for the preferred method or performing a single function or a number of interrelated functions in a uniform manner. SOPs must also facilitate the need to carry out actions under conditions that may not have been anticipated when the SOP was drafted. For example, it may be necessary to consider alternative procedures that solve a problem in order to perform in a more time-efficient or cost-efficient way. It is clear; therefore, some procedures may need to be suspended, relaxed, or made operational under threat of disaster. However, such action should be carefully considered, and the consequences should be projected realistically.
Training and Exercises
All city department personnel that are designated responsible for staffing the EOC are required to complete training related to emergency management operations. All designated personnel will be provided with a copy of this plan (as noted in Record of Distribution section of this plan) and are required to read and become familiar with the plan.
A multi-year training and exercise plan called the Integrated Preparedness Plan (IPP) is developed at the County level and followed by the city that identifies and prioritizes the levels of training and the exercises the City should follow. This IPP aligns with other training and exercises within the OA to ensure practice and integration with OA partners as often as possible.
Partner jurisdictions and agencies having assigned responsibilities under this plan must ensure their assigned personnel are properly trained to carry out identified responsibilities. Individual jurisdictions and agencies are responsible for maintaining their own plans, training, and program maintenance.
Finally, training and exercises involve a variety of scopes, scales, and participation. Training can include the following:
57 City of Newark Emergency Operations Plan 2025 Revision Drills
A drill is a small, organized exercise that tests one specific action, such as evacuation of a building, or sheltering-in-place.
Tabletop exercise
A tabletop exercise is a discussion-based exercise in a low-stress environment to discuss a possible emergency scenario.
Functional exercise
A functional exercise is an activity designed to exercise a single function, or multiple functions through the simulation of a realistic scenario. The functional exercise is designed to simulate real conditions in the EOC, and as such includes time constraints on decision making and, by its nature, allows for a more stressful environment.
Full-scale exercise
A full-scale exercise is an activity involving multiple agencies, jurisdictions, entities, organizations, etc., and exercises multiple functions through the simulation of a realistic scenario. This exercise includes the mobilization and utilization of city resources.
Essential Records Retention
Maintenance of administrative records continues through all phases of an emergency. In preparation for an emergency, training and appropriate forms are provided to the City’s emergency response organization. During a response, entities ensure adequate documentation is collected through the Documentation Unit at the Incident and EOC. Documentation should include records of personnel activities, use of equipment, and expenditures for the emergency. Finally, after the response has been terminated, records should be protected and maintained for audit purposes. The Cost Unit is responsible for cost recovery records and assisting in collecting any missing information. Problem areas are identified, corrective measures taken, and employees retrained in the proper, updated procedures.
After Action Reports and Corrective Actions
SEMS regulations require local government agencies to complete an After-Action Report (AAR) for each Governor proclaimed emergency. After an incident or from a gubernatorial proclamation, the AAR is completed within 120 days.
Furthermore, SEMS regulations under Title XIX, Division 2, Chapter 1, Section 2450(a) require any federal, state, or local jurisdiction proclaiming or responding to a Local Emergency for which the governor has declared a State of Emergency or State of War Emergency shall complete and transmit an AAR to Cal OES within 90 days of the close of the emergency period.
The identification of corrective actions is critical to the AAR process. Jurisdictions are strongly encouraged to make recommendations for correcting problems noted in the response/recovery effort, or during exercises and training.
Corrective actions may encompass anything from detailed recommendations for improving individual agency plans and procedures to broader system-wide improvements. Corrective actions are assigned to relevant stakeholders and tracked to ensure the identified problem has been addressed.
The AAR will provide, at a minimum:
• Response actions that were taken.
• Application of SEMS during response.
58 City of Newark Emergency Operations Plan 2025 Revision • Necessary modifications to plans and procedures that are needed. • Lessons learned.
• Noted areas of improvement.
• Best practice implementations proposed.
• Training needed.
• Recovery activities conducted to date.
• Additional information as appropriate.
Findings and recommendations in the contents of the AAR will be used to further develop and update the City EOP, as necessary. AAR development will include the input of all personnel involved in the incident or exercise. 59 City of Newark Emergency Operations Plan 2025 Revision Authorities and References
Federal
Authorities
• Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, 42 U.S.C. 5121, et seq., as amended • Homeland Security Presidential Directive 5, Management of Domestic Incidents, February 28, 2003 • Homeland Security Presidential Directive 8, National Preparedness, December 17, 2003 • The Code of Federal Regulations, Title 44, Chapter 1, Federal Emergency Management Agency, October 1, 2007 • Public Law 920, Federal Civil Defense Act of 1950, as amended • Public Law 84-99, U.S. Army Corps of Engineers - Flood Fighting • Public Law 93-288, Federal Disaster Relief Act of 1974 • Public Law 107-188, Bio-terrorism Act, June 2002
• Public Law 107-296, Homeland Security Act, January 2002 • Executive Order 13228, Office of Homeland Security, October 8, 2001 • Executive Order 13231, Critical Infrastructure Protection, October 16, 2001 • Executive Order 13234, Community member Prepared, November 9, 2001 • Presidential Decision Directive 39 - U.S. Policy on Counterterrorism, June 1995 • Presidential Decision Directive 62 - Combating Terrorism, May 1998 • Presidential Decision Directive 63 – Critical Infrastructure Protection, May 1998 • National Security Presidential Directive 17 - National Strategy to Combat Weapons of Mass Destruction References
• National Response Framework (as revised)
• National Incident Management System
• Federal Emergency Management Agency’s (FEMA) Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining EOPs, Version 3.1
State
Authorities
• California Disaster Assistance Act, California Government Code Section 8680 et. seq. • California Disaster and Civil Defense Master Mutual Aid Agreement • California Government Code, Title 1, Chapter 4, Division 8, Section 3100 - Disaster Service Workers • California Government Code, Title 1, Chapter 4, Division 8, Section 8635 - Continuity of Government • California Government Code, Title 2, Division 1, Chapter 7 – California Emergency Services Act • California Government Code, Title 19, Division 2 – Standardized Emergency Management System • California Water Code, § 128-Department of Water Resources - Flood Fighting References
• Standardized Emergency Management System
• California Disaster Assistance Act
60 City of Newark Emergency Operations Plan 2025 Revision • California State Emergency Plan, 2023
County
• Alameda County Administrative Code, Title 2, Chapter 2.118, “Civil Defense,” June 30, 2002 References
• Alameda County Emergency Operations Plan, June 2025
• County of Alameda Local Hazard Mitigation Plan, 2021
City
• Newark Certified Emergency Management Plan, 2014
• Newark, California Municipal Code Chapter 2.16 Disaster Council 61 City of Newark Emergency Operations Plan 2025 Revision Appendix A – Glossary of Terms
Action Plan (AP): See EOC Action Plan and Incident Action Plan.
Activation: 1) Initial activation of an EOC may be accomplished by a designated official of the emergency response agency that implements SEMS as appropriate to accomplish the agency's role in response to the emergency. 2) An event in the sequence of events normally experienced during most emergencies.
After Action Report (AAR): A report that examines response actions, application of SEMS, modifications to plans and procedures, training needs, and recovery activities. AARs are required under SEMS after any emergency that requires a gubernatorial state of emergency proclamation. Local government AARs must be submitted to Cal OES within 90 days.
Agency: A division of government with a specific function offering a particular kind of assistance. In the Incident Command System (ICS), agencies are defined either as jurisdictional (having statutory responsibility for incident management) or as assisting or cooperating (providing resources or other assistance). Governmental organizations are most often in charge of an incident, though in certain circumstances private sector organizations may be included. Additionally, Non-Governmental Organizations (NGO) may be included to provide support. All-Hazards: Any incident, natural or human-caused, that warrants action to protect life, property, environment, public health, or safety, and minimize disruptions of government, social, or economic activities.
California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA): An agreement entered by and between the State of California, its various departments and agencies, and the various political subdivisions, municipal corporations, and public agencies of the State of California to assist each other by providing resources during an emergency. Mutual Aid occurs when two or more parties agree to furnish resources and facilities and to render services to each other in response to any type of disaster or emergency. California Emergency Support Functions (CA-ESF): The CA-ESFs are a grouping of State agencies, departments, and other stakeholders with similar functional activities/responsibilities whose responsibilities lend to improving the state’s ability to collaboratively prepare for, effectively mitigate, cohesively respond to, and rapidly recover from any emergency. CA-ESFs unify a broad-spectrum of stakeholders with various capabilities, resources, and authorities to improve collaboration and coordination for a particular discipline. They also provide a framework for the state government to support regional and community stakeholder collaboration and coordination at all levels of government and across overlapping jurisdictional boundaries.
California Emergency Services Act (ESA): An Act within the California Government Code to ensure preparations within the state will be adequate to deal with natural, human-caused, or war-caused emergencies which result in conditions of disaster or in extreme peril to life, property, and the natural resources of the state, and generally to protect the health and safety and preserve the lives and property of the people of the state.
Catastrophe: Any natural or human-caused incident, including terrorism that results in extraordinary levels of mass casualties, damage, or disruption severely affecting the population, infrastructure, environment, economy, national morale, and/or government functions.
Command: The act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority.
Command/Management: Command is responsible for the directing, ordering, and/or controlling of resources at the field response level. Management is responsible for overall emergency policy and coordination at the SEMS EOC levels.
Command Post: See Incident Command Post.
62 City of Newark Emergency Operations Plan 2025 Revision Command Staff: The Command Staff at the SEMS Field Level consists of the Information Officer, Safety Officer, and Liaison Officer. They report directly to the Incident Commander. They may have an assistant or assistants, as needed. These officers are also found at the EOC levels in SEMS, and they report directly to the EOC Director and comprise the Management Staff.
They may have an assistant or assistants, as needed.
Communications: Process of the transmission of information through verbal, written, or symbolic means.
Continuity of Government (COG): Activities that address the continuance of constitutional governance. COG planning aims to preserve and/or reconstitute the institution of government and ensure that a department or agency’s constitutional, legislative, and/or administrative responsibilities are maintained. This is accomplished through succession of leadership, the pre-delegation of emergency authority, and active command and control during response and recovery operations.
Continuity of Operations (COOP): Planning should be instituted, including all levels of governments across the private sector and non-governmental organizations as appropriate, to ensure the continued performance of core capabilities and/or critical government operations during any potential incident.
Coordination: The process of systematically analyzing a situation, developing relevant information, and informing appropriate command authority of viable alternatives for selection of the most effective combination of available resources to meet specific objectives. The coordination process (which can be either intra- or inter-agency) does not involve dispatch actions. However, personnel responsible for coordination may perform command or dispatch functions within the limits established by specific agency delegations, procedures, legal authority, etc. Multiagency or interagency coordination is found at all SEMS levels.
Coordination Center: Term used to describe any facility used for the coordination of agency or jurisdictional resources in support of one or more incidents.
Corrective Actions: Implementing procedures based on lessons learned from actual incidents or from training and exercises.
Cost Unit: Functional unit within the Finance/Administration Section responsible for tracking costs, analyzing cost data, making cost estimates, and recommending cost-saving measures.
Critical Infrastructure: Systems and assets, whether physical or virtual, so vital to the United States that the incapacity or destruction of such systems and assets would have a debilitating impact on security, national economic security, national public health or safety, or any combination of those matters.
Demobilization: The orderly, safe, and efficient return of an incident resource to its original location and status.
Department Operations Center (DOC): An Emergency Operations Center (EOC), specific to a single department or agency where the focus is on internal agency incident management and response. They are often linked to and, in most cases, are physically represented in a combined agency EOC by authorized agent(s) for the department or agency.
Disaster: A sudden calamitous emergency event bringing great damage, loss, or destruction.
Division: The partition of an incident into geographical areas of operation. Divisions are established when the number of resources exceeds the manageable span of control of the Operations Section Chief. A Division is located within the ICS organization between the Branch and resources in the Operations Section.
Documentation Unit: Functional unit within the Planning/Intelligence Section responsible for collecting, distributing, recording, and safeguarding all documents relevant to an incident or within an EOC. 63 City of Newark Emergency Operations Plan 2025 Revision Emergency: Any incident(s), whether natural or human-caused, that requires responsive action to protect life or property.
Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an emergency means any occasion or instance for which, in the determination of the President, federal assistance is needed to supplement state and local efforts and capabilities to save lives, protect property and public health and safety, or to lessen or avert the threat of a catastrophe in any part of the United States.
Emergency Management Assistance Compact (EMAC): A congressionally ratified organization that provides form and structure to interstate mutual aid. Through EMAC, a disaster-affected state can request and receive assistance from other member states quickly and efficiently, resolving two key issues upfront: liability and reimbursement.
Emergency Management Community: The stakeholders in emergency response in California including the residents of California, the private sector and federal, state, local, and tribal governments.
Emergency Operations Center (EOC): The physical location at which the coordination of information and resources to support incident management (on-scene operations) activities normally takes place. An EOC may be a temporary facility or may be located in a more central or permanently established facility, perhaps at a higher level of organization within a jurisdiction. EOC may be organized by major functional disciplines (e.g., fire, law enforcement, and medical services), by jurisdiction (e.g., federal, state, regional, tribal, city, county), or some combination thereof.
Emergency Operations Plan (EOP): The ongoing plan maintained by various jurisdictional levels for responding to a wide variety of potential hazards.
Emergency Response Agency: Any organization responding to an emergency, or providing mutual aid support to such an organization, whether in the field, at the scene of an incident, or to an operations center.
Emergency Response Personnel: Personnel affiliated with or sponsored by emergency response agencies.
EOC Action Plan: The plan developed at SEMS EOC levels, which contains objectives, actions to be taken, assignments, and supporting information for the next operational period.
Essential Facilities: May include facilities such as law enforcement, fire, emergency operations centers, schools, medical facilities, and other resources that have a role in an effective and coordinated emergency response.
Evacuation: Organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or potentially dangerous areas and their reception and care in safe areas.
Federal: Of or pertaining to the federal government of the United States of America.
Finance/Administration Section: The section responsible for all administrative and financial considerations surrounding an incident or EOC activation.
Function: Function refers to the five major activities in ICS: Command, Operations, Planning, Logistics and Finance/Administration. The same five functions are also found at all SEMS EOC Levels. At the EOC, the term Management replaces Command. The term function is also used when describing the activity involved, (e.g., the planning function). A sixth function, Intelligence/Investigations, may be established, if required, to meet emergency management needs.
Group: Established to divide the incident management structure into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division. Groups, when activated, are located between branches and resources in the Operations Section. See Division. 64 City of Newark Emergency Operations Plan 2025 Revision Hazard: Something that is potentially dangerous or harmful, often the root cause of an unwanted outcome.
Incident: An occurrence or event, natural or human-caused, which requires a response to protect life or property. Incidents can, for example, include major disasters, emergencies, terrorist attacks, terrorist threats, civil unrest, wildland and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, tsunamis, war-related disasters, public health and medical emergencies, and other occurrences requiring an emergency response.
Incident Action Plan (IAP): An oral or written plan containing general objective reflecting the overall strategy for managing an incident. It may include the identification of operational resources and assignments. It may also include attachments that provide direction and important information for management of the incident during one or more operational periods. At the SEMS EOC Level, it is called the EOC Action Plan.
Incident Command: Responsible for overall management of the incident and consists of the Incident Commander, either single or unified command, and any assigned supporting staff.
Incident Commander (IC): The individual responsible for all incident activities, including the development of strategies and tactics, and the ordering and the release of resources. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site.
Incident Command Post (ICP): The field location where the primary functions are performed. The ICP may be co-located with the incident base or other incident facilities.
Incident Command System (ICS): A standardized on-scene emergency management construct specifically designed to provide for the adoption of an integrated organizational structure that reflects the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the 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 fieldlevel incident management operations.
Information: Pieces of raw, unanalyzed data that identifies persons, evidence, events; or illustrates processes that specify the occurrence of an event. May be objective or subjective and is intended for both internal analysis and external (news media) application. Information is the “currency” that produces intelligence.
Intelligence: Product of an analytical process that evaluates information collected from diverse sources, integrates the relevant information into a cohesive package, and produces a conclusion or estimate. Information must be real, accurate, and verified before it becomes intelligence for planning purposes. Intelligence relates to the specific details involving the activities of an incident or EOC, and current and expected conditions, and how they affect the actions taken to achieve operational period objectives. Intelligence is primarily intended for internal use and not for public dissemination.
Intelligence/Investigations: Intelligence gathered within the Intelligence/Investigations function is information that either leads to the detection, prevention, apprehension, and prosecution of criminal activities (or the individual(s) involved) including terrorist incidents or information that leads to determination of the cause of a given incident (regardless of the source) such as public health events or fires with unknown origins. This is different from the normal operational and situational intelligence gathered and reported by the Planning Section. 65 City of Newark Emergency Operations Plan 2025 Revision Joint Information Center (JIC): A facility established to coordinate all incident-related public information activities. It is the central point of contact for all news media. Public information officials from all participating agencies should co-locate at the JIC.
Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority. Jurisdictional authority at an incident can be political or geographical (e.g., federal, state, tribal, and local boundary lines) or functional (e.g., law enforcement, public health).
Key Resources: Any publicly or privately controlled resources essential to the minimal operations of the economy and government.
Local Government: According to federal code36a county, municipality, city, town, township, local public authority, school district, special district, intrastate district, council of governments (regardless of whether the council of governments is incorporated as a nonprofit corporation under state law), regional or interstate government entity, or agency or instrumentality of a local government; an Indian tribe or authorized tribal entity, or in Alaska a Native village or Alaska Regional Native Corporation; a rural community, unincorporated town or village, or other public entity.
Logistics: Providing resources and other services to support incident management.
Logistics Section: The section responsible for providing facilities, services, and material support for an incident or EOC activation.
Management Staff: See Command Staff.
Mitigation: Provide a critical foundation in the effort to reduce the loss of life and property from natural and/or humancaused disasters by avoiding or lessening the impact of a disaster and providing value to the public by creating safer communities. Mitigation seeks to fix the cycle of disaster damage, reconstruction, and repeated damage. These activities or actions, in most cases, will have a long-term sustained effect.
Mobilization: The process and procedures used by all organizations - federal, state, tribal, and local - for activating, assembling, and transporting all resources that have been requested to respond to or support an incident.
Multiagency Coordination Group (MAC Group): Typically, administrators/executives, or their appointed representatives, who are authorized to commit agency resources and funds, are brought together and form MAC Groups. MAC Groups may also be known as multi-agency committees, emergency management committees, or as otherwise defined. It can provide coordinated decision-making and resource allocation among cooperating agencies and may establish the priorities among incidents, harmonize agency policies, and provide strategic guidance and direction to support incident management activities.
Multiagency Coordination System(s) (MACS): Multiagency coordination systems provide the architecture to support coordination for incident prioritization, critical resource allocation, communications systems integration, and information coordination. The elements of multiagency coordination systems include facilities, equipment, personnel, procedures, and communications. Two of the most commonly used elements are EOC and MAC Groups. These systems assist agencies and organizations responding to an incident. Mutual Aid Agreements and/or Assistance Agreements: Written or oral agreements between and among agencies/or organizations and/or jurisdictions that provide a mechanism to quickly obtain emergency assistance in the form of personnel, equipment, materials, and other associated services. The primary objective is to facilitate rapid, short-term deployment of emergency support prior to, during, and/or after an incident. 66 City of Newark Emergency Operations Plan 2025 Revision Mutual Aid Coordinator: An individual at the local government, Operational Area, Region or State Level that is responsible to coordinate the process of requesting, obtaining, processing, and using mutual aid resources. Mutual Aid Coordinator duties will vary depending upon the mutual aid system.
Mutual Aid Region: A mutual aid region is a subdivision of Cal OES established to assist in the coordination of mutual aid and other emergency operations within a geographical area of the state, consisting of two or more Operational Areas.
National: Of a nationwide character, including the federal, state, tribal, and local aspects of governance and policy.
National Incident Management System (NIMS): Provides a systematic, proactive approach guiding government agencies at all levels, the private sector, and non-governmental organizations to work seamlessly to prevent, protect against, respond to, recover from, and mitigate the effects of incidents, regardless of cause, size, location, or complexity, in order to reduce the loss of life or property and harm to the environment.
National Response Framework (NRF): A guide to how the nation conducts all-hazards incident management. Nongovernmental Organization (NGO): An entity with an association based on the interests of its members, individuals, or institutions. It is not created by a government, but it may work cooperatively with the government. Such organizations serve a public purpose, not a private benefit. Examples of NGO include faith-based charity organizations and the ARC.
Officer: 1) The ICS title for the personnel responsible for the Command Staff (Management Staff at EOC) positions of Safety, Liaison, and Public Information. 2) One who holds an office or post; especially one elected or appointed to a position of authority or trust in a corporation, government, institution, etc.
Operational Area (OA): An intermediate level of the state emergency organization, consisting of a county and all other political subdivisions within the geographical boundaries of the county.
Operational Period: The time scheduled for executing a given set of operation actions, as specified in the Incident Action Plan. Operational periods can be of various lengths, although usually last 12-24 hours.
Operations Section: The section responsible for all tactical incident operations and implementation of the Incident Action Plan. In ICS, it normally includes subordinate branches, divisions, and/or groups. At the SEMS EOC levels, the section is responsible for the coordination of operational activities. The Operations Section at an EOC contains branches, groups, or units necessary to maintain appropriate span of control.
Organization: Any association or group of persons with like objectives. Examples include, but are not limited to, governmental departments and agencies, private sector, and/or non-governmental organizations.
Planning Section: The section responsible for the collection, evaluation, and dissemination of operational information related to the incident or EOC activities and for the preparation and documentation of the IAP or EOC action plan, respectively. This section also maintains information on the current and forecasted situation and on the status of resources assigned to the incident or EOC activation.
Political Subdivisions: Includes any city, city and county, county, tax or assessment district, or other legally authorized local governmental entity with jurisdictional boundaries.
Preparedness: A continuous cycle of planning, organizing, training, equipping, exercising, evaluating, and taking corrective action in an effort to ensure effective coordination during incident response. Within NIMS, preparedness focuses on the following elements: planning, procedures and protocols, training and exercises, personnel qualification and certification, and equipment certification.
67 City of Newark Emergency Operations Plan 2025 Revision Prevention: Actions to avoid an incident or to intervene to stop an incident from occurring. Prevention involves actions to protect lives and property. It involves applying intelligence and other information to a range of activities that may include such countermeasures as deterrence operations; heightened inspections; improved surveillance and security operations; investigations to determine the full nature and source of the threat; public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting or disrupting illegal activity, and apprehending potential perpetrators and bringing them to justice.
Private Sector: Organizations and entities that are not part of any governmental structure. The private sector includes forprofit and not-for-profit organizations, formal and informal structures, commerce, and industry.
Protocols: Sets of established guidelines for actions (which may be designated by individuals, teams, functions, or capabilities) under various specified conditions.
Public Information: Processes, procedures, and systems for communicating timely, accurate, and accessible information on the incident’s cause, size, and current situation; resources committed; and other matters of general interest to the public, responders, and additional stakeholders (both directly affected and indirectly affected).
Public Information Officer (PIO): A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for interfacing with the public and media and/or with other agencies with incident-related information requirements.
Recovery: The development, coordination, and execution of service- and site-restoration plans; the reconstitution of government operations and services; individual, private–sector, non-governmental, and public assistance programs to provide housing and to promote restoration; long-term care and treatment of affected persons; additional measures for social, political, environmental, and economic restoration; evaluation of the incident to identify lessons learned; postincident reporting; and development of initiatives to mitigate the effects of future incidents.
Regional Emergency Operations Center (REOC): Facilities found at Cal OES Administrative Regions. REOC provide centralized coordination of resources among Operational Areas within their respective regions and between the Operational Areas and the State Level.
Reimbursement: Provide a mechanism to recoup funds expended for incident-specific activities.
Resource Management: Efficient emergency management and incident response requires a system for identifying available resources at all jurisdictional levels to enable timely and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under NIMS includes mutual aid agreements and assistance agreements; the use of special federal, state, tribal, and local teams; and resource mobilization protocols.
Resources: Personnel and major items of equipment, supplies, and facilities available or potentially available for assignment to incident operations and for which status is maintained. Resources are described by kind and type and may be used in operational support or supervisory capacities at an incident or at an EOC.
Response: Activities that address the short-term, direct effects of an incident. Response includes immediate actions to save lives, protect property, and meet basic human needs. Response also includes the execution of EOP and of mitigation activities designed to limit the loss of life, personal injury, property damage, and other unfavorable outcomes. As indicated by the situation, response activities include applying intelligence and other information to lessen the effects or consequences of an incident; increased security operations; continuing investigations into nature and source of the threat; ongoing public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and specific law 68 City of Newark Emergency Operations Plan 2025 Revision enforcement operations aimed at preempting, interdicting, or disrupting illegal activity, and apprehending actual perpetrators and bringing them to justice.
Response Personnel: Includes federal, state, territorial, tribal, sub-state regional and local governments, private sector organizations, critical infrastructure owners, and operators, NGO and all other organizations and individuals who assume an emergency management role. Also known as an Emergency Responder.
Safety Officer: A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for monitoring incident operations and advising the IC on all matters relating to operational safety, including the health and safety of emergency responder personnel. The Safety Officer may have assistants.
Section: 1) The organizational level having responsibility for a major functional area of incident or EOC Management, (e.g., Operations, Planning, Logistics, Finance/Administration) and Intelligence/Investigations (if established). The section is organizationally situated between the branch and the Incident Command. 2) A separate part or division as: a. A portion of a book, treatise, or writing. b. A subdivision of a chapter. c. A division of law.
Situation Report: Often contains confirmed or verified information regarding the specific details relating to the incident.
Special District: A unit of local government (other than a city, county, or city and county) with authority or responsibility to own, operate, and maintain systems, programs, services, or projects [as defined in California Code of Regulations (CCR) Section 2900(s)] for purposes of natural disaster assistance. This may include joint powers authority established under Section 6500 et. seq. of the California Code of Regulations.
Stafford Act: The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) establishes the programs and processes for the federal government to provide disaster and emergency assistance to states, local governments, tribal nations, individuals, and qualified private nonprofit organizations. The provisions of the Stafford Act cover all hazards including natural disasters and terrorist events. Relevant provisions of the Stafford Act include a process for Governors to request federal disaster and emergency assistance from the President. The President may declare a major disaster or emergency.
Standard Operating Procedure (SOP): Complete reference document or an operation manual that provides the purpose, authorities, duration, and details for the preferred method of performing a single function or several interrelated functions in a uniform manner.
Standardized Emergency Management System (SEMS): A system required by California Government Code and established by regulations for managing response to multiagency and multijurisdictional emergencies in California. SEMS consists of five organizational levels, which are activated as necessary: Field Response, Local Government, Operational Area, Region, and State.
Standardized Emergency Management System (SEMS) Guidelines: The SEMS guidelines are intended to assist those responsible for planning, implementing, and participating in SEMS.
Standardized Emergency Management System (SEMS) Regulations: Regulations establishing the Standardized Emergency Management System (SEMS) based upon the Incident Command System (ICS) adapted from the system originally developed by the Firefighting Resources of California Organized for Potential Emergencies (FIRESCOPE) program including those currently in use by State agencies, the Multiagency Coordination System (MACS) as developed by FIRESCOPE program, the Operational Area concept, and the Master Mutual Aid Agreement and related mutual aid systems. Regulations are found at Title XIX. Division 2. Chapter 1, Section 2400 et. seq. 69 City of Newark Emergency Operations Plan 2025 Revision State: When capitalized, refers to any State of the United States, the District of Columbia, the Commonwealth of Puerto Rico, the Virgin Islands, Guam, American Samoa, the Commonwealth of the Northern Mariana Islands, and any possession of the United States. See Section 2 (14), Homeland Security Act of 2002, Public Law 107−296, 116 Stat. 2135 (2002).
State Operations Center (SOC): The SOC is operated by the California Governor’s Office of Emergency Services at the State Level in SEMS. It is responsible for centralized coordination of state resources in support of the three Regional Emergency Operations Centers (REOC). It is also responsible for providing updated situation reports to the Governor and Legislature.
Strategy: The general plan or direction selected to accomplish incident objectives.
System: An integrated combination of people, equipment, and processes that work in a coordinated manner to achieve a specific desired output under specific conditions.
Technical Assistance: Support provided to state, tribal, and local jurisdictions when they have the resources, but lack the complete knowledge and skills needed to perform a required activity (such as mobile-home park design or hazardous material assessments).
Technical Specialists: Personnel with special skills that can be used anywhere within the SEMS organization. No minimum qualifications are prescribed, as technical specialists normally perform the same duties during an incident that they perform in their everyday jobs, and they are typically certified in their fields or professions.
Terrorism: Under the Homeland Security Act of 2002, terrorism is defined as activity that involves an act dangerous to human life or potentially destructive of critical infrastructure or key resources; is a violation of the criminal laws of the United States or of any state or other subdivision of the United States in which it occurs; and is intended to intimidate or coerce the civilian population, or influence or affect the conduct of a government by mass destruction, assassination, or kidnapping. See Section 2 (15), Homeland Security Act of 2002, Public Law107−296, 116 Stat. 2135 (2002).
Threat: An indication of possible violence, harm, or danger.
Tools: Those instruments and capabilities that allow for the professional performance of tasks, such as information systems, agreements, doctrine, capabilities, and legislative authorities.
Unified Command: An ICS application used when more than one agency has incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the designated members of the UC, often the senior person from agencies and/or disciplines participating in the UC, to establish a common set of objectives and strategies and a single IAP.
Unit: The organizational element with functional responsibility for a specific incident planning, logistics, or finance/administration activity.
Vital Records: The essential agency records needed to meet operational responsibilities under national security emergencies or other emergency or disaster conditions (emergency operating records), or to protect the legal and financial rights of the Government and those affected by Government activities (legal and financial rights records).
Volunteer: For purposes of NIMS, a volunteer is any individual accepted to perform services by the lead agency (which has authority to accept volunteer services) when the individual performs services without promise, expectation, or receipt of compensation for services performed. See 16 U.S.C. 742f(c) and 29 CFR 553.101.
Revised 2025
Emergency Operations Plan (EOP)
It is our mission to serve and partner with our community to continually enhance the quality of life of everyone in Newark. 2 Project
Timeline
New Plan Recommendation
2 2025 Employee Operations Plan Update
3 • Howell Consulting
selected to
update EOP
• Citywide project
team to support
project
• Began update
March 4, 2025
• 10+ Years Old
• 770+ Pages
• Excludes
recent
legislation
• Howell Consulting
developed draft
EOP
• Project team
provided feedback
• Howell Consulting
revised EOP
• Draft EOP to
Disaster Council
• Disaster Council
approved EOP to
send to City Council
• EOP to City Council
recommending
adoption
• Roll out updated
EOP
Kick-Off
Meeting
Draft
Plan
Adopt &
Implement
Current
Plan
3 Emergency Operations Plan (EOP) Project Timeline
4 Developed plan
using FEMA’s
Comprehensive
Preparedness
Guide (CPG)
101
Updated
EOP base
plan and
annex
Created
Emergency
Operations
Center
(EOC) tools,
plans and
job aids
Developed
department
Continuity of
Operations
Plans
(COOPs)
4 Emergency Operations Plan Project
5 Key Improvements
• Plan developed
using CPG 101
• Plan aligned with
Alameda County
Operational Area EOP
• All-Hazards
Framework
Purpose
• Outlines the methods and
procedures staff will use in an
emergency situation
• Develop a whole community
approach
• Support the provision for
emergency public information
• Serve as an operational plan
and reference document for
pre-emergency planning
Updates
• Base plan
• Job aids
• Federal Emergency
Management
Agency (FEMA)
forms
• Department COOPs
• Training tool for
staff
5 Emergency Operations Plan 2025 Revision
6 Provides staff
training tools
Opportunity to
discuss and
resolve issues
prior to a
disaster
Complies
with all FEMA
and California
legal and
regulatory
compliances
Increases
coordination and
communication
Updated
Emergency
Operations Plan
6 7
Participated in Public
Information Officer (PIO)
and Virtual Emergency
Operation Center
Integration (VEOCI)
trainings
Conducted Tabletop
Discussion Exercises
with primary and back-up
teams; Began EOC
section trainings
7 2025 Employee Preparedness Update
8 Conduct two
Functional
Tabletop
Exercises
Complete EOC
section and
EOP audits and
training
Send employees
to California
Specialized
Training Institute
(CSTI)
8 2026 Employee Preparedness
9 Community
Emergency
Response
Team
(CERT)
Academy
and Training
Plan
Prepare
Respond
Recover
(PPRR)
Training
9 Community Preparedness
Communication,
Education and
Community
Outreach
10 Recommendation
Emergency Operations Plan
It is recommended that the City Council adopt a resolution:
• Approving the City of Newark Emergency Operations Plan (EOP) • Affirming alignment of the City of Newark EOP with the Alameda County Operational Area Emergency Operations Plan
Item F. 4.
DATE 01/08/2026
TO Honorable Mayor and City Council Members
FROM Brittney Frye, Human Resources Director
SUBJECT Adopt a Resolution of Intention and waive full reading and introduce by title only an ordinance authorizing an amendment to the contract between the Board of Administration of the California Public Employees Retirement System (CalPERS) and the City Council of the City of Newark
SUMMARY AND RECOMMENDATION
To effectuate a provision included in the recently negotiated Memoranda of Understanding with the City's two public safety employee groups, staff recommends that the City Council adopt a Resolution of Intention to approve an amendment to the contract between the City Council of the City of Newark and CalPERS; and waive full reading and introduce by title only an ordinance authorizing an amendment to the CalPERS contract to remove the one and one-half percent (1.5%) cost share for new local police members, as identified in the CalPERS contract. The ordinance will return for adoption on February 12, 2026, at least twenty days after the introduction of the Ordinance, as required by CalPERS.
BACKGROUND
The City of Newark participates in the California Public Employees’ Retirement System (CalPERS). Any changes to cost-sharing provisions require a formal contract amendment and must follow CalPERS’ mandated legislative process under the Public Employees’ Retirement Law.
As a result of recent labor negotiations with the Newark Police Association (NPA) and Newark Police Management Association (NPMA), the City Council provided authority to remove the one and one-half percent (1.5%) additional cost share (Gov. Code §20516) currently paid by new local police employees. This change requires an amendment to the City’s CalPERS contract.
CalPERS requires two actions from the governing body: 1) a Resolution of Intention summarizing the proposed contract change and giving public notice and 2) an ordinance authorizing the amendment and the execution of the contract by the City Council.
DISCUSSION/ANALYSIS
The Resolution of Intention states that the proposed amendment will end Section 20516 (Employees Sharing Additional Cost) of one and one-half percent (1.5%) for new local police members.
This action ensures the CalPERS contract reflects the terms negotiated with NPA and NPMA. No other plan changes are proposed.
This meeting includes the adoption of the Resolution of Intention and the first reading (introduction) of the Ordinance. The second reading and adoption of the Ordinance are scheduled for February 12, 2026.
Per statute, the ordinance becomes effective 30 days after adoption. The first full pay period following that date is March 15, 2026, and this is the anticipated effective date of the CalPERS contract amendment. This timeline complies with CalPERS processing requirements and ensures alignment with payroll operations.
FISCAL IMPACT
The removal of the one and one-half percent (1.5%) cost share results in the City assuming that cost for Public Employees' Pension Reform Act (PEPRA) Safety employees only. This financial impact was anticipated and authorized by City Council in the recent labor negotiations with NPA and NPMA. The City adopted the 2024–2026 Biennial Budget on June 27, 2024. No additional fiscal impact beyond what has already been budgeted is expected at this time. Any additional associated costs will be incorporated into the City’s regular budget monitoring process and addressed as part of the Fiscal Year 2025–26 mid-year budget update in March 2026.
ENVIRONMENTAL/PLANNING COMMISSION REVIEW
REVIEW AND APPROVAL
Prepared by - Brittney Frye, Director of Human Resources Reviewed by - Lenka Hovorka, Assistant City Manager
Reviewed by - Krysten Lee, Finance Director
Reviewed by - Kristopher J. Kokotaylo, City Attorney
Approved by - David J. Benoun, City Manager
Attachments
Ordinance - CalPERS Contract Amendment
Resolution of Intent CalPERS Contract Amendment
CalPERS Contract Amendment
ORDINANCE NO. ______
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
NEWARK AUTHORIZING AN AMENDMENT TO THE CONTRACT BETWEEN THE
CITY OF NEWARK AND THE BOARD OF ADMINISTRATION OF THE
CALIFORNIA PUBLIC EMPLOYEES’ RETIREMENT SYSTEM.
THE CITY COUNCIL OF THE CITY OF NEWARK DOES ORDAIN AS FOLLOWS:
SECTION 1. That an amendment to the contract between the City Council of the City of Newark and the Board of Administration, California Public Employees’ Retirement System is hereby authorized, a copy of said amendment being attached hereto, marked Exhibit, and by such reference made a part hereof as though herein set out in full.
SECTION 2. The Mayor of the City of Newark is hereby authorized, empowered, and directed to execute said amendment for and on behalf of the City of Newark.
SECTION 3. This Ordinance shall take effect thirty days from the date of its adoption, and prior to the expiration of fifteen days from the passage thereof shall be published once in the Tri-City Voice, a newspaper of general circulation, published and printed in the County of Alameda and the circulated in the City of Newark and thenceforth and thereafter the same shall be in full force and effect.
RESOLUTION OF INTENTION
TO APPROVE AN AMENDMENT TO CONTRACT
BETWEEN THE
BOARD OF ADMINISTRATION
CALIFORNIA PUBLIC EMPLOYEES’ RETIREMENT SYSTEM
AND THE
CITY COUNCIL
CITY OF NEWARK
WHEREAS, the Public Employees’ Retirement Law permits the participation of public agencies and their employees in the Public Employees’ Retirement System by the execution of a contract, and sets forth the procedure by which said public agencies may elect to subject themselves and their employees to amendments to said Law; and WHEREAS, one of the steps in the procedures to amend this contract is the adoption by the governing body of the public agency of a resolution giving notice of its intention to approve an amendment to said contract, which resolution shall contain a summary of the change proposed in said contract; and
WHEREAS, the following is a statement of the proposed change:
To end Section 20516 (Employees Sharing Additional Cost) of
1.5% for new local police members.
NOW THEREFORE, BE IT RESOLVED that the City Council of the City of Newark does hereby give notice of intention to approve an amendment to the contract between said public agency and the Board of Administration of the Public Employees’ Retirement System, a copy of said amendment being attached hereto, as an “Exhibit” and by this reference made a part hereof.
Item F. 5.
DATE 01/08/2026
TO Honorable Mayor and City Council Members
FROM Kristopher Kokotaylo, City Attorney
SUBJECT Resolution approving an amendment to the
Employment Agreement with City Manager David J. Benoun to serve as City Manager and approving an amendment to the City's salary schedule in conformance with California Code of
Regulations, Title 2, Section 570.5
SUMMARY AND RECOMMENDATION
David J. Benoun has served as City Manager since December 29, 2018 pursuant to an employment agreement that was previously authorized by the City Council.
The employment agreement was previously amended three times effective on July 1, 2022, July 1, 2023, and October 1, 2024. Beginning October 2025, the City Council began the process of conducting a City Manager performance review and, beginning November 2025, the City Council began labor negotiations related to terms and conditions of employment with Mayor Hannon serving as the labor negotiator on behalf of the City. Following that process, the City Council authorized the City Attorney to prepare an amendment to the employment agreement. The City Attorney recommends that the City Council adopt a resolution approving an amendment to the City Manager’s employment agreement following labor negotiations with the City Manager.
BACKGROUND
The City Council appointed David J. Benoun to serve as the City Manager of Newark beginning December 29, 2018 pursuant to a City Council-approved employment agreement (the "Agreement"). The Agreement established Mr. Benoun’s initial annual base salary. The City Council has conducted annual performance evaluations of Mr. Benoun since his initial appointment and previously approved amendments to the Agreement effective July 1, 2022 (the "First Amendment"), July 1, 2023 (the "Second Amendment"), and October 1, 2024 (the "Third Amendment"). Mr.
Benoun's current base salary is $364,936 per year.
DISCUSSION/ANALYSIS
Beginning October 2025, the City Council began the annual City Manager performance Beginning October 2025, the City Council began the annual City Manager performance evaluation for Mr. Benoun. The City Council also initiated the labor negotiations process in November 2025, with Mayor Hannon designated as the City's labor negotiator, to consider a potential merit increase pursuant to the terms and provisions of the Agreement. The City Council has had an opportunity to consider a potential merit increase for Mr. Benoun. The City Attorney has prepared an amendment to the Agreement which establishes a 5% merit increase in annual base salary, effective as of January 1, 2026. This increase is designed to address positive performance, inequity with the labor market, and internal compaction. Mr. Benoun has received three prior merit increases during his 7+ year tenure as City Manager. A salary survey reflecting salaries effective November 2025 reveals that City Manager Benoun's compensation is currently 5.7% below market. When factoring in the proposed 5% increase in annual base salary, Mr. Benoun would be 1.1% below market. Market is considered the average salary of the City Managers in the following cities: Foster City, Fremont, Hayward, Livermore, Menlo Park, Milpitas, Pleasanton, Redwood City, San Leandro, and Union City. Related to compaction, the City Manager's salary is currently only 0.7% above the Police Chief's salary. The proposed 5% salary increase will place the City Manager's salary 5.5% above the Police Chief's salary and help avoid compaction that currently exists between the City Manager and Police Chief. The reason for the compaction is primarily related to unique compensation provided to all sworn employees (including the Police Chief) in the City. The City Manager does not have similar compaction considerations related to the other Department Head positions or the Assistant City Manager. The increase in compensation requires revising the salary schedule as well.
FISCAL IMPACT
The proposed 5% increase to the City Manager’s base pay would increase the hourly rate from $175.45 to $184.22 and result in corresponding adjustments to the overall compensation package, including salary, pension contributions, and certain benefits.
Pension contributions and benefits are expected to increase proportionally, with an estimated annual increase of $6,552 for pension and $1,359 for benefits. The total ongoing fiscal impact of the proposed adjustment is estimated at $26,153 annually, reflecting the combined increase to salary, pension, and benefits.
The City adopted the 2024–2026 Biennial Budget and Capital Improvement Plan on June 27, 2024. No additional fiscal impact beyond what has already been budgeted is expected at this time. Any additional associated costs will be incorporated into the City’s regular budget monitoring process and addressed as part of the Fiscal Year 2025–26 mid-year budget update in March 2026.
ENVIRONMENTAL/PLANNING COMMISSION REVIEW
REVIEW AND APPROVAL
Prepared by - Kristopher J. Kokotaylo, City Attorney
Reviewed by - Krysten Lee, Finance Director
Reviewed by - Lenka Hovorka, Assistant City Manager
Attachments
CM Amendment Resolution
CM Contract Amendment
Exhibit Prior CM Agreement and Amendments
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
NEWARK APPROVING AMENDMENT NO. 4 TO THE CITY
MANAGER EMPLOYMENT AGREEMENT WITH DAVID J.
BENOUN AND APPROVING AN AMENDMENT TO THE
CITY’S SALARY SCHEDULE IN CONFORMANCE WITH
CALIFORNIA CODE OF REGULATIONS, TITLE 2, SECTION
570.5
WHEREAS, the City Council appointed David J. Benoun (“Benoun”) to serve as the City Manager of Newark effective as of December 29, 2018; and WHEREAS, the City and Benoun entered into an employment agreement (the “Employment Agreement”); and
WHEREAS, under the terms of the Employment Agreement, Benoun’s initial annual base salary was set at $244,092 per year; and
WHEREAS, the City Council previously approved amendments to the Employment Agreement authorizing merit increases to Benoun’s base salary effective July 1, 2022 (the “First Amendment”), July 1, 2023 (the “Second Amendment”), and October 1, 2024 (the “Third Amendment”); and
WHEREAS, the City Council has conducted annual performance evaluations of Benoun since his initial appointment as City Manager; and
WHEREAS, following the conclusion of Benoun’s most recent performance evaluation, the City Council designated Mayor Hannon as labor negotiator to discuss a merit increase for Benoun; and
WHEREAS, the City Council has had an opportunity to consider a potential merit increase for Benoun; and
WHEREAS, the City Council desires to provide Benoun with a five percent (5%) merit increase in annual base salary, effective as of January 1, 2026; and WHEREAS, Benoun has and will continue to receive cost of living general salary increases equal to the amounts provided to classifications that participate in the Compensation and Benefit Plan for City Officials and the Management, Supervisory, and Professional Employee Group, as provided for by the Employment Agreement.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Newark as follows:
1. The above recitals are true and correct and are incorporated herein.
2. The City Council approves Amendment No. 4 to the Employment Agreement substantially in the form attached hereto as Exhibit “1,” and authorizes Mayor Hannon to execute the amendment on behalf of the City, in a form approved by the City Attorney.
3. The City Council approves an amendment to the City’s Salary Schedule related to the City Manager classification, effective January 1, 2026, as follows:
Hourly: $184.22
Biweekly: $14,737.60
Annual: $383,177.60
AMENDMENT NO. 4 TO CITY OF NEWARK
CITY MANAGER EMPLOYMENT AGREEMENT
THIS AMENDMENT to the Employment Agreement (“Amendment”) is made by and between THE CITY OF NEWARK (“CITY”) and DAVID J. BENOUN (“BENOUN”) (collectively the “PARTIES”) as of January 1, 2026.
RECITALS
1. The PARTIES entered into an Employment Agreement (“Agreement”), effective December 29, 2018, under which BENOUN would serve as the City Manager of the CITY; and
2. The PARTIES entered into Amendment No. 1 to the Agreement, effective July 1, 2022 (the “First Amendment”); and
3. The PARTIES entered into Amendment No. 2 to the Agreement, effective July 1, 2023 (the “Second Amendment”); and
4. The PARTIES entered into Amendment No. 3 to the Agreement, effective October 1, 2024 (the “Third Amendment”); and
4. The purpose of this Amendment is to provide for an increase to BENOUN’s salary effective as of January 1, 2026.
AGREEMENT
Section 1 General Provisions.
The foregoing Recitals are true and correct and incorporated herein by reference.
Section 2 Increase of Compensation Pursuant to Section V(d) and Amendment of Section V(a).
Pursuant to Section V(d) of the Agreement, BENOUN shall receive a 5% merit increase in base salary and Section V (a) of the Agreement shall be amended as follows:
Commencing January 1, 2026, the base salary for BENOUN shall be the sum of $383,177.60 per year, which sum shall be payable in installments at the same time as other employees of the CITY are paid and subject to customary withholdings and shall reflect a 5% merit increase and a 4% general salary increase (effective July 1, 2025) provided to employees in the Compensation and Benefit Plan for City Officials and the Management, Supervisory, and Professional Employee Group which are in addition to prior merit and general salary increases.
Section 3 Effect of this Fourth Amendment
Except as the Agreement, as previously modified by the First Amendment, the Second Amendment, and the Third Amendment, has been expressly modified by the Amendment, the Agreement shall continue in full force and effect according to its terms.
IN WITNESS WHEREOF, the PARTIES hereto have hereunto affixed their signatures as of the date and year first above written.
ATTEST:
NEETU SALWAN
City Clerk
APPROVED AS TO FORM:
KRISTOPHER J. KOKOTAYLO
City Attorney
CITY OF NEWARK
By:
MICHAEL K. HANNON
Mayor
DAVID J. BENOUN
City Manager
RESOLUTION NO. 11, 714
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
NEWARK APPROVING AMENDMENT NO. 3 TO THE CITY
MANAGER EMPLOYMENT AGREEMENT WITH DAVID J.
BENOUN, APPROVING AN AMENDMENT TO THE
COMPENSATION AND BENEFIT PLAN FOR THE
MANAGEMENT, SUPERVISORY AND PROFESSIONAL
EMPLOYEE GROUP, APPROVING AN AMENDMENT TO
THE CITY' S SALARY SCHEDULE IN CONFORMANCE
WITH CALIFORNIA CODE OF REGULATIONS, TITLE 2,
SECTION 570., AND APPROVING AN AMENDMENT TO
THE 2024-026 BIENNIAL BUDGET AND CAPITAL
IMPROVEMENT PLAN
WHEREAS, the City Council appointed David J. Benoun (" Benoun") to serve as the City Manager of Newark effective as of December 29, 2018; and WHEREAS, the City and Benoun entered into an employment agreement ( the Employment Agreement"); and
WHEREAS, under the terms of the Employment Agreement, Benoun' sinitial annual base salary was set at $ 244, 092per year; and
WHEREAS, the City Council previously approved amendments to the Employment Agreement authorizing merit increases to Benoun' s base salary effective July 1, 2022 ( the " First Amendment") and July 1, 2023 ( the " Second Amendment"); and WHEREAS, the City Council has conducted annual performance evaluations of Benoun since his initial appointment as City Manager; and
WHEREAS, following the conclusion of Benoun' smost recent performance evaluation, the City Council designated Mayor Hannon as labor negotiator to discuss a merit increase for Benoun; and
WHEREAS, the City Council has had an opportunity to consider a potential merit increase for Benoun; and
WHEREAS, the City Council desires to provide Benoun with a five percent ( 5%) merit increase in annual base salary, effective as of October 1, 2024; and WHEREAS, Benoun has and will continue to receive cost of living general salary increases equal to the amounts provided to classifications that participate in the Compensation and Benefit Plan for City Officials and the Management, Supervisory, and Professional Employee Group, as provided for by the Employment Agreement.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Newark as follows:
1. The above recitals are true and correct and are incorporated herein.
2. The City Council approves Amendment No. 3 to the Employment Agreement substantially in the form attached hereto as Exhibit " 1," and authorizes Mayor Hannon to execute the amendment on behalf of the City, in a foiin approved by the City Attorney.
3. The City Council approves an amendment to the Compensation and Benefit Plan for the Management, Supervisory and Professional Employee Group to place the City Manager classification into Range 30 ($ 25, 709. 06to $30, 850.7).
4. The City Council approves an amendment to the City' sSalary Schedule related to the City Manager classification as follows:
Minimum
Hourly Biweekly Annual
148. 32 11, 865. 60 308, 505. 60
Range 30
Maximum
Hourly Biweekly Annual
177. 99 14, 239.0 370, 219.0
5. The City Council hereby authorizes an amendment to the 2024-026 Biennial Budget and Capital Improvement Plan, appropriating a total of $24, 328 to fund the 5% increase in the City Manager' s base salary and associated costs, as follows:
TO: 110. 20. 020. 200. 5110 Salaries $ 16, 705
110. 20. 020. 200. 5210 Benefits $ 1, 250
110. 20. 020. 200. 5510 Defined Benefit Plan $ 6, 373
Resolution No. 11, 714 2
I HEREBY CERTIFY the foregoing resolution was introduced at a regular meeting of the
City Council of the City of Newark held on November 14, 2024, by Mayor Hannon who moved its adoption and passage, which motion was carried after being duly seconded, and passed by the following vote:
AYES: Council Members Jorgens, Collazo, Apodaca, Vice Mayor Freitas, and Mayor Hannon
NOES:
ABSENT:
SECONDED:
try
AtVEST.,
SHEILA HARRINGTO
City Clerk
None
None
Council Member Collazo
APPROVED AS TO FORM:
KRISTOPHER J. KOKOTAYLO
City Attorney
APPROVED:
ICHAEL HANNON
Mayor
Resolution No. 11, 714 3
AMENDMENT NO. 3 TO CITY OF NEWARK
CITY MANAGER EMPLOYMENT AGREEMENT
THIS AMENDMENT to the Employment Agreement (" Amendment") is made by and between THE CITY OF NEWARK (" CITY") and DAVID J. BENOUN (" BENOUN") (collectively the PARTIES") as of November 14, 2024.
RECITALS
1. The PARTIES entered into an Employment Agreement (" Agreement"), effective December 29, 2018, under which BENOUN would serve as the City Manager of the CITY; and
2. The PARTIES entered into Amendment No. 1 to the Agreement, effective July 1, 2022 ( the First Amendment"); and
3. The PARTIES entered into Amendment No. 2 to the Agreement, effective July 1, 2023 ( the Second Amendment"); and
4. The purpose ofthis Amendment is to provide for an increase to BENOUN' s salary effective
as of October 1, 2024.
AGREEMENT
Section 1 General Provisions.
The foregoing Recitals are true and correct and incorporated herein by reference.
Section 2
V( a).
Increase of Compensation Pursuant to Section V( d) and Amendment of Section Pursuant to Section V( d) of the Agreement, BENOUN shall receive a 5% merit increase in base salary and Section V (a) of the Agreement shall be amended as follows:
Commencing October 1, 2024, the base salary for BENOUN shall be the sum of $350, 895. 96per year, which sum shall be payable in installments at the same time as other employees of the CITY are paid and subject to customary withholdings and shall reflect a 5% merit increase and a 3% general salary increase ( effective July 1, 2024) provided to employees in the Compensation and Benefit Plan for City Officials and the Management, Supervisory, and Professional Employee Group which are in addition to prior merit and general salary increases.
Section 3 Effect of this Third Amendment
Except as the Agreement, as previously modified by the First Amendment and the Second Amendment, has been expressly modified by the Amendment, the Agreement shall continue in full force and effect according to its terms.
KRISTOPHER J. KOKOTAYLO
City Attorney
IN WITNESS WHEREOF, the PARTIES hereto have hereunto affixed their signatures as of the date and year first above written.
CITY OF NEWARK
By:
MICHAEL K. HANNON
Mayor
ATTEST:
City Clerk
APPROVED AS TO FORM:
DAVID J. BENOUN
City Manager
Item H. 1.
DATE 01/08/2026
TO Honorable Mayor and City Council Members
FROM Neetu Salwan, City Clerk
SUBJECT Adopt a resolution approving the Mayor's appointment of two City Council Members, or the Mayor and one City Council Member, to serve as the City of Newark’s representatives on the
Fremont–Newark / AC Transit Inter-Agency Liaison Committee.
AC Transit has created several Inter-Agency Liaison Committees to improve coordination with local jurisdictions. These committees are advisory, comply with the Brown Act, and include elected officials from AC Transit and partner cities.
On October 22, 2025, the AC Transit Board approved the formation of an Inter-Agency Liaison Committee with the Cities of Fremont and Newark. The committee will focus on transit planning, capital projects, development activity, and regional mobility issues.
By letter dated December 5, 2025, AC Transit requested that the City of Newark appoint two elected representatives to serve on the committee beginning in January 2026. The committee meets two to three times per year, and AC Transit provides meeting support.
Staff recommends that the City Council adopt a resolution approving the Mayor's appointment of two City Council Members, or the Mayor and one City Council Member, to serve as the City of Newark’s representatives on the Fremont–Newark / AC Transit Inter-Agency Liaison Committee.
Attachments
Resolution Approving AC Transit Appointments
Exhibit A – AC Transit Letter dated December 5, 2025, including ILC Charter RESOLUTION NO. _____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
NEWARK APPROVING APPOINTMENTS OF
REPRESENTATIVES TO THE CITIES OF
FREMONT–NEWARK / AC TRANSIT INTER-AGENCY
LIAISON COMMITTEE
WHEREAS, AC Transit has established several Inter-Agency Liaison Committees to promote coordination and collaboration with partner jurisdictions; and WHEREAS, AC Transit requested that the City of Newark appoint two elected representatives to serve on the Fremont–Newark / AC Transit Inter-Agency Liaison Committee beginning in January 2026; and
WHEREAS, AC Transit requested that the City of Newark may appoint at least one and no more than two alternates to serve on the Fremont–Newark / AC Transit Inter -Agency Liaison Committee beginning in January 2026; and WHEREAS, appointed representatives to the Fremont–Newark / AC Transit InterAgency Liaison Committee will be included in the Mayor’s annual appointments, beginning in 2027.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Newark hereby approves the Mayor’s appointments of the following individuals to serve as the City of Newark’s representatives on the Fremont–Newark / AC Transit InterAgency Liaison Committee, effective January 2026:
____________________________________
____________________________________
Alternate (optional) _____________________
Alternate (optional) _____________________
Exhibit A – AC Transit Letter dated December 5, 2025, including ILC Charter December 5, 2025